City Council Agenda Packet 05-11-2020The City Council will be conducting the meeting in person and by teleconference. Social
distancing guidelines will be enforced. Residents can view the meeting live online at
https.Ilmonticello.viebit.com and the Monticello municipal cable channel. Any citizen
comments for the meeting should be provided in writing by 3 p.m. on Monday, May 11
to iennifer.schreiber(a,ci.monticello.mn.us
AGENDA
REGULAR MEETING — MONTICELLO CITY COUNCIL
Monday, May 11, 2020 — 6:30 p.m.
Mississippi Room, Monticello Community Center
Mayor: Brian Stumpf
Council Members: Jim Davidson, Bill Fair, Charlotte Gabler, Lloyd Hilgart
1. General Business
A. Call to Order & Pledge of Allegiance
B. Approval of Agenda — Councilmembers or the City Administrator may add items
to the agenda for discussion purposes or approval. The City Council may or may
not take official action on items added to the agenda.
C. Approval of Meeting Minutes
• Regular Meeting Minutes from April 27, 2020
D. Citizen Comments — Individuals may address the City Council about any item not
contained on the agenda. Each speaker will be allotted three minutes with a
maximum of five speakers. The Mayor may allow for additional time and/or
speakers. The City Council generally takes no official action of items discussed,
with the exception of referral to staff for future report.
E. Public Service Announcements/Updates
• Spring Leaf Pickup Cancelled
• Farmers Market Opening Day (5/21)
• Memorial Day Hours
F. Council Liaison Updates
• Planning Commission
G. Department Updates
• City Administrator Update
• COVID-19 Update
• Cable Commission Update
2. Consent Agenda — All items listed on the Consent Agenda are considered standard or
may not need discussion prior to approval. These items are acted upon by one motion
unless a councilmember, the city administrator, or a citizen requests the item by removed
from consent for additional discussion.
A. Consideration of approving payment of bills
B. Consideration of approving new hires and departures for City departments
C. Consideration of approving the sale/disposal of surplus city property
D. Consideration of appointment Thomas Conboy, Xcel Energy, to the
Industrial/Economic Development Committee (IEDC) for a term ending
December 31, 2020
E. Consideration of approving a temporary gambling application for Church of St.
Henrys Fun Fest for August 29-30, 2020
F. Consideration of waiving monetary limits on municipal tort liability established
by Minnesota Statutes
G. Consideration of renewing membership in MN Public Broadband
Alliance for 2020 at a cost of $1,500
H. Consideration of adopting Ordinance 742 amending Title XI, Chapter 95, Section
95.01 - Fire Code to update the Minnesota State Fire Code amendments
I. Consideration of adopting Resolution 2020-42 authorizing a cooperative
construction agreement with MnDOT for lighting on State Highway 25 near
Kjellberg Park
2A. Consideration of items removed from the consent agenda for discussion
3. Public Hearings
4. Regular Agenda
A. Consideration of approving policy guiding city employee use of cloth face
coverings in response to the COVID-19 pandemic
B. Consideration of authorizing advertisement for bids for the 2020 Monticello
Community Center Roofing Project at an estimated cost of $340,000
5. Adjournment
REGULAR MEETING — MONTICELLO CITY COUNCIL
Monday, April 27, 2020 — 6:30 p.m.
Mississippi Room, Monticello Community Center
Present: Mayor Brian Stumpf, Jim Davidson, Bill Fair, Charlotte Gabler, and Lloyd
Hilgart
Absent: None.
General Business
A. Call to Order & Pledge of Allegiance
Mayor Stumpf called the meeting to order at 6:30 p.m.
B. Approval of Agenda
Councilmember Gabler moved approval of the agenda with the addition of
2L — Consideration of approving Change Order #I for the contract with E.H.
Renner & Sons for repairs on Wells 2 and S for a total amount of $18,950.
Councilmember Davidson seconded the motion. Motion carried
unanimously.
C. Approval of Minutes
Regular Meeting Minutes from April 13, 2020
Councilmember Gabler moved approval of the April 13, 2020 regular
minutes. Councilmember Davidson seconded the motion. Motion carried
unanimously.
D. Citizen Comments
None.
E. Public Service Announcements
Spring Tree Pickup on May 2.
Spring Leaf Pickup on May 16
F. Department Updates
• City Administrator Update — Jeff O'Neill provided an update on the
COVID-19 response.
2. Consent Agenda:
Councilmember Hilgart moved approval of the consent agenda excluding item E
and the addition of item L. Councilmember Fair seconded the motion.
A. Consideration of approving the payment of bills. Recommendation: Approved
the bill and purchase card registers for a total amount of $594,135.20.
B. Consideration of approving new hires/departures. Recommendation: Approved
the hires for the Hi -Way Liquors and Parks Department.
City Council Minutes—April 27, 2020 Page 1 1 4
C. Consideration of approving the sale/disposal of surplus city property.
Recommendation: Approved as presented.
D. Consideration of approving a Special Event Permit for Brewfest event on August
15, 2020. Recommendation: Approved the special event permit for Brewfest
on August 15, 2020, including city assistance, use of municipal parking lots,
street closures, and waiving of event permit fee and tent fee. The approval is
contingent on the status of the current health pandemic, and the following:
continued site plan and parking use coordination with the Street
Superintendent and Park Superintendent; appropriate signage and fencing
in coordination with the Street and Park Superintendents continued
coordination with the Chief Building Official on any tent permits that may
be needed; verification of trash and portable bathroom services for the
event; and verification of notification of affected local businesses and
residents within a 2 -block radius of the park by permit holder, no later than
two weeks prior to the event; and event coordination with Wright County
Sheriffs Office.
E. Consideration of approving an application for temporary on -sale liquor license for
Monticello Lions Club for their Brewfest event on August 15, 2020.
Recommendation: ITEM WAS REMOVED FROM THE CONSENT
AGENDA.
F. Consideration of approving a credit for on -sale liquor license holders to be
applied to their 2020-2021 renewal fee in an amount based on the pro -rated
number of days establishments were closed due to Executive Order by Governor
Walz. Recommendation: Approved the credit for on -sale liquor license
holders.
G. Consideration of granting an extension for Final Plat application for Spirit Hills
South to May 22, 2020. Applicant: R.W. Land Holdings. Recommendation: The
extension was approved.
H. Consideration of approving a Conditional Use Permit and Text Amendment
relating to density for Group Residential Facility, Multi -Family in an R-3 District,
and amendment to the use table, Table 5-1 of the Zoning Ordinance, dismissing
application for PUD and rezoning to PUD. Applicant: John and Dawn
Rogosheske. Recommendation: Approved Ordinance 741 for amendments to
the Monticello Zoning Ordinance relating to Group Residential Facilities,
based on findings in Resolution PC -2020-011. Approved a Conditional Use
Permit for Group Residential Facility, Multi -Family for Lot 8, Block 9,
Original Plat of Monticello, 612 Stn Street, based on findings in Resolution
PC -2020-012 subject to the conditions listed in Exhibit Z and dismissing any
action on the PUD request.
I. Consideration of appointing Sarah Rathlisberger as Monticello Deputy Registrar
002 subject to approval by the State of Minnesota and Wright County.
Recommendation: Appointment was approved.
City Council Minutes —April 27, 2020 Page 2 1 4
J. Consideration of adopting Resolution 2020-41 accepting bids and awarding
contract to Allied Blacktop for the 2020 Sealcoat, Fog Seal, and Paving Marking
Project. Recommendation: Resolution 2020-41 was approved and contract
awarded to Allied Blacktop.
K. Consideration of accepting quotes and awarding contract to KAMCO Inc. for the
2020 Crack Seal project in the amount of $23,940. Recommendation: Contract
was awarded to KAMCO Inc.
2A. Consideration of items removed from the consent agenda for discussion
E. Consideration of approving an application for temporary on -sale liquor license
for Monticello Lions Club for their Brewfest event on August 15, 2020.
Councilmember Hilgart removed the item for general questions about allowing
events during the current health pandemic. The events will be approved on a
contingency basis.
Councilmember Hilgart moved approval of the temporary liquor license for
Monticello Lions Club for their Brewfest event on August 15, 2020.
3. Public Hearing:
A. Consideration of adopting Ordinance 740 amending Chapter 36 — Fee Schedule
by updating Sections Communitv Development, Licenses/Permits, Storm Water
and Waste Items
Jennifer Schreiber, City Clerk, presented the ordinance and gave a brief overview.
Mayor Stumpf opened the public hearing. No one testified. Mayor Stumpf closed
the public hearing. Mayor Stumpf commented that he would prefer the sidewalk
cafe to begin next year. Councilmembers concurred.
Councilmember Fair moved approval of Ordinance 740 amending Chapter
36 — Fee Schedule with the amendment that the sidewalk cafe fee be effective
January 1, 2021. Councilmember Davidson seconded the motion. Motion
carried unanimously.
4. Regular Agenda:
A. Consideration of authorizing Bolton and Menk, Inc. to provide engineering
services to perform design and construction engineering for improvements to the
citv's SCADA system for the water and sewer utilities for a total cost of $149,000
Matt Leonard, City Engineer/Public Works Director, gave a brief presentation on
the item. He provided a background on the existing conditions and the need for
the proposed improvements. The city originally contracted with Bolton & Menk,
Inc. to do a feasibility study on the SCADA system. The proposal by staff is to
also authorize the Bolton and Menk, Inc. to provide engineering services on
SCADA system for water and sewer facilities.
Both Mayor Stumpf and Councilmember Gabler expressed concern in regard to
automatically using the firm that did the feasibility study for engineering services.
Councilmember Gabler noted that she would support going out for RFP for
engineering services. Mayor Stumpf stated that he prefers the city wait on the
City Council Minutes — April 27, 2020 Page 3 14
project to gain a clearer picture of the pandemics effect on the economy.
Councilmember Hilgart would support doing the complete project at one time.
Councilmember Fair moved approval of authorizing Bolton & Menk to
provide engineering services to perform design and construction engineering
for improvements for the water system and lift stations. Councilmember
Davidson seconded the motion. Motion failed 2-3; Mayor Stumpf and
Councilmembers Gabler and Hilgart voted against for reasons listed above.
Councilmember Gabler moved approval to go out for RFP for engineering
services on the water system and lift stations, with a friendly amendment to
include waste facilities as an alternate. Councilmember Fair seconded the
motion with friendly amendment. Motion carried 4-1; Mayor Stumpf voted
against because he wants to wait for a stronger economy.
5. Adiournment:
By consensus, the meeting was adjourned at 7:35 p.m.
Recorder: Jennifer Schreiber
Approved:
Attest:
City Administrator
City Council Minutes —April 27, 2020 Page 4 14
City Council Agenda: 5/11/2020
2A. Consideration of approvinLY vavment of bills (SR)
A. REFERENCE AND BACKGROUND:
City staff submits the attached bill registers and purchasing card registers for approval by
Council. The bill registers contain all invoices processed and the purchasing card
registers contain all card purchases made since the last Council meeting. Subject to MN
Statutes, most invoices require Council approval prior to releasing checks for payment.
The day following Council approval, payments will be released unless directed
otherwise. A credit purchasing agreement and policy was approved by Council initially
and card purchases must comply with the policy.
If Council has no questions or comments on the bill and purchase card registers, these can
be approved with the consent agenda. If requested, this item can be removed from
consent and discussed prior to making a motion for approval.
Al. Budget Impact: None
A2. Staff Workload Impact: No additional work required.
B. ALTERNATIVE ACTIONS:
1. Motion to approve the bill and purchase card registers for a total amount of
$529,902.10.
2. Motion to approve the registers with changes directed by Council.
C. STAFF RECOMMENDATION:
City staff recommends Alternative #1 or #2, per direction of Council.
D. SUPPORTING DATA:
• Bill registers and Purchase Card registers
Accounts Payable
Computer Check Proof List by Vendor
User:
Debbie.Davidson
Printed:
05/01/2020 - 12:43PM
Batch:
00215.04.2020 - 215.04.2020 Xcel
Invoice No
Description
Amount
Payment Date
Acct Number
Vendor: 1102
CENTERPOINT ENERGY
Check Sequence: 1
04/30/2020
5863599-6 - Animal Shelter
69.79
04/30/2020
101-42700-438100
04/30/2020
8235331-9 - Prairie Center
139.80
04/30/2020
101-41941-438100
04/30/2020
5828859-8 - Storage Garage
60.72
04/30/2020
101-41940-438100
04/30/2020
5864452-7 - Library
511.51
04/30/2020
101-45501-438100
04/30/2020
5837384-6 - Publc Works
1,147.82
04/30/2020
101-43127-438100
04/30/2020
6401745330-5 - 349 W Broadway
197.90
04/30/2020
101-45204-438100
04/30/2020
5788570-9 - Hi Way Liquor
351.61
04/30/2020
609-49754-438100
04/30/2020
5804618-6 - Parks (Fallon)
17.06
04/30/2020
101-45201-438100
04/30/2020
8235333-5 - P.C. (U Fab)
60.57
04/30/2020
101-41941-438100
04/30/2020
5843395-4 - DMV
64.39
04/30/2020
217-41990-438100
04/30/2020
5768542-2 - MCC
5,072.13
04/30/2020
226-45126-438100
04/30/2020
5768542-2 - City Hall
219.34
04/30/2020
101-41940-438100
04/30/2020
5820786-1 - Public Works
220.53
04/30/2020
101-43127-438100
04/30/2020
5799425-3 - Public Works
607.51
04/30/2020
101-43127-438100
04/30/2020
5821009-5 - Fire Station
595.57
04/30/2020
101-42200-438100
04/30/2020
5768542-2 - National Guard
109.67
04/30/2020
101-42800-438100
04/30/2020
5768542-2 - Senior Center
82.25
04/30/2020
101-45175-438100
04/30/2020
8000015233-2 - WWTP
5,814.88
04/30/2020
602-49480-438100
04/30/2020
5806932-9 - Parks
101.30
04/30/2020
101-45201-438100
04/30/2020
5799427-9 - Public Works
140.67
04/30/2020
101-43127-438100
04/30/2020
6402123338-8 - 112 W River St
256.45
04/30/2020
101-45201-438100
04/30/2020
11077481-7 - New Fire Station
1,268.45
04/30/2020
101-42200-438100
04/30/2020
11172394-6 - 300 E 4th St - EDA
15.73
04/30/2020
213-46522-438100
Check Total:
17,125.65
Vendor: 2439
DEPT OF EMPLOYMENT & ECON DEVELO
Check Sequence: 2
Qtr 12020
Qtr 12020 Unemployment Benefits
5,566.00
04/30/2020
101-45201-414200
Qtr 12020
Qtr 12020 Unemployment Benefits
594.00
04/30/2020
217-41990-414200
Qtr 12020
Qtr 12020 Unemployment Benefits
1,286.04
04/30/2020
226-45122-414200
Moiiii6effo Y
Reference
ACH Enabled: True
ACH Enabled: True
AP -Computer Check Proof List by Vendor (05/01/2020 - 12:43 PM) Page 1
Invoice No Description
Vendor: 1593
Check Total:
Vendor: 5188
HEALTHY CONTRIBUTIONS
4/15/2020
AARP Supplement/At Your Best
4/17/2020
Check Total:
Vendor: 5415
MII LIFE INSURANCE INC
15463132
Participant Fee - April 2020
39390493
FSA Dependent Care
39390493
FSA Medical
39402390
FSA Dependent Care
39405687
FSA Dependent Care
39405687
FSA Medical
39412378
FSA Dependent Care
39412378
FSA Medical
128073
Check Total:
Vendor: 1593
MN DEPT OF REVENUE - ACH
4/17/2020
March Sales Tax - Liquor
4/17/2020
March Sales Tax - Liquor
4/17/2020
March Sales Tax - General
4/17/2020
March Sales Tax - General
4/17/2020
March Waste Tax - General
4/17/2020
March Waste Tax - General
4/17/2020
March Sales Tax - MCC
4/17/2020
March Sales Tax - MCC
4/17/2020
March Sales Tax - Water
4/17/2020
March Sales Tax - Water
Check Total:
Vendor: 4732
MONEY MOVERS, INC.
128073
Fitness Rewards - March 2020
Check Total
Vendor: 3259
MONTICELLO COMMUNITY CENTER
4/30/2020
April Cash Receipts - Membership Fee
4/30/2020
April Cash Receipts - NSF Fees
4/30/2020
April Cash Receipts - Park Rental
4/30/2020
April Cash Receipts - Programs
Amount
Payment Date
Acct Number
Reference
7,446.04
Check Sequence: 3
ACH Enabled: True
22.65
04/30/2020
226-45122-430900
22.65
Check Sequence: 4
ACH Enabled: True
38.70
04/30/2020
101-41800-413500
192.30
04/30/2020
101-00000-217200
597.03
04/30/2020
101-00000-217200
386.50
04/30/2020
101-00000-217200
1,250.00
04/30/2020
101-00000-217200
379.44
04/30/2020
101-00000-217300
384.60
04/30/2020
101-00000-217200
58.28
04/30/2020
101-00000-217300
3,286.85
Check Sequence: 5
ACH Enabled: True
64,737.26
04/30/2020
609-00000-208100
-0.26
04/30/2020
609-00000-362900
316.79
04/30/2020
101-00000-208100
0.21
04/30/2020
101-41310-443990
109.76
04/30/2020
101-00000-208120
-2.76
04/30/2020
101-00000-362900
4,582.89
04/30/2020
226-00000-208100
0.11
04/30/2020
226-45122-443990
755.53
04/30/2020
601-00000-208100
-0.53
04/30/2020
601-00000-362900
70,499.00
Check Sequence: 6
ACH Enabled: True
37.75
04/30/2020
226-45122-430900
37.75
Check Sequence: 7
ACH Enabled: True
311.06
04/30/2020
226-45127-347910
-100.00
04/30/2020
226-45122-341081
125.73
04/30/2020
101-45201-347100
359.49
04/30/2020
226-45127-347920
AP -Computer Check Proof List by Vendor (05/01/2020 - 12:43 PM) Page 2
Invoice No
Description
Amount
Payment Date
Acct Number
4/30/2020
April Cash Receipts - Charge to Account
50.00
04/30/2020
226-00000-115031
4/30/2020
April Cash Receipts - Sales Tax - General
9.27
04/30/2020
101-00000-208100
4/30/2020
April Cash Receipts - Sales Tax - MCC
49.45
04/30/2020
226-00000-208100
Check Total:
805.00
Vendor: 1585
XCEL ENERGY
Check Sequence: 8
4/30/2020
51 -6505906 -1 -Sewer 2/4-3/7
1,458.84
04/30/2020
602-49490-438100
4/30/2020
51-6505906-1- Sewer- 2/4-3/7 Solar Rewards Ci
-512.47
04/30/2020
101-41310-362140
4/30/2020
51-6572904-0 - WWTP -Solar Rewards Credit
-13,177.82
04/30/2020
101-41310-362140
4/30/2020
51-6505905-0 - Water Solar Rewards Credit
-2,535.01
04/30/2020
101-41310-362140
4/30/2020
51-6505906-1- Sewer- Solar Rewards Credit
-145.89
04/30/2020
101-41310-362140
4/30/2020
51-6505909-4 - DMV/Food Shelf- Solar Reward
-35.85
04/30/2020
101-41310-362140
4/30/2020
51-6505910-7 - Liquor Store- Solar Rewards Cr(
-1,275.96
04/30/2020
101-41310-362140
4/30/2020
51-6505911-8 - City Hall (2) months- solar rewa
-1,576.87
04/30/2020
101-41310-362140
4/30/2020
51-6505911-8 -MCC - Solar Rewards Credit
-7,142.30
04/30/2020
101-41310-362140
4/30/2020
51-6505911-8 - Senior Center- (2) months- credi
-371.03
04/30/2020
101-41310-362140
4/30/2020
51-6505911-8 - National Guard (2) months- Sola
-185.52
04/30/2020
101-42800-438100
4/30/2020
51-6505913-0 - Fire Station- Solar Rewards Crei
-271.12
04/30/2020
101-41310-362140
4/30/2020
51-6505914-1 - Shop/Garage - Solar Rewards Ci
-436.49
04/30/2020
101-41310-362140
4/30/2020
51-9391437-3 - Prairie Center
435.24
04/30/2020
101-41941-438100
4/30/2020
51-6505909-4 - DMV/Food Shelf
189.04
04/30/2020
217-41990-438100
4/30/2020
51-6505915-2 - Parks
739.69
04/30/2020
101-45201-438100
4/30/2020
51-6505911-8 -MCC -(2) months
12,160.35
04/30/2020
226-45126-438100
4/30/2020
51-6505912-9 - Animal Shelter
100.60
04/30/2020
101-42700-438100
4/30/2020
51-4271112-2- Library
690.41
04/30/2020
101-45501-438100
4/30/2020
51-6505907-2 - Park Lots- auto
71.29
04/30/2020
101-43160-438100
4/30/2020
51-6505907-2 - Parking Lots
86.13
04/30/2020
101-43160-438100
4/30/2020
51-6505905-0 - Water
7,728.92
04/30/2020
601-49440-438100
4/30/2020
51-6505915-2 - Ice Rink 33%
162.51
04/30/2020
601-49440-438100
4/30/2020
ZZZNEP-IMPLEM- 51-6505908-3
0.00
04/30/2020
101-42500-438100
4/30/2020
51-6505911-8 - City Hall (2) months
2,684.75
04/30/2020
101-41940-438100
4/30/2020
51-6505914-1 - Shop/Garage
1,144.86
04/30/2020
101-43127-438100
4/30/2020
51-6505913-0 - Fire Station
1,754.06
04/30/2020
101-42200-438100
4/30/2020
51-7780310-4- Bldg.Inspec. G
56.62
04/30/2020
101-41940-438100
4/30/2020
51-0623082-8 - MontiArts
247.08
04/30/2020
101-45204-438100
4/30/2020
51-6505915-2 - NSP- Softball
219.36
04/30/2020
101-45203-438100
4/30/2020
51-6505910-7- Liquor Store
1,403.28
04/30/2020
609-49754-438100
4/30/2020
51-6505906-1- Sewer
1,369.96
04/30/2020
602-49490-438100
4/30/2020
51-0395766-0 - Ramsey Pumphouse
237.95
04/30/2020
601-49440-438100
4/30/2020
51-6505911-8 - Senior Center- (2) months
631.71
04/30/2020
101-45175-438100
4/30/2020
51-6572904-0- WWTP
14,584.11
04/30/2020
602-49480-438100
4/30/2020
51-6505915-2 - NSP- consc/sec.
33.08
04/30/2020
101-45203-438100
Reference
ACH Enabled: True
AP -Computer Check Proof List by Vendor (05/01/2020 - 12:43 PM) Page 3
Invoice No Description Amount Payment Date Acct Number
4/30/2020 51-6505916-3 - Street Lights 12,634.04 04/30/2020 101-43160-438100
4/30/2020 51-0371645-4 - SwanCam 18.93 04/30/2020 101-45201-438100
4/30/2020 51-6505911-8 - National Guard (2) months 315.85 04/30/2020 101-42800-438100
Check Total: 33,492.33
Total for Check Run:
Total of Number of Checks:
132,715.27
8
Reference
The preceding list of bills payable was reveiwed and approved for payment.
Date: 5/11/20 Approved by
Mayor Brian Stumpf
AP -Computer Check Proof List by Vendor (05/01/2020 - 12:43 PM) Page 4
Accounts Payable
Computer Check Proof List by Vendor
User: Debbie.Davidson
Printed: 05/06/2020 - 12:15PM
Batch: 00202.05.2020 - 202.05.2020 AP
Invoice No Description
Vendor: 3269 ADVANCED DISPOSAL - ST CLOUD - G2
G20001953906 Box Spring & Mattress Disposal @ Softball Fiel
Check Total
Vendor: 3491 ARTISAN BEER COMPANY
3415005 resale - beer
3415154 resale - beer
3415770 resale - beer
Check Total:
Vendor: 1051 BAILEY NURSERIES INC
585880 (35)Japanese Lilac Tree; (25) Linden
Check Total
Vendor: 1065
BELLBOY CORPORATION
101206000
resale - mix
101206000
resale - condiments
101206000
asst. bags
101206000
freight
101241300
freight
101241300
resale- mix
101241300
resale- condiments
101241300
asst. bags
83705000
freight
83705000
resale - wine
83705000
resale - liquor
83749000
resale - liquor credit inv. #83705000
83749000
freight- credit inv. #83705000
83803400
resale - wine
83803400
resale - liquor
83803400
freight
Amount Payment Date Acct Number
Check Sequence: 1
87.75 05/12/2020 101-45201-438400
Moiiii6effo Y
Reference
ACH Enabled: False
87.75
Check Sequence: 4 ACH Enabled: True
109.20
05/12/2020
Check Sequence: 2 ACH Enabled: False
121.85
05/12/2020
609-49750-425200
103.05
05/12/2020
609-49750-425200
230.70
05/12/2020
609-49750-425200
455.60
05/12/2020
609-49750-433300
58.00
05/12/2020
Check Sequence: 3 ACH Enabled: False
1,891.50
05/12/2020
101-46102-421990
1,891.50
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 1
Check Sequence: 4 ACH Enabled: True
109.20
05/12/2020
609-49750-425400
39.60
05/12/2020
609-49750-425500
104.34
05/12/2020
609-49754-421990
1.16
05/12/2020
609-49750-433300
0.93
05/12/2020
609-49750-433300
58.00
05/12/2020
609-49750-425400
70.65
05/12/2020
609-49750-425500
74.80
05/12/2020
609-49754-421990
46.52
05/12/2020
609-49750-433300
866.00
05/12/2020
609-49750-425300
2,809.76
05/12/2020
609-49750-425100
-78.80
05/12/2020
609-49750-425100
-1.80
05/12/2020
609-49750-433300
186.00
05/12/2020
609-49750-425300
2,496.54
05/12/2020
609-49750-425100
39.26
05/12/2020
609-49750-433300
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 1
Invoice No Description
83804700 resale - liquor
83804700 freight
Amount Payment Date Acct Number
200.00 05/12/2020 609-49750-425100
4.65 05/12/2020 609-49750-433300
Reference
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 2
Check Total:
7,026.81
Vendor: 1067
BERNICK'S
Check Sequence: 5
ACH Enabled: False
12410
resale - beer
29.60
05/12/2020
609-49750-425200
72749
resale - soda pop
66.71
05/12/2020
609-49750-425400
72750
resale - beer
3,280.75
05/12/2020
609-49750-425200
74776
resale - beer credit
-62.00
05/12/2020
609-49750-425200
74777
resale - beer credit
-113.96
05/12/2020
609-49750-425200
74778
resale - beer
3,188.80
05/12/2020
609-49750-425200
75705
resale - beer
732.85
05/12/2020
609-49750-425200
Check Total:
7,122.75
Vendor: 4846
BIG LAKE REFRIGERATION, A/C & HEATD
Check Sequence: 6
ACH Enabled: False
2420
Labor - Replaced Right Evaporator Fan Blade
84.00
05/12/2020
226-45126-440100
2420
Materials - Fan Blade & Freight
27.75
05/12/2020
226-45126-440100
Check Total:
111.75
Vendor: 4328
BREAKTHRU BEVERAGE MN WINE & SPIF
Check Sequence: 7
ACH Enabled: False
1081126556
resale -liquor
4,994.19
05/12/2020
609-49750-425100
1081126556
resale- wine
1,274.00
05/12/2020
609-49750-425300
1081126556
freight
97.65
05/12/2020
609-49750-433300
1081126556
resale mix
113.00
05/12/2020
609-49750-425400
1081126557
resale - beer
255.20
05/12/2020
609-49750-425200
1081126558
resale -liquor
96.00
05/12/2020
609-49750-425100
1081126558
freight
1.93
05/12/2020
609-49750-433300
1081128706
resale -liquor
3,750.48
05/12/2020
609-49750-425100
1081128706
resale- wine
473.58
05/12/2020
609-49750-425300
1081128706
resale- wine n/a
36.00
05/12/2020
609-49750-425400
1081128706
freight
57.08
05/12/2020
609-49750-433300
1081128707
resale -beer
171.85
05/12/2020
609-49750-425200
1081128708
freight
1.93
05/12/2020
609-49750-433300
1081128708
resale -liquor
96.00
05/12/2020
609-49750-425100
Check Total:
11,418.89
Vendor: 4646
CAPITOL BEVERAGE SALES L.P.
Check Sequence: 8
ACH Enabled: True
2404564
resale - beer credit
300.00
05/12/2020
609-49750-425200
2409598
resale - beer credit
-30.23
05/12/2020
609-49750-425200
2409599
resale - mix
86.40
05/12/2020
609-49750-425400
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 2
Invoice No
Description
Amount
Payment Date
Acct Number
Reference
2409599
resale -juice
19.99
05/12/2020
609-49750-425500
2409599
resale - beer
20,439.20
05/12/2020
609-49750-425200
2411407
resale - mix
127.95
05/12/2020
609-49750-425400
2411407
resale - beer
17,583.85
05/12/2020
609-49750-425200
2411598
resale - beer
5,882.40
05/12/2020
609-49750-425200
Check Total:
44,409.56
Vendor: 1095
CARLOS CREEK WINERY INC
Check Sequence: 9
ACH Enabled: False
19100
resale - wine
1,107.00
05/12/2020
609-49750-425300
Check Total:
1,107.00
Vendor: 1106
CENTRAL MCGOWAN INC
Check Sequence: 10
ACH Enabled: True
00079388
Monthly Tank Rental
65.00
05/12/2020
226-45124-421600
Check Total:
65.00
Vendor: 1129
DAHLHEIMER BEVERAGE LLC
Check Sequence: 11
ACH Enabled: True
112-03118
resale - beer
32,932.58
05/12/2020
609-49750-425200
112-03135
resale - beer n/a
22.40
05/12/2020
609-49750-425400
112-03135
resale - beer
9,227.25
05/12/2020
609-49750-425200
112-03156
resale - beer
27,640.60
05/12/2020
609-49750-425200
112-03156
resale - beer n/a
280.35
05/12/2020
609-49750-425400
112-03157
resale - beer
829.90
05/12/2020
609-49750-425200
112-03192
resale - beer
425.25
05/12/2020
609-49750-425200
1221120
resale - beer credit
-144.00
05/12/2020
609-49750-425200
1221450
resale - beer
224.00
05/12/2020
609-49750-425200
Check Total:
71,438.33
Vendor: 4475
DAKOTA SUPPLY GROUP
Check Sequence: 12
ACH Enabled: True
5100110490.001
galv. plumbing; galv. drop pipe; teflon tape
11.17
05/12/2020
101-42200-422110
Check Total:
11.17
Vendor: 5201
DICK FAMILY, INC.
Check Sequence: 13
ACH Enabled: True
964004732
resale - beer
393.15
05/12/2020
609-49750-425200
964004738
resale - beer
320.85
05/12/2020
609-49750-425200
964004772
resale - beer
281.30
05/12/2020
609-49750-425200
Check Total:
995.30
Vendor: 5340
DISGRUNTLED BREWING DISGRUNTLED
Check Sequence: 14
ACH Enabled: False
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM)
Page 3
Invoice No
Description
Amount
Payment Date
Acct Number
Reference
574
resale - beer
148.00
05/12/2020
609-49750-425200
Check Total:
148.00
Vendor: 5061
EAGLE ENGRAVING INC.
Check Sequence: 15
ACH Enabled: False
2020-521
18C003- metal sign engraved; sign tape; shippir
12.00
05/12/2020
400-43300-452010
Check Total:
12.00
Vendor: 1153
ECM PUBLISHERS INC
Check Sequence: 16
ACH Enabled: True
772440
202012 - Copperhead PH Ad #1037192
147.68
05/12/2020
101-41910-435100
Check Total:
147.68
Vendor: 1170
FASTENAL COMPANY
Check Sequence: 17
ACH Enabled: False
MNMON125790
(400) ear plugs
23.28
05/12/2020
101-45201-421990
Check Total:
23.28
Vendor: 2154
FEDERATED CO-OPS INC
Check Sequence: 18
ACH Enabled: True
38092
(10) gal. liquid petroleum gas
9.99
05/12/2020
101-45201-422990
Check Total:
9.99
Vendor: 2561
FERGUSON WATERWORKS #2516
Check Sequence: 19
ACH Enabled: False
WL004979
(40) gaskets- meter/MXU supplies
51.20
05/12/2020
601-49440-422701
Check Total:
51.20
Vendor: 1413
GOPHER STATE ONE CALL INC
Check Sequence: 20
ACH Enabled: True
40600
(223) tickets April 2020 - 1/2 Water
150.53
05/12/2020
601-49440-432770
40600
(223) tickets April 2020 - 1/2 Sewer
150.52
05/12/2020
602-49490-432770
Check Total:
301.05
Vendor: 1205
GRAINGER INC
Check Sequence: 21
ACH Enabled: False
9511307879
Manual Flush Valve, Diaphragm Assembly for T
152.19
05/12/2020
226-45126-422990
9513567819
Credit for Water Cooler Filter Cartridge
-20.27
05/12/2020
226-45126-422990
Check Total:
131.92
Vendor: 1223
HAWKINS INC
Check Sequence: 22
ACH Enabled: True
4700870
Aluminum Sulfate Liquid - WWTP
6,355.94
05/12/2020
602-49480-421990
4702460
Poymer - Aqua Hawk - WWTP
4,187.30
05/12/2020
602-49480-421990
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 4
Invoice No Description
Amount Payment Date Acct Number
10,543.24
135.00
135.00
217.66
217.66
910.02
910.02
671.52
671.52
16,445.00
16,445.00
41.72
3,556.39
3,484.41
87.42
2,958.97
32.40
54.49
2,194.03
99.60
13,934.76
154.86
1,466.70
252.50
46.19
120.00
Check Sequence: 23
05/12/2020 101-41540-430100
Check Sequence: 24
05/12/2020 101-42200-421200
Check Sequence: 25
05/12/2020 101-42500-421990
Check Sequence: 26
05/12/2020 609-49750-425300
Check Sequence: 27
05/12/2020 101-00000-217061
Check Sequence: 28
05/12/2020 609-49750-433300
05/12/2020 609-49750-425100
05/12/2020 609-49750-425300
05/12/2020 609-49750-433300
05/12/2020 609-49750-425100
05/12/2020 609-49750-433300
05/12/2020 609-49750-433300
05/12/2020 609-49750-425300
05/12/2020 609-49750-425400
05/12/2020 609-49750-425100
05/12/2020 609-49750-433300
05/12/2020 609-49750-425300
05/12/2020 609-49750-425400
05/12/2020 609-49750-433300
05/12/2020 609-49750-425200
Reference
ACH Enabled: False
ACH Enabled: True
ACH Enabled: False
ACH Enabled: False
ACH Enabled: False
ACH Enabled: False
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 5
Check Total:
Vendor:
4801
HILDI INC
11705
Actuarial Auditor Request
Check Total:
Vendor:
1242
HOLIDAY CREDIT OFFICE
04/18/20
acct. # 1400-017-223-399 fuel slips 3/26-4/18/2(
Check Total:
Vendor:
5465
IDENTISYS INCORPORATED
484348
(74) Emerg. Prep ID cards- short pd. sales tax rej
Check Total:
Vendor:
3356
INDIAN ISLAND WINERY
3157
resale - wine
Check Total:
Vendor:
3971
INTL UNION OF OPER ENGINEERS LOCAL
June 2020
Health Insurance - Union - June 2020
Check Total:
Vendor:
1263
JOHNSON BROTHERS LIQUOR CO.
1544799
freight
1544799
resale - liquor
1544800
resale - wine
1544800
freight
1545609
resale- liquor
1545609
freight
1545610
freight
1545610
resale - wine
1545610
resale - mix
1547249
resale- liquor
1547249
freight
1547250
resale- wine
1547250
resale- wine n/a
1547250
freight
1547251
resale- beer
Amount Payment Date Acct Number
10,543.24
135.00
135.00
217.66
217.66
910.02
910.02
671.52
671.52
16,445.00
16,445.00
41.72
3,556.39
3,484.41
87.42
2,958.97
32.40
54.49
2,194.03
99.60
13,934.76
154.86
1,466.70
252.50
46.19
120.00
Check Sequence: 23
05/12/2020 101-41540-430100
Check Sequence: 24
05/12/2020 101-42200-421200
Check Sequence: 25
05/12/2020 101-42500-421990
Check Sequence: 26
05/12/2020 609-49750-425300
Check Sequence: 27
05/12/2020 101-00000-217061
Check Sequence: 28
05/12/2020 609-49750-433300
05/12/2020 609-49750-425100
05/12/2020 609-49750-425300
05/12/2020 609-49750-433300
05/12/2020 609-49750-425100
05/12/2020 609-49750-433300
05/12/2020 609-49750-433300
05/12/2020 609-49750-425300
05/12/2020 609-49750-425400
05/12/2020 609-49750-425100
05/12/2020 609-49750-433300
05/12/2020 609-49750-425300
05/12/2020 609-49750-425400
05/12/2020 609-49750-433300
05/12/2020 609-49750-425200
Reference
ACH Enabled: False
ACH Enabled: True
ACH Enabled: False
ACH Enabled: False
ACH Enabled: False
ACH Enabled: False
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 5
Invoice No
Description
Amount
Payment Date
Acct Number
1547796
freight
11.92
05/12/2020
609-49750-433300
1547796
resale- wine
394.56
05/12/2020
609-49750-425300
1548191
resale- liquor
7,511.37
05/12/2020
609-49750-425100
1548191
freight
114.74
05/12/2020
609-49750-433300
1548192
freight
54.39
05/12/2020
609-49750-433300
1548192
resale- wine
1,607.63
05/12/2020
609-49750-425300
1549080
resale- liquor
2,986.57
05/12/2020
609-49750-425100
1549080
freight
36.77
05/12/2020
609-49750-433300
1549081
freight
55.58
05/12/2020
609-49750-433300
1549081
resale- mix
360.85
05/12/2020
609-49750-425400
1549081
resale- wine
1,275.16
05/12/2020
609-49750-425300
1551049
resale- liquor
8,868.00
05/12/2020
609-49750-425100
1551049
freight
112.18
05/12/2020
609-49750-433300
1551050
freight
26.83
05/12/2020
609-49750-433300
1551050
resale- wine
887.50
05/12/2020
609-49750-425300
Check Total:
52,788.49
Vendor: 1741
KENNETH KAKO
Check Sequence: 29
4/19/20
reimbursement Cub Foods refreshments EOC su
48.54
05/12/2020
101-42500-421990
Check Total:
48.54
Vendor: 5468
DONNA KELLAS
Check Sequence: 30
5/4/2020
Refund - Cancellation Due to COVID
81.02
05/12/2020
226-45123-347010
5/4/2020
Refund Sales Tax - Cancellation Due to COVID
5.98
05/12/2020
226-00000-208100
Check Total:
87.00
Vendor: 1270
KENNEDY AND GRAVEN CHARTERED
Check Sequence: 31
MN190-00001
General EDA - Audit Response Letter - March 2
120.00
05/12/2020
101-41540-430100
MN190-00101
General EDA- March 2020
380.00
05/12/2020
213-46301-430400
MN190-00159
BEARD - Block 52 Redevelopment - March 202
200.00
05/12/2020
213-00000-220110
MN190-00160
UMC Economic TIF Development - March 202,
5,840.90
05/12/2020
213-00000-220110
MN190-00161
UMC - 4065 Chelsea Road W - March 2020
1,295.00
05/12/2020
213-00000-220110
Check Total:
7,835.90
Vendor: 1273
KIWI KAI IMPORTS, INC.
Check Sequence: 32
87076
resale -liquor
440.00
05/12/2020
609-49750-425100
87076
freight
2.25
05/12/2020
609-49750-433300
87600
freight
8.75
05/12/2020
609-49750-433300
87600
resale- wine
563.00
05/12/2020
609-49750-425300
88147
resale- wine
1,142.31
05/12/2020
609-49750-425300
Reference
ACH Enabled: True
ACH Enabled: False
ACH Enabled: False
ACH Enabled: False
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 6
Invoice No
Description
Amount
Payment Date
Acct Number
Reference
88147
freight
13.75
05/12/2020
609-49750-433300
Check Total:
2,170.06
Vendor:
5220
KUE CONTRACTORS, INC.
Check Sequence: 33
ACH Enabled: False
Pay Voucher
#13
18C003-CONSTR - Fire Station pay voucher #1:
9,170.38
05/12/2020
400-43300-452010
Check Total:
9,170.38
Vendor:
5404
LAKES & LEGENDS BREWING LLC
Check Sequence: 34
ACH Enabled: False
E-1634
resale - beer
165.00
05/12/2020
609-49750-425200
Check Total:
165.00
Vendor:
1291
LEAGUE OF MN CITIES INS TRUST
Check Sequence: 35
ACH Enabled: False
4/21/2020
Addition of New Fire Station to Policy
1,953.00
05/12/2020
101-42200-436100
4/27/2020
Addition of New Fire Station Contents to Policy
2,088.00
05/12/2020
101-42200-436100
Check Total:
4,041.00
Vendor:
1902
VICKI LEERHOFF
Check Sequence: 36
ACH Enabled: True
4/27/2020
Reimbursement - Recycling Items for City @ Re
323.00
05/12/2020
702-00000-443990
Check Total:
323.00
Vendor:
5467
LIBERTY ELECTRIC CO. INC. LIBERTY ELI
Check Sequence: 37
ACH Enabled: False
4780
18C003- program (3) stair tower fixures, keepinl
1,325.00
05/12/2020
400-43300-452010
4798
18C003- (3) fix underground pole light
537.66
05/12/2020
400-43300-452010
Check Total:
1,862.66
Vendor:
5457
LUCID BREWING, LLC
Check Sequence: 38
ACH Enabled: True
4747 CM
resale - beer credit
-15.33
05/12/2020
609-49750-425200
6775
resale - beer
222.00
05/12/2020
609-49750-425200
Check Total:
206.67
Vendor:
4456
LUPULIN BREWING LLC
Check Sequence: 39
ACH Enabled: True
28666
resale - beer
388.30
05/12/2020
609-49750-425200
28713
resale - beer
1,013.00
05/12/2020
609-49750-425200
Check Total:
1,401.30
Vendor:
3745
MANSFIELD OIL COMPANY
Check Sequence: 40
ACH Enabled: True
21763006
(324) gal. diesel @ $1.58
511.44
05/12/2020
101-43120-421200
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 7
Invoice No Description
21763015 (598) gal. unleaded @ $1.05
Amount
Check Total:
Vendor: 1726
MARCO TECHNOLOGIES
421977803
4/19/20 - 5/19/20 - Contract Payment
421977803
Supply Freight Fee
Vendor: 1370
Check Total:
Vendor: 4667
MILLNER VINEYARD, LLC
243020-18
resale - wine
Amount
Check Total:
Vendor: 1932
MIRACLE RECREATION EQUIPMENT CO
822644
(6) playground coil springs
05/12/2020
Check Total:
Vendor: 1370
MONTICELLO DEPUTY REG #002
39451 VIN
MN Sales Tax, Title, Regist - 2020 Ford Pickup'
Check Total:
Vendor: 1390
MTI DISTRIBUTING INC
1251752-00
(2) shock absorber kit; (2) spring & saddle kit;
1251752-01
shock absorber kit; spring & saddle kit
1251884
(2) seat; (2) poppet; (4) washer; (2) o -ring; etc
1252169
(2) v -belt; (12) washer -thrust; (8) bushing
05/12/2020
Check Total:
Vendor: 1411
OLSON & SONS ELECTRIC INC
59897
Repaired HPI Circulating Pump, Replaced Seal,
59898
Drain Pump Motor Cleaned, Tested, Replaced Sf
Check Total:
Vendor: 5469
MARY PERRAULT
5/1/2020
Refund - Wedding Cancellation Due to COVID
5/1/2020
Refund Sales Tax - Wedding Cancellation Due tc
Check Total:
Amount
Payment Date
Acct Number
Reference
627.92
05/12/2020
101-43120-421200
1,139.36
Check Sequence: 41
ACH
Enabled:
False
249.34
05/12/2020
702-00000-441500
10.00
05/12/2020
702-00000-441500
259.34
Check Sequence: 42
ACH
Enabled:
False
279.00
05/12/2020
609-49750-425300
279.00
Check Sequence: 43
ACH
Enabled:
False
1,566.81
05/12/2020
101-45201-421990
1,566.81
Check Sequence: 44
ACH
Enabled:
False
2,172.04
05/12/2020
703-00000-165010
2,172.04
Check Sequence: 45
ACH
Enabled:
True
331.66
05/12/2020
101-45201-422990
313.06
05/12/2020
101-45201-422990
168.10
05/12/2020
101-45201-422990
138.84
05/12/2020
101-45201-422990
951.66
Check Sequence: 46
ACH
Enabled:
True
652.11
05/12/2020
101-45501-440100
866.11
05/12/2020
101-45501-440100
1,518.22
Check Sequence: 47
ACH
Enabled:
False
1,024.45
05/12/2020
226-45123-347010
75.55
05/12/2020
226-00000-208100
1,100.00
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 8
Invoice No Description
Amount Payment Date Acct Number
Reference
Vendor: 1427
PHILLIPS WINE & SPIRITS CO
Check Sequence: 48 ACH Enabled: False
6026280
resale - liquor
432.48
05/12/2020
609-49750-425100
6026280
freight
6.00
05/12/2020
609-49750-433300
6026281
resale - wine
1,541.00
05/12/2020
609-49750-425300
6026281
freight
41.54
05/12/2020
609-49750-433300
6026785
freight
18.52
05/12/2020
609-49750-433300
6026785
resale - liquor
2,334.55
05/12/2020
609-49750-425100
6026786
freight
21.61
05/12/2020
609-49750-433300
6026786
resale - wine
1,311.85
05/12/2020
609-49750-425300
6027829
resale- liquor
1,177.50
05/12/2020
609-49750-425100
6027829
freight
22.35
05/12/2020
609-49750-433300
6027830
freight
8.94
05/12/2020
609-49750-433300
6027830
resale- wine
900.00
05/12/2020
609-49750-425300
6028343
freight
17.88
05/12/2020
609-49750-433300
6028343
resale - liquor
2,145.25
05/12/2020
609-49750-425100
6028344
resale - wine
1,335.90
05/12/2020
609-49750-425300
6028344
freight
34.27
05/12/2020
609-49750-433300
6028916
freight
38.87
05/12/2020
609-49750-433300
6028916
resale- liquor
1,775.90
05/12/2020
609-49750-425100
6028947
resale -juice
50.28
05/12/2020
609-49750-425500
6028947
resale- mix
72.00
05/12/2020
609-49750-425400
6028947
resale- wine
731.75
05/12/2020
609-49750-425300
6028947
freight
23.85
05/12/2020
609-49750-433300
6030102
freight
44.66
05/12/2020
609-49750-433300
6030102
resale - liquor
3,683.70
05/12/2020
609-49750-425100
6030103
freight
14.91
05/12/2020
609-49750-433300
6030103
resale -liquor
185.00
05/12/2020
609-49750-425100
6030103
resale- wien
252.00
05/12/2020
609-49750-425300
Check Total:
18,222.56
Vendor: 5454
PROFESSIONAL CLEANING SERVICES LLC
Check Sequence: 49 ACH Enabled: False
1046
Cleaning Service - April 2020 - City Hall
490.00
05/12/2020
101-41940-431100
1046
Cleaning Service - April 2020 - Head End
380.00
05/12/2020
656-00000-202099
1046
Cleaning Service - April 2020 - Library
1,560.00
05/12/2020
101-45501-431100
1046
Cleaning Service - April 2020 - MCC
4,275.00
05/12/2020
226-45126-431100
1046
Cleaning Service - April 2020 - Prairie Center
420.00
05/12/2020
101-41941-431100
Check Total:
7,125.00
Vendor: 5431
QUADIENT FINANCE USA INC
Check Sequence: 50 ACH Enabled: False
5/3/2020
Postage Purchased - 4/14/20
1,000.00
05/12/2020
101-00000-155010
5/3/2020
Postage for Title & Registration Pkgs DMV - Ap
217.36
05/12/2020
217-41990-432200
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 9
Invoice No
Description
Amount
Payment Date
Acct Number
Reference
Check Total:
1,217.36
Vendor:
5304
REINDERS INC.
Check Sequence: 51
ACH Enabled: False
3069504
(2) 30 gal. drum Surge pesticide
3,929.81
05/12/2020
101-45201-421600
Check Total:
3,929.81
Vendor:
4781
RUE 38 LLC
Check Sequence: 52
ACH Enabled: False
8058
resale - wine
480.00
05/12/2020
609-49750-425300
8058
freight
7.50
05/12/2020
609-49750-433300
Check Total:
487.50
Vendor:
1470
RUSSELL SECURITY RESOURCE INC
Check Sequence: 53
ACH Enabled: True
A37162
18C003 - convert existing storeroom func. locks
240.00
05/12/2020
400-43300-452010
Check Total:
240.00
Vendor:
4148
SHERWIN WILLIAMS CO. #3442
Check Sequence: 54
ACH Enabled: False
4729-5
Paint - City Hall
175.35
05/12/2020
101-41940-421990
4867-3
Paint - MCC (1/2)
87.68
05/12/2020
226-45126-422990
4867-3
Paint - City Hall for (1/2)
87.67
05/12/2020
101-41940-421990
Check Total:
350.70
Vendor:
5211
RANDI ANN SMELSER
Check Sequence: 55
ACH Enabled: False
May 1st
Semi Monthly Contract Payment
1,575.00
05/12/2020
101-42700-431200
Check Total:
1,575.00
Vendor:
3309
SOUTHERN GLAZER'S WINE AND SPIRITS,
Check Sequence: 56
ACH Enabled: False
1946400
freight
57.40
05/12/2020
609-49750-433300
1946400
resale - liquor
5,177.12
05/12/2020
609-49750-425100
1946401
resale - wine
2,091.50
05/12/2020
609-49750-425300
1946401
freight
33.60
05/12/2020
609-49750-433300
1948341
resale- liquor
2,214.83
05/12/2020
609-49750-425100
1948341
freight
22.40
05/12/2020
609-49750-433300
1948342
freight
40.60
05/12/2020
609-49750-433300
1948342
resale- wine
2,046.00
05/12/2020
609-49750-425300
Check Total:
11,683.45
Vendor:
4672
SPECIALTY SOLUTIONS LLC
Check Sequence: 57
ACH Enabled: False
I49811
(400) 50# 22-0-6 Lawn Mntc.
7,728.00
05/12/2020
101-45201-421600
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 10
Invoice No Description
Amount
Payment Date
Check Total:
Vendor:
4656
TRUE FABRICATIONS, INC.
625293
resale - gift bags; glasses; mix; etc
625293
Check Sequence: 58
resale -jumbo pickles
625545
05/12/2020
resale - gift bags
13.00
Check Total:
Vendor:
5157
DAVID TURPIN
4/27/2020
609-49750-425400
Reimbursement - Postage for DMV Mailings/Pk;
4/27/2020
Reimbursement - Envelopes for DMV
Check Total:
Vendor:
1550
VEOLIA WATER N AM OPERATING SERV L:
90237954
217-41990-432200
June 2020 - WWTP Operations & Maintenance
9.31
05/12/2020
Check Total:
Vendor:
1552
VIKING COCA COLA BOTTLING CO
2513170
resale - soda pop
2518653
Check Sequence: 60
resale - soda pop
62,250.00
05/12/2020
Check Total:
Vendor:
1684
VINOCOPIA
255688
resale - liquor
255688
Check Sequence: 61
resale - wine
255688
05/12/2020
resale - mix
255688
293.20
freight
255689
freight
255689
resale- wine
Check Total:
Vendor:
1573
WINE MERCHANTS INC
7273341
resale - wine
7273341
609-49750-425300
freight
7281742
05/12/2020
resale - wine
7281742
19.50
freight
7281900
freight
7281900
609-49750-433300
resale - wine
Amount
Payment Date
Acct Number
Reference
7,728.00
Check Sequence: 58
ACH Enabled: False
295.98
05/12/2020
609-49750-425400
13.00
05/12/2020
609-49750-425500
19.80
05/12/2020
609-49750-425400
328.78
Check Sequence: 59
ACH Enabled: False
171.70
05/12/2020
217-41990-432200
9.31
05/12/2020
217-41990-421990
181.01
Check Sequence: 60
ACH Enabled: True
62,250.00
05/12/2020
602-49480-430800
62,250.00
Check Sequence: 61
ACH Enabled: True
336.60
05/12/2020
609-49750-425400
293.20
05/12/2020
609-49750-425400
629.80
Check Sequence: 62
ACH Enabled: True
528.25
05/12/2020
609-49750-425100
324.00
05/12/2020
609-49750-425300
120.00
05/12/2020
609-49750-425400
19.50
05/12/2020
609-49750-433300
2.50
05/12/2020
609-49750-433300
168.00
05/12/2020
609-49750-425300
1,162.25
Check Sequence: 63
ACH Enabled: False
176.35
05/12/2020
609-49750-425300
1.86
05/12/2020
609-49750-433300
334.00
05/12/2020
609-49750-425300
2.98
05/12/2020
609-49750-433300
3.73
05/12/2020
609-49750-433300
284.20
05/12/2020
609-49750-425300
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 11
Invoice No
Description
Amount
Payment Date
Acct Number Reference
7282198
freight
11.92
05/12/2020
609-49750-433300
7282198
rewale - wine
984.00
05/12/2020
609-49750-425300
7282355
freight
7.45
05/12/2020
609-49750-433300
7282355
resale- wine
420.00
05/12/2020
609-49750-425300
7282499
resale- wine
216.00
05/12/2020
609-49750-425300
7282499
freight
2.98
05/12/2020
609-49750-433300
7282893
freight
1.49
05/12/2020
609-49750-433300
7282893
resale- wine
112.00
05/12/2020
609-49750-425300
Check Total:
2,558.96
Vendor: 1580
WRIGHT COUNTY JOURNAL PRESS
Check Sequence: 64 ACH Enabled: False
04/30/20
Wine Sale #67653 Web; Ad #7045842; 7045902
1,348.00
05/12/2020
609-49754-434990
Check Total:
1,348.00
Vendor: 1584
WSB & ASSOCIATES INC
Check Sequence: 65 ACH Enabled: True
002596-400 38
16CO06 - Fallon Ave Improvements - March 202
3,513.00
05/12/2020
400-43300-430300
R011473-000 25
18CO01 - 2018 Pedestrian Improvements - Marc]
3,092.50
05/12/2020
400-43300-459013
R011923-000 17
201815 - Haven Ridge Plan Review - March 20:
591.00
05/12/2020
101-00000-220110
R014321-000 7
201924 - Buchholtz Concept PUD/Monticello AI
76.00
05/12/2020
101-00000-220110
R014709-000 8
200001 - 2020 Street Improvements - March 20:
1,264.50
05/12/2020
400-43300-459021
R015355-000 3
2020 Economic Developement Services - March
984.50
05/12/2020
213-46301-431990
R015379-000 3
2020 Maps- March 2020
161.75
05/12/2020
101-43111-430300
R015379-000 3
2020 Maps- March 2020
630.00
05/12/2020
101-41910-430300
R015449-000 2
2020 General Engineering Services - March 202,
880.00
05/12/2020
101-43111-430300
Check Total:
11,193.25
Total for Check Run:
397,186.83
Total of Number of Checks: 65
The preceding list of bills payable was reviewed and approved for payment.
Date: 5/11/20 Approved by
Mayor Brian Stumpf
AP -Computer Check Proof List by Vendor (05/06/2020 - 12:15 PM) Page 12
City Council Agenda: 05/11/2020
2B. Consideration of approving new hires and devartures for Citv deuartments (TE)
A. REFERENCE AND BACKGROUND:
The Council is asked to ratify the hiring and departures of employees that have occurred
recently in the departments listed. It is recommended that the Council officially ratify the
hiring/departure of all listed employees including part-time and seasonal workers.
Al. Budget Impact: (positions are generally included in budget)
A2. Staff Work Load Impact: If new positions, there may be some training
involved. If terminated positions, existing staff would pick up those hours, as
needed, until replaced.
B. ALTERNATIVE ACTIONS:
1. Motion to ratify the hire/departures of the employees as identified on the attached
list.
2. Motion to deny the recommended hires and departures.
C. RECOMMENDATION:
By statute the City Council has the authority to approve all hires/departures. City staff
recommends Alternative #1, for the Council to approve the hires and/or departures as
listed.
D. SUPPORTING DATA:
• List of new/terminated employees
NEW EMPLOYEES
Name Title Department
Dakotah Ernst Streets Worker Streets
Keith Lent Parks Worker Parks
TERMINATING EMPLOYEES
Name Reason Department
Jacob Braun Voluntary Liquor Store
New Hire and Terms City Council 2020: 5/4/2020
Hire Date Class
5/11/2020 Seasonal
5/11/2020 Seasonal
Last Day Class
3/18/2020 PT
City Council Agenda 5/11/2020
2C. Consideration of approving the sale or disvosal of surulus Citv vrouerty (SR)
There is no report this City Council cycle.
City Council Agenda: 05/11/2020
2D. Consideration of appointing Thomas Conbov, Xcel Energy, to the
Industrial/Economic Development Committee (IEDC) for a term ending December
31.2020(JT)
A. REFERENCE AND BACKGROUND:
Per the IEDC's Organizational and Membership Guidelines, members approved for
appointment to the IEDC are to be ratified by the City Council.
City staff received email correspondence on March 9, 2020 from IEDC member,
Christopher Church indicating that he would be resigning from the IEDC. Mr. Church
accepted an offer at the Xcel Energy Headquarters in Minneapolis. He recommended
Thomas Conboy, who replaced Mr. Church as the site Vice President of the Monticello
Nuclear Plant.
An application for the IEDC was received by Mr. Conboy on April 30, 2020. Mr. Conboy
has been employed by Xcel Energy since June, 2015.
At the May 5, 2020 regular meeting, the IEDC unanimously approved the
recommendation of appointment of Mr. Conboy to the IEDC.
If Mr. Conboy is appointed, the IEDC would be filled to capacity of 18 members per its
guidelines.
Al. Staff Impact: None
A2. Budget Impact: None; IEDC Members do not receive a stipend at this time.
B. ALTERNATIVE ACTIONS:
1. Motion to appoint Thomas Conboy to the IEDC for a term expiring on December
31, 2020.
2. Motion to deny.
3. Motion of other.
C. STAFF RECOMMENDATION:
Due to Xcel Energy's partnership and importance to the City of Monticello, City staff
recommend Thomas Conboy to complete Christopher Church's term on the IEDC
(alternative 1). City staff did not post public notice of the opening on the IEDC due to the
importance and necessity to continue to have Xcel Energy's voice at the table. This has
been a past practice used for other appointments to the IEDC as well.
D. SUPPORTING DATA:
a. Thomas Conboy's IEDC Application
b. IEDC Ordinance
c. IEDC Enabling Resolution
NameThomas Conboy
Address
Home Phone
�4'Mo nticello
APPLICATION FOR
BOARDS AND COMMISSIONS
Cell Phone
E -Mail
If not otherwise specified, you must be a resident of the City of Monticello to serve on the
following boards.
Please circle the board(s) on which you are interested in serving.
Industrial and Economic Development Committee (Does not require residency)
City Planning Commission
Library
Parks and Recreation Commission
Economic Development Authority (May not require residency)
Transportation Advisory Committee
Education
Highest Level of Education MBA
Emplovment
Current Employer, if applicable Xcel Energy
Position/Title Site Vice President Monticello NP
Dates of Employment (starting/ending) 6/15 - present
Former Employer, if applicable NextEra
Position/Title Plant Manager Turkey Point NP
Dates of Employment (starting/ending) 1/09-6/15
Other
Please describe in detail why you are interested in volunteering for the City of Monticello.
As SVP of Monticello Nuclear plant I have vested interest in the Monticello community.
Please describe your prior volunteer experiences (include organization names and dates of service)
Currently Vice Chair Board of Directors for River Valley Riders in Afton MN
List your qualifications for this appointment:
Managerial experience
MBA
Strong ownership and leadership for community
References
Please list three non -family members who can provide references on your ability to perform this
volunteer positon:
Name Michelle Kelly Phone Number
Name Don Barker
Phone Number
Name Jason Kindred Phone Number
Please read the following carefully before signing this application:
I understand that this is an application for and not a commitment or promise of volunteer opportunity.
I certify that I have and will provide information throughout the selection process, including on this
application for a volunteer position and in interviews with the City of Monticello that is true, correct
and complete to the best of my knowledge. I certify that I have and will answer all questions to the
best of my ability and that I have not and will not withhold any information that would unfavorably
affect my application for a volunteer position. I understand that information contained on my
application will be verified by the City of Monticello. I understand that misrepresentation or omissions
may be cause for my immediate rejection as an applicant for a volunteer position with the City of
Monticello or my termination as a volunteer.
Signature
Date
Return Completed Application to: Monticello City Hall, Attn: Human Resources, 505 Walnut St,
Suite 1, Monticello, MN 55362 FAX: (763)295-4404 E-mail: HR@ci.monticello.mn.us
CHAPTER 10
INDUSTRIAL AND ECONOMIC DEVELOPMENT COMMITTEE
SECTION:
2-10-1:
Name of Committee
2-10-2:
Authorization
2-10-3:
Membership
2-10-4:
Term of Office
2-10-5:
Attendance
2-10-6:
Vacancy
2-10-7:
Officers
2-10-8:
Meetings
2-10-9:
Quorum
2-10-10:
Duties of the Committee
2-10-11:
Amendments
2-10-1: NAME OF THE COMMITTEE: The name of the organization shall be the
Monticello Industrial and Economic Development Committee (IEDC).
2-10-2: AUTHORIZATION: Duties are delegated to the IEDC by the City Council of
Monticello by this ordinance dated June 28, 2010, and by Resolution No. 2008-44
approved the 27th day of May, 2008.
2-10-3: MEMBERSHIP: The Monticello IEDC shall consist of sixteen (16) to eighteen
(18) regular members to be appointed by the City Council of Monticello. Said
Committee members shall consist of Monticello business representatives or
residents of the City of Monticello. One Council member shall be appointed
annually to serve on the IEDC. The Director of the Monticello Chamber of
Commerce and Industry shall be an ex -officio member of the IEDC. Up to two
(2) Monticello High School Senior Students may serve as voting members during
their appointed term. The High School Principal shall recommend their
membership on the IEDC. The IEDC and the City Council shall confirm their
appointment.
(Ord 637 4/25/16)
2-10-4: TERM OF OFFICE: The term of the regular members shall be for three (3) years
and shall be staggered so that no more than one-half of the terms expire in a given
year. All regular terms shall expire at the first City Council meeting of the new
calendar year.
2-10-5: ATTENDANCE: It is the City Council's intention to encourage IEDC members
to attend all IEDC meetings. It is desired that IEDC members attend at least 75%
of meetings in a calendar year. Members may be subject to replacement by the
City Council in the event attendance does not meet this standard.
MONTICELLO CITY ORDINANCE TITLE II, CHAPTER 10, PAGE 1
2-10-6: VACANCY: Any vacancy in the regular or at large membership shall be filled
by the City Council, and such appointee shall serve for the unexpired term so
filled.
2-10-7: OFFICERS:
(A) Elections. The Monticello IEDC shall elect at its Annual meeting from its
membership a chair, vice chair, and a secretary who shall serve for a term
of one year and shall have such powers as may be prescribed in the rules
of said Committee.
(B) Duties of Chair. The chair shall preside at all meetings of the IEDC and
shall have the duties normally conferred and parliamentary usage of such
officers.
(C) Duties of Vice Chair. The vice chair shall act for the chair in his/her
absence.
(D) Duties of Secretary. The secretary shall keep the minutes and records of
the Committee with the assistance of City Staff.
2-10-8: MEETINGS:
(A) Regular meetings shall be held on a date established by the IEDC. In the
event of a conflict with a holiday or special events, a majority at any
meeting may change the date and location of the meeting. The meeting
shall be open to the general public.
2-10-9: QUORUM: A majority of the total IEDC members shall constitute a quorum for
the transaction of business.
2-10-10: DUTIES OF THE COMMITTEE: It shall be the duty of the Committee, with staff
assistance, to advocate and make recommendations to the Economic Development
Authority and City Council, relative to and including influencing industrial and
economic development in and for the City of Monticello, with an emphasis on
industrial land, increase tax base and number of livable wage -level jobs by
promoting industrial and economic growth, and working to maintain a desirable
business environment.
2-10-11: AMENDMENTS: This ordinance may be amended as recommended by the
majority vote of the existing membership of the IEDC and only after majority
vote of the City Council.
(#519, 8/23/10)
(#715, 3-25-19)
MONTICELLO CITY ORDINANCE TITLE II, CHAPTER 10, PAGE 2
CITY OF MONTICELLO
WRIGHT COUNTY, MINNESOTA
AMENDED AND RESTATED RESOLUTION NO. 2008-44
RESOLUTION RECOGNIZING THE INDUSTRIAL AND ECONOMIC
DEVELOPMENT COMMITTEE
WHEREAS, the City Council is authorized to create advisory boards for the City as
deemed necessary for the proper management and operation of the City by Minnesota
Statutes Section 412.111, and;
WHEREAS, in 1982 an Industrial Development Committee was formed to operate as
an independent organization serving as an advocate to influence and assist industrial
development in and for the City of Monticello, and;
WHEREAS, on February 11, 2008, the City Council of the City of Monticello adopted
Resolution No. 2008-16 recognizing the Industrial Development Committee, and;
WHEREAS, in May 2008, the purpose of the Industrial and Economic Development
Committee was amended and restated to operate as an independent organization serving as
an advocate to influence and assist industrial and economic development in and for the City
of Monticello, Minnesota with an emphasis on industrial, and;
WHEREAS, the mission of the IEDC was amended and restated to increase the tax
base and the number of liveable wage -level jobs in Monticello by promoting industrial and
economic growth and working to maintain a desirable business environment, and;
WHEREAS, the City Council and the Industrial and Economic Development
Committee have determined it mutually beneficial to more formally recognize the IEDC's
importance and role in promoting and maintaining industrial and economic development
and job creation within the City.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Monticello:
1. The existence and continuation of the amended and restated IEDC is hereby
recognized by the City Council.
2. The IEDC as an independent organization shall make recommendations,
advise, and assist the City Council, the Economic Development Authority,
and other City boards and commissions on matters relating to industrial
development and job creation and retention.
3. The IEDC shall select and confirm all committee members by a majority of
vote of its membership for recommendation to the City Council for Council
appointment.
4. The City Council shall appoint the Mayor and a Council Member to the IEDC
as non-voting members and shall appoint the Economic Development
Director as the Executive Director of the IEDC as a non-voting member. The
Executive Director is under the direction of the City Administrator and the
City Administrator may assign other support staff to the IEDC as needed.
5. The IEDC shall hold regular meetings the first Tuesday of each month at 7:00
a.m. in the Monticello Community Center. Special meetings may be called
by the Chairperson and Executive Director.
6. The IEDC committee size, make-up of the committee, officers, length of
membership term, and attendance shall be governed in accordance with the
Monticello Industrial and Economic Development Committee Organizational
and Membership Guidelines.
ADOPTED this 27th day of May, 2008, by the City Council of the City of
Monticello.
ATTEST:
Dawn Grossinger, Deputy City Clerk
2
Clint Herbst, Mayor
City Council Agenda: 05/11/2020
2E. Consideration of approving auulications for a charitable gambling hermit for the
Church of St Henrv's fall festival on August 29 and 30, 2020 (JS)
A. REFERENCE AND BACKGROUND:
The Church of St Henry is requesting approval of a charitable gambling permit in
conjunction with their annual fall festival event on August 29-30, 2020. The activities
will take place on the church parking lot and grounds.
To receive a permit from the State, the city must approve the gambling permit
application. In the past the city has not opposed these exempt gambling license
applications for charitable events.
Al. Budget Impact: NA
A2. Staff Workload Impact: Minimal staff time to process application with State
Alcohol and Gambling Division for approval.
B. ALTERNATIVE ACTIONS:
1. Motion to approve the application for the charitable gambling permit for the
Church of St Henry's Fall Festival to be held on church grounds on August 29-30,
2020 contingent on the status of the current health pandemic.
2. Motion to deny the application.
C. STAFF RECOMMENDATION:
City staff recommends Alternative #1 for approval of the application.
D. SUPPORTING DATA:
• Charitable gambling permit application
MINNESOTA LAWFUL GAMBLING
LG220 Application for Exempt Permit
An exempt permit may be issued to a nonprofit
organization that:
• conducts lawful gambling on five or fewer days, and
• awards less than $50,000 in prizes during a calendar
year.
If total raffle prize value for the calendar year will be
$1,500 or less, contact the Licensing Specialist assigned to
your county by calling 651-539-1900.
ORGANIZATION INFORMATION
11/17
Page 1 of 2
Application Fee (non-refundable)
Applications are processed in the order received. If the application
is postmarked or received 30 days or more before the event, the
application fee is $100; otherwise the fee is $150.
Due to the high volume of exempt applications, payment of
additional fees prior to 30 days before your event will not expedite
service, nor are telephone requests for expedited service accepted.
Organization Previous Gambling
Name: Church of Saint Henry Permit Number: X-86019-19
Minnesota Tax ID Federal Employer ID
Number, if any: 8507537 Number (FEIN), if any: 41-0764106
Mailing Address: 1001 E 7th St
City: Monticello State: MN Zip: 55362 County: Wright
Name of Chief Executive Officer (CEO): Anthony G. VanderLoop
CEO Daytime Phone: 763-295-2402 CEO Email: frtonyvanderloop@sthenrycatholic.com
(permit will be emailed to this email address unless otherwise indicated below)
Email permit to (if other than the CEO):
NONPROFIT STATUS
Type of Nonprofit Organization (check one):
= Fraternal F✓ Religious Veterans Other Nonprofit Organization
Attach a copy of one of the following showing proof of nonprofit status:
(DO NOT attach a sales tax exempt status or federal employer ID number, as they are not proof of nonprofit status.)
❑✓ A current calendar year Certificate of Good Standing
Don't have a copy? Obtain this certificate from:
MN Secretary of State, Business Services Division Secretary of State website, phone numbers:
60 Empire Drive, Suite 100 www.sos.state.mn.us
St. Paul, MN 55103 651-296-2803, or toll free 1-877-551-6767
❑ IRS income tax exemption (501(c)) letter in your organization's name
Don't have a copy? To obtain a copy of your federal income tax exempt letter, have an organization officer contact the
IRS toll free at 1-877-829-5500.
❑ IRS - Affiliate of national, statewide, or international parent nonprofit organization (charter)
If your organization falls under a parent organization, attach copies of both of the following:
1. IRS letter showing your parent organization is a nonprofit 501(c) organization with a group ruling; and
2. the charter or letter from your parent organization recognizing your organization as a subordinate.
GAMBLING PREMISES INFORMATION
Name of premises where the gambling event will be conducted
(for raffles, list the site where the drawing will take place): Church Parking Lot
Physical Address (do not use P.O. box): 1001 E 7th St
Check one:
❑✓ City: Monticello Zip: 55362 County: Wright
0 Township: Zip: County:
Date(s) of activity (for raffles, indicate the date of the drawing): Au4ust 29 & 30, 2020
Check each type of gambling activity that your organization will conduct:
Bingo ElPaddlewheels EE Pull -Tabs = Tipboards 2:1 Raffle
Gambling equipment for bingo paper, bingo boards, raffle boards, paddlewheels, pull -tabs, and tipboards must be obtained
from a distributor licensed by the Minnesota Gambling Control Board. EXCEPTION: Bingo hard cards and bingo ball selection
devices may be borrowed from another organization authorized to conduct bingo. To find a licensed distributor, go to
www.mn.gov/gcb and click on Distributors under the List of Licensees tab, or call 651-539-1900.
LG220 Application for Exempt Permit
11/17
Page 2 of 2
LOCAL UNIT OF GOVERNMENT ACKNOWLEDGMENT (required before submitting application to
the Minnesota Gambling Control Board)
CITY APPROVAL
for a gambling premises
located within city limits
The application is acknowledged with no waiting period.
The application is acknowledged with a 30 -day waiting
period, and allows the Board to issue a permit after 30 days
(60 days for a 1st class city).
F]The application is denied.
Print City Name:
Signature of City Personnel:
Title: Date:
The city or county must sign before
submitting application to the
Gambling Control Board.
COUNTY APPROVAL
for a gambling premises
located in a township
he application is acknowledged with no waiting period.
he application is acknowledged with a 30 -day waiting
period, and allows the Board to issue a permit after
30 days.
Dhe application is denied.
Print County Name:
Signature of County Personnel:
Title: Date:
TOWNSHIP (if required by the county)
On behalf of the township, I acknowledge that the organization
is applying for exempted gambling activity within the township
limits. (A township has no statutory authority to approve or
deny an application, per Minn. Statutes, section 349.213.)
Print Township Name:
Signature of Township Officer:
Title: Date:
CHIEF EXECUTIVE OFFICER'S SIGNATURE (required)
The information provided in this application is complete and accurate to the best of my knowledge
report will be completed and returned to the Boar within 30 days of the event date.
Chief Executive Officer's Signature: JAI,
(Signature must be CEO's signature; designee may not sign)
Print Name: Anthony G. VanderLoop
REQUIREMENTS
I acknowledge that the financial
Date: 4-2-4-2-0
MAIL APPLICATION AND ATTACHMENTS
Complete a separate application for: Mail application with:
• all gambling conducted on two or more consecutive days; or a copy of your proof of nonprofit status; and
• all gambling conducted on one day.
application fee (non-refundable). If the application is
Only one application is required if one or more raffle drawings are postmarked or received 30 days or more before the event,
conducted on the same day. the application fee is $100; otherwise the fee is $150.
Financial report to be completed within 30 days after the Make check payable to State of Minnesota.
gambling activity is done: To: Minnesota Gambling Control Board
A financial report form will be mailed with your permit. Complete 1711 West County Road B, Suite 300 South
and return the financial report form to the Gambling Control Roseville, MN 55113
Board.
Questions?
Your organization must keep all exempt records and reports for Call the Licensing Section of the Gambling Control Board at
3-1/2 years (Minn. Statutes, section 349.166, subd. 2(f)). 651-539-1900.
Data privacy notice: The information requested
on this form (and any attachments) will be used
by the Gambling Control Board (Board) to
determine your organization's qualifications to
be involved in lawful gambling activities in
Minnesota. Your organization has the right to
refuse to supply the information; however, if
your organization refuses to supply this
information, the Board may not be able to
determine your organization's qualifications and,
as a consequence, may refuse to issue a permit.
If your organization supplies the information
requested, the Board will be able to process the
application. Your organization's name and
address will be public information when received
by the Board. All other information provided will
be private data about your organization until the
Board issues the permit. When the Board Issues
the permit, all Information provided will become
public. If the Board does not issue a permit, all
information provided remains private, with the
exception of your organization's name and
address which will remain public. Private data
about your organization are available to Board
members, Board staff whose work requires
access to the information; Minnesota's Depart-
ment of Public Safety; Attorney General;
Commissioners of Administration, Minnesota
Management & Budget, and Revenue; Legislative
Auditor, national and International gambling
regulatory agencies; anyone pursuant to court
order; other individuals and agencies specifically
authorized by state or federal law to have access
to the information; individuals and agencies for
which law or legal order authorizes a new use or
sharing of information after this notice was
given; and anyone with your written consent.
This form will be made available in alternative format (i.e. large print, braille) upon request.
An equal opportunity employer
Council Agenda: 05/11/2020
2F. Consideration of waiving monetary limits on municipal tort liabilitv established by
Minnesota Statutes (SR)
A. REFERENCE AND BACKGROUND:
The purpose of this item is to have the Council decide whether to waive or not waive
monetary limits on tort liability as part of its insurance coverage.
The city's property and liability insurance coverages are renewable in July of each year.
As part of the renewal process, the Council must formally indicate whether they want to
waive monetary limits established by state law. Currently, statutory municipal tort
liability is limited to a maximum of $500,000 on any claim per individual and $1,500,000
from all claimants for one incident.
If the city chose to waive the tort limits, per individual claims and per occurrence claims
would be limited to $2,000,000.
B. ALTERNATIVE ACTIONS:
1. Motion to deny waiving the monetary limits on municipal tort liability established by
Minnesota Statutes.
2. Motion to approve waiving the monetary limits on municipal liability established by
Minnesota Statutes.
3. Motion to
C. STAFF RECOMMENDATION:
City staff recommends Alternative 91. Under this option, the City Council utilizes the tort
limits established by state statute and does not waive the monetary limits. This ensures a
limit on the amount of damages that an individual could seek in a lawsuit involving the
city.
D. SUPPORTING DATA:
• Copy of liability insurance application form
LEAGUE OF CONNECTING &. INNOVATING
MINNESOTA SINCE 1913
CITIES
LIABILITY COVERAGE — WAIVER FORM
Members who obtain liability coverage through the League of Minnesota Cities Insurance Trust (LMCIT)
must complete and return this form to LMCIT before the member's effective date of coverage. Return
completed form to your underwriter or email to Dstech(a lmc.ore.
The decision to waive or not waive the statutory tort limits must be made annually by the
member's governing body, in consultation with its attorney if necessary.
Members who obtain liability coverage from LMCIT must decide whether to waive the statutory tort liability limits
to the extent of the coverage purchased. The decision has the following effects:
• If the member does not waive the statutory tort limits, an individual claimant could recover no more than
$500,000 on any claim to which the statutory tort limits apply. The total all claimants could recover for a single
occurrence to which the statutory tort limits apply would be limited to $1,500,000. These statutory tort limits
would apply regardless of whether the member purchases the optional LMCIT excess liability coverage.
• If the member waives the statutory tort limits and does not purchase excess liability coverage, a single claimant
could recover up to $2,000,000 for a single occurrence (under the waive option, the tort cap liability limits are
only waived to the extent of the member's liability coverage limits, and the LMCIT per occurrence limit is
$2,0001000). The total all claimants could recover for a single occurrence to which the statutory tort limits apply
would also be limited to $2,000,0001 regardless of the number of claimants.
• If the member waives the statutory tort limits and purchases excess liability coverage, a single claimant could
potentially recover an amount up to the limit of the coverage purchased. The total all claimants could recover for
a single occurrence to which the statutory tort limits apply would also be limited to the amount of coverage
purchased, regardless of the number of claimants.
Claims to which the statutory municipal tort limits do not apply are not affected by this decision.
LMCIT Member Name: City of Monticello, MN
Check one:
✓❑ The member DOES NOT WAIVE the monetary limits on municipal tort liability established by Minn. Stat.
466.04.
❑ The member WAIVES the monetary limits on municipal tort liability established by Minn. Stat. § 466.04. to
the extent of the limits of the liability coverage obtained from LMCIT.
Date of member's governing body meeting: May 11, 2020
Signature:
145 UNIVERSITY AVE. WEST
ST. PAUL, MN 55103-2044
Position:
PHONE: (651) 281-1200 FAx: (651) 281-1299
TOLL FREE: (800) 925-1122 WEB: WWW.LMC.ORG
City Council Agenda: 5/11/2020
2G. Consideration of renewing membershiu in the MN Public Broadband Alliance for
2020 at a cost of $1,500 (JO)
A. REFERENCE AND BACKGROUND:
City Council is asked to consider renewing Monticello's membership in the MN Public
Broadband Alliance for 2020. The membership fee for the year is $1,500 which is the
same as last year and determined by a tiered system. This request is being presented to
Council in support of necessary activity intended to support maintenance and
development of an essential telecommunication service.
• Cities or entities representing cities with a population under 5,000 = $500
• Cities or entities representing cities with population of 5,000 — 50,000 $1,500
• Cities/Counties or entity representing cities/counties with population of 50,000 —
125,000 = $5,000
• Cities/Counties or entity representing cities/counties with population over
125,000 = $7,500
Some of the benefits associated with being a member of the organization include:
• Supporting the exchange of information between a network of cities and counties
that provide telecommunication resources to their businesses and residents.
• Centralizing research and application of emerging technologies.
• Providing information and technical assistance to public agencies that wish to
improve access to broadband for constituents. Providing a resource for identifying
and obtaining grant funds.
• Establishing a centralized voice in the debate over issues affecting deployment of
broadband services in Minnesota.
• Speeding the identification and deployment of telecommunication services and
applications to its members.
• Providing technical information and support to the State Legislature pertaining to
legislation that local units of government that own and operate public broadband
resources.
To save staff travel time, meetings are now conducted monthly via teleconference except
for four in-person meetings per year.
Al. Budget Impact: Dues are paid through the FiberNet Fund, but are not an Arvig
related expenditure.
A2. Staff Workload Impact: Meetings are once per month, most frequently through
conference call, and are attended by Rachel Leonard, Communications/Special
Projects Coordinator. The Mayor and other members of City Council are welcome
to attend.
City Council Agenda: 5/11/2020
B. ALTERNATIVE ACTIONS:
1. Motion to approve membership in the MN Public Broadband Alliance through
the end of 2020 with the dues amount of $1,500.
2. Motion to deny.
C. STAFF RECOMMENDATION:
The Alliance continues to provide a forum for centralizing expertise and sharing ideas on
strategies and techniques for optimizing FiberNet. Staff believes that the involvement
continues to be a fruitful endeavor.
Continued involvement in the Minnesota Broadband Alliance contributes toward the
important effort to maintain and develop FiberNet as a critical tool in addressing the
communication challenges presented by COVID19.
D. SUPPORTING DATA:
• 2020 MN Broadband Alliance Invoice
a)'Scott
INVOICE
Bill To:
MONTICELLO, CITY OF*
ATTN CITY ADMINSTRATOR
505 WALNUT STREET
MONTICELLO MN 55362
Page 1 of 1
Invoice Number: IN25774
Due Date: 05/17/2020
Invoice Date: 04/20/2020
Customer Number: 5059
AMOUNT ENCLOSED $
MAIL PAYMENT TO:
Scott County Treasurer
Attn: AR Accounting
200 Fourth Avenue West
Shakopee MN 55379
United States of America
PLEASE DETACH AND RETURN THIS PORTION WITH REMITTANCE
Line Item Description Quantity Unit Price
2 2020 MN PUBLIC BROADBAND 1.00 AN 1,500.00 AN
ALLIANCE MEMBERSHIP DUES
IF ANY QUESTIONS, PLEASE CONTACT DEB @
952-496-8601.
MAIL PAYMENT TO:
Scott County Treasurer
Attn: AR Accounting
200 Fourth Avenue West
Shakopee MN 55379
United States of America
Customer PO: VAT Nbr:
Credit Net Amount
0.00 1,500.00
TERMS: Net 30 Days
Tax Amount:
$0.00
Down Payment:
$0.00
Gross Amount:
$1,500.00
Invoice Credit:
$0.00
Net Amount:
$1,500.00
Invoice Number: IN25774
Invoice Date: 04/20/2020
Payment Due Date: 05/17/2020
Net Amount Due: $1,500.00
City Council Agenda: 05/11/2020
2H. Consideration of adopting Ordinance 742 amending Title IX, Chapter 95, Section
95.01 — Fire Code to update the State Fire Code Amendments (DK/JS)
A. REFERENCE AND BACKGROUND:
City Council is asked to adopt an ordinance updating Chapter 95.01: Fire Code of the
City Code of Ordinances. On March 3, 2020, the State of Minnesota adopted a new fire
code. The ordinance update is to account for the renaming of the Appendices in the State
Fire Code. This update will ensure the correct appendices are listed. The current
amendments will not include Appendices B, C, D, E, and P.
The ordinance language simply changes the letters of the appendices, and not the content.
Al. Budget Impact: There will be minimal cost for publishing the summary
ordinance amendments.
A2. Staff Workload Impact: Staff time to prepare and update the City Ordinances.
B. ALTERNATIVE ACTIONS:
1. Motion to approve Ordinance 742 amending Title IX, Chapter 95, Section 95.01 —
Fire Code
2. Motion to deny the ordinance amendment.
C. STAFF RECOMMENDATION:
City staff recommends Alternative #1.
D. SUPPORTING DATA:
• Draft Ordinance 742
1
ORDINANCE 742
CITY OF MONTICELLO
WRIGHT COUNTY, MINNESOTA
ORDINANCE AMENDING TITLE IX, CHAPTER 95, SECTION 95.01, FIRE CODE TO
UPDATE APPENDICES
THE CITY COUNCIL OF THE CITY OF MONTICELLO, MINNESOTA HEREBY
ORDAINS:
Chapter 95, Section 95.01, is hereby amended as following:
The Minnesota State Fire Code (V,,..C,
, current adopted version, and all
amendments including AppendicD, J, and E and P thereto, once copy
of which has been mated as the official copy and which is on file in the office of
the City Clerk, is hereby adopted as the Fire Code for the city for the purpose
prescribing regulations governing conditions hAardous to life and property from
fire or explosion. Every provision contained in thiVe
e, except as modified or
amended by this subchapter, is hereby adopted ana part of this subchapter
as it fully set forth herein.
I
Adopted by the City of Monticello City Council on May 11, 2020.
ATTE
Jennif
VOTING IN FAVOR:
VOTING IN OPPOSITION:
Brian Stumpf, Mayor
City Council Agenda: 5/11/2020
2I. Consideration of approving Resolution 2020-42 authorizing a cooperative
construction agreement for lighting on State Hwv 25 near Kiellberg Court. (ML,
RL, JO, AS)
A. REFERENCE AND BACKGROUND:
On January 13, 2020, the City Council approved a future maintenance agreement for
lighting on State Hwy 25. A formal resolution is required for the agreement. The need for
additional lighting on State Hwy 25 near Kjellberg's Park, on the south edge of the city,
has been a concern for residents living in that area. MNDOT is proposing to install a
lighting system on State Hwy 25 near Kjellberg Court and at the median cross-over
approximately 0.25 miles SW of Kjellberg Court. MNDOT would cover all costs for
design and construction of the lighting system. Once installed, the city would be
responsible for the operation and maintenance per the cooperative agreement.
MNDOT is also working on a separate project to be constructed this year. This project
would provide additional safety improvements in the project area. The initial proposed
improvements are to install all curb -bulb outs and ADA compliant curb ramps at the Hwy
25 and Kjellberg Court intersection. In addition, they are proposing to install tubular
delineators along the road edge or other improvements to help with traffic calming in this
area. City staff and MNDOT staff continue to finalize the details of this project.
Al. Budget Impact: The operating and maintenance cost is estimated to be
approximately $500 per year for this lighting system.
A2. Staff Workload Impact: Staff impacts are expected to minimal.
B. ALTERNATIVE ACTIONS:
1. Motion to approve Resolution 2020-42 authorizing a cooperative construction
agreement for lighting on State Hwy 25 near Kjellberg Court. .
2. Motion to deny an agreement with MNDOT at this time.
C. STAFF RECOMMENDATION:
City staff recommends the City Council approve the future agreement with MNDOT as
outlined in Alternative #1.
D. SUPPORTING DATA:
A. Resolution 2020-42
B. MNDOT Agreement
CITY OF MONTICELLO
WRIGHT COUNTY, MINNESOTA
RESOLUTION 2020-42
RESOLUTION APPROVING A COOPERATIVE AGREEMENT WITH MNDOT FOR
THE TRUNK HIGHWAY NO. 25 LIGHTING SYSTEM
WHEREAS, MnDOT is requesting the city enter into an agreement for lighting for a
portion of Trunk Highway 25; and
NOW THEREFORE, BE IT RESOLVED by the City Council of Monticello, Minnesota that
the city enter into MnDOT Agreement No. 1036906 with the State of Minnesota, Department of
Transportation for the following purposes: I V
To provide for maintenance and ownership by the City of Lighting System `B"
construction and other associated construction to be performed upon, along, and
adjacent to Trunk Highway No. 25, from Reference Post No. 066.00+626 to
Reference Post No. 066.00+861 within the co ate city limits under State
Project No. 8823-366,4T.H. 25=025); and
BE IT FURTHER RESOLVED, that the Mayor and City Administrator are hereby authorized
to execute the agreement and any amendments to the agreement..
.h,
ADOPTED BY the Monticello City Council this 11 r" day of May, 2020.
r
ATTE
Jeff O'Neill, City Administrator
CITY OF MONTICELLO
Brian Stumpf, Mayor
CERTIFICATION
STATE OF MINNESOTA
COUNTY OF WRIGHT
I hereby certify that the foregoing is a true and correct
passed, adopted and approved by the Monticello City C(
April 22, 2019 and recorded in minutes of said meeting.
CITY SEAL
Notary Public:
Date:
(STAMP)
of Resolution 2019-31 duly
;ir scheduled meeting on
MnDOT Contract No: 1036905
STATE OF MINNESOTA
DEPARTMENT OF TRANSPORTATION
AND
CITY OF MONTICELLO
COOPERATIVE CONSTRUCTION
AGREEMENT
State Project Number (S.P.): 8823-366
Trunk Highway Number (T.H.): 25=025
Federal Project Number: HSIP 8820(205)
Lighting System Feed Point: Citv
This Agreement is between the State of Minnesota, acting through its Commissioner of Transportation ("State") and
the City of Monticello acting through its City Council ("City").
Recitals
1. The State will perform electric lighting system construction and other associated construction upon, along,
and adjacent to Trunk Highway No. 25 from Reference Post No. 066.00+626 to Reference Post
No. 066.00+861 according to State -prepared plans, specifications, and special provisions designated by the
State as State Project No. 8823-366 (T.H. 25=025) ("Project"); and
2. The State has included in its contract Lighting System "B" construction. The City is will own and maintain
Lighting System "B" after completion of the construction; and
3. Proposed Agreement No. 1036515 between the State and Crow Wing County will address additional lighting
system maintenance and ownership needs of the Project; and
4. Minnesota Statutes § 161.20, subdivision 2 authorizes the Commissioner of Transportation to make
arrangements with and cooperate with any governmental authority for the purposes of constructing,
maintaining, and improving the trunk highway system.
Agreement
1. Term of Agreement; Survival of Terms; Plans
1.1. Effective Date. This Agreement will be effective on the date the State obtains all signatures required by
Minnesota Statutes § 16C.05, subdivision 2.
1.2. Expiration Date. This Agreement will expire when all obligations have been satisfactorily fulfilled.
1.3. Survival of Terms. All clauses which impose obligations continuing in their nature and which must survive
in order to give effect to their meaning will survive the expiration or termination of this Agreement,
including, without limitation, the following clauses: 3. Maintenance by the City; 6. Liability; Worker
Compensation Claims; Insurance; 8. State Audits; 9. Government Data Practices; 10. Governing Law;
Jurisdiction; Venue; and 12. Force Majeure.
1.4. Plans, Specifications, and Special Provisions. Plans, specifications, and special provisions designated by
the State as State Project No. 8823-366 (T.H. 25=025) are on file in the office of the Commissioner of
Transportation at St. Paul, Minnesota, and incorporated into this Agreement by reference ("Project
Plans").
-1-
State Let on State Right -of -Way with Local Maintenance
MnDOT Contract No: 1036905
2. Construction by the State
2.1. Contract Award. The State will advertise forbids and award a construction contract to the lowest
responsible bidder according to the Project Plans.
2.2. Direction, Supervision, and Inspection of Construction.
A. Supervision and Inspection by the State. The State will direct and supervise all construction activities
performed under the construction contract, and perform all construction engineering and inspection
functions in connection with the contract construction. All contract construction will be performed
according to the Project Plans.
B. Inspection by the City. The construction covered under this Agreement will be open to inspection by
the City. If the City believes the construction covered under this Agreement has not been properly
performed or that the construction is defective, the City will inform the State District Engineer's
authorized representative in writing of those defects. Any recommendations made by the City are not
binding on the State. The State will have the exclusive right to determine whether the State's
contractor has satisfactorily performed the construction covered under this Agreement.
2.3. Plan Changes, Additional Construction, Etc.
A. The State will make changes in the Project Plans and contract construction and will enter into any
necessary addenda and change orders with the State's contractor that are necessary to cause the
contract construction to be performed and completed in a satisfactory manner.
B. The City may request additional work or changes to the work in the plans as part of the construction
contract. Such request will be made by an exchange of letter(s) with the State. If the State determines
that the requested additional work or plan changes are necessary or desirable and can be
accommodated without undue disruption to the project, the State will cause the additional work or
plan changes to be made. The State reserves the right to invoice the City for the cost of any
construction contract addenda and any additional City requested work and plan changes, including
associated construction engineering, before the completion of the contract construction.
2.4. Satisfactory Completion of Contract. The State will perform all other acts and functions necessary to cause
the construction contract to be completed in a satisfactory manner. Acceptance by the State of the
completed contract construction will be final, binding, and conclusive upon the City as to the satisfactory
completion of the contract construction.
2.5. Permits. The City will submit to the State's Utility Engineer an original permit application for all utilities
owned by the City to be constructed hereunder that are upon and within the Trunk Highway Right -of -Way.
Applications for permits will be made on State form "Application For Utility Permit On Trunk Highway
Right -of -Way" (Form 2525).
3. Maintenance by the City
Upon completion of the project, the City will provide the following without cost or expense to the State:
3.1. Lighting System "B". Maintenance and ownership of Lighting System "B" construction. Maintenance of
electrical lighting systems includes everything within the system, from the point of attachment to the
power source or utility, to the last light on the feed point, including but not limited to re-lamping of
lighting units or replacing of LED luminaires, repair or replacement of all damaged luminaire glassware,
loose connections, luminaires when damaged or when ballasts fail, photoelectric control on luminaires,
defective starter boards or drivers, damaged fuse holders, blown fuses, knocked down poles including
wiring within the poles, damaged poles, pullboxes, underground wire, damaged foundations, equipment
-2-
State Let on State Right -of -Way with Local Maintenance
MnDOT Contract No: 1036905
pad, installation of approved splices or replacement of wires, repair or extending of conduit, lighting
cabinet maintenance including photoelectric cell, electrical distribution system, Gopher State One Call
(GSOC) locates, and painting of poles and other equipment. The City will be responsible for the hook up
cost and application to secure an adequate power supply to the service pad or pole and will pay all
monthly electrical service expenses necessary to operate the lighting facility.
3.2. Future City Responsibilities. Upon completion of the Lighting System "B" construction, the City will accept
full and total responsibility and all obligations and liabilities arising out of or by reason of the use,
operation, maintenance, repair, and reconstruction of Lighting System "B" and all of the facilities
constructed as part of this Agreement, without cost or expense to the State.
4. Authorized Representatives
Each party's Authorized Representative is responsible for administering this Agreement and is authorized to give
and receive any notice or demand required or permitted by this Agreement.
4.1. The State's Authorized Representative will be:
Name, Title: Kenneth Hansen, District 3 Traffic Engineer (or successor)
Address: 7694 Industrial Park Road, Baxter, MN 56425-8096
Telephone: (218) 828-5771
E -Mail: kenneth.hansen@state.mn.us
4.2. The City's Authorized Representative will be:
Name, Title: Matthew Leonard, City Engineer (or successor)
Address: 505 Walnut Street, Suite 1, Monticello, MN 55362
Telephone: (763) 271-3271
E -Mail: matt.leonard@ci.monticello.mn.us
5. Assignment; Amendments; Waiver; Contract Complete
5.1. Assignment. No party may assign or transfer any rights or obligations under this Agreement without the
prior consent of the other party and a written assignment agreement, executed and approved by the same
parties who executed and approved this Agreement, or their successors in office.
5.2. Amendments. Any amendment to this Agreement 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 Agreement, or
their successors in office.
5.3. Waiver. If a party fails to enforce any provision of this Agreement, that failure does not waive the
provision or the party's right to subsequently enforce it.
5.4. Contract Complete. This Agreement contains all prior negotiations and agreements between the State and
the City. No other understanding regarding this Agreement, whether written or oral, may be used to bind
either party.
6. Liability; Worker Compensation Claims; Insurance
Each party is responsible for its own acts, omissions, and the results thereof to the extent authorized by law and
will not be responsible for the acts, omissions of others, and the results thereof. Minnesota Statutes § 3.736 and
other applicable law govern liability of the State. Minnesota Statutes Chapter 466 and other applicable law
govern liability of the City. Each party is responsible for its own employees for any claims arising under the
Workers Compensation Act.
-3-
State Let on State Right -of -Way with Local Maintenance
MnDOT Contract No: 1036905
7. Nondiscrimination
Provisions of Minnesota Statutes § 181.59 and of any applicable law relating to civil rights and discrimination are
considered part of this Agreement.
8. State Audits
Under Minnesota Statutes § 16C.05, subdivision 5, the City's books, records, documents, and accounting
procedures and practices relevant to this Agreement are subject to examination by the State and the State
Auditor or Legislative Auditor, as appropriate, for a minimum of six years from the end of this Agreement.
9. Government Data Practices
The City and State must comply with the Minnesota Government Data Practices Act, Minnesota Statutes
Chapter 13, as it applies to all data provided under this Agreement, and as it applies to all data created,
collected, received, stored, used, maintained, or disseminated by the City under this Agreement. The civil
remedies of Minnesota Statutes §13.08 apply to the release of the data referred to in this clause by either the
City or the State.
10. Governing Law; Jurisdiction; Venue
Minnesota law governs the validity, interpretation, and enforcement of this Agreement. Venue for all legal
proceedings arising out of this Agreement, or its breach, must be in the appropriate state or federal court with
competent jurisdiction in Ramsey County, Minnesota.
11. Termination; Suspension
11.1. By Mutual Agreement. This Agreement may be terminated by mutual agreement of the parties or by the
State for insufficient funding as described below.
11.2. Termination for Insufficient Funding. The State may immediately terminate this Agreement if it does not
obtain funding from the Minnesota Legislature, or other funding source; or if funding cannot be continued
at a level sufficient to allow for the performance of contract construction under the Project. Termination
must be by written or fax notice to the City.
11.3. Suspension. In the event of a total or partial government shutdown, the State may suspend this
Agreement and all work, activities and performance of work authorized through this Agreement.
12. Force Majeure
No party will be responsible to the other for a failure to perform under this Agreement (or a delay in
performance), if such failure or delay is due to a force majeure event. A force majeure event is an event beyond
a party's reasonable control, including but not limited to, unusually severe weather, fire, floods, other acts of
God, labor disputes, acts of war or terrorism, or public health emergencies.
[The remainder of this page has been intentionally left blank]
-4-
State Let on State Right -of -Way with Local Maintenance
CITY OF MONTICELLO
MnDOT Contract No: 1036905
DEPARTMENT OF TRANSPORTATION
The undersigned certify that they have lawfully Approved:
executed this contract on behalf of the Governmental
Unit as required by applicable charter provisions,
resolutions, or ordinances. By:
By
(District Engineer)
Date:
Title
14161k "il►�i lRIMr9P►VL If -f-: lmreP► I
Date:
By:
By
Date:
Title
Date:
(With Delegated Authority)
INCLUDE COPY OF RESOLUTION APPROVING THE AGREEMENT AND AUTHORIZING ITS EXECUTION.
-5-
State Let on State Right -of -Way with Local Maintenance
CITY OF MONTICELLO
RESOLUTION
IT IS RESOLVED that the City of Monticello enter into MnDOT Agreement No. 1036905 with the State of Minnesota,
Department of Transportation for the following purposes:
To provide for maintenance and ownership by the City of Lighting System "B" construction and other associated
construction to be performed upon, along, and adjacent to Trunk Highway No. 25, from Reference Post
No. 066.00+626 to Reference Post No. 066.00+861 within the corporate City limits under State Project No. 8823-366
(T.H. 25=025).
IT IS FURTHER RESOLVED that the Mayor and the
(Title)
are authorized to execute the Agreement and any amendments to the Agreement.
CERTIFICATION
I certify that the above Resolution is an accurate copy of the Resolution adopted by the Council of the City
Monticello at an authorized meeting held on the day of
, 2020, as shown by the minutes of the meeting in my possession.
Subscribed and sworn to me this
day of 2020 (Signature)
Notary Public
My Commission Expires
(Type or Print Name)
(Title)
City Council Agenda: 5/11/2020
4A. Consideration of approving a citv volicv requiring the use of cloth face coverings (mask)
in response to the COVID-19 pandemic (JO,TE,RL)
A. REFERENCE AND BACKGROUND:
City Council is asked to consider approving a city policy requiring the use of cloth face masks
in public spaces when social distancing is not possible.
City response to the pandemic has been continuously evolving given the rapidly changing
circumstances surrounding the virus. The City's March emergency declaration authorized the
City Administrator to make decisions protecting the health and safety of employees and the
public, and a team of department directors have been providing assistance. All efforts have
incorporated the latest information from the CDC, Minnesota Department of Health, and
Governor Walz. Throughout this period, the city administrator has been maintaining open
communication with the mayor and councilmembers to ensure a unified response to the extent
possible given the necessity to remain nimble and respond to changes in a timely manner.
In addition, city staff remain committed to bringing policy decisions before the City Council
when possible. Since a potential policy requiring the use of cloth face masks did not need an
immediate decision and would impact all city staff, as well as possibly members of the public,
we believe this situation warrants action by the City Council.
Recently the CDC, MN Department of Health, and Governor Walz updated their
recommendation on masks. Health experts now recommend the public wear cloth masks to
reduce the spread of the virus. Given the potential for people to be carriers of COVID-19
without displaying symptoms, the masks help prevent people from unknowingly spreading the
virus. In addition, the masks offer an additional barrier when people are unable to maintain
separation of at least 6 feet.
Until now, the City has provided cloth face masks to employees and encouraged staff to use
them when social distancing is not possible. However, given the recent updates to the mask
guidelines from health experts based on a greater understanding of the virus, the City may
want to formally adjust its policy. Currently, Hi -Way Liquors and the DMV are the primary
places where social distancing is a challenge, but City Hall and the Community Center will
also have potential issues when more employees begin to work onsite again.
Below is a list of Pros and Cons associated with the options.
Alternative #1- Employee Only
Pros:
• Maintains consistency with CDC/MDH/Governor Walz recommendations for
reducing the spread of the virus.
• Signals respect and concern for the health of others. The cloth mask will not prevent
an employee from getting sick but provides protection to their co-workers and
customers.
• While this option stops short of requiring customers to wear a cloth mask, it is
possible that customers will be more likely to wear one if they see employees wearing
them as well.
City Council Agenda: 5/11/2020
Cons:
• This option may cause employees to question why they are required to wear a cloth
mask to protect others but customers are required to for their protection.
• Employees may simply not believe it is necessary to wear a cloth mask believing that
social distancing and hygiene measures take are sufficient or for other reasons.
Alternative #2- Employee and Customer
Pros:
• Follows the CDC guidelines and encourages a sense of we're in this together
providing the safest environment possible for both employees and customers.
Cons:
• There will be some customers upset by the requirement. Potential loss of customers.
• There is a cost to policing the customer use of a cloth face mask
Alternative #3- No requirement for employee or customer
Pros:
• Cloth masks can get in the way and cause difficulty in communicating.
• Could be unnecessarily redundant to other measures such as plexiglass barriers at
customer check-out
• Few other liquor stores in the area are requiring employee mask.
Cons
• May be viewed as lack of concern for the welfare of employees and customers.
• Not in complete alignment with latest health standards.
Al. Budget Impact: This will have no impact on the budget.
A2. Staff Workload Impact: No impact.
B. ALTERNATIVE ACTIONS:
1. Motion to approve policy requiring the use of cloth face coverings by Citv emplovees
where social distancing isn't feasible. Note: With this option through signage staff
would promote the voluntary use by customers.
2. Motion to approve policy requiring the use of cloth face coverings by City emplovees
and customers where social distancing isn't feasible.
3. Motion deny approval of a policy requiring the use of cloth face coverings by City
employees when social distancing is not possible.
4. Motion to approve alternate policy related to cloth face coverings.
C. STAFF RECOMMENDATION:
The staff recommendation on this item is mixed. The majority of staff and City Administrator
believes that following recommendations from health authorities is our best defense against
COVID-19. However, there are alternate viewpoints as well. Since development of the policy
is not time sensitive, we ask that City Council weigh-in on the discussion and provide
direction. Below are the various staff recommendations along with pros and cons.
• The COVID-19 response team recommends Alternative #1 or #2 for reasons noted.
2
City Council Agenda: 5/11/2020
The liquor store manager views use of masks as an individual decision and
recommends Alternative 43. Additionally, based on a survey of 6 surrounding liquor
stores only 1 of 6 is requiring masks for employees and customers.
• The DMV manager recommends Alternative #2 commenting that if the city chooses to
enforce the use of face coverings both employees and customers should be required to
wear.
D. SUPPORTING DATA:
• CDC Information on Cloth Face Coverings
How to Wear Cloth Face Coverings
Cloth face coverings should—
• fit snugly but comfortably against the side of the face
• be secured with ties or ear loops
• include multiple layers of fabric
• allow for breathing without restriction
• be able to be laundered and machine dried without damage or
change to shape
CDC on Homemade Cloth Face Coverings
CDC recommends wearing cloth face coverings in public settings where other
social distancing measures are difficult to maintain (e.g., grocery stores and
pharmacies), especially in areas of significant community-based transmission.
CDC also advises the use of simple cloth face coverings to slow the spread of
the virus and help people who may have the virus and do not know it from
transmitting it to others. Cloth face coverings fashioned from household
items or made at home from common materials at low cost can be used as an
additional, voluntary public health measure.
Cloth face coverings should not be placed on young children under age
2, anyone who has trouble breathing, or is unconscious, incapacitated or
otherwise unable to remove the cloth face covering without assistance.
The cloth face coverings recommended are not surgical masks or N-95
respirators. Those are critical supplies that must continue to be reserved for
healthcare workers and other medical first responders, as recommended by
current CDC guidance.
Should cloth face coverings be washed or otherwise
cleaned regularly? How regularly?
Yes. They should be routinely washed depending on the frequency
of use.
How does one safely sterilize/clean a cloth face covering?
A washing machine should suffice in properly washing a cloth face covering.
How does one safely remove a used cloth face covering?
Individuals should be careful not to touch their eyes, nose, and mouth
when removing their cloth face covering and wash hands immediately
after removing.
CS316353B 04/10/2020, 8:07 PM
cdc.gov/coronavirus
Sewn Cloth Face Covering
Materials
• Two 10"W' rectangles of cotton fabric
• Two 6" pieces of elastic
(or rubber bands, string,
cloth strips, or hair ties)
• Needle and thread (or bobby pin)
• Scissors
• Sewing machine
Tutorial
1. Cut out two 10 -by -6 -inch rectangles of cotton
fabric. Use tightly woven cotton, such as quilting
fabric or cotton sheets. T-shirt fabric will work in
a pinch. Stack the two rectangles; you will sew
the cloth face covering as if it was a single piece
of fabric.
............................. 10 inches
6 inches
2. Fold over the long sides 1/4 inch and hem. Then fold the
dni ihla lavar of fahrir near 1/ inrh alnnn tha chnrt cirlaS
3. Run a 6 -inch length of 1/8 -inch wide elastic through the wider hem
on each side of the cloth face covering. These will be the ear loops.
Use a large needle or a bobby pin to thread it through. Tie the ends
tight.
Don't have elastic? Use hair ties or elastic head bands. If you only
have string, you can make the ties longer and tie the cloth face
covering behind your head.
not
a
fold
1/4 inch F stitch
1/4 inch _ F stitch
fold
fold
1/2 inch
1/2 inch
stitch stitch
fold
4. Gently pull on the elastic so that the knots
are tucked inside the hem.
Gather the sides of the cloth face covering on
the elastic and adjust so the mask fits your
face. Then securely stitch the elastic in place
to keep it from slipping.
tuck in knot
,fif,k
stitch
Quick Cut T-shirt Cloth Face Covering (no sew method)
Materials
• T-shirt
• Scissors
Tutorial
1
--- ---------- ---
7-8
-7-8 inches
2.
Bandana Cloth Face Covering (no sew method)
Materials
0,
• Bandana (or square cotton cloth approximately 20"x20") Scissors (if you are cutting your own cloth)
• Rubber bands (or hair ties)
Tutorial
1.
Fold bandana in half.
2.
------------------------- i
------------ --
Fold top down. Fold bottom up.
3.
( 00!!S
Place rubber bands or hair ties
about 6 inches apart.
4. 5. 6.
Fold side to the middle and tuck.
0
Tie strings
around neck,
then overtop
of head.
City Council Agenda: 05/11/2020
4B. Consideration to authorize the advertisement of bids for the 2020 Monticello
Communitv Center Roofing Proiect at an estimated cost of $340,000. (AM, ML)
A. REFERENCE AND BACKGROUND:
City Council is asked to consider replacing a portion of the roof at the community center.
The community center roof is the original 20 year old roof except for the roof section that
was replaced over the pool area in 2012.
There are many areas of the original roof that have leaked causing saturation of the roof
insulation material. The majority of the recent roof leaks have occurred in the locker
room and MCC office areas. The original roof material is a ballasted synthetic rubber
EPDM material. Over time the rubber membrane shrinks and becomes tighter which
makes it susceptible to being punctured by a sharp rock in the ballast that is placed over
it. That is what is believed to have happened with the existing roof.
The proposed first phase of the project would be to replace the roof area shown in green
this year. The scope for this project would be as follows:
• Remove and replace saturated insulation. — area in bright green.
• Remove ballast material.
• Install insulation barrier over existing EPDM membrane where not removed for
insulation replacement.
• Mechanically fasten a PVC roofing membrane.
Phase 2 over the gym and fitness area is anticipated to need replacement within the next
five years, and is already included in the CIP in 2025.
The estimated project costs for each phase are as follows:
• Phase I(green) — $340,000
• Phase 2(red) - $225,000
City Council Agenda: 05/11/2020
The project could be done in smaller sections. To repair just the area where the insulation
needs replacement is estimated at $100,000. Since much of the green area is at the same
elevation, there are concerns that construction activity may cause additional punctures
into the existing roof if the project is phased in smaller sections. In addition, having to
join materials of different types/ages may cause issues with the ultimate longevity of the
roof structure.
The PVC membrane would have a 15 -year warranty and the typical lifespan for a PVC
roofing system is 20-30 years.
Al. Budget Impact: The 2020 Budget included $100,000 for roof repairs. With the
current shutdown of the community center there are no longer funds available in
the 2020 budget or the fund's reserves for any projects. Funding for this project
could come from a transfer from the liquor fund, deputy registrar fund, capital
project fund, or a combination to be determined when bids are received.
A2. Staff Workload Impact: Staff time will include coordinating the timeline for the
project and working with the contractor to finalize the project.
B. ALTERNATIVE ACTIONS:
Motion to authorize the advertisement of bids for the 2020 Community Center
Roofing project.
2. Motion to deny.
3. Other.
C. STAFF RECOMMENDATION:
City staff recommends Alternative 1.
D. ATTACHMENTS:
None.
MACITY OF
04ieflo____
ADMINISTRATION
Transitioning an Energy Economy: Nuclear Host Community Impact Analysis - Monticello
In early 2019, members of the Coalition of Utility Cities (CUC), including the City of Monticello,
partnered with Xcel Energy and Minnesota Power to fund a study investigating the potential
impacts of plant closures on host communities. The intent was to better understand how
communities would be impacted by eventual plant closures and provide data for cities to use in
their transition planning. Funding for this research came from CUC, Xcel Energy, the Central MN
Initiative Foundation, the Southern Minnesota Initiative Foundation and the Rockefeller Family
Fund, Inc.
The study included two sections; a quantitative analysis utilizing economic modeling that was
led by the University of Colorado, Boulder and a qualitative analysis focused on broader social
and transition impacts for utility cities led by the Minnesota Center for Energy and the
Environment. The final qualitative and quantitative studies are attached for Council's review.
As the host city of Xcel's Monticello Nuclear Generating Plant, Monticello faces the eventual
decommissioning of the facility. Anticipated plans for relicensing past the current expiration in
2030 have the potential to provide additional time, but the complicated nature of the transition
requires the city to continue planning for how to best navigate the changing energy
environment.
At present, the MNGP represents approximately 55% of Monticello's tax base. While there are
significant financial implications when the plant experiences even the most modest of changes,
the eventual decommissioning of the plant will have substantial and long-lasting impacts for the
community and the larger region far beyond base tax dollars
It is critical that the city go beyond tax base percentages to more fully understand the deep
financial and societal influences of the MNGP within the community and then prepare a plan to
lead the community confidently through the transition.
The studies document existing fiscal and social forces, and then the resulting impact of a
transition scenario for the plant, including cultural components. The data provides a detailed
picture of both county and city impacts.
Together, these documents enable Monticello to develop strategic plans to address impacts
across the spectrum — budgetary, employment, housing, education, philanthropic, land use,
transportation, etc. The City will look to develop strategies which are also in concert with its
organizational Strategic Plan, Comprehensive Plan and the developing Financial Plan for the city.
With the study analysis in place, the City can undertake any additional fiscal and financial
modeling identified and develop a timeline for implementation.
In sum, the transition analyses support Monticello's goal of confidently managing change as an
energy host community.
XCEL ENERGY—MINNESOTA UTILITY ECONOMIC IMPACT STUDY
Economic Impact of Utility Scenarios on Host Communities
A consulting research study conducted by the:
Business Research Division
Leeds School of Business
University of Colorado Boulder
Final Report
April 2020
Leeds School of Business
UNIVERSITY OF COLORADO BOULDER
This Page Intentionally Left Blank
TABLE OF CONTENTS
TABLEOF CONTENTS..................................................................................................................................... II
DEFINITIONS.................................................................................................................................................
III
EXECUTIVESUMMARY..................................................................................................................................
1
STUDYMETHODOLOGY.................................................................................................................................5
THE MINNESOTA ECONOMY.........................................................................................................................9
MINNESOTA ENERGY PRODUCTION AND CONSUMPTION.........................................................................
11
EARLY COAL AND NUCLEAR EXTENSION DETAILED IMPACTS.....................................................................
12
EARLY KING DETAILED IMPACTS.................................................................................................................23
EARLY COAL DETAILED IMPACTS.................................................................................................................
29
EARLY COAL AND MONTICELLO EXTENSION DETAILED IMPACTS..............................................................
36
EARLY KING AND MONTICELLO EXTENSION DETAILED IMPACTS...............................................................44
MOCK 2018 SHUTDOWN IMPACT...............................................................................................................
50
BIBLIOGRAPHY............................................................................................................................................
57
APPENDIX 1: OVERVIEW OF REMI POLICY INSIGHT....................................................................................59
Business Research Division I Leeds School of Business I University of Colorado Boulder
DEFINITIONS
Employment: Includes the number of full-time and part-time jobs (headcount) by business physical
location.
Deflators: Measure of price changes within an industry.
Gross Domestic Product (GDP): Total value of final goods and services produced each year within a
country or region.
Leakage: Economic activity that occurs outside the area of study but is driven by activity within the study
area.
Metropolitan Statistical Area (MSA): Geographic areas with 50,000 or more population.'
Multiplier: Change in total economic activity driven by a change in direct economic activity.
Output: Total production value of goods and services, including intermediate goods purchased and value
added.
Personal Income: Includes all sources of income, including employee compensation, proprietors'
income, rental income, capital income, and transfer payments.
Collective: The Center for Energy and Environment (CEE), Minnesota Power, Xcel Energy, and five
communities with operating utilities.
Rates: Change in revenue requirements in order to accommodate changes in utility operations and
capital expenditures.
Construction: Capital expenditures.
Operations: Operating expenditures.
'For more information, visit: https://www.census.gov/programs-surveys/metro-micro/about.html, retrieved June 13, 2019.
Business Research Division I Leeds School of Business I University of Colorado Boulder
EXECUTIVE SUMMARY
Xcel Energy, a major electric utility in Minnesota, has analyzed various alternative scenarios in its
resource plan to deliver electricity from cleaner sources compared to its existing baseload retirement
plans. This report examines the economic impact of alternative generation plans in four Minnesota
communities and the state overall. Generally, these plans include the retirement of coal-fired generating
facilities, replaced with a mix of natural gas, wind, and solar power, as well as the extension of nuclear
generating facilities.
This report presents the results of an analysis prepared by the Leeds School of Business to quantify the
net economic impacts of five scenarios presented by Xcel Energy in its July 1, 2019 resource plan filing.
The study areas include the state of Minnesota and four counties within the state: Goodhue, Sherburne,
Washington, and Wright. The study period extends from 2020 through 2045 for the state of Minnesota.
This period was selected to capture the near-term economic activity from changes in capital
investments, as well as the long-term effects of changes in operating expenses and electricity rates. The
study period for the host communities intersect with their respective deviations from the currently
planned retirement dates.
Xcel Energy was forthcoming with available data on the current resource plans and the alternative
scenarios. The utility provided operating expenditures (including property taxes) and capital
expenditures for the reference case and the five alternative scenarios:
• Early King Retirement
• Early Coal Retirement
• Early Coal Retirement and Monticello Extension
• Early King Retirement and Monticello Extension
• Early Coal Retirement and Nuclear Extension
This data was provided for the state of Minnesota and for Goodhue, Sherburne, Washington, and Wright
counties, as well as the change in revenue requirements necessary to accommodate such changes in the
resource plan. Resource expansion plans and costs are based on the Strategist modeling included in
Xcel's July 1, 2019 resource plan filing.
The research team used the REMI model for the analysis, which was constructed using national and local
economic and demographic data specifically for the state of Minnesota and the five counties with
current generating facilities. The REMI model used for this analysis is a six -region, E3+ model 2.3
specifically designed for energy analysis.
To frame the analysis of this report, an increase in capital expenditures in Minnesota increases
economic activity in Minnesota, while a decrease in operating expenditures reduces economic activity in
Minnesota. Conversely, a decrease in revenue requirements is a reduction in costs for utility customers,
thus resulting in additional spending in other industries. The data are analyzed collectively to consider if
Business Research Division I Leeds School of Business I University of Colorado Boulder
the project provides a net economic benefit to Minnesota. Given that Minnesota lacks native coal
production, out-of-state coal mines bear the decrease in coal purchases, while Minnesota potentially
gains from in-state solar installations.
Note that for the scenarios examined, the percentage change in jobs, GDP, and personal income tended
to have negligible impacts on the state economy, but the scenario registered more significant impacts
(positive and negative) on the local economies.
Early Coal and Nuclear Extension
The Early Coal and Nuclear Extension scenario includes the early retirement of the King Generating Plant
in Washington County, the early retirement of the Sherco Generating Plant in Sherburne County, the
extension of the Monticello Nuclear Generating Plant in Wright County, the extension of Prairie Island
Nuclear Generating Station in Goodhue County, as well as less installed wind and more solar generation.
The King Generating Plant, a coal-fired power plant, is modeled to retire in 2028 in this scenario versus
2037 in the resource plan. Sherco 3, a coal-fired power plant, is modeled to retire in 2030 in this
scenario versus 2040 in the resource plan. Monticello, a nuclear power plant, is modeled to be extended
from 2030 to 2040. Prairie Island units 1 and 2 are extended until 2043 and 2044, respectively. A
combined cycle unit is assumed to be added in Sherburne County in 2027, after the retirement of Sherco
2. More solar will be added to the system, notably, after 2037, and Xcel will add less wind relative to the
reference case. The solar changes were modeled outside of Sherburne County, but 75% were modeled
in Minnesota. Other operating facilities will undergo minor operating adjustments to balance the
system. This scenario results in modest net changes to the Minnesota economy, with a net average
increase of 3,330 jobs from 2020-2045 (0.1% change), and a net average increase of $234 million in GDP
(0.0% change). The increases in the statewide economy stem from decreased utility rates that offset the
decrease in in-state plant operations. Consumer rate decreases increase consumption by households
and businesses on other goods and services. Compared to the reference case, the extensions of
Monticello and Prairie Island result in net economic benefits for both Wright County (average increase
of 2,049 jobs, 3%; $222 million in GDP, 3.5%, from 2031-2040) and Goodhue County (average increase of
2,543 jobs, 8.1%; $298 million in GDP, 8%, from 2035-2045). However, the early retirement of King and
Sherco 3 result in net economic losses for both Washington County (average decrease of 221 jobs, 0.2%;
$19 million in GDP, 0.1%, from 2028-2037) and Sherburne County (average decrease of 133 jobs, 0.3%;
$12 million in GDP, 0.2% from 2031-2040).
Early King
The Early King scenario includes the early retirement of the King Generating Plant in Washington County
and the early addition of solar, as well as less installed wind generation. The King Generating Plant, a
coal-fired power plant, is modeled to retire in 2028 in this scenario versus 2037 in the reference case, a
combined cycle unit is assumed to be added in Sherburne County in 2027, and solar will be added to the
system six years earlier than in the reference case (2026 versus 2032). The solar additions were modeled
outside of Washington County but 75% were modeled in Minnesota. Other operating facilities will
undergo minor operating adjustments to balance the system. This scenario results in modest net
changes to the Minnesota economy, with a net average decrease of 112 jobs (0.0% change) from 2020-
2045, and a net average increase of $129 million in GDP (0.0% change). However, the early retirement of
Business Research Division I Leeds School of Business I University of Colorado Boulder
King results in a net economic loss for Washington County (average decrease of 253 jobs, 0.2%; $23
million in GDP, 0.2%, from 2028-2037).
Early Coal
The Early Coal scenario includes the early retirement of the King Generating Plant in Washington
County, the early retirement of the Sherco Generating Plant in Sherburne County, the early addition of
solar, as well as less installed wind generation relative to the reference case. The King Generating Plant,
a coal-fired power plant, is modeled to retire in 2028 in this scenario versus 2037 in the reference case.
Sherco 3, a coal-fired power plant, is modeled to retire in 2030 in this scenario versus 2040 in the
reference case, and a combined cycle unit is assumed to be added in Sherburne County in 2027.
Additional solar will be added to the system five years earlier than in the reference case (2026 versus
2031), and less wind is added than currently projected. The solar additions were modeled outside of
host communities but 75% were modeled in Minnesota. Other operating facilities will undergo minor
operating adjustments to balance the system. This scenario results in modest net changes to the
Minnesota economy, with a net average decrease of 144 jobs (0.0% change) from 2020-2045, and a net
average decrease of $141 million in GDP (0.0% change). However, the early retirement of King and
Sherco 3 result in net economic losses for both Washington County (average decrease of 258 jobs, 0.2%;
$23 million in GDP, 0.2%, from 2028-2037) and Sherburne County (average decrease of 249 jobs, 0.6%;
$25 million in GDP, 0.5% from 2031-2040).
Early Coal and Monticello Extension
The Early Coal and Monticello Extension scenario is Xcel's preferred plan as provided in the July 1, 2019
resource plan filing. This scenario includes the early retirement of the King Generating Plant in
Washington County, the early retirement of the Sherco 3 (coal) Generating Plant in Sherburne County,
additional gas generation in Sherburne County, the extension of the Monticello Nuclear Generating
Plant in Wright County, the early addition of solar, as well as less installed wind generation. The King
Generating Plant, a coal-fired power plant, is modeled to retire in 2028 in this scenario versus 2037 in
the reference case. Sherco 3, a coal-fired power plant, is modeled to retire in 2030 in this scenario
versus 2040 in the reference case, and a combined cycle unit is assumed to be added in Sherburne
County in 2027. Monticello, a nuclear power plant, is modeled to be extended from 2030 to 2040.
Additional solar will be added to the system five years earlier (2026 versus 2031), and less wind is added
relative to the reference case. The solar additions were modeled outside of the host communities but
75% were modeled in Minnesota. Other operating facilities will undergo minor operating adjustments to
balance the system. This scenario results in modest net changes to the Minnesota economy, with a net
average increase of 1,401 jobs (0.0% change) from 2020-2045, and a net average increase of $24 million
in GDP (0.0% change). Compared to the reference case, the extension of Monticello results in net
economic benefits for Wright County (average increase of 2,085 jobs, 3.1%; $226 million, 3.5% in GDP
from 2031-2040). However, the early retirement of King and Sherco 3 result in net economic losses for
both Washington County (average decrease of 283 jobs, 0.2%; $26 million in GDP, 0.2%, from 2028-
2037) and Sherburne County (average decrease of 140 jobs, 0.3%; $14 million in GDP, 0.3% from 2031-
2040).
Business Research Division I Leeds School of Business I University of Colorado Boulder
Early King and Monticello Extension
The Early King and Monticello Extension scenario includes the early retirement of the King Generating
Plant in Washington County, the extension of the Monticello Nuclear Generating Plant in Wright County,
the early addition of solar, as well as less installed wind generation relative to the reference case. The
King Generating Plant, a coal-fired power plant, is modeled to retire in 2028 in this scenario versus 2037
in the resource plan. Monticello, a nuclear power plant, is modeled to be extended from 2030 to 2040. A
combined cycle unit is assumed to be added in Sherburne County in 2027. Additional solar will be added
to the system five years earlier (2026 versus 2031), and less wind is added relative to the reference case.
The solar additions were modeled outside of Goodhue County but 75% were modeled in Minnesota.
Other operating facilities will undergo minor operating adjustments to balance the system. This scenario
results in modest net changes to the Minnesota economy, with a net average increase of 1,904 jobs
(0.0% change) from 2020-2045, and a net average increase of $72 million in GDP (0.0% change).
Compared to the reference case, the extension of Monticello results in net economic benefits for Wright
County (average increase of 2,106 jobs, 3.1%; $229 million in GDP, 3.5%, from 2031-2040). However, the
early retirement of King results in net economic losses for Washington County (average decrease of 251
jobs, 0.2%; $22 million in GDP, 0.2%, from 2028-2037).
Mock Shutdown
The Mock Shutdown scenario was generated to illustrate the economic contributions of plants in the
host communities, and inform communities of the potential economic impact of plant closures. The
Mock Shutdown scenario shows the impact in 2018 based on observed plant expenditures. This scenario
removes the economic activity driven by utility spending in each of the four counties with operations
(i.e., Goodhue, Sherburne, Washington, and Wright counties). In addition to spending on operations,
Xcel reported substantial capital expenditures for the facilities in 2018, compounding the economic
impact of the utility. This scenario differs from the economic impact of the other extension/retirement
scenarios because this only assumes a shutdown of operating activity in the county without replacement
generation and without rate adjustments; whereas, the other scenarios present the economic impact
compared to the reference case. As well, plants still incur operating and capital expenses during early
retirement (e.g., decommissioning costs). The economic impacts in a single year can also be impacted by
major capital improvements (or lack of). These mock plant shutdowns have economic consequences on
each of the host communities:
• Mock 2018 shutdown of Monticello in Wright County leads to a loss of 2,528 jobs (3.9%) and
$226 million in GDP (5.3%) in the county.
• Mock 2018 shutdown of Prairie Island in Goodhue County leads to a loss of 2,962 jobs (9.8%)
and $346 million in GDP (13.1%) in the county.
• Mock 2018 shutdown of Sherco in Sherburne County leads to a loss of 1,228 jobs (3.2%) and
$232 million in GDP (6.1%) in the county.
• Mock 2018 shutdown of King in Washington County leads to a loss of 502 jobs (0.4%) and $60
million in GDP (0.6%) in the county.
Business Research Division I Leeds School of Business I University of Colorado Boulder
4
STUDY METHODOLOGY
The Business Research Division at the University of Colorado Boulder was hired by a consortium of
stakeholders, including the Center for Energy and Environment (CEE), Minnesota Power, Xcel Energy,
and five communities with operating utilities, to conduct economic impact analyses on the net economic
impact of alternative energy scenarios on host communities.
This analysis examined the early retirement of power plants and looked at competing resources (e.g.,
coal, natural gas, wind, solar, battery, nuclear, etc.). The analysis considered operating expenditures,
capital expenditures, and consumer rate costs for the current baseline scenarios identified in the prior
resource plans and the alternative scenarios identified by the project consortium. An additional scenario
was added for each host community that analyzed a mock shutdown of operations in each county based
on 2018 operating data. This scenario was requested by the host communities in order to understand
the spillover effects of a plant shutdown on local economies.
This report includes economic impact analysis on four of the host communities, as well as a statewide
impact:
• Goodhue County (Prairie Island Plant)
• Sherburne County (Sherco 3 Plant)
• Washington County (King Plant)
• Wright County (Monticello Plant)
• State of Minnesota
Three of the counties—Sherburne, Washington, and Wright—are in the Minneapolis -St. Paul -
Bloomington MSA.2 Goodhue County is not directly within an MSA, but is directly adjacent to the
Minneapolis -St. Paul -Bloomington MSA and the Rochester MSA.
2 According to the U.S. Census Bureau, Metropolitan Statistical Areas (MSAs) are, "associated with at least one
urbanized area of at least 50,000 population, plus adjacent counties having a high degree of social and economic
integration with the core as measured through commuting ties." https://www.census.gov/programs-
surveys/metro-micro/a bout. htm1, retrieved February 10, 2020.
Business Research Division I Leeds School of Business I University of Colorado Boulder
Kittson
FIGURE 1: HOST COMMUNITIES
L f the oods
Roseau
Marshall
Koochiching
Pennington
i Beltrami
Polk Red Lake I
CNarwaler
Itasca
Norman ahnomei
Hubbard
7 Clay Becker Cass
Otter Tail
Wllkl
Grant Douglas
T aver e
Stevens Pope
Wadena Aitkin Carlton
Crow Win
Todd Morrison Pine
Mille L yabe,
Benton
Stearns Isanti
rthisa o
i
7St - erbu
Swift
�andiyohi MeekeWright Anoka
Lac qui Pa e ms
hippewa Hennepin a ton
McLeod Carver
Yellow Medicin Dakota
Renville
,Ott
ley
_incoln Lyon Redwood
rown
Be Sueur Rice
Nicollet Wabasha
Pipestor e Murray wottonwo c slue Earth teeleDodge Olmsted Winon
o1,�atonwa� Wasec
Rock Nobles Jackson Martin Faribault Freeborn Mower Fillmore ouston
Business Research Division I Leeds School of Business I University of Colorado Boulder
6
Except for the shutdown scenario, analysis of the alternative scenarios compares project expenditures
to the current resource plan scenario. These alternative scenarios each present unique plans to retire
coal-fired power plants and replace generation with other resources (e.g., natural gas, wind, solar,
nuclear). The mock shutdown scenario removes direct utility spending on operations and construction
from the local economy in 2018.
TABLE 1: XCEL ENERGY SCENARIOS
Scenarios Analyzed in the Host Community Impact Study
Scenario Description Coal Nuclear
Retirements
Sherco 1 Sherco 2 Sherco 3 AS King Monticello Prairie Island 1 Prairie Island 2
1
Reference
2026
2023
2040
2037
2030
2033
2034
2
Early King
2026
2023
2040
2028
2030
2033
2034
4
Early Coal
2026
2023
2030
2028
2030
2033
2034
Early Coal;
9
Extend
2026
2023
2030
2028
2040
2033
2034
Monticello
Early King;
10
Extend
2026
2023
2040
2028
2040
2033
2034
Monticello
Early Coal;
12
Extend All
2026
2023
2030
2028
2040
2043
2044
Nuclear
For each region, this analysis includes the impacts on the state of Minnesota and on the counties with a
primary generating facility impacted by the plant retirement or extension. Guidance on the percentage
of wind and solar installations in Minnesota were provided by Xcel Energy. Taking a conservative
approach to the economic modeling, no solar or wind installations were assumed to occur within host
communities, though, such installations may be viable within host counties.
Economic impact studies include the direct spending that a company or activity has on the area of study,
as well as the indirect impact, which is the ripple effect that direct spending has on other businesses in
the community. This term is also referred to as the multiplier effect, wherein companies utilize the local
supply chain. A multiplier is a numeric way of describing the full effects of money changing hands within
an economy. For instance, when Xcel Energy purchases coal, this affects the national mining and
transportation industries. This is the indirect impact. Additionally, spending by employees has an
inherent effect on local communities as they purchase groceries, clothes, and gas; pay rent or a
mortgage; get haircuts, etc. This is understood as the induced impact.
Business Research Division I Leeds School of Business I University of Colorado Boulder
7
The research team used the REMI model E3+ model 2.3 for the analysis.' Appendix 1 provides an
overview of the REMI model. The REMI model is a dynamic forecasting and policy analysis model that
incorporates econometric, input-output, and computable general equilibrium techniques. The model
was created by REMI specifically for the state of Minnesota and five individual counties using national
and local economic and demographic data. The REMI model used for this analysis is a six -region model
for Goodhue, Itasca, Sherburne, Washington, and Wright counties, and the Rest of Minnesota (the
agglomerated 82 other counties in the state).
Xcel Energy determined the scenarios examined in this study, which are consistent with the scenario
provided in its July 1, 2019 resource plan filing. Scenario overviews are described at the beginning of
each scenario section. Xcel Energy was forthcoming with available data on the current resource plans
and the alternative scenarios. Xcel Energy provided detailed operating expenditures (including property
taxes), capital expenditures for the reference case, Scenario 2, Scenario 4, Scenario 9, Scenario 10, and
Scenario 12 for Goodhue, Sherburne, Washington, and Wright counties, as well as the change in
revenue requirements necessary to accommodate such changes in the resource plan. Additionally, Xcel
Energy provided annual expenditures in 2018 for the mock shutdown analysis.
Data were provided in nominal dollars, quantified in the year of expected impact. The impacts are
presented in fixed, 2019 dollars and discounted by the model using industry price deflators.
Costs were entered into the REMI model based on total activity expenditures. For expenditures, a
negative number reflects a decrease in spending under the alternative scenarios compared to the
reference case. For revenue requirements, a negative number reflects lower electricity costs to
residential, industrial, commercial, and government customers. The researchers deferred to the model
for the industry intermediate inputs and local purchasing coefficients for intermediate inputs, and for
the proportion of spending devoted to capital and labor. The local purchasing coefficients within REMI
change over time based on changing demand.
Alternative scenarios with the same retirement or extension plan resulted in different magnitudes of
impact on the host communities. For example, Monticello in Wright County was extended to 2040 in
scenarios 9, 10, and 12. These scenarios are based on the Strategist modeling including in Xcel's July 1,
3 Contracted by the University of Colorado from REMI, Inc. in 2019.
Business Research Division I Leeds School of Business I University of Colorado Boulder
M
2019 IRP filing and include other changes to Xcel's system in addition to the changes in retirement
dates, including additions or extensions of plants in other counties and slightly different forecasted
spending at Monticello. Changes to plants in other counties also had an impact on the Wright County
economy due to the spillover effects in the supply chain.
The analysis was completed prior to the COVID-19 pandemic. The pandemic has had profound economic
impacts on the economy in the first and second quarters of 2020, and the impacts are likely to linger for
years. However, this report analyzes changes from the reference case that occur eight or more years
into the future—a period beyond the impact from this pandemic.
THE MINNESOTA ECONOMY
The Minnesota State Demographic Center estimated Minnesota's population at 5.6 million in 2018.4 The
four counties included in this study collectively represent 9.5% of total state population, led by
Washington County with 262,000 people, or 4.6% of the state total, ranking the county fifth among the
87 counties in the state. Goodhue County, the smallest county represented in this study, with 47,000
people, represents less than 1% of population and ranks 21st in the state.
TABLE 2: MINNESOTA POPULATION ESTIMATES
County
2018 Estimate State Share
State Rank
Goodhue
46,540
0.8%
21
Sherburne
96,208
1.7%
12
Washington
261,512
4.6%
5
Wright
136,510
2.4%
10
Minnesota
5,629,416
100.0%
-
Source: Minnesota
State Demographic Center.
Data from the Bureau of Labor Statistics' Quarterly Census of Employment and Wages (QCEW) show the
state recorded 2.9 million total nonfarm covered employees in September 2019; Washington County
represented 3%, or 88,238 of the total. 5 Following the last recession (2007-2009), Minnesota has
slightly lagged in the employment recovery, as did Goodhue County. However, Sherburne, Washington,
and Wright counties have outperformed the state and nation in employment growth post -recession,
reflecting the relative strength of the Minneapolis -St. Paul -Bloomington MSA.
4 The most current data available as of March 2020.
' At time of publication, Q3 2019 data were the most current Quarterly Census of Employment and Wages data published by the Bureau of
Labor Statistics.
Business Research Division I Leeds School of Business I University of Colorado Boulder
E
TABLE 3: MINNESOTA EMPLOYMENT
County
2019 (Sept.)
State Share
State Rank
Goodhue
21,995
0.8%
21
Sherburne
28,859
0.9%
15
Washington
88,238
3.0%
7
Wright
45,653
1.6%
11
Minnesota
2,917,769
100.0%
-
Source: Bureau of
Labor Statistics, Quarterly Census of Employment
and Wages.
Data from the Bureau of Economic Analysis show Minnesota GDP of $368.9 billion in 2018, making it the
17th -largest economy in the United States (current dollars). Annual real GDP, adjusting for inflation,
grew 2.6% in 2018, ranking the state 16th nationally for growth, and quarterly growth totaled 2.0% in
Q3 2019, ranking Minnesota 28th.
Annual real GDP growth in Goodhue and Sherburne Counties outperformed the state, growing at 2.7%
and 3.4% from in 2018, respectfully. Washington and Wright Counties underperformed compared to the
state and grew at 2.6% and 1.8%, respectively. In terms of GDP (current dollars) in 2018, Washington
County ranked 8th among the Minnesota counties ($10.8 billion), Wright County ranked 12th ($4.6
billion), Sherburne County ranked 14th ($3.6 billion), and Goodhue County ranked 15th ($3 billion).
Per capita personal income for the state was $57,515 in 2018. Per capita personal income varied widely
in the individual counties in 2018, with Washington County 18% above the state average, and Sherburne
County 18% below. Per capita personal income for Goodhue was $53,549; Sherburne, $47,031;
Washington, $67,928; and Wright, $50,181.
The REMI baseline forecast places the U.S. economy on a growth trajectory throughout the analysis
horizon, with faster rates of growth in the short term followed by slower growth (Figure 3). In the REMI
model, Minnesota and the nation outperform GDP growth in the individual counties.'
' Note: the economic forecast was generated prior to the COVID-19 pandemic. While short-term economic
trajectories have been negatively impacted by the pandemic, this analysis focuses on economic changes in the
medium term (eight or more years into the future).
Business Research Division I Leeds School of Business I University of Colorado Boulder
10
FIGURE 2: BASELINE GDP FORECAST, 2019-2040
3%
2% r
a �
1% —Goodhue
Sherburne
—Washington
—Wright
State
—Nation
0%
2019 2020 20212022 2023 2024 2025 2026 2027 2028 2029 2030 20312032 2033 2034 2035 2036 2037 2038 2039 2040
Source: REMI. Year
MINNESOTA ENERGY PRODUCTION AND CONSUMPTION
Minnesota ranks low in terms of energy production, particularly because of the dearth of natural
resource extraction (i.e., coal, natural gas, crude oil). It ranked 32nd in the nation in total energy
production, primarily due to the electricity generation in the state—Minnesota ranked 28th for total net
electricity generation, according to data from the Energy Information Administration.' The state ranked
18th for total energy consumption per capita.$ As shown in Figure 3, approximately 38% of energy
generated in the state came from coal, and an additional 24% was produced from nuclear in 2018.9
Minnesota ranked 8th in wind -generated electricity in 2018 and 13th for solar thermal and photovoltaic.
FIGURE 3: MINNESOTA ELECTRICITY GENERATION, SHARE OF MWH GENERATION, 2018
Source: Energy Information Administration.
Total Energy Production, 2017 (trillion Btu) and Total Net Electricity Generation, November 2019 (Thousands MWh).
8 Total Energy Consumed per Capita, 2018 (million Btu).
9 Net Generation by State by Type of Producer by Energy Source, 1990-2018.
Business Research Division I Leeds School of Business I University of Colorado Boulder
11
70,000,000
60,000,000
50,000,000
0
40,000,000
0
aA
30,000,000
c
° 20,000,000
.0
c
10,000,000
FIGURE 4: MINNESOTA ELECTRICITY GENERATION, GENERATION, 1990-2018
■Other
Wind
Nuclear
■ Natural Gas
■ Coal ■ ■
■
0 — = = = = = r
1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018
Source: Energy Information Administration. Year
FIGURE 5: MINNESOTA ELECTRICITY GENERATION, SHARE OF GENERATION, 1990-2018
100
90%
80%
0
0
L 70%
rc
3 60%
50%
40%
r�
30%
0
o
20%
ro
12 10%
a:
0%
1990 1992 1994 1996 1998 2000 2002 2004
Source: Energy Information Administration. Year
EARLY COAL AND NUCLEAR EXTENSION DETAILED IMPACTS
Coal
Natural Gas
Nuclear
Wind
—Other
2006 2008 2010 2012 2014 2016 2018
The Early Coal and Nuclear Extension scenario (i.e., Scenario 12) includes the early retirement of the
King Generating Plant in Washington County, the early retirement of the Sherco Generating Plant in
Sherburne County, the extension of the Monticello Nuclear Generating Plant in Wright County, the
extension of Prairie Island Nuclear Generating Station in Goodhue County, as well as less installed wind
and more solar generation relative to the reference case. The King Generating Plant, a coal-fired power
plant, is modeled to retire in 2028 in this scenario versus 2037 in the reference case. Sherco 3, a coal-
fired power plant, is modeled to retire in 2030 in this scenario versus 2040 in the reference case.
Monticello, a nuclear power plant, is modeled to be extended from 2030 to 2040. Prairie Island units 1
and 2 are extended until 2043 and 2044, respectively. More solar will be added to the system, notably,
Business Research Division I Leeds School of Business I University of Colorado Boulder
12
after 2037, and less wind is added relative to the reference case. The solar changes were modeled
outside of Sherburne County but 75% were modeled in Minnesota.
Scenario Description
1 Reference
Early Coal;
12 Extend All
Nuclear
Capital Expenditures
TABLE 4: EARLY COAL AND NUCLEAR EXTENSION SCENARIO
Scenarios Analyzed in the Host Community Impact Study
Coal
Retirements
Sherco 1 Sherco 2 Sherco 3
2026 2023 2040
2026 2023 2030
Nuclear
AS King
Monticello
Prairie Island 1
Prairie Island 2
2037
2030
2033
2034
2028
2040
2043
2044
The Early Coal and Nuclear Extension scenario incurs capital expenditures in Minnesota of $789.4 million
above the baseline resource plan scenario from 2020-2045. The capital activities include the decrease in
expenditures at the King Generating Plant in Washington County, a decrease in expenditures at Sherco 3
in Sherburne County, an increase in capital spending with the extension of the Monticello nuclear plant
in Wright County, and an increase in capital spending with the extension of the Prairie Island nuclear
plant in Goodhue County. This scenario projects a decrease in wind generation and an increase in solar
generation relative to the reference case, but those transactions are captured in operating expenditures
as a fuel purchase.
Operating Expenditures
The Early Coal and Nuclear Extension scenario incurs operating expenditures in Minnesota of $4.9 billion
above the baseline resource plan scenario from 2020-2045 (excluding changes in fuel purchases), driven
largely by the extension of nuclear at Prairie Island and Monticello. However, the change in fuel
purchases, including coal, natural gas, wind, solar, leads to an overall decline in operating expenditures.
Fossil fuel purchases alone (coal and natural gas) decline by $785.5 million. Given that Minnesota lacks
native coal production, out-of-state coal mines bear the decrease in coal purchases. Property taxes are
considered an operating expense. The decrease in property taxes is modeled as a decrease in spending
on local government services.
Business Research Division I Leeds School of Business I University of Colorado Boulder
13
Revenue Requirements
Based on the level of operation and capital expenditures detailed in this report, Xcel Energy estimated
the Early Coal and Nuclear Extension scenario will decrease revenue requirements by $2.2 billion
(included in electricity rates for electric customers) when compared to the baseline resource plan.
Revenue requirements are not equal to the sum of operating and capital expenditures because capital
expenditures are recovered over the life of the asset. Therefore, revenue requirements occur over the
life of the asset and include both a return of and a return on capital. The capital and operating
expenditure assumptions also reflect spending only in the state of Minnesota. The revenue
requirements estimate the change in electric revenues that would be recovered from customers for the
Early Coal and Nuclear Extension scenario, despite the location of the supply chain for operating and
capital purchases. The reduction in revenue requirements was applied to residential, commercial, and
industrial customers in Minnesota based on electricity usage by customer class.
FIGURE 6: XCEL ENERGY SCENARIO 12, NET EXPENDITURES AND REVENUE REQUIREMENTS BY YEAR
200,000
100,000
c � 1
-100,000
o -200,000
Z
-300,000
c
=-400,000 Pro{
0
�
-500,o00 !.Hate
■ Plar
-600,000
-700,000
2020
2025 2030 2035 2040 2045
Year
Early Coal and Nuclear Extension Impact on Goodhue County
Since this scenario includes the extension of the nuclear Prairie Island power plant, the impact was
detailed for Goodhue County from 2035-2045 (i.e., the extension of the plant compared to the resource
plan). The extension leads to an increase in plant operations (capital and operating expenditures)
compared to the reference case, which directly impacts the Utility and Construction industries, but
extends to the broader economy through supply chain purchases and household spending. As well, this
extension yields an additional $631 million in property taxes. The Early Coal and Nuclear Extension
scenario results in a net average increase of 2,500 jobs in the Goodhue County economy over the 10 -
year horizon, a net average increase of $298 million in GDP, and a net average increase of $155 million
Business Research Division I Leeds School of Business I University of Colorado Boulder
14
in disposable personal income with the extension of the Prairie Island plant beyond the current resource
plan.
TABLE 5: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION NET ECONOMIC IMPACT ON GOODHUE COUNTY,
2035-2045
Average Change
Years
Years
2035 -
Category
Units
2035-2039
2040-2044
2045
Total Employment
Jobs
2,596
2,825
2,543
Percentage Change
8.2%
9.0%
8.1%
Gross Domestic Product
Dollars (Real 2019, Thousands)
306,066
331,647
297,624
Percentage Change
8.6%
9.2%
8.0%
Disposable Personal Income
Dollars (Real 2019, Thousands)
131,442
186,177
155,260
Percentage Change
4.4%
6.2%
5.0%
FIGURE 7: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON GOODHUE COUNTY EMPLOYMENT
3,500
Property Taxes
3,000 Rates
Plant Operations
2,500
2,000
w
1,500
1,000
500 '
0
2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
15
FIGURE 8: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON GOODHUE COUNTY GDP
450,000
400,000 Property Taxes
Rates
350,000 Plant Operations
03 300,000
X
250,000
0
200,000
150,000
0 100,000
50,000
0
2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045
Year
Early Coal and Nuclear Extension Impact on Sherburne County
Since this scenario includes early retirement of Sherco 3, the impact was detailed for Sherburne County
from 2031-2040 (i.e., the early retirement of the plant compared to the resource plan). The retirement
leads to a decrease plant operations (capital and operating expenditures) compared to the reference
case, which directly impacts the Utility and Construction industries, but extends to the broader economy
through supply chain purchases and household spending. As well, this retirement yields a decrease of
$137 million in property taxes. The Early Coal and Nuclear Extension scenario results in a net average
decrease of 133 jobs in the Sherburne County economy over the 10 -year horizon, an average annual
decrease in GDP of $11.8 million, and an average annual increase in disposable personal income of $6.7
million (driven in part by the decrease in electricity rates).
TABLE 6: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION NET ECONOMIC IMPACT ON SHERBURNE
COUNTY, 2031-2040
Category
Total Employment
Gross Domestic Product
Disposable Personal Income
Units
Jobs
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Average Change
Year
Year
2031-
2031-2035
2036-2040
2040
-131
-135
-133
-0.3%
-0.3%
-0.3%
-11,982
-11,592
-11,787
-0.2%
-0.2%
-0.2%
5,452
7,923
6,687
0.1%
0.1%
0.1%
Business Research Division I Leeds School of Business I University of Colorado Boulder
16
FIGURE 9: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON SHERBURNE COUNTY
EMPLOYMENT
50
no
so
0
-100
-150 Pro pe rty Taxes
Rates
Plant Operations
-200
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
FIGURE 10: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON SHERBURNE COUNTY GDP
5,000
0
a
a�
X -5,000
rn
0
0
rl�
a
-10,000
c
w
s -15,000 Property Taxes
~ Rates
Plant Operations
20,000
2031 2032 2033 2034 2035
Year
2036 2037 2038 2039 2040
Early Coal and Nuclear Extension Impact on Washington County
Since this scenario includes early retirement of the King Generating Plant, the impact was detailed for
Washington County from 2028-2037 (i.e., the early retirement of the plant compared to the reference
case). The retirement leads to a decrease of plant operations (capital and operating expenditures)
compared to the reference case, which directly impacts the Utility and Construction industries, but
extends to the broader economy through supply chain purchases and household spending. As well, this
retirement yields a decrease of $109 million in property taxes. The Early Coal and Nuclear Extension
scenario results in a net average decrease of 221 jobs in the Washington County economy over the 10 -
year horizon, a net average annual decrease of $19.1 million in GDP, and an average annual increase of
$646,000 in disposable personal income (largely due to the decrease in rates).
Business Research Division I Leeds School of Business I University of Colorado Boulder
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TABLE 7: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION NET ECONOMIC IMPACT ON WASHINGTON
COUNTY, 2028-2037
Business Research Division I Leeds School of Business I University of Colorado Boulder
18
Average Change
Year Year
2028 -
Category
Units
2028-2032 2033-2037
2037
Total Employment
Jobs
-159 -282
-221
Percentage Change
-0.1% -0.2%
-0.2%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-13,571 -24,651
-19,111
Percentage Change
-0.1% -0.2%
-0.1%
Disposable Personal Income
Dollars (Real 2019, Thousands)
5,581 -4,289
646
Percentage Change
0.0% 0.0%
0.0%
FIGURE 11: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION
IMPACT ON WASHINGTON COUNTY
EMPLOYMENT
200
100
0
-100
0
-200
-300 Property Taxes
Rates
-400 Plant Operations
2028 2029
2030 2031 2032 2033
2034 2035 2036
2037
Year
FIGURE 12: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON WASHINGTON COUNTY GDP
20,000
10,000
0
X
i.i
o -10,000
r�
H
c -20,000
w
Property Taxes
-30,000 Rates
Plant Operations
-40,000
2028 2029
2030 2031 2032 2033
2034 2035 2036
2037
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Early Coal and Nuclear Extension Impact on Wright County
Since this scenario includes the extension of the nuclear power plant in Monticello, the impact was
detailed for Wright County from 2031-2040 (i.e., the extension of the plant compared to the resource
plan). The extension leads to an increase in plant operations (capital and operating expenditures)
compared to the reference case, which directly impacts the Utility and Construction industries, but
extends to the broader economy through supply chain purchases and household spending. As well, this
extension yields an additional $412 million in property taxes. This scenario results in a net average
increase of 2,049 jobs in the Wright County economy over the 10 -year horizon, and a net average
increase of $222.4 million in GDP and $127.8 million in disposable personal income coinciding with the
extension of the Monticello plant beyond the current end of license.
TABLE 8: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION NET ECONOMIC IMPACT ON WRIGHT COUNTY,
2031-2040
Category
Total Employment
Gross Domestic Product
Disposable Personal Income
Units
Jobs
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Average Change
Year
Year
2031-
2031-2035
2036-2040
2040
1,538
2,561
2,049
2.3%
3.8%
3.0%
161,010
283,871
222,440
2.6%
4.3%
3.5%
82,474
173,170
127,822
1.0%
1.9%
1.5%
FIGURE 13: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON WRIGHT COUNTY EMPLOYMENT
3,500
3,000
2,500 Property Taxes
Rates
2,000
Plant Operations
1,500
1,000
500
LTJ
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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FIGURE 14: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON WRIGHT COUNTY GDP
400,000
350,000
300,000
-a Property Taxes
X
X
LL 250,000 Rates
M
0 200,000 Plant Operations
N
150,000
N
L 100,000
50,000
0
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Early Coal and Nuclear Extension Impact on Minnesota
The Early Coal and Nuclear Extension scenario results in modest net changes to the Minnesota economy,
with a net average increase of 3,330 jobs over the 25 -year horizon, and a net average increase of $234.1
million in GDP and $318.5 million in disposable personal income. The largest impacts occur during the
last 10 years, coinciding with the extension of Prairie Island and Monticello. Note that the percentage
change in jobs, GDP, and personal income round to 0%, thus, indicating negligible change in the overall
Minnesota economy.
TABLE 9: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION NET ECONOMIC IMPACT ON MINNESOTA, 2020-
2045
Average
Change
Year
Year
Year
Year
Year
2020-
Category
Units
1-5
6-10
11-15
16-20
21-25
2045
Total Employment
Jobs
2,204
1,445
1,513
5,927
5,793
3,330
Percentage Change
0.1%
0.0%
0.0%
0.1%
0.1%
0.1%
Gross Domestic Product
Dollars (Real 2019, Thousands)
229,425
146,368
93,186
385,848
373,278
234,067
Percentage Change
0.1%
0.0%
0.0%
0.1%
0.1%
0.0%
Disposable Personal Income
Dollars (Real 2019, Thousands)
192,686
177,507
178,310
486,156
562,368
318,546
Percentage Change
0.1%
0.1%
0.0%
0.1%
0.1%
0.1%
Business Research Division I Leeds School of Business I University of Colorado Boulder
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FIGURE 15: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON MINNESOTA EMPLOYMENT
9,000
8,000
7,000
6,000 Pro perry Taxes
Rate s
5,000 Plant Operations
0
4,000
3,000
2,000
1,000
0
-1,000 �-
2020 2025 2030 2035 2040 2045
Year
FIGURE 16: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON MINNESOTA GDP
700,000
600,000
500,000
K 400,000
LL
m
0 300,000
r�
200,000
C
100,000
O
L
0
N
-100,000
-200,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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EARLY KING DETAILED IMPACTS
The Early King scenario (i.e., Scenario 2) includes the early retirement of the King Generating Plant in
Washington County and the early addition of solar, as well as less installed wind generation relative to
the reference case. The King Generating Plant, a coal-fired power plant, is modeled to retire in 2028 in
this scenario versus 2037 in the reference case, and solar will be added to the system six years earlier
than scheduled in the reference case (2026 versus 2032). The solar additions were modeled outside of
Washington County but 75% were modeled in Minnesota. Other operating facilities will undergo minor
operating adjustments to balance the system.
Capital Expenditures
The Early King scenario incurs capital expenditures in Minnesota of $163.4 million below the baseline
resource plan scenario from 2020-2045. The capital activities include the decrease in expenditures at
the King Generating Plant in Washington County. While this scenario projects an increase in solar
generation and a decrease in wind generation relative to the reference case, those transactions are
captured in operating expenditures as fuel purchases.
Operating Expenditures
The Early King scenario incurs operating expenditures of $678.3 million below the baseline resource plan
scenario from 2020-2045 (excluding changes in fuel purchases), driven in part by the early retirement of
coal generation at the King plant in Washington County. Given that Minnesota lacks native coal
production, out-of-state coal mines bear the decrease in coal purchases, while Minnesota potentially
gains from in-state solar installations. However, purchases of natural gas, also not native to Minnesota,
increase in this scenario. Property taxes are considered an operating expense. The decrease in property
taxes is modeled as a decrease in spending on local government services.
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TABLE 10: EARLY KING SCENARIO
Scenarios Analyzed in the Host Community Impact Study
Coal
Scenario Description
Nuclear
Retirements
Sherco
Sherco Sherco AS
Prairie Island
Prairie Island
Monticello
1
King
2 3 Kin
1
2
1 Reference
2026
2023 2040 2037 2030
2033
2034
2 Early King
2026
2023 2040 2028 2030
2033
2034
Capital Expenditures
The Early King scenario incurs capital expenditures in Minnesota of $163.4 million below the baseline
resource plan scenario from 2020-2045. The capital activities include the decrease in expenditures at
the King Generating Plant in Washington County. While this scenario projects an increase in solar
generation and a decrease in wind generation relative to the reference case, those transactions are
captured in operating expenditures as fuel purchases.
Operating Expenditures
The Early King scenario incurs operating expenditures of $678.3 million below the baseline resource plan
scenario from 2020-2045 (excluding changes in fuel purchases), driven in part by the early retirement of
coal generation at the King plant in Washington County. Given that Minnesota lacks native coal
production, out-of-state coal mines bear the decrease in coal purchases, while Minnesota potentially
gains from in-state solar installations. However, purchases of natural gas, also not native to Minnesota,
increase in this scenario. Property taxes are considered an operating expense. The decrease in property
taxes is modeled as a decrease in spending on local government services.
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Revenue Requirements
Based on the level of operating and capital expenditures detailed in this report, Xcel Energy estimated
the Early King scenario will decrease revenue requirements by $738.3 million (included in electricity
rates for electric customers) when compared to the baseline resource plan. Revenue requirements are
not equal to the sum of operation and capital expenditures because capital expenditures are recovered
over the life of the asset. Therefore, revenue requirements occur over the life of the asset and include
both a return of and a return on capital. The capital and operating expenditure assumptions also reflect
spending only in the state of Minnesota. The revenue requirements estimate the change in electric
revenues that would be recovered from customers for Scenario 2, despite the location of the supply
chain for operating and capital purchases. The reduction in revenue requirements was applied to
residential, commercial, and industrial customers in Minnesota based on electricity usage by customer
class.
FIGURE 17: XCEL ENERGY SCENARIO 2, NET EXPENDITURES AND REVENUE REQUIREMENTS BY YEAR
100,000
0
100,000
-200,000
-300,000
E -400,000
Z
-500,000
c
-600,000
-700,000
-800,000
-900,000
2020 2025 2030 2035 2040 2045
Year
Early King Impact on Washington County
Since this scenario includes early retirement of the King Generating Plant, the impact was detailed for
Washington County. The retirement leads to a decrease in plant operations (capital and operating
expenditures) compared to the reference case, which directly impacts the Utility and Construction
industries, but extends to the broader economy through supply chain purchases and household
spending. As well, this retirement results in a decrease of $109 million in property taxes. The Early King
scenario results in a net average decrease of 253 jobs in the Washington County economy over the 10 -
year horizon from 2028-2037, and a net average decrease of $23 million in GDP and $10 million in
disposable personal income. The largest negative impacts occur during the final years of the forecast
Business Research Division I Leeds School of Business I University of Colorado Boulder
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horizon, driven down by the negative shock of decreased operating (particularly property taxes) and
capital expenditures within the county, modestly offset by lower revenue requirements.
TABLE 11: XCEL ENERGY EARLY KING NET ECONOMIC IMPACT ON WASHINGTON COUNTY, 2028-2037
FIGURE 18: XCEL ENERGY EARLY KING IMPACT ON WASHINGTON COUNTY EMPLOYMENT
100
0
-100
s -200
0
-300
Property Taxes
-400
Plant Operations
-500
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
10,000
0
:;- -10,000
x
i.i
-20,000
0
r-�
"oma -30,000
N
r -40,000
50,000
FIGURE 19: XCEL ENERGY EARLY KING IMPACT ON WASHINGTON COUNTY GDP
Property Taxes
R.—
Plant
.—Plant Operations
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Average Change
Year
Year
2028 -
Category
Units
2028-2032
2033-2037
2037
Total Employment
Jobs
-169
-336
-253
Percentage Change
-0.1%
-0.3%
-0.2%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-15,296
-30,696
-22,996
Percentage Change
-0.1%
-0.2%
-0.2%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-2,577
-17,406
-9,992
Percentage Change
0.0%
-0.1%
0.0%
FIGURE 18: XCEL ENERGY EARLY KING IMPACT ON WASHINGTON COUNTY EMPLOYMENT
100
0
-100
s -200
0
-300
Property Taxes
-400
Plant Operations
-500
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
10,000
0
:;- -10,000
x
i.i
-20,000
0
r-�
"oma -30,000
N
r -40,000
50,000
FIGURE 19: XCEL ENERGY EARLY KING IMPACT ON WASHINGTON COUNTY GDP
Property Taxes
R.—
Plant
.—Plant Operations
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Early King Impact on Minnesota
The Early King scenario results in modest net changes to the Minnesota economy, with a net average
decrease of 112 jobs over the 25 -year horizon, a net average decrease of $129.2 million in GDP, and an
average annual increase of $15.8 million in disposable personal income (largely due to the decreased
rates). The largest negative impacts occur during the final 10 years during the early retirement of the
King facility, driven down by the negative shock from decreased operating expenditures (including
decreased property taxes), with economic dividends coming from a decrease in revenue requirements
partially offsetting capital and operating changes. Note that the percentage change in jobs, GDP, and
personal income round to 0.0%, thus, indicating negligible change in the economy.
TABLE 12: XCEL ENERGY EARLY KING NET ECONOMIC IMPACT ON MINNESOTA, 2020-2045
2,000
1,500
1,000
500
0
0
-500
-1,000
-1,500
FIGURE 20: XCEL ENERGY EARLY KING IMPACT ON MINNESOTA EMPLOYMENT
-2,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Average Change
Year
Year
Year
Year
Year
2020-
Category
Units
1-5
6-10
11-15
16-20
21-25
2045
Total Employment
Jobs
-326
471
578
-745
-430
-112
Percentage Change
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-39,550
19,017
-9,764
-272,747
-284,889
-129,163
Percentage Change
0.0%
0.0%
0.0%
-0.1%
-0.1%
0.0%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-32,852
30,360
77,986
5,314
4,004
15,803
Percentage Change
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2,000
1,500
1,000
500
0
0
-500
-1,000
-1,500
FIGURE 20: XCEL ENERGY EARLY KING IMPACT ON MINNESOTA EMPLOYMENT
-2,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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200,000
100,000
-100,000
-200,000
-300,000
-400,000
-500,000
FIGURE 21: XCEL ENERGY EARLY KING IMPACT ON MINNESOTA GDP
2020 2025 2030
Year
Business Research Division I Leeds School of Business
2035 2044 2045
University of Colorado Boulder
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EARLY COAL DETAILED IMPACTS
The Early Coal scenario (i.e., Scenario 4) includes the early retirement of the King Generating Plant in
Washington County, the early retirement of the Sherco Generating Plant in Sherburne County, the early
addition of solar, as well as less installed wind generation relative to the reference case. The King
Generating Plant, a coal-fired power plant, is modeled to retire in 2028 in this scenario versus 2037 in
the reference case. Sherco 3, a coal-fired power plant, is modeled to retire in 2030 in this scenario
versus 2040 in the reference case. Additional solar will be added to the system five years earlier (2026
versus 2031), and less wind is added relative to the reference case. The solar additions were modeled
outside of host communities but 75% were modeled in Minnesota. Other operating facilities will
undergo minor operating adjustments to balance the system.
Capital Expenditures
The Early Coal scenario incurs capital expenditures of $318.8 million below the baseline resource plan
scenario from 2020-2045. The capital activities include the decrease in expenditures at the King
Generating Plant in Washington County and at Sherco 3 in Sherburne County. While this scenario
projects an increase in solar generation and a decrease in wind generation relative to the reference
case, those transactions are captured in operating expenditures as a fuel purchase.
Operating Expenditures
The Early Coal scenario incurs operating expenditures of $1.2 billion below the baseline resource plan
scenario from 2020-2045 (excluding changes in fuel purchases), driven in part by the early retirement of
coal generation at the King plant in Washington County. The decrease in fuel purchases (i.e., greater
solar and natural gas expenditures, smaller coal and wind expenditures) further decreases operating
expenditures, in addition to the decrease in local property taxes. Given that Minnesota lacks native coal
Business Research Division I Leeds School of Business I University of Colorado Boulder
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TABLE 13: EARLY COAL SCENARIO
Scenarios Analyzed in the Host Community Impact Study
Coal
Scenario Description
Nuclear
Retirements
Sherco
Sherco Sherco AS
Prairie Island
Prairie Island
Monticello
1
King
2 3 Kin
1
2
1 Reference
2026
2023 2040 2037 2030
2033
2034
4 Early Coal
2026
2023 2030 2028 2030
2033
2034
Capital Expenditures
The Early Coal scenario incurs capital expenditures of $318.8 million below the baseline resource plan
scenario from 2020-2045. The capital activities include the decrease in expenditures at the King
Generating Plant in Washington County and at Sherco 3 in Sherburne County. While this scenario
projects an increase in solar generation and a decrease in wind generation relative to the reference
case, those transactions are captured in operating expenditures as a fuel purchase.
Operating Expenditures
The Early Coal scenario incurs operating expenditures of $1.2 billion below the baseline resource plan
scenario from 2020-2045 (excluding changes in fuel purchases), driven in part by the early retirement of
coal generation at the King plant in Washington County. The decrease in fuel purchases (i.e., greater
solar and natural gas expenditures, smaller coal and wind expenditures) further decreases operating
expenditures, in addition to the decrease in local property taxes. Given that Minnesota lacks native coal
Business Research Division I Leeds School of Business I University of Colorado Boulder
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production, out-of-state coal mines bear the decrease in coal purchases, while Minnesota potentially
gains from in-state solar installations. However, increased purchases of natural gas are also not native to
Minnesota. Property taxes are considered an operating expense. The decrease in property taxes is
modeled as a decrease in spending on local government services.
Revenue Requirements
Based on the level of operation and capital expenditures detailed in this report, Xcel Energy estimated
the Early Coal scenario will decrease revenue requirements by $838 million (included in electricity rates
for electric customers) when compared to the resource plan reference case. Revenue requirements are
not equal to the sum of operation and capital expenditures because capital expenditures are recovered
over the life of the asset. Therefore, revenue requirements occur over the life of the asset and include
both a return of and a return on capital. The capital and operating expenditure assumptions also reflect
spending only in the state of Minnesota. The revenue requirements estimate the change in electric
revenues would be recovered from customers for Scenario 4, despite the location of the supply chain for
operating and capital purchases. The reduction in revenue requirements was applied to residential,
commercial, and industrial customers in Minnesota based on electricity usage by customer class.
FIGURE 22: XCEL ENERGY SCENARIO 4, NET EXPENDITURES AND REVENUE REQUIREMENTS BY YEAR
100,000
0
-100,000
�-200,000
o -300,000
z
400,000
-500,000
o -600,000
Property Taxes
-700,000 -j Rates
-800,000 0 Plant Operations
-900,000
-1,000,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Impact on Sherburne County
Since this scenario includes early retirement of Sherco 3, the impact was detailed for Sherburne County.
The retirement leads to a decrease in plant operations (capital and operating expenditures) compared to
the resource plan, which directly impacts the Utility and Construction industries, but extends to the
broader economy through supply chain purchases and household spending. As well, this retirement
results in a decrease of $137 million in property taxes. The Early Coal scenario results in a net average
decrease of 249 jobs in the Sherburne County economy over the 10 -year horizon from 2031 to 2040,
and a net average decrease of $24.7 million in GDP and $14.6 million in disposable personal income.
TABLE 14: XCEL ENERGY EARLY COAL NET ECONOMIC IMPACT ON SHERBURNE COUNTY, 2031-2040
Average
Change
Year
Year
2031 -
Category
Units
2031-2035
2036-2040
2040
Total Employment
Jobs
-212
-287
-249
Percentage Change
-0.5%
-0.7%
-0.6%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-20,404
-28,980
-24,692
Percentage Change
-0.4%
-0.6%
-0.5%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-8,922
-20,352
-14,637
Percentage Change
-0.2%
-0.3%
-0.3%
50
0
-50
-100
-150
0
-200
-250
-300
-350
FIGURE 23: XCEL ENERGY EARLY COAL IMPACT ON SHERBURNE COUNTY EMPLOYMENT
Property Taxes
19 Rates
■ Plant Operations
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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FIGURE 24: XCEL ENERGY EARLY COAL IMPACT ON SHERBURNE COUNTY GDP
5,000
0
-5,000
-10,000
a�
x
i.L -15,000
rn
oN -20,000
-25,000 Property Taxes
o -30,000 Rates
L
35,000
Plant Operations
-40,000
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Early Coal Impact on Washington County
Since this scenario also includes early retirement of the King Generating Plant, the impact was detailed
for Washington County. The retirement leads to a decrease in plant operations (capital and operating
expenditures) compared to the reference case, which directly impacts the Utility and Construction
industries, but extends to the broader economy through supply chain purchases and household
spending. As well, this retirement results in a decrease of $109 million in property taxes. The Early Coal
scenario results in a net average decrease of 258 jobs in the Washington County economy over the 10 -
year horizon from 2028-2037, and a net average decrease of $23.3 million in GDP and $9.5 million in
disposable personal income. The largest negative impacts occur during the final years of the forecast
horizon, driven down by the negative shock of decreased operating and capital expenditures within the
county, modestly offset by lower revenue requirements.
TABLE 15: XCEL ENERGY EARLY COAL NET ECONOMIC IMPACT ON WASHINGTON COUNTY, 2028-2037
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Average Change
Year
Year
2028 -
Category
Units
2028-2032
2033-2037
2037
Total Employment
Jobs
-196
-321
-258
Percentage Change
-0.1%
-0.2%
-0.2%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-17,676
-29,010
-23,343
Percentage Change
-0.1%
-0.2%
-0.2%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-4,953
-14,000
-9,477
Percentage Change
0.0%
-0.1%
0.0%
Business Research Division I Leeds School of Business I University of Colorado Boulder
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FIGURE 25: XCEL ENERGY EARLY COAL IMPACT ON WASHINGTON COUNTY EMPLOYMENT
100
0
-100
s -200
0
-300 Property Taxes
-400 •Rates
■ Plant Operations
-500
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
FIGURE 26: XCEL ENERGY EARLY COAL IMPACT ON WASHINGTON COUNTY GDP
10,000
0
-10,000
x
i.i
rn
o -20,000
r-�
-30,000 Property Taxes
0
-40,000 Rates
Plant Operations
50,000
2028 2029 2030 2031 2032
Year
2033 2034 2035 2036 2037
Early Coal Impact on Minnesota
The Early Coal scenario results in modest net changes to the Minnesota economy, with a net average
decrease of 144 jobs over the 25 -year horizon, and a net average decrease of $141.4 million in GDP and
an increase of $17.3 million in disposable personal income. The largest negative impacts occur during
the final 10 years of the horizon, driven down by the decrease in capital and operating expenditures
(including property taxes) coinciding with the early retirement of King and Sherco 3. Note that the
percentage change in jobs, GDP, and personal income round to 0.0%, thus, indicating negligible change
in the economy.
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TABLE 16: XCEL ENERGY EARLY COAL NET ECONOMIC IMPACT ON MINNESOTA, 2020-2045
FIGURE 27: XCEL ENERGY EARLY COAL IMPACT ON MINNESOTA EMPLOYMENT
2,000
1,500
1,000
500
N
L
0
0
-500
-1,000
Plant Operations
-1,500 -
2020 2025
2030 2035 2040 2045
Year
FIGURE 28: XCEL ENERGY EARLY COAL IMPACT ON MINNESOTA GDP
200,000 ..................
100,000
0
K
LL -100,000
m
0
�. -200,000
y
y -300,000
0
-400,000
-500,000
-600,000
2020 2025 2030 2035 2040
Year
2045
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Average Change
Year
Year
Year
Year
Year
2020-
Category
Units
1-5
6-10
11-15
16-20
21-25
2045
Total Employment
Jobs
-472
431
107
-84
-560
-144
Percentage Change
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-55,452
13,333
-76,024
-230,536
-298,017
-141,433
Percentage Change
0.0%
0.0%
0.0%
0.0%
-0.1%
0.0%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-48,001
23,111
50,054
64,773
3,805
17,257
Percentage Change
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
FIGURE 27: XCEL ENERGY EARLY COAL IMPACT ON MINNESOTA EMPLOYMENT
2,000
1,500
1,000
500
N
L
0
0
-500
-1,000
Plant Operations
-1,500 -
2020 2025
2030 2035 2040 2045
Year
FIGURE 28: XCEL ENERGY EARLY COAL IMPACT ON MINNESOTA GDP
200,000 ..................
100,000
0
K
LL -100,000
m
0
�. -200,000
y
y -300,000
0
-400,000
-500,000
-600,000
2020 2025 2030 2035 2040
Year
2045
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EARLY COAL AND MONTICELLO EXTENSION DETAILED IMPACTS
The Early Coal and Monticello Extension scenario (i.e., Scenario 9) is the preferred plan as presented in
Xcel's July 1, 2019 resource plan filing. This scenario includes the early retirement of the King
Generating Plant in Washington County, the early retirement of the Sherco 3 (coal) Generating Plant in
Sherburne County, additional gas generation in Sherburne County, the extension of the Monticello
Nuclear Generating Plant in Wright County, the early addition of solar, as well as less installed wind
generation relative to the reference case. The King Generating Plant, a coal-fired power plant, is
modeled to retire in 2028 in this scenario versus 2037 in the resource plan. Sherco 3, a coal-fired power
plant, is modeled to retire in 2030 in this scenario versus 2040 in the resource plan. Monticello, a
nuclear power plant, is modeled to be extended from 2030 to 2040. Additional solar will be added to the
system five years earlier (2026 versus 2031), and less wind is added relative to the reference case. The
solar additions were modeled outside of the host communities but 75% were modeled in Minnesota.
Other operating facilities will undergo minor operating adjustments to balance the system.
Scenario Description
1 Reference
Early Coal;
9 Extend
Monticello
TABLE 17: EARLY COAL AND MONTICELLO EXTENSION SCENARIO
Scenarios Analyzed in the Host Community Impact Study
Coal
Nuclear
Retirements
Sherco 1 Sherco 2 Sherco 3
2026 2023 2040
2026 2023 2030
AS King
Monticello
Prairie Island 1
Prairie Island 2
2037
2030
2033
2034
2028
2040
2033
2034
Capital Expenditures
The Early Coal and Monticello Extension scenario incurs capital expenditures of $47.3 million above the
baseline resource plan scenario from 2020-2045. The capital activities include the decrease in
expenditures at the King Generating Plant in Washington County and at Sherco 3 in Sherburne County,
and an increase in the Monticello nuclear plant in Wright County. While this scenario projects an
increase in solar generation and a decrease in wind generation relative to the reference case, those
transactions are captured in operating expenditures as a fuel purchase.
Operating Expenditures
The Early Coal and Monticello Extension scenario incurs operating expenditures of $1.9 billion above the
baseline resource plan scenario from 2020-2045 (excluding changes in fuel purchases), driven largely by
Business Research Division I Leeds School of Business I University of Colorado Boulder
36
the extension of Monticello. The decrease in fuel purchases (i.e., greater solar and natural gas
expenditures offset by smaller coal and wind expenditures) further decreases operating expenditures, in
addition to the decrease in local property taxes. Given that Minnesota lacks native coal production, out-
of-state coal mines bear the decrease in coal purchases, while Minnesota potentially gains from in-state
solar installations. However, increased purchases of natural gas are also not native to Minnesota.
Property taxes are considered an operating expense. The decrease in property taxes is modeled as a
decrease in spending on local government services.
Revenue Requirements
Based on the level of operation and capital expenditures detailed in this report, Xcel Energy estimated
Scenario 9 will decrease revenue requirements by $1.2 billion (included in electricity rates for electric
customers) when compared to the baseline resource plan. Revenue requirements are not equal to the
sum of operation and capital expenditures because capital expenditures are recovered over the life of
the asset. Therefore, revenue requirements occur over the life of the asset and include both a return of
and a return on capital. The capital and operating expenditure assumptions also reflect spending only in
the state of Minnesota. The revenue requirements estimate the change in electric revenues that would
be recovered from customers for Scenario 9, despite the location of the supply chain for operating and
capital purchases. The reduction in revenue requirements was applied to residential, commercial, and
industrial customers in Minnesota based on electricity usage by customer class.
FIGURE 29: XCEL ENERGY SCENARIO 9, NET EXPENDITURES AND REVENUE REQUIREMENTS BY YEAR
200,000
100,000
0
7-100,000
S
E -200,000
z
0-300,000
0-400,000
0
0
-500,000
-600,000
-700,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Early Coal and Monticello Extension Impact on Sherburne County
Since this scenario includes early retirement of Sherco 3, the impact was detailed for Sherburne County.
The retirement leads to a decrease in plant operations (capital and operating expenditures) compared to
the resource plan, which directly impacts the Utility and Construction industries, but extends to the
broader economy through supply chain purchases and household spending. As well, this retirement
results in a decrease of $137 million in property taxes. This scenario also includes additional gas-fired
generation in Sherburne County. The Early Coal and Monticello Extension results in a net average
decrease of 140 jobs in the Sherburne County economy over the 10 -year period from 2031 through
2040, and a net average decrease of $13.5 million in GDP and an average increase of $6.1 million in
disposable personal income.
TABLE 18: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION NET ECONOMIC IMPACT ON SHERBURNE
COUNTY, 2031-2040
Category
Units
Average Change
Year Year
2031-2035 2036-2040
2031 -
2040
Total Employment
Jobs
-132
-148
-140
Percentage Change
-0.3%
-0.4%
-0.3%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-12,809
-14,212
-13,510
Percentage Change
-0.3%
-0.3%
-0.3%
Disposable Personal Income
Dollars (Real 2019, Thousands)
5,299
6,829
6,064
Percentage Change
0.1%
0.1%
0.1%
FIGURE 30: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON SHERBURNE COUNTY
EMPLOYMENT
50
0
so
0
-100
-150 Property Taxes
Rates
Plant Operations
-200
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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FIGURE 31: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON SHERBURNE COUNTY GDP
5,000
C
x -5,000
i.i
rn
0
= -10,000
C
N
o -15,000 PropertyTavas
L
� Rates
Plant Operations
20,000
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Early Coal and Monticello Extension Impact on Washington County
Since this scenario includes early retirement of the King Generating Plant, the impact was also detailed
for Washington County. The retirement leads to a decrease in plant operations (capital and operating
expenditures) compared to the reference case, which directly impacts the Utility and Construction
industries, but extends to the broader economy through supply chain purchases and household
spending. As well, this retirement results in a decrease of $109 million in property taxes. The Early Coal
and Monticello Extension scenario results in a net average decrease of 283 jobs in the Washington
County economy over the 10 -year horizon from 2028 through 2037, and a net average decrease of $26.1
million in GDP and $15.4 million in disposable personal income.
TABLE 19: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION NET ECONOMIC IMPACT ON WASHINGTON
COUNTY, 2028-2037
Category
Total Employment
Gross Domestic Product
Disposable Personal Income
Units
Jobs
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Average Change
Year
Year
2028-2032
2033-2037
-206
-359
-0.2%
-0.3%
-18,806
-33,433
-0.1%
-0.2%
-6,691
-24,036
0.0%
-0.1%
Business Research Division I Leeds School of Business I University of Colorado Boulder
2028-
2037
-283
-0.2%
26,120
-0.2%
15,363
-0.1%
39
FIGURE 32: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON WASHINGTON COUNTY
EMPLOYMENT
50
0
-50
-100
-150
-200
0
-250
-300
-350
-400
-450
Property Taxes
Rate s
■ Plant Operations
2028 2029 2030 2031 2032
Year
2033 2034 2035 2036 2037
FIGURE 33: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON WASHINGTON COUNTY GDP
10,000
11
a
L< 10,000
i
rn
0
0
-20,000
a
Property Taxes
o -30,000
r Rates
Plant Operations
40,000
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
Early Coal and Monticello Extension Impact on Wright County
Since this scenario includes the extension of the nuclear power plant in Monticello, the impact was
detailed for Wright County from 2031-2040 (i.e., the extension of the plant compared to the resource
plan). The extension leads to an increase in plant operations (capital and operating expenditures)
compared to the reference case, which directly impacts the Utility and Construction industries, but
extends to the broader economy through supply chain purchases and household spending. As well, this
extension yields an additional $412 million in property taxes. This scenario results in a net average
increase of 2,085 jobs in the Wright County economy over the 10 -year horizon, and a net average
increase of $226.1 million in GDP and $127.8 million in disposable personal income coinciding with the
extension of the Monticello plant beyond the current end of license.
Business Research Division I Leeds School of Business I University of Colorado Boulder
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TABLE 20: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION NET ECONOMIC IMPACT ON WRIGHT COUNTY,
2031-2040
FIGURE 34: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON WRIGHT COUNTY EMPLOYMENT
3,500
3,000
Property Taxes
2,500
Rates
2,000 Pid I ILjJNc I dL" 13
1,500
0
1,000
500
0
-500
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
FIGURE 35: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON WRIGHT COUNTY GDP
400,000
Average Change
350,000
300,000
Property Taxes
Year
Year
2031 -
Category
Units
200,000
0
^_ 150,000
2031-2035
2036-2040
2040
Total Employment
Jobs
1,556
2,614
2,085
Percentage Change
2.3%
3.8%
3.1%
Gross Domestic Product
Dollars (Real 2019, Thousands)
162,669
289,530
226,100
Percentage Change
2.6%
4.3%
3.5%
Disposable Personal Income
Dollars (Real 2019, Thousands)
81,597
172,519
127,058
Percentage Change
1.0%
1.9%
1.5%
FIGURE 34: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON WRIGHT COUNTY EMPLOYMENT
3,500
3,000
Property Taxes
2,500
Rates
2,000 Pid I ILjJNc I dL" 13
1,500
0
1,000
500
0
-500
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
FIGURE 35: XCEL ENERGY EARLY COAL AND NUCLEAR EXTENSION IMPACT ON WRIGHT COUNTY GDP
400,000
350,000
300,000
Property Taxes
Rates
250,000
x
it
Plant Operations
200,000
0
^_ 150,000
100,000
s 50,000
0
-50,000
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Early Coal and Monticello Extension Impact on Minnesota
The Early Coal and Monticello Extension scenario results in modest net changes to the Minnesota
economy, with a net average increase of 1,401 jobs from 2020-2045, and a net average increase of
$24.4 million in GDP and $112.4 million in disposable personal income.
TABLE 21: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION NET ECONOMIC IMPACT ON MINNESOTA,
2020-2045
FIGURE 36: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON MINNESOTA EMPLOYMENT
5,000
4,000
3,000
Property Taxes
A 2,000 Rates
° Plant Operations
1,000
t - _ 1 1 1. 1. 1 t_ 1 t.__l ■ .
-1,000
2020 2025 2030 2035
Year
IIS.
rlll�r
2040 2045
FIGURE 37: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON MINNESOTA GDP
400,000
300,000—
Property Taxe s
200,000 ■Rates
■Plant0peratio ns
100,000 ...............
0
N
o .....�... ...�...... �...
1h
r -100,000
-200,000
-300,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division Leeds School of Business University of Colorado Boulder
42
Average Change
Year
Year
Year
Year
Year
2020-
Category
Units
1-5
6-10
11-15
16-20
21-25
2045
Total Employment
Jobs
510
746
1,673
2,426
1,788
1,401
Percentage Change
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
Gross Domestic Product
Dollars (Real 2019, Thousands)
45,941
47,986
85,939
36,446
-35,695
24,439
Percentage Change
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Disposable Personal Income
Dollars (Real 2019, Thousands)
31,020
50,748
123,589
195,198
165,272
112,447
Percentage Change
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
FIGURE 36: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON MINNESOTA EMPLOYMENT
5,000
4,000
3,000
Property Taxes
A 2,000 Rates
° Plant Operations
1,000
t - _ 1 1 1. 1. 1 t_ 1 t.__l ■ .
-1,000
2020 2025 2030 2035
Year
IIS.
rlll�r
2040 2045
FIGURE 37: XCEL ENERGY EARLY COAL AND MONTICELLO EXTENSION IMPACT ON MINNESOTA GDP
400,000
300,000—
Property Taxe s
200,000 ■Rates
■Plant0peratio ns
100,000 ...............
0
N
o .....�... ...�...... �...
1h
r -100,000
-200,000
-300,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division Leeds School of Business University of Colorado Boulder
42
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Business Research Division I Leeds School of Business I University of Colorado Boulder
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EARLY KING AND MONTICELLO EXTENSION DETAILED IMPACTS
The Early King and Monticello Extension scenario (i.e., Scenario 10) includes the early retirement of the
King Generating Plant in Washington County, the extension of the Monticello Nuclear Generating Plant
in Wright County, the early addition of solar, as well as less installed wind generation relative to the
reference case. The King Generating Plant, a coal-fired power plant, is modeled to retire in 2028 in this
scenario versus 2037 in the resource plan. Monticello, a nuclear power plant, is modeled to be extended
from 2030 to 2040. Additional solar will be added to the system five years earlier (2026 versus 2031),
and less wind is added relative to the reference case. The solar additions were modeled outside of
Goodhue County but 75% was modeled in Minnesota. Other operating facilities will undergo minor
operating adjustments to balance the system.
TABLE 22: EARLY KING AND MONTICELLO EXTENSION SCENARIO
Scenarios Analyzed in the Host Community Impact Study
Scenario Description Coal Nuclear
Retirements
Sherco 1 Sherco 2 Sherco 3 AS King Monticello Prairie Island 1 Prairie Island 2
1 Reference 2026 2023 2040 2037 2030 2033 2034
10 Early King; 2026 2023 2040 2028 2040 2033 2034
Extend Monti
Capital Expenditures
Scenario 10 incurs capital expenditures of $202.7 million above the baseline resource plan scenario from
2020-2045. The capital activities include the decrease in expenditures at the King Generating Plant in
Washington County and the extension of the Monticello nuclear plant in Wright County. While this
scenario projects an increase in solar generation and a decrease in wind generation relative to the
reference case, those transactions are captured in operating expenditures as a fuel purchase.
Operating Expenditures
The Early King and Monticello Extension scenario incurs operating expenditures of $1.5 billion above the
baseline resource plan scenario from 2020-2045. The decrease in fuel purchases (i.e., greater solar and
smaller natural gas, coal, and wind expenditures) is more than offset by the increase in other operating
costs—particularly the extension of the nuclear plant. There is a net decrease in coal and natural gas
purchases in this scenario, but given that Minnesota lacks native coal and natural gas production, out-of-
state companies bear the decrease in coal and natural gas purchases, while Minnesota potentially gains
Business Research Division I Leeds School of Business I University of Colorado Boulder
44
from in-state solar installations. Property taxes are considered an operating expense. The decrease in
property taxes is modeled as a decrease in spending on local government services.
Revenue Requirements
Based on the level of operation and capital expenditures detailed in this report, Xcel Energy estimated
Scenario 10 will decrease revenue requirements by $1.3 billion (included in electricity rates for electric
customers) when compared to the baseline resource plan. Revenue requirements are not equal to the
sum of operation and capital expenditures because capital expenditures are recovered over the life of
the asset. Therefore, revenue requirements occur over the life of the asset and include both a return of
and a return on capital. The capital and operating expenditure assumptions also reflect spending only in
the state of Minnesota. The revenue requirements estimate the change in electric revenues that would
be recovered from customers for Scenario 10, despite the location of the supply chain for operating and
capital purchases. The reduction in revenue requirements was applied to residential, commercial, and
industrial customers in Minnesota based on electricity usage by customer class.
FIGURE 38: XCEL ENERGY SCENARIO 10, NET EXPENDITURES AND REVENUE REQUIREMENTS BY YEAR
200,000
100,000
0
_-100,000
200,000
z
300,000
c
0-400,000 Property Taxes
11
500,000 Rates
V� ■ Plant Operations
-600,000
700,000
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Early King and Monticello Extension Impact on Washington County
Since this scenario includes early retirement of the King Generating Plant, the impact was detailed for
Washington County. The retirement leads to a decrease in plant operations (capital and operating
expenditures) compared to the reference case, which directly impacts the Utility and Construction
industries, but extends to the broader economy through supply chain purchases and household
spending. As well, this extension results in a decrease of $109 million in property taxes. The Early King
and Monticello Extension scenario results in a net average decrease of 251 jobs in the Washington
County economy over the 10 -year period from 2028-2037, and a net average decrease of $22.5 million
in GDP and $6.6 million in disposable personal income.
TABLE 23: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION NET ECONOMIC IMPACT ON WASHINGTON
COUNTY, 2028-2037
Category
Total Employment
Gross Domestic Product
Disposable Personal Income
Units
Jobs
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Dollars (Real 2019, Thousands)
Percentage Change
Average Change
Year
Year
2028-
2028-2032
2033-2037
2037
-183
-319
-251
-0.1%
-0.2%
-0.2%
-16,253
-28,667
-22,460
-0.1%
-0.2%
-0.2%
-809
-12,320
-6,564
0.0%
-0.1%
0.0%
FIGURE 39: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION IMPACT ON WASHINGTON COUNTY
EMPLOYMENT
100
0
100
-200
0
-300 Property Taxes
Rates
-400 Plant Operations
-500
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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FIGURE 40: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION IMPACT ON WASHINGTON COUNTY GDP
10,000
11
x -10,000
i.i
rn
0
-20,000
C
N
o -30,000 Property Taxae
L
Rates
Plant Operations
40,000
2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
Year
Early King and Monticello Extension Impact on Wright County
Since this scenario includes the extension of the nuclear power plant in Monticello, the impact was also
detailed for Wright County. The extension leads to an increase in plant operations (capital and operating
expenditures) compared to the reference case, which directly impacts the Utility and Construction
industries, but extends to the broader economy through supply chain purchases and household
spending. As well, this extension yields an additional $412 million in property taxes. The Early King and
Monticello Extension scenario results in a net average increase of 2,106 jobs in the Wright County
economy over the 10 -year horizon from 2031-2040, and a net average increase of $228.5 million in GDP
and $130.6 million in disposable personal income.
TABLE 24: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION NET ECONOMIC IMPACT ON WRIGHT
COUNTY, 2031-2040
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Average Change
Year
Year
2031 -
Category
Units
2031-2035
2036-2040
2040
Total Employment
Jobs
1,570
2,642
2,106
Percentage Change
2.3%
3.9%
3.1%
Gross Domestic Product
Dollars (Real 2019, Thousands)
164,130
292,875
228,502
Percentage Change
2.6%
4.4%
3.5%
Disposable Personal Income
Dollars (Real 2019, Thousands)
83,923
177,212
130,568
Percentage Change
1.0%
2.0%
1.5%
Business Research Division I Leeds School of Business I University of Colorado Boulder
47
FIGURE 41: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION IMPACT ON WRIGHT COUNTY
EMPLOYMENT
3,500
3,000
Property Taxes
2,500
Rates
2,000
1,500
0
1,000
500
0
-500
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
FIGURE 42: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION IMPACT ON WRIGHT COUNTY GDP
400,000
350,000
300,000 Property Taxei
250,000 ■ Rates
x ■ Plant Operations
200,000
150,000
w
100,000
w
0 50,000
L
H
v 0
-50,000
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Year
Early King and Monticello Extension Impact on Minnesota
The Early King and Monticello Extension scenario results in modest net changes to the Minnesota
economy, with a net average increase of 1,904 jobs from 2020-2045, and a net average increase of
$71.7 million in GDP and $187.7 million in disposable personal income. The largest impacts occur during
the last ten years, driven up by the increase in in-state operations. Note that the percentage change in
jobs, GDP, and personal income round to 0.0%, thus, indicating negligible change in the economy.
Business Research Division I Leeds School of Business I University of Colorado Boulder
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TABLE 25: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION NET ECONOMIC IMPACT ON MINNESOTA,
2020-2045
4,000 Property Taxes
Rate s
3,000 Pla nt 0 pe rations - -
L]
2,000
1,000 I I 4ffi- .... 11 1
0 k fl�
-1,000
2020 2025 2030 2035 2040 2045
Year
FIGURE 44: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION IMPACT ON MINNESOTA GDP
400,000
300,000
................
200,000
x
LL 100,000
m
0 0 _._..
y
m -100,000 Pro perb/Taxes -
0
Rate s
-200,000 Plant Operations
300,000
-400,000 ���� ........
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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Average Change
Year
Year
Year
Year
Year
2020-
Category
Units
1-5
6-10
11-15
16-20
21-25
2045
Total Employment
Jobs
1,041
1,245
1,820
3,558
2,085
1,904
Percentage Change
0.0%
0.0%
0.0%
0.1%
0.1%
0.0%
Gross Domestic Product
Dollars (Real 2019, Thousands)
104,709
111,305
109,810
87,563
7,692
71,709
Percentage Change
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Disposable Personal Income
Dollars (Real 2019, Thousands)
89,702
119,606
155,608
340,283
242,101
187,705
Percentage Change
0.0%
0.0%
0.0%
0.1%
0.1%
0.0%
FIGURE 43: XCEL ENERGY EARLY KING AND MONTICELLO
EXTENSION IMPACT ON MINNESOTA EMPLOYMENT
6,000
5,000
4,000 Property Taxes
Rate s
3,000 Pla nt 0 pe rations - -
L]
2,000
1,000 I I 4ffi- .... 11 1
0 k fl�
-1,000
2020 2025 2030 2035 2040 2045
Year
FIGURE 44: XCEL ENERGY EARLY KING AND MONTICELLO EXTENSION IMPACT ON MINNESOTA GDP
400,000
300,000
................
200,000
x
LL 100,000
m
0 0 _._..
y
m -100,000 Pro perb/Taxes -
0
Rate s
-200,000 Plant Operations
300,000
-400,000 ���� ........
2020 2025 2030 2035 2040 2045
Year
Business Research Division I Leeds School of Business I University of Colorado Boulder
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MOCK 2018 SHUTDOWN IMPACT
The Mock Shutdown scenario was generated to illustrate the economic contributions of plants in the
host communities, and inform communities of the potential economic impact of plant closures. The
Mock Shutdown scenario shows the impact in 2018 based on observed plant expenditures. This scenario
removes the economic activity driven by utility spending in each of the four counties with operations
(i.e., Goodhue, Sherburne, Washington, and Wright counties). In addition to spending on operations,
Xcel reported substantial capital expenditures for the facilities in 2018, compounding the economic
impact of the utility. This scenario differs from the economic impact of the other extension/retirement
scenarios because this only assumes a shutdown of operating activity in the county without replacement
generation and without rate adjustments; whereas, the other scenarios present the economic impact
compared to the reference case. As well, plants still incur operating and capital expenses during early
retirement (e.g., decommissioning costs). The economic impacts in a single year can also be impacted by
major capital improvements (or lack of). These mock plant shutdowns have economic consequences on
each of the host communities, but the impacts are disproportionate depending on the respective share
each plant represents in the local economy.
Shutdown 2018 Impact on Goodhue County
The Mock 2018 shutdown of Prairie Island in Goodhue County leads to a loss of 2,962 jobs (-9.8%) and
$346 million in GDP (-13.1%) in the county. The lack of direct spending on operations (including
employment and wages) and direct spending on capital improvements not only impacts the utility
industry, but reverberates throughout the economy without the utility purchasing from suppliers (other
businesses) within Goodhue County, and without the consumer spending from the utility's employees.
The Construction, Utilities, and local Government industries record the greatest job losses in this Mock
2018 shutdown scenario. Utility employment is negatively impacted by the decrease in direct
employment, as well as the decrease in utility consumption from a smaller economy. Construction is
impacted by both direct capital spending at the plant, as well as the decrease in commercial and
residential construction. There is also a notable direct impact on government through the decrease in
utility property taxes ($23.2 million in 2018).
Business Research Division I Leeds School of Business I University of Colorado Boulder
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TABLE 26: ECON )MIC SUMMARY OF 2018 SHUTDOWN NET ECONOMIC IMPACT ON GOODHUE COUNTY
Category
Units
2018 Impact
Total Employment
Jobs
-2,962
-617
Percentage Change
-9.8%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-346,196
-17
Percentage Change
-13.1%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-113,160
0
Percentage Change
-5.5%
Population
Individuals
-934
-50
Percentage Change
-2.0%
Labor Force
Individuals
-690
-1
Percentage Change
-2.6%
TABLE 27: EMPLOYMENT IMPACT OF 2018 SHUTDOWN, NET ECONOMIC IMPACT ON GOODHUE COUNTY
Industry
Emp. Impact
Forestry, fishing, and hunting
0
Mining
0
Utilities
-617
Construction
-1,140
Manufacturing
-20
Wholesale trade
-17
Retail trade
-190
Transportation and warehousing
-19
Information
0
Finance and insurance
-1
Real estate and rental and leasing
-66
Professional, scientific, and technical services
-50
Management of companies and enterprises
0
Administrative, support, waste management, and remediation services
-100
Educational services; private
-1
Health care and social assistance
-40
Arts, entertainment, and recreation
-30
Accommodation and food services
-78
Other services (except public administration)
-81
State and Local Government
-510
Federal Civilian
0
Federal Military
0
Farm
0
All Industries
-2,962
TABLE 28: DIRECT AND INDIRECT EMPLOYMENT IMPACT OF 2018 SHUTDOWN ON GOODHUE COUNTY
Category Impact
Direct -616
Indirect -2,346
Total -2,962
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Shutdown 2018 Impact on Sherburne County
The Mock 2018 shutdown of Sherco in Sherburne County leads to a loss of 1,228 jobs (-3.2%) and $232
million in GDP (-6.1%) in the county. The lack of direct spending on operations (including employment
and wages) and direct spending on capital improvements not only impacts the utility industry, but
reverberates throughout the economy without the utility purchasing from suppliers (other businesses)
within Sherburne County, and without the consumer spending from the utility's employees. The
Construction, Utilities, and local Government industries record the greatest job losses in this Mock 2018
shutdown scenario. Utility employment is negatively impacted by the decrease in direct employment, as
well as the decrease in utility consumption from a smaller economy. Construction is impacted by both
direct capital spending at the plant, as well as the decrease in commercial and residential construction.
There is also a notable direct impact on government through the decrease in utility property taxes
($18.1 million in 2018).
TABLE 29: ECONOMIC SUMMARY OF 2018 SHUTDOWN NET ECONOMIC IMPACT ON SHERBURNE COUNTY
Category
Units
2018 Impact
Total Employment
Jobs
-1,228
Percentage Change
-3.2%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-231,540
Percentage Change
-6.1%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-34,574
Percentage Change
-0.9%
Population
Individuals
-622
Percentage Change
-0.7%
Labor Force
Individuals
-422
Percentage Change
-0.8%
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TABLE 30: EWLOYMENT IMPACT OF 2018 SHUTDOWN NET ECONOMIC IMPACT ON SHERBURNE COUNTY
Industry
Emp. Impact
Forestry, fishing, and hunting
0
Mining
0
Utilities
-316
Construction
-268
Manufacturing
-8
Wholesale trade
-10
Retail trade
-47
Transportation and warehousing
-17
Information
0
Finance and insurance
-2
Real estate and rental and leasing
-29
Professional, scientific, and technical services
-89
Management of companies and enterprises
0
Administrative, support, waste management, and remediation services
-83
Educational services; private
-1
Health care and social assistance
-19
Arts, entertainment, and recreation
-8
Accommodation and food services
-50
Other services (except public administration)
-22
State and Local Government
-257
Federal Civilian
0
Federal Military
0
Farm
0
All Industries
-1,228
TABLE 31: DIRECT AND INDIRECT EMPLOYMENT IMPACT OF 2018 SHUTDOWN ON SHERBURNE COUNTY
Category Impact
Direct -316
Indirect -912
Total -1,228
Shutdown 2018 Impact on Washington County
Mock 2018 shutdown of King in Washington County leads to a loss of 502 jobs (-0.4%) and $60 million in
GDP (-0.6%) in the county. The lack of direct spending on operations (including employment and wages)
and direct spending on capital improvements not only impacts the utility industry, but reverberates
throughout the economy without the utility purchasing from suppliers (other businesses) within
Washington County, and without the consumer spending from the utility's employees. The Construction,
Utilities, and local Government industries record the greatest job losses in this Mock 2018 shutdown
scenario. Utility employment is negatively impacted by the decrease in direct employment, as well as
the decrease in utility consumption from a smaller economy. Construction is impacted by both direct
capital spending at the plant, as well as the decrease in commercial and residential construction. There
Business Research Division I Leeds School of Business I University of Colorado Boulder
53
is also a notable direct impact on government through the decrease in utility property taxes ($6.2
million in 2018).
TABLE 32: ECONOMIC SUMMARY OF 2018 SHUTDOWN NET ECONOMIC IMPACT ON WASHINGTON COUNTY
Category
Units
2018 Impact
Total Employment
Jobs
-502
-102
Percentage Change
-0.4%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-59,822
-7
Percentage Change
-0.6%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-15,767
-1
Percentage Change
-0.1%
Population
Individuals
-203
-71
Percentage Change
-0.1%
Labor Force
Individuals
-138
-1
Percentage Change
-0.1%
TABLE 33: EMPLOYMENT IMPACT OF 2018 SHUTDOWN NET ECONOMIC IMPACT ON WASHINGTON COUNTY
Industry
Emp. Impact
Forestry, fishing, and hunting
0
Mining
-1
Utilities
-102
Construction
-91
Manufacturing
-3
Wholesale trade
-7
Retail trade
-23
Transportation and warehousing
-11
Information
-1
Finance and insurance
-4
Real estate and rental and leasing
-14
Professional, scientific, and technical services
-71
Management of companies and enterprises
0
Administrative, support, waste management, and remediation services
-39
Educational services; private
-1
Health care and social assistance
-10
Arts, entertainment, and recreation
-6
Accommodation and food services
-29
Other services (except public administration)
-9
State and Local Government
-81
Federal Civilian
0
Federal Military
0
Farm
0
All Industries
-502
TABLE 34: DIRECT AND INDIRECT EMPLOYMENT IMPACT OF 2018 SHUTDOWN ON WASHINGTON COUNTY
Category Impact
Direct -102
Indirect -400
Total -502
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Shutdown 2018 Impact on Wright County
The Mock 2018 shutdown of Monticello in Wright County leads to a loss of 2,528 jobs (-3.9%) and $256
million in GDP (-5.3%) in the county. The lack of direct spending on operations (including employment
and wages) and direct spending on capital improvements not only impacts the utility industry, but
reverberates throughout the economy without the utility purchasing from suppliers (other businesses)
within Washington County, and without the consumer spending from the utility's employees. The
Construction, Utilities, and local Government industries record the greatest job losses in this Mock 2018
shutdown scenario. Utility employment is negatively impacted by the decrease in direct employment, as
well as the decrease in utility consumption from a smaller economy. Construction is impacted by both
direct capital spending at the plant, as well as the decrease in commercial and residential construction.
There is also a notable direct impact on government through the decrease in utility property taxes
($18.4 million in 2018).
TABLE 35: ECONOMIC SUMMARY OF 2018 SHUTDOWN NET ECONOMIC IMPACT ON WRIGHT COUNTY
Category
Units
2018 Impact
Total Employment
Jobs
-2,528
Percentage Change
-3.9%
Gross Domestic Product
Dollars (Real 2019, Thousands)
-255,919
Percentage Change
-5.3%
Disposable Personal Income
Dollars (Real 2019, Thousands)
-92,538
Percentage Change
-1.6%
Population
Individuals
-912
Percentage Change
-0.7%
Labor Force
Individuals
-665
Percentage Change
-0.9%
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TABLE 36: EMPLOYMENT IMPACT OF 2018 SHUTDOWN NET ECONOMIC IMPACT ON WRIGHT COUNTY
Industry
Emp. Impact
Forestry, fishing, and hunting
0
Mining
-3
Utilities
-473
Construction
-1,001
Manufacturing
-34
Wholesale trade
-24
Retail trade
-172
Transportation and warehousing
-24
Information
-2
Finance and insurance
-2
Real estate and rental and leasing
-56
Professional, scientific, and technical services
-79
Management of companies and enterprises
0
Administrative, support, waste management, and remediation services
-161
Educational services; private
-3
Health care and social assistance
-67
Arts, entertainment, and recreation
-25
Accommodation and food services
-63
Other services (except public administration)
-63
State and Local Government
-277
Federal Civilian
0
Federal Military
0
Farm
0
All Industries
-2,528
TABLE 37: DIRECT AND INDIRECT EMPLOYMENT IMPACT OF 2018 SHUTDOWN ON WRIGHT COUNTY
Category Impact
Direct -466
Indirect -2,062
Total -2,528
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BIBLIOGRAPHY
Bureau of Economic Analysis, Regional Economic Accounts. http://bea.gov/regional/index.htm.
Accessed March 19, 2020.
Federal Register (June 28, 2010). 2010 Standards for Delineating Metropolitan and Micropolitan
Statistical Areas. https://www.federalregister.gov/documents/2010/06/28/2010-15605/2010-
standards-for-delineating-metropolitan-and-micropolitan-statistical-areas. Accessed January 13,
2020.
Minnesota State Demographic Center, Our Estimates. https:Hmn.gov/admin/demography/data-by-
topic/population-data/our-estimates/. Retrieved August 30, 2019.
Northern States Power, Form 10-K, Electric Operating Statistics.
http://www.snl.com/Cache/c396846770.html. Accessed August 30, 2019.
Regional Economic Models, Inc. (REMI). Amherst, MA.
U.S. Department of Commerce, Bureau of Economic Analysis, Regional Economic Accounts, Gross
Domestic Product. http://www.bea.gov/regional/index.htm. Accessed March 19, 2020.
United States Census Bureau, Metropolitan and Micropolitan. https://www.census.gov/programs-
surveys/metro-micro/a bout. htm1. Retrieved February 10, 2020.
United States Department of Labor, Bureau of Labor Statistics, State and County Employment and
Wages, Quarterly Census of Employment & Wages — QCEW.
http://www.bls.gov/data/#employment. Accessed March 19, 2020.
United States Department of Labor, Bureau of Labor Statistics, Employment, Hours, and Earnings —
National (Current Employment Statistics - CES), http://www.bls.gov/data/#employment.
Accessed March 19, 2020.
United States Department of Labor, Bureau of Labor Statistics, Employment, Hours, and Earnings - State
and Metro Area, Current Employment Statistics — CES. http://www.bls.gov/data/#employment.
Accessed March 19, 2020.
U.S. Energy Information Administration, Minnesota State Profile and Energy Estimates.
http://www.eia.gov/state/?sid=MN. Accessed March 19, 2020.
U.S. Energy Information Administration, Net Generation by State by Type of Producer by Energy Source.
https://www.eia.gov/electricity/data/state/. Accessed March 19, 2020.
Business Research Division I Leeds School of Business I University of Colorado Boulder
57
U.S. Energy Information Administration, Rankings: Total Net Electricity Generation, November 2019
(thousand MWh), https://www.eia.gov/state/rankings/?sid=MN#series/51. Accessed March 19,
2020.
U.S. Energy Information Administration, Rankings: Total Energy Production, 2018 (trillion Btu).
http://www.eia.gov/state/rankings/?sid=MN#series/101. Accessed March 19, 2020.
U.S. Energy Information Administration, Rankings: Total Energy Consumed per Capita, 2017 (million
Btu). https://www.eia.gov/STATE/rankings/#/series/12. Accessed August 20, 2019.
Business Research Division I Leeds School of Business I University of Colorado Boulder
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APPENDIX 1: OVERVIEW OF REMI POLICY INSIGHT
This summary was provided by REMI, Inc.
Policy Insight is a structural economic forecasting and policy analysis model. It integrates input-output,
computable general equilibrium, econometric, and economic geography methodologies. The model is
dynamic, with forecasts and simulations generated on an annual basis and behavioral responses to
wage, price, and other economic factors.
The REMI model consists of thousands of simultaneous equations with a structure that is relatively
straightforward. The exact number of equations used varies depending on the extent of industry,
demographic, demand, and other detail in the model. The overall structure of the model can be
summarized in five major blocks: (1) Output and Demand, (2) Labor and Capital Demand, (3) Population
and Labor Supply, (4) Compensation, Prices and Costs, and (5) Market Shares.
Commodity Access armediate Input (7l Output and Demand I
Index "3roductivity Inputs
State and Local < Output Consumption
Government Spending
I IF
Investment ExportstfRe.l Disposable Income
T
(3) Population and (2) Laborand (5) Market Shares
Labor Supply Capital Demand
Migration Population Optimal Capital Employment
Stock
Domestic International
Participation Labor Access Labor
Market Share Market Share
Rate LaE3orForce Index Productivty
(4) Compensation, Prices, and Costs
Employment omposite C .
Opportun ty C . Rate Rate Production Casts
_H
Housing Price Consumer PricesC Real Rate Composite Prices
Block 1. Output and Demand
This block includes output, demand, consumption, investment, government spending, import, product
access, and export concepts. For each industry, demand is determined by the amount of output,
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consumption, investment and capital demand on that industry. Consumption depends on real
disposable income per capita, relative prices, differential income elasticities and population. Input
productivity depends on access to inputs because the larger the choice set of inputs, the more likely that
the input with the specific characteristics required for the job will be formed. In the capital stock
adjustment process, investment occurs to fill the difference between optimal and actual capital stock for
residential, non-residential, and equipment investment. Government spending changes are determined
by changes in the population.
Block 2. Labor and Capital Demand
The Labor and Capital Demand block includes the determination of labor productivity, labor intensity
and the optimal capital stocks. Industry -specific labor productivity depends on the availability of workers
with differentiated skills for the occupations used in each industry. The occupational labor supply and
commuting costs determine firms' access to a specialized labor force.
Labor intensity is determined by the cost of labor relative to the other factor inputs, capital and fuel.
Demand for capital is driven by the optimal capital stock equation for both non-residential capital and
equipment. Optimal capital stock for each industry depends on the relative cost of labor and capital, and
the employment weighted by capital use for each industry. Employment in private industries is
determined by the value added and employment per unit of value added in each industry.
Block 3. Population and Labor Supply
The Population and Labor Supply block includes detailed demographic information about the region.
Population data is given for age and gender, with birth and survival rates for each group. The size and
labor force participation rate of each group determines the labor supply. These participation rates
respond to changes in employment relative to the potential labor force and to changes in the real after
tax compensation rate. Migration includes retirement, military, international and economic migration.
Economic migration is determined by the relative real after tax compensation rate, relative employment
opportunity and consumer access to variety.
Block 4. Wages, Prices, and Costs
This block includes delivered prices, production costs, equipment cost, the consumption deflator,
consumer prices, the price of housing, and the wage equation. Economic geography concepts account
for the productivity and price effects of access to specialized labor, goods and services.
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These prices measure the price of the industry output, taking into account the access to production
locations. This access is important due to the specialization of production that takes place within each
industry, and because transportation and transaction costs of distance are significant. Composite prices
for each industry are then calculated based on the production costs of supplying regions, the effective
distance to these regions, and the index of access to the variety of output in the industry relative to the
access by other uses of the product.
The cost of production for each industry is determined by cost of labor, capital, fuel and intermediate
inputs. Labor costs reflect a productivity adjustment to account for access to specialized labor, as well as
underlying compensation rates. Capital costs include costs of non- residential structures and equipment,
while fuel costs incorporate electricity, natural gas and residual fuels.
The consumption deflator converts industry prices to prices for consumption commodities. For potential
migrants, the consumer price is additionally calculated to include housing prices. Housing price changes
from their initial level depend on changes in income and population density.
Compensation changes are due to changes in labor demand and supply conditions and changes in the
national compensation rate. Changes in employment opportunities relative to the labor force and
occupational demand change determine compensation rates by industry.
Block 5. Market Shares
The Market Shares equations measure the proportion of local and export markets that are captured by
each industry. These depend on relative production costs, the estimated price elasticity of demand, and
effective distance between the home region and each of the other regions. The change in share of a
specific area in any region depends on changes in its delivered price and the quantity it produces
compared with the same factors for competitors in that market. The share of local and external markets
then drives the exports from and imports to the home economy.
The Labor and Capital Demand block includes labor intensity and productivity as well as demand for
labor and capital. Labor force participation rate and migration equations are in the Population and Labor
Supply block. The Wages, Prices, and Costs block includes composite prices, determinants of production
costs, the consumption price deflator, housing prices, and the wage equations. The proportion of local,
inter -regional and export markets captured by each region is included in the Market Shares block.
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MINNESOTA'S POWER PLANT
COMMUNITIES: AN UNCERTAIN FUTURE
Developed by Center for Energy and Environment
February 2020
Authors:
Audrey Partridge
Brady Steigauf
Editor:
Dana Rider
cee�'
Center for Energy and Environment
Acknowledgements
This report was informed by the insight and assistance of representatives from each of the
communities included in the study, as well as numerous interviewees, community survey
respondents, and experts who provided guidance on this work. We thank everyone who
provided information and input throughout this project.
This report was prepared for and funded by the Just Transition Fund; the Coalition of Utility
Cities; the Initiative Foundation, a regional foundation; the Southern Minnesota Initiative
Foundation; the West Central Initiative Fund; Xcel Energy; and Center for Energy and
Environment.
Table of Contents
Notefrom the Authors................................................................................................................ 2
ExecutiveSummary...................................................................................................................
3
Howto Read this Report............................................................................................................
5
Section 1: Introduction and Background.....................................................................................
6
Section 2: Minnesota's Power Plant Host Communities.............................................................
9
Becker....................................................................................................................................
9
Cohasset...............................................................................................................................18
Monticello..............................................................................................................................27
OakPark Heights..................................................................................................................37
Prairie Island Indian Community............................................................................................46
RedWing..............................................................................................................................54
Section 3: Power Plant Workers and Organized Labor..............................................................62
International Brotherhood of Electrical Workers.....................................................................62
Laborers' International Union of North America.....................................................................66
BoilermakersLocal #647.......................................................................................................69
Section 4: Findings and Conclusions........................................................................................73
AppendixA: Study Methodology...............................................................................................80
Appendix A-1: Interview Questions........................................................................................82
Appendix A-2: Online Community Survey..............................................................................84
Appendix B: Key State Financial Policies..................................................................................95
Appendix C: Minnesota's Existing Economic Development and Workforce Programs...............99
Appendix D: Literature Review of Transitioning Power Plant Communities .............................103
1
Note from the Authors
It was an honor to have been a part of this research study and to hear the stories of individuals
living in Minnesota's utility host communities and working in Minnesota's power plants. Visiting
each community, we saw firsthand why residents, businesses, and elected officials love the
places they call home. We heard community members' concerns and hopes regarding
Minnesota's energy future and what they think it will mean for their communities, school
districts, employment opportunities, and property values. We learned about businesses that
would not exist if not for the neighboring power plant, and we realized how deeply community—
utility relationships are woven into the social fabric of these communities.
We also heard the concerns community members have about living in proximity to a nuclear
power plant and its stored fuel, as well as the painful history that some people have with
neighboring power plants.
We are incredibly grateful to everyone who participated in this study, whether as a member of
the Steering Committee, a funder, an advisor, an interviewee, or a survey respondent.
We enjoyed meeting members of these communities and hearing their stories. Yet it is a
challenge to represent all those different voices and perspectives in a single report. Our task is
to be neutral and mute on our personal and organizational perspectives and to focus on sharing
the many stories we heard in an organized, honest, and productive manner. Each community
has a unique perspective and voice, which we tried to convey authentically and accurately
in our writing.
The findings and conclusions included in this report are based on what we heard in interviews,
learned through our literature review, and know based on our own professional expertise. We
hope that what is included in this report can be used by host communities to share their own
stories, hear stories from other Minnesota host communities, and learn from the experience of
communities across the nation who also face power plant closures.
2
EXECUTIVE SUMMARY
Many of Minnesota's large electric power plants will be eligible for retirement over the next 10 to
20 years. Given the changing economics of different sources of electricity as well as
Minnesota's policy goals around reducing greenhouse gas emissions, power plant retirement
dates are in flux. Xcel Energy proposed early retirement dates for some of its plants in its latest
integrated resource plan, while also proposing to extend the life of one of its nuclear power
plants. Other Minnesota electric utilities will file integrated resource plans, proposing power
plant retirement dates in the coming years.
Large power plants not only provide electricity for the state, but are also the economic engines
of the communities in which they are located. They are often the largest employer and largest
single source of tax revenue for the communities that host them. Moreover, power plants and
power plant workers play a significant role in shaping host communities. As large central power
plants retire, the host cities and communities will transform as well.
To explore the challenges and opportunities associated with power plant retirements, the Center
for Energy and Environment (CEE) led an assessment of the social and economic impacts of
five power plants across six communities that host them. Table 1 shows each of the power
plants and communities included in the study, along with their utility owner, fuel type, and
estimated retirement date.
Table 1: Utility Host Communities and Power Plants
Becker, MN
Sherburne
Sherburne County
Xcel Energy
Coal
2023*, 2026*,
Generating Station
2030 (unit
1, 2, 3
respective)
Cohasset, MN
Itasca
Boswell Energy
Minnesota
Coal
20351, 20361 (unit
Center 3, 4
Power
respective)
Monticello, MN
Wright
Monticello Nuclear
Xcel Energy
Nuclear
2040
Generating Station
Oak Park
Washington
Allen S. King Plant
Xcel Energy
Coal
2028
Heights, MN
Red Wing, MN
Goodhue
Prairie Island
Xcel Energy
Nuclear
2033, 2034 (unit
Generating Station
respective)
Prairie Island
1,2
Indian
Community
*Indicates approved
retirement date.
tlndicates date of full
depreciation (or accounting lifetime) —
there are currently
no proposed retirement dates.
The study authors conducted interviews with host community members, local government
officials, local businesses, leaders of local nonprofit organizations, and representatives of
organized labor unions that represent power plant workers. Additionally, the study authors
conducted a nonrandomized, online community survey to gather a broader range of
3
perspectives from the community. The study authors used information gathered through
interviews and community survey responses to tell the stories of these communities and
workers facing an unclear role in Minnesota's energy future and economy. These stories
articulate the concerns and hopes of community leaders, community members, and plant
workers, as well as describe ongoing efforts to assist communities and workers through plant
retirement transition.
The authors also performed supplemental interviews with state workforce experts and a
literature review of case studies on communities across the country that are transitioning
through power plant retirements. The interviews highlighted the worker and economic
development support that currently exists in Minnesota, and the case studies offered potential
lessons from other communities that have undergone power plant transitions. This report covers
the findings from this work with the intent of providing communities, stakeholders, and key
decision -makers the information needed to plan and prepare for a successful and just transition
for communities and workers.
The findings and conclusions from this study include the following:
1. Power plants have played an important role in building vibrant and stable
communities across Minnesota. Power plant closures will undoubtedly have a strong
economic and financial impact on the communities that host them, and potentially,
other Minnesota communities as well.
2. Minnesota's host communities are currently pursuing a variety of strategies to plan
and prepare for power plant closures and the economic transition that they will
require. None of those preparation strategies are expected to fully offset the
economic impact of a plant closure, but they may help mitigate the negative effects.
3. Planning and preparing for a community transition related to a power plant closure
requires a long time horizon.
4. Uncertainty or a lack of information around the timing of a power plant closure poses
additional challenges for a community's planning and preparation.
5. Land use and redevelopment of power plant sites after a plant has closed is an
important issue for Minnesota's host communities.
6. Minnesota plant workers, the unions that represent them, and the host communities
have shared interests and concerns regarding power plant closures. Workers, labor
unions, and host communities may benefit from close coordination and
communication in plant closure transition planning and preparation efforts.
7. In today's economy, power plant jobs are uniquely high in quality. There are no clear
options to replace power plant jobs with positions that are similar in terms of pay,
benefits, stability, and location.
8. Not all of Minnesota's host communities receive benefits from the power plant
they host.
rd
HOW TO READ THIS REPORT
This report is structured as follows:
1. Section 1 introduces the study's purpose and process and provides a brief overview of
the Minnesota communities it includes.
2. Section 2 provides background and context for each of the communities included in the
report as well as a description of the communities' interviews and survey responses.
3. Section 3 provides information on the role of organized labor in the power plants
included in this study as well as a description of interviews with representatives from
three labor unions who represent power plant workers.
4. Section 4 provides the authors' findings and conclusions.
5. Appendix A provides a detailed description of the methodology used for this study.
6. Appendix B provides a description of key state financial policies that are pertinent to
Minnesota's power plant communities.
7. Appendix C provides a description of existing workforce services and support offered
through the Minnesota Department of Employment and Economic Development that
may be helpful for workers and communities facing power plant closures.
8. Appendix D is a literature review of four case studies of power plant communities
elsewhere in the country that are facing or have experienced a plant closure, as well as
the findings and takeaways from those case studies. Appendix D also includes a
bibliography of resources consulted for this study.
5
SECTION 1: INTRODUCTION AND
BACKGROUND
Across the United States, evolving economics, aging electric generation infrastructure, and new
energy technologies are driving significant changes in the way electricity is generated and
consumed. State, local, and corporate goals to reduce greenhouse gas emissions are
accelerating the pace of change.
This national trend is also true for Minnesota. In the next 22 years, more than half of the power
plants responsible for the state's current electric generation are eligible for retirement.
Minnesota's electricity supply, which traditionally began its journey at a central power plant, is
shifting to a more complex and diverse mix of generation and demand-side resources. As our
state's energy mix transforms and many of our large, central plants retire, the cities and
communities that host utility power plants will transform as well.
In addition to powering our homes and businesses, these central power plants have powered
the economies of the communities that host them. Most communities that are home to these
large, central power plants — host communities — can attribute a large portion of their tax base,
economic vitality, and local jobs to the plants. In some instances around the country, the loss of
a power plant has resulted in negative social and economic consequences for host or nearby
communities as well as plant workers. Many communities, utilities, labor unions, and local and
state governments have employed a variety of strategies to assist communities and workers as
they transition through a power plant closure.
For Minnesota's host communities looking ahead, power plant retirements carry both anxious
uncertainty and reserved optimism. To explore the challenges and opportunities associated with
power plant retirements, the Center for Energy and Environment (CEE) led an assessment of
the social and economic impacts of five power plants across six communities that host them.
Stories from host community members, local government officials, local business owners,
leaders of local nonprofit organizations, representatives of organized labor unions, and workers
in the power plants were collected through interviews and a nonrandomized community survey.
These stories articulate the tensions and perspectives of host communities and workers as they
face an unclear role in Minnesota's energy future.
The authors also performed supplemental interviews with state workforce experts and a
literature review of case studies on communities across the country that are transitioning
through power plant retirements. The interviews highlighted the worker and economic
development support that currently exists in Minnesota, and the case studies offered potential
lessons from other communities that have undergone power plant transitions. This report covers
the findings from this work with the intent of providing communities, stakeholders, and key
decision -makers the information needed to plan and prepare for a successful and just transition
for communities and workers.
[ei
Host Communities
This study includes five different Minnesota electric power plants that face a likely retirement
within the next 20 years as well as the six communities that host those plants.' The participating
communities range in population from approximately 2,000 to 16,500 residents and are located
throughout the state of Minnesota. Table 1 provides a list of each community included in the
study and its associated power plant, along with the fuel type and estimated retirement date for
each plant. Figure 1 provides a map depicting the location of each of these power plants and
host communities.
Table 1: Utility Host Communities and Power Plants
Becker, MN
Sherburne
Sherburne County
Xcel Energy
Coal
2023*, 2026,*
Generating Station
2030 (unit
1, 2, 3
respective)
Cohasset, MN
Itasca
Boswell Energy
Minnesota
Coal
20351, 20361 (unit
Center 3, 4
Power
respective)
Monticello, MN
Wright
Monticello Nuclear
Xcel Energy
Nuclear
2040
Generating Station
Oak Park
Washington
Allen S. King
Xcel Energy
Coal
2028
Heights, MN
Generating Station
Red Wing, MN
Goodhue
Prairie Island
Xcel Energy
Nuclear
2033, 2034 (unit
Nuclear Generating
respective)
Prairie Island
Station
Indian
Community
*Indicates approved
retirement date
tlndicates date of full
depreciation (or accounting lifetime) —
there are currently no proposed retirement dates.
1 The Prairie Island Nuclear Generating Station is located on City of Red Wing land, but is directly
adjacent to the Prairie Island Indian Community reservation. Both Red Wing and the Prairie Island Indian
Community were included as host communities in this study.
7
Figure 1. Map of Minnesota Host Communities
Oak Park Heights
Each community included in this study has unique economic opportunities and social structures,
influenced by its size, geographic features, history, regional economy, and proximity to larger
metropolitan hubs. For ease of reference, Section 2 offers a brief overview of each of the
communities included in the study as well as the power plants they host, directly preceding
discussion of the corresponding communities' interviews and survey responses.
H.
SECTION 2: MINNESOTA'S POWER PLANT
HOST COMMUNITIES
Becker
Background Information
Table 2: Sherburne County Generating Station (Sherco) Quick Facts
Power Plant Information
Power plant fuel type
Projected Closure Date (unit respective)
Generation capacity
Plant employees
Average annual plant employee income
City information
City population
% of plant workers residing in city
% of city's tax base from power plant
County information
Sherburne County population
% of plant workers residing in county
% of county's tax base from power plant
School district information
% of school district's tax base from power plant
*Indicates retirement dates not yet approved by the PUC
Coal
2023,2026,2030*
2,500 megawatts
301
$88,556
4,800
20%
77%
94,600
31%
14%
54%
Becker is a central Minnesota city located in Sherburne County, about 45 miles from the Twin
Cities. Becker has a population of approximately 4,800.3 Becker is home to the Sherburne
County Generating Station, a three -unit coal-fired power plant owned by Xcel Energy, with total
capacity of 2,500 megawatts. The first two units at Sherburne County Generating Station, also
called "Sherco," were originally commissioned in the mid-1970s, and the third unit was
commissioned in 1987. The third unit at Sherco is co -owned by Xcel Energy and Southern
Minnesota Municipal Power Agency.
Sherco employs approximately 300 plant employees, 20% of whom live within Becker and 30%
of whom live within Sherburne County. Property taxes from Sherco make up approximately 77%
of Becker's city tax base, 14% of Sherburne County's tax base, and 54% of the Becker School
District's tax base.
In Xcel Energy's 2015 integrated resource plan, the Minnesota Public Utilities Commission
approved retirement of two of the three units, in 2023 and 2026.4 In 2017, the Minnesota
legislature passed a law providing Xcel Energy statutory permission to build a combined cycle
natural gas plant in Becker to replace the capacity lost with the unit retirements in 2023 and
z Average annual plant employee income was calculated using 2018 data provided by the utility.
a Estimated by the U.S. Census Bureau in 2017.
n "Sherco I & II Decommissioning." City of Becker. Accessed August 6, 2019.
https://www.ci.becker.mn.us/262/Sherco-1-11-Decommissioning
10
2026. The bill was signed into law by Minnesota Governor Mark Dayton.' In its 2019 resource
plan, Xcel Energy proposes closing the remaining Sherco coal unit by 2030.
Findings from Interviews and Community Survey
The study authors conducted a community survey and multiple interviews with Becker residents,
community leaders, and local government officials to gather information about how individuals
and organizations are thinking about and planning for the eventual retirement of the Sherco
Generating Station.
Nine Becker community members took the survey. In-person interviews with Becker's local
government officials included Becker Mayor Tracy Bertram, City Administrator Greg Pruszinske,
Sherburne County Commissioner Tim Dolan, Becker Township' Board Chair Brian Kolbinger,
Becker City Council Member Mike Doering, and Becker Public School Board Vice Chair Connie
Robinson. Interviews with Becker community members included one business representative,
Chuck Legatt of Liberty Paper, and one local faith leader, Pastor Rob Olsen of Becker
Baptist Church.
Community members and officials alike recognize the great importance of the Sherco plant to
the local economy as well as the social fabric of the city and its neighboring towns. Becker
Mayor Tracy Bertram summarized her apprehension regarding the plant's retirement, stating,
"Our biggest concern is tax base and how it will affect jobs for our citizens here. And what it will
mean philanthropically. Our charities will have to seek other avenues."
The mayor's concerns are shared by her constituents. Nearly all survey respondents were
familiar with the approved and proposed retirement dates for the Sherco plant's units. All but
one survey respondent reported feeling concerned about the future of the power plant and the
impact a plant closure could have on the community. In both interviews and survey responses,
participants emphasized the integral role the Sherco plant has played in shaping the town. "It
has defined who we are as a community and allowed excellent schools, golf course, etc. that
would not be here without taxing the power plant," stated one Becker business owner in a
survey response.
Looking forward, survey participants and interviewees reported optimism that the city will be
able to attract new businesses and expand its industrial park to absorb future losses in jobs and
tax base due to the power plant retirement. Survey respondents and interviewees hope
S Dunbar, Elizabeth. February, 28, 2017. "Dayton signs bills allowing natural gas plant in Becker." MPR News.
https://www. mprnews.org/story/2017/02/28/dayton-signs-bill-allowing-natural-gas-plant-in-becker
s The Becker Town Board and the City Council have partnered on a variety of projects and services. For many years,
the City and Township have collaborated via a Joint Powers Fire Board. Funding for fire services is shared between
the two governmental subdivisions. Since 2007, the Township and City have coordinated the jurisdictions' short -
and long-term land use and economic development goals through a Joint Planning Agreement. The City of Becker,
Becker Township, and five other neighboring governmental subdivisions are part of a Joint Powers Agreement
established to drive regional economic development, including capacity building within the regional transportation
networks.
11
that their town will grow, while maintaining its quiet charm, quality of life, great schools,
and low taxes.
The following section describes community members' and officials' survey responses and
interview discussions.
Host Community Story
The Plant that Built the Town
For the last several decades, the Sherco power plant has powered not only a large portion of
Minnesota, but also the growth and development of Becker. Prior to the Sherco plant, Becker
was a rural town with only a few hundred residents and very little commerce. After the Sherco
plant was commissioned in the mid-1970s, the town's population grew from roughly 360
residents to nearly 4,800 today. Many interviewees stressed that the city itself developed
around, and largely because of, the Sherco plant. One community member stated, "[Sherco]
has defined who we are as a community."
Council Member Mike Doering explained the town's transformation, saying, "Initially, the general
community benefitted [from the plant] as far as population goes. The large majority of them lived
in the [Becker] Township because there really wasn't any place for them to live in the city. It
stayed that way for several years, but once we built the golf course, the community center, and
started to build up the parks and rec stuff, people wanted to live in Becker. That's when the city
grew quickly." According to interviewees, as of the late 1990s and early 2000s, Becker was one
of the fastest growing communities in Minnesota.
Utilitv Contributions to the Tax Base
As the community faces the likely closure of the Sherco plant, tax revenue from the plant is top
of mind for leaders and members of the community. According to Pastor Rob Olsen of the
Becker Baptist Church, many in his faith community are approaching the future with fear. "There
are a lot of people who are concerned about the loss of tax flow. Becker has learned to live with
that tax base from Xcel. Our city leaders are doing a great job of weaning us off of that
dependence. It is a concern about what happens next — particularly to residential taxes."
Community survey responses reiterated that concern.
Six of nine survey respondents expressed concern
about their taxes increasing when the plant closes.
Other survey respondents noted concerns about cuts
to city services and amenities as a result of losing tax
revenue from the plant. One survey respondent stated,
"I have concerns over the economic impact this will
have on the city. We have a very nice city with very
exciting amenities, and I fear that will take a huge hit
when the plant closes." Other fears noted in surveys included a wave of layoffs,
the school district, and residents leaving the town for other jobs.
the collapse of
12
The Sherco plant is, by far, the City of Becker's largest tax contributor. In 2018, tax revenue
from the Sherco plant made up 77% of the City's tax base, 14% of Sherburne County's tax
base, and 54% of the Becker School District's tax base. Tax revenue from the power plant funds
basic operations for the city, county, and schools as well as capital projects, capital purchases,
and investments in public safety. Sherco taxes pay for the vast majority of the City's expenses,
allowing it to maintain infrastructure and provide services for its residents and businesses while
keeping taxes low.
Sherburne County Commissioner Tim Dolan explained how the county uses plant tax revenue,
"At the county level, it goes to our general fund. However, we have made a concerted effort to
earmark certain percentages of it to help the city and the township with the transition efforts. It's
not a hard and fast number, but we have an understanding that we're committed to the
transition effort here."
Those collaborative transition efforts are primarily focused on investments in infrastructure to
attract and retain businesses within the city. The City of Becker, in partnership with Sherburne
County, invested in preparing an industrial park and working to attract new businesses to the
city. Currently, Becker and Sherburne County, along with Xcel Energy, are working with a large-
scale data company in an effort to bring a data center to Becker as well.
Despite its ambitious economic development plans, the City has been conservative in issuing
levies and spending for economic development activities. In the 1980s, Becker created a special
tax district that included the Sherco plant to develop an economic development fund to pay for
an industrial park. "We didn't do any special levy on the power plant other than the industrial
park. That was specifically for the power plant. It was to get the industrial park going," said
Becker City Council Member Doering.
With those funds, the City prepared a 70 -acre industrial development site with "shovel -ready"
land, complete with the necessary infrastructure investments, zoning, planning, and
environmental studies for the site. "We're working to get stuff going. Infrastructure is key ...
without shovel -ready land, [businesses] won't even talk to you," said Council Member Doering.
The industrial park also includes access to rail and proximity to the Mississippi River and
Highway 10.
The site is already home to several businesses, and the city is working to attract additional
businesses to fill the remaining land parcels. One large tenant for the industrial park is Northern
Metals Recycling. Northern Metals is in the final construction phase of a 50 -acre facility in
Becker that will process everything from industrial metals to old cars. The facility is expected to
employ 85 workers.'
The community's business recruitment efforts are thoughtful and targeted to specific types of
businesses. Becker Township Board Chair Brian Kolbinger explained, "Aside from the tax
dollars, [the large-scale data company] will provide opportunities for skilled resources in our
I Gray, Callan. July 9, 2019. "Northern Metals prepares to open facility in Becker." KSTP 5 Eyewitness News at 10.
https://kstp.com/business/northern-metals-prepares-to-open-facility-in-becker-business-/5417660/
13
community that currently may not exist, opportunities that typically only exist in larger
communities."
City Administrator Greg Pruszinske explained that the City is working to attract the types of jobs
that match the skill sets of current Sherco plant workers in an effort to provide opportunities for
them to transition to other positions within the city. "Some of the jobs at the plant are technology
based," Pruszinske explained. "One of the things we're trying to do locally here is capture a
large scale data center to use the knowledge base that we already have. That's part of the
strategy. It's kind of dry and boring, but a lot of the things we're working on are things like
zoning issues, setbacks from the wild and scenic river area — there's a plan to build a water
treatment plant to treat surface water to cool a data center, and we're talking about water and
sewer lines and streets ... it's all rather mundane, but stuff you have to do to accommodate any
sort of business."
Social Contributions of the Utilitv and Plant Workers
Xcel Energy provides a number of benefits to the community beyond its contributions to the tax
base. Xcel Energy has partnered with the City of Becker in its efforts to attract new businesses
and expand its economy by providing access to its in-house experts to augment county and city
staff and resources. For example, a data company issued a request for proposals (RFP) to find
a location for a new, large data center. Xcel Energy provided substantial assistance to Becker in
developing a proposal to respond to the RFP. "It was a typical RFP process. Talk about access
to expertise. Responding to that type of RFP, the City of Becker would have been hard pressed
to do that without Xcel Energy," stated Sherburne County Commissioner Tim Dolan.
Sherburne County Commissioner Tim Dolan continued, "Aside from their tax dollars, [Xcel
Energy] staff occasionally collaborate with resources in many areas that cities the size of
Becker, or even counties the size of Sherburne County, can't necessarily afford to staff full-time.
They are a large organization with a lot of resources and access to information and technology
that we don't necessarily have. Xcel is a model corporate citizen in our community."
"Xcel is the reason [the large-scale data company] is talking to Becker," said Council Member
Doering, "Their expertise and access to resources is huge. They're good corporate partners."
The utility–community partnership is also apparent through the utility's philanthropy and plant
employees' philanthropy and volunteerism. Both survey participants and interviewees
enthusiastically described Xcel Energy as an excellent community partner. "Xcel has been
generous both financially, in terms of supporting events, as well as allowing employees to
volunteer in the community," Pastor Rob Olsen stated. "That forges a relationship and a positive
attitude between those that live and work here."
Interviewees described in detail Xcel Energy's charitable efforts in Becker, including:
• Supporting an internship program at the plant that allows two high school students to
job -shadow at the plant to learn about opportunities to work there;
• Donating $70,000 annually to United Way, as well as sponsoring a golf tournament in
Becker where proceeds go to the organization;
14
• Donating to the Becker School Robotics Club, as well as allowing plant engineers to
spend company time advising students on designs;
• Donating to the Becker Joint Operating Fire Fund and Becker Police Department;
• Donating to the Becker Area Senior Center;
• Hosting an annual Mississippi River clean-up event for plant employees;
• Donating to the Becker Youth Association, a nonprofit that funds youth sports teams and
a "backpack buddies" program that sends food home with kids that might otherwise go
hungry after school;
• Supporting a "Day of Giving" for plant workers to volunteer with the charity of their choice
on company time; and
• Donating to Meals on Wheels to deliver nutritious meals to seniors.
Going forward, interviewees and survey respondents fear that these longstanding community
contributions will disappear if the power plant closes. Mayor Tracy Bertram noted her concerns
about potentially losing the Sherco plant internship program, "Those children won't have the
exposure to any of the jobs that come out of that [Sherco] facility ...That opportunity would
be gone."
A community survey participant expressed their concerns, stating, "Local charities would be
affected by losing a large corporate citizen, as well as the loss of jobs that would affect
individual giving."
Relationship with Libertv Paper
Liberty Paper, Inc., (Liberty Paper) is an important employer in Becker, with a unique
relationship to the Sherco power plant. Liberty Paper is a manufacturing company that recycles
corrugated boxes into paper. The company employs approximately 165 people, roughly half the
number of employees at the Sherco plant. Located adjacent to Sherco, Liberty Paper purchases
steam from the Sherco plant to use for its operations. "We're a business partner as well as
neighbors," said a business representative from Liberty Paper. "Our relationship has evolved
over the years: As renewables come on board, the way [Xcel Energy dispatches steam] power
out of the [Sherco] units has changed, and that has impacted us. But we have a strong
relationship ... Right now we rely on them for steam, electricity, and gas. They really create our
competitive advantage within our industry because it's competitive out there."
When the Sherco plant retires, Liberty Paper will be faced with a difficult choice to either build its
own supply of steam or relocate. That situation might be avoided if the Sherco plant is replaced
with the planned combined cycle natural gas plant. "With the potential to have a combined cycle
plant here, that also benefits our operations here and gives us flexibility on our thermal energy
needs." The Liberty Paper relationship highlights the interdependence of Sherco plant and other
important Becker businesses.
Transition Efforts and Vision
Becker residents and community leaders hope to see Becker and the surrounding community
grow, while also maintaining its small town charm and many other amenities and characteristics
that residents value. Community survey respondents as well as local officials noted Becker's
15
great schools, parks, golf course, and public safety institutions as assets they hope to hold on to
long after a Sherco plant closure.
One community survey respondent described their vision of Becker 10 years from today,
stating, "[1 hope the city] double[s] in size, but still has a 'small town' feel, replaces tax income
dependency from the current power plant with other sources, still safe and secure with similar or
improved amenities, still strong schools at elementary and high school level."
Continued Role as a Power Provider
Given state legislation permitting Xcel Energy to replace two of Sherco's generating units with a
combined cycle natural gas plant, Becker may continue its role as a power provider for the
state. This would provide some tax revenue to the county and city as well as jobs to the
community, and may also allow Liberty Paper to remain in its current location and to continue
purchasing steam from Xcel Energy. The prospect of this plant has eased some community
members' fears. According to Pastor Olsen, "It has been a relief knowing that gas would be the
replacement as a utility investment."
However, the number of jobs at a new natural gas plant would be significantly lower than the
number of jobs at the current Sherco coal facility. It is expected that the combined cycle natural
gas plant will require about 15 employees, compared to about 300 employees at the current
Sherco coal facility. The city hopes that many of the jobs that would be lost due to a Sherco coal
plant retirement would be handled through attrition and reassignment rather than layoffs. "One
thing Xcel has done pretty well over the years is control their manpower through attrition. There
are some guys in their young 30s that work at the plant right now. If that plant shuts down, are
they out of a job? Not necessarily. They might be transferred over to the gas plant," explained
Council Member Doering.
Diversifvina the Local Economv
To ensure Becker's community transition is a success,
Becker's elected officials, City staff, and development
authority are working to diversify the city's business
community, attract transitional support, and prepare its
residents for a different, but still bright, future. As
discussed above, Becker has been working with
Northern Metals Recycling and the large-scale data
company to secure them as anchor tenants in the
town's industrial park. Community leaders and
members hope that by bringing those large businesses
to Becker, more companies will follow. One survey
respondent wrote, "[The large-scale data center]
coming would be huge. Not because of the 50 jobs expected, but because of the other
companies that want to be close to [its] server farm (Intel, Amazon, Microsoft, etc.). Liberty
Paper is growing nicely as well."
`ft
Pastor Olsen explained, "The whole idea of this snowball effect: You start to get some building
— be that the gas plant here or for [the data center] or anything else in the industrial park — that
gets other businesses thinking `that must be a growing community; we want to be part of that.
Maybe we should look at it — they've got shovel -ready lots."'
Olsen continued, "Becker is one or two projects away from being one of the most diverse small
town economies. This [transition] is allowing everyone to think about what Becker is — and what
it could be.... It would be a lot easier to let the plant leave and everyone with it, but that's not
what we're fighting for."
Advocating for Their Transition
Though Becker is a small town with approximately 4,800 residents, it is using its strong voice to
advocate for a successful transition for itself and other cities in a similar position. Becker Mayor
Tracy Bertram stated, "We tell our story to anybody who will sit and listen. At the legislature, we
connect with them on various levels and we tell them our story and how their decisions are
impacting us. We ask them if they've seen other communities like us and ask what stories they
can share to make us successful during this transition time."
Becker also advocates for itself at the Minnesota
Public Utilities Commission on issues related to the
Sherco Generating Station and other host community
issues. City Administrator Greg Pruszinske explained,
"We've also been engaged in the decision-making
process. Certainly through the Coalition of Utility
Cities, but we have also been at key meetings that the
Public Utilities Commission has been having when it
comes to the decision of decommissioning [units] 1
and 2. We made sure that we were at the table, in the
meetings, that the PUC Commissioners know who we are by name and same thing goes with
Department of Commerce and environmental groups.... It's very important to be known, but we
have to have a voice.... We want something out of this and we should get something out of this
as a host community. We've had 2,400 megawatts going to the grid — including to the Twin
Cities — for almost 50 years. The thing goes away, we should partner with the State of
Minnesota and other stakeholders to have a logical transition pathway forward."
17
r
•� y
Background Information
Table 3: Boswell Energy Center Quick Facts
Power Plant Information
Power plant fuel type
Projected closure date (unit respective)
Generation capacity
Employees
City Information
City population
• of plant workers residing in city
• of city's tax base from power plant
County Information
Itasca County population
% of plant workers residing in county
% of county's tax base from power plant
School District Information
Coal
2035*, 2036*
922.5 megawatts$
170
2,700
10%
69%
45,200
90%
13%
% of school district's tax base from power plant 1 19%
*Indicates date of full depreciation (or accounting lifetime) — there are currently no proposed retirement dates.
Cohasset is located in Itasca County in northern Minnesota along the Mississippi River, on the
western edge of the Mesabi Iron Rage. Cohasset is about 185 miles from the Twin Cities and 90
miles from Duluth.9 Cohasset has a growing population of approximately 2,700 residents,10 and
it is adjacent to Grand Rapids, a town with about 11,000 residents." Cohasset is home to
Minnesota Power's Boswell Energy Center, a four -unit coal-fired power plant with a combined
capacity of 1,070 megawatts. 12 The first and smallest two units of the Boswell Energy Center
were commissioned in 1958 and 1960, respectively, and were retired in 2018. The third unit
came online in 1973 and the fourth unit in 1980 — both continue to operate today.
The Boswell Energy Center employs approximately 170 workers, 10% of whom reside in the city
of Cohasset and 90% within Itasca County. Property taxes from the Boswell Energy Center
make up almost 70% of Cohasset's annual city tax base, 13% of Itasca County's tax base, and
19% of the Grand Rapids School District tax base.
The third and fourth units of the Boswell Energy Center will be fully depreciated in 2035 and
2036, respectively. Minnesota Power has not yet proposed a retirement date for either unit.
Findings from Interviews and Community Survey
The study authors conducted a community survey and in-person interviews with Cohasset
residents, community leaders, and local government officials to gather information about how
s "Boswell Energy Center." Global Energy Monitor Wiki. Accessed July 2, 2019.
https://www.gem.wiki/Boswell_Energy_Center
9 Duluth is Minnesota's third largest city based on estimates of the U.S. Census Bureau in 2017.
10 Estimated by the U.S. Census Bureau in 2017.
11 Estimated by the U.S. Census Bureau in 2017.
12 "Generation." Minnesota Power. Accessed July 2, 2019. https://www.mnpower.com/Company/Generation
19
individuals and organizations are thinking about and planning for a possible retirement of the
Boswell Energy Center.
Six Cohasset community members participated in the survey. In-person interviews with local
officials included Cohasset Mayor Greg Hagy; City Director of Operations and Finance Manager
Max Peters; Public Works Supervisor, member of the Cohasset Fire Department, and treasurer
of the Cohasset Firefighters Relief Association Duane Kilde; Recreation Coordinator Dave
O'Fallon; and Zoning Officer Greg Tuttle. The interview also included one community
member, and another community member provided written responses to interview questions at
a later date.
Despite there being no proposed retirement dates for the remaining Boswell units, community
survey participants and interviewees expressed concern and anxiety regarding a possible loss
of the Boswell Energy Center. Most of the concern was focused on the loss of tax revenue for
the City, County, and schools, as well as the loss of employment opportunities for community
members. Anxiety has been heightened as rumors and discussion of possible early plant
closure dates circulate.
The City of Cohasset is actively investing in a number of special projects in an effort to bring
new tax revenue and more economic activity to the community. The following describes
community members' and community leaders' survey responses and interview discussions.
Host Community Story
The Role of the Boswell Enerav Center in Cohasset
Cohasset is the smallest city included in this study. Located on the western edge of Minnesota's
Iron Range, it is also the most geographically isolated from larger metropolitan areas that may
offer additional employment opportunities. Moreover, other industries like paper mills and mining
that have typically provided employment opportunities in Cohasset, like paper mills and mining
companies, are in decline and downsizing their workforces. Therefore, the Boswell Energy
Center plays an oversized role for Cohasset's economy and identity. Highlighting Boswell's
critical role in Cohasset, Cohasset Mayor Greg Hagy stated, "This is almost a death sentence if
we lose the power plant."
The Boswell Energy Center is a large and important employer in Cohasset, with approximately
170 full-time plant workers year-round and hundreds more during maintenance outages.
Additionally, there are many workers employed indirectly through suppliers, vendors, and
contractors. Interviewees noted Boswell's important role in creating jobs (1) on the rail line used
to transport the coal; (2) in construction, to maintain the roads and infrastructure that serve the
plant; (3) for numerous contractors that supply parts and labor to the plant; (4) for restaurants,
hotels, and other hospitality businesses that serve plant workers; and (5) for
the 27 firefighters that are paid to be on call to respond to potential emergencies at the plant
and in the community.
Broader trends in the regional economy were a significant theme throughout interviews and
survey responses. The declining industry and job loss have been themes for the region. Many
20
community members and local officials mentioned the recent layoffs at Blandin Paper, once the
community's largest employer. In 2017, Blandin Paper announced the layoff of 150
employees.13 Minnesota Power's Boswell Units 1 and 2 were shut down just a few months later,
laying off more than 150 plant workers as well. "We've lost a lot of jobs in the last five years,"
said one community member interviewee.
Another community member stated, "[Boswell] is significant to the community and likely has
been in the top three [in terms of employment] over the years. It used to employ more than 250
people locally but now [it has] about 185. It is scary to think about what the community of Grand
Rapids would look like in the second poorest county in the state when it loses Boswell and
Blandin with no other major prospects."
On interviewee stated, "A lot of these cities [on the Iron Range] are struggling. There's no
revenue. For a lot of towns on the Range, there's nothing left. My guess is if [Minnesota Power]
left, we would lose people. Taxes would go up, services would go down, we'd lose jobs and
we'd lose people."
Cohasset's community survey respondents indicated
that there are few to no alternative employment
opportunities for plant workers if it were to close. All six
survey respondents discussed the job opportunities
that the Boswell plant provides to the community. No
survey respondents reported optimism regarding an
upcoming plant closure. In response to a question about other job opportunities in the
community, one respondent wrote, "None!! The mines are closed. The paper mill is laying off.
There are no jobs."
Another survey respondent stated, "[Boswell] is a large employer and tax payer, and if it were to
close unexpectedly it would have a calamitous effect on the economy."
Utilitv Contributions to Tax Base
Tax revenue from the Boswell plant makes up a significant portion of the area's various
municipal tax bases. As noted above, 2018 revenue from the Boswell plant accounted for
approximately 69% of Cohasset's city tax base, 19% of the Grand Rapids School District tax
base, and 13% of Itasca County's tax base.
Compared to adjacent cities, Cohasset residents and business enjoy some unique amenities
while paying significantly less in property taxes. Tax revenue received from the Boswell power
plant funds the majority of the city's operations, services, amenities, and investments, keeping
resident and business taxes low. City Director of Operations and Finance Manager, Max Peters
explained, "The biggest thing that it allows us is to have a lower than average percentage of tax
capacity levy. So that the amount of dollars that we levy to people as a percentage of our tax
13 October 24, 2017. "UPM Blandin to shutter one Grand Rapids paper machine, cut 150 jobs." Business North.
http://www.businessnorth.com/daily_briefing/upm-bland in-to-shutter-one-grand-rapids-paper-mach ine-
cut/article_Ofac28e6-b8ca-11e7-8e91-bf2ad7428a24.ht ml
21
capacity is lower because of Minnesota Power, which allows us to do [special projects] like the
industrial park, community center, daycare facility, mountain bike trails. You look at Grand
Rapids, it taxes at 84% of tax capacity. We tax at 26% of tax capacity. If we lost Minnesota
Power tomorrow, we'd be taxing at 84%, and that's just the local tax implications. If you talk
about taking [Minnesota Power's tax revenue] away from the County and the school district, the
impacts of that are not small. It allows us to do more projects and keep our taxes low."
Cohasset's strategy of maintaining such low taxes, however, is not without criticism. One
interviewee stated, "There is an argument that if we were really smart, we would tax at the
highest we could to get [the revenue] while [Minnesota Power is] here. If we are taxing at 26%
of our tax capacity, [we could raise it] if we wanted to collect more money from Minnesota
Power.... The alternative is that we'll have to raise taxes in the future, and then Minnesota
Power won't be in the picture."
"Right, well you're not an elected official. People are really sensitive about taxes," countered
Mayor Hagy. Interviewees acknowledged that if the Boswell plant retired, taxes in the city would
have to increase either way, and that would likely cause frustration among residents and
businesses. "No one wants to pay more in taxes, but no one wants to get rid of the amazing
services they're getting either," Public Works Supervisor and Cohasset Firefighter
Duane Kilde stated.
While the tax levy remains low in Cohasset, the City currently takes in a healthy amount of tax
revenue, which has allowed it to keep an eye toward the future and invest in special projects,
discussed in detail below. These projects are intended to attract economic activity and
businesses, as well as provide necessary services for the workforce and general public. "We've
been trying to do what we can in case the inevitable does come. We're doing what we can to
make revenue builders for our city," said Mayor Hagy
Cohasset is investing in its unique natural assets by building a 500 -acre recreational area on
two of the region's most unique lakes, which will feature 30 miles of world-class single-track
mountain bike, cross country ski, and hiking trails.14 This area is called Tioga Recreational Area
and is modeled after the Cuyuna trail system in Crosby, Minnesota. According to interviewees,
the City of Crosby invested in the Cuyuna trail system a number of years ago, and it resulted in
about $5 million of additional economic activity in Crosby per year.
Additionally, Cohasset is investing in its downtown area. The City purchased a 30 -acre parcel of
land in its downtown core along the Mississippi River and plans to prepare the site, construct a
roadway, add utilities, develop park space, and build a 50 -slip marina on the river. The City will
then work to sell smaller parcels of land to private developers to construct multiuse buildings,
including dining, retail, hotels, and condominiums.
Cohasset is also investing in an industrial park, business recruitment, and supportive services
and amenities for the workforce to come. City Director of Operations and Finance Manager,
Max Peters stated, "We invested $5 million into 300- and 400 -acre industrial parks, we're
14 Tioga Recreation. Accessed July 2, 2019. https://tiogarecreation.com/
22
investing in a community center and a daycare center to be secondary service providers for
[residents] when we fill that area, and [we're] trying to grow tax base as much as we can to
offset what we're eventually going to lose."
Mayor Hagy explained the strategy, "If someone comes into the community and does really well
and both parents have jobs but can't find day care — they'll leave. You have to have daycare."
In addition to the special economic development
projects, the City of Cohasset uses its current tax base
from the Boswell plant to provide services unique for a
community of its size. Cohasset, compared to other
similar -sized cities, has a large, well-trained, and well -
funded fire department. "The [tax] revenue goes to all of
our training. As far as our budget goes, when we
needed a firetruck, Minnesota Power basically paid half
of it because our tax base from them was over 50%,"
Public Works Supervisor and Firefighter Duane Kilde
explained. "If they have any emergencies, we are
trained as first responders to get there. It's been a big
asset to us as a fire department and [is] why we have
27 members."
Additionally, Cohasset is remodeling and enlarging its local elementary school. That school was
nearly closed by the district — students would have moved to other nearby schools outside of
Cohasset. The proposal was voted down, and the City of Cohasset worked with the district to
keep the school open. "The last referendum, they were going to close the school. People didn't
want to lose that school. So we did our part to keep it here," said Mayor Hagy.
"The City paid $985,000 to expand the gym and then on top of that did a $3.6 million project to
co -locate daycare and the community center to that school," said Peters.
The City of Cohasset is not the only beneficiary of the tax revenue provided by the Boswell
plant. Communities across the region receive indirect financial benefits as well. "Some of the
defining aspects of our property tax situation is that we don't collect [Local Government Aid from
the State] because we're a utility city. And because we're a part of the Taconite Assistance
Area, the Fiscal Disparities Program in place, the businesses in our community contribute a
million dollars a year to that fund and we receive zero dollars from it. So that's tax base that's
taken away from Cohasset," explained Peters.
"Cohasset is the net contributor to fiscal disparities in the northern fiscal disparities area," said
Mayor Hagy. "If we lose [Boswell], we could become the largest net receiver of fiscal disparities
funds. So that could really change things across the arrowhead." Analysis provided by the
Coalition of Utility Cities estimates that the closure of the Boswell plant would reduce revenue in
the Iron Range fiscal disparities pool by about 14%. This could have significant impact on other
communities in the region that rely on that funding pool.
23
The tax base that Cohasset has come to rely on may already be changing. After the closure of
Boswell Units 1 and 2 in 2018, the property value at the site went down, and so did its property
taxes. Since that devaluation is so recent, Cohasset has yet to fully feel its effects. A future
retirement of one or both of the remaining Boswell units would further decrease the plant's
contributions in tax revenue.
Social Contributions of the Utilitv and Plant Workers
According to interviewees, Minnesota Power and its employees contribute to the Cohasset
community in a number of ways beyond their contributions to the tax base.
According to one community member, Minnesota Power provides significant philanthropic
support to the community. He explained that Minnesota Power has a regional foundation with a
$20,000 annual budget to provide donations to the local community. The regional foundation's
charitable giving is directed by a committee made up of Boswell plant employees. Additionally,
Minnesota Power's foundation provides grants to projects within its broader service territory in
northeast Minnesota. He also stressed the important role of plant employees who volunteer their
time and contribute financially to local organizations. "[Boswell plant] employees are engaged
through [the] Powerful Partners Program in which they can donate $500 to an organization
when four employees donate four hours of time," the community member said. Boswell
employees also serve on the boards for Second Harvest Food Bank, United Way, and the local
Chamber of Commerce.
Another interviewee noted that the Minnesota Power pays to light the city's extensive bike trails
and the ski grounds nearby the plant.
Communitv Perception of the Utilitv and Plant
Community perception of Minnesota Power and the Boswell plant have become increasingly
positive over the years. "Twenty or thirty years ago there wasn't the same conversation as
today. The sentiment now is as strong as it's ever been for [Minnesota Power] as a great
community asset and partner," City Director of Operations and Finance Manager Max Peters
said. "They communicate well with the city. I feel lucky to work with Minnesota Power because
they seem like a receptive, willing partner rather than a rigid and adversarial."
Coal ash pollution from the Boswell Energy Center was once a major concern for the community
and negatively affected the community's perception of Minnesota Power and the Boswell plant.
"I've been living here for 33 years, and we used to have little bits of foam floating around,"
Public Works Supervisor Duane Kilde described. "When they put Unit 4 in, your cars would have
little dots on it from the ash. But they've worked so hard to eliminate that. The dust used to
come over our houses and blacken our decks. All that stuff has gone away. They've done a
tremendous job of getting rid of that. Twenty years ago it was just like the mines with the iron
ore — there was a negative perception. Now, people feel like we need them."
Peters noted that the community would be shocked to see historic pollution data from the plant
compared to today. "They used to put a couple hundred pounds of mercury in the air each year.
I don't think they've received the credit they deserve from the public for making those
[improvement] investments and being proactive about it," Peters stated.
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"They just put in new scrubbers on the stack.... It's kind of shocking that [the plant] would go
away with all that they've done," added Kilde.
Transition Efforts and Vision
As discussed above, Cohasset is using its current healthy tax base to invest in an array of
economic development efforts as well as supportive services and amenities for the community's
workforce. Additionally, the City streamlined processes for obtaining building permits and
changing zoning codes, and also reduced building fees to attract and encourage additional
investment by businesses and residents. Nonetheless, City officials do not expect that all those
efforts combined would fully replace the tax revenue currently provided by the Boswell plant.
City Director of Operations and Finance Manager Max Peters said, "The challenge is that we
could fill our industrial park today and it wouldn't even be half of what Minnesota Power pays in
tax capacity. That's what's so daunting.... Boswell is so big and so important."
An Uncertain Timeline
Though there is not yet an approved or proposed date to retire the Boswell plant, there is
increasing conversation about a possible early retirement. This conversation is happening as
Minnesota electric utilities are closing coal-fired power plants across the state for economic and
environmental reasons. "As I understand it, the accounting perspective is that 2034 is the actual
life span that the plant could be operating if there wasn't such a negative perspective on burning
coal," said Peters.
The timing of a potential plant retirement looms large over City officials, who until recently
expected Boswell to operate for decades to come. Peters explained, "For the last eight years
I've been here, it's been heating up every year of `When are we going to get rid of coal? When
does Boswell go down?' If we were looking at our calendars, it was 2050 or 2065 — somewhere
way out into the future where you've got a longer runway to plan and adjust for it ... We've been
trying to build tax base to offset what we will eventually lose. The challenge, recently, is that that
timeframe is ramping up. What could have been 2050 or 2060 is now 2034 or 2028 or
something even sooner than that. Even a year ago, if you'd asked me how important is it, it's
something we're worried about but not a priority. But today — you know if this plant were to
close down in 2028, we would have some very difficult conversations [to start]. It doesn't give us
nearly the runway and time to plan for it."
An accelerated timeline for retirement would strain the City's long-term economic development
plans and efforts, which may take decades to carry out. Peters stated, "We're exploring every
opportunity that we can within reason, but that industrial park is a 20- to 30 -year investment.
That won't be full for 15, 20, or 30 years. The timeline was 2050 or 2065, but now you're talking
2028 and I can't fill that thing in eight years. Economic development is slow and unreliable."
For public input on its comprehensive plan, the City of Cohasset is planning to engage residents
in its efforts to plan for the possible retirement of the Boswell Energy Center. As part of this, the
City will send out a survey reminding residents that the Boswell plant covers nearly 70% of the
City's overall tax capacity and asking what residents are willing to fund or wish to cut from city
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services and operations when the plant eventually retires. This question will feed into several
others that will be asked to inform the comprehensive plan.
A Continued Role as a Power Provider
According to interviewees, Cohasset would
welcome a continued role in Minnesota's energy
future. City staff expressed hopes that the plant
could be converted to natural gas or other cleaner
fuels. According to Peters, "If we were sitting here
and saying they [Minnesota Power] are going from
33% coal to 0% coal and it didn't impact the jobs or
the tax base or the things that affect this community
— then frankly we'd probably support it. If we had a
choice of not burning [coal], and [it] was
environmentally drastically better and didn't
economically hurt us, that's what we're looking for." Peters continued, "For us, it's about losing
jobs and the secondary benefits. If you could keep benefits all the same with a different
technology, then we wouldn't be so fearful. What we're talking about here is plant closure.
Shuttering a plant ... If our benefits stayed the same, do we care if they're burning coal or
natural gas or if it was wind, solar, hydro? If I had a choice, I'd prefer that it's all clean."
Interviewees went on to state that they are looking for a "unicorn" — a way for the city to
continue to generate power and receive substantial economic benefits from it without causing
environmental harm.
"I understand the issues of global warming and the issues of using coal, but the effects that
[plant closure] has on this community and northern Minnesota are not insignificant," said Peters.
Further, the effects of plant closures may have broader, statewide impacts. Mayor Hagy stated,
"Across the state, you've got communities like Oak Park Heights and others in this position. This
will affect the state." In the event of a plant closure, City staff hopes that Local Government Aid
and Fiscal Disparity Program dollars from the Iron Range Resources and Rehabilitation Board
will ease their transition.
W
Monticello
Background Information
Table 4: Monticello Nuclear Generating Station Quick Facts
Power Plant Information
Power plant fuel type Nuclear
Projected closure date 2040*
Generation capacity 671 megawatts
Plant employees 460
Average annual plant employee income 15 $108,991
City Information
City population 13,600
% of plant workers residing in city 16%
% of city's tax base from power plant 50%
County Information
Wright County population 134,286
% of plant workers residing in county 32%
% of county's tax base from power plant 9%
School District Information
% of school district's tax base from power plant 1 46%
'Indicates a date not yet approved by the PUC, as it would require a nuclear relicense approval
"Average annual plant employee income was calculated using 2018 data provided by the utility.
27
Monticello is a central Minnesota city located in Wright County, along the Mississippi River —
about 40 miles from the Twin Cities. Monticello has a population of approximately 13,600
residents. 16 The city is home to Xcel Energy's Monticello Nuclear Generating Station, which is a
boiling water reactor nuclear power plant with 671 megawatts of capacity. The Monticello
Nuclear Generating Station began operations in 1971. In 2006, the Nuclear Regulatory
Commission renewed the plant's license through 2030.17
Xcel Energy built a dry cask storage facility in Monticello in 2008. It is licensed by the Nuclear
Regulatory Commission and is allowed to store fuel through the plant's current operation
license. 18 Xcel Energy has stated that it is working with federal authorities to encourage the
development of a permanent, off-site storage facility for spent nuclear fuel. 19
The Monticello Nuclear Generating Station employs 460 plant workers, 16% of whom reside
within Monticello and 32% within Wright County. Utility property taxes from the plant account for
approximately 50% of Monticello's city tax base, 9% of the county's tax base, and 46% of the
Monticello School District's tax base.
In its 2019 integrated resource plan, Xcel Energy proposed extending the federal license and
operating life of the Monticello Nuclear Generating Station through 2040. The extension
proposed in the plan must be approved by the Minnesota Public Utilities Commission; the plant
must be relicensed by the Nuclear Regulatory Commission; and the company must receive a
Certificate of Need for the plant, also from the Minnesota Public Utilities Commission.
Steps
Process
Expected
Time Required
Timing
Step 1
Xcel Energy proposes to the Minnesota Public
Initial filing on
10-24 months
Utilities Commission to extend the life of a
July 1, 2019;
nuclear power plant as part of its preferred plan
Supplemental
in its integrated resource plan. The proposal is
filing on April
approved, denied, or modified.
1, 2020
Step 2
Xcel Energy applies to the Nuclear Regulatory
Mid -2023–
5-6 years
Commission to extend the license of a nuclear
Early 2025
power plant. The application is approved or
denied.
Step 3
Xcel Energy files for a Certificate of Need with
Mid -2020s
3-4 years
the Minnesota Public Utilities Commission to
extend the life of a nuclear power plant. The
request is approved or denied.
16 Estimated by the U.S. Census Bureau in 2017.
1' "Monticello Nuclear Generating Station." Xcel Energy. Accessed June 25, 2019.
https://www.xcelenergy.com/energy_portfolio/electricity/nuclear/monticello
18 "Nuclear Energy." Xcel Energy. Accessed June 25, 2019.
https://www.xcelenergy.com/energy_portfolio/electricity/nuclear
19 "Nuclear Energy." Xcel Energy. Accessed June 25, 2019.
https://www.xcelenergy.com/energy_portfolio/electricity/nuclear
28
Findings from Interviews and Community Survey
The study authors conducted a community survey and multiple interviews with Monticello
residents, community leaders, and local government officials to gather information about how
individuals and organizations are thinking about and planning for an eventual retirement of the
Monticello Nuclear Generating Station (Monticello nuclear plant).
Twelve Monticello community members participated in the community survey. In-person
interviews with Monticello City staff included City Administrator Jeff O'Neill, City Finance
Director Wayne Oberg, Communications Coordinator Rachel Leonard, and Community
Development Director Angela Schumann. Wright County Commissioner Darek Vetsch,
Monticello School District Superintendent Eric Olson, and a representative from the local
Chamber of Commerce were also interviewed.
Overall, interviewees and survey participants
expressed a mix of optimism and concern regarding
the future of the Monticello nuclear plant and the
surrounding community. Community members and
local officials expressed a sense of relief that Xcel
Energy requested to keep the plant open for another
decade, but also anxiety that when the plant eventually
closes, the city will lose tax revenue and a strong
community partner.
The most common concern expressed by community survey participants was that closure of the
power plant would create a social loss in the community. One survey response read, "The
power plant in our community has been a big supporter to our Chamber of Commerce events,
Rotary projects, and many other local festivals. Many of its employees are also our neighbors
and friends; it is truly a sense of building a great community together."
Another survey respondent stated, "[The Monticello nuclear plant] has been a great partner to
our community, and it plays a significant role in contributing the success of our community
economic growth."
Survey respondents and interviewees also cited the community's great parks and recreational
amenities, a strong volunteer base, and low property taxes as benefits they attribute to the
Monticello nuclear plant. The following describes community members' survey responses and
interview discussions.
Host Community Story
Utilitv Contributions to the Tax Base
The Monticello Nuclear Generating Station contributes a substantial amount of tax revenues to
the City of Monticello, Wright County, and the Monticello School District. As noted above,
property taxes from the Monticello nuclear plant make up roughly 50% of the city's tax base, 9%
of Wright County's tax base, and 46% of the Monticello School District's tax base. Tax revenue
from the plant goes toward general operating expenses and debt service.
29
The plant's tax revenue allows the City to keep taxes low for its residents and businesses, while
maintaining a health city budget for public services. Monticello has the lowest residential tax rate
of any city in Wright County, but also the highest tax base.
This healthy tax base, in part, allows the City to provide services uncommon for a city of its size
at relatively low costs for its residents. For example, Monticello has an excellent community
center with a water park, fitness center, senior center, and indoor playground area; excellently
maintained parks and trails; and modest garbage and storm water utility charges. "The services
that we provide make it a nice place to live," stated City Administrator Jeff O'Neill. However,
O'Neill stressed that the City has not been excessive in the services it provides to its citizens.
Moreover, the City is increasingly transitioning to fund services through user fees, a more typical
funding approach for a city of its size. O'Neill stated, "The City of Monticello has not fully
exploited the capacity to fund services and amenities. We do have nice things: We have a
community center; we did have garbage collection at no cost, which was centralized. That now
is shifting becoming more of a user -based fee. And we've shifted our storm water utility to be
funded less by Xcel and more by user fees."
The City's transition toward funding more of its services at least partially through user fees is a
proactive step in its long-term effort to reduce its dependence on the Monticello nuclear plant.
O'Neill explained, "What's driving that is the recognition that we need to, over time, wean
ourselves off of our dependence on property taxes that Xcel provides — try to become more like
other cities in how they operate and pay for things." O'Neill expects that since Xcel Energy
announced its intent to extend the life of the Monticello nuclear plant, the urgency to shift to a
more user -fee driven funding model may be lessened. However, he sees the shift as good
practice for the long-term stability of the city and expects that the city will continue to move
that direction.
Monticello Communications Coordinator Rachel
Leonard added, "At some point when the plant goes
away, we will have to shift to a more typical financial
structure. The [City] Council has been very intentional
about realizing that, even if the plant is relicensed for
another 10 or 20 years, it is in our best interest to start
diversifying now. That's obviously not going to happen
overnight. It's going to be a big change."
In addition to city service and basic operations, the tax
revenue from the Monticello plant helps the City fund
infrastructure investments necessary to accommodate
growth in the area. O'Neill explained, "The other thing that Monticello has going, because we
are in a growing area, we have more demands for debt. We have interchanges to build. We've
got sanitary sewer and water lines to construct, roads. There's just more pressure for
construction. So having Xcel in the neighborhood really helps us out to soften that."
Monticello has been able to pay for much of its investments in road construction — both
maintenance and reconstruction — through its property levy, rather than assessing additional
30
taxes to residents and businesses. O'Neill stated, "Some cities would have charged their
property owners through an assessment [for the entire cost of the infrastructure investments],
but what we do is we charge some — at least 20%-30% — [through an assessment] but then
the rest of it goes on to that general levy. We've had the latitude to do that. That's kind of a
hidden benefit of the plant."
Another indirect benefit of the tax revenue that the City receives from the Monticello plant is that
residents and local businesses retain more of their earnings, increasing disposable income.
"Our public finance system and the way we operate is a bit strange because we have this great
property tax wealth that drives the tax rate down," explained City Administrator O'Neill. "That
gives us more discretionary money as individuals. Less of our disposable income has to go
toward property taxes."
Additionally, average annual base pay for plant employees is above $100,000, significantly
higher than the average annual income for the county overall. Commissioner Vetsch stated,
"The plant increases the household income in Monticello and the northern part of the county
area.... The wages out at the plant are substantially above that of the local community. So it
puts our household income far above our peer cities in the county or across the river in
Sherburne County." These high -wage workers contribute to the community economically by
owning property, spending money in local stores, donating to local nonprofits, and more.
In addition to paying its property taxes, Xcel Energy puts money in a Nuclear Remediation
Fund, to which the City and County can apply for funds. "With those funds, they're used for
paying for specific pieces of equipment that we would need to respond to a nuclear event. They
are useful because the things it funds can be used for other safety needs as well," stated City
Administrator O'Neill.
Social Contributions of the Utilitv and Plant Workers
The Monticello nuclear plant provides more than tax and employment benefits to the
community. Through both interviews and survey responses, community members and local
officials described Xcel Energy as a good partner, stating that the company plays an important
role in the social fabric of the community. One survey respondent stated, "[Xcel Energy is] a
good neighbor that supports our community in various ways." Interviewees and survey
respondents described how the Monticello nuclear plant enables the community's stable
schools, robust volunteerism, and a strong business community.
In addition to the substantial tax revenue the Monticello School District receives from the
nuclear plant, it also enjoys a consistently high student population thanks to the plant's
workforce. Monticello School Superintendent Eric Olson explained, "Even back into the 70s,
'80s, and '90s, Monticello has been a thriving district. At one time, we even had the largest
elementary school in the whole state. Being a successful school district can be connected to the
power plant and the workforce they bring to our community.... The stability that the power plant
has sustained for several decades has provided an amazing structure to keep our district
strong. We are proud of our slow, steady growth. And I owe that in large part to the power
plant." The consistent growth in student population allows the Monticello School District to
maintain stable funding. Superintendent Olson continued, "Consistent growth equates to
31
consistent funding and ultimately gives our district a better opportunity to maintain and retain
quality programming for students, staff, and beautiful facilities."
Superintendent Olson continued, "We have a great working relationship with the plant. The plant
provides quality jobs for families, as well as expertise and quality volunteers to ensure kids get a
great education."
Additionally, the school district partners with Xcel Energy to identify workforce trends and
prepare the district's students for emerging opportunities and workforce needs. A representative
from Xcel Energy sits on a Wright County Educational Task Force to share the company's
perspective and knowledge about emerging job opportunities in the energy field. Superintendent
Olson stated, "Xcel also sits on our school committees as well to look at our job force and how
the needs of our job force are changing. They've been key partners. They represent a unique
business structure. They have everything from entry-level labor positions all the way to
professional management and engineering positions."
The Monticello Nuclear Generating Station has also benefited the community's nonprofits and
charitable organizations. Xcel Energy encourages its employees to volunteer in the community
and allows plant workers to take a day of service for an annual clean-up along the Mississippi
River. Last year, plant workers also contributed to a local arts campaign to create a public
display at the City's public works facility, which will be used to invigorate the downtown area.
Interviewees noted that plant employees contribute substantially to the local United Way and the
local Lions Club. Xcel Energy and its employees are also strong supporters the Monticello
Chamber of Commerce. A representative of the Monticello Chamber of Commerce stated, "Xcel
is always quick to sponsor our events. Committed volunteers are few and far between these
days, but [Xcel Energy] always send[s] staff to our events as well."
Xcel Energy is also a sponsor of the Monticello Riverfest, the city's largest annual summer
event. Interviewees indicated that last year, Xcel Energy was integral in securing a well-known
band for the event to draw in more people to the city.
Interviewees also noted that Xcel Energy donates to the local Girl Scouts and Cub Scouts, as
well as the Chamber of Commerce's Royal Ambassadors Scholarship program, which awards
scholarships to young people for volunteering with Monticello events and charitable activities.20
City staff noted the importance of Xcel Energy's open and regular communication and
coordination with the City. Xcel Energy communicates changes at the state legislature and
Internal Revenue Service that affect the Monticello nuclear plant's tax assessments. This
communication is critical for City staff and local officials to plan and budget.
20 "Monticello Chamber Royal Ambassadors Program." Monticello Chamber of Commerce and Industry. Accessed
June 25, 2019. http://www.monticellocci.com/list/member/monticello-chamber-royal-ambassadors-prog-
monticello-822
32
Additionally, City staff and Xcel Energy meet quarterly
to discuss city and plant news, such as refueling events
and ongoing safety efforts and inspections. Refueling
events, in particular, have a huge impact on the city's
economy. Each event brings 500-800 people to town,
who eat, stay, and use local clinics and other facilities
for their one -to -two-month visit, which occurs roughly
every two years.
Many local retail vendors in Monticello receive a major
boost during the power plant's refueling outages. The
representative from the Monticello Chamber of
Commerce mentioned in her interview that local hotels
are often full during these times. The Chamber offers
welcome bags to these visitors with information about
local restaurants, shopping opportunities, medical
clinics, dental offices, and other businesses.
Swan Park
Shortly after the Monticello nuclear plant became operational, this microclimate attracted five
endangered trumpeter swans to over -winter in Monticello. A Monticello community member,
Sheila Lawrence, now nicknamed "the Swan Lady," began feeding the trumpeter swans,
attracting more and more to join the initial five. Today, over one thousand of the 10 -foot -wing-
span birds congregate in Monticello during the winter. The swans have become part of the
town's identity and a major attraction for visitors. Thousands of visitors come to Monticello to
33
see the trumpeter swans each year, visiting local shops and restaurants. The trumpeter swan is
now featured on the City logo and in a large bronze sculpture outside of Monticello City Hall.
Xcel Energy and Monticello co -fund the "SwanCam" so that people can watch the swans on a
live stream all winter long.21
Transition Efforts and Vision
Community survey respondents, nearly all of whom reported that they live and work in
Monticello, expressed little optimism about or support for closing the nuclear plant. Respondents
said that the power plant provides economic vitality to the community, clean electricity to the
state, cheaper utilities for residents, and a great corporate community partner. Similarly, local
officials who were interviewed, though they are actively planning and preparing for the plant's
eventual retirement, expressed hope that the plant will continue to operate beyond its current
end -of -license date in 2030.
A Proposed Extension
As noted above, Xcel Energy's most recent integrated resource plan filing proposed extending
the Monticello Nuclear Generating Station's retirement date from 2030 to 2040. Though the
proposal does not guarantee an extension of the plant's life — the proposal requires approval
by the Minnesota Public Utilities Commission and the federal Nuclear Regulatory Commission
— it has lessened the sense of urgency and anxiety around transition planning and efforts for
the community. According to City Finance Director Wayne Oberg, "Xcel's [integrated resource
plan] reduced anxiety about the plant. Now we can balance infrastructure plans with diversifying
our tax base. It no longer feels as dire of an issue."
Even so, the Monticello community will continue efforts to reduce its reliance on the nuclear
plant and to diversify City revenue. As discussed above, the City will continue to gradually
transition storm water and sewer service as well as garbage collection to user -based fee
models. City staff are also discussing plans to incrementally increase residential property taxes
to more closely match the average property taxes of neighboring cities. "We're trying to think
about the plant retirement as a personal retirement," said City Administrator Jeff O'Neill. "You
have to put some money away for the time that you won't have it."
Wright County also expects to continue its preparations for a future without tax revenue from the
Monticello nuclear plant. Commissioner Vetsch expects that all of the County's 60 -year capital
projects will be completed by the power plant's current license expiration date of 2030, meaning
that all buildings will have been sufficiently upgraded and retrofitted and the associated debt
service will be balanced by that time.
The City of Monticello is also considering the future of the plant site as staff begin a
comprehensive planning process. During that process, the City intends to work with Xcel Energy
and community members to consider a future in which Monticello is less dependent on the
power plant. Interviewees discussed one possible redevelopment opportunity: a river crossing to
u "Swan Cam." Fibernet Monticello. Accessed August 8, 2019. http://www.fibernetmonticello.com/swan-cam/
34
allow for better traffic flow to and from Becker, Minnesota, and along U.S. Highway 10 as well
as business development along the corridor.
Nuclear Waste Storage
Any future use of the land on which the Monticello nuclear plant sits may be limited due to the
presence of spent nuclear fuel. As noted above, spent nuclear fuel is being stored on-site at the
plant. Interviewees noted that the community never expected be a storage site for the plant's
spent nuclear fuel. Today, there are roughly 30 dry casks of nuclear waste located at the
Monticello nuclear plant. The future of that spent fuel will undoubtedly affect potential future
developers' interest in the site.
Local officials and community members alike hope to see progress in relocating or reusing the
spent fuel stored at the plant. Monticello City staff participates in the Nuclear Waste Strategy
Coalition — a collective of cities, electric power providers, and state regulators that seeks to
secure a timely, safe, and cost-effective storage site for nuclear fuel waste in a permanent
repository using the federal Nuclear Waste Fund.22
One community survey respondent stated, "The power plant in our community plays an
important part of our lives. So I sincerely hope to see it continue its operation beyond
2030. Meanwhile, finding a way to recycle its waste will be a great innovative `renewable
energy' concept."
If the Plant Retires
Though Xcel Energy's proposal to extend the life of the Monticello nuclear plant has eased
concerns, Monticello residents and local officials expressed significant fears about the future of
the community if the plant were to retire. Community survey respondents stated that a power
plant closure could result in lost jobs with no comparable replacements, an exodus of residents,
reduced resources for the school district, and higher taxes for residents and businesses.
One survey respondent stated, "[If the plant closes,] well paid, educated workers would relocate
out of the community, schools would be negatively affected by the loss of taxes, potential loss of
students, and loss of a community partner."
Wright County Commissioner Vetsch echoed these
concerns, "My main concern is the economic loss of
high -wage jobs out of Xcel Energy. Not only would
people's taxes go up, but we'd have a mass exodus
and a large boom of real estate for houses over
$500,000. That those jobs just won't exist in our
community, and that will have a rippling effect
through our community."
" "Member Organizations." Nuclear Waste Strategy Coalition. Accessed August 8, 2019.
http://thenwsc.org/about-us
35
Monticello Communications Coordinator Rachel Leonard suspects such fears could actually
initiate or worsen transition challenges for the community. Leonard said, "And how do we
prevent that from becoming a self-fulfilling prophecy, meaning that uncertainty causes people to
feel nervous and anxious." She continued, "How do we even talk about the transition without
making people feel fearful? This is just a process and we want to move through as responsibly
as possible."
Despite the overall notes of concern, some survey respondents and interviewees expressed
hope that the community will be able to capitalize on its many assets to diversify the economy
and successfully grow even if the plant closes. Community members and some local officials
noted the opportunity for the city to become a regional distribution hub given its proximity to the
Twin Cities, St. Cloud, and Interstate -94. Interviewees hope to see Sherburne County and
Wright County to do more joint regional transportation planning to improve traffic flow and
business development. Additionally, interviewees discussed the potential for the Bertram Chain
of Lakes Regional Park, which will feature nearly 1,200 acres of natural land, a campground,
and a fully off-road triathlon facility, to attract new tourism to the city.
36
Oak Park Heights
37
Background Information
Table 5: Allen S. King Generating Station Quick Facts
Power Plant Information
Power plant fuel type
Projected closure date
Generation capacity
Plant employees
Average annual plant employee income 23
City Information
City population
% of plant workers residing in city
% of city's tax base from power plant
County Information
Washington County population
% of plant workers residing in county
% of county's tax base from power plant
School District Information
% of school district's tax base from power plant
*Indicates retirement dates not yet approved by PUC
Coal
2028*
511 megawatts
87
$92,831
4,900
2%
38%-40%
256,348
24%
<1%
5%
Oak Park Heights is located in Washington County along the St. Croix River, Minnesota's
eastern border, about 25 miles from the Twin Cities. Oak Park Heights has a population of
approximately 4,900 residents.24 Oak Park Heights is home to Xcel Energy's Allen S. King plant,
a 511 megawatt coal-fired power plant. The Allen S. King plant was commissioned in 1968 and
underwent rehabilitation between 2004 and 2007.25
The Allen S. King plant employs approximately 87 workers, 2% of whom reside within Oak Park
Heights and 24% of whom reside within Washington County. Utility property taxes from the
Allen S. King plant make up approximately 40% of Oak Park Heights' annual city tax base.
The Allen S. King plant would be fully depreciated in 2037. However, in its 2019 integrated
resource plan, Xcel Energy proposed that the Allen S. King plant be retired in 2028, nine years
ahead of schedule. The proposed early retirement requires approval from the Minnesota Public
Utilities Commission.
Findings from Interviews and Community Survey
The study authors conducted a survey and multiple interviews with Oak Park Heights residents,
community leaders, and local government officials to gather information about how individuals
and organizations are thinking about and planning for the eventual retirement of the Allen S.
King coal-fired power plant.
21 Average annual plant employee income was calculated using 2018 data provided by the utility.
24 Estimated by the U.S. Census Bureau in 2017.
21 "Allen S. King Generating Station." Xcel Energy. Accessed August 13, 2019.
https://www.xcelenergy.co m/energy_portfol io/electri city/power_pla nts/a I len_s._ki ng
38
Nine Oak Park Heights community members participated in the community survey. In-person
interviews with Oak Park Heights local government officials included Oak Park Heights Mayor
Mary McComber, City Council Member Chuck Dougherty, City Council Member Carly Johnson,
City Council Member Mike Liljegren, County Commissioner Gary Kriesel, Deputy Administrator
for Washington County Kevin Corbid, Stillwater Area Public School Superintendent Denise
Pontreli, and Executive Director of Finance and Operations for Stillwater Area Public Schools
Kristen Hoheisel. Additionally, a local restaurant owner and representative from the Stillwater
Chamber of Commerce were interviewed.
By and large, interviewees and community survey participants expressed concern over a power
plant closure. Six out of nine survey respondents said they are concerned about the future of
the plant as it relates to their community, specifically citing worries about hikes in property taxes,
loss of jobs, and higher energy costs. All community respondents except one expect the King
plant to close in the near future.
Despite concerns about the plant's future, interviewees and survey participants expressed
optimism regarding the potential to redevelop the plant site. Oak Park Heights, though a small
city, boasts impressive parks and recreation amenities and is located along the St. Croix
National Scenic Riverway. One survey responded wrote, "The land on which the plant stands,
located as it is on the river, could be redeveloped for housing, recreation, or other positive
social good."
The following describes community members' responses and discussion from the survey
and interviews.
Host Community Story
The Oak Park Heights community has had a mixed relationship with the Allen S. King plant over
the 50 years it has been in operation. Many survey respondents noted the positive impact that
the power plant has had on the community: as a source of significant tax revenue, a job
provider, a community partner, and a supplier of reliable electricity. Others, however, noted the
unattractive smokestacks along an otherwise scenic St. Croix River and the coal dust and
pollution the plant has emitted into the community.
One community survey respondent stated, "[The King plant] donates money to local schools
and nonprofits, and taxes paid go to schools." Another community survey respondent stated that
the plant provides "tax revenue, employment, [and] business opportunity."
Another community member wrote of the plant, "[It has] ugly smokestacks and coal piles in an
otherwise scenic valley." And yet another stated that the negative aspects of the King plant
include, "pollution, coal dust, [and] occasional steam blow -offs that alarm residents."
No matter how community members feel about the plant, however, they all acknowledge that it
plays an important role in the local economy and feel uncertain about what will happen to the
community when the plant retires. Oak Park Heights City Council Member Carly Johnson
stated, "I think people are nervous about [the plant closing]. That's the question my neighbors
39
ask me, `What's going to happen in eight years? How's that going to impact our taxes?' I think
people are nervous, but with the lack of information, it's just a wait-and-see game."
Utilitv Contributions to the Tax Base
As noted above, in 2018, tax revenue from the King plant accounted for approximately 40% of
Oak Park Height's city tax base, 5% of the Stillwater School District's tax base, and less than
1 % of Washington County's tax base.
For Washington County and the City of Oak Park Heights, tax revenue from the plant goes to
general funds and helps pay for basic operations and capital expenses. Deputy Administrator
for Washington County Kevin Corbid explained, "Of the units of government here, the county is
the least affected. We would likely be able to spread the impact [of a plant retirement] across
our tax base without it being apparent." Xcel Energy is one of the largest contributors to
Washington County's tax base by dollars. However, the county includes a large part of the Twin
Cities metropolitan area, and so the King plant represents a relatively small portion of the
county's tax base overall.
For the City of Oak Park Heights, however, the King plant is a major and important source of tax
revenue. Tax revenue from the King plant allows the City to maintain basic operations and
services, while keeping taxes low for its residents and other businesses. "[Without tax revenue
from the King plant], it would [be] an increased burden on our tax payers to pay for the services
that we have. It pays for our parks, streets, and other services," stated City Council Member
Carly Johnson.
The importance of the plant's tax revenue is heightened because Oak Park Heights is such a
small city, with just under 5,000 residents. In Minnesota, cities with fewer than 5,000 residents
do not receive municipal state -aid street funding, which is the state's largest source of
transportation -related assistance to cities.26 Oak Park Heights Mayor Mary McComber
explained, "We're a city under 5,000, so we don't get any assistance for municipal street aid. So
by having the [plant tax revenue], it fills that gap. We also work hard on having a good, long
range maintenance plant. Where some cities our size, if they didn't have that tax base, wouldn't
be able to keep up the way we have."
Tax revenue from the King plant plays an important, but less direct, role for the Greater
Stillwater School District. Tax revenue from the King plant keeps property taxes relatively low for
residents in the school district. Interviewees indicated that this likely plays a role in voters'
willingness to support additional funding for the school district. Kristen Hoheisel, executive
director of finance and operations for Stillwater Area Public Schools, explained, "The more
commercial and industrial [tax base], the less that the residential people are taxed. The less
residents are taxed, the more opportunity we have to do things in our schools, such as having
voter -approved technology, voter -approved improvements to our buildings, and increases to our
general fund operation. If residents are paying taxes elsewhere or feeling over -taxed elsewhere,
we aren't going to get that money. Remember the schools are the only public entity that has to
2e August 2019. "Small Cities Assistance." Minnesota House Research.
https://www.house.leg.state.mn.us/hrd/pubs/ss/sssmcities.pdf
40
ask for funding. If we need to do any big initiative, we need our voters to support it." Hoheisel
continued, "There's only so many dollars to go around."
County Commissioner Gary Kriesel noted concerns about the need to increase residential
property taxes as a result of losing tax revenue from the plant, which could exacerbate another
issue plaguing the area — affordable housing. Kriesel stated, "One of the big issues in
Washington County is affordable housing and workforce housing. If property taxes start going
up, that is not a good thing for affordable housing and workforce housing."
Social Contributions of the Utilitv and Plant Workers
Xcel Energy contributes to Oak Park Heights and the surrounding community in a number of
ways beyond tax revenue. Xcel Energy has helped fund and build a number of community
projects in Oak Park Heights and is a significant source of philanthropy for local nonprofits. City
and county officials as well as community members describe Xcel Energy as a valuable
community partner. One community survey respondent stated, "Xcel is a good community
partner in many of the activities and programs that happen in our city."
Oak Park Heights Mayor Mary McComber described one community project for which Xcel
Energy played a crucial role, "When Xcel closed the fly ash pit [at the King plant], they turned it
over to the City with a $600,000 grant to cover for the fact that we could never build there again.
[Xcel Energy] built the first set of trails that went through there at their expense, and then out of
that $600,000 we were able to put up the gazebos, benches, and other things. And there is still
some money there too. Then the playground that's there was a joint venture from another grant
through Playful Cities. And that had to be a community build. We worked with Xcel to get the
ground cleared and then we all went together to build the playground."
Mayor McComber went on to describe another project
for the Oak Park Heights community funded by Xcel
Energy, "Last year, [Xcel Energy] put in pollinator
gardens under the transmission lines at their expense.
It's beautiful. They've been very good to our city."
A representative from the local Stillwater Chamber of
Commerce explained, "We're really happy to have Xcel
Energy here. They're wonderful to work with.... Xcel Energy is a big contributor [to the
Chamber] and there would be a big piece missing if they left."
In addition to the utility's philanthropic contributions, local government officials and community
members see the plant as a major source of economic vitality for the community. For example,
in the past three years, Xcel Energy has shut down the plant from April to July for planned
maintenance. Each four-month maintenance outage brings approximately 400 temporary
workers to town to stay, eat, and shop in the surrounding area, giving businesses a boost for the
rest of the year.
41
Pollution and Emissions
Over the years, pollution from the Allen S. King plant has been a concern for Oak Park Heights
residents and local officials. Xcel Energy upgraded the plant's environmental controls in 2007 as
part of Minnesota's Metro Emissions Reduction Project, significantly reducing mercury, sulfur
dioxide, nitrogen oxide, and particulate emissions.
Mayor McComber, also a long time resident of Oak Park Heights, described coal ash from the
plant prior to the environmental upgrades, "Everything's a lot cleaner. You can actually eat food
out of your garden. I've lived in a lot of houses, but I've never lived in a house before where you
can dust at eight in the morning and by 8:10 it looks like you hadn't dusted. And that was with
the windows closed."
Since the environmental upgrades were made, the community's concerns about pollution have
diminished. Interviewees stated that many in the community have said the air seems cleaner
and that the plant is less noisy and disruptive. However, carbon emissions are a concern for
some community members. Once community survey respondent stated, "While [the plant's
emissions are] EPA controlled, it is a coal -burning plant and, therefore, environmentally not
ideal in this time of climate change."
Transition Efforts and Vision
As noted above, in its latest integrated resource plan, Xcel Energy proposed closing the Allen S.
King plant in 2028, nine years ahead of schedule. This proposal, while not yet approved by the
Minnesota Public Utilities Commission, has increased urgency around transition planning for
the community
"We can't kick the can down the road," said Mayor McComber. "Pretending the elephant in the
living room isn't there won't make anything better." While the City waits for the Public Utilities
Commission to make a decision on a retirement date for the King plant, the Mayor and other
Oak Park Heights representatives are poised to start having conversations about the future of
the community and the King plant site.
"We aren't a day early in this," said one local business owner. "We have to start having
meetings and dialogue around this and think about what that property could be used for."
Uncertaintv and Anxietv
Several interviewees and survey respondents noted that people were overall not well informed
about how plant retirement could affect the community or what plans were in place to mitigate
the negative effects. One local business owner stated, "It's the sleeping giant in town. We
haven't heard the details or the impact it'll have."
When asked what conversations were happening in the community regarding the power plant, a
community member said, "It has been fearful. It's been there so long and provided financial
support. When you don't know, it's fearful."
Mayor McComber explained that the City is trying to keep community members informed, but is
also working with limited information. She stated, "Our city has done a really good job in putting
42
it in our newsletters and getting the word out that we don't have the answers at this time and we
aren't going to have them until after this integrated resource plan is done. Then we'll have an
idea once the [Public Utilities Commission] says, `this will be the date."'
Deputy Administrator for Washington County Kevin Corbid predicts that community members
will become more informed and involved once the financial impact of a plant closure starts to
affect budgeting and taxation plans for the city, schools, and county. Corbid stated, "Eventually
we'll have to start working a plant closure into our budgeting, and that's when it'll hit the public.'
To continue to raise awareness and begin a community dialogue, the Stillwater Chamber of
Commerce is planning to open one of its regular morning forums, called Toast and Topics, to
the public — allowing the City to share information about the potential power plant closure and
community members to ask questions and provide input.
Future Use of the Land
The future use of the King plant property was a persistent and hopeful theme throughout
interviews and survey responses. The King plant sits along the St. Croix River, which is a
designated National Scenic Riverway. The river is an important natural asset for the community,
and many community members and local officials hope to redevelop the King plant site in a way
that highlights it and its natural beauty.
Interviewees were unanimous and steadfast in their
desire that upon a plant retirement, the King plant be
fully decommissioned and the land cleaned and
restored to be redeveloped for another purpose. Mayor
McComber stated, "The worst case scenario is that the
plant will just sit there." The Mayor continued, "I would
hate to see it be like Granite Falls. They closed that
plant and it has been sitting there empty for 15 years. It's just a blighted area. With [the King
plant] being on the river, I don't want to see that. I don't think anyone wants to see that."
Another interviewee stated, "Empty properties act like a cancer."
Council Member Mike Liljegren expressed surprise that there was a possibility that a plant could
sit vacant after retirement. Liljegren stated, "I come from the mining side of the world, and they
have reclamation plans set up. When that mine closes, you know exactly what that land is going
to look like. I'm surprised that the [Public Utilities Commission] doesn't have
that in place."
Interviewees and survey respondents see great promise in the King plant site, once cleaned
and restored. Washington County Deputy Administrator Corbid stated, "We've got a power plant
on the key unique feature of this area, the river... [When the plant closes] all of a sudden we
could have a lot of riverfront. What could it become that could become a real attraction for the
city and the region? There's a potential for it to become an unbelievable attraction."
43
Several interviewees and community survey respondents noted the opportunity to create a
recreational area where the King plant currently sits, perhaps paired with a resort property or
some other type of lodging. One survey participant said, "[A retirement of the King plant] opens
that waterfront to new recreational or nature possibilities." Some interviewees pointed to the
river development in the neighboring city of Bayport, Minnesota, which includes a large marina,
resort, and recreational area, as a possible example of what the King plant site could become in
the future.
Other interviewees expressed an interest in filling the property with another business that
could replace some or all of the King plant's tax revenue. Interviewees noted potential
industrial uses, including a possible expansion of Anderson Windows, one of Oak Park Height's
largest employers.
However, most interviewees indicated that replacing the King plant's contribution to the tax base
should not be a driving factor in determining how the land is used in the future. Deputy
Administrator Kevin Corbid stated, "You almost have to separate the impact on the City and the
use of the land. We have to say we did the best thing and that was the best use of that land.
You can't hold out for something that you think will replace that tax base."
Oak Park Heights Council Member Mike Liljegren agreed. "We're never going to get back to
what we have [in terms of tax base]. It's about finding the best solution down there and then
getting creative with how we're going to move forward."
Given the river's National Scenic Riverway designation,
interviewees expect any conversation about
redeveloping the King plant site to be complex and
include a number of important stakeholders.
Washington County Commissioner Kriesel stated, "I
think environmentalists will have a very strong voice in
how that property will be used in the future." Kriesel
indicated that the county will also likely have a strong
voice in the conversation, stating, "Washington County
views the St. Croix River as a critical resource for us to
protect." Other important stakeholders in this
conversation will likely include the St. Croix River
Association, the Minnesota Department of National
Resources, the Army Corps of Engineers, and the
National Wildlife Refuge.
Additionally, as the land owner of the King plant site,
Xcel Energy will be a key stakeholder in the
conversation about how that site is used. Washington County Deputy Administrator Corbid
stated, "Xcel Energy is the land owner, so we don't know what their plan is. Is there a potential
to repurpose it to continue to be a power generator?" Other interviewees questioned whether
the site could be used for renewable electricity generation, noting that the transmission
infrastructure for power generation already exists at the site.
44
Support for the Community Transition
Finally, interviewees noted that Oak Park Heights played an important role in providing power
throughout Minnesota for many decades. Now that the community is facing a plant closure,
interviewees hope the State will help the community through its transition. Washington County
Commissioner Kriesel stated, "I would hope the State would recognize the hit that the City and
school district are going to take. You have to turn the clock back to about 1968 when the plant
was built. Oak Park Heights accepted [the King] plant and was supportive of [it]. So I think there
should be some fairness in spreading that burden through the whole state rather than isolate on
one community. If they're going to be successful and get everybody to embrace green energy,
then everybody's got to row the boat."
45
Prairie Island Indian Community
Background Information
The Prairie Island Indian Community is a federally recognized Indian tribe under the Indian
Reorganization Act of 1934. The tribe's reservation is located on the ancestral homeland of the
Mdewakanton Dakota on Prairie Island, which is formed at the confluence of the Vermillion and
Mississippi Rivers in southeastern Minnesota. The Mdewakanton, or "those who were born of
the waters," have lived on Prairie Island for countless generations. The tribe's land base
(including both trust and fee lands) has grown through various federal acts beginning in
1891, and area directly purchased by the tribe now totals over 3,000 acres (including both land
and water).27
Xcel Energy's Prairie Island Nuclear Generating Station operates immediately adjacent to the
Prairie Island Indian Community reservation. Xcel Energy stores spent nuclear fuel in dry cask
storage on-site in the Independent Spent Fuel Storage Installation. A full description of the plant
is provided in the following section.
21 "Community: Prairie Island Indian Community History." Prairie Island Indian Community. Accessed July 2, 2019.
http://prairieisland.org/community/
46
There are close to 1,000 members of the Prairie Island Indian Community;28, and about 200
members live on the reservation. 29 The Prairie Island Indian Community operates the Treasure
Island Resort and Casino on the reservation. The Treasure Island Resort and Casino is a major
revenue source for the Prairie Island Indian Community and tribal government, and is the
largest employer in the surrounding Goodhue County.30 The revenue from the Treasure Island
Resort and Casino has enabled the Prairie Island Indian Community to maintain financial self-
sufficiency. No Prairie Island Indian Community members living on the reservation are
employed at the adjacent Prairie Island Nuclear Generating Station. The Prairie Island Indian
Community receives no tax revenue from the nuclear generating station.
Xcel Energy has not yet announced whether it will seek to extend the Nuclear Regulatory
Commission license for the Prairie Island Nuclear Generating Station. Xcel Energy has stated
that it is working with federal authorities to encourage the development of a permanent, off-site
storage facility to house used fuel from nuclear facilities around the country as an alternative to
its current practice of on-site dry cask storage.31
Findings from Interviews and Community Story
The study authors conducted a survey and multiple interviews with stakeholders and leadership
of the Prairie Island Indian Community. All five members of the Prairie Island Tribal Council,
President Shelley Buck, Vice President Lucy Taylor, Council Secretary Nicci Lehto, Treasurer
Johnny Johnson, Assistant Secretary and Treasurer Melanie Urich, as well as the tribe's
director of housing Darelynn Lehto, General Counsel Jessie Seim, and the tribe's long-time
consultant Heather Westra participated in interviews for
this study. Two community members provided survey
responses. The following section summarizes the
content of those interviews and survey responses.
Host Community Story
Prairie Island Indian Community's host community story
is inherently different than all the other host
communities included in this report. While residents of
the Prairie Island Indian Community live extremely close
to the Prairie Island Nuclear Generating Station, not a
single member of the tribe works at the plant and tax
revenue from the plant goes to the City of Red Wing,
""FAQs: How many Tribal Members are there in the Prairie Island Indian Community?" Prairie Island Indian
Community. Accessed July 2, 2019. http://prairieisland.org/faqs/#squelch-taas-accordion-shortcode-content-3
29 Updated enrollment count provided by a Prairie Island Indian Community representative.
30 "Home: The People of Prairie Island welcome you!" Prairie Island Indian Community. Accessed July 2, 2019.
http://prairieisland.org/
31 "Nuclear Energy." Xcel Energy. Accessed July 2, 2019.
https://www.xcelenergy.com/energy_portfolio/electricity/nuclear
47
not the tribe.32 Therefore, the Prairie Island Indian Community does not receive many of the
economic benefits typically experienced by communities that host power plants.
The community does, however, experience the negative implications of living next to a nuclear
generating facility and its stored spent fuel. The nuclear facility occupies land that once
belonged to the tribe, but is no longer accessible or usable to the tribe. Moreover, the tribal
community and leadership are deeply concerned about the health and safety implications for
residents of living so near to the nuclear facility. Another concern shared by leadership is that
there are limited evacuation options for the community in the event of a nuclear incident. Both
the reservation and the nuclear plant are located on a peninsula surrounded by the Mississippi
River and a large chain of lakes, with only one road that leads out of the area. Additionally, the
tribe's sentiment about the plant is inextricably linked to a long and painful history of how the
Mdewakanton people have been treated historically.
The Communitv's History with the Prairie Island Nuclear Generatinq Station
The Prairie Island Nuclear Generating Station was originally expected to be a natural gas or
coal-fired power plant. An article in the November 19, 1958, issue of the Daily Republican Eagle
stated that "[Northern States Power] Company [was] planning a million kW steam plant on
Prairie Island" in the late 196Os or early 197Os, with no mention of nuclear power.33 According to
the tribe, the Mayor of Red Wing at that time was a proponent of nuclear technology and played
a key role in the plant's shift to nuclear fuel.
Prior to the plant's construction, the land it occupies was part of Burnside Township,34 which
was part of the Prairie Island Indian Community reservation. The City of Red Wing and Burnside
Township were consolidated into a single City of Red Wing in 1971, which meant that Red Wing
then received property tax revenue from the plant. According to interviewees, Northern States
Power (NSP), now Xcel Energy, received a right-of-way for a portion of Sturgeon Lake Road
(the only road in or out of Prairie Island) from the Bureau of Indian Affairs (BIA) for just over
$100. The BIA has a fiduciary role to protect and improve the trust assets of American Indians,
Indian tribes, and Alaska Natives.
According to those interviewed, BIA representatives likely never even visited the Prairie Island
Indian Community until the 198Os. "Their fiduciary responsibility is to protect the tribe," one
31 The Prairie Island Indian Community did not receive any financial benefit from the plant until 2003. In 2003, the
Prairie Island Indian Community and Xcel Energy entered into an agreement that the company would provide an
annual payment to the tribe to be used to purchase additional tribal lands further away from the nuclear plant.
Currently, the tribe receives $2.5 million each year. A full description of the settlement agreement can be found in
the June 23, 2016, Order by the Minnesota Public Utilities Commission in Docket Number E -002/M-15-922.
33 November 19, 1958. "Huge Steam Power Plant to Be Constructed by Northern States Power on Prairie Island."
Daily Republican Eagle.
34 "Map of Burnside Township: Townships 113 & 114 N; Range 15 W of the 5th PM. [Page 7: Atlas and farmers'
directory of Goodhue County Minnesota]." Minnesota Historical Society Collections.
http://collections.mnhs.org/cros/largerimage?irn=10221182&catirn=10870072&return=q%3DBurnside%2520Tow
nship
48
council member said. "That doesn't mean bringing in a power plant next door. Obviously they
didn't do their job, and they still don't do their job."
Tribal Council President Shelley Buck explained, "We didn't have the money or the education to
fight this." Vice President Lucy Taylor went on to say, "Our people had no idea what a nuclear
plant was." Taylor remembered her grandmas selling beads for food. "They were just trying to
survive," she said. "They picked on a community that couldn't fight back. NSP [at that time] had
sited locations in Wisconsin and others — but people raised hell there."
Two of the tribe members interviewed remember the
construction of the plant. Vice President Taylor was one
of them. "When they first decided to site the plant, the
tribe wasn't consulted at all. We were then told that it
would be a steam generation plant. People down here
were recruited to help build the thing. I remember my
uncle telling me he was excited because it was a job
opportunity. People were thrilled to have these labor
opportunities. The tribe didn't have high education —
so these were good jobs."
However, this economic opportunity was only
temporary. According to the council members, tribe
members were only employed during the construction — they were not offered permanent jobs
at the plant after it was finished. Taylor stated, "The day it was done, they were fired." Vice
President Lu Taylor continued, "Growing up, my dad and uncle were given jobs building the
plant. They helped build the plant. They were let go as soon as construction stopped. They were
not continued on at the plant as others were."
Plant jobs, or the lack thereof, were important given the economic conditions and lack of
economic opportunity in the community. Tribal Council Treasurer Jonny Johnson stated, "The
opportunities for our male tribal members were to work on the rail or for [NSP]. I remember
when we were struggling to put food on the table. With income [from working to build the plant],
I remember the first time we were actually able to buy food."
"Growing up here, we had to fend for ourselves. Many had to stand in the welfare lines," Vice
President Taylor shared. At the time that the power plant was constructed, the Prairie Island
Indian Community had little to no running water or sewer systems and no electricity. Vice
President Taylor went on to say that as a result of the poor living conditions, her sister got
hepatitis when they were children. "These were the conditions we were living in," she said. "A lot
of people can talk about their childhood and about how good they had it — but not one person
who grew up here through the '60s and 70s will say that."
The plant became the community's backdrop. Taylor and Johnson described the loud sound
that came from the steam tower vents, which occurred every other hour, as "terrible." Two
council members noted that the community received a donation to build a playground on the
reservation in the 1970s. The playground was located directly under high-voltage power lines
49
coming from the plant. Taylor recalled, "We used to play a game of who could go up the slide
the fastest. All of [the playground] was metal, and we'd see who could get up with the least
shocks." Johnson added, "As kids we used to think it was funny when you would go down the
slide and your hair would stand up straight." Taylor continued, "As a kid, you don't know what's
going on."
Children in Prairie Island Indian Community playing on trampoline with nuclear plant in background
For hundreds of years, the land was home to the Mdewakanton Band of Eastern Dakota,
ancestors of the Prairie Island Indian Community. One tribal member explained, "Our story is
about history and the value of that. Prairie Island is very spiritual. There is a connection we
have to the land. It is sacred to the Dakota people. It's threatened by something we didn't have
a say in."
There were burial sites on the land, many of which were destroyed or disturbed during
construction of the plant. According to the tribal council members, the artifacts and remains that
were uncovered during construction of the plant were sent to Hamline University — some, but
not all, have since been returned to the tribe. Council President Buck stated, "We have no idea
where the objects taken from the site went. People dug up our ancestors. We don't do that to
other people." The tribe has concerns over other burial grounds that are located within the
50
boundaries of the plant that have not yet been disturbed, but could be in the eventual
decommissioning of the plant.
The Prairie Island Indian Communitv Today
Today, the community's primary concern is the health, safety, and well-being of tribe members
living on reservation land. "We are the closest community in the entire nation to a nuclear plant
and dry cask storage full of spent nuclear fuel — currently there are 44 [casks]. The effects that
this community feels are greater than any other community in this nation," explained Council
President Buck.
The community says their cancer rates have gone up in recent years, particularly of the brain
and the thyroid. They worry that the proximity of the plant and the stored spent fuel may be to
blame. Johnson said that his sister lives across the street from the plant and all nine of the dogs
that she has owned have died prematurely of tumors. "People say our change in diet is the
cause," Council Secretary Nicci Lehto commented, "but dogs don't smoke or eat McDonalds.
Why do these dogs have tumors too? Especially thyroid tumors are common here."
Being so close to the power plant is a constant source of anxiety for people living on the island.
"A lot of people you're interviewing for this study will think about dollars and cents, dollars and
cents. For us, it's a different story," explained Secretary Lehto. "There is a psychological impact
here. When 24 hours a day you have [the plant] in the back of your mind. When you come out of
your home, when you have a barbeque and feel that mist coming off the nuclear power plant —
that's a psychological impact. When you lay your head down at night and you have nuclear
power plant that's 600 yards away from your pillow.... Wherever you go, the plant is there. You
bring a new baby home, you see the plant. You bury your grandma and the plant overlooks it.
And yet if it decommissions then you know that your ancestors will be going off to Red Wing
or we don't even know what will happen to them. It's not about dollars and cents. It's about
emotions and history and culture and things that cannot be monetized."
According to the tribe, researchers at the University of Minnesota conducted a study in the
1990s to understand the psychological and social implications for children in the tribe living
close to the nuclear power plant. Several of the interviewees had children who participated in
the study. Vice President Taylor stated, "Our kids were worried that something would happen
and there would be no home or parents for them to come back to because of the plant."
Fears of a nuclear accident are heightened because the federal Lock and Dam No. 3 frequently
causes flooding in the area, sometimes blocking access to the island's only permanent
evacuation route .31 Darelynn Lehto, director of housing for the tribe, stated, "We have tribal
members that don't want to live here because of our flooding and the proximity to the nuke
plant." Even aside from flooding, Darelynn Lehto voiced traffic and safety concerns around the
roughly 127 families, 300 plant workers, and 1,700 casino employees attempting to leave the
island at once in the event of an emergency.
31 In 1938, the U.S. Army Corps of Engineers built Lock and Dam No. 3, which flooded Prairie Island Indian
Community land, reducing the tribe's livable area and creating a larger floodplain.
51
In 2018, the Federal Emergency Management Agency conducted its biennial Emergency
Response Drill exercise at the Prairie Island nuclear plant, the results of which bore significant
implications for the community. The drill exercise, which centered around a leak scenario,
revealed that the Prairie Island Indian Community would be left in an "exclusion zone" in such
an event, displacing tribe members, residents, employees, and businesses for two years. The
exclusion zone included the Treasure Island Resort and Casino, which is the community's
livelihood, the largest taxpayer in Goodhue County,
and the second biggest hotel in Minnesota. An
incident at the plant would threaten not only the health
and safety of tribe members, but also their prosperity.
In the past, Xcel Energy has not always notified the
community of emergencies that occurred at the plant.
In mid -1979, a tube ruptured in a steam generator at
the plant and an emergency was declared. Workers
were told to evacuate the facility and island. In
interviews, members of the tribe recalled seeing
vehicles from the plant kicking up dust as they sped off the island, only to learn much later that
that an emergency had been declared. Again in 2008, a chlorine gas leak from a steam
generator forced
a 12 -hour evacuation at the plant. The tribe was notified of this incident right away, but off-site
news stations called it a radiation incident, and some schools shutdown, adding to the
general confusion."
The community's relationship with Xcel Energy has improved dramatically in recent years.
Members of the tribe expressed feeling more informed about refueling events, possible
incidents, and other updates. Tribal President Buck said that now, she is able to call or text the
current regional President of Xcel Energy, Minnesota, South Dakota, North Dakota, Christopher
Clark, directly when she needs to. He also visits the community regularly to meet with the Tribal
Council. One council member said, on the tribe's current relationship with the utility, "Now our
communication is a lot better. What was it like in the past? Terrible! It was horrible."
Vision for the Future
Ideally, the tribe would like to see the plant decommissioned, the nuclear waste removed, and
land restored to its original state and returned to them. "If the plant closes, the tribe should take
back that land and the state and federal government should clean the site up and restore the
land," said Housing Director Darelynn Lehto.
Removing the nuclear waste from Prairie Island is a critical component of the tribe's vision for
the future. The tribe wants to see all of the nuclear waste currently stored on Prairie Island
moved to a permanent repository, as promised by the federal government during nuclear
energy's proliferation in the 1960s and 1970s. However, the council members are wary of a
""Nuclear Positions: Prairie Island Nuclear Power Timeline." Prairie Island Indian Community. Accessed October
22, 2019. http://prairieisland.org/policy-positions/nuclear-positions/#squelch-taas-accordion-shortcode-content-0
52
plant closure because they understand the challenges of relocating nuclear waste. Secretary
Lehto expressed concern that if the plant closed before a new storage location has been
established, there would be less attention paid to maintaining and ultimately removing the spent
nuclear fuel being stored on-site.
Another important part of the tribe's vision is that the remaining burial mounds remain protected
if the plant is decommissioned.
Continued communication from Xcel Energy is also very important to the tribe. Darelynn Lehto
explained, "I would expect Xcel Energy staff to staff community meetings with the Prairie Island
Indian Community and to manage the community relations and let them know directly what's
going on. It would ease a lot of the tension that currently exists because of [Prairie Island Indian
Community] being left out."
The community would also like to see more research studies into the short-term and long-term
health implications of living so close to a nuclear power plant and nuclear waste storage.
Finally, the Prairie Island Indian Community's future vision includes the entire community relying
on net -zero carbon energy. The tribe has already hired a consultant to model strategies required
to reach this goal, which would include demand response, energy efficiency, and solar
photovoltaic developments on site. The tribe is particularly interested in adding solar over the
parking lots of Treasure Island Resort and Casino.37 The tribe is seeking funding from the
Renewable Development Account (RDA) via the Minnesota legislature. The state legislature
requires Xcel Energy to pay $500,000 per year per storage cask at the Prairie Island plant (and
$350,000 per cask per year stored at Monticello) into the RDA. Grants are awarded out of the
RDA to fund innovative renewable energy projects. Thus far, the Prairie Island Indian
Community has not received any grant funding from the RDA. One council member said,
describing the community's hopes for the future, "We would like to see the tribe obtain RDA
funds so that [we can] transition to net zero."
31 Orenstein, Walker. April 3, 2019. "The Prairie Island Tribe wants to get to net -zero emissions. Its biggest
roadblock may be house DFLers." MinnPost. https://www.minnpost.com/environment/2019/04/the-prairie-island-
tri be-wa nts-get-to-net-zero-em issions-its-biggest-road block-may-be-house-dflers/
53
Red Wing
Background Information
Table 6: Prairie Island Nuclear Generating Station Quick Facts
Power Plant Information
Power plant fuel type
Projected closure date (unit respective)
Generation capacity
Plant employees
Average annual plant employee income 38
City Information
City population
• of plant workers residing in city
• of city's tax base from power plant
County Information
Goodhue County population
• of plant workers residing in county
• of county's tax base from power plant
School District Information
% of school district's tax base from power plant
Nuclear
2033, 2034
1,100 megawatts
600
$109,023
16,500
31%
54%
46,304
39%
22%
40%
38 Average annual plant employee income was calculated using 2018 data provided by the utility.
54
Red Wing is located on Minnesota's eastern border in Goodhue County, along the Mississippi
River, about 60 miles from the Twin Cities. Red Wing has a population of approximately
16,500.39 Red Wing is home to the Prairie Island Nuclear Generating Station, which has two
pressurized water reactors that generate about 1,100 megawatts combined. The Unit 1 reactor
started operating in 1973, and the Unit 2 started operating in 1974.40 The two units are licensed
with the Nuclear Regulatory Commission to operate through 2033 and 2034, respectively.41
Xcel Energy built a dry cask storage facility at Prairie Island in 1995, which also operates under
a license from the Nuclear Regulatory Commission. The Minnesota Public Utilities Commission
approved on-site storage of up to 64 casks and other equipment needed for storage. Currently,
the storage facility holds 40 casks.az
The Prairie Island Nuclear Generating Station employs approximately 700 plant workers, 31% of
whom reside in Red Wing and 39% of whom reside within the county. Utility property tax
revenue from the plant makes up about 54% of Red Wing's annual tax base.
Xcel Energy has not yet announced whether it will seek to extend the Nuclear Regulatory
Commission license for the Prairie Island Nuclear Generating Station. If the plant's license is not
extended, the Prairie Island Nuclear Generating Station units would close on or before 2033
(Unit 1) and 2034 (Unit 2). Xcel Energy has stated that it is working with federal authorities to
encourage the development of a permanent, off-site storage facility to house used fuel from
nuclear facilities around the country as an alternative to its current practice of on-site
dry cask storage.as
Findings from Interviews and Community Survey
The study authors conducted a survey and multiple interviews with Red Wing residents,
community leaders, and local government officials to gather information about how individuals
and organizations are thinking about and planning for an eventual retirement of the Prairie
Island Nuclear Generating Station.
Twelve Red Wing community members participated in the community survey. In-person
interviews with Red Wing's local government officials included Red Wing Mayor Sean Dowse,
Goodhue County Commissioner Paul Drotos, Red Wing School District Superintendent Karsten
Anderson, and Red Wing's Administrative Business Director Marshall Hallock. Interviews with
39 Estimated by the U.S. Census Bureau in 2017.
a0 "Prairie Island Nuclear Generating Station." Xcel Energy. Accessed July 15, 2019.
https://www.xcelenergy.com/energy_portfolio/electricity/nuclear/prairie_island
" "Nuclear Energy — A Clean Energy Future." Xcel Energy. Accessed July 15, 2019.
https://www.xcelenergy.com/staticfi les/xe/Corporate/Corporate%20PDFs/PI_license_renewal_fact_sheet_extern
al.pdf
41 "Nuclear Energy." Xcel Energy. Accessed July 15, 2019.
https://www.xcelenergy.com/energy_portfolio/electricity/nuclear
43 "Nuclear Energy." Xcel Energy. Accessed July 15, 2019.
https://www.xcelenergy.com/energy_portfolio/electricity/nuclear
55
Red Wing community members included two local business owners and the leader of a local
arts nonprofit.
Without exception, Red Wing interviewees and community survey participants emphasized the
many assets of the Red Wing community. From its scenic bluffs and riverfront to the iconic Red
Wing Shoes company and Lock and Dam No. 3, Red Wing residents find a lot of reason to love
their city, as well as its engaged volunteer network, small-town feel, and vibrant arts community
and economy. While the Prairie Island nuclear plant is not directly responsible for those
community assets, it has played a significant role in making the city what it is today. "I don't
know Red Wing before the plant," said Marshall Hallock, Red Wing's administrative business
director. "You have generations that have spent careers there. It's hard to compare Red Wing to
what it was before that."
Community survey participants and interviewees expressed mixed optimism and concern over
the Prairie Island Nuclear Generating Station's approaching end of license date. The
following describes community members' comments and discussion from interviews and
survey responses.
Host Community Story
Utilitv Contributions to the Tax Base
Tax revenue from the Prairie Island nuclear plant makes up a significant portion of Red Wing's
city and school district tax bases, as well as Goodhue County's tax base. That revenue amount,
however, has fluctuated significantly over time. In the early 2000s, tax revenue from the plant
was at a low. Legislative reforms to the State's property tax system and changes at the
Department of Revenue for utility valuation rules, along with normal asset depreciation, resulted
in Xcel Energy paying significantly less in property taxes for the plant. In 2012, Xcel Energy
began making significant investments in the plant, replacing the generators and other original
components as well as improving safety features.
The market value of the Prairie Island plant doubled
from 2012 to 2017, and its property tax obligation
increased dramatically."
As noted above, today revenue from the plant
accounts for approximately 54% of the City of Red
Wing's property tax base, 40% of the Red Wing
School District tax base, and 22% of the Goodhue
County tax base. The plant's tax revenue primarily
goes toward expenses related to general operation
for the city, county, and schools. However, the City is
using some of that tax revenue strategically to invest
in upgrading and renewing its aging infrastructure.
""Red Wing 2040." City of Red Wing. Accessed August 9, 2019. http://www.red-
wing.org/DocumentCenter/View/509/Red-Wing-2040-Powerpoint-PDF
56
According to Red Wing's Administrative Business Director, Marshall Hallock, "A significant
portion [of taxes received from Xcel Energy] go to fund daily operations, cops, firefighters, just
guys like me that are funded out of the general fund. But a more significant thing that our taxes
are funding are all the capital projects that we've undertaken to try to position the community for
success going forward."
Prior to the recent major upgrades to the nuclear plant, nearly all the tax revenue the City
received from Xcel Energy went to the general fund to pay for daily operations. Today, the
previous base of tax revenue from the plant still goes to the general fund for basic operations.
However, the additional revenue that the City receives as a result of the upgrades goes toward
significant capital renewal and investments. The City is investing in its infrastructure and paying
down those investments today in preparation for the power plant's eventual end of license.
It is important to note that Minnesota cities face limitations on saving tax revenue to use in
future years. Hallock explained, "It would make sense for us to keep levying and stockpile a war
chest to use in the future. We're not allowed to do that. What we do is levy on current year
expenses." He continued, "It comes up a lot as I talk to the public, `Well, why don't you put aside
a bunch of money right now?' But we can't over -levy to put a bunch of money away for future
years. The state auditor would come knocking." Given that limitation, rather than saving money
for future use, the City is buying down debt associated with its investments in infrastructure.
"The City gets credit for investing now and taking advantage of the revenue they have," said
County Commissioner Drotos. "The City knew in advance that Xcel would invest in the plant and
that would increase the plant's valuation," explained the Commissioner, who previously worked
at Xcel Energy and more recently served as Red Wing's environmental officer. "They also knew
that infrastructure was crumbling. They decided to make investments while Xcel was still
contributing to the tax base."
Hallock elaborated on the strategy, "We're trying to invest in capital assets without increasing
our operating expenses." This includes redoing the streets, fixing water and sewer mains, fixing
public buildings with leaky rooves, and investing in building efficiency to lower costs. "We don't
want to wait until the Xcel tax base is gone and this work falls solely on residents. Red Wing
took on debt to invest in all this, but we'll have paid it off in the next eight years."
Commissioner Drotos said this is a model he hopes to bring to Goodhue County. "The cost of
roads and bridges keeps increasing," he said. "A mile of pavement costs about a $1 million and
we have over 400 miles. Climate change is already creating issues. We had roads this
spring that exploded from flooding. That's a concern when 22% of the county's revenue won't
be there eventually."
The Prairie Island nuclear plant also contributes substantially to Red Wing's school system, and
though the school district would not see a shortfall in funding if the plant retired, the amount of
school funding currently provided by Xcel Energy would fall to residents and local businesses.
The school district recently passed a $22 million referendum to upgrade facilities over the next
eight years, while the power plant's property taxes are available. "Xcel is paying 40% of that
[referendum amount]. If Xcel wasn't here, then everybody else would have to pay the debt
57
service payments," explained Red Wing School District Superintendent Karsten Anderson. He
went on to say that where the tax revenue for the school district comes from is important for
maintaining support for continued funding for Red Wing's schools. "If Xcel wasn't here, it
absolutely would have lessened the chances of that [referendum] passing."
Superintendent Anderson also discussed the impact of potentially losing students in the district
due to a plant closure, noting that a lot of the plant employees have kids in the district. "If the
plant closed, it would have a dramatic impact on the school district. And as the school goes, so
goes the community. People move to better districts so the housing market crashes and the
economy dominos."
Social Contributions of the Utilitv and Plant Workers
Survey respondents and interviewees stressed the vital role that power plant employees play in
the Red Wing community. According to data provided by Xcel Energy, approximately one-third
of Prairie Island nuclear plant employees live within the city of Red Wing. These employees are
highly skilled and paid well -above the area median, providing both economic and social benefits
to their community. During one interview, a local business representative stated, "Having a
nuclear power plant brings in an educated workforce to the community with a six -figure salary."
These highly educated and highly paid employees invest in their own properties, spend money
at local businesses, and support local government investments in schools, infrastructure, and
advanced technology. "The plant employees have created residual value in the community by
investing in their homes and properties. That won't go away overnight," said Goodhue County
Commissioner Paul Drotos. "Xcel brings people into the community that demand better
education and services. For example, Red Wing was early to expand internet technology in the
area. It's a progressive community."
Additionally, Xcel Energy and Prairie Island nuclear plant
employees provide vital support for Red Wing's local
nonprofit organizations, including the United Way of
Goodhue, Wabasha, and Pierce Counties; Hispanic
Outreach; Every Hand Joined; and the YMCA. According
to one survey respondent, "As a nonprofit leader, my
agency benefits greatly from [Xcel Energy's] commitment
to community. It would be devastating to the community
to lose them." This survey participant went on to say that
if the nuclear plant closed, several local nonprofits would
likely have to close their doors as well, noting that this would result in a gap in the services that
they currently provide for the community.
Interviewees specifically discussed the substantial contributions that Xcel Energy and its
employees have made to Red Wing's strong arts community. "From an arts perspective, [Xcel
Energy is] a great partner," said Mayor Sean Dowse. "Over the years, they've given thousands
a year in ticket subsidies for students and kids to go to Sheldon Theatre matinees." Xcel Energy
also donates annually to Red Wing Arts, a nonprofit with the mission to support an arts culture
58
and appreciation for the work of local artists.45 According to Red Wing Art's Executive Director
Emily Guida Foos, Xcel Energy makes up 5%-10% of many local organizations' total revenue.
"Everywhere you look, Xcel Energy and Red Wing Shoes are the two funders," Guida Foos
said. "Without them, other organizations wouldn't have the confidence to contribute funds
as well."
The power plant and its workers also support local businesses in town. "Plant workers have
been here for so long and are so integrated to the community that it's hard to know what Red
Wing might be like without the plant. There are small businesses that work with the plant and
may not even acknowledge how much they rely on it," commented Superintendent Anderson.
Interviewees noted that welding shops and other trades and businesses receive significant
revenue from the power plant. However, the exact economic value provided to local business is
hard to quantify. "Even think about Red Wing Shoes. Everyone at that plant needs a pair of
steel -toe boots," noted a Red Wing business owner.
Other Important Communitv Considerations
Interviewees as well as nearly all survey respondents discussed Red Wing's shortages of
housing, particularly for affordable housing, and childcare. Though these issues are not directly
connected to the Prairie Island nuclear plant, they constrain current and future economic growth
opportunities. "We're behind on workforce housing," Mayor Drowse admitted. "Employers are
consistently down 20 people for hiring, and Treasure Island Casino is down a hundred. Some
people who want to live here can't find a place to live."
With a growing population of retired residents, some of the City's efforts to attract a new
generation of workers and diversify its economy have been stymied by the lack of housing.
"Housing variety doesn't exist here," said one interviewee. "What you're looking for doesn't
exist, or if it does, you have to be the first one there because it will sell."
When asked about the greatest needs in their community, one resident responded, "Affordable
housing, affordable childcare." Another respondent reiterated the point, "Our community is very
short on housing for lower-income workers and childcare."
Transition Efforts and Vision
As discussed above, Red Wing is already preparing for an eventual plant retirement by using
some of the tax revenue it receives from the plant to strategically pay down infrastructure
investments while the revenue is available. It is important to note that while this strategy may
reduce the need for a future tax increases to pay for capital investments in infrastructure, it does
not address a loss in revenue for general operations. The City, County, and school district will
still have to address a significant loss in funding along with a number of other issues if the
Prairie Island plant retires.
" "Our Mission & Vision." Red Wing Arts. Accessed October 7, 2019. https://redwingarts.org/mission-vision
59
Nuclear Waste Storage
As noted above, spent nuclear fuel is stored on-site at the Prairie Island facility. Many
interviewees and survey participants noted concerns about the future of that nuclear waste.
Study participants recognized the challenges of relocating the stored spent fuel given federal
inaction in developing a permanent storage facility and noted concerns related to future land
use options and redevelopment opportunities. "The community would be very upset if the spent
fuel was indefinitely left there. A huge concern of the community is if Xcel leaves, what happens
to the waste? Will they just leave it here?" stated one community member interviewee.
The City of Red Wing is actively looking for options to remove and relocate the stored nuclear
waste. "We're participating in any venue we can to remove that waste," said Hallock. This
includes participating in the Nuclear Waste Strategy Coalition, a collective of cities, electric
power providers, and state regulators that seeks to secure a timely, safe, and cost-effective
storage site for nuclear fuel waste in a centralized interim storage facility or a permanent
repository using the federal Nuclear Waste Fund.46
In a separate interview, Mayor Dowse stated that relocating the spent nuclear fuel was a top
priority. In thinking about the potential for extending the plant's current license, he recognized
the difficult situation that the Prairie Island Indian Community faces with respect to the stored
nuclear waste. "They don't want to see 40 -plus storage casks 600 yards from them. It should be
tough for the state to tolerate that too ... and even Red Wing may have a problem with it."
Diversifvina the Economv
The City of Red Wing is considering ways it can attract new businesses and community
members to diversify its reliance on the power plant for tax revenue. The City's 2040
Comprehensive Plan references its heavy tax dependence on the Prairie Island nuclear plant
and the need to consider a future without that revenue source. In all interviews and survey
responses, there was a general sentiment that business diversification is possible and essential
going forward. "The impact [of a potential plant closure] is going to be there regardless," said
one community member interviewee. "It's what can you do to blunt that. Expand employment
and diversify employment. Make Xcel a smaller piece of the economy as a share."
Many interviewees agreed that Red Wing's creative
community and scenic setting has the potential to
attract innovative new possibilities to the city. One
survey respondent offered a suggestion, saying,
"Tourism should be strengthened [in Red Wing] with a
more integrated approach to recreational assets and
the creative economy." The Mayor hopes to see new
businesses emerge and grow from the local Minnesota Southeast Technical College campus.
He also stated that he would like to see more immigrants settling in Red Wing to support new
industries and enjoy the natural and cultural amenities the area has to offer. "Small cities in cold
46 "Member Organizations." Nuclear Waste Strategy Coalition. Accessed October 7, 2019.
http://thenwsc.org/about-us
climates, as I understand it," he elaborated, "need a strong immigrant community to stay vital.
We've got to get over this idea that immigrants are a threat. Immigrants are going to save this
country, as they always have."
The City of Red Wing also sees itself continuing to play an important role in Minnesota's clean
energy economy. County Commissioner Drotos said, "I would like to see a resurgence of people
who are hungry for knowledge, education, and success come to Red Wing. The clean energy
economy can come here. The security, infrastructure, and the workforce are all here. I think we
are poised for a technological economy in the energy field — maybe nuke, maybe something
else. I'm not in favor of replacing [the Prairie Island plant] with gas. That reactor is going to be
done when it's done, but there are other things out there."
Mayor Dowse also said that he hopes to keep the City's strong relationship with Xcel Energy.
"We don't ever want to lose them. We want to help Xcel reach their carbon goals and we
want them to reach 100% carbon free by 2050. Nuclear has got to be a part of that for
baseload power."
Uncertain Future
According to the City, its biggest obstacle in planning and implementing its transition strategy is
uncertainty. While the community holds a resounding hope that Xcel Energy will seek to
relicense the Prairie Island nuclear plant, there is no guarantee that the company will or that
such a request would be approved by regulators. The Prairie Island nuclear plant's license is not
discussed in Xcel Energy's current integrated resource plan filing, so the community will have to
wait for the next resource plan for an update. City Business Administrator Hallock commented,
"I will welcome a decision on the plant either way so that the city can have certainty. Once a
decision is made, it will mobilize the community."
"Together, we're going to have to figure out with Xcel and the State how we will survive this,"
said Mayor Dowse.
61
SECTION 3: POWER PLANT WORKERS AND
ORGANIZED LABOR
Power plant workers will be the individuals most affected by a power plant retirement. Plant
workers, whether direct utility employees or employees of contractors, devote their careers to
working in and on power plants. Power plant jobs are typically specialized, high paying, and
stable — an increasingly rare combination in today's economy. Workers and their families face
great uncertainty around power plant retirements regarding how, and even whether it will be
possible, to replace their jobs and incomes. Recognizing this, the study authors conducted
interviews with the labor unions that represent power plant workers. Labor unions represent
their members in negotiations with employers on a wide range of issues and also provide
members with training and job placement and relocation support.
Interviews were conducted with the International Brotherhood of Electrical Workers, Laborers'
International Union of North America, and the International Brotherhood of Boilermakers to
better understand the perspective of power plant workers and the effects that Minnesota's
energy transition has on them. The following description of interviews with labor unions aims to
illuminate their perspective and the effect that a power plant closure may have on workers and
the unions that represent them.
International Brotherhood of Electrical Workers
The International Brotherhood of Electrical Workers (IBEW) is a labor union that represents
electrical industry workers in the United States and Canada, including plant operators, wiremen,
line workers, and other employees of public utilities. Five different IBEW local unions represent
workers in each of the five Minnesota power plants included in this study. Representatives from
each of those five locals participated in an interview for this study.
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International
Total
Short-term
Power Plant
Brotherhood of
Building
Permanent
Maintenance
Electrical
Trades
Unionized Plant
Workers
Workers
Workers
Sherburne County
250
50
300
150-200
Generating Station
Boswell Energy
116
0
116
10
Center
Monticello Nuclear
185
15
200
230
Generating Station
Allen S. King
75
10
85
75-100
Generating Station
Prairie Island
Nuclear
322
69
391
230
Generating Station
Power plant workers will be the individuals most affected by a power plant retirement. Plant
workers, whether direct utility employees or employees of contractors, devote their careers to
working in and on power plants. Power plant jobs are typically specialized, high paying, and
stable — an increasingly rare combination in today's economy. Workers and their families face
great uncertainty around power plant retirements regarding how, and even whether it will be
possible, to replace their jobs and incomes. Recognizing this, the study authors conducted
interviews with the labor unions that represent power plant workers. Labor unions represent
their members in negotiations with employers on a wide range of issues and also provide
members with training and job placement and relocation support.
Interviews were conducted with the International Brotherhood of Electrical Workers, Laborers'
International Union of North America, and the International Brotherhood of Boilermakers to
better understand the perspective of power plant workers and the effects that Minnesota's
energy transition has on them. The following description of interviews with labor unions aims to
illuminate their perspective and the effect that a power plant closure may have on workers and
the unions that represent them.
International Brotherhood of Electrical Workers
The International Brotherhood of Electrical Workers (IBEW) is a labor union that represents
electrical industry workers in the United States and Canada, including plant operators, wiremen,
line workers, and other employees of public utilities. Five different IBEW local unions represent
workers in each of the five Minnesota power plants included in this study. Representatives from
each of those five locals participated in an interview for this study.
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IBEW local unions represent hundreds of workers across these five power plants. IBEW
members are high -skilled workers who have spent two to four years in apprenticeships with
additional training and education throughout their careers. Typical occupations for IBEW
members in Minnesota power plants include electrical maintenance workers, equipment
operators, plant engineers, instrument and controls technicians, and coal yard workers.
IBEW's leadership and membership pay very close
attention to proposed and approved power plant
retirement dates. The majority of full-time workers in
Minnesota's utility -owned power plants are members of
the IBEW. Thus, IBEW's local unions, members, and
members' families will be among the most affected by
power plant retirements in the state. "In short, anyone
working full-time at the plant is likely an IBEW member," summarized one IBEW representative.
"We're the ones that will be most affected," another representative said. "We're in those plants
24/7."
IBEW's top concern regarding power plant closures is the loss of jobs for its members. Similarly,
IBEW's top priority in the face of a power plant closure is ensuring that all of its members retain
or find employment in jobs that allow them to maintain the same quality of life as they had in
their previous position. That includes comparable wages, benefits, and hours, as well as a
working location that allows members to return to their homes and families between shifts. As
Minnesota reduces the number of central power plants in the state, the union's effort to
transition laid -off workers to similar positions within other plants will become increasingly
difficult. Moreover, the high-quality jobs within utility -owned central power plants — in terms of
pay, benefits, and stability — are exceedingly rare elsewhere in the energy industry and as well
as outside of it. Moving potentially hundreds of laid -off workers to positions of comparable
quality outside of power plants would also prove challenging.
Strategies for Dealing with Plant Closures
Most of the union's business representatives and managers interviewed for this study have
experience with power plant downsizing or closure in the past. "Our number one goal is to place
those members so that they are gainfully employed and not laid off." Another representative
added, "So far we've been successful in doing that." However, most of the previous closures
with which the union has experience modeling and negotiating agreements were smaller plants.
The pace and scale of Minnesota's current energy transition will strain the union's traditional
strategies for managing layoffs.
During small or more isolated plant closures, the union would often seek out similar positions for
members in other utility -owned power plants. That strategy is less viable in the face of multiple
plant retirements in a similar timeframe, with far fewer replacement plants coming online. "A
machinist at a coal plant could be a machinist at a nuclear plant. In the past, we had options to
move people to other sites. We don't have that anymore," said one representative. The Boswell
plant representative stated, "Boswell operations folks are highly knowledgeable, but if they can't
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move to another plant with some sort of boiler, there's little value to their skill set. If you're a
plant operator, there are very few opportunities for you unless you get retrained."
Retraining can be an option for plant workers who face
layoffs and may be an especially good fit for younger
workers who have years or decades of time to pursue
a new career. However, investing in additional years of
retraining may be unattractive for workers who are
nearing retirement. IBEW's goal is to ensure that
workers who are retraining are doing so for jobs of
comparable quality to those they are leaving. IBEW indicated that they do not know of
opportunities for members to retrain for comparable quality jobs outside of the industry, and
electric utility positions are decreasing in number overall.
Another strategy of the unions is to move workers from one state to another for work in their
specialty. This is also becoming less effective, as states across the country are facing the same
energy transition as Minnesota, moving away from centralized generating plants toward more
renewable energy resources. Even when possible, this strategy of moving workers across
states is typically a last resort because it requires families to relocate.
Retention bonuses can assist workers who face future layoffs and also help keep experienced
staff on the job and plants operating smoothly through plant retirement. IBEW representatives
stated that they have asked Xcel Energy about retention bonuses for workers at plants slated
for retirement, but that the utility has not yet engaged in those conversations. "[Retention] will be
a problem," one representative explained. "If people say 'we have to save ourselves' then you'll
have an inexperienced workforce operating the plant." Experienced, knowledgeable operators
are needed at a plant site until the very last day of operation. Workers who stay through plant
retirement, however, may be more likely to experience a gap in employment.
IBEW and both utilities involved in this study have agreed to some wage protections for workers
in the event of a plant closure. However, any further wage protections, job transfers, or support
for workers will be determined through future negotiations. As one representative noted,
"Ultimately, [the utilities] have to bargain the effects of any closure with the unions."
Workers Nearing Retirement
Approaching closure dates for Minnesota's regulated power plants creates special challenges
for workers nearing retirement age but not yet able to retire. "[One] of the biggest issues we face
is that people will be 50 years old when the plant closes. They invested their whole career and
retirements into those plants." These workers will not have earned full or sufficient retirement
benefits and may be limited in the types of jobs they could transition to as well as opportunities
to retrain for a new role. Based on proposed and approved retirement dates for the power plants
in this study, IBEW representatives expect that there are a significant number of workers who
fall into this category.
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One union representative for the Allen S. King plant stated, "[Members are] nervous because if
the plant goes in 2028 or sooner, I'm going to have about 47 people or so that are 50 years old
and need seven to eight more years to finish up." A representative for the Sherco plant
estimated that if the plant retired in 2030, as proposed by Xcel Energy, about 95 people would
have one to 10 or more years left before they could retire with full pension.
One representative explained, "If I'm 50 years old, my pension will be crap. After 50, your
average earnings would be higher, and that's where most of your retirement is built up. It's like a
hockey stick [graph]." Another representative added, "They'll still get their retirement, but it's
going to be a much smaller pension than what they would have had. So their lifestyle will have
to change dramatically."
Additionally, the uncertainty around power plant closure dates makes career and retirement
planning difficult for workers. The representative from the Boswell plant stated, "At Boswell, we
have daily conversations with members that view [plant retirement] as a moving target.
Minnesota Power wanted to keep [Boswell's Unit 1 and Unit 2] open longer but the [Public
Utilities Commission] had them shut down sooner because the investments were so costly to
keep it running. It's hard for [workers] to make career decisions because seven years earlier
makes a big difference."
Transferring workers who are nearing retirement age to other open positions at the utility can
pose challenges as well. One representative noted, "You take a guy that's 50 years old that has
been an operator his whole life, and now you're going to move him to the line or construction.
It's going to be way more physical. To learn how to be climbing polls at age 50, you tell me how
that's going to go."
Worker Opportunities in the Energy Sector Going Forward
To date, IBEW has yet to see evidence that the clean energy industry will replace the number
and quality of jobs associated with utility -owned power plants. Interviewees cited several
reasons for this. First, the utilities often buy solar and wind farms after construction with a five-
year contract for continued maintenance with the third -party developer. IBEW representatives
noted that often these are built with nonunion labor and
therefore are maintained by nonunion workers. Second,
solar and wind fields require very few permanent jobs
for operation and maintenance. The majority of jobs
associated with wind and solar are temporary jobs
during the construction process. One representative
stated, "Permanent green jobs are essentially a myth."
He continued, "Minnesota Power put up 500 megawatts
of wind and through that we gained four members. Most
was built in North Dakota largely with nonunion workers
and is still staffed nonunion."
The IBEW representatives admitted that they have
been caught off guard by the pace of Minnesota's transition toward wind and solar generating
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resources. "Clean energy really started getting pushed around 2005. Everyone thought it
couldn't be done, yet here we are and half of the plants in Minnesota are gone."
As a result of diminishing jobs in energy generation, some union representatives expect their
membership to downsize and to potentially merge with other locals. "Local 23 will go down
through the attrition," one representative said of the union representing workers at the Allen S.
King plant. Others responded with, "We'll have to make decisions on increasing members' dues
or look at merging with other locals, because we can't sustain that number and still serve the
membership," and, "it will dramatically affect all of us."
Support for Workers and Communities
IBEW members expressed hopes that Minnesota's energy transition would include support from
utility employers for IBEW members in finding gainful, quality employment. "Give them a soft
landing and make sure they get retrained," one interviewee said. Other interviewees hope
that clean energy organizations that have advocated for closing power plants would offer
support for dislocated workers. Another representative suggested that there should be a state
program offering a two-year degree to retrain workers displaced from power plant closures at no
cost to workers.
The representative for the Boswell Energy Center mentioned that the Iron Range Resources
and Rehabilitation Board (IRRRB) could offer a good model to draw upon. The IRRRB has a
retraining program for when manufacturing facilities or mines close. Instead of a property tax,
these companies pay a production tax on what they extract or produce. Some of these taxes are
then allocated for retraining and assistance for dislocated workers.
IBEW interviewees also discussed the interconnectedness of impacts on workers and the
communities that host retiring power plants. "It's going to be a huge issue for the communities,"
one representative stated. "Now towns will have to pick up property taxes within those [host]
communities. And if our people are still living there, and they do find employment elsewhere,
they're going to have lower wages and they'll be paying more in taxes. That's going to change
those communities."
Laborers' International Union of North America
The Laborers' International Union of North America (LIUNA) represents workers in the United
States and Canada. LIUNA members reflect a diverse array of workers that specialize in the
construction and energy industries. In the context of power plants, LIUNA's workers are involved
with building and decommissioning plants, nuclear refueling outages and dry cast storage,
retrofitting plants for upgraded safety or for a natural gas conversion, as well as building
renewable energy resources like wind and solar. The business manager of a LIUNA local union
participated in an interview for this study, and a regional representative for LIUNA provided
written input.
LIUNA represents hundreds of workers who are employed with utilities, including Xcel Energy
and Minnesota Power, and has a running contract for all of Xcel Energy's power plant facilities.
This contract covers LIUNA members who are direct employees of Xcel Energy, in Xcel
Energy's special construction department, as well as employees of specialty construction
contractors who work on Xcel Energy facilities. In total, LIUNA estimates that 300-400 of its
members work as an Xcel Energy employee or employee of a contractor. One LIUNA business
manager said regarding their members' roles on-site at power plants, "Our laborers are there
first and they're there last." Because of this, LIUNA's locals in Minnesota work closely with
utilities and track their integrated resource plans to keep apprised of potential power plant
closures and the resulting implications for their members.
Energy Transition and Changing Opportunities
Given the nature of LIUNA's members' work, they have the benefit of some continued
opportunity even as large central power plants retire. As plants are either decommissioned or
retrofitted, LIUNA expects to see a significant, albeit temporary increase in the amount of work
available to its members. Nonetheless, working to build and upgrade fossil fuel and nuclear
power plants is a significant source of work for LIUNA members. If power plants are
decommissioned and not replaced, work opportunities for LIUNA members could diminish
substantially over time.
In the face of these diminishing opportunities in fossil fuel and nuclear plants, LIUNA is trying to
think about the future and act proactively. The local union representative stated, "We take an `all
of the above' energy approach." Both LIUNA's local and national unions are working to
transition members to the renewable energy field, where they see an opportunity for union
market share to grow. LIUNA's local representative stated, "As plant closures come down, and
jobs go away after decommissioning, how do we ensure that our members have jobs on the
renewable energy side? We want to make sure that our members on the fossil side that are
losing jobs are able to maintain good -paying union jobs on the renewable side. We are trying to
work with Xcel to ensure that that opportunity is available."
LIUNA is especially interested in wind energy, which
necessitates much more work for laborers than solar
photovoltaic developments due to licensing and
electrical codes. Locally, LIUNA coordinates and
communicates with the operators, ironworkers, and
millwrights' unions to say aware of upcoming and
ongoing wind farm developments.
Despite the opportunities that may come in the
renewable energy sector, a lot of uncertainty remains.
According to LIUNA's local representative, its members'
biggest concern about power plant closures across the state is the loss of good, family -
sustaining jobs. As the largest building and construction trade organization employed by Xcel
Energy, LIUNA representatives are concerned that their members could disproportionately lose
in Minnesota's energy transition. "A lot of our members at Xcel are very concerned about
their jobs. They don't know what will happen when these jobs change," one LIUNA
representative stated.
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A major driver of uncertainty and concern for LIUNA and its members is that clean energy jobs
have so far not been a one-for-one replacement for utility -owned power plant jobs. Even utility -
scale renewable energy projects have often been built with non -local and nonunion labor. This
affects both LIUNA members and Minnesota's local communities and workforce more broadly.
The local LIUNA representative described, "We are trying to gain market share in the renewable
industry, where much of it has been done nonunion. A lot of projects are not benefiting
communities where they're being built in regard to jobs. [Developers] are bringing in a lot of out -
of -staters, nonunion to build wind farms. They don't have prevailing wage attached to them, so
they don't pay the area standard. They are undercutting."
Recently though, LIUNA has seen increased local hiring for Minnesota's renewable energy
projects. The regional LIUNA representative stated, "[It's] been changing rapidly thanks to hard
work on both sides. We've seen significant efforts on the part of both utilities and clean energy
developers to do a better job of creating high-quality opportunities for local workers. By our
estimates, we've gone from a wind construction workforce that was less than 20% local
(Minnesota or within commuting distance of project) in 2017 and 2018 to more than 60% local in
2019, and we expect the trend to continue into 2020."
Community Impacts
The local LIUNA representative, whose father was a union member who worked at Xcel Energy
plants for nearly 30 years, spoke from personal experience describing the benefits that he, his
family, and his community have experienced from the high-quality jobs and the tax base that
utility -owned power plants provide. "Xcel Energy built up this whole area," he stated. "That's
how I grew up. I had a very good childhood because we didn't necessarily want for anything. I
had healthcare. I never had to worry about that. Xcel itself has sustained thousands of
households in our communities."
He went on to commend Xcel Energy for its ongoing
work in the community, "In my mind it's incredibly
important that as they brought forward this plan to
shutdown Sherco early they have made an effort to
help redevelop that area." He went on to say,
"However, the businesses that are moving in aren't all
using union contractors. If those were Xcel projects,
they would have been ours. So these aren't just
transitioning over one-for-one quality jobs."
He spoke of one company that is considering moving
into Becker, Minnesota — home to the Sherco Generating Station — with plans to power its
facility with renewable energy. But the existing wind farm slated to serve that business was built
with nonunion labor outside of Minnesota.
Regarding communities' economic transition as power plants retire, the local LIUNA
representative stressed the importance of maintaining well -paying jobs. "As the redevelopment
happens, it's important that we take note of the jobs that we're losing and ensure that we're
replacing them with well -paying jobs. When you're competing on costs the easiest way to
compete is paying your employees less. [LIUNA has] a standard we set for all of our contractors
to pay. This is something that has to be at the forefront of these jobs and the renewable energy
economy coming in."
LIUNA's Hopes for Minnesota's Energy Transition
What does a successful transition look like for LIUNA members? First, LIUNA hopes that the
plant sites do not stay idle for long periods of time before decommissioning. When the site
contains an abandoned building, not only have people lost their former jobs, but no new jobs are
transitioned into its deconstruction. "Leaving a plant dormant does very little for us," the LIUNA
representative said. Further, as plants are decommissioned, LIUNA hopes "that Xcel will self -
perform that work."
More broadly, LIUNA hopes that state regulators, policy -makers, and Xcel Energy do as much
as possible to ensure that energy infrastructure creates local jobs. LIUNA would like to see "the
[Public Utilities Commission] attach a prevailing wage requirement to new [renewable energy]
projects. The local labor hire reporting requirements were a big step in the right direction."
Though LIUNA workers and contractors have an advantage over many other contractors —
providing a more skilled workforce, which increases productivity and safety — it can be difficult
to compete against contractors using low -paid, low -skilled, and often non -local workers for some
contracts that focus primarily on cost.
Boilermakers Local #647
Founded in 1936, the Boilermakers Local #647 (Local 647 or Boilermakers) is located in
Ramsey, Minnesota, and serves Minnesota, North Dakota, and South Dakota. Local 647 is a
construction lodge of the International Brotherhood of Boilermakers, Iron Ship Builders,
Blacksmiths, Forgers and Helpers.47 Local 647's membership includes about 550 workers that
that do a substantial amount of contract work in power plants, including all of the plants included
in this study. Two representatives of the Boilermakers Local #647 participated in an interview for
this study.
Members of Local 647 are highly trained with a very specialized skillset. Members go through a
four-year apprenticeship and training program and graduate to become certified welders and
certified crane riggers, with ongoing education throughout their careers. While members work in
industries and facilities other than the energy industry and power plants, about 75% of
members' work hours happen in power plants. Local 647 members' work in power plants
includes everything from erection to dismantling, repairs, tube work, and work on environmental
controls, bag houses, scrubbers, ducts, and stacks. Boilermakers are not direct employees of
the utility. They perform work in power plants as employees of contractors.
Given the amount of work Local 647 members do in power plants, as well as the highly
specialized nature of their work, power plant retirements are top of mind for Local 647
4' "About Us." Boilermakers Local #647. Accessed October 11, 2019. http://boilermakerslocal647.com/about-us/
.•
leadership and members. "The members themselves keep up on the current events as to what
Xcel is saying, the latest plan," said one representative.
The Effects of Closing Plants
The representatives interviewed said that their biggest concern regarding plant closures is the
loss of work and livelihood for members. Local 647's members are relatively young. According
to the Local 647 representatives, the average age of its members is about 37 to 38 years. This
is important, as most of Local 647's members will not be at retirement age when many of the
plants included in this study are expected to close.
The Boilermakers are already seeing a decline in work
due to power plant closures. One representative
stated, "It's already on the decline. [Utilities] have a
date out there when they know they're going to shut
down [a plant] and their tendency is just to not spend
any more money on them than they have to. That's
been happening for a couple of years now." Reduced
hours for Boilermakers in the electrical sector is
happening alongside a decrease in work at a major
Minnesota refinery as well. As work dwindles in both of
these key areas, Boilermakers are seeing fewer
available positions and work hours, and less and less opportunity in the future. "Take a
Boilermaker that's been in for six, seven, eight, maybe 10 years looking at his career
disappearing before his eyes," said one representative.
Another representative explained, "We're already being impacted by [plant retirements] heavily.
There's a loss of man-hours, the average hours per year per member is declining. We have
people leaving the trade and looking for work elsewhere." The power plant work has good pay
and benefits, which helps support the entire union membership. The alternative work
opportunities, however, are not equal replacements for the lost work in power plants.
"Unfortunately [members are finding other work] in places that pay less with crummier benefits,
which also affects our pension fund." Members who are looking for jobs outside of power plants
are in many cases moving toward shop work, which pays less than power plant work.
As opportunities decline, Boilermakers face a shrinking membership as well. Some members
are leaving the Boilermakers and moving to other trades and others are working in nonunion
positions in local shops. Recruiting new members is becoming more difficult as well. "We're
having trouble bringing new people into the apprenticeship program," one representative stated.
Worker Opportunities in the Electric Sector Going Forward
According to the representatives interviewed, Boilermakers have few to no opportunities
associated with renewable energy resource development or maintenance. The specialized work
that Boilermakers do does not apply to renewable generation. They do not anticipate that
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the construction or maintenance of additional renewable generation in the region will benefit
their members.
When asked if the Boilermakers would have any opportunities from decommissioning work
when a power plant retires, they emphasized the short-term nature of those jobs. According to
the representatives, decommissioning work is short lived and does not lead to future prospects
for members, but rather forecloses an opportunity. "It's like getting a piece of granite and asking
you what you want written about you on your tombstone," one representative said of
opportunities related to decommissioning.
The representatives stated that the Boilermakers do
have some work opportunities in the construction and
maintenance of natural gas plants. To the extent that
retiring coal and nuclear plants may be replaced with or
converted to natural gas-fired power plants, the
Boilermakers may see continued opportunities in the
electric sector. However, they still expect to see a
significant decline in work in the sector, even if
additional natural gas plants are brought online. The
representatives explained that natural gas power plants
require significantly fewer workers and work hours from
their trade compared to coal and nuclear plants. "The problem with a gas plant is that you might
have 50 to 60 guys for about a year, and then it's done, and we might go back in for
maintenance and it'd be six to eight guys for a week. Compared to maintenance at a plant like
Sherco, where you have 100 guys a shift with two shifts for five to six weeks every year or every
other year."
Both representatives expressed concern about what will happen to host communities that lose
plants. One representative stated, "The loss of highly skilled highly paid jobs, the economic
impact is going to be devastating." The representatives interviewed were skeptical about the
quality of employers and jobs that may replace power plants. "Do they pay $60 an hour, total
package? I'm pretty sure they don't," one representative said. He went on to say, "Even on the
wind turbine and solar side, the vast majority of what's being built is being done by nonunion
companies using low-wage scales. The contractors are from down south or out west, so all the
dollars leave the state."
The representatives also expressed skepticism and concern about power reliability if all the
plants included in this study were to retire in a short timeframe. They believe it is unrealistic to
think that all the plants in this study could be replaced with renewable energy resources without
major outages during peak winter and summer periods.
Support for Workers
When asked what types of support the Boilermakers hope to see for workers, one
representative stated, "The type of support that our members would like to see is a job, and
therein lies the big issue. When they are closing the plants for green energy, it's going to wipe
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us out." He continued, "There's going to be a gross loss of jobs due to this [energy transition]
that aren't coming back. There is no green job that's going to replace this stuff, and that's not
just for the Boilermakers, it's for all of power generation and a lot of other crafts too and
support businesses."
One representative stated, "The idea of green jobs is a lie. They are including all sorts of things
in there like decommissioning or little projects and calling them jobs. Those aren't jobs, those
are temporary projects. You're creating something that lasts two weeks long and giving it a
credit like you would a permanent job."
The representatives do see opportunity for their trade
and members in carbon capture and sequestration
technology. "I'd like to see [utilities] build new [coal]
plants with carbon capture on them." The
representatives mentioned a project in North Dakota
that will add carbon capture technology to an existing
coal plant. A representative stated, "The vast majority of
carbon capture work would go to [Boilermakers]."
However, the representatives worry that political
opposition to coal may be too strong in Minnesota for carbon capture technology to truly take
off. "The biggest misconception out there is that coal is dirty. Boilermakers have been putting
the pollution controls on these plants for decades." The representatives believe that carbon
capture technology could be the next generation of environmental controls for coal plants and
would like to see greater attention paid to the technology and its potential in the state.
Finally, the representatives interviewed would like to see greater communication and
consideration for the Boilermakers as plans are developed around the future of power plants
and any related workforce plans or support. The Boilermakers will be greatly impacted by power
plant closures in the state, but so far have not been included in the conversation around plant
closures. "[Xcel Energy] never asked for input from us," stated one representative.
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SECTION 4: FINDINGS AND CONCLUSIONS
Power plants have played an important role in building vibrant and stable
communities across Minnesota. Power plant closures will undoubtedly have a strong
economic and financial impact on the communities that host them, and potentially,
other Minnesota communities as well.
The power plants included in this study have been instrumental in helping to build many of the
communities in which they are located. Through interviews and survey responses, community
members and local government officials stressed the many contributions of the power plant to
their communities. Power plants are so intertwined with the communities that they call home,
community members and officials struggle to even imagine what their community would be like
without the plant.
Power plants contribute directly to a community by providing a stable, healthy tax base; utility
contributions to local charities and nonprofit organizations; contributions to local parks and
recreational investments; and commerce with local businesses that serve the plant. Plants
contribute indirectly by attracting plant workers and their families to these communities, which
includes new businesses and commerce to serve workers and their families, the contributions
that workers and their families make to the community through charitable giving and
volunteering, and the value that workers and families build through investments in their own
homes and property. Additionally, power plant jobs are typically relatively high -paying and
stable, with good benefits. These jobs help to build stable families within power plant
communities and the surrounding areas.
The power plants included in this study also contribute to other nearby communities and, more
broadly, the region in which they are located. The property tax revenue that power plants
provide helps to fund important state aid programs like the Local Government Aid program, the
Fiscal Disparities program, and the Department of Iron Range Resources and Rehabilitation.
These programs provide aid to communities that need additional funding to meet residents'
needs. Power plant communities contribute significant revenue to these programs, while
receiving little or no funding in return, which benefits other communities and the region. For
more detailed information about these state and regional financial aid and taxation programs
and how Minnesota's host communities contribute, see Appendix B: Key State Financial
Policies.
Given the important contributions that power plants make, power plant retirements will result in
significant impacts on Minnesota communities. Host communities will have to shift more of their
tax burden to residents and other businesses. Local charities and nonprofits will need to look
elsewhere for revenue that once came from the utility and power plant workers. Residents and
businesses may also face fewer or different job or business opportunities. Other communities
throughout the state may also face financial impacts due to shifts in revenue and breakdown of
recipients and contributors for state financial aid programs. The degree to which communities
experience the economic and social impacts of a power plant closure will depend on a number
73
of factors, such as proximity to other economic and employment opportunities, trends in the
regional economy, and the success of local economic development efforts.
Other power plant communities across the nation that have faced power plant closures offer a
glimpse at what Minnesota's host communities could also experience when their power plants
retire. These communities across the nation and the strategies they employed throughout their
transition may also be informative as Minnesota considers how to manage the impact of power
plant retirements. Appendix D: Literature Review of Transitioning Power Plant
Communities of this report contains a literature review describing the experience of four
different communities across the country that are facing or have faced a power plant retirement,
along with key takeaways from those communities' transitions that may be relevant and useful
for Minnesota.
2. Minnesota's host communities are currently pursuing a range of strategies to plan
and prepare for power plant closures as well as the economic transition those
closures will require. None of those strategies are expected to fully offset the
economic impact of a plant closure, but they may help mitigate the negative effects.
Many of the Minnesota communities included in this study are proactively planning and
preparing for the eventual retirement of the power plants they host. These host communities are
currently deploying a number of different strategies to assist with their forthcoming economic
transition. Through interviews, local government officials stressed that, given the magnitude of
the tax revenue associate with power plants, they do not expect that their efforts will fully
replace the benefits currently provided by the power plants. However, they hope that a
combination of their own strategies and efforts, along with some other potential future efforts at
the state and regional levels, may help mitigate the effects of a power plant closure and allow
their communities to continue to grow and prosper.
Some communities included in this study are investing to renew and revitalize their aging
infrastructure now, with the aim to pay those investments off before the power plant retires and
they lose its tax revenue. Other communities are investing in infrastructure to attract new
businesses, such as preparing shovel -ready industrial parks, and actively working to recruit new
businesses. Some communities have plans to develop recreational areas that highlight the
natural assets of the community to attract new visitors and tourists. Nearly all of the
communities included in this study noted plans to engage community members on issues
related to transition planning, whether through comprehensive planning efforts or public
discussion forums.
Appendix D: Literature Review of Transitioning Power Plant Communities of this report
provides a description of some of the strategies that other communities facing power plant
retirements have deployed to mitigate the effects of their plant closure.
3. Planning and preparing for a community transition related to power plant closure
requires a long time horizon.
74
Many strategies that Minnesota communities may want to employ to mitigate the impacts of a
power plant closure are long term in nature and require years to fully execute. This was a
common theme throughout a number of interviews with local government officials.
For example, economic development projects may require significant planning, zoning changes,
infrastructure investments, and long-term business recruitment or development efforts. Similarly,
investing in and paying down debt for infrastructure renewal for a city, county, or school district
ahead of a power plant retirement requires significant time for planning, construction, and debt
service. Additionally, negotiating a community transition package amongst a diverse range of
interested stakeholders can take years, as was the case for the Diablo Canyon Nuclear Plant,
discussed in Appendix D: Literature Review of Transitioning Power Plant Communities.
The earlier communities begin planning and deploying transition strategies ahead of
plant retirements, the more likely it is that those strategies mature and provide benefits to
the community.
4. Uncertainty or a lack of information around the timing of a power plant closure poses
additional challenges for a community's planning and preparation.
Unknown, uncertain, or changing timelines for a power plant retirement can make community
and worker transition planning more difficult. Several local government officials, community
members, and labor union representatives discussed the hardship associated with transition
planning and preparation when a plant retirement date is not known or changes.
When plant retirement timelines seem uncertain or unknown, it can be difficult to know how and
when to select and implement effective transition strategies. Moreover, if a retirement date is
accelerated significantly, it may mean that transition plans and efforts will not be fully effective in
time for the plant's closure. This, in turn, increases the likelihood that the community and plant
workers will experience negative economic and socioeconomic impacts from a closure.
Additionally, uncertainty around power plant retirement dates can affect how communities and
workers respond to and prioritize the need for transition efforts. When a date is unknown or
perceived to be uncertain, it may be difficult to galvanize support for investing in effective
economic transition strategies. Moreover, unknown, uncertain, or changing timelines for a plant
retirement can exacerbate anxiety and tension for plant workers, host community members, and
local government officials, making it more difficult to reach agreement, build support for, and
carry out a community and worker transition plan.
Some uncertainty regarding power plant retirement dates is unavoidable. Minnesota utilities and
the Minnesota Public Utilities Commission must make resource decisions, including determining
plant retirement dates, in response to changing plant, economic, and policy conditions.
However, some uncertainty may be avoided or lessened by ongoing and open communication
between the utility, regulators, communities, labor unions, and workers. Open and frequent
communication may also increase levels of trust and cooperation in developing and
implementing transition strategies.
75
Appendix D: Literature Review of Transitioning Power Plant Communities includes
examples of how communities have responded to and experienced uncertain or changing power
plant retirement dates and how some communities developed strategies to facilitate
communication and information -sharing to improve transition planning and implementation.
5. Land use and redevelopment of power plant sites after a plant has closed is an
important issue for Minnesota's host communities.
Through interviews and community survey responses to this study, local government officials
and community members expressed great interest in how the property currently occupied by a
power plant will be used after the power plant retires. Community members and local officials
voiced concern about retired power plant sites remaining vacant, as well as hopes for using the
land that their power plant currently occupies in new ways after the plant retires.
Almost without exception, the Minnesota host communities included in this study stressed that
once their local power plant retires, they do not want the shuttered plant to remain on-site. Study
participants expressed hopes that when the local power plant retires, the utility owner will fully
decommission the plant and remediate the property. Study participants noted concerns about
leaving a closed plant in place, including the inability to redevelop that land for other valuable
uses and that the retired plant building and property could become a blighted, problem property.
Many study participants expressed hopes about using the current power plant property for other
purposes after plant retirement. In some cases, participants hoped to see the power plant
property land cleaned and restored to its natural state to be enjoyed by the community, and
potentially to attract tourists and visitors as well. In other cases, participants hoped to see the
land redeveloped for other business purposes to provide economic value to the community.
Several participants also noted the opportunity to use the existing power plant property to site
new energy resources, which could then use the existing transmission and distribution
infrastructure from the current plant. Interview participants discussed the need to balance
the best use of the power plant property with the desire to use the property to bring in additional
tax revenue.
Appendix D: Literature Review of Transitioning Power Plant Communities provides
examples of how some power plant communities facing a plant retirement in other parts of the
country have addressed decommissioning, remediation, and land use of power plant properties
after retirement. The case of Centralia, Washington, provides an example of how
decommissioning and remediation efforts can be designed with the future land use in mind to
manage costs and take advantage of existing infrastructure.
Nuclear spent fuel storage will present serious challenges for decommissioning, remediation,
and redevelopment of power plant property for some Minnesota host communities. Study
participants from communities with a nuclear power plant expressed concerns about the stored
nuclear waste staying on-site indefinitely even after a plant closed. Participants voiced a number
of questions and concerns about how and by whom stored nuclear waste will be secured,
maintained, and monitored if the plant retires. The Prairie Island Indian Community, where
residents live closer to stored nuclear spent fuel than people do anywhere else in the country,
rV
expressed concern that if their local nuclear plant closed, political and public attention to
addressing the spent nuclear fuel waste could wane, leaving them with a permanent problem
and little support.
With no federal permanent or interim storage option available, nuclear spent fuel storage has
remained unmoved from plant sites in other parts of the country for decades after plant
retirement and decommissioning. Appendix D: Literature Review of Transitioning Power
Plant Communities describes the experience of Wiscasset, Maine, where a nuclear plant
retired in 1997 and stored nuclear waste remains at the plant site to this day.
6. Minnesota plant workers, the unions that represent them, and the host communities
have shared interests and concerns regarding power plant closures. Workers, labor
unions, and host communities may benefit from close coordination and
communication in plant closure transition planning and preparation efforts.
Minnesota's power plant workers and power plant host communities are closely connected in
terms of their relationships with their power plants. In some cases, workers and host
communities are indistinguishable, as plant workers are often members of the host community.
Host community members and local government officials discussed the importance of power
plant workers to their communities. Power plant workers often own property in their host
community, send their children to local schools, pay taxes, give to local charities, and volunteer
One local official of a host community even stated that their biggest fear in facing a power plant
closure was not lost tax revenue, but the prospect of plant employees leaving the community.
Similarly, the labor unions that represent power plant workers expressed the importance of the
host communities to workers and workers' families. A major issue for workers facing a power
plant retirement is the prospect of uprooting their families and moving away from the host
community to find employment opportunities elsewhere.
In many ways, host communities and power plant workers face a shared fate around power
plant retirement. Workers, labor unions, and host communities may find value in collaborating,
coordinating, and supporting one another throughout community and worker transition efforts.
Appendix D: Literature Review of Transitioning Power Plant Communities provides
examples of organized labor and host communities that worked together to achieve community
and worker transition agreements in response to a power plant closure.
7. In today's economy, power plant jobs are uniquely high in quality. There are no clear
options to replace power plant jobs with positions that are similar in terms of pay,
benefits, stability, and location.
The labor unions that represent power plant workers emphasized the high quality of power plant
jobs and the difficulty, if not impossibility, of replacing those power plant jobs with jobs of equal
quality. Labor union representatives noted the relatively high pay, the stability of employment,
the good benefits, and the location of power plant jobs. In each interview with representatives of
organized labor, they stressed that it is critical to think beyond simply replacing a total number of
77
jobs when considering plant worker transitions. Rather, one must consider the quality of the jobs
available to plant workers who are displaced due to a power plant closure.
Power plant jobs are career positions. Power plant jobs are often high -skilled positions that
require extensive apprenticeships and training, which can take years to complete. Accordingly,
power plant jobs pay relatively high wages, well above Minnesota's state median income. Table
7 provides a comparison of the average annual base wages for workers at each of the power
plants included in this study to the Minnesota median average household income.
Table 7: Annual Power Plant Wages Compared to the Minnesota Median Income
Power Plant
Sherburne County Generating
Station
Boswell Energy Center
Monticello Nuclear Generating
Station
Allen S. King Generating
Station
2018 Average Annual Base
Wages per Power Plant
$88,556.39
$88,317.25
$108,990.86
$92,830.97
2014-2018 Minnesota
Median Household
Income (2018 Dollars)
$68,41148
Prairie Island Nuclear
Generating Station $109,023.41
*Note that the Minnesota median income figure refers to a household, while the power plant wages refers to the
individual.
Power plant jobs are very stable with a low risk of elimination due to outsourcing or other
factors. Additionally, power plant jobs provide high-quality benefits, including a retirement
pension. This is notable as, according to the Bureau of Labor Statistics, only 17% of private
industry jobs offered a retirement pension plan in 2018.
The combination of pay, stability, and benefits make power plant jobs uniquely high in quality in
today's economy. These jobs allow for workers to provide financial stability for their families and
to invest in their communities.
As more of Minnesota's central power plants retire, power plant workers facing job loss due to
plant retirement likely will not be able to simply move to a different power plant within the state.
In fact, as power plants retire across the country, even workers willing to move out of state will
be less likely to find open positions at power plants. Far fewer permanent workers are needed
for natural gas power plants, and even fewer are required for renewable energy resources.
Therefore, as Minnesota transitions toward more renewable energy resources and natural gas
generation, the total number of jobs in the electric generation sector will decline.
48 "Minnesota Compass." U.S. Census Bureau. Accessed January 28, 2020.
https://www.census.gov/quickfacts/fact/table/M N/INC110218#I NC110218
78
It will not be easy to replace power plant jobs with jobs of equal quality, and indeed, it is not
clear if it is possible. This is especially true in communities facing economic downturns in other
important local industries.
8. Not all of Minnesota's host communities receive benefits from the power plant
they host.
The Prairie Island Indian Community's relationship to the power plant they host is distinctly
different from that of any other community in this study. Their relationship with the nuclear plant
is rooted in decades of history, including how the plant came to be, the history of the land on
which the plant sits, how the tribe was treated during construction and early operation of the
plant, and how the utility communicated with the tribe.
Moreover, despite its proximity to the plant, the Prairie Island Indian Community does not
receive tax revenue from it, and no tribe members work at the plant. The nuclear plant and on-
site spent fuel storage deters many community members from living on tribal land. Additionally,
the nuclear plant is seen as a threat to the tribe's main source of income, the Treasure Island
Resort and Casino, in the event of a nuclear incident.
Today, the Prairie Island Indian Community and Xcel Energy have open communication and the
relationship is as good as it has ever been. Nonetheless, the tribe does not receive many of the
economic and social benefits of hosting a power plant that are typical of the other communities
included in this study. The community does, however, experience the negative aspects of
hosting a power plant.
The Prairie Island Indian Community would like to see the plant retired, the land restored to its
previous condition, and returned to tribal ownership. However, they acknowledge that this is
likely unrealistic until the spent nuclear fuel stored on-site is removed.
79
APPENDIX A: STUDY METHODOLOGY
Literature Review
This study began with a literature review of existing resources and research about community
transitions due to power plant closures. This included resources on the "just transition" framework,
academic journal articles on lessons learned from transitioning communities, and technical reports
regarding environmental remediation after plant retirements. Citations for those resources are provided
in the bibliography of the literature review.
Through this broad research, the study authors selected four specific case studies of power plant
closures in the United States. Authors reviewed these case studies and summarized that research
herein to illustrate how community transitions have unfolded under different sets of circumstances, as
well as the challenges and opportunities that emerged. The case studies reflect two nuclear power
plant retirements and two coal-fired power plant retirements. The authors researched each of the four
community transitions through a variety of sources; wrote a summary description of the transition
stories, highlighting key takeaways that may be informative for Minnesota's communities; and received
and incorporated input on the summary descriptions and key takeaways from national experts who are
familiar with each of the transition stories.
The information gathered through the literature review informs the findings and conclusions included in
this report.
Qualitative Research
The study authors convened a Steering Committee of community representatives from each of the host
communities included in this study, a representative from each of the utilities included in the study, and
a representative from the Coalition of Utility Cities .49 The Steering Committee helped shape and guide
this study by and providing input on desired outcomes, providing their expertise on local issues, and
drawing upon their local networks. The community representatives included mayors, city administrators,
staff from economic planning and development departments, and a community liaison to the Prairie
Island Indian Community.
The Steering Committee and the study authors determined the qualitative methods for this study would
include an online community survey that was sent to approximately 10 members of each host
community, as well as in-person, group interviews with local governmental officials and experts and
local community leaders.
Interview participants and survey respondents were not randomly selected. Participants were selected
by the Steering Committees in collaboration with their respective local officials. Therefore, while the
perspectives captured and documented in this report may or may not be reflective of the individual
49 The Coalition of Utility Cities (CUC) consists of eight Minnesota cities that host the state's largest power plants owned by
investor-owned utilities. The CUC advocates to protect the interests of local residents and businesses by ensuring that local
taxpayers don't bear a disproportionate share of the public infrastructure and safety costs of hosting power plants, and
serves as a collective voice for these communities when large facilities are retired or converted to a new fuel source.
:1
community or host communities as a whole, the stories included offer a sampling of what actively
engaged community members are feeling, thinking, and doing with regard to the potential impact a
power plant closure could have on the places they live, work, and play.
Interviews
The study authors conducted in-person, group interviews with each of the host communities included in
this study. Interview participants for each host community were identified and selected by members of
the Steering Committee. Interview participants included elected city and county officials, city and county
staff, school district staff and superintendents, local business owners, representatives of local nonprofit
and religious organizations, and community leaders.
Interview questions were designed to elicit conversation among interviewees about how a potential
power plant retirement would affect the community, including effects on the local government tax base,
including city, county, and school district budgets; businesses that interact with the power plant; and
residents that live in the city or work at the plants. Interview questions used for local government
officials and city, county, and school district staff can be found in Appendix A-1.11
The study authors conducted additional interviews to understand the perspectives of labor unions that
represent power plant workers and learn about state support systems and programs that could be
available to workers and communities. This input was gathered through interviews with representatives
of the International Brotherhood of Electrical Workers, representatives of the Laborers' International
Union of North America, representatives of the Boilermaker's Local #647, and a group interview with
staff from the Minnesota Department of Employment and Economic Development.
All interviews were recorded to ensure accuracy of quotations. All quotes attributed in this report were
approved by those who were attributed.
Community Surveys
To further capture the perspectives of the community, the study authors conducted an online survey
questionnaire. The questionnaire was developed by the study authors in close collaboration with the
Steering Committee. The questions included in the survey can be found in Appendix A-2.
The Steering Committee members shared the survey with roughly 10 community members each;
survey participants were not the same individuals as those interviewed. Once participants responded
and submitted their questionnaire, answers were coded for similar and different themes to supplement
each community narrative.
so A similar, but modified, set of interview questions were used for community business and nonprofit leader interviews and
for labor union representative interviews.
81
Appendix A-1: Interview Questions
Questions for Local Government Interviews
Questions refer to City, County, School Board, etc.
Project Introduction:
• CEE is partnering with the Coalition of Utility Cities, Xcel Energy, Minnesota Power, and
community representatives to study the economic and social impact of the power plants in
communities that host them.
o Communities include:
Estimated Retirement
Community Power Plants Fuel * indicates approved
retirement date
Becker, Sherburne, MN Sherco 1, 2, 3 Coal 2023*, 2026*, 2030 (unit
respective)
Oak Park Heights, Washington, Allen S. King Plant Coal 2028
MN
Cohasset, Itasca, MN Boswell 3, 4 Coal 2035, 2036 (unit
respective)
Red Wing, Goodhue, MN Prairie Island Nuclear 2033, 2034 (unit
Prairie Island Indian Community Nuclear Plant respective)
Monticello, Wright, MN Monticello Nuclear Nuclear 2040
Plant
• Study includes economic modeling to assess the direct and indirect economic value of power
plants to these communities and a qualitative analysis to assess the role the power plants
play in people's lives and how key state stakeholders are thinking and planning for power
plant closures.
• Goal of this study is to provide communities and state and local decision makers with
information so that they can adequately plan and prepare for an eventual closure of the
power plant.
Preliminary Questions
1. Do you know approximately how much the power plant contributes to your tax base?
a. If yes
i. City
ii. County
iii. School District
Interview Questions
2. In reference to question number one, please tell us what is funded through the taxes received
from the power plant (utility)? (i.e. special projects, infrastructure, emergency services, etc.)
82
3. Do any of your local philanthropic efforts or charities benefit from the power plant? (E.g. a sports
team sponsorship, community organizations)
a. If so, please explain.
4. What is the community sentiment toward the plant / utility?
a. What is it like today?
b. Do you expect it to change going forward?
c. How does that differ across local government entities?
5. What types of conversations are you having or hearing about the plant's future in your
community?
a. Are they positive or negative? Fearful/hopeful?
6. What are your main concerns regarding a potential power plant closure?
a. Who will be directly impacted, that you know of?
b. Who will be indirectly impacted, that you know of?
7. Do you anticipate any opportunities or benefits for your community from a power plant closure?
a. If so, what?
8. What efforts have already been made around a transition? Are there any plans for what
happens next in the community?
a. Are there any stakeholder groups, advisory committees, or economic development
efforts underway?
i. If so, what do you think has been particularly successful or informative?
ii. If an advisory committee or stakeholder group were to be formed, whom would
you invite?
9. Does your city's comprehensive plan (or other planning document if applicable) address the
future of your plant?
a. If yes, how does it address the future of the plant?
b. If no, do you have plans to address it in future planning documents?
10. What vision do you have for a successful transition for your community?
83
Appendix A-2: Online Community Survey
This survey was distributed by members of the Host Community Steering Committee, who were asked
to distribute the study to up to 10 community members and business owners. In total, the survey
received 51 responses. While the actual responses of the survey contain some unique identifiers, and
thus are not shared for the sake of anonymity, the results below show high-level findings and response
trends.
1. In which Minnesota community do you either live or work?
2% 0 Becker
0 Cohasset
0 Monticello
0 Oak Park Heights
4D Prairie Island Indian Community
0 Red Wing
2. Please describe yourself. (Check all that apply)
I commute to work outside the city
I own a business in the city
I or someone I know works at a business in the community
I or someone I know works at the plant
My children are enrolled in the local school district
I am a member of the Prairie Island Indian Community
I live in the township
I work in the city
I live in the city 7-r-%
0% 10% 20% 30% 40% 50% 60% 70% 80%
84
3. In Minnesota, utilities are required to regularly file their long-term plans for how they will cost-
effectively meet customer energy needs called an Integrated Resource Plan (IRP). The Minnesota
Public Utilities Commission reviews each Resource Plan and often makes changes before
approving the utility's plan. Are you familiar with the utility resource planning process?
Yes
No
Somewhat, I just didn't know the
details
4. The Minnesota Public Utilities Commission is made up of five appointed commissioners that
regulate Minnesota's utilities to ensure safe, reliable, and affordable energy. Are you familiar with
the role of the Minnesota Public Utilities Commission?
f Yes
No
Somewhat
85
5. What do you think is the likely future of the power plant in your community?
unknown
renewable -energy Shut
open
Hopefully clean natural
source change closed changingCI
I
license spent end eve g
shutdown replacement continues believe
garbage decommission
Jobs Stay fossil sources
plants g a until fuel safe waste
e n e rgy
efficient o p e rate
Good
future environment
CO clean -energy reliable current
reliance close -eventually effective reduces
closure Nuclear
Operates -forever Plant taxes
cost continue decommissioned
pewe r Conversation
years natural-gas Need -another
refuse/incinerator environmental
6. When do you think this future will happen?
4-8 ears 'yaa` 2034 10-15years
4-8years soon
10years2O262030 2034
3-4Years 2034years 2040
10215years
20years never
30+years2030 Unknown
2035.20285° or2028.r � o
M.
7. How do you feel about this future?
■ Concerned
■ Indifferent
■ Unsure
■ Optimistic
8. What are some of your favorite things about your community?
volunteer resources activities Progressive
atmosphere care othergQQd growth
Bluffs thriving Bertram love
A' police Wing Beautiful downtown assets
citiesNice ice taxes Valley ,persistence people
collaboration golf Mississippi global offer
fee I members
nimble Water caring abundant raise safe location
trai Is Geographic Clean cares Variety home alneighbors
course FRIENDLY paths arts
greatProjects historical
River(boating Cit beauty right Metra enough
natural educational Many plyb
e run sense art close around
Red project ... Controlled each
physical outdoor Lakes Opportunities strong social
walking areas life Quallt business
together yTogetherness
local lots Rivernvironment amenities
recreation health
87
9. What is unique about your community?
Grand waste Dam
recreation Treasure RV volunteerism
programs Swan -park NuclearPlant
Casino utilities helpful shopwork school -district
nuclear-powerplant embraces families Small religious TechHub partnerships nuclear
diversity lakeshore Shopping great group resources
separate known fields Resort
generations St.Croix schools golf infrastructure seniors
quiet STEM Closest factory Southeast products area ■ environment
c o m m u nit
nationwide historic iMississippi close baseball
balance nation
celebrate
home StateBertram city often events arts low -crime
residents beach Lower -taxes town preservation residential
Place social
Historical Work philanthropic History cities
housing valley government Clean amenities
Shoe powerplant businesses park Excellent
uniquellsland
school Wing Freeway -access Facility Red
10. Ten years from now, what vision do you have for your community? Consider the local economy,
your family, your neighborhood, etc.
Improvement economic -development attract
families Monticello professionals historic smalltown quaint
West restaurants
Industrial Hwy economy Park partnerships
family upscaletrafficbridge shelf strong residential metroMississippi
dinner school Less services economicmore
environment replaced work
good culture food close more -businesses outdoor
aesthetics locations traffic Hispanics stone opportunities location
schools g rowt health eating
Google city BertramPark
Development sustainable wages downtownEconomic
wanting
construction livable secure options ecosystem NuclearPlant
larger homes Young Build affordable diversity
rets i l plant local
improve living grow comfort
Improved neighborhood reliable more jobs energy
employers support destination
11. What are some of the greatest needs in your community?
academics emergencyless-dependence
businesses counseling jobs
traffic addicts Tourists development
t
money traff afetyEconomists tax -base
environmentally -safe communities
drugs police school arts Entertainment
artists rinks Safet workforce
rkforce ry
leadership utility college y housin Access Indust
students safe fields tax grow seems
good11OUSIng
wth construction turf care culture
downtown workers
coal Bertram
childcare powerplant ice homeless payingemployers
Restaurant gas -station local economic Rentals
drug -addiction
scholarships income crime Diverse families
healthcare buildings services
community house bottlenecked Industrial -Park district
commercial business residential
low-income infrastructure
homes energy restaurants
shops Retail
12. What does the power plant mean to your community?
supportmoney
air City coal
powerlaim Electricity growth
partnersteady government contributing supports One
keeping stability clean Nuclear
reliable invest Financial
EPAli anbtleolled supplies numerous energy
source Plan y wagescal0:)frow p
was COSI non-profit
re
�} safety time output
` high
Little nearby near paying
base nonS level
goodbelieve job tell leader member advancement
decrease concern being coveted significant stream
success opportunities well quality allows
man revenue
y production smokestack most
benefits projects offered devastating better
lower ability change
continued capacity Good -paying
multi signifcant Im ortant
environmentalyy a / x 1 plays excellent p
volunteers critical addition having role
13. Rank how important the power plant is to your community's identity. (10 being very important)
10
1(2%) 0(0%) 1(21 r
c
1 2 3 4 5 6 7 1�
14. Rank how important is the power plant to your community's economy. (10 being very important)
10
1(2%) 0(0%) 1(2%) 1(2%) 1(2%) 0 (0%)
0
1 2 3 4 5 6
7 S 9 10
.E
15. What benefits, if any, does the power plant provide to your community?
organizations revenue
Employments generous energy
■ involvementcommunity
affordable co 1 1 1 m u n I Ly
` United
endeavors great planet well partner
quality opportunity wanted schools profit stability
school economic programs government non
Service capacity clean time ecological way high
involvement ■ keep charities boards stated local
g bills people
employment significant providers
neighbor term build population
engagement swans lives Ta citizencharity
sponsorship most town low living vulnerable
earlier employer 1 financial benefit e
workers
Income Long `�77 GG uas
cared benefits growth
�
money
tax paying working lower
Support } t industrial Reliable corporate
good businesses power
events/initiatives economy
influx business
16. What negatives, if any, does the power plant provide to your community?
coal
riskenvironmental
safety—nuclear-waste
land -holdings nuclear
tax ce fear
reliance" nancial-dependen
concerns climate climate -change
effect piles 0 heat dust
polluion
payer economy nukes closure nuclear -accident
storage close dependence
smokestack Ugly safety Security blow -offs
calamitous land unexpectedly
steam large
change employer
occasional oral Radioactive -Waste
Environmental -risks
91
17. What new or positive opportunities would occur in your community if the power plant were to close
at some point in the future?
transition
redeveloped river
unsure land -use
Zero less -pollution Nothing
land -opening Google solar
none
a n d Less -risks safer
Unknown power
N of -s u re
less -dependence renewable
gas -plant
energy -conservation
18. What concerns would you have if the power plant were to close at some point in the future?
population -loss
home -values tax -base
Energy tax -burden amenity population
Economic electricity education
Increased
taxeS business munity-engagement
property impact relocation Storage decay
local outage economy student school ax
downtown local -economy opportunities Tax
power
agencies job financial
property -values waste 10 S S
Contributions
income leave
suffer plant lose partner
increase services schools
affordable paying employment utilities
jo 3S ustomers people -moving
infrastructure closures revenue
city -services lob -losses employees
funding outage -]workers
workers
92
19. What other jobs are available nearby for the plant workers?
mited-opportunities unknown
not—sure
Construction
factories Unsure " Nothing
Cargill metro
nothing -close -by Red -Wing -Shoe
healthcare industrial professional -businesses
Paullight-industrial many Monticello
Anderson -windows
Few Nothing -similar
Hasti ng s
Twin -Cities
ne
technolomechanical
gyM Ut Becker -power -plant
�
don't -know 1311r,C co ` e
technical Refuse-Incinerator-powerplant
man ufactu ri ngnot-marnr
engineering Andersen-windowNo-idea idea
local -manufacturing
20. What industries, beyond the power plant, have the most promise in your community?
Advanced -Manufacturing Manufacturinglndustrial
river -related -sere ices
government education industry Anderson
Local-businesselder-care
Transport Light -industrial
not -sure creative -economy restaurant
Construction camping UMC Cargill
mining Twin -City -Die -Casting windows
LibtyPaper Googes
man er UTa
College Industrial -Park Technology
bus -company Tribal -enterprises
machining home -products
don't -know retai I Hospital Minnesota -Limited
small -industry School -District
timber Capital -Safety
NorthernMetal Google
93
21. (A) Do you think the schools and local charities would be affected if the plant were to close at some
point in time?
21. (B) If yes, how so?
■ Yes
■ No
"There will be financial impacts for both.
"Any time you remove taxes from the
The school district gets most funding from
community it puts more of a burden on other
the state and federal governments, but
payers."
referendums will be impacted, which
"Loss of any current financial contribution
impacts what services and other items our
coming to them - would have to fight for other
school will be able to provide in the future.
resources that may come from the city or
Local charities will also see a decline in
other individuals (with the loss of the tax
revenue from the closure of the power
base from the power plant - funding other
plant."
programs will have to come from
somewhere)"
"Well paid, educated workers would
relocate out of the community; schools
would be negatively affected by the loss
of taxes, potential loss of students, loss of
community partner"
94
APPENDIX B: KEY STATE FINANCIAL POLICIES
Minnesota state policies regarding how state and regional tax revenue is distributed among local
governments are important considerations in community, regional, and state planning for power plant
retirements in Minnesota. Minnesota's host communities contribute significant revenue to these policies
and programs and currently receive little in return. Power plant retirements will affect these policies and
programs in terms of the total revenue amounts generated and the breakdown of which jurisdictions
contribute and which receive funds. The following section provides an overview of some of those
relevant state policies.
Local Government Aid
Minnesota's cities and counties receive funding from a number of sources. One important source of
funding for many cities and counties is state aid. In Minnesota, the largest portion of state aid to cities
and counties comes from the Local Government Aid (LGA) program. LGA is a general purpose aid that
Minnesota cities and may receive from state tax dollars. The LGA program is intended to reduce
disparities in education and local services between jurisdictions with relatively high tax values and
those with relatively low tax values. The idea underlying this program is that no matter where a person
happens to live in Minnesota, the quality of services should remain fairly consistent.51
Cities may use LGA funds on any lawful expenditure such as infrastructure, public safety, or economic
development.52 LGA is distributed annually to cities based on need, which is determined through a
formula. The formula considers a city's revenue needs (calculated using variables that are correlated to
city spending) and its tax base from two years prior. For example, LGA funding levels for 2020 are
based on cities' 2018 tax data. Further, a key determinant in LGA funding awards is the amount that a
jurisdiction received in the prior year.
Host Communities and LGA
Most of the cities included in this study do not receive LGA funding because of the significant tax base
they receive from the power plants they host. The table below shows the 2020 estimated LGA funding
for each of the cities included in this study, assuming no changes to the LGA program or tax base for
each of the cities.
Table 8. Host Community 2020 LGA Overview
Red Wing
$11,800,000
$14,400,000
$0 $800,000
Cohasset
$1,800,000
$4,900,000
$0
$0
Becker
$2,600,000
$7,800,000
$0
$0
Oak Park Heights
$2,900,000
$4,300,000
$0
$0
Monticello
$7,400,000
$13,100,000
$0
$0
"Tax Base determined by multiplying a city's adjusted net tax capacity (ANTC) by the statewide
average city property tax rate (43.5561% in 2020)
— rounded to nearest hundred thousand.
11 "The basics of local government aid in Minnesota." MPR News. September 9, 2010.
https://www. mprnews.org/story/2010/09/09/ground-level-city-budget-101
12 "Local Government Aid (LGA) Certification for Cities." Minnesota Department of Revenue. Accessed November 5, 2019.
https://www.revenue.state. mn.us/local-government-aid-Iga-certification-cities
95
Losing the local tax base associated with the power plants included in this study would leave several
host communities with an unmet revenue need, making those communities eligible for LGA funding.
The following table estimates the unmet revenue need for each of the cities included in this study if the
power plant within those communities were to retire and provide no property taxes to the cities.
Table 9. Host Community 2020 LGA Overview Assuming Plant Closures
Becker $2,600,000 $2,000,000 $600,000 1
Oak Park Heights $2,900,000 $3,200,000 $0
Monticello $7,400,000 $5,500,000 $1,900,000
*Tax base determined by multiplying a city's adjusted net tax capacity (ANTC) oy the statewide
average city property tax rate (43.5561% in 2020) — rounded to nearest hundred thousand.
As noted above, a city's unmet need would not be addressed by the LGA program for two years after
the unmet need occurs and LGA funding for cities included in this study may be lessened because the
cities have either received no LGA funds or very little LGA funding in prior years.
Fiscal Disparities Program
Minnesota has two programs to share the tax base from commercial and industrial development in the
state. These programs are called the Metropolitan Fiscal Disparities Program and the Taconite Fiscal
Disparities Program. The Metropolitan Fiscal Disparities Program covers the Twin Cities' seven -county
metropolitan area, while the Iron Range Fiscal Disparities Program covers communities in the Taconite
Relief Area. The programs were created to improve equity across regions of the state by reducing
disparities in property tax wealth and to discourage inter -regional competition between communities for
businesses and tax base. Both programs distribute a portion of commercial, industrial, and utility tax
base growth, over a base level, to the communities within the respective regions. Both programs
distribute 40% of the growth in commercial, industrial, and utility tax base to their respective regions.
For a host cities located within either of the two fiscal disparity regions, the fiscal disparity programs
would help offset a portion of any lost tax base resulting from a power plant closure. Such power plant
closures would, however, reduce the overall revenue generated through the fiscal disparity program for
all jurisdictions in that region.
Among the host communities included in this study, Oak Park Heights is within the Metropolitan Fiscal
Disparities Program and Cohasset is within the Iron Range Fiscal Disparities Program. No other host
communities are part of a fiscal disparities program. The Allen S. King plant in Oak Park Heights and
the Boswell Energy Center in Cohasset contribute significant amounts of tax capacity to the area -wide
pools for the respective fiscal disparities programs.
Iron Range Resources and Rehabilitation
The Department of Iron Range Resources and Rehabilitation (IRRR) is a Minnesota state agency with
a mission to promote and invest in business, community, and workforce development for the betterment
0.
of northeastern Minnesota.53 The Department of IRRR was established in 1941 and serves the 53
cities, 134 townships, and 15 school districts located within the Taconite Relief Area.54,55 The agency is
jointly led by a commissioner appointed by the governor and a nine -member board, the Iron Range
Resources and Rehabilitation Board. The IRRR is funded primarily through taconite production taxes
paid by mining companies in lieu of property taxes.
The Department of IRRR provides grants and loans to businesses, local units of government,
educational institutions, and nonprofits. IRRR funding for local governments may be used for
commercial and residential redevelopment, infrastructure projects, and downtown investments.
Cohasset, Minnesota, is located within the Taconite Relief Area territory and therefore is currently
eligible to apply for funding from the IRRR's community programs. Additionally, businesses currently in
Cohasset or looking to relocate to Cohasset may be eligible for assistance from one of IRRR's various
business development programs. Cohasset is the only community included in this study that is located
within the Taconite Relief Area.
Wind and Solar Energy Production Taxes
In Minnesota, owners of wind and solar energy installations pay a production tax rather than traditional
property taxes. The production tax is structured differently for wind and solar resources. The tax on
wind energy is a progressive rate that increases with the size of the wind energy system. Any
Minnesota -sited solar energy system with a capacity of one megawatt or more is taxed at $1.20 per
megawatt -hour. Solar energy systems with a capacity below one megawatt are exempt from the solar
energy production tax.
The total revenue from both solar and wind energy taxes go to local governments; 80% of the total
production tax revenue is distributed to the county in which the system is located and 20% is distributed
to the city or township in which the installation is located.
ss "About us." Minnesota Department of Iron Range Resources and Rehabilitation. Accessed November 5, 2019.
https://mn.gov/irrrb/about-us/
"Taconite Assistance Area map. Minnesota Department of Revenue. Accessed November 5, 2019.
https://www.revenue.state. mn.us/sites/defau It/files/2019-01/M ap_Taconite_Assista nce_Area%20pdf.pdf
ss Minnesota Statute 273.1341
97
Figure 2. Total wind and solar energy production tax revenues
$16
$14 $1.111 $1.414
$12 $0.029
$0.003
$10 M=010
$8
c
0
$6
$4
$2
$0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
■ Wind Energy Production Tax ■ Solar Energy Production Tax
Source: Minnesota Department of Revenue
Though revenue from the wind and solar energy production taxes has risen quickly over the past
decade, wind and solar production tax revenue remains far below property tax revenue paid by
Minnesota's utilities.
.;
APPENDIX C: MINNESOTA'S EXISTING ECONOMIC
DEVELOPMENT AND WORKFORCE PROGRAMS
The Minnesota Department of Employment and Economic Development assists with state and local
economic development efforts, workforce training and recruitment, and provides assistance to workers
after layoffs or business closures. The study authors conducted interviews with representatives of
DEED to better understand the workforce and economic development services and support that are
currently available in Minnesota. These services and support may be helpful for workers and
communities facing power plant retirements in Minnesota.
Minnesota Department of Employment and Economic
Development (DEED)
DEED is the state's principal economic development agency. DEED programs aim to promote business
recruitment, expansion, and retention; international trade; workforce development; and community
development.56 DEED's community, business, and workforce assistance programs may be helpful for
communities in Minnesota facing power plant retirements and subsequent transitions.
DEED has experience supporting large employers and dislocated workers during large layoffs,
including ones associated with a retiring power plant. DEED is also aware that several power plants
across Minnesota have proposed or approved closure dates. However, DEED does not currently a
formal response plan for each of the respective host communities.
Through a group interview for this study, DEED's Workforce Strategy Consultants and Rapid Response
Team shared existing services and best practices for Minnesota communities facing economic
transitions as a result of retiring power plants.
Existing DEED Services
The following programs and services offered by DEED are listed in order of nearest to longest term
strategies that utility employers and host communities could pursue to assist with the transition
associated with a power plant closure.
Regional Workforce Strateqv Consultants
In preparation for power plant closures, DEED's Workforce Strategy Consultants may be a starting
point for accessing DEED support. Workforce Strategy Consultants are assigned to six different areas
in Minnesota to help align resources, facilitate regional collaboration, and leverage DEED's workforce
and economic services to drive economic opportunity.57 With their regional and strategic focus,
Workforce Strategy Consultants can serve as a central point of contact for communities to navigate
assistance options and coordinate key stakeholders at the state and local level. For host communities,
""About." Minnesota Department of Employment and Economic Development. Accessed August 6, 2019.
https://mn.gov/deed/about/
57`Workforce Strategy Consultants." Minnesota Department of Employment and Economic Development. Accessed August
6, 2019. https://mn.gov/deed/business/help/workforce-assistance/wf-strategy.jsp
this could potentially include coordination with DEED's Business Development Specialists and Labor
Market Analysists to develop a data -driven, regional labor market plan for their community to attract
new businesses and workforce talent in high-growth areas as well as secure federal and state
Economic Development Assistance funding opportunities. Workforce Strategy Consultants could also
work with Xcel Energy and Minnesota Power to encourage the utilities to transition existing plant
workers into decommissioning work after the plant retires and ensure that workers are aware of local
CareerForce locations to access career development services.
While DEED offers a wide portfolio of services to communities, employees and jobseekers, and
businesses, navigating those services can be confusing. For these reasons, early engagement by the
community with Workforce Strategy Consultants could lead to a better understanding of available
support for communities and workers impacted by plant closures.
Dislocated Worker Program and Rapid Response Team
In the event of a large (over 50 employees) or small (under 50 employees) layoff or business closure,
the State Rapid Response Team (SRRT) provides employers and employees with support to move
forward. The program provides resources for laid off employees — including helping them find and
prepare for a suitable new job — as well as helping the employer notify employees of their layoff in an
orderly, legal manner. Federal law requires employers to notify DEED at least 60 days prior to a large
layoff or facility closure.58
Proactive engagement with the SRRT may provide Xcel Energy and Minnesota Power time to
strategize and leverage services intentionally to help plant workers experience a smoother, quicker
transition into suitable employment. Key information to communicate with DEED includes the
timeframe, size, and job types that will be laid off. The utilities and host community city staff may also
collectively approach their Regional Workforce Strategy Consultant, described above.
Up to six months prior to a plant closure, the SRRT will implement the services offered through the
Dislocated Worker Program, by connecting the workers with a Dislocated Worker Service Provider.59
The SRRT is the first responder when businesses close down or prepare for a layoff. The SRRT
supports employers and affected workers in several ways. First, the SRRT conducts an on-site meeting
with the employer and union leaders (if applicable) to understand the timeframe, size, and job types of
employees that will be laid off. Shortly after, DEED's SRRT and Unemployment Insurance
representatives meet with employees to share an overview of available state resources including the
Dislocated Worker and Unemployment Insurance programs. The Dislocated Worker services include:
• Career Planning and Counseling, in which a Dislocated Worker Counselor assesses the
talents and interests of employees to come up with a personalized job or career plan for
each individual.
58 "Considering Layoff." Minnesota Department of Employment and Economic Development. Accessed August 19, 2019.
https://mn.gov/deed/business/starting-business/management-basics/considering-layoff.jsp
59 "Service Providers for the Dislocated Worker Program." Minnesota Department of Employment and Economic
Development. Accessed August 19, 2019. https://mn.gov/deed/job-seekers/recently-unemployed/layoff/dwp-service-
providers.jsp
100
• Job Search Assistance, including help with resumes, cover letters, and Linkedln profiles as well
as practice interviewing.
Counselor Approved Training/Retraining, as the Dislocated Worker Counselor deems
necessary. For example, funds are available for short or long-term training to obtain a General
Education Diploma or acquire new workplace skills.
Need -Based Support, as eligible, to cover the costs of new uniforms, tools and books,
transportation to job sites, and childcare. Dislocated workers often also receive
unemployment insurance.
In all cases, the SRRT tries to transition workers to jobs that pay close to their original wages and
benefits, in fields that interest them. The team also offers additional support for veterans and
jobseekers facing language, disability, or educational barriers to re-employment.
DEED also assists with the recruitment and facilitation of a Planning and Selection Committee to
oversee Dislocated Worker Service Provider process in the case of large layoffs. This committee
is made up of company management, employees, and union leaders to identify site-specific
worker needs.
Other Services
An important consideration for communities is the indirect impact the power plant retirement could have
on their economy. When a large employer leaves a community or closes, the economic impact often
affects more than just those who work at the plant. Some small businesses and restaurants that rely on
customers that work in the plant can struggle if customers lose their employment or leave. DEED can
similarly assist these smaller employers during layoffs, as described in the section above, by helping
direct those laid off to eligible support.
If others in the community find themselves seeking a new job, DEED offers "universal services" that any
resident of Minnesota could be eligible for. These include the following:
• No -fee online job database
• Veterans assistance
• Labor market analysis
• Apprenticeship programs
• Job search assistance
• Referrals to food, health, and childcare support
As communities consider their future after the power plant, land use and environmental pollution at the
plant site may become central issues. Communities can apply for DEED's Cleanup Revolving Loan
Program and Minnesota Pollution Control Agency grants to conduct full environmental remediation at
former plant sites to expand their options for economic redevelopment. so
so "Cleanup Revolving Loan Program." Minnesota Department of Employment and Economic Development. Accessed
August 19, 2019. https:Hmn.gov/deed/government/financial-assistance/cleanup/cleanuprevolvingloanprogram.jsp
"Doing It Right II: Job creation through Colstrip cleanup." Northern Plains Resource Council. April 2019.
https://northernplains.org/wp-content/uploads/2019/04/DIRTII_FINAL_WEB.pdf
101
Finally, DEED staff recommended host communities also form Community Redevelopment Advisory
Committees. These committees can be comprised of strategic, well-connected community members to
advise the community planning process and implementation as well as to help recruit new economic
opportunities to the community.
SCD Service Takeaways
DEED has services that may be helpful for plant workers and other workers affected by a power
plant closure.
2. Utilities and host communities should communicate as early as possible with DEED to
collaborate on a transition plan in advance of a closure.
3. Workforce Strategy Consultants are an entry point for DEED assistance for communities facing
power plant closures.
4. DEED's Rapid Response Team cannot get involved until six months away from plant layoffs, but
other strategies can be pursued in advance.
5. DEED's Business and Community Development staff can work together with city planning
departments to supply regional labor market trends and opportunities as well as leverage larger
networks and EDA funds.
6. Host communities can form Community Redevelopment Advisory Committees to advise the
community planning process and implementation as well as to help recruit new economic
opportunities to the community.
7. Communities can apply for DEED's Cleanup Revolving Loan Program and Minnesota Pollution
Control Agency grants to conduct environmental remediation at former plant sites to expand
options for economic redevelopment.
102
APPENDIX D: LITERATURE REVIEW OF
TRANSITIONING POWER PLANT COMMUNITIES
This appendix contains a copy of a standalone report compiled by the authors (Audrey Partridge and
Brady Steigauf of Center for Energy and Environment) in January 2020.
National Case Studies of Communities in Transition:
After the Power Plant
The authors of this study selected four case studies of communities around the country that have
experienced a community transition as a result of a power plant closure. Each community has a
unique story and all are at varying stages of their transition. Below the authors provide a brief
overview of each community's transition story along with key takeaways that may be informative for
Minnesota's host communities, and other host communities, as they anticipate and plan for eventual
power plant closures.
Case Studies from Around the Country
Diablo Canyon Power Plant, California
Table 10: Diablo Canyon Nuclear Plant Quick Facts
Fuel type
Closure date
Generation capacity
Plant employees
Plant site (acres)
Power Plant Information
Community Information
Avila Beach & San Luis Obispo population
San Luis Obispo County population
Estimated economic contribution to local community
Nuclear
2025
2,200 megawatts
(10% of California's capacity)
1,500
1,000
62,000
280,000
$1 billion
Diablo Canyon Power Plant is a two -unit, nuclear power plant located in Avila Beach, California, just a
few miles from San Luis Obispo, California. Avila Beach and San Luis Obispo have a combined
population of about 62,000 residents — the surrounding county, San Luis Obispo County, has a
population of about 280,000 residents. Diablo Canyon Power Plant sits on the Pacific coast and has
been in operation since 1985. The Diablo Canyon Power Plant produces roughly 10% of California's
electricity and is the largest private employer in San Luis Obispo County with an estimated $1 billion
impact on the local economy.61
61 Leslie, Kaytlyn. September 19, 2018. "Governor signs bills to give SLO County $85 million Diablo Canyon settlement." The
Tribune. https://www.sanluisobispo.com/news/local/article218698490.html
103
In late 2016, after seven years of negotiation, California utility Pacific Gas and Electric (PG&E),
International Brotherhood of Electrical Workers Local 1245, local communities, and environmentalist
organizations reached an ambitious transition plan settlement agreement for the closure of Diablo
Canyon, California's last operating nuclear plant. Though this plant closure and the associated
transition plan is not yet complete, the components of the settlement agreement and the process
stakeholders used to achieve the settlement terms may be informative for Minnesota's community
transition efforts. Below is an overview of the settlement agreement and process as well as additional
transition efforts by the local affected communities.
The settlement agreed upon by parties62 was to close the Diablo Canyon nuclear plant at the end of its
license, in 2025, replace the electricity provided by the plant with other carbon -free resources, and
create a smooth transition for workers and local communities.
Transition Package for Workers and Communities
For workers, the agreement created a 25% retention bonus for workers who remain employed and
working at the plant until closure. For workers who wished to continue working after the plant closed,
the plan provided an opportunity to remain in the community and expand their skills through a
program to transition plant workers from operational plant jobs to the ongoing work of
decommissioning the plant. This retraining program is aimed at enabling PG&E to use its existing
workforce in the decommissioning process as opposed to contracting that work to outside
companies.ss,sa The agreement called for $350 million in funding from PG&E for the worker retention
and retraining program.
In addition to the transition plan for workers, the deal also included assistance for the local
community.65 The total settlement package paid for by PG&E totals between $122.5 million and $147.5
million,66 including:
$85 million in aid to seven nearby cities, the San Luis Unified School District, and San Luis
Obispo County to help offset the economic impacts of the plant closure.67
62 The full list of parties to the Diablo Canyon settlement agreement include Pacific Gas and Electric, International
Brotherhood of Electrical Workers Local 1245, Coalition of California Utility Employees, Friends of the Earth, Natural
Resources Defense Council, Environment California, California Energy Efficiency Industry Council, Alliance for Nuclear
Responsibility, the County of San Luis Obispo, the Coalition of Cities (Arroyo Grande, Atascadero, Morro Bay, Paso Robles,
Pismo Beach and San Luis Obispo) and the San Luis Coastal Unified School District.
" Dalzell, Tom. November 30, 2018. "Diablo Canyon: A Just Transition for Workers and the Environment." UC Berkeley
Labor Center. http://laborcenter.berkeley.edu/diablo-canyon-just-transition-workers-environment/
64 News Release: June 21, 2016. "In Step with California's Evolving Energy Policy, PG&E, Labor and Environmental Groups
Announce Proposal to Increase Energy Efficiency, Renewables and Storage While Phasing Out Nuclear Power Over the Next
Decade." Pacific Gas & Electric Company.
https://www.pge.com/en/about/newsroom/newsdetaiIs/index.page?title=20160621_in_step_with_caI ifornias_evolving_e
nergy_policy_pge_labor_and_environmental_groups_announce_proposal_to_increase_energy_efficiency_renewables_and
storage_while_phasing_out_nuclear_power_over_the_next_decade
6s Dalzell, Tom. November 30, 2018. "Diablo Canyon: A Just Transition for Workers and the Environment." UC Berkeley
Labor Center. http://laborcenter.berkeley.edu/diablo-canyon-just-transition-workers-environment/
66 Leslie, Kaytlyn. November 28, 2016. "PG&E to pay $85 million to cities, SLO County, school district for Diablo Canyon
Closure." The Tribune. https://www.sanluisobispo.com/news/local/articlell7604388.htmi
67 Leslie, Kaytlyn. November 28, 2016. "PG&E to pay $85 million." See note 67.
104
o Of that, $75 million is expected to go to offset property tax losses by the school district,
the county, and 69 other special districts, and
o $10 million will go for economic development efforts in the county and cities.
• Between $37.5 million and $62.5 million toward local emergency planning efforts until all spent
fuel is in dry cask storage and the two nuclear reactors are fully decommissioned.68
The Process for Am)rovinq the Settlement
Despite support from the broad coalition of parties to the settlement, the full settlement agreement was
not approved by the California Public Utilities Commission. In January 2018, the Commission denied
portions of the settlement package due to its cost and its expected impact on electric rates.
Supporters of, and parties to, the settlement turned to the California legislature after the CPUC decision
to reject portions of the agreement .69 The state legislature introduced California Senate Bill 1090, which
was reflective of the original settlement agreement between parties and PG&E. The bill, which received
bipartisan support, was signed into law on September 19, 2018, directing the California Public Utilities
Commission to approve the $85 million Diablo Canyon settlement agreement and PG&E's full $350
million proposed employee retention and retraining program.70
Transition Efforts to Date
The funding from the new law is just beginning to be allocated. In late April 2019 San Luis Obispo
County, the county most directly affected by the plant closure, approved a $300,000 grant to fund an
employment development project and create an employment action plan to ease the plant closure's
impact on the community." The project will act regionally and develop an employment plan across
two counties and 12 cities, seeking to unify regional efforts to support economic vitality and job creation
and retention.72
Additionally, as the community looks toward transition, they are receiving advice from other cities
through the Alliance for Nuclear Responsibility. The Alliance is a federal roundtable for sharing lessons
learned and resources for tax and job loss in communities going through nuclear plant closure
transitions.73 Communities that had undergone similar transitions emphasized the importance of
engaging the plant, the public, and policymakers early to strategize on an economic mitigation plan.
" Leslie, Kaytlyn. January 11, 2018. "Diablo Canyon will close in 2025 — without SLO County's $85 million settlement." The
Tribune. https://www.sanluisobispo.com/news/local/articlel94189949.html
61 Press Release: September 20, 2018. "California Gov. Brown Signs Historic Diablo Canyon Nuclear Plant Bill." Power
Magazine. https://www.powermag.com/press-releases/california-gov-brown-signs-historic-diablo-canyon-nuclear-plant-
bill/
70 Leslie, Kaytlyn. September 19, 2018. "Governor signs bill." See note 62.
71 April 24, 2019. "SLO County supervisors approve grant funding for job creation project." KSBY 6 News.
https://ksby.com/news/local-news/2019/04/24/slo-cou nty-supervisors-approve-grant-fu nding-for-job-creation-project
72 Johnson, Peter. April 25, 2019. "Mapping the future: County pours $300,000 into private sector led Hourglass Project."
New Times. https://www.newtimesslo.com/sanluisobispo/mapping-the-future-county-pours-300000-into-private-sector-
led-hourglass-project/Content?oid=8302489
73 Becker, Rochelle. April 25, 2019. "Losing Diablo will be tough on SLO's economy. Feds are looking at ways to help." The
Tribune. https://www.sanluisobispo.com/opinion/readers-opinion/article229700029.html
105
Maine Yankee Nuclear Plant, Maine
Table 11: Maine Yankee Plant Quick Facts
Power Plant Information
Fuel type
Nuclear
Closure date
1997
Generation capacity
840 megawatts
Employees
60074
Plant site (acres)
820
Community Information
Wiscasset population
3,600
Lincoln County population
34,000
Estimated economic tax contribution to city
$13 million
The Maine Yankee nuclear power plant was one of the nation's first nuclear power plants, and began
producing electricity for Maine and other parts of New England in 1972. The Main Yankee plant
contained a single -unit pressurized water reactor with about 840 -megawatts of capacity.75 The Maine
Yankee plant was located along the Back River in the historic village of Wiscasset, Maine, which has a
population of about 3,600 residents.76 Wiscasset is also home to a number of historic sites and a large
part of the village is a part of the National Register of Historic Places.77 In addition to the Maine Yankee
plant, Wiscasset is a tourist destination and has one of the State's most vibrant working waterfronts,
with summertime activities of lobster fishing, sport fishing, and clam and worm digging.78
From 1972 to 1996, the Maine Yankee plant, generated 119 billion kilowatt-hours of electricity79 and
was Maine's largest power plant. The Maine Yankee plant was a significant revenue source for
Wiscasset. Maine Yankee permanently closed the plant in August 1997 because the plant was no
longer economically viable to operate.80 The plant closure was abrupt and occurred eleven years earlier
than expected.$'
An Economic Downturn
Wiscasset flourished during the years that the Maine Yankee plant was in operation. In 1996, just
before the plant closed, Maine Yankee paid $13 million in property taxes, more than 90% of it the city's
74 Barlow, Daniel. September 1, 2013. "Maine Yankee: A case study on decommissioning." Rutland Herald.
https://www.rutlandherald.com/opinion/perspective/maine-yankee-a-case-study-on-decommissioning/article_fb00391e-
1b09-56ff-bd aa-7902ccbce843. htm I
75 Riddle, Lyn. November 2, 1987. "Maine Voters to Decide Fate of Nuclear Plant." New York Times.
https://www.nyti mes.com/1987/11/02/us/maine-voters-to-decide-fate-of-nuclear-plant.htmi
76 Estimated by the U.S. Census Bureau in 2017.
77 "Historic and Prehistoric Overview." Town of Wiscasset. Accessed August 20, 2019.
https://www.wiscasset.org/visit/historic-and-prehistoric-overview
78 "Visit Wiscasset." Town of Wiscasset. Accessed August 20, 2019. https://www.wiscasset.org/visit
79 Brogan, Beth. December 17. 2016. "Maine Yankee fallout: A town's turmoil, 20 years in the making." Bangor Daily News.
https://bangordailynews.com/2016/12/17/news/midcoast/maine-yankee-fallout-a-towns-turmoil-20-years-in-the-making/
S0 Maine Yankee. Accessed August 20, 2019. http://www.maineyankee.com
S1 February 2005. "A Model for Public Participation in Nuclear Projects." The Maine Yankee Decommissioning Advisory
Panel. http://www.maineyankee.com/public/cap%20final.pdf
106
tax base.82 Once the plant closed, Wiscasset faced a dramatically different financial reality. In 2005, as
decommissioning of the plant came to a finish, the total tax revenue from Maine Yankee was $1 million
and in 2018 it was around $700,000, according to town figures. As a result, taxes were raised for
residents and local businesses, municipal jobs went unfilled, and the village started charging for sewer
service .83 By 2013, Wiscasset ranked as the fourth -poorest community in Maine, the Boston Globe
reported at the time, and property taxes had increased more than tenfold.81
After the plant closed, falling enrollment led the town to close its primary school and reshuffle all
students into the former middle and high schools. According to the Bangor Daily News, the impact on
Wiscasset's sense of community was abrupt and evident. School athletic teams dwindled to the point
that the middle school had no baseball team for two years, the Wiscasset Newspaper reported.se
The transition from being a town with abundant resources to one with a limited budget created tensions
for local governance and local residents. Wiscasset, however, was helped by long-term investment
ahead of the shutdown that left some $12 million in reserve, money used years later to mitigate
property tax increases.ss
However, many community members have hope that the community will bounce back, as tourism
grows and the local historic society protects the town's valuable historical assets.87
Decommissioninq
Maine Yankee nuclear plant was one of the first large commercial nuclear reactors to complete
decommissioning.88 Decommissioning took from 1996 to 2005, which is considered very quick for a
nuclear plant of its size. The decommissioning of the plant was largely hailed a success. In fact, the
Maine Yankee company was the recipient of the 2005 New England Business Council's Outstanding
Environmental Innovation Award in recognition of the approaches and technologies used during the
decommissioning and environmental restoration of the Maine Yankee nuclear power plant .89 This
success was in spite of the fact that Maine Yankee was forced to take on the job of removing fuel
from the reactor and dismantling buildings itself after the contractor it hired could not finish the
$250 million job.90
One important step that Maine Yankee undertook for decommissioning is that the company created the
Maine Yankee Community Decommissioning Advisory Panel, a vehicle for communication with the
public. The panel of community stakeholders became the resident experts on issues related to the
looming questions about the future of the 800+ acre site and the inventory of 1,434 spent nuclear fuel
82 Brogan, Beth. December 17, 2016. "Maine Yankee Fallout." See note 80.
88 Zambito, Thomas C. June 19, 2019. "Decades later, Maine Yankee plant stuck with spent nuclear fuel as feds pick up
$10M tab." The Journal News. https://www.lohud.com/story/news/investigations/2019/06/19/maine-yankee-nuclear-
plant-stuck-spent-fuel/1345799001/
84 Brogan, Beth. December 17, 2016. "Maine Yankee Fallout." See note 80.
8s Brogan, Beth. December 17, 2016. "Maine Yankee Fallout." See note 80.
86 Zambito, Thomas C. June 19, 2019. "Decades later." See note 84.
S7 Brogan, Beth. December 17, 2016. "Maine Yankee Fallout." See note 80.
88 Maine Yankee. Accessed August 20, 2019. http://www.maineyankee.com
S9 Maine Yankee. Accessed August 20, 2019. http://www.maineyankee.com
90 Zambito, Thomas C. June 19, 2019. "Decades later." See note 84.
107
assemblies.91 The panel held its first meeting just two weeks after the plant closure was announced; all
panel meetings were publicly noticed and open to all.92 In total the panel hosted 50 public meetings to
educate the public about issues related to decommissioning. They also enabled stakeholders to urge
the company to comply with clean-up standards that were more stringent than what the law required —
the company agreed and met those more rigorous requirements. Additionally, the company was open
to public input and included considerations of public perception in its project review process.93
Spent Fuel Storage
The Maine Yankee plant site is still home to spent nuclear fuel. Twenty-three years after the plant
closed, an 11 -acre site on Bailey Point Peninsula continues to host 60 cement and steel canisters
loaded with decades' worth of spent nuclear fuel, each weighing 150 tons.sa
Maine Yankee sued the U.S. Department of Energy to recover ratepayer funds to be directed toward
spent fuel storage. The owners of Maine Yankee and two other Yankee plants decommissioned in
Connecticut and Massachusetts won around $472 million from the federal government for failing to
create an underground repository for the nation's nuclear waste, as it had promised.95 Nonetheless, in
recent years there has been little to no progress toward the development of a federal repository for
nuclear fuel.
After decommissioning was complete, the advisory panel shifted to become the Maine Yankee
Community Advisory Panel on Spent Nuclear Fuel. The new advisory panel works toward open
communication, public involvement, and education on the interim storage of spent nuclear fuel at the
Maine Yankee site, and advocating for removal to a safe location outside of New England.96 Today, the
panel meets just once a year and its primary business is drafting a letter to federal lawmakers urging
them to back legislation to aid towns saddled with nuclear waste.97
Efforts to redevelop the 800 -acre site on which it stood have not advanced—and many community
members believe that redevelopment opportunities for the Maine Yankee site are limited until the spent
fuel is gone.98 "The surrounding communities are stuck with a spent fuel installation, which is safe and
secure, and I don't think anybody doubts that, but it's an impediment to any future use of this property,"
said Don Hudson, the chairman of Maine Yankee's Community Advisory Panel. "Once it's out of there,
then you can imagine a number of things happening."99
91 February 2005. "A Model for Public Participation in Nuclear Projects." See note 82.
92 February 2005. "A Model for Public Participation in Nuclear Projects." See note 82.
93 February 2005. "A Model for Public Participation in Nuclear Projects." See note 82.
94 Zambito, Thomas C. June 19, 2019. "Decades later." See note 84.
95 Zambito, Thomas C. June 19, 2019. "Decades later." See note 84.
96 "Maine Yankee Community Advisory Panel on Spent Nuclear Fuel Storage & Removal Charter." Maine Yankee. Accessed
August 20, 2019. http://www.maineyankee.com/public/capcharter05.pdf
91 Zambito, Thomas C. June 19, 2019. "Decades later." See note 84.
98 Zambito, Thomas C. June 19, 2019. "Decades later." See note 84.
s9 Zambito, Thomas C. June 19, 2019. "Decades later." See note 84.
108
Colstrip Coal Plant, Montana
Table 12: Colstrip Coal Plant Quick Facts
Fuel type
Closure date
Generation capacity
Employees
Power Plant Information
Community Information
Colstrip population
Rosebud County population
Estimated economic tax contribution to local community
Coal
2019: Units 1 & 2
2027: Units 3 & 4
2,094 megawatts
320
2,300
9,200
$25 million
Colstrip power plant is a four -unit, coal-fired power plant located in the rural town of Colstrip, Montana.
It is the second largest coal-fired power plant west of the Mississippi River1 ' and supplies electricity to
parts of Montana, Pennsylvania, Washington, Oregon, and South Dakota. As a rural community,
Colstrip's economy has relied heavily on the power plant and the Rosebud coal mine that fuels it.101
The Colstrip plant is jointly owned by six different companies.' 02 The oldest and least efficient units (unit
1 and 2) are owned equally by Talen Energy and Puget Sound Energy, whereas the newer units (unit 3
and 4) are owned by Puget Sound Energy, Talen Energy, Portland General Electric, Northwestern
Energy, Avista Corporation, and PacifiCorp in order of decreasing percentage of ownership.
A Single Industry Economv
In many ways Colstrip is a "coal town," with nearly 80% of its residents depending on the power plant or
coal mine for employment.10' The plant employs roughly 320 people and the coal mine employs even
more. The future of the mine is uncertain following a recent bankruptcy for the mine's owner and the
eminent closure of two of the four units at the plant by the end of 2019.104
Taxes from the mine and power plant have contributed significantly to the town's impressive
infrastructure. With 32 public parks, seven miles of trails, an Olympic -sized indoor swimming pool, and
good public schools, the town has enjoyed a sense of prosperity rare to most rural communities. 105
100 Haggerty, Julia, Kathryn Bills Walsh, Mark Haggerty, and Jackson Rose. July 2017. "Colstrip: The Status of Key Policies and
Decision Processes." Energy & Local Economies. https://headwaterseconomics.org/wp-
content/uploads/Colstrip_Status_Report.pdf
101 Wohlfeil, Samantha. June 20, 2019. "Colstrip to close two coal-fired units early." Inlander.
https://www.inlander.com/spokane/colstrip-to-close-two-coal-fired-plants-early/Content?oid=17812536
102 "Colstrip Steam Electric Station." Talen Energy. Accessed August 5, 2019.
https://www.talenenergy.com/generation/fossil-fuels/colstrip
103 Lutey, Tom. January 10, 2016. "At a Crossroads: Colstrip residents face uncertain future as pressures build on coal."
Billings Gazette. https://billingsgazette.com/news/state-and-regional/montana/colstrip-residents-face-uncertain-future-as-
pressu res-build-on-coal/article_b726eb29-ad56-558f-a2b3-ca8f8aa 17 lea. html
104 June 19, 2019. "Two coal-fired units at Montana's Colstrip Power Station to close at year's end." Energize Weekly,
reprinted by EUCL https://www.euci.com/two-coal-fired-units-at-montanas-coistrip-power-station-to-close-at-years-end/
los Lutey, Tom. January 10, 2016. "At a Crossroads." See note 104.
109
The median annual income per household in Colstrip is $84,000, roughly twice the state average. 106
The plant alone provides $25 million in property taxes to the local governments in Rosebud County.
According to an economic analysis, retirement of the Colstrip units would cause a significant decrease
in tax revenue for the city, county, and state of Montana.107
Financial Trouble for the Plant and Mine
The Colstrip power plant has faced a number of challenges in recent years. In 2008 several owners of
the Colstrip plant paid $25 million to settle a groundwater contamination lawsuit brought by residents in
the area.108 In 2012, the Montana Environmental Information Center, Sierra Club, and the National
Wildlife Federation sued Colstrip's owners again for coal ash water contamination and won a settlement
for operational changes at the plant to limit groundwater contamination.' 09 In 2013, the Sierra Club and
Montana Environmental Information Center sued Talen Energy and Puget Sound Energy for breaching
air quality standards.110 In response to that latest lawsuit, the plant owners agreed to an early
retirement of the plant's least economic units (unit 1 and 2) by no later than 2022 and $10 million in
funding to mitigate the economic impact of closing those two units."'
Talen Energy, a merchant energy provider, began experiencing additional financial strain, competing
with cheaper electricity generated from natural gas and renewables. 112 Then state legislation was
passed in Washington and Oregon to phase out coal -generated electricity by 2025; most of the Colstrip
plant's owners have service territory in those states.' 13
106 Bernton, Hal. March 1, 2018. "As Washington state looks for cleaner power, a Montana coal town faces an uncertain
future." Seattle Times. https://www.seattletimes.com/seattle-news/environment/as-washington-state-looks-for-cleaner-
power-a-monta na-coa I -town -faces -an -uncertain -future/
10I Barkey, Patrick M. June 2018. "The Economic Impact of the Early Retirement of Colstrip Units 3 & 4." Bureau of Business
and Economic Research, prepared for Montana Chamber Foundation.
http://www.bber.umt.edu/pubs/econ/Colstrip2018.pdf
los Cates -Carney, Corin. July 12, 2016. "Settlement Calls for Colstrip Units 1 & 2 To Close by 2022." Montana Public Radio.
https://www. mtpr.org/post/settlement-calls-colstrip-units-1-2-close-2022
109 Puckett, Karl. July 21, 2016. "Colstrip deal hailed as 'significant victory' for environment." Great Falls Tribune.
https://www.greatfa llstribune.com/story/news/loca I/2016/07/21/settlement-reached-control-colstrip-coal-ash-
pollution/87398118/
110 Brown, Matthew. March 6, 2013. "Colstrip power plant sued over pollution controls." Associated Press, reprinted in
Billings Gazette. https://billingsgazette.com/news/state-and-regional/montana/colstrip-power-plant-sued-over-pollution-
controls/a rticle_2724c769-2000-5076-baa7-bf2584de206a. htm I
111 Cates -Carney, Corin. July 12, 2016. "Settlement Calls." See note 109.
112 Lutey, Tom. June 11, 2019. "Colstrip Units 1 and 2 will close in 2019." Billings Gazette.
https://b i l l i ngsgazette.com/news/state-a nd-regiona I/colstri p -u n its -a nd-wi I I -close -i n/a rticle_ca c5e705-d9e6-5954-af8f-
9dc26b584aOe.html
113 Lutey, Tom. January 15, 2019. "Washington state lawmakers eyeing earlier closure of Colstrip." Billings Gazette.
https://b i l l i ngsgazette.com/news/state-a nd-regiona I/wash i ngton-state-lawma kers-eyeing-earlier-closure-of-
colstrip/article_a71df3b4-Odaa-54fc-a998-76bOc4dd9818.html
110
By 2017, the owners of Colstrip's Units 3 and 4 signed on to a settlement agreement advancing
retirement dates for those units to no later than 2027. 114,115,116 In June of 2019, Talen Energy
unexpectedly announced that Units 1 and 2 would retire by the end of the year — three years ahead of
schedule saying that those units were no longer economic to run. The Colstrip plant's coal supply
contract expires at the end of 2019. Many Colstrip residents worry that coal prices may increase,
making the remaining units (Units 3 and 4) uneconomic and attractive for an even earlier retirement
as well. 117
Colstrip's Transition Story
Despite years of lawsuits and economic strain on the Colstrip power plant and the Rosebud mine,
Colstrip's local and state officials hoped that the plant and mine would continue to operate and provide
economic benefits for the town. Officials and the community were caught off -guard by the accelerating
retirement dates for the plant's units."'
Many Montana state officials have largely focused attention on efforts to support the Colstrip mine and
power plant and expand coal markets.119 Montana Senate Bill 331, locally referred to as the "Save
Colstrip Bill," was proposed to allow NorthWestern Energy to skirt the state's regulatory process to
purchase an additional 150 MW from Colstrip's fourth unit and pass $75 million in associated ownership
costs to ratepayers. 120 Though the bill was rejected, it illustrates some elected officials' efforts to
support the Colstrip plant and associated mine. Colstrip's state representative Duane Ankney, a former
coal miner and proponent of Bill 331, has since looked to the Trump Administration for a federal grant
to explore new technologies to reduce the plant's carbon emissions. 121 According to a Colstrip
community leader, "A lot of people in Colstrip are not willing to admit that the shutdowns are going to
happen. They think the Trump administration is going to save them. 122" In the meantime, officials report
that Colstrip's property values in the area are falling.123
Clean energy advocates in Colstrip have argued that the same economics that are driving the coal
industry's decline also favor less costly energy alternatives. Clean energy proponents argue that
Colstrip's interconnection and robust transmission system could be used to export and distribute local
114 Sedwick, Mary. June 23, 2019. "Montana, workers should prepare for life after coal." Bozeman Daily Chronicle.
https://www.bozemandailychronicle.com/opinions/letters_to_editor/montana-workers-should-prepare-for-life-after-
coal/article_bf2fllf8-1177-57a4-b782-7f6538d91aa6.html
11s Wohlfeil, Samantha. June 20, 2019. "Colstrip to close two coal-fired units early." See note 102.
116 Lutey, Tom. February 18, 2019. "Avista accelerates preparations for Colstrip exit." Billings Gazette.
https://billi ngsgazette.com/news/state-and-regional/avista-accelerates-preparations-for-colstrip-exit/article_fc72186c-
f036-55df-8d 96-297eOc959227. htm I
117 Lutey, Tom. June 11, 2019. "Colstrip Units 1 and 2 will close in 2019." See note 113.
118 Sedwick, Mary. June 23, 2019. "Montana, workers should prepare." See note 115.
119 Walton, Robert. April 17, 2019. "Montana House unexpectedly rejects bill to save Colstrip coal plant." Utility Dive.
https://www.utilitydive.com/news/monta na-house-unexpectedly-rejects-bill-to-save-colstrip-coal-plant/552885/
120 Cates -Carney, Corin. April 8, 2019. "House Committee Hears Controversial 'Save Colstrip' Bill." Montana Public Radio.
https://www. mtpr.org/post/house-com mittee-hears-controversial-save-colstrip-bill
121 Bernton, Hal. March 1, 2018. "As Washington state looks for cleaner power." See note 107.
122 Bernton, Hal. March 1, 2018. "As Washington state looks for cleaner power." See note 107.
121 Larson, Aaron. June 12, 2019. "In a Surprise Announcement, Colstrip Units 1 and 2 to Close by Year -End." Power
Magazine. https://www.powermag.com/in-a-surprise-announcement-colstrip-units-l-and-2-to-close-by-year-end/
111
renewable energy, retaining local electrician jobs and the community's identity as an energy
provider. 124,125
Centralia Coal Plant, Washington
Table 13: Centralia Coal Plant Quick Facts
Fuel type
Closure date
Generation capacity
Employees
Power Plant Information
Community Information
Colstrip population
Lewis County population
Estimated economic tax contribution to local community
Coal
2020, 2025
1,340 megawatts
-300
17,000
78,200
$25 million
Centralia is a small town in Washington that began as a logging and coal mining town. When the
largest coal-fired power plant in the state opened in 1972, the town's population steadily grew to nearly
17,000 people today. 126 In 2006, the local coal mine closed and 600 workers lost their jobs. At the
same time, the economic viability of coal-fired electrical generation diminished across the nation.
Also in 2006, Washington State voters passed Initiative 937 to reduce utilities reliance on fossil -fuel
energy sources. 127
Group Consensus: Centralia's Success Story
This prompted then -Governor Christine Gregoire to request a negotiation between the local
International Brotherhood of Electrical Workers (IBEW) labor union, representatives from power plant
owner TransAlta, community members, and environmentalists to agree on the best path forward for the
300 plant workers and the economy of Centralia.65
Negotiations successfully delivered a settlement agreement for a plant closure. While environmental
groups pushed for an early retirement of the plant due to pollution violations, the final settlement called
for a staged retirement of the plant. The first boiler unit was settled to retire in 2020 and the second by
the 2025, corresponding with the legislative deadline for Washington to become a coal -free energy
state. 128 This compromise won support from the local IBEW union for allowing 40% of employees to
reach retirement age while giving others eight years to transition before the plant closure. 129 In return,
TransAlta would be allowed to explore opportunities to build natural gas generation. TransAlta also
124 Lutey, Tom. June 11, 2019. "Colstrip Units 1 and 2 will close in 2019." See note 113.
125 June 13, 2019. "Gazette opinion: Challenges, opportunities for Colstrip." Billings Gazette.
https://billingsgazette.com/opinion/gazette-opinion-challenges-opportunities-for-colstrip/article_e568171f-25ea-5e44-
a934-15fea155a918.html
121 O'Leary, Sean. November 25, 2018. "A community adapts to life after coal." NW Energy Coalition.
https://nwenergy.org/uncategorized/a-coal-town-transitions-to-a-clean-energy-future/
127 O'Leary, Sean. November 25, 2018. "A community adapts to life after coal." See note 127.
121 Martelle, Scott. January 2012. "Kick Coal, Save Jobs Right Now." Sierra Magazine.
https://va u lt.sierra cl u b.org/sierra/201201/kick-coa I-save-jo bs.aspx
129 Martelle, Scott. January 2012. "Kick Coal, Save Jobs Right Now." See note 129.
112
agreed to invest a total of $55 million over time into a Coal Transition Fund for the community's areas of
high poverty.
The Coal Transition Fund is administered by a board of representatives from rural Lewis County,
TransAlta, local economic development and labor councils, and the Northwest Energy Council. As part
of this historic arrangement, the funding delivers grants to local businesses, nonprofits, and local
governments to:
• Provide energy efficiency and weatherization services to residents, employees, business,
nonprofits, and local governments ($10 million);
o Fund residential energy efficiency and weatherization projects for low -to -moderate
income households (up to $1 million);
• Fund education, retraining, economic development, and community enhancement projects
($15 million);
• Fund retraining and education for workers dislocated by the Centralia plant closure ($5
million); and
• Fund energy technology projects with the potential for environmental benefits within the
state of Washington ($25 million).1 '
The agreement between TransAlta and other stakeholders was eventually finalized into memorandums
of understanding and, ultimately, state legislation in 2015.131
In 2017, the federal Department of Commerce's Economic Development Administration awarded a
$100,000 grant to the Industrial Park at the TransAlta site to analyze the interest and compatibility of
businesses around the region to move to the Centralia area. 132
Since the agreement, the population of Centralia has stayed relatively stable and even grown slightly. 133
The former mine located nearby the Centralia plant, now a brownfield site, will soon become a
1,000 acre, utility -scale solar array developed by TransAlta. The solar field will support roughly
300 construction jobs and make use of the existing transmission lines that formerly served the
power plant. 134
Additionally, using the retired mine land for solar provides cost savings and land use advantages.
Natural Resource Defense Council senior attorney Noah Long noted in a recent article that, "Full
reclamation of the site itself can be expensive." Under the Surface Mining Control and Reclamation Act
131 Paulos, Ben. January 4, 2018. "Washington State leaves coal behind, but not its workers." Energy Transition.
https://energytransition.org/2018/01/washi ngton-state-leaves-coal-behind-but-not-its-workers/
131 Paulos, Ben. January 4, 2018. "Washington State leaves coal behind." See note 131.
132 Tomtas, Justyna. November 25, 2016. "Industrial Park at TransAlta Works to Land Tenants as Another Site Reaches
Completion." The Daily Chronicle. http://www.chronline.com/industrial-park-at-transaita-works-to-land-tenants-as-
a n other/article_21254d50-b38f-11e6-9fOe-a79fcbb44c3b. htm I
133 O'Leary, Sean. November 25, 2018. "A community adapts to life after coal." See note 127.
134 June 13, 2018. "Major Coal -Fired Power Plant in Washington to Go Solar." Natural Resources Defense Council, reprinted
by EcoWatch. https://www.ecowatch.com/coal-plant-washington-solar-2577731987.html
113
of 1977, coal companies are required to restore land once they have finished mining it to prevent
groundwater contamination and erosion—and avoid leaving behind an eyesore. "By putting solar on the
land, it maintains an industrial use," says Long. "This good use of a brownfield brings the costs of
reclamation down quite a bit."135 It should be noted that while the solar field will create 300 jobs in the
short term, it's estimated to offer only 5 permanent jobs. 136
Takeaways from National Case Studies of Transitioning
Power Plant Communities
Collaboration and Coalitions Increase Odds of Success
• Engaging with diverse perspectives of affected stakeholders on a transition plan, including
labor, environmental organizations, the utility, and policy makers, can lead to a more
comprehensive and successful transition plan package, as shown in the cases of Centralia and
Diablo Canyon.
• Similarly, a broad coalition of parties to a settlement agreement may increase the political
viability of the agreement. This was illustrated by the broad support and relatively quick adoption
of the Diablo Canyon settlement agreement by the California legislature and Governor.
• A community transition plan may require a combination of regulatory action and legislative
action. As in the case of Diablo Canyon, the full package of community transition funding
and programming may require enabling legislation along with approval from the Public
Utilities Commission.
• Interested stakeholders, host communities, and utilities should begin discussing transition plans
early to bring in all necessary stakeholders, allow time for the negotiation of an agreed upon
plan, and the regulatory and legislative processes required to execute that plan.
• Utilities that own power plants are important stakeholders to engage, both as a funding
source for community transitions and potential owners or partners in new economic
development activities.
• A community advisory panel can be helpful to facilitate successful, two-way communication
between the power plant owner and the broader community. The Maine Yankee Community
Advisory Panel Report provides detailed information about the community advisory group
activities and lessons learned throughout the panel's activities. 137
13s Vartan, Starre. June 11, 2018. "In Washington, a Coal -Fired Power Plant Will Put Its Money on the Sun." National
Resources Defense Council. https://www.nrdc.org/stories/washington-coal-fired-power-plant-will-put-its-money-sun
136 Vartan, Starre. June 11, 2018. "In Washington, a Coal -Fired Power Plant." See note 136.
13' February 2005. "A Model for Public Participation in Nuclear Projects." See note 82.
114
Local Investments Can Help Offset Impacts of Plant Retirements
Existing transmission and distribution assets associated with a power plant can provide
opportunities to site new replacement resources, which may help to add or maintain some jobs
and other economic benefits in the area.
• Environmental remediation efforts after a plant closure should be done with the future use of
that site in mind. Full environmental remediation of the plant site allows for economic
opportunities in the community — both for labor and for new business development. However,
partial remediation with siting of replacement energy resources or other industrial uses can
moderate remediation costs, while still providing jobs and economic benefits to the community.
• Investments in energy efficiency work and other local clean energy resources may help to add
or maintain jobs and other economic benefits in the area, as well as reduce the economic
burden of utility bills to local residents and business.
Investing in existing community assets and industries can create new economic opportunities
for host communities. Communities may begin this work by engaging with economic
development authorities and experts at the local, regional, or federal level.
Certain Characteristics of a Plant Closure Create Extra Challenges
Abrupt closure of a power plant poses additional challenges as communities may not be well -
situated or prepared to execute an adequate transition effort. The Maine Yankee, Colstrip, and
Centralia plants closed early and very abruptly, which had negative implications for the towns'
preparation and readiness for a smooth transition. Abrupt closure appears particularly common
for coal-fired power plants due to the current economic and environmental pressures on coal.
Nuclear plant retirements include complicated and long decommissioning and remediation
processes. Those processes can create short-term, local job opportunities, but can limit land
use and redevelopment options. Further, nuclear plants with onsite spent fuel storage will likely
require federal action before spent fuel can be moved. Without federal action, spent fuel may
continue to be stored on-site long after a plant closure, potentially limiting opportunities for
future land use and redevelopment.
• Community or local governmental resistance to accepting that a plant will retire can delay efforts
to transition. In the case of Colstrip, even with several economic analyses highlighting early
retirement impacts and mitigation strategies, implementation of those recommendations were
hindered by political will to support the plants.
• Cutting local services abruptly due to decreased tax revenue after a plant closure can be
challenging and upsetting for community members and may lead to tension at the local
government level.
115
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Donaue, Marie and John Farrell. March 28, 2019. "A Massachusetts Town Realizes a Community
Vision to Transition from Coal to Sol." Local Energy Rules Podcast, Episode 73.
https:Hilsr.org/community-vision-transition-coal-sol-holyoke-mass-lena-entin-ler-73/
Haggerty, Julia, Mark Haggerty, Kelli Roemer, and Jackson Rose. August 2018. "Planning for the local
impacts of coal facility closure: Emerging strategies in the U.S. West." Resources Policy (57): 69-80.
https:Hdoi.org/10.1016/j.resourpol.2018.01.010
Hamilton, Lisa Anne, Valova Raaina, and Karl Rabago. March 2017. "Transition Support Mechanisms
for Communities Facing Full or Partial Coal Power Plant Retirement in New York." Pace University.
https:Hdigitalcommons.pace.edu/cgi/viewcontent.cgi?article=1009&context=environmental
Northern Plains Resource Council and International Brotherhood of Electrical Workers (Local 1638).
July 2018. "Doing it Right, Colstrip's Bright Future with Clean Up." https://northernplains.org/wp-
content/uploads/2018/07/DoingltRight_FullStudy_FNL_WEB.pdf
Power, Mick, Michael G. Williams, Kari Mosley, Jeffery Frankel, and Philip Hanser. July 9, 2015.
"Managing the Employment Impact of Energy Transition in Pennsylvania Coal Country." BlueGreen
Alliance. https://www.bluegreenalliance.org/wp-content/uploads/2016/08/Managing-the-Employment-
Impact-of-Energy-Transition-in-Pennsylvania-Coal-Country-vFINAL.pdf
Rosenfeld, Ethan. 2015. "Transition Plans for Coal -Fired Power Plant Closings: Stability, Opportunity, &
Community." Journal of Energy & Environmental Law (6, 2): 71-82. https:Hgwjeel.com/wp-
content/u ploads/2015/07/jeel_vol6_issue2_rosenfeld. pdf
Sanzillo, Tom. June 2017. "A Transition Plan for Communities Affected by the Closings of Navajo
Generating Station and Kayenta Mine." Institute for Energy Economics and Financial Analysis.
http://ieefa.org/wp-content/uploads/2017/06/IEEFA-Transition-Plan-for-Navajo-Generating-Station-and-
Kayenta-Mine-060617. pdf
116
Siegner, Katie. January 23, 2019. "Flipping the Switch: A coal plant's retirement and a community's
response (Part 1)." Sage Magazine. http://www.sagemagazine.org/flipping-the-switch-a-coal-plant-
retirement-and-a-communitys-response-part-i/
Just Transition Fund. April 2019. "How to Get Started: A Guide to Help Local Governments Engage on
Coal Plant Transition." http://www.justtransitionfund.org/
Trahant, Mark. March 25, 2019. "The Navajo Nation's Transition Beyond Coal `Starts now."' Indian
Country Today. https://newsmaven.io/indiancountrytoday/news/the-navajo-nation-s-transition-beyond-
coal-starts-now-xGu5FYYgoUOzd LwcgG PhOA/
117
FIBERNET UPDATE
FiberNet gained 15 accounts in the first quarter. Revenues was $454,322 with expenses of
309,582 leaving a net income per the netting statement of $144,740. Budget for the quarter was
82,660. Capital expenditures were 15,494 the 2020 annual budget is 143,521. Quarter 1 was
very strong, and I look for FiberNet to deliver a higher margin and a larger net income then the
previous year.
As COVID -19 approached we made some operational changes to FiberNet in mid-March. As
we strive to keep staff and customers healthy with safety being the top priority. We took the
FCC's Keep Americas Connected Pledge; this entails keeping our service flowing to our
communities' homes and businesses. This entails providing the needed fast reliable service for
distance learning, working from home and being connected to the world. We offered a no cost
service to K-12 and college households that previously did not have an Internet connection, there
were twelve. FiberNet also made concessions of late fees and disconnects if the Coronavirus
was the reason.
As a communications provider we were deemed essential by the state of Minnesota and have
followed the Governor's guidelines. We have closed retail locations; but are available to meet
one on one with customers by appointment. We continue to do all operational functions that
includes service orders, payments, maintenance, trouble shooting, helpdesk activities and
construction. When doing premise visits to either homes or businesses, we ask qualifying
questions to ensure personnel's safety. We wear masks, limit our time inside and practice social
distancing. Our customers have been wonderful to work with over these more trying weeks and
I thank them for that. I thank the staff for their work everyday in keeping our critical services
available to an appreciative public.
Overall things have been going quite well at FiberNet, we have had to make some operational
adjustments but we are sound as a business entity. We will continue to adjust, change and adapt
in the coming weeks but currently do not have any overwhelming issues. Our supply chain is
good, our accounts receivable is in-line and our staff is healthy, engaged and ready to deliver.
Residential & Business Subscribers
Service
2015
Q2 - 2016
Phone Only
32
28
Internet Only
664
717
Television Only
74
73
Phone & Internet
164
156
Phone & Television
44
42
Internet & Television
318
280
Triple Play
278
254
Total Subscribers
1574
1550
Total Phone
518
480
Total Internet
1424
1407
Total Television
714
649
279
232
July 1st 2016
Business Subscribers
Service
Phone Only
Internet Only
Television Only
Phone & Internet
Phone & Television
Internet & Television
Triple Play
Total Subscribers
Total Phone
Total Internet
Total Television
Arvig's 1st Day
2016
2017
2018
Q2 - 2019
2019 1
Q1 - 20201
28
24
24
24
24
24
829
945
1,014
1,066
1,131
1,168
72
55
41
35
28
27
145
164
155
166
166
166
39
35
30
26
23
23
279
232
206
197
193
178
253
204
174
158
141
135
1,645
1,659
1,644
1,672
1,706
1,721
465427
6
15
15
383
16
374
14
354
348
1,506
129
1,545
133
1,549
131
1,587
124
1,631
1,647
643
526
451
416
385
363
2015
Q2 - 2016
2016
2017
2018
Q2 - 2019
2019
Q1 - 20201
10
10
13
10
10
11
8
8
37
31
35
33
37
36
35
34
1
2
2
1
1
1
1
1
70
66
60
68
63
61
62
61
1
1
-
1
1
1
1
1
3
4
4
4
3
7
6
6
15
15
19
16
14
14
14
13
137
129
133
133
129
131
127
124
96
9292
95
88
87
85
83
125
116
118
121
117
118
117
114
20
22
25
22
19
23
22
21
Residential Subscribers
Service
Phone Only
Internet Only
Television Only
Phone & Internet
Phone & Television
Internet & Television
Triple Play
Total Subscribers
Total Phone
Total Internet
Total Television
2015
Q2-2016
2016
2017
2018
Q2-2019
12019
Q1-2020
22
18
15
14
14
13
16
16
627
686
794
912
977
1,030
1,096
1,134
73
71
70
54
40
34
27
26
94
90
85
96
92
105
104
105
43
41
39
34
29
25
22
22
315
276
275
228
203
190
187
172
263
239
234
188
160
144
127
122
1437
1421
1,512
1526
1515
1,541
1,579
1,597
422
388
373
332
295
287
269
265
1299
1291
1,388
1424
1432
1,469
1,514
1,533
694
627
618
504
432
393
363
342
Entity: FiberNet Entity: FiberNet Entity: FiberNet
From: Arvig Enterprises, Inc. From: Arvig Enterprises, Inc. From: Arvig Enterprises, Inc.
Subject: Monthly Netting Statement Subject: Monthly Netting Statement Subject: Monthly Netting Statement
Netting Period: 1/01/2020 - 1/31/2020 Netting Period: 2/01/2020 - 2/29/2020 Netting Period: 3/01/2020 - 3/31/2020
Revenues
Revenues:
Subscriber Billings
149,587.00
Total Revenues:
149,587.00
Expenses
Total Revenues:
Subscriber Fee
(45,920.17)
Management Fee
(14,068.86)
Fixed Fee
(43,818.30)
Total Expenses:
(103,807.33)
Net Income
$ 45,779.67
Revenues:
Subscriber Billings
Total Revenues:
Expenses:
Subscriber Fee
Management Fee
Fixed Fee
Total Expenses:
Net Income
Entity: FiberNet
From: Arvig Enterprises, Inc.
Subject: Netting Statement
Netting Period: 1st Quarter 2020 Total
Revenues:
Revenues:
Subscriber Billings
153,013.00
Subscriber Billings
151,722.00
153,013.00
Total Revenues:
151,722.00
(135,920.56)
Expenses:
(42,206.58)
(45,258.81)
Subscriber Fee
(44,741.58)
(14,068.86)
Management Fee
(14,068.86)
(43,818.30)
Fixed Fee
(43,818.30)
(103,145.97)
Total Expenses:
(102,628.74)
$ 49,867.03
Net Income
$ 49,093.26
Entity: FiberNet
From: Arvig Enterprises, Inc.
Subject: Netting Statement
Netting Period: 1st Quarter 2020 Total
Revenues:
Subscriber Billings
454,322.00
Total Revenues:
454,322.00
Expenses:
Subscriber Fee
(135,920.56)
Management Fee
(42,206.58)
Fixed Fee
(131,454.90)
Total Expenses:
(309,582.04)
Net Income
$ 144,739.96
Financial Projections FIBERneit
PRELIMINARY Q1 2020 - per Contractual Netting Statements
,v arvig
Prelim Budget Budget
2020 2020 Variance 2020
Projected Revenue: $454,322 $530,103 ($75,781) $2,120,413
Expenses:
Subscriber COGS
135,920
$226,359
($90,439)
905,437
Fixed Cost
131,455
$178,878
($47,423)
715,510
Cash flow from Operations
$186,947
$124,867
$62,081
$499,466
Management Fee:
Fixed
42,207
$42,207
$0
168,826
Adjusted EBITDA
$144,740
$82,660
$62,080
$330,640
Management Fee:
Incentive - 50% $59,870 $28,830 152,820
Capital Expense Budgeted: (15,494) (35,880) (143,521)
City Cash Flow 69,376 17,950 34,299
Capital Expense Report; Budget versus Actual
1st Quarter - 2020
Esimates and not yet Council Approved
Development - Haven Ridge
Development - Spirit Hills
Development - Industrial Park (8)
Total Unbudgeted
Unbudgeted
124,942
83,747
56,352
$ 265,041
Total CAPEX $ 280,535
Actual
Budget
Variance
HE/CO Equipment
4,724
20,000
15,276
Drops
-
44,750
44,750
CPE Equipment
8,580
42,950
34,370
Mediaroom (MMR) Transition
2,190
35,821
33,631
$ 15,494
$ 143,521
$ 128,027
Esimates and not yet Council Approved
Development - Haven Ridge
Development - Spirit Hills
Development - Industrial Park (8)
Total Unbudgeted
Unbudgeted
124,942
83,747
56,352
$ 265,041
Total CAPEX $ 280,535
Marketing 1st Qtr 2020
" Emailed all FiberNet customers regarding our COVID-19 plan.
" Communicated with the FiberNet IPTV customers and only 4 are left to be converted. Started with 26 to convert.
" Held the FiberNet WiFi TV Demo Days on Feb. 13th. We invited the Minerva customers too (215). The day went very well with many Minerva
customers wanting to convert as well. Approximately 80 attendees with half scheduling installs. We also had a number of customers come in
before and after the event for individual demos.
" Created/communicated free TV preview with all WiFi TV customers in FiberNet.
" Launched #StayingConnected on FiberNet's social media
The 2020 promo offer is:
Gig Price for Life - $65/month, includes the fiber center and free installation. Two-year agreement. Plus, receive a Fire TV Stick w/their purchase.)
WiFi TV Essential - $30/month with a 12 -month agreement.
Created front invoice messages, direct mail,
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Website stats:
Item of note: People LOVE the swans!
Jan 1, 2020 -Mar 31, 2020
Users It -Users Pagevlews Sessions Be unce Rate Pages/Session coal completions
9,859 9,513 23,884 16,170 73.90 1.5 106
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How are site sessions trending? What are the top cities by sessions?
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8,071
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43
165
3. Netreaming
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4 fibemet
33
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5. NMapbello
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9. wlfi
18
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12. beer optic in[emet
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1. fibemet moMicellc
565
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2. fibemei
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3. monticelb swan cam
416
462
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City of Monticello
Updated Staffing and Pay Plan- City Departments
COVID-19
Reviewed by Personnel Committee 5/6/20
City Hall
• All employees with the exception of select employees (receptionist, building inspectors, select
finance) will perform work from home; Pay continuation of 100% for FT staff
DMV
• DIVIV Manage ,;il r,+;r,,,„ +„ , „ri, fr.,.Q h.,., e; 10() r ec�itinuati944
• Asst nnav nn-,r,agerAvailable t., �AgArk as C-aF ,l.,r✓S back up; ! 0O0 r _—LN9tlnL.\1ti944
•T C�ek " a;a"p e te;(; 180 04 pti,y=eont;naat
• FT and PT DMV staff will perform work at the DMV with lobby closed; Offered alternative
worksite options to ensure social distancing; 100% pay continuation for FT staff; PT staff paid for
hours worked.
Liquor Store
• Temporary hazard pay (additional $2 per hour) in place for all hourly employees still actively
working.
Public Works
r imrily frern herne Effective 2�z^ cxtr-_ iKeps tepreserve the WnrkfArGe wall be iR r ac -e
(ne mere th@R 2 r.leye per shaft in aGh Emp\loyees witheut a ori,
assignment for the d will be expected to stay 1 Kcx-,c cnal be I hyo f. rk; Pa
cwitinj_,�ion of 100% i\" FT ct ff; DT staff wil ''n"1`.im: to be paid heurs „rked
• Superintendents and administrative employees will limit hours in the office or work from home
as much as possible; All union employees will report for work and be paid for hours worked per
our union contract and City Policy; PW departments will continue to work out of various
locations throughout the City.
Fire Department
• Emergency Manager will split time between home and the EOC; 100% pay continuation.
• On -Call Firefighters will continue operations as normal with added PPE and distancing in place;
Will continue to be paid for hours worked.
NWO
Nominal change from previous pay continuation plan based on feedback and discussion with the
Personnel Committee on 5/6/20 Formal closure with furlough of non -building maintenance
staff was considered but not adopted.
➢ Staffing
All FT staff will remain on the payroll and will be paid per our City Policy; FT Custodian
and 1 -Maintenance Tech will assist with work in other departments.
Mayor Stumpf and Councilmember Gabler recommended keeping the MCC staff
working and available to help in other departments with potential re-evaluation in on
June 1'. Opportunities for shifting resources to other Departments to be explored as
needed.
City savings via furlough are not significant. Better to find productive work within the
organization than to lay off.
Misc. Information:
• Employees who can do so will be expected to telecommute.
• Employees who are working from home will be able to stop by the office to pick up and drop off
work as needed. Time in the office should be as infrequent as possible.
All employees are expected to follow CDC and MDH guidelines to ensure a safe work
environment for all.
To: Monticello Mayor and City Council
From: Pam Loidolt, Monticello Senior Center Director
Date: May 1, 2020
Subj: Senior Center Update
Because Senior Community Services, the nonprofit agency that I have worked for since 1992, is exempt
from the Governor's stay at home order, I have been able to come in to the senior center as needed
since the community center closed on March 16th to access files, check the mail, pay bills, etc. I have
been coming to the center one or two days each week and the other days I work remotely from home.
I am reshaping our services to meet the needs of older adults, the population at greatest risk of
contracting COVID-19. The Monticello Senior Center is the contact for seniors in our city and I am
continuing to be that contact to isolated seniors during this time of physical distancing. 1 stress to
everyone 1 can that we should distance ourselves physically, but NOT socially during this pandemic.
Seniors especially are at risk of social isolation and we need to do everything we can to reach out
safely to those most in need of social contact.
Below are some of the tasks and activities I have been working on:
• We provide wellness check calls to the seniors and it means a lot to them. Some calls are brief,
and some are 20 minutes, especially with people living alone. We ask if they need anything. I
have people I trust willing to deliver items.
• We have spent a lot of time calling seniors to cancel, and in some cases, reschedule events they
were signed up for — trips, classes, tax appointments, dinners, etc.
• 1 finished the May newsletter and it includes tips, resources, links, activities, encouragement,
updates (as current as they can be).
• 1 write and submit the weekly senior center newspaper article.
• 1 am coordinating letters written by seniors in high school to senior citizens.
• 1 coordinated getting extra meals the schools have on weekdays to subsidized senior apartment
buildings.
• I'm working with the person in charge of our Facebook page (she is also on our Board of
Directors) to see how we can utilize that more for programming.
• A number of senior programmers are using Zoom and other virtual sources to get programming
out. I am working on what I can put on there and how to let the seniors know.
• When I am working remotely, I have full access to my computer programs and files (thanks to
Doug). This allows me work on all necessary projects.
• Every day I often check emails and senior center voicemails to stay on top of everything. Many
of the calls we have been receiving are to find out resource information, which I have been able
to give our seniors.
• 1 have participated in a number of Webinars that have helped me learn about those resources.
• 1 am head of communications for MASS (Minnesota Association of Senior Services), a statewide
organization comprised of senior center directors and others providing senior services. There
are about 70 members from around the state. There have literally been hundreds of emails
coming thru about COVID-19 and the effects on senior programs. The latest topic is how do we
safely open the senior centers and there has been a lot of great brainstorming ideas coming
in. We definitely need to have a detailed plan in place prior to opening.
Our HOME (Household and Outdoor Maintenance for Elderly) program continues to serve
Monticello older adults on a limited basis and will resume full services early this month.
The Caregiver Support Services provided by Senior Community Services thru our senior center
are still operable. The licensed social worker is able to help caregivers over the phone or
virtually and she is working on setting up a virtual support group.
I have secured 150 facemasks so far to be distributed to HOME workers, the senior clients, and
other most at -risk older adults as needed.
Thank you for taking the time to read this update. I would like to give updates such as this each month
so you are aware of what is going in with our senior program.
'OT co'.
�'RI R 5 04Fti
Monticello Monthly Report 2020
Incident Start Date/Time Initial Call
911 Abandoned Total: 5
04/02/2014:02
911 Abandoned
04/03/20 09:44
911 Abandoned
04/09/20 12:11
911 Abandoned
04/09/2013:33
911 Abandoned
04/20/2017:41
911 Abandoned
911 Hang-up Total: 19
04/05/20 15:33
911
Hang-up
04/07/20 15:31
911
Hang-up
04/08/20 20:52
911
Hang-up
04/09/20 02:34
911
Hang-up
04/11/20 00:06
911
Hang-up
04/12/20 18:23
911
Hang-up
04/17/20 08:05
911
Hang-up
04/17/20 23:14
911
Hang-up
04/19/20 15:07
911
Hang-up
04/21/2011:44
911
Hang-up
04/21/20 21:00
911
Hang-up
04/22/2012:32
911
Hang-up
04/22/2016:54
911
Hang-up
04/23/20 09:12
911
Hang-up
04/23/20 12:15
911
Hang-up
04/23/20 21:58
911
Hang-up
04/28/2016:52
911
Hang-up
04/29/20 15:44
911
Hang-up
04/29/20 20:13
911
Hang-up
Wright County Sheriff's Office
Sheriff Sean Deringer
3800 Braddock Ave. NE, Buffalo, MN 55313
1-800-362-3667 Fax:763-682-7610
CFS #
2020025439
2020025576
2020026912
2020026924
2020029196
2020026053
2020026507
2020026816
2020026845
2020027250
2020027555
2020028455
2020028646
2020028949
2020029322
2020029437
2020029541
2020029627
2020029751
2020029797
2020029931
2020030939
2020031146
2020031212
Final Incident
911 Hang-up; Animal - Bites - Attacks Total: 1
04/29/20 20:17 911 Hang-up; Animal - 2020031215 Animal - Bites - Attacks
QPpFE55I0NA�rS
Printed on May 1, 2020
Case Number Codes How Reported
911ABANDON
911ABANDON
911 ABANDON
911ABANDON
911ABANDON
911 HANGUP
911 HANGUP
911 HANgG1U1P
911 HANGUP
911 HANGUP
911 HANgG1U1P
911 HANGUP
911 HANGUP
911 HANgG1U1P
911 HANGUP
911 HANGUP
911 HANgG1U1P
911 HANGUP
911 HANGUP
911 HANgG1U1P
911 HANGUP
911 HANGUP
911 HANgG1U1P
911 HANGUP
WP20011639 911
911 HANGUP; ANBITE
Page 1 of 25
Incident Start Date/Time Initial Call CFS # Final Incident
911 Hang-up; Domestic Disturbance Total: 1
04/30/20 01:20 911 Hang-up; Domestic 2020031252 Domestic Disturbance
Case Number Codes How Reported
WP20011652 911
911 HANGUP;
911 Hang-up; Theft - Shoplifting Total: 1
04/02/20 07:43 911 Hang-up; Theft - 2020025375 Theft - Shoplifting WP20009487 911
911 HANGUP;
911 Open Line Total: 43
04/02/20 15:44
911
Open
Line
2020025459
911OPEN11
04/02/20 16:16
911
Open
Line
2020025465
911
911 OPEN
04/03/20 09:17
911
Open
Line
2020025570
911 OPEgN11
04/04/20 14:30
911
Open
Line
2020025828
911OPEN11
04/04/20 14:53
911
Open
Line
2020025835
911
911 OPEN
04/05/20 21:05
911
Open
Line
2020026124
1
911 OPEgW
04/07/20 11:10
911
Open
Line
2020026445
911OPEN11
04/07/20 17:45
911
Open
Line
2020026547
911
911 OPEN
04/07/20 22:20
911
Open
Line
2020026611
911
911 OPEN
04/08/20 13:59
911
Open
Line
2020026740
g
911OPEN11
04/10/20 13:57
911
Open
Line
2020027130
911
911 OPEN
04/11/20 20:54
911
Open
Line
2020027443
911
911 OPEN
04/12/20 10:32
911
Open
Line
2020027497
g
911OPEN11
04/13/20 06:31
911
Open
Line
2020027620
11
911 OPEN
04/13/20 13:16
911
Open
Line
2020027695
911
911OPEN
04/14/20 08:48
911
Open
Line
2020027866
911 OPEN11
04/14/20 13:17
911
Open
Line
2020027922
911
911 OPEN
04/15/20 18:05
911
Open
Line
2020028185
911
911OPEN
04/17/20 08:11
911
Open
Line
2020028458
911 OPEN11
04/18/20 15:15
911
Open
Line
2020028748
911
911 OPEN
04/19/20 12:00
911
Open
Line
2020028911
911
911OPEN
04/19/20 14:12
911
Open
Line
2020028934
911OPEN11
04/20/20 10:47
911
Open
Line
2020029093
911
911 OPEN
04/22/20 12:15
911
Open
Line
2020029538
911
911OPEN
04/22/20 12:54
911
Open
Line
2020029548
911OPEN11
04/22/20 13:39
911
Open
Line
2020029559
911
911 OPEN
04/22/20 19:44
911
Open
Line
2020029674
911
911 OPEN
Page 2 of 25
Incident Start Date/Time
Agency Assist
Initial Call
CFS # Final Incident
Case Number Codes Reported
04/23/20 05:30
911
Open
Line
2020029725
ggHow
Agency Assist
04/24/20 14:37
Agency Assist
04/27/20 10:01
Agency Assist
911 OPEN11
04/23/20 10:21
911
Open
Line
2020029765
911
911 OPEN
04/23/20 22:13
911
Open
Line
2020029932
911
911 OPEN
04/25/20 19:05
911
Open
Line
2020030337
g
9110PEN11
04/26/20 08:01
911
Open
Line
2020030427
11
911 OPEN
04/26/20 10:05
911
Open
Line
2020030437
911
911OPEN
04/26/20 10:51
911
Open
Line
2020030443
9110PEN11
04/27/20 08:21
911
Open
Line
2020030603
11
911 OPEN
04/27/20 13:05
911
Open
Line
2020030665
911
911OPEN
04/27/20 13:06
911
Open
Line
2020030666
9110PEN11
04/29/20 18:13
911
Open
Line
2020031187
911
911 OPEN
04/30/20 08:25
911
Open
Line
2020031280
911
911 OPEN
04/30/20 13:03
911
Open
Line
2020031344
g
9110PEN11
04/30/20 15:37
911
Open
Line
2020031378
911
911 OPEN
04/30/20 16:44
911
Open
Line
2020031400
911
911OPEN
04/30/20 19:59
911
Open
Line
2020031463
9110PEN11
Abandoned Vehicle Total: 3
04/12/20 07:59 Abandoned Vehicle 2020027479 Stolen - Vehicle
04/20/20 10:27 Abandoned Vehicle 2020029090 Abandoned Vehicle
04/24/20 15:24 Abandoned Vehicle 2020030075 Abandoned Vehicle
Abuse Total: 2
04/02/2016:16 Abuse
04/09/2019:10 Abuse
Agency Assist Total: 10
04/12/20 20:42
Agency Assist
04/13/20 10:09
Agency Assist
04/15/20 11:20
Agency Assist
04/19/20 23:03
Agency Assist
04/20/20 08:26
Agency Assist
04/23/20 22:31
Agency Assist
04/24/20 14:37
Agency Assist
04/27/20 10:01
Agency Assist
2020025464
2020026999
2020027579
2020027654
2020028094
2020029019
2020029055
2020029933
2020030058
2020030622
Abuse
Abuse
Agency Assist
Agency Assist
Agency Assist
Agency Assist
Agency Assist
Agency Assist
Agency Assist
Stolen - Vehicle
WP20010310 ABANDVEFone
WP20010853 Phone
ABAND
WP20011212 Phone
ABAND
WP20009519 ABUSE Phone
WP20010109 ABUSE Phone
WP20010341 AGASSISTne
WP20010360 AGASSIST
Ph Phone
WP20010510 AGASSIPp one
WP20010833 AGASSIOTicer
WP20010843 AGASSIST
Ph Phone
WP20011163 AGASSISTone
WP20011208 AGASSISTne
WP20011423 AGASSISTne
Page 3 of 25
Incident Start Date/Time Initial Call CFS #
Final Incident
Case Number Codes How Reported
04/29/20 11:26 Agency Assist 2020031070
Agency Assist
WP20011575 ne
Phone
AGASSIST
04/30/20 10:46 Agency Assist 2020031306
Warrant - Arrest
WP20011668
Animal Total: 5
CHKWELF
AGASSIST
Agency Assist; Harassment Total: 1
Check Welfare
2020025712
04/09/20 16:16 Agency Assist; 2020026964
Agency Assist
WP20010094 Phone
Animal
WP20010549
AGASSIST; HARASS
Agency Assist; Warrant - Attempt Total: 1
04/01/20 13:40
Agency Assist; Warrant
2020025260
Agency Assist
WP20009435
Phone
Phone
AGASSIST;
Animal Total: 5
CHKWELF
04/03/20 19:07
Check Welfare
2020025712
04/15/2018:32
Animal
2020028192
Animal
WP20010549
Phone
CHKWELF
04/05/20 11:27
ANIMAL
04/17/2015:49
Animal
2020028548
WP20009742
Phone
ANIMAL
04/19/2018:49
Animal
2020028986
2020026009
Check Welfare
Phone
Phone
ANIMAL
04/23/20 21:31
Animal
2020029921
Animal
WP20011161
911
Check Welfare
WP20009843
Phone
ANIMAL
04/24/2015:55
Animal
2020030081
Animal
WP20011215
911
Check Welfare
2020026509
Check Welfare
WP20009925
ANIMAL
Animal - Bites - Attacks Total: 2
04/09/20 17:37 Animal - Bites - Attacks 2020026981 Animal - Bites - Attacks WP20010101 Phone
ANBITE
04/22/20 15:34 Animal - Bites - Attacks 2020029604 Animal - Bites - Attacks WP20011034 Phone
ANBITE
Assault Total: 2 g
04/26/20 20:56 Assault 2020030534 Assault WP20011391 ASSAULT11
04/27/20 16:00 Assault 2020030697 Assault WP20011459 ASSAU PTIone
Burglary Total: 1
04/11/20 22:24 Burglary 2020027453 Residential Burglary WP20010296
BURG
Check Welfare Total: 22
04/03/20 08:36
Check Welfare
2020025562
Check Welfare
WP20009566
Phone
CHKWELF
04/03/20 19:07
Check Welfare
2020025712
Check Welfare
WP20009624
Phone
CHKWELF
04/05/20 11:27
Check Welfare
2020026005
Check Welfare
WP20009742
CHKWEPhone
FF
04/05/20 11:38
Check Welfare
2020026009
Check Welfare
WP20009743
Phone
CHKWELF
04/06/20 13:18
Check Welfare
2020026247
Check Welfare
WP20009843
Phone
CHKWELLFhh
04/07/20 15:33
Check Welfare
2020026509
Check Welfare
WP20009925
CHKWEPFone
04/08/20 01:37
Check Welfare
2020026632
Check Welfare
WP20009966
Phone
CHKWELF
04/10/20 18:33
Check Welfare
2020027184
Check Welfare
WP20010189
911
CHKWELF
04/11/20 14:48
Check Welfare
2020027358
Check Welfare
WP20010257
9 11
CHKWELF
04/12/20 14:34
Check Welfare
2020027523
911
CHKWELF
04/17/20 13:31
Check Welfare
2020028512
Check Welfare
WP20010662
911
CHKWELF
Page 4 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident
Case Number Codes How Reported
04/17/20 13:48
Check Welfare
2020028517
Check Welfare
WP20010665
Phone
Citizen Aid
04/23/20 08:17
Citizen Aid
04/29/20 19:50
Citizen Aid
CHKWELF
04/19/20 15:17
Check Welfare
2020028950
Medical - Sick
WP20010811
911
Phone
CHKWELF
04/20/20 23:43
Check Welfare
2020029244
Medical - Psychiatric -
WP20010914
Phone
CITAID
CHKWELF
04/21/20 18:40
Check Welfare
2020029418
Check Welfare
WP20010973
Phone
CITAID
2020028541
Citizen Aid
CHKWELF
04/22/20 12:41
Check Welfare
2020029544
Check Welfare
WP20011009
Phone
2020029743
Citizen Aid
WP20011088
CHKWELF
04/22/20 15:46
Check Welfare
2020029609
Medical - Fall Under 6 Feet
WP20011036
911
Citizen Aid
WP20011634
Phone
CHKWELF
04/23/20 10:43
Check Welfare
2020029768
Check Welfare
WP20011096
Phone
CHKWELF
04/23/20 15:29
Check Welfare
2020029837
Check Welfare
WP20011124
Phone
CHKWELF
04/24/20 10:24
Check Welfare
2020029999
Check Welfare
WP20011188
Phone
CHKWELF
04/26/20 18:36
Check Welfare
2020030509
Check Welfare
WP20011377
Phone
CHKWELF
04/28/20 11:44
Check Welfare
2020030868
Check Welfare
WP20011509
Phone
CHKWELF
Check Welfare; Dispatch - CAD - Addressing Problems Total: 1
04/29/20 13:15 Check Welfare; 2020031095 Check Welfare WP20011583 Phone
CHKWELF; DISPCAD
Check Welfare; Medical - Psychiatric - Behavioral Total: 1
04/22/20 11:37 Check Welfare; Medical 2020029530 Death Investigation - Suicide WP20011005 911
CHKWELF: MPSYCH
Citizen Aid Total: 8
04/08/20 15:38
Citizen Aid
04/08/20 17:28
Citizen Aid
04/11/20 20:33
Citizen Aid
04/12/20 20:14
Citizen Aid
04/16/20 14:38
Citizen Aid
04/17/20 15:27
Citizen Aid
04/23/20 08:17
Citizen Aid
04/29/20 19:50
Citizen Aid
Civil Complaint Total: 17
04/01/20 14:27
Civil Complaint
04/02/20 06:28
Civil Complaint
04/02/20 20:00
Civil Complaint
04/03/20 17:02
Civil Complaint
04/04/20 19:32
Civil Complaint
04/05/20 17:54
Civil Complaint
04/05/20 19:48
Civil Complaint
2020026761
Lock Out - Lock In
WP20010018
911
CITAID
2020026784
Citizen Aid
WP20010031
Phone
CITAID
2020027438
Citizen Aid
WP20010290
Phone
CITAID
2020027569
Citizen Aid
WP20010335
Phone
CITAID
2020028343
Civil Complaint
WP20010605
Phone
CITAID
2020028541
Citizen Aid
WP20010678
Phone
CITAID
2020029743
Citizen Aid
WP20011088
911
CITAID
2020031206
Citizen Aid
WP20011634
Phone
CITAID
2020025267
Civil Complaint
WP20009437
Phone
CIV
2020025372
Civil Complaint
WP20009485
Phone
CIV
2020025510
Civil Complaint
WP20009542
Phone
CIV
2020025685
Civil Complaint
WP20009614
Phone
CIV
2020025904
Civil Complaint
WP20009701
Phone
CIV
2020026078
Civil Complaint
WP20009776
Phone
CIV
2020026111
Civil Child Custody
WP20009790
Phone
CIV
Page 5 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident
Case Number Codes
How Reported
04/07/20 08:33
Civil Complaint
2020026413
Citizen Aid
WP20009894
Officer
Phone
CIVPROC
04/08/20 09:23
Civil Process
CIV
04/08/20 16:32
Civil Complaint
2020026771
Civil Complaint
WP20010023
Civil Process
Phone
CIVPROCfficer
CIV
Civil Process
04/10/20 19:14
Civil Complaint
2020027196
Civil Complaint
WP20010198
CIVPROOC
Phone
Civil Process
2020028069
CIV
CIVPROOoCfficer
04/13/20 11:22
Civil Complaint
2020027670
Civil Complaint
WP20010366
Phone
CIVPROCfficer
04/16/20 17:01
Civil Process
2020028370
Officer
CIV
04/13/20 18:25
Civil Complaint
2020027770
Civil Complaint
WP20010395
Phone
CIVPROOOoCfficer
04/20/20 10:43
Civil Process
CIV
04/17/20 18:45
Civil Complaint
2020028583
Civil Complaint
WP20010694
Civil Process
911
Officer
CIVPROC
CIV
Civil Process
04/20/20 11:44
Civil Complaint
2020029113
Agency Assist
WP20010865
CIVPROOOoCfficer
Phone
Civil Process
2020029504
CIV
CIVPROCfficer
04/27/20 11:14
Civil Complaint
2020030636
Civil Complaint
WP20011429
Phone
CIVPROC
04/22/20 15:33
Civil Process
2020029602
CIV
04/27/20 11:31
Civil Complaint
2020030645
Civil Complaint
WP20011434
Phone
CIVPROCfficer
04/24/20 09:36
Civil Process
CIV
Officer
04/29/20 13:46
Civil Complaint
2020031102
Civil Complaint
WP20011592
Civil Process
Phone
CIVPROOOoCfficer
CIV
Civil Process
Civil Complaint; Suspicious - Circumstances Total: 1
04/08/20 17:38 Civil Complaint; 2020026788 Suspicious - Circumstances WP20010029 1
CIV; SU CIRC
Civil Process Total: 22
04/02/20 10:17
Civil Process
2020025398
Officer
CIVPROC
04/07/20 16:15
Civil Process
2020026523
Officer
CIVPROC
04/08/20 09:23
Civil Process
2020026673
CIVPROOOoCfficer
04/13/20 08:26
Civil Process
2020027634
CIVPROCfficer
04/14/20 10:03
Civil Process
2020027881
Officer
CIVPROOC
04/15/20 09:44
Civil Process
2020028069
CIVPROOoCfficer
04/15/20 15:56
Civil Process
2020028157
CIVPROCfficer
04/16/20 17:01
Civil Process
2020028370
Officer
CIVPROC
04/20/20 10:15
Civil Process
2020029084
CIVPROOOoCfficer
04/20/20 10:43
Civil Process
2020029092
CIVPROCfficer
04/21/20 13:01
Civil Process
2020029332
Officer
CIVPROC
04/21/20 13:03
Civil Process
2020029334
CIVPROOOoCfficer
04/22/20 10:00
Civil Process
2020029504
CIVPROCfficer
04/22/20 13:05
Civil Process
2020029551
Officer
CIVPROC
04/22/20 15:33
Civil Process
2020029602
CIVPROOOoCfficer
04/23/20 13:30
Civil Process
2020029807
CIVPROCfficer
04/24/20 09:36
Civil Process
2020029986
Officer
CIVPROC
04/27/20 11:20
Civil Process
2020030639
CIVPROOOoCfficer
04/29/20 11:08
Civil Process
2020031065
CIVPROCfficer
Page 6 of 25
Incident Start Date/Time Initial Call CFS #
04/30/20 09:56 Civil Process 2020031291
04/30/20 14:46 Civil Process 2020031366
04/30/20 17:35 Civil Process 2020031415
Commercial Fire Alarm Total: 2
04/02/20 09:37 Commercial Fire Alarm 2020025392
04/07/20 17:41 Commercial Fire Alarm 2020026545
Commercial General Alarm Total: 32
04/03/20 18:17
Commercial General
2020025702
04/04/20 03:10
Commercial General
2020025754
04/04/20 11:37
Commercial General
2020025795
04/05/20 02:12
Commercial General
2020025961
04/05/20 03:07
Commercial General
2020025966
04/06/20 03:45
Commercial General
2020026161
04/06/20 09:18
Commercial General
2020026193
04/07/20 19:59
Commercial General
2020026590
04/08/20 04:14
Commercial General
2020026635
04/09/20 03:09
Commercial General
2020026846
04/10/20 19:32
Commercial General
2020027201
04/13/20 05:40
Commercial General
2020027615
04/17/20 16:08
Commercial General
2020028551
04/18/20 00:47
Commercial General
2020028661
04/18/20 06:46
Commercial General
2020028680
04/18/20 13:11
Commercial General
2020028721
04/18/20 16:27
Commercial General
2020028764
04/18/20 22:34
Commercial General
2020028834
04/20/20 18:09
Commercial General
2020029203
04/20/20 19:34
Commercial General
2020029218
04/21/20 06:07
Commercial General
2020029268
04/22/20 22:12
Commercial General
2020029698
04/22/20 22:24
Commercial General
2020029702
04/23/20 19:42
Commercial General
2020029893
04/25/20 08:41
Commercial General
2020030212
Final Incident Case Number Codes How Reported
CIVPR02pfficer
CIVPROCfficer
Officer
CIVPROC
Commercial Fire Alarm WP20009493 911
ALARM
Commercial Fire Alarm WP20009939 Phone
ALARM
Commercial General Alarm
WP20009622
Phone
ALARM
Commercial General Alarm
WP20009642
Phone
ALARM
Commercial General Alarm
WP20009651
Phone
ALARM
Commercial General Alarm
WP20009727
Phone
ALARM
Commercial General Alarm
WP20009731
Phone
ALARM
Commercial General Alarm
WP20009806
Phone
ALARM
Commercial General Alarm
WP20009818
Phone
ALARM
Commercial General Alarm
WP20009952
Phone
ALARM
Commercial General Alarm
WP20009969
Phone
ALARM
Commercial General Alarm
WP20010053
Phone
ALARM
Phone
ALARM
Commercial General Alarm
WP20010349
Phone
ALARM
Phone
ALARM
Commercial General Alarm
WP20010723
Phone
ALARM
Commercial General Alarm
WP20010730
Phone
ALARM
Commercial General Alarm
WP20010742
Phone
ALARM
Commercial General Alarm
WP20010757
Phone
ALARM
Commercial General Alarm
WP20010783
Phone
ALARM
Commercial General Alarm
WP20010899
Phone
ALARM
Commercial General Alarm
WP20010904
Phone
ALARM
Commercial General Alarm
WP20010921
Phone
ALARM
Commercial General Alarm
WP20011072
Phone
ALARM
Commercial General Alarm
WP20011075
Phone
ALARM
Commercial General Alarm
WP20011144
Phone
ALARM
Commercial General Alarm
WP20011271
Phone
ALARM
Page 7 of 25
Incident Start Date/Time
Initial Call
CFS #
04/26/20 02:02
WP20011341
Commercial General
2020030405
04/26/20 19:37
2020026670
Commercial General
2020030522
04/26/20 22:04
WP20011383
Commercial General
2020030546
04/28/20 04:04
Criminal Damage to
Commercial General
2020030805
04/29/20 16:58
WP20011395
Commercial General
2020031160
04/29/20 19:43
04/25/20 07:46
Commercial General
2020031204
04/30/20 18:00
WP20011492
Commercial General
2020031424
Court Order Violation Total: 3
Final Incident
Case Number Codes
How Reported
Commercial General Alarm
WP20011341
2020026004
Phone
Criminal Damage to
2020026670
ALARM
Criminal Damage to
Commercial General Alarm
WP20011383
Criminal Damage to
Phone
04/22/20 17:01
Criminal Damage to
ALARM
04/23/20 11:47
Commercial General Alarm
WP20011395
04/24/20 10:53
Phone
2020030007
04/25/20 07:46
ALARM
2020030209
Commercial General Alarm
WP20011492
2020030619
Phone
Criminal Damage to
2020031205
ALARM
CDP
Commercial General Alarm
WP20011620
Phone
CDP
ALARM
Phone
Phone
Criminal Damage to Property WP20011270
ALARM
Commercial General Alarm
WP20011706
Phone
Phone
ALARM
CDP
04/03/20 12:29 Court Order Violation 2020025612 Court Order Violation WP20009589 Phone
COV
04/07/20 20:23 Court Order Violation 2020026598 Court Order Violation WP20009955 Phone
COV
04/14/20 15:04 Court Order Violation 2020027947 Court Order Violation WP20010459 Phone
COV
Criminal Damage to Property Total: 11
04/01/20 16:11
Criminal Damage to
2020025285
04/05/20 11:27
Criminal Damage to
2020026004
04/08/20 09:12
Criminal Damage to
2020026670
04/15/20 16:51
Criminal Damage to
2020028170
04/22/20 14:31
Criminal Damage to
2020029580
04/22/20 17:01
Criminal Damage to
2020029628
04/23/20 11:47
Criminal Damage to
2020029787
04/24/20 10:53
Criminal Damage to
2020030007
04/25/20 07:46
Criminal Damage to
2020030209
04/27/20 09:44
Criminal Damage to
2020030619
04/29/20 19:48
Criminal Damage to
2020031205
Criminal Damage to Property WP20009447
Phone
CDP
Criminal Damage to Property WP20009741
CDP
Citizen Aid WP20009979
Phone
CDP
Criminal Damage to Property WP20010536
911
CDP
Criminal Damage to Property WP20011021
911
CDP
Criminal Damage to Property WP20011045
Phone
CDP
Criminal Damage to Property WP20011107
Phone
CDP
Phone
CDP
Criminal Damage to Property WP20011270
CDP
Criminal Damage to Property WP20011421
Phone
CDP
Criminal Damage to Property WP20011633
Phone
CDP
CSC Sex Offense Total: 1
04/29/20 23:34 CSC Sex Offense 2020031241 CSC Sex Offense WP20011651 Phone
CSC
Disabled Vehicle Total: 3
04/07/20 22:39 Disabled Vehicle 2020026613 911
DISABLVEH
04/14/20 18:25 Disabled Vehicle 2020027979 Disabled Vehicle WP20010473 911
DISABLVEH
04/25/20 18:03 Disabled Vehicle 2020030323 911
DISABLVEH
Disorderly Total: 5
04/04/2013:04 Disorderly 2020025815 Disorderly WP20009661 DISORD911
04/11/20 08:19 Disorderly 2020027268 Disorderly WP20010225 DISORD 11
Page 8 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident
Case Number Codes How Reported
04/21/2016:17
Disorderly
2020029381
Disorderly
WP20010960
Phone
2020028116
DISORD
04/21/20 18:48
Disorderly
2020029421
Domestic Disturbance
WP20010975
DISORD911
04/26/2011:21
Disorderly
2020030446
Disorderly
WP20011353
Phone
DISORD
Domestic Disturbance
Total: 12
04/01/20 20:26
Domestic Disturbance
2020025339
Medical - Psychiatric -
WP20009475
g
DOMESVP
04/06/20 17:16
Domestic Disturbance
2020026299
Domestic Disturbance
WP20009861
DOMES
04/08/20 17:16
Domestic Disturbance
2020026782
Domestic Disturbance
WP20010027
Phone
DOMESTIC
04/13/20 10:15
Domestic Disturbance
2020027656
Domestic Disturbance
WP20010361
Phone
DOMESTIC
04/23/20 09:51
Domestic Disturbance
2020029762
Domestic Disturbance
WP20011094
DOMESTIC
04/24/20 19:31
Domestic Disturbance
2020030130
Domestic Disturbance
WP20011235
911
DOMESTIC
04/25/20 01:53
Domestic Disturbance
2020030189
Domestic Disturbance
WP20011263
DOMESVP
04/25/20 16:00
Domestic Disturbance
2020030298
Domestic Disturbance
WP20011299
DOMES
04/27/20 13:00
Domestic Disturbance
2020030663
Domestic Disturbance
WP20011447
Phone
DOMESTIC
04/27/20 19:12
Domestic Disturbance
2020030744
Court Order Violation
WP20011475
Phone
DOMESTIC
04/28/20 13:08
Domestic Disturbance
2020030885
Suspicious - Circumstances
WP20011516
DOMESTICone
04/28/20 22:39
Domestic Disturbance
2020030996
Domestic Disturbance
WP20011549
Phone
DOMESTIC
Drugs Total: 10
04/01/2010:50
Drugs
2020025232
Drugs
WP20009425
911
DRUGS
04/02/2018:19
Drugs
2020025496
Drugs
WP20009536
Phone
DRUGS
04/07/20 16:01
Drugs
2020026518
Drugs
WP20009928
Phone
DRUGS
04/08/2012:05
Drugs
2020026707
Drugs
WP20009995
DRUGS
04/08/2015:33
Drugs
2020026759
Drugs
WP20010017
Phone
DRUGS
04/10/2015:57
Drugs
2020027147
Drugs
WP20010172
Phone
DRUGS
04/15/20 17:57
Drugs
2020028182
Drugs
WP20010544
Phone
DRUGS
04/16/20 13:13
Drugs
2020028327
Check Welfare
WP20010597
Phone
DRUGS
04/22/20 18:20
Drugs
2020029657
Drugs
WP20011057
Phone
DRUGS
04/25/20 20:01
Drugs
2020030353
Drugs
WP20011318
Phone
DRUGS
Executive Order Total: 10
04/01/2018:51
Executive Order
2020025322
04/05/20 14:17
Executive Order
2020026037
04/07/20 16:43
Executive Order
2020026532
04/15/20 13:46
Executive Order
2020028116
911
EXECORDER
EXECORDER
EXECORDER
Executive Order WP20010519
EXECORDER
Page 9 of 25
Incident Start Date/Time
Initial Call
CFS # Final Incident
04/18/20 22:48
Executive
Order
2020028836
04/23/20 12:03
Executive
Order
2020029791
04/24/20 14:29
Executive
Order
2020030055
04/24/20 20:50
Executive
Order
2020030148 Executive Order
04/27/20 14:48
Executive
Order
2020030686
04/30/20 15:48
Executive
Order
2020031385
Explosion Total: 1
04/12/20 08:59 Explosion
Extra Patrol Total: 7
04/14/20 21:45
Extra Patrol
04/15/20 22:09
Extra Patrol
04/17/20 21:51
Extra Patrol
04/18/20 21:58
Extra Patrol
04/19/20 21:42
Extra Patrol
04/20/20 21:54
Extra Patrol
04/22/20 14:36
Extra Patrol
Fire - Electrical Total: 1
04/22/20 10:28 Fire - Electrical
Fire - Other Total: 4
04/04/20 20:04
Fire - Other
04/04/20 20:16
Fire - Other
04/16/20 11:32
Fire - Other
04/27/20 13:31
Fire - Other
Fire - Smoke - Odor Total: 1
04/29/20 19:15 Fire - Smoke - Odor
Fireworks Total: 1
04/13/20 21:22 Fireworks
Found Body Total: 1
04/30/20 19:28 Found Body
2020027488 Explosion
Case Number Codes How Reported
EXECORDER
EXECORDER
EXECORDER
WP20011246 EXECORDER
EXECORDER
EXECORDER
WP20010313 EXPLOShone
2020028003XP
Fire - Other
Phone
Fire - Other
2020028308
Fire - Other
2020028226 Extra Patrol
WP20010561XP
Phone
2020028622 Extra Patrol
WP20010709XP
Phone
2020028829XP
Phone
2020029011XP
Phone
2020029237XP
Phone
2020029584 Extra Patrol
WP20011023XP
Phone
2020029510 Fire - Electrical
2020025913
Fire - Other
2020025915
Fire - Other
2020028308
Fire - Other
2020030671
Fire - Other
2020031199 Fire - Smoke - Odor
2020027794 Fireworks
2020031453 Found Body
Fraud - Checks - Cards Total: 3
04/04/20 13:52 Fraud - Checks - Cards 2020025825 Fraud - Checks - Cards
WP20010997 FELECTRIC
WP20009704FO
911
WP20009706FO
Phone
WP20010588FO
911
WP20011449FO
Phone
WP20011631 11
FSMOKE
WP20010406 FIREWORKS
WP20011717 FNDBOD11
WP20009667 RAUDCHone
F
Page 10 of 25
Incident Start Date/Time Initial Call CFS # Final Incident Case Number Codes How Reported
04/07/20 08:31 Fraud - Checks - Cards 2020026412 Fraud - Checks - Cards WP20009893 Phone
FRAUDCppH
04/18/20 16:51 Fraud - Checks - Cards 2020028767 Fraud - Checks - Cards WP20010761 one
FRAUDCH
Fraud - Internet Total: 4
04/20/20 17:26 Fraud - Internet
2020029190
Fraud - Internet
WP20010893
Phone
Phone
04/09/20 13:25 Juvenile - Complaint
2020026923 Juvenile - Complaint
WP20010081
FRAUDINT
04/28/20 15:50 Fraud - Internet
2020030922
Fraud - Internet
WP20011525
Phone
Harassment
WP20010128
911
FRAUDINT
04/29/20 15:27 Fraud - Internet
2020031142
Fraud - Internet
WP20011607
FRAUDI Done
04/30/20 16:04 Fraud - Internet
2020031393
Fraud - Internet
WP20011700
Phone
FRAUDINT
Gopher State One Total: 1
04/14/2016:43
Harassment
2020027967
Harassment
04/10/20 09:09 Gopher State One
2020027070
Phone
HARASSp
04/29/20 14:58
GOPH
Harassment Total: 5
04/07/2010:42
Harassment
2020026434
Harassment
WP20009899
Phone
04/09/20 13:25 Juvenile - Complaint
2020026923 Juvenile - Complaint
WP20010081
HARASS
04/10/20 02:20
Harassment
2020027047
Harassment
WP20010128
911
HARASS
04/12/2015:52
Harassment
2020027533
Harassment
WP20010327
Phone
HARASS
04/14/2016:43
Harassment
2020027967
Harassment
WP20010467
Phone
HARASSp
04/29/20 14:58
Harassment
2020031129
Harassment
WP20011601
hone
HARASS
Info Total: 8
04/03/20 10:48
Info
2020025589
Info
WSIU20009571
INFO
04/03/2010:53
Info
2020025591
Info
WSIU20009573
INFO
04/22/20 10:14
Info
2020029506
Phone
INFO
04/22/20 22:30
Info
2020029705
Phone
INFO
04/26/2014:03
Info
2020030469
Phone
INFO
04/27/2011:30
Info
2020030644
Info
WP20011439
Phone
INFO
04/28/20 09:22
Info
2020030836
Phone
INFO
04/28/20 09:23
Info
2020030837
Phone
INFO
Intoxicated Person Total: 3
04/01/20 13:25 Intoxicated Person 2020025254 Domestic Disturbance WP20009432 INTOXPR
gE
04/16/20 21:45 Intoxicated Person 2020028414 Intoxicated Person WP20010630 INTOXPER
04/22/2018:52 Intoxicated Person 2020029664 Intoxicated Person WP20011059 Phone
INTOXPER
Juvenile - Complaint Total: 6
04/04/20 12:07 Juvenile - Complaint
2020025800 Juvenile - Complaint
WP20009653
JUVCOM11
04/09/20 13:25 Juvenile - Complaint
2020026923 Juvenile - Complaint
WP20010081
JUVCOMhone
04/13/20 12:34 Juvenile - Complaint
2020027686 Juvenile - Complaint
WP20010370
JUVCOM11
Page 11 of 25
Incident Start Date/Time Initial Call CFS #
04/23/20 02:52 Juvenile - Complaint 2020029722
04/24/20 13:01 Juvenile - Complaint 2020030028
04/30/20 19:08 Juvenile - Complaint 2020031448
Kidnapping - Unlawful Custody Total: 1
04/15/20 11:44 Kidnapping - Unlawful 2020028097
Lost - Found Property Total: 4
04/11/2010:39
Lost - Found
Property
2020027296
04/14/20 08:18
Lost - Found
Property
2020027854
04/25/20 06:13
Lost - Found
Property
2020030199
04/28/20 12:11
Lost - Found
Property
2020030873
Medical - Abdominal Pain Total: 2
Final Incident Case Number Codes gHow Reported
Criminal Damage to Property WP20011082 JUVCOMPI
Juvenile - Complaint WP20011198 911
JUVCOMP
Juvenile - Complaint WP20011714 JUVCOMhone
Warrant - Arrest WP20010511 911
KIDNAP
Lost - Found
Property
WP20010234
04/12/20 10:53
Medical - Breathing
2020027500
04/15/20 09:04
LOSTPROP
Lost - Found
Property
WP20010430
2020028163
04/17/20 05:55
Medical - Breathing
2020028439
LOSTPROP
Lost - Found
Property
WP20011264
Medical - Breathing
2020030147
04/26/20 11:48
Medical - Breathing
LOSTPROP
Lost - Found
Property
WP20011511
04/03/20 14:51
Medical - Chest Pain
2020025645
04/03/20 17:42
LOSTPROP
04/02/20 21:31 Medical - Abdominal 2020025528 Medical - Abdominal Pain WP20009550 MABDO1
9
NAL
04/13/20 22:48 Medical - Abdominal 2020027805 Medical - Abdominal Pain WP20010413 Phone
MABDOMINAL
Medical - Bleeding - Lacerations Total: 1
04/15/20 09:36 Medical - Bleeding - 2020028065
Medical - Breathing Problems Total: 8
04/09/20 20:14
Medical - Breathing
2020027008
04/12/20 10:53
Medical - Breathing
2020027500
04/15/20 09:04
Medical - Breathing
2020028059
04/15/20 16:29
Medical - Breathing
2020028163
04/17/20 05:55
Medical - Breathing
2020028439
04/18/20 16:25
Medical - Breathing
2020028761
04/24/20 20:41
Medical - Breathing
2020030147
04/26/20 11:48
Medical - Breathing
2020030449
Medical - Chest
Pain Total: 2
04/03/20 14:51
Medical - Chest Pain
2020025645
04/03/20 17:42
Medical - Chest Pain
2020025698
Medical - Choking Total: 1
04/12/20 12:25 Medical - Choking 2020027511
MBLEEDING
MBREATHING
MBREATHING
MBREATHING
MBREATHING
Death Investigation - WP20010640 11
MBREA HING
MBREATHING
Medical - Breathing Problems WP20011244 11
MBREA HING
MBREATHING
MCHESTPone
911
MCHESTP
MCHOKINIG
Medical - Diabetic Total: 3 g
04/03/20 04:46 Medical - Diabetic 2020025546 Medical - Diabetic WP20009561 MDIABETIC
Page 12 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident Case Number Codes
How Reported
04/25/20 03:52
Medical - Diabetic
2020030195
g
MDIABETIC
04/26/20 19:11
Medical - Diabetic
2020030518
Medical - Diabetic WP20011382
911
2020028238
Medical - Psychiatric -
04/16/20 05:53
MDIABETIC
Medical - Fall Under 6 Feet Total: 10
Medical - Psychiatric -
04/22/20 13:25
04/01/20 12:28
Medical - Fall Under 6
2020025244
04/23/20 22:35
911
2020029934
Medical - Psychiatric -
04/27/20 22:42
WALL
2020030777
04/05/20 13:28
Medical - Fall Under 6
2020026028
911
WALL
04/15/20 10:09
Medical - Fall Under 6
2020028074
911
WALL
04/20/20 01:18
Medical - Fall Under 6
2020029030
911
WALL
04/24/20 13:04
Medical - Fall Under 6
2020030031
911
WALL
04/27/20 03:39
Medical - Fall Under 6
2020030580
Medical - Fall Under 6 Feet WP20011405
911
WALL
04/27/20 13:05
Medical - Fall Under 6
2020030664
911
WALL
04/28/20 17:00
Medical - Fall Under 6
2020030941
Phone
WALL
04/29/20 17:41
Medical - Fall Under 6
2020031179
911
WALL
04/29/20 19:42
Medical - Fall Under 6
2020031203
911
WALL
Medical - Overdose - Poisoning Total: 1
04/22/20 01:02 Medical - Overdose - 2020029454 Medical - Overdose - PoisoninWP20010984 911
MOVERDOSE
Medical - Psychiatric - Behavioral Total: 8
04/05/20 18:26
Medical - Psychiatric -
2020026091
Suicidal - Attempt - Threat
04/10/20 03:52
Medical - Psychiatric -
2020027049
Medical - Psychiatric -
04/13/20 10:29
Medical - Psychiatric -
2020027661
Medical - Psychiatric -
04/16/20 01:03
Medical - Psychiatric -
2020028238
Medical - Psychiatric -
04/16/20 05:53
Medical - Psychiatric -
2020028254
Medical - Psychiatric -
04/22/20 13:25
Medical - Psychiatric -
2020029555
Medical - Psychiatric -
04/23/20 22:35
Medical - Psychiatric -
2020029934
Medical - Psychiatric -
04/27/20 22:42
Medical - Psychiatric -
2020030777
Medical - Psychiatric -
Medical - Seizure Total: 2
04/10/20 09:45 Medical - Seizure
04/23/20 12:20 Medical - Seizure
Medical - Sick Total: 10
04/01/20 02:32 Medical - Sick
04/02/20 09:28 Medical - Sick
04/11/20 20:06 Medical - Sick
04/15/20 14:13 Medical - Sick
2020027080
2020029798 Medical - Seizure
2020025189
2020025390
2020027430
2020028128
WP20009784 911
MPSYC
WP20010129 911
MPSYC
WP20010364 MPSYCHhone
WP20010568 911
MPSYC
WP20010573 911
MPSYC
WP20011012 911
MPSYC
WP20011164 911
MPSYC
WP20011484 911
MPSYC
MSEIZURE
WP20011112 91
MSEIZURE
MSICK 911
MSICK 911
MSICK 911
MSICK 911
Page 13 of 25
Incident Start Date/Time
Initial Call
CFS # Final Incident
Case Number Codes
How Reported
04/18/20 12:40
Medical - Sick
2020028715
2020029885 Medical - Unconscious -
911
Medical - Unconscious -
2020030198
04/30/20 11:02
MSICK
2020031310
04/22/20 01:13
Medical - Sick
2020029457
911
MSICK
04/22/20 01:48
Medical - Sick
2020029460 Medical - Sick
WP20010987
911
MSICK
04/22/20 20:27
Medical - Sick
2020029682
911
MSICK
04/26/20 17:54
Medical - Sick
2020030504
911
MSICK
04/27/20 09:53
Medical - Sick
2020030621
911
MSICK
Medical - Sick; 911 Abandoned Total: 1
04/30/20 17:04 Medical - Sick: 911 2020031406
Medical - Stroke Total: 1
04/25/20 16:20 Medical - Stroke 2020030304
Medical - Trauma Total: 1
04/26/20 13:41 Medical - Trauma 2020030467 MVA - Injuries
Medical - Unconscious - Fainting Total: 5
04/17/20 12:28
Medical - Unconscious -
2020028505 Medical - Unconscious -
04/21/20 07:31
Medical - Unconscious -
2020029274
04/23/20 18:57
Medical - Unconscious -
2020029885 Medical - Unconscious -
04/25/20 05:59
Medical - Unconscious -
2020030198
04/30/20 11:02
Medical - Unconscious -
2020031310
Medical - Unknown Total: 2
04/07/20 17:17 Medical - Unknown
04/09/20 23:34 Medical - Unknown
Missing Person Total: 2
04/22/20 19:40 Missing Person
04/28/20 12:30 Missing Person
Motorist Aid Total: 5
04/04/20 20:02
Motorist Aid
04/04/20 20:19
Motorist Aid
04/06/20 01:17
Motorist Aid
04/09/20 11:17
Motorist Aid
04/28/20 14:47
Motorist Aid
MVA - Hit & Run Total: 3
2020026541
2020027034
2020029672
2020030879
2020025912
2020025917
2020026152
2020026899
2020030904
Missing Person
Missing Person
Motorist Aid
MSICK; 911ABANDON
911
MSTROKE
WP20011364 MTRAU 9A1
WP20010659 MUNCONSCIOUS
911
MUNCONSCIOUS g
WP20011143 MUNCONSCIOUS
MUNCONSCIOUS
PhonMUNCOIOUS
MUNKAN
MUNKNOWN
BP20003541 hone
MISSPER
WP20011513 MISSPER1
MOTORAIID ne
MOTORAI one
Officer
MOTORAI D
MOTORAOIIhDicer
WP20011521 MOTORAI one
Page 14 of 25
Incident Start Date/Time Initial Call CFS # Final Incident Case Number Codes How Reported
04/10/20 13:12 MVA - Hit & Run 2020027125 MVA - Hit & Run WP20010156
MVAHR
04/13/20 14:54 MVA - Hit & Run 2020027716 MVA - Hit & Run WP20010376 Phone
MVAHR
04/15/20 10:23 MVA - Hit & Run 2020028082 MVA - Hit & Run WP20010504
MVAHR
MVA - Injuries Total: 3
04/07/2015:30 MVA -Injuries
2020026505 MVA -Injuries WP20009923
2020026320
MVAINJ
04/15/20 17:35 MVA - Injuries
2020028179 Agency Assist WP20010542
MVAINJ
04/16/2016:52 MVA -Injuries
2020028369 MVA -Injuries WP20010617 911
MVAINJ
MVA - No Injuries Total: 6
04/06/20 18:58
MVA - No Injuries
2020026320
MVA - No Injuries
WP20009871
one
MVA
04/15/20 22:10
MVA - No Injuries
2020028227
MVA - No Injuries
WP20010560
911
MVA
04/20/20 12:37
MVA - No Injuries
2020029121
MVA - No Injuries
WP20010868
911
MVA
04/22/20 13:40
MVA - No Injuries
2020029560
MVA - No Injuries
WP20011015
911
MVA
04/24/20 15:09
MVA - No Injuries
2020030068
MVA - Hit & Run
WP20011211
MVA
04/29/20 11:13
MVA - No Injuries
2020031067
MVA - No Injuries
WP20011573
04/04/2018:14
Noise
2020025887
Noise
WP20009690
MVA
Neighborhood Dispute Total: 5
04/01/20 10:08
Neighborhood Dispute
2020025222
Neighborhood Dispute
WP20009421
one
NEIGHBDISP
04/06/20 12:56
Neighborhood Dispute
2020026240
Neighborhood Dispute
WP20009838
NEIGHBDISP
04/07/20 09:15
Neighborhood Dispute
2020026417
Neighborhood Dispute
WP20009895
NEIGHBDISP
04/13/20 19:33
Neighborhood Dispute
2020027780
Neighborhood Dispute
WP20010397
NEIGHBDISP
04/28/20 14:27
Neighborhood Dispute
2020030898
Animal
WP20011520
NEIGHBDISP
Noise Total: 7
04/04/2018:14
Noise
2020025887
Noise
WP20009690
NOISE
04/07/2017:41
Noise
2020026546
Noise
WP20009940
NOISE
04/11/2019:15
Noise
2020027417
Noise
WP20010283
NOISE
04/24/20 22:43
Noise
2020030169
Noise
WP20011254
NOISE
04/25/20 00:09
Noise
2020030179
Noise
WP20011257
NOISE
04/25/2013:39
Noise
2020030269
Noise
WP20011288
NOISE
04/25/20 22:46
Noise
2020030379
Noise
WP20011332
NOISE
Off -Road Vehicle Complaint Total: 1
04/30/20 18:54 Off -Road Vehicle 2020031444 Off -Road Vehicle Complaint WP20011710 ORV Phone
Open Door -Window Total: 1
04/12/20 14:53 Open Door - Window 2020027526 Open Door - Window WP20010324 911
OPEN
Page 15 of 25
Incident Start Date/Time Initial Call CFS # Final Incident
Parking Total: 4
04/02/20 09:42
Parking
2020025393
Parking
04/09/20 09:18
Parking
2020026881
Parking
04/20/2011:30
Parking
2020029107
Parking
04/28/2011:52
Parking
2020030869
Parking
Phone Call Total: 5
04/03/20 14:45
Phone Call
2020025641
04/03/20 18:19
Phone Call
2020025703
04/14/20 12:45
Phone Call
2020027915
04/30/20 18:06
Phone Call
2020031427 Phone Call
04/30/20 20:40
Phone Call
2020031475
Probation Check Total: 4
04/09/20 18:22
Probation Check
2020026994
04/15/20 16:01
Probation Check
2020028158
04/20/20 16:56
Probation Check
2020029181
04/28/20 18:14
Probation Check
2020030956
Public Works - Utilities Total: 1
04/21/20 16:25 Public Works - Utilities 2020029384 Public Works - Utilities
Residential Medical Alarm Total: 3
Case Number Codes How Reported
WP20009495
PARKING
WP20010063 PARKING
WP20010861
PARKING
WP20011510
PARKING
Officer
PROB
Officer
PROB
Officer
PROB
Officer
PROB
WP20010961 Phone
PWUTIL
04/25/20 18:29 Residential Medical 2020030329 Residential Medical Alarm WP20011308 Phone
ALARM
04/27/20 18:24 Residential Medical 2020030731 Residential Medical Alarm WP20011471 Phone
ALARM
04/29/20 20:39 Residential Medical 2020031221 Residential Medical Alarm WP20011640 Phone
ALARM
SIA Area Watch Total: 6
04/03/20 01:03
Phone
PH
Other
PH
SIA
04/04/20 23:23
Other
PH
WP20011707PH
Phone
SIA
04/14/2014:00
911
PH
Officer
PROB
Officer
PROB
Officer
PROB
Officer
PROB
WP20010961 Phone
PWUTIL
04/25/20 18:29 Residential Medical 2020030329 Residential Medical Alarm WP20011308 Phone
ALARM
04/27/20 18:24 Residential Medical 2020030731 Residential Medical Alarm WP20011471 Phone
ALARM
04/29/20 20:39 Residential Medical 2020031221 Residential Medical Alarm WP20011640 Phone
ALARM
SIA Area Watch Total: 6
04/03/20 01:03
SIA Area Watch
2020025534
SIA
04/04/20 23:23
SIA Area Watch
2020025944
SIA
04/14/2014:00
SIA Area Watch
2020027928
SIA
04/18/20 23:06
SIA Area Watch
2020028839
SIA
04/21/20 01:53
SIA Area Watch
2020029256
SIA
04/21/20 02:16
SIA Area Watch
2020029259
SIA
SIA Business Walk Through Total: 6
04/18/20 17:14 SIA Business Walk 2020028773
SIA
04/19/20 00:29 SIA Business Walk 2020028851
SIA
Page 16 of 25
Incident Start Date/Time
Initial Call
CFS # Final Incident
Case Number Codes How Reported
04/27/20 02:42
SIA Business Walk
2020030577
SIA
04/02/20 01:37
SIA Door Check
2020025363
SIA
04/27/20 02:46
SIA Business Walk
2020030578
SIA
04/03/2019:01
SIA Door Check
2020025709
SIA
04/27/20 02:50
SIA Business Walk
2020030579
SIA
04/05/20 08:38
SIA Door Check
2020025985
SIA
04/28/20 10:33
SIA Business Walk
2020030852
SIA
04/06/20 20:56
SIA Door Check
2020026346
SIA
SIA City Council - City Hall Total: 2
04/13/20 17:30 SIA City Council - City 2020027759 SIA Officer
04/27/20 17:30 SIA City Council - City 2020030715 SIA Officer
SIA Door Check Total: 7
04/01/20 13:14
SIA Door Check
2020025251
SIA
04/02/20 01:37
SIA Door Check
2020025363
SIA
04/03/2019:01
SIA Door Check
2020025709
SIA
04/05/20 08:38
SIA Door Check
2020025985
WPRK20009652
SIA
04/06/20 20:56
SIA Door Check
2020026346
SIA
04/07/20 13:22
SIA Door Check
2020026468
SIA
04/14/20 22:10
SIA Door Check
2020028009
SIA
SIA Other Total: 4
04/06/2015:29
SIA Other
2020026281
SIA
04/19/20 02:53
SIA Other
2020028860
SIA
04/23/20 20:01
SIA Other
2020029899
SIA
04/30/2017:58
SIA Other
2020031421
WPRK20009652
SIA
SIA Parks Total: 24
04/01/2011:46
SIA Parks
2020025239
SIA
04/01/2015:39
SIA Parks
2020025279
SIA
04/04/2011:05
SIA Parks
2020025790
SIA
04/04/2011:50
SIA Parks
2020025796 SIA Parks
WPRK20009652
SIA
04/05/20 06:07
SIA Parks
2020025972
SIA
04/05/20 23:11
SIA Parks
2020026135
SIA
04/06/20 09:33
SIA Parks
2020026194
SIA
04/06/2011:49
SIA Parks
2020026226
SIA
04/07/20 00:59
SIA Parks
2020026372
SIA
04/09/20 10:25
SIA Parks
2020026889
SIA
04/10/2014:23
SIA Parks
2020027133
SIA
Page 17 of 25
Incident Start Date/Time Initial Call
CFS #
Final Incident
Case Number Codes How Reported
04/11/20 14:52 SIA Parks
2020027360
SIA Parks
WPRK20010267
2020025914
04/08/20 13:55
Suspicious -
SIA
04/15/20 21:45 SIA Parks
2020028220
2020027354
04/11/20 20:51
Suspicious -
2020027441
04/14/20 15:37
SIA
04/17/20 19:21 SIA Parks
2020028593
Suspicious -
2020028873
04/20/20 11:37
Suspicious -
2020029108
SIA
04/20/20 08:12 SIA Parks
2020029052
Suspicious - Circumstances
WP20010460
Phone
SIA
04/24/2015:26 SIA Parks
2020030077
SUSPCIRCone
Suspicious - Circumstances
WP20010862
SIA
04/25/20 09:35 SIA Parks
2020030223
WP20010870
SUSPCIRCne
SIA
04/25/20 15:50 SIA Parks
2020030295
SIA
04/25/20 15:59 SIA Parks
2020030297
SIA
04/26/20 22:30 SIA Parks
2020030551
Officer
SIA
04/26/20 22:49 SIA Parks
2020030555
SIA
04/26/20 23:38 SIA Parks
2020030561
SIA
04/28/2014:13 SIA Parks
2020030897
SIA
04/30/2011:07 SIA Parks
2020031312
SIA
Sign - Signal Repair Total: 1
04/08/20 14:37 Sign - Signal Repair
2020026746
pp
SIGNREPhone
Squad Damage Total: 1
04/05/20 18:33 Squad Damage
2020026093
Squad Damage
WP20009786
SOD -DAMAGE
Stolen - Property Total: 1
04/30/20 16:48 Stolen - Property
2020031402
Theft
WP20011703
STOLPROne
P
Stolen - Vehicle Total: 1
04/05/20 18:13 Stolen - Vehicle
2020026084
Stolen - Vehicle
WP20009780 Phone
STOLVEH
Suspicious - Circumstances Total: 19
04/02/20 16:02
Suspicious -
2020025460
04/04/20 13:12
Suspicious -
2020025816
04/04/20 20:13
Suspicious -
2020025914
04/08/20 13:55
Suspicious -
2020026737
04/11/20 14:22
Suspicious -
2020027354
04/11/20 20:51
Suspicious -
2020027441
04/14/20 15:37
Suspicious -
2020027953
04/19/20 06:42
Suspicious -
2020028873
04/20/20 11:37
Suspicious -
2020029108
04/20/20 13:27
Suspicious -
2020029127
Suspicious - Circumstances
WP20009517
SUSPCI'C
Suspicious - Circumstances
WP20009662
pR
SUSPCIRCone
Suspicious - Circumstances
WP20009705
SUSPCIRCne
Citizen Aid
WP20010009
Phone
SUSPCIRC
Suspicious - Circumstances
WP20010254
SUSPCIRCone
Residential Burglary
WP20010291
SUSPCIRCne
Suspicious - Circumstances
WP20010460
Phone
SUSPCIRC
Suspicious - Circumstances
WP20010795
SUSPCIRCone
Suspicious - Circumstances
WP20010862
SUSPCIRCne
Suspicious - Circumstances
WP20010870
SUSPCIRCne
Page 18 of 25
Incident Start Date/Time Initial Call
CFS #
04/22/20 15:01
Suspicious -
2020029592
04/22/20 17:49
Suspicious -
2020029646
04/23/20 11:53
Suspicious -
2020029788
04/25/20 09:03
Suspicious -
2020030217
04/26/20 09:41
Suspicious -
2020030434
04/27/20 05:18
Suspicious -
2020030586
04/27/20 19:55
Suspicious -
2020030750
04/29/20 16:06
Suspicious -
2020031148
04/29/20 16:11
Suspicious -
2020031151
Suspicious -
Item Total: 2
Suspicious - Person -
04/03/20 19:36
Suspicious - Item
2020025716
04/16/20 09:36
Suspicious - Item
2020028279
Suspicious - Person - Vehicle Total: 23
04/01/20 22:13
Suspicious - Person -
2020025350
04/02/20 18:46
Suspicious - Person -
2020025497
04/03/20 17:56
Suspicious - Person -
2020025700
04/06/20 19:45
Suspicious - Person -
2020026329
04/06/20 22:06
Suspicious - Person -
2020026352
04/07/20 23:25
Suspicious - Person -
2020026622
04/10/20 13:32
Suspicious - Person -
2020027127
04/13/20 12:38
Suspicious - Person -
2020027687
04/13/20 23:40
Suspicious - Person -
2020027811
04/14/20 00:07
Suspicious - Person -
2020027816
04/14/20 12:18
Suspicious - Person -
2020027911
04/16/20 09:05
Suspicious - Person -
2020028273
04/17/20 23:08
Suspicious - Person -
2020028640
04/20/20 00:47
Suspicious - Person -
2020029026
04/20/20 02:32
Suspicious - Person -
2020029035
04/20/20 17:37
Suspicious - Person -
2020029194
04/24/20 23:55
Suspicious - Person -
2020030177
04/25/20 21:37
Suspicious - Person -
2020030372
04/27/20 00:36
Suspicious - Person -
2020030569
Final Incident Case Number Codes How Reported
Suspicious - Circumstances
WP20011026
SUSPPVhone
Suspicious - Person - Vehicle WP20009537
SUSPCIRhC
Walk Away
WP20011054
e
SUSPPV 11
Suspicious - Person - Vehicle WP20009875
SUSPCIRCon
Suspicious - Circumstances
WP20011108
hne
Phone
SUSPCIRC
Suspicious - Circumstances
WP20011274
C
SUSPCIRhe
Suspicious - Circumstances
WP20011348
SUSPPVhone
Suspicious - Person - Vehicle WP20010417
SUSPCIRCon
Suspicious - Circumstances
WP20011408
Abandoned Vehicle WP20010419
SUSPCIRCne
Theft - Shoplifting
WP20011477
Phone
SUSPPVhone
Suspicious - Person - Vehicle WP20010577
SUSPCI
Lost - Found Property
WP20011613
Suspicious - Person - Vehicle WP20010716
SUSPCIRCone
Fraud - Internet
WP20011614
SUSPPVhone
Suspicious - Person - Vehicle WP20010837
SUSPCIRCne
Suspicious - Item WP20009627 SUSPITEPhne
Suspicious - Item WP20010579 SUSPITEM
Suspicious - Person - Vehicle WP20009478
SUSPPVhone
Suspicious - Person - Vehicle WP20009537
SUSPPVPhone
Suspicious - Person - Vehicle WP20009620
SUSPPV 11
Suspicious - Person - Vehicle WP20009875
SUSPPV11
Suspicious - Circumstances WP20009879
SUSPPV911
Suspicious - Person - Vehicle WP20009965
SUSPPV 11
Suspicious - Person - Vehicle WP20010157
SUSPPVhone
Suspicious - Person - Vehicle WP20010372
SUSPPVhone
Suspicious - Person - Vehicle WP20010417
SUSPPVhone
Abandoned Vehicle WP20010419
SUSPPVhone
Suspicious - Person - Vehicle WP20010448
SUSPPVhone
Suspicious - Person - Vehicle WP20010577
SUSPPVhone
Suspicious - Person - Vehicle WP20010716
SUSPPV11
Suspicious - Person - Vehicle WP20010834
SUSPPVhone
Suspicious - Person - Vehicle WP20010837
SUSPPVhone
Suspicious - Person - Vehicle WP20010895
SUSPPVhone
Suspicious - Person - Vehicle WP20011256
SUSPPV911
Suspicious - Person - Vehicle WP20011329
SUSPPV 11
Suspicious - Person - Vehicle WP20011403
SUSPPV11
Page 19 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident Case Number Codes How Reported
04/28/20 13:23
Suspicious - Person -
2020030888
Suspicious - Person - Vehicle WP20011519
THEFTSHOP
04/08/20 17:28
SUSPPVhone
04/29/20 10:09
Suspicious - Person -
2020031057
Suspicious - Person - Vehicle WP20011568
Theft
2020026052
Theft
WP20009767
SUSPPVhone
04/29/20 13:35
Suspicious - Person -
2020031100
Suspicious - Person - Vehicle WP20011586
WP20010180
Phone
THEFT
04/10/2010:56
SUSPPVhone
04/30/20 20:55
Suspicious - Person -
2020031480
Traffic - Complaint WP20011727
2020027404
911
WP20010278
SUSPPVhone
Theft Total: 9
04/01/2015:59
Theft - Shoplifting
Theft
2020025283
Theft
WP20009446
911
THEFTSHOP
04/08/20 17:28
Theft - Shoplifting
THEFT
Theft - Shoplifting
04/05/2015:32
91
OP
Theft
2020026052
Theft
WP20009767
Phone
04/10/20 17:38
Theft - Shoplifting
2020027163
Theft - Shoplifting
WP20010180
Phone
THEFT
04/10/2010:56
Theft
2020027093
Theft
WP20010142
2020027404
911
WP20010278
THEFT
THEFTSHOP
04/11/20 09:02
Theft - Shoplifting
Theft
2020027277
Theft
WP20010229
Phone
THEFTSHOP
04/23/20 13:28
Theft - Shoplifting
THEFT
Theft - Shoplifting
04/11/2010:32
Phone
Theft
2020027294
Theft
WP20010232
Phone
04/23/20 18:28
Theft - Shoplifting
2020029880
Theft - Shoplifting
WP20011138
Phone
THEFT
04/22/20 15:36
Theft
2020029605
Unwanted Person
WP20011033
2020030121
911
WP20011231
THEFT
THEFTSHOP
04/22/2017:30
Theft - Shoplifting
Theft
2020029640
Theft
WP20011050
Phone
THEFTSHOP
04/28/20 18:30
Theft - Shoplifting
THEFT
Theft - Shoplifting
04/26/2014:26
Theft
2020030473
Theft
WP20011366
Phone
04/29/20 17:18
Theft - Shoplifting
2020031171
Theft - Shoplifting
WP20011625
THEFT
04/30/2011:51
Theft
2020031319
Theft
WP20011672
Phone
THEFT
Theft - From Vehicle Total: 2
04/25/20 18:47 Theft - From Vehicle 2020030334 Theft - From Vehicle WP20011311 Phone
THEFTVEH
04/27/20 07:50 Theft - From Vehicle 2020030599 Theft - From Vehicle WP20011412 Phone
THEFTVEH
Theft - Identity Theft Total: 1
04/03/20 13:04 Theft - Identity Theft 2020025621 Theft - Identity Theft WP20009588 THEFTIDhone
Theft -Shoplifting Total: 11
04/05/20 17:16
Theft - Shoplifting
2020026071
Theft - Shoplifting
WP20009775
11
THEFTSHOP
04/08/20 17:28
Theft - Shoplifting
2020026785
Theft - Shoplifting
WP20010028
91
OP
THEFTS
04/10/20 17:38
Theft - Shoplifting
2020027163
Theft - Shoplifting
WP20010180
Phone
THEFTSHOP
04/11/20 18:16
Theft - Shoplifting
2020027404
Theft - Shoplifting
WP20010278
THEFTSHOP
04/13/20 11:15
Theft - Shoplifting
2020027669
Theft - Shoplifting
WP20010365
THEFTSHOP
04/23/20 13:28
Theft - Shoplifting
2020029806
Theft - Shoplifting
WP20011114
Phone
THEFTSHOP
04/23/20 18:28
Theft - Shoplifting
2020029880
Theft - Shoplifting
WP20011138
Phone
THEFTSHOP
04/24/20 18:53
Theft - Shoplifting
2020030121
Theft - Shoplifting
WP20011231
THEFTSHOP
04/27/20 18:55
Theft - Shoplifting
2020030740
Theft - Shoplifting
WP20011474
THEFTSHOP
04/28/20 18:30
Theft - Shoplifting
2020030960
Theft - Shoplifting
WP20011539
THEFTSHOP
04/29/20 17:18
Theft - Shoplifting
2020031171
Theft - Shoplifting
WP20011625
THEFTSHOP
Threats Total: 3
Page 20 of 25
Incident Start Date/Time Initial Call CFS # Final Incident Case Number Codes How Reported
04/01/2018:18 Threats 2020025317 Threats WP20009465 Phone
THREATS
04/05/2012:38 Threats 2020026021 Threats WP20009750 Phone
THREATS
04/24/2019:00 Threats 2020030123 Threats WP20011233 Phone
THREATS
Tow Total: 2
04/15/2010:38 Tow 2020028083 Phone
TOW
04/30/2010:16 Tow 2020031296 Phone
TOW
Traffic - Complaint Total: 13
04/01/20 15:04
Traffic - Complaint
2020025273
Traffic - Complaint
WP20009440
Phone
TS
04/01/20 12:47
Traffic Stop
T
04/03/20 16:20
Traffic - Complaint
2020025673
Traffic - Complaint
WP20009611
Phone
Traffic Stop
2020025370
Officer
T
04/11/20 16:06
Traffic - Complaint
2020027382
Traffic - Complaint
WP20010265
Phone
TS
T
Traffic Stop
04/12/20 09:10
Traffic - Complaint
2020027491
911
04/02/20 14:20
Traffic Stop
2020025445 Traffic Stop
WP20009513
T
04/17/20 14:51
Traffic - Complaint
2020028533
Traffic - Complaint
WP20010674
Traffic Stop
911
Officer
T
04/25/20 12:33
Traffic - Complaint
2020030254
Traffic - Complaint
WP20011285
Phone
TS
04/03/20 20:42
Traffic Stop
T
WP20009630
04/25/20 17:46
Traffic - Complaint
2020030318
TS
911
Traffic Stop
2020025995
Officer
T
04/27/20 17:52
Traffic - Complaint
2020030722
Traffic - Complaint
WP20011469
Phone
TS
T
04/29/20 14:18
Traffic - Complaint
2020031112
Traffic - Complaint
WP20011595
Phone
T
04/30/20 14:04
Traffic - Complaint
2020031357
Traffic - Complaint
WP20011689
911
T
04/30/20 15:29
Traffic - Complaint
2020031376
Traffic - Complaint
WP20011693
911
T
04/30/20 16:00
Traffic - Complaint
2020031390
Traffic - Complaint
WP20011698
Phone
T
04/30/20 19:52
Traffic - Complaint
2020031460
Traffic - Complaint
WP20011719
911
T
Traffic Stop Total: 99
04/01/2010:28
Traffic Stop
2020025226
Officer
TS
04/01/20 12:47
Traffic Stop
2020025247
Officer
TS
04/02/20 05:30
Traffic Stop
2020025370
Officer
TS
04/02/2012:51
Traffic Stop
2020025420
Officer
TS
04/02/2013:04
Traffic Stop
2020025425
Officer
TS
04/02/20 14:20
Traffic Stop
2020025445 Traffic Stop
WP20009513
Officer
TS
04/02/2018:59
Traffic Stop
2020025501
Officer
TS
04/03/20 12:15
Traffic Stop
2020025608 Traffic Stop
WP20009586
Officer
TS
04/03/20 20:42
Traffic Stop
2020025727 DUI
WP20009630
Officer
TS
04/05/20 10:42
Traffic Stop
2020025995
Officer
TS
04/05/20 23:53
Traffic Stop
2020026145
Officer
TS
Page 21 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident
Case Number Codes
How Reported
04/06/20 11:11
Traffic Stop
2020026217
Officer
TS
04/06/2012:34
Traffic Stop
2020026235
Officer
TS
04/06/20 14:49
Traffic Stop
2020026269
Officer
TS
04/06/2015:56
Traffic Stop
2020026288
Drugs
WP20009858
Officer
TS
04/06/20 19:40
Traffic Stop
2020026327
Officer
TS
04/07/20 04:42
Traffic Stop
2020026387
Officer
TS
04/07/20 14:39
Traffic Stop
2020026489
Officer
TS
04/07/20 18:29
Traffic Stop
2020026565
Officer
TS
04/07/20 19:12
Traffic Stop
2020026578
Officer
TS
04/08/20 09:49
Traffic Stop
2020026679
Traffic Stop
WP20009983
Officer
TS
04/08/20 11:41
Traffic Stop
2020026700
Traffic Stop
WP20009991
Officer
TS
04/08/2015:04
Traffic Stop
2020026752
Officer
TS
04/09/20 10:48
Traffic Stop
2020026892
Officer
TS
04/12/20 20:33
Traffic Stop
2020027574
Traffic Stop
WP20010337
Officer
TS
04/13/20 07:41
Traffic Stop
2020027629
Officer
TS
04/13/20 09:50
Traffic Stop
2020027649
Traffic Stop
WP20010357
Officer
TS
04/13/20 22:10
Traffic Stop
2020027800
Officer
TS
04/14/20 06:29
Traffic Stop
2020027832
Traffic Stop
WP20010424
Officer
TS
04/14/20 07:52
Traffic Stop
2020027845
Officer
TS
04/14/20 16:21
Traffic Stop
2020027957
Officer
TS
04/14/20 19:43
Traffic Stop
2020027990
Officer
TS
04/14/20 20:06
Traffic Stop
2020027992
Officer
TS
04/15/20 08:56
Traffic Stop
2020028057
Traffic Stop
WP20010499
Officer
TS
04/15/20 19:19
Traffic Stop
2020028200
Traffic Stop
WP20010553
Officer
TS
04/15/20 19:52
Traffic Stop
2020028208
Officer
TS
04/16/20 10:14
Traffic Stop
2020028289
Traffic Stop
WP20010581
Officer
TS
04/16/20 12:27
Traffic Stop
2020028317
Officer
TS
04/16/20 12:57
Traffic Stop
2020028323
Officer
TS
04/16/20 13:09
Traffic Stop
2020028325
Traffic Stop
WP20010596
Officer
TS
04/16/20 17:54
Traffic Stop
2020028379
Officer
TS
04/16/20 19:18
Traffic Stop
2020028394
Officer
TS
04/17/20 23:38
Traffic Stop
2020028651
Officer
TS
04/18/20 22:23
Traffic Stop
2020028833
Officer
TS
Page 22 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident
Case Number Codes
How Reported
04/18/20 22:48
Traffic Stop
2020028835
Officer
TS
04/18/20 22:54
Traffic Stop
2020028837
Officer
TS
04/19/20 00:10
Traffic Stop
2020028848
Officer
TS
04/19/20 00:36
Traffic Stop
2020028852
Drugs
WP20010789
Officer
TS
04/19/20 06:13
Traffic Stop
2020028869
Officer
TS
04/19/20 08:13
Traffic Stop
2020028883
Officer
TS
04/19/20 09:50
Traffic Stop
2020028892
Officer
TS
04/19/20 12:02
Traffic Stop
2020028912
Officer
TS
04/19/20 12:17
Traffic Stop
2020028914
Officer
TS
04/19/20 14:03
Traffic Stop
2020028933
Officer
TS
04/19/20 14:33
Traffic Stop
2020028942
Officer
TS
04/20/20 20:41
Traffic Stop
2020029223
Traffic Stop
WP20010907
Officer
TS
04/21/20 06:43
Traffic Stop
2020029270
Officer
TS
04/21/20 08:45
Traffic Stop
2020029286
Officer
TS
04/21/20 09:10
Traffic Stop
2020029290
Traffic Stop
WP20010925
Officer
TS
04/21/20 14:28
Traffic Stop
2020029352
Officer
TS
04/21/20 15:19
Traffic Stop
2020029365
Officer
TS
04/21/20 20:42
Traffic Stop
2020029434
Traffic Stop
WP20010980
Officer
TS
04/22/20 10:52
Traffic Stop
2020029517
Officer
TS
04/22/20 10:55
Traffic Stop
2020029519
Traffic Stop
WP20011000
Officer
TS
04/22/20 15:34
Traffic Stop
2020029603
Officer
TS
04/22/20 18:42
Traffic Stop
2020029661
Officer
TS
04/22/20 20:19
Traffic Stop
2020029679
Warrant - Arrest
WP20011065
Officer
TS
04/23/20 12:03
Traffic Stop
2020029790
Officer
TS
04/23/20 14:16
Traffic Stop
2020029819
Traffic Stop
WP20011118
Officer
TS
04/23/20 15:24
Traffic Stop
2020029835
Traffic Stop
WP20011122
Officer
TS
04/23/20 17:36
Traffic Stop
2020029861
Officer
TS
04/23/20 18:08
Traffic Stop
2020029871
Officer
TS
04/23/20 18:16
Traffic Stop
2020029875
Traffic Stop
WP20011136
Officer
TS
04/23/20 19:40
Traffic Stop
2020029891
Officer
TS
04/23/20 21:01
Traffic Stop
2020029914
Traffic Stop
WP20011158
Officer
TS
04/24/20 00:47
Traffic Stop
2020029947
Officer
TS
04/24/20 14:19
Traffic Stop
2020030050
Officer
TS
Page 23 of 25
Incident Start Date/Time
Initial Call
CFS #
Final Incident
Case Number Codes
How Reported
04/24/20 17:29
Traffic Stop
2020030100
Traffic Stop
WP20011224
Officer
TS
04/24/2017:53
Traffic Stop
2020030103
Officer
TS
04/24/20 18:13
Traffic Stop
2020030110
Drugs
WP20011229
Officer
TS
04/25/20 06:55
Traffic Stop
2020030205
Drugs
WP20011268
Officer
TS
04/26/20 01:34
Traffic Stop
2020030401
Officer
TS
04/26/20 06:27
Traffic Stop
2020030420
Traffic Stop
WP20011345
Officer
TS
04/27/20 01:28
Traffic Stop
2020030573
Officer
TS
04/27/20 01:35
Traffic Stop
2020030574
Officer
TS
04/27/20 21:45
Traffic Stop
2020030771
Officer
TS
04/28/20 01:25
Traffic Stop
2020030793
Officer
TS
04/28/20 04:30
Traffic Stop
2020030807
Officer
TS
04/28/20 05:14
Traffic Stop
2020030809
Officer
TS
04/28/20 22:54
Traffic Stop
2020031000
Officer
TS
04/29/20 12:02
Traffic Stop
2020031080
Officer
TS
04/29/20 12:25
Traffic Stop
2020031087
Officer
TS
04/30/20 00:18
Traffic Stop
2020031246
Traffic Stop
WP20011650
Officer
TS
04/30/20 05:50
Traffic Stop
2020031262
Traffic Stop
WP20011657
Officer
TS
04/30/2014:55
Traffic Stop
2020031367
Officer
TS
04/30/2015:09
Traffic Stop
2020031368
Officer
TS
04/30/20 16:00
Traffic Stop
2020031391
Traffic Stop
WP20011696
Officer
TS
04/30/20 20:25
Traffic Stop
2020031472
Warrant - Arrest
WP20011725
Officer
TS
04/30/20 22:09
Traffic Stop
2020031496
Officer
TS
Trespass Total: 2
04/03/2014:54
Trespass
2020025646
Trespass
WP20009598
911
TRES
04/06/20 09:40
Trespass
2020026196
Trespass
WP20009821
911
TRES
Unwanted Person
Total: 4
04/07/20 14:15
Unwanted Person
2020026480
Unwanted Person
WP20009913
Phone
UNWANTED
04/16/20 04:49
Unwanted Person
2020028250
Unwanted Person
WP20010570
Ph
UNWANTE
04/30/20 15:38
Unwanted Person
2020031379
Unwanted Person
WP20011694
911
UNWANTED
04/30/20 16:00
Unwanted Person
2020031389
Unwanted Person
WP20011697
Phone
UNWANTED
Warrant - Attempt Total: 3 p
04/20/20 18:59 Warrant - Attempt 2020029215 Warrant - Arrest WP20010903 WATTE Officer
Page 24 of 25
Incident Start Date/Time Initial Call CFS # Final Incident Case Number Codes How Reported
04/24/20 18:24 Warrant - Attempt 2020030115 Warrant - Attempt WP20011230 WATTEMP'
04/27/20 23:56 Warrant - Attempt 2020030785
WATTEMPT
Total Records: 663
Page 25 of 25