May 4, 2021 at 4:00 P.M

Carlton County, Minnesota Committee of the Whole Agenda

CARLTON COUNTY COMMITTEE OF THE WHOLE AGENDA Carlton County Transportation Building, County Board Room May 4, 2021 at 4:00 p.m.

1. Call to Order 2. Approval of Agenda 3. Approve the April 6, 2021 meeting minutes 4. COVID-19 Response update (PHHS) 5. Oldenburg House (Emily and Glenn Swanson) 6. New Business A. JAIL PROJECT UPDATE 1. FOP contract discussion B. ASSESSORS 1. County Fleet vehicles - Enterprise C. ATTORNEY’S OFFICE 1. Contract procedures D. AUDITOR/TREASURER 1. Consider appointment of new Auditor/Treasurer subject to final approval at May 11th County Board meeting 2. Approve 5/5/21 Accountant position posting with option to pull if final approval is not given at 5/11/21 Board meeting 3. Consider filling the Intermittent Election Clerk position as of 8/30/21 E. COORDINATOR/HR/PROPERTY MANAGEMENT 1. Approve Carlton County Performance Review Policy 2. Building Committee update (PM budget) 3. Carlton County Fair booth signup/information 4. Discuss significant initiatives and issues that may impact the budget policy statement and budget direction 5. Strategic Plan update (Late summer/fall planning session with facilitator) F. INFORMATION TECHNOLOGY 1. IT Department staff replacement due to retirement and reorganization G. TRANSPORTATION 1. Monthly construction update (info only) 2. Monthly maintenance update (info only) 3. Monthly budget update (info only) 7. Other Business A. Department Updates B. The next regular meeting date is scheduled for June 1, 2021 at 4:00 p.m. located at the Carlton County Transportation Building in the Board Room. 8. Adjournment. Carlton County, Minnesota Committee of the Whole Agenda

CARLTON COUNTY COMMITTEE OF THE WHOLE AGENDA Carlton County Transportation Building, County Board Room April 6, 2021 at 4:00 p.m.

1. Call to Order. 2. Approval of Agenda. Motion by Bodie, second by Thell. Approved. 3. Approve the March 2, 2021 meeting minutes. Motion by Brenner, second by Proulx. Approved. 4. Respect MN Presentation (Kathy Ross). Kathy Ross provides info regarding the Respect Minnesota campaign. Ms. Ross requests support from the Committee. Motion by Brenner, second by Proulx to support. Approved. 5. Oldenburg House (Mary and Glenn Swanson). Moved to May COW. 6. Extension Presentation. Craig Taylor, Regional Director for the University of Minnesota Extension; Nathan Winter, University of Minnesota Carlton County Ag Educator Supervisor; and Dennis Genereau present a reorganization plan for the Extension Department. Committee requests additional information on the organizational chart, as well as a budget breakdown, but otherwise support the change of the ag tech and office support positions moving from County positions to Extension positions. Motion by Brenner, second by Thell. Approved. 7. 2021 Microchip/Spayed/Neuter Program. Genereau provides update as to 2021 numbers of spay/neutering program and costs. 8. New Business A. JAIL PROJECT UPDATE 1. Discuss CMAR contract (Tim, Carrie). Adolph Peterson introduced as the Construction Manager at Risk for the Carlton County Jail/Justice Center project. Info only. 2. Discuss to accept the bonding bill allocation of $2 million for a Female Offender Program. Discussion was had regarding acceptance of the $2 million in bonding funds for the design and development of a female offender program. Questions were asked regarding any duties and obligations associated with accepting these dollars. Staff will work to get answers to these questions for the next meeting. B. AUDITOR/TREASURER 1. Discussion of Auditor/Treasurer office staff replacement. Kathy Kortuem proposes a change to the organizational structure of both the auditor and the treasurer sides of the department. She has reviewed this proposed change with the county human resources department and there are no issues from a collective bargaining agreement standpoint. This change is being made in order to improve work flow as well as help to manage customer traffic patterns. C. COORDINATOR/HR/PROPERTY MANAGEMENT 1. Property Management update (budget, buildings). Genereau provides update on the move to the former Cloquet city hall building, as well as changes that being proposed for the Carlton County Courthouse with the public defenders, conference room space, and court security. Info only. 2. Summer parks/maintenance position. Genereau requests the hiring of a fourth summer relief student to assist in the sorting and cleanup of all county buildings in anticipation of the construction of the new jail/justice center building. This is a 67 day position and it is expected that the position will be able to assist in the completion of all related work in the summer of 2021. Motion by Genereau, second by Brenner. Approved. 3. Building Committee update. Genereau provides an update. The energy/space/facility condition assessment process for the Carlton campus is being put on hold until county staff are able to discuss with Adolph Peterson and the A&E firm that is ultimately hired as to whether such study is needed. Info only. April 6, 2021 Committee of the Whole Agenda

4. CARES Act Expenditure Update. Mary Finnegan provides an update as to the most recent federal act, called the American Rescue Plan. It is recommended that there is no need to continue to update on the CARES Act given that has more or less closed out and future updates should be on the American Rescue Plan. 5. Carlton County Fair booth signup, booth information. Genereau notes space available on the signup sheet and encourages commissioners and staff to sign up. 6. June AMC District 1 meeting – in-person or via Zoom preference. Genereau polls the commissioners as to their preference. Poll shows that 2 support in-person, 1 supports Zoom, and 2 have no preference. 7. Approve 1.0 FTE Custodian/Maintenance position. Genereau presents information regarding the need to increase the .6 FTE custodian stationed at the Carlton Transportation Garage to a 1.0 custodial/maintenance relief position assigned to both the Carlton Transportation Garage as well as the new Barnum Garage. The position will be responsible for both custodial and maintenance tasks, will be supervised by the maintenance supervisor, and will be reviewed at six and twelve months to determine if the position is needed at a 1.0 level. Motion by Brenner, second by Thell. Approved. 8. Discuss vacated courthouse office space. Genereau provides update regarding the use of this space and meeting the most critical space needs on the Carlton campus for the next 24 months. All departments were given the opportunity to identify their needs. Space for the public defenders, conference rooms, and court security space were identified as the most critical and will be addressed. It has been noted throughout the process that these changes are very temporary in nature and could be subject to change at any time given the efforts underway to address space needs on a more long-term basis through the jail/justice system project. Info only. 9. Discuss Initiatives Department space. Genereau presents information on the fact that the Initiatives department will be moved to the former Cloquet city hall space, along with the creation of some office space for IT staff. Info only. 10. Review Court Administration requests. Genereau presents information from the court administrator’s office indicating that they would like to have the county consider creating a second exit from their office space on the second floor of the Courthouse as they only have one entry/exit to that office space, while all other office suites in the building are set up with two entry/exit options. 11. ALICE update. Genereau and Marlyn Halvorson provide an update indicating that the lists of staff to be trained are being set up and training will be starting soon. D. INITIATIVES 1. Support for Well Within Reach Resilient Community & Wellbeing Campaign. Ali Randall of PH&HS provides an update on the campaign. CARES act dollars were used to help fund this. E. PUBLIC HEALTH & HUMAN SERVICES 1. COVID-19 Response update. Ali Mueller of PH&HS provides an update. Carlton County is among the top 5% of Minnesota Counties in many categories related to vaccination of community members. The vaccination clinics have been going well. The need for volunteers appears to be for individuals who can actually give the vaccinations, and efforts are being made to find these volunteers. F. TRANSPORTATION 1. Monthly construction update (info only). JinYeene Neuman presents info. 2. Monthly maintenance update (info only). JinYeene Neuman presents info. 3. Monthly budget update (info only). JinYeene Neuman presents info. 9. Other Business A. Department Updates B. The next regular meeting date is scheduled for May 4, 2021 at 4:00 p.m. located at the Carlton County Transportation Building in the Board Room. 10. Adjournment. Motion by Bodie, second by Thell. Approved.

2 Carlton County Commission Backgrounder April 28, 2021

In April 2019, Oldenburg Arts and Cultural Community (OACC) met with the Carlton County Commission to share our thoughts about our region’s powerful and under-valued resource - the creativity of its residents.

We look forward to updating County Board members on the progress OACC has made toward realizing its mission, which is: to encourage our region’s vitality through what we call ‘locally inspired and arts activated’ community development. The geography, wisdom and talent abundantly and irreplaceably around us guides us toward a vision of a sustainable future where all the residents of our region prosper.

OACC constantly searches for ways to support the individuals and organizations who want to make our community even better by sharing their creativity. Our defnition of who is creative is very broad. Crafters, food producers, cooks, gardeners, beekeepers as well as artists, writers, musicians, dancers, historians, and other culture bearers.

More than 150 individual creatives across the Fond du Lac Region and Carlton County have been involved in OACC’s pilot projects. They have shared their ideas about what the Minogitoon Collective should do to support their work and how creative community development can improve our quality of life. We have named this efort the Minogitoon Collective.

‘Minogitoon’ means ‘grow it well’ in Ojibwe. This icon was created by Jonathan Thunder, a member of the Red Lake Reservation, expresses the energy of the Native and Non-Native creatives involved in creative community development.

In August 2020, on behalf of the many creatives involved in these events, OACC secured the endorsement of the Fond du Lac Reservation Business Council and the Carlton County Commission and Economic Development Authority to seek funding for the Minogitoon Collective.

The Minogitoon Collective has two objectives: 1) providing local creatives with the tools and skills for improving both the economic and creative dimensions of their lives; and

2) embedding ‘locally inspired arts activated’ approaches into the planning and development functions of the Fond du Lac Reservation and Carlton County.

This table shows the positive economic impact OACC has had so far. All the income generated has been allocated to locally inspired, arts activated community development projects by local creatives.

1 2018 2019 2020 2020 2021 YTD TOTAL

INCOME

EARNED INCOME AND $39,356 $23,189 $6,320 $3,300 $72,165 CONSULTING FEES

CASH DONATIONS $6,843 $1,950 $5,025 $13,818

GRANTS, $20,151 $31,951 $34,055 $23 ,875 $110,032 MEMBERSHIPS & SPONSORSHIPS

TOTAL $66,350 $57,090 $45,400 $27,175 $196,015

OACC has submitted these pending proposals to generate funds for local creatives: NEA Our Town Program: $100,000 (requires $1:$1match) - DECLINED - April 26, 2021 Blandin Foundation: $ 40,000 NE MN Regional Sustainable Development Partnership; $ 12,000 Duluth Superior Area Community Foundation: $ 20,000 Arrowhead Regional Arts Council: $ 10,000 Northland Foundation $ 5,000 - AWARDED - April 21, 2021 MN Humanities Center Innovation Lab: $ 2,500 Springboard for the Arts: $ 2,000 - DECLINED - April 21, 2021 Arts Midwest Gig Fund: $ 2,500 TOTAL: $196,000

OACC now is working on $350,000 in additional proposals and seeking about $50,000 in sponsorships from local corporate and civic partners for 2021 and 2022 projects.

Here are some current projects:

Northeastern Minnesota Bee Friendly Corridor Habitats and Native Plant Kit Sale - NOW

West End Flourish Workshop and Commissions for Creatives - April 29

Pine Knot News Special Issue - May 21

Minogitoon Collective Design Meeting - June 17. Kristine Piasecki and Dawn Newman will facilitate the frst gathering where our region’s creatives design the specifc services and initiatives that will help us achieve the community vitality and sustainable prosperity we want to see here. Through the Minogitoon Collective, we will support each other, listen actively, determine where resources are best distributed, identify promising opportunities, make mistakes and learn from them together.

Bee Friendly Kids Arts Camp - August 2-6

Honey Bee Festival - August 6-7

2 Bringing Joy/ Minawaanigwendamowin Biijigaadeg - October 19, 2021 ● US Poet Laureate Joy Harjo’s visit to Fond du Lac Tribal and Community College and AICHO on October 19, 2021. OACC recruited a large group of regional poetry enthusiasts to the 'Bringing Joy Committee' which requested that the US Library of Congress and the Minnesota Center for the Book work with us to bring the frst Native American Poet Laureate to our region.

● Poetry Project: A Literary Welcome for US Poet Laureate Joy Harjo: Minogitoon Collective is partnering with FDLTCC's English faculty to engage our region's students, scribblers, journal writers, and amateur and published poets to compose their own poetic responses welcoming her. Fifty student poets will receive fnancial prizes for their poems, and every poem will be published in an e-book through the Minnesota Author Project: Communities Create program. Funding for this project has been proposed to the Arrowhead Regional Arts Council, Northland Foundation, Minnesota Humanities Center innovation Lab, Springboard for the Arts Equitable Rural Futures

3 OLDENBURG ARTS AND CULTURAL COMMUNITY BOARD OF DIRECTORS

Alyssa Alness, Conservation Technician, Carlton County Soil and Water District, 218-384-3891, [email protected]

Mark Cline, Photographer, Cloquet Planning Commission Member, [email protected]

Madelin Fuerste, Network TV producer, 312-219-0664, [email protected]

Jeremy Gardner, Fond du Lac Tribal and Community College Ojibwemowining Arts Studio Coordinator 218-576-7342; [email protected]

Dylan Kelly, University of Minnesota Extension, 4-H Program Coordinator for Carlton County 218-384-3511; [email protected]

Scott Lillo, Sales Manager, Sound Central Services, 218-428-3079; [email protected] OACC Board Treasurer, Executive Committee

Machelle Lind, Principal, Lindly Success Strategies, 507-581-3502; [email protected]

Nevada Littlewolf, Campaign Manager & Executive Director, Our ChildrenMN/Page Amendment, Graduate Student at UMN Humphrey School of Public Afairs, 218-750-0389; [email protected]

Lissa Maki, Communications Director, UMD College of Education and Human Service Professions, 218-750-4528; [email protected]

Lori Peterson, Marketing and Development Strategist, 612-805-6155, [email protected] OACC Board Vice President, Executive Committee

David Pritchett, Attorney, Fryberger Law Firm, Duluth, MN , 218-879-3363 [email protected]

Charity Reynolds, MD, Fond du Lac Health and Human Services Division Medical Director, [email protected]

Emily Swanson, Principal, Oldenburg House, LLC, 763-226-6828; [email protected] OACC Board Secretary and Executive Director, Executive Committee

Glenn Swanson, Principal, Oldenburg House LLC, 218-384-4835;[email protected] OACC Artistic Director, Executive Committee

Keith Swanson, Conductor, Itasca Symphony Orchestra, 218-590-1156; [email protected]

Kevin Thoresen, Principal, Thor Midwest Commercial Real Estate, Mpls, MN, 612-703-3218; [email protected] OACC Board President, Executive Committee

4 OACC and the Minogitoon Collective received invaluable support in understanding creative community development from many local and regional organizations.

13 Moons (FDL Extension), Gitigaan Garden Fond du Lac Resource Management Division Agate Music Serie Fond du Lac Food Sovereignty Program American Indian Center (AICHO) Fond du Lac Tribal and Community College Arrowhead Arts Association Free Range Film Festival Arrowhead Regional Arts Council Holy Cow Press Arrowhead Regional Development Commission IRRRB Audubon Society KAXE Carlton Chamber of Commerce KUWS Carlton County Collaborative Macrostie Arts Center Carlton County EDA MN Center for the Book Carlton County Extension, 4H, Master MN Humanities Center Gardeners Program MN Phenology Network Carlton County Historical Society MN State Arts Board Carlton County Soil Water Conservation District Moose Lake Chamber of Commerce Cat 7 Community Access Television Moose Lake Historical Society City of Carlton Public Library Moose Lake Public Library City of Duluth, Mayor’s Ofce NEMN Beekeepers Association Clayton Jackson McGhie Memorial NE MN Regional Sustainable Development Cloquet Chamber of Commerce Partnership Cloquet EDA Ojibwe K-12 School Cloquet Forestry Center Pesticide Action Network of North America Cloquet Community Memorial Hospital Pheasants Forever Cloquet Public Library and Foundation Public Schools Districts in Carlton County College of St. Scholastica, Native Studies (K-12, Community Ed, Alternative Center Program) Reach Mentoring County Seat Theater/Encore Performing Arts Reif Performing Arts Center Center St. Louis River Alliance Department of Public Transformation Superior Hiking Trail DNR/Jay Cooke State Park and Moose Lake United Way of Carlton County State Park University of MN Duluth's American Indian Dream of Wild Health Studies Program, School of Fine Arts, Duluth Art Institute Labovitz School for Business and Duluth Folk School Economic, NRRI and Sustainability Duluth NAACP Program, Bureau of Economic Research, Duluth Poet Laureate Program Katharine Martin Library, Memory Keepers Duluth Public Library and Foundation Medical Discovery Team Fond du Lac Historical Society University of MN Morris’ Center for Small Towns Fond du Lac Language and Cultural Health University of Wisconsin-Superior’s WPR WDSE Program WUMD Fond du Lac Museum Xerces Society Fond du Lac Planning Department Zax Sim Bog

5 OACC and the Minogitoon Collective has been greatly assisted by Springboard for the Arts Rural Program, a partnership nurtured by the belief that creatives are key contributors to community issues and communities are strengthened when their eforts are made visible and are valued for the impact they create. Michele Anderson is advising the Minogitoon Collective, and her work in Fergus Falls has been an inspiration to us.3Springboard’s work is about helping artists make a living and a life, and helping communities of all sizes connect to the creative power of artists. Springboard for the Arts’ mission is to cultivate vibrant communities by connecting artists with the skills, information, and services they need to make a living and a life.

There is so much work to do to build a future thatvalues everyone, that supports creativity and humanity, and that has more just opportunities for everyone. We need the power of creatives and artists to bring us together, to inspire us to action,to comfort and hold space. We believe that culture and creativity is essential to a more just future. We have learned a great deal from theBIPOC-led, artist-led groups in our state, including: ● Juxtaposition Arts ● Million Artist Movement ● Catalyst Arts ● Black Table Arts ● TruArtSpeaks

The work of the Rural Policy Research Institute’s Rural Cultural Wealth Lab, its Next Generation initiative, and the participants in the Art of the Rural Summit held in Jackson, MS in 2019 4 were instrumental in helping us frame the importance of the natural environment, traditional cultural practices, craft artisanship, language, dance, food producing, gardening and culinary arts in rural creative community development. Their current research focus is also critical to our work: identifying the conditions that must be present to ensure a broad distribution of rural wealth creation and distribution and the relationship between creativity, innovation and entrepreneurship in rural communities.5

The Minogitoon Collective has also received critical support from the National Association of State Arts Association who prepared Rural Prosperity Through the Arts and Culture Sector for the National Governors’ Association. The Iron Range Partnership for Sustainability’s study, Local Food as an Economic Driver in the Taconite Assistance Area, Friends of Finland, the Northland Food Network, the Land Stewardship Project, and the UMM Center for Small Towns also helped the Minogitoon Collective develop its plan.

3https://mnartists.walkerart.org/getting-to-the-golden-hour 4https://ruralgeneration.org 5https://rupri.org/2019/01/01/the-rural-diferential-a-literature-review-at-the-nexus-of-arts-culture creativity-entrepre neurship-and-innovation

6 5 Year Fleet Plan

Avg Avg ENTER Vehicle Vehicle PRISE Resale Estimate Vehicle Maintenanc Avg Fuel Enterprise Maintenanc Avg Fuel Replac estimate at total of lease d Budget Estimated e Expense Budget Vehicle e Expense Budget ement Replacement Term in payments Payment Dept Equip No Year Make/model Vin Mileage annual mil Replace with model Needed Current Budget Current Current Budget Enterprise Enterprise Year Year months annually s

112 2009 112 1114 2009 Ford Focus 1FAHP36N29W183923 79981 6665 Jeep Compass sp 4x4 assessor $ 25,000.00 2021 $ 2,000.00 39 2021 $ 57,600.00 $ 320 #########

132 2014 132 1137 2014 Dodge Avenger 1C3CDZAG2EN193946 74397 10628 Jeep Compass sp 4x4 assessor $ 25,000.00 2021 $ 4,500.00 39 total $ 57,600.00 $ 320

88 2011 88 1123 2011 Chrysler Town & Country Van 2A4RR8DG6BR782648 62723 6272 Jeep Compass sp 4x4 2021 Accessors $ 25,000.00 $ 5,500.00 39 $ 320

156 2013 156 1127 2013 Chrysler 200 1C3CCBCG6DN527479 62691 7836 Jeep Compass sp 4x4 2021 assessor $ 25,000.00 $ 5,000.00 39 $ 320

111 2009 111 1112 2009 Ford Taurus 1FAHP23W19G109278 93704 7809 Jeep Compass sp 4x4 2021 assessor $ 25,000.00 $ 5,500.00 39 $ 320

124 2010 113 1115 2010 Ford Escape 1FMCU9D71AKC04174 94430 8585 Jeep Compass sp 4x4 assessor $ 25,000.00 2021 $ 3,500.00 39 $ 320

113 2009 111 1112 2009 Ford Taurus 1FAHP23W19G109278 93704 7809 Jeep Compass sp 4x4 assessor $ 25,000.00 2021 $ 1,000.00 39 $ 320

53 2007 53 1104 2007 Chev Impala 2G1WT55N979243981 171168 12226 Jeep Compass sp 4x4 2021 Public Health $ 25,000.00 $ 5,000.00 39 $ 320

178 2016 178 1117 2016 Jeep Compass Sport Wagon 1C4NJDBB3GD803543 60595 12119 Jeep Compass sp 4x4 2021 Public Health $ 25,000.00 $ 10,000.00 39 $ 320

177 2015 7 1111 2015 Nissan Rouge s/sl/sv Wagon 4 d 5N1AT2MV3FC813624 82195 13699 Jeep Compass sp 4x4 Public Health $ 25,000.00 2021 $ 9,000.00 39 $ 320

81 2008 81 1101 2008 Dodge Grand Carvan 2D8HN44H28R798371 132631 10202 Jeep Compass sp 4x4 Public Health $ 25,000.00 2021 $ 1,000.00 39 $ 320

134 2013 134 1136 2013 Dodge Avenger 1C3CDZAB0DN657612 111293 13912 Jeep Compass sp 4x4 2021 Public Health $ 25,000.00 $ 3,000.00 39 $ 320

133 2014 133 1135 2014 Chrysler 200LX 1C3CCBAB4EN238318 106352 15193 Jeep Compass sp 4x4 Public Health $ 25,000.00 2021 $ 3,000.00 39 $ 320

184 2017 184 1118 2017 Nissan Altima 1N4AL3AP8HC190574 44794 11199 Jeep Compass sp 4x4 Public Health $ 25,000.00 2021 $ 7,000.00 39 $ 320

161 2015 161 1125 2015 Nissan Pathfinder (silver) 5N1AR2MM8FC672152 101844 16974 Jeep Compass sp 4x4 Public Health $ 25,000.00 2021 $ 8,000.00 39 $ 320 15 ########## $ 30,000.00 $ 24,960.00 $ 27,387.50 $ 57,600.00 $ 1,920.00 $23,611.72 $ 73,000.00 *use as cash down $ 4,800 #########

190 2018 2018 Ford Escape SE (Our Co car ID is #1120 1FMCU9GD5JUA91836 47918 19167 Jeep Compass sp 4x4 assessor $ 25,000.00 2022 $ 11,000.00 39 2021 $ 57,600.00 $ 320 2022 $ 3,840.00 total $ 61,440.00 1 $ 25,000.00 $ 30,000.00 $ 24,960.00 $ 27,387.50 $ 61,440.00 $ 1,920.00 $23,360.00 $ 11,000.00 $ 320 $ 3,840.00

2021 $ 57,600.00 2022 $ 3,840.00 2023 $ - Total $ 61,440.00

0 $ - $ 30,000.00 $ 24,960.00 $ 27,387.50 $ 61,440.00 $ 1,920.00 $23,360.00 $ - $ - $ -

2021 $ 57,600.00 2022 $ 3,840.00 2023 $ - 2024 $ - $ - $ - 0 $ - $ 30,000.00 $ 24,960.00 $ 27,387.50 $ - $ 1,920.00 $23,360.00 $ -

2021 $ 57,600.00 2022 $ 3,840.00 2023 $ - 2024 $ - 2025 $ - total $ 61,440.00 $ - $ - 0 $ - $ 30,000.00 $ 24,960.00 $ 27,387.50 $ 61,440.00 $ 1,920.00 $23,611.72 $ -

Current Average Annual Budget Enterprise Average Annual Budget

Avg Vehicle Avg Fuel Avg Maintenanc Avg Fuel Current Vehicles Avg Vehicle Maintenance Budget Resale Enterprise e Expense Budget Estimated Year cycle Needed Avg Vehicle Budget Current Expense Current Current Value Totals Vehicle Budget Enterprise Enterprise Resale value Totals 2021 2 15 $ 35,000.00 $ 24,960.00 $ 27,387.50 included $ 87,347.50 $ 57,600.00 $ 1,920.00 $ 23,611.72 $ - $ 83,131.72 $ 4,215.78

2022 2 1 $ 35,000.00 $ 24,960.00 $ 27,387.50 included $ 87,347.50 $ 61,440.00 $ 1,920.00 $ 23,360.00 $ 11,000.00 $ 75,720.00 $11,627.50 $ - 2023 2 0 $ 35,000.00 $ 24,960.00 $ 27,387.50 included $ 87,347.50 $ 61,440.00 $ 1,920.00 $ 23,360.00 $ - $ 86,720.00 $ 627.50 $ - 2024 2 0 $ 35,000.00 $ 24,960.00 $ 27,387.50 included $ 87,347.50 $ 61,440.00 $ 1,920.00 $ 23,360.00 $ - $ 86,720.00 $ 627.50 $ - 2025 2 0 $ 35,000.00 $ 24,960.00 $ 27,387.50 included $ 87,347.50 $ 61,440.00 $ 1,920.00 $ 23,611.72 $ - $ 86,971.72 $ 375.78 Totals 10 16 $ 175,000.00 $ 124,800.00 $ 136,937.50 $ - $ 436,737.50 $ 303,360.00 $ 9,600.00 $ 117,303.44 $ 11,000.00 ########## $17,474.06

Savings from current budget plan versus Enterprise plan $ 23,974.06

**Sample budget for Illustration only, each year changes * Taxes if any included in payments Continue to rotate vehicles and delete not needed vehicles *Net Leases Illustrated

Defleet

124 1GMDV33L75D206986 Public Health 2005 124 1116 2005 Pontiac Montana 122010 Open-End (Equity) Lease Rate Quote Quote No: 4967960

Prepared For: Carlton County Date 04/19/2021 AE/AM QDN Unit # Year 2021 Make Jeep Model Compass Series Sport 4dr 4x4 Vehicle Order Type Ordered Term 39 State MN Customer# 606674

$ 21,863.00 Capitalized Price of Vehicle 1 All language and acknowledgments contained in the signed quote apply to all vehicles that are ordered under this signed quote. $ 950.00 Sales Tax 7.3750% State MN $ 50.00 Initial License Fee Order Information $ 0.00 * Registration Fee Driver Name $ 100.00 Other: (See Page 2) Exterior Color (0 P) Billet Silver Metallic Clearcoat $ 0.00 Capitalized Price Reduction Interior Color (0 I) Black w/Cloth Low-Back Bucket Seats $ 0.00 Tax on Capitalized Price Reduction Lic. Plate Type Unknown $ 4,500.00 Gain Applied From Prior Unit GVWR 0 $ 0.00 * Tax on Gain On Prior $ 0.00 * Security Deposit $ 0.00 * Tax on Incentive ( Taxable Incentive Total : $0.00 ) $ 18,463.00 Total Capitalized Amount (Delivered Price) $ 230.79 Depreciation Reserve @ 1.2500% $ 87.64 Monthly Lease Charge (Based on Interest Rate - Subject to a Floor) 2 $ 318.43 Total Monthly Rental Excluding Additional Services Additional Fleet Management Master Policy Enrollment Fees $ 0.00 Commercial Automobile Liability Enrollment Liability Limit $0.00 $ 0.00 Physical Damage Management Comp/Coll Deductible 0 / 0 $ 31.09 Full Maintenance Program 3 Contract Miles 40,000 OverMileage Charge $ 0.0500 Per Mile Incl: # Brake Sets (1 set = 1 Axle) 0 # Tires 0 Loaner Vehicle Not Included

$ 31.09 Additional Services SubTotal $ 0.00 Sales Tax 7.3750% State MN

$ 349.52 Total Monthly Rental Including Additional Services $ 9,462.19 Reduced Book Value at 39 Months $ 400.00 Service Charge Due at Lease Termination

Quote based on estimated annual mileage of 11,000 (Current market and vehicle conditions may also affect value of vehicle) (Quote is Subject to Customer's Credit Approval) Notes

Enterprise FM Trust will be the owner of the vehicle covered by this Quote. Enterprise FM Trust (not Enterprise Fleet Management) will be the Lessor of such vehicle under the Master Open - End (Equity) Lease Agreement and shall have all rights and obligations of the Lessor under the Master Open - End (Equity) Lease Agreement with respect to such vehicle. Lessee must maintain insurance coverage on the vehicle as set forth in Section 11 of the Master Open-End (Equity) Lease Agreement until the vehicle is sold.

ALL TAX AND LICENSE FEES TO BE BILLED TO LESSEE AS THEY OCCUR. Lessee hereby authorizes this vehicle order, agrees to lease the vehicle on the terms set forth herein and in the Master Equity Lease Agreement and agrees that Lessor shall have the right to collect damages in the event Lessee fails or refuses to accept delivery of the ordered vehicle. Lessee certifies that it intends that more than 50% of the use of the vehicle is to be in a trade or business of the Lessee.

LESSEE Carlton County BY TITLE DATE

* INDICATES ITEMS TO BE BILLED ON DELIVERY. 1 Capitalized Price of Vehicle May be Adjusted to Reflect Final Manufacturer's Invoice. Lessee Hereby Assigns to Lessor anyManufacturer Rebates And/Or Manufacturer Incentives Intended for the Lessee, Which Rebates And/Or Incentives Have Been UsedBy Lessor to Reduce the Capitalized Price of the Vehicle. 2 Monthly Lease Charge Will Be Adjusted to Reflect the Interest Rate on the Delivery Date (Subject to a Floor). 3 The inclusion herein of references to maintenance fees/services are solely for the administrative convenience of Lessee. Notwithstanding the inclusion of such references in this [Invoice/Schedule/Quote], all such maintenance services are to be performed by Enterprise Fleet Management, Inc., and all such maintenance fees are payable by Lessee solely for the account of Enterprise Fleet Management, Inc., pursuant to that certain separate [Maintenance Agreement] entered into by and between Lessee and Enterprise Fleet Management, Inc.; provided that such maintenance fees are being billed by Enterprise FM Trust, and are payable at the direction of Enterprise FM Trust, solely as an authorized agent for collection on behalf of Enterprise Fleet Management, Inc.

Printed On 04/19/2021 03:50:17 PM Page 1 of 6 Open-End (Equity) Lease Rate Quote Quote No: 4967960

Other Totals Description (B)illed or (C)apped Price Initial Administration Fee C $ 100.00 Courtesy Delivery Fee B $ 400.00

Total Other Charges Billed $ 400.00 Total Other Charges Capitalized $ 100.00 Other Charges Total $ 500.00

Printed On 04/19/2021 03:50:17 PM Page 2 of 6 Open-End (Equity) Lease Rate Quote Quote No: 4967960

VEHICLE INFORMATION:

2021 Jeep Compass Sport 4dr 4x4 - US Series ID: MPJL74 Pricing Summary: INVOICE MSRP Base Vehicle $25,690 $25,995.00 Total Options $225.00 $245.00 Destination Charge $1,495.00 $1,495.00

Total Price $27,410.00 $27,735.00

SELECTED COLOR:

Exterior: PSC-(0 P) Billet Silver Metallic Clearcoat Interior: X9-(0 I) Black w/Cloth Low-Back Bucket Seats

SELECTED OPTIONS:

CODE DESCRIPTION INVOICE MSRP 2GA Quick Order Package 2GA NC NC A7 Cloth Low-Back Bucket Seats STD STD APA Monotone Paint Application STD STD DFH Transmission: 9-Speed 948TE Automatic STD STD DME 3.73 Axle Ratio STD STD EDE Engine: 2.4L I4 Zero Evap M-Air w/ESS STD STD NAS 50-State Emissions NC NC PNTTBL01 Paint Table : Primary w/Sport 4x4 $0.00 $0.00 PSC_02 (0 P) Billet Silver Metallic Clearcoat $225.00 $245.00 TM9 Tires: 215/65R16 BSW AS STD STD UAG Radio: Uconnect 4 w/7" Display STD STD WARANT FCA 5 yr/100,000 Mile Powertrain Limited Warranty NC NC WDJ Wheels: 16" x 6.5" Styled Black Steel STD STD X9_01 (0 I) Black w/Cloth Low-Back Bucket Seats NC NC Z1B GVWR: 4,600 lbs STD STD

Printed On 04/19/2021 03:50:17 PM Page 3 of 6 CONFIGURED FEATURES:

Body Exterior Features: Number Of Doors 4 Rear Cargo Door Type: liftgate Driver And Passenger Mirror: power remote heated manual folding side-view door mirrors Spoiler: rear lip spoiler Door Handles: black Front And Rear Bumpers: body-coloured front and rear bumpers with black rub strip Front Bumper Insert: black front bumper insert Body Material: fully galvanized steel body material Body Side Cladding: black bodyside cladding Grille: black w/chrome accents grille Convenience Features: Air Conditioning automatic dual-zone front air conditioning Air Filter: air filter Console Ducts: console ducts Cruise Control: cruise control with steering wheel controls Power Windows: power windows with driver and passenger 1-touch down 1/4 Vent Rear Windows: power rearmost windows Remote Keyless Entry: keyfob (all doors) remote keyless entry Illuminated Entry: illuminated entry Integrated Key Remote: integrated key/remote Auto Locking: auto-locking doors Passive Entry: proximity key Steering Wheel: steering wheel with manual tilting, manual telescoping Day-Night Rearview Mirror: day-night rearview mirror Driver and Passenger Vanity Mirror: auxiliary driver and passenger-side visor mirrors Voice Recorder: voice recorder Front Cupholder: front and rear cupholders Floor Console: full floor console with covered box Overhead Console: mini overhead console Glove Box: illuminated glove box Driver Door Bin: driver and passenger door bins Rear Door Bins: rear door bins Seatback Storage Pockets: 2 seatback storage pockets Driver Footrest: driver's footrest Retained Accessory Power: retained accessory power Power Accessory Outlet: 2 12V DC power outlets Entertainment Features: radio AM/FM/Satellite-prep with seek-scan Voice Activated Radio: voice activated radio Steering Wheel Radio Controls: steering-wheel mounted audio controls Speakers: 6 speakers 1st Row LCD: 2 1st row LCD monitor Wireless Connectivity: wireless phone connectivity Antenna: integrated roof antenna Lighting, Visibility and Instrumentation Features: Headlamp Type delay-off aero-composite halogen headlamps Front Wipers: variable intermittent wipers Rear Window wiper: fixed interval rear window wiper Rear Window Defroster: rear window defroster Tinted Windows: light-tinted windows Dome Light: dome light with fade Front Reading Lights: front reading lights Ignition Switch: ignition switch light Variable IP Lighting: variable instrument panel lighting Display Type: digital/analog appearance

Printed On 04/19/2021 03:50:17 PM Page 4 of 6 Tachometer: tachometer Compass: compass Exterior Temp: outside-temperature display Low Tire Pressure Warning: tire specific low-tire-pressure warning Trip Computer: trip computer Trip Odometer: trip odometer Water Temp Gauge: water temp. gauge Clock: in-radio display clock Systems Monitor: systems monitor Check Control: redundant digital speedometer Rear Vision Camera: rear vision camera Oil Pressure Warning: oil-pressure warning Water Temp Warning: water-temp. warning Battery Warning: battery warning Lights On Warning: lights-on warning Key in Ignition Warning: key-in-ignition warning Low Fuel Warning: low-fuel warning Low Washer Fluid Warning: low-washer-fluid warning Bulb Failure Warning: bulb-failure warning Door Ajar Warning: door-ajar warning Trunk Ajar Warning: trunk-ajar warning Brake Fluid Warning: brake-fluid warning Turn Signal On Warning: turn-signal-on warning Transmission Fluid Temperature Warning: transmission-fluid-temperature warning Safety And Security: ABS four-wheel ABS brakes Number of ABS Channels: 4 ABS channels Brake Assistance: brake assist Brake Type: four-wheel disc brakes Vented Disc Brakes: front ventilated disc brakes Daytime Running Lights: daytime running lights Driver Front Impact Airbag: driver and passenger front-impact airbags Driver Side Airbag: seat-mounted driver and passenger side-impact airbags Overhead Airbag: curtain 1st and 2nd row overhead airbag Knee Airbag: knee airbag Occupancy Sensor: front passenger airbag occupancy sensor Height Adjustable Seatbelts: height adjustable front seatbelts Seatbelt Pretensioners: front seatbelt pre-tensioners 3Point Rear Centre Seatbelt: 3 point rear centre seatbelt Side Impact Bars: side-impact bars Perimeter Under Vehicle Lights: remote activated perimeter/approach lights Tailgate/Rear Door Lock Type: tailgate/rear door lock included with power door locks Rear Child Safety Locks: rear child safety locks Ignition Disable: immobilizer Panic Alarm: panic alarm Electronic Stability: electronic stability stability control with anti-roll Traction Control: ABS and driveline traction control Front and Rear Headrests: manual adjustable front head restraints AntiWhiplashFrontHeadrests: anti-whiplash front head restraints Rear Headrest Control: 3 rear head restraints Seats And Trim: Seating Capacity max. seating capacity of 5 Front Bucket Seats: front bucket seats Number of Driver Seat Adjustments: 6-way driver and passenger seat adjustments Reclining Driver Seat: manual reclining driver and passenger seats Driver Height Adjustment: manual height-adjustable driver and passenger seats Driver Fore/Aft: manual driver and passenger fore/aft adjustment Fold Flat Passenger Seat: fold flat passenger seat Front Centre Armrest Storage: front no centre armrest with storage

Printed On 04/19/2021 03:50:17 PM Page 5 of 6 Rear Seat Type: rear 60-40 bench seat Rear Folding Position: rear seat fold-forward seatback Rear Seat Armrest: rear seat centre armrest Leather Upholstery: cloth front and rear seat upholstery Door Trim Insert: vinyl door panel trim Headliner Material: full cloth headliner Floor Covering: full carpet floor covering Dashboard Console Insert, Door Panel Insert Combination: metal-look instrument panel insert, door panel insert, console insert Shift Knob Trim: metal-look shift knob Floor Mats: carpet front and rear floor mats Interior Accents: metal-look interior accents Cargo Space Trim: carpet cargo space Trunk Lid: plastic trunk lid/rear cargo door Cargo Tie Downs: cargo tie-downs Cargo Light: cargo light Concealed Cargo Storage: concealed cargo storage Air Compressor: tire mobility kit Standard Engine: Engine 180-hp, 2.4-liter I-4 (regular gas) Standard Transmission: Transmission 9-speed automatic w/ OD and auto-manual

Printed On 04/19/2021 03:50:17 PM Page 6 of 6 Wong Nystrom

Year 2020

CONFIDENTIAL AND PROPRIETARY © 2016 Enterprise Fleet Management, Inc. A MILITARY LEGACY “Take care of your customers and employees first, and the profits • The Enterprise story starts in the 40s, when our will follow.” —Jack Taylor founder, Jack Taylor, answered the call of duty and joined the Navy during World War II. • Jack was a decorated naval aviator and flew off both the USS Essex and the USS Enterprise. • The Enterprise was the most decorated vessel in the U.S. Navy fleet before its decommissioning in 1947. • When Jack returned home to St. Louis, he founded Executive Leasing Company with seven cars and a hunch that customers would embrace the novel concept of leasing automobiles • In 1969, Jack re-christened his growing operation "Enterprise" in honor of the aircraft carrier aboard which he served as a decorated Hellcat pilot in World War II. ENTERPRISE HOLDINGS OVERVIEW

2 MILLION 10,000 $26.1 WORLD WIDE WORLD WIDE BILLION IN REVENUE

*† VEHICLES LOCATIONS

U.S. Rental Fleet* 6,400 U.S. 100,000 1,293,027 EMPLOYEES

Ranked by 489,800

375,000

As one of America’s Largest Enterprise Hertz Avis Holdings Dollar/Thrifty Budget Private Companies

*Includes affiliate Enterprise Fleet Management † employed by Enterprise Holdings and its network of independent regional subsidiaries ˚Source: Auto Rental News Some GOVERNMENT CLIENTS

Counties/Sheriff Non-Profits • Isanti Cities • Central MN Mental Health • Chisago • Stillwater • Champlin • TSE Inc. • Kandiyohi Non-profits • Nicollet • Anoka • Ally/ CIP Other • Dodge • Inver Grove Heights • Lakeland Mental Health Cities • Steele • Blue Earth • Achieve Services Over 45 Cities & • Lake • Kasson Sheriff • Productive Alternatives Counties in Office • Cook • Brooklyn Park Inc. Minnesota, over • Mille Lacs 1300 nationwide • Excelsior • St. Francis Health • Winona • City of Chicago • Houston • Southwest Health • City of Fort Worth Counties • Polk • Horizon Health • City of Detroit • Douglas • Northwestern Mental • City of Palm Springs • Orange County, CA Health Garden • Kern, CA • City of Westminster • Knute Nelson • Harris, TX • Pasco, FL RFP winner of Sourcewell (formerly NJPA) for Fleet Services • Nassau, NY EHI Local Impact in Minnesota

• $23.4M in state and local tax revenues • $1.5M paid in employee MN state income taxes • $47.7M in purchase from local MN suppliers • $217,112 raised by employees, including EHI matching funds for the United Way • $72,000 in donations by the Enterprise Holdings Foundation to local charities and non-profits (2016-2017) • 958 employees @ 65 locations • Totaling Millions of Local Dollars back to MN TOTAL COST OF OWNERSHIP CONCEPT

Insurance and Admin TOTAL COST OF Driver Downtime, $7,800 BUY & HOLD FOR A 2018 $5,752 FORD F-250 Non Scheduled Repairs, Depreciation, $30,500 $5,150 $78,929

Scheduled Maintenance, $12,477

Fuel, Assumes 12 $17,250 year holding period at 10,000 miles per year EFFECTIVE VEHICLE LIFECYCLE Savings and Safety at the right time Key Observations • Depreciation/year declines over time $ Depreciation • Running costs of Fuel and Maintenance increase gradually over time • Mandated MPG Optimal Time efficiencies reward staying to Replace on technology wave

Fuel $ Cost

Maintenance

Time

4 Years 7 Years 10 Years 15 Years GOVERNMENT BUYING POWER

2020 Ford HD MSRP: $44,276 Ex-cab 4x4 $38,375  FORD’S WEBSITE Retail Sale Price

State Contract Price $29,769

MANHEIM AUCTION RESULTS VEHICLE Odometer Sale Price Capital Outlay

2019 Ford F-250 XL ExCab 4x4 4,146 $31,500 -$1,731 2018 Ford F-250 XL ExCab 4x4 10,282 $29,800 - $31 2015 Ford F-250 XL ExCab 4x4 57,636 $20,200 $9,569 2010 Ford F-250 XL ExCab 4x4 98,436 $6,000 $23,769 CONFIDENTIAL AND PROPRIETARY © 2016 Enterprise Fleet Management, Inc. Safety is top of mind but not always executed IIHS crashworthiness tests

Front moderate overlap, Side impact, Rear crash (whiplash mitigation), beginning 1995 beginning 2003 beginning 2004

Roof strength, Front small overlap, beginning 2009 beginning 2012 Enterprise Delivers Solutions

TELEMATICS ACQUISITION Dedicated Account

FUNDING Team to handle all CPM/TCO ANALYTICS of these programs for you! We will FLEET SOFTWARE VEHICLE TECHNOLOGY RESALE customize to your company.

LICENSE, TITLE MAINTENANCE AND REG/RENEWALS PROGRAMS

AFTERMARKET VEHICLE CUSTOMIZATION/COORDINATION FUEL PROGRAMS Safety Concerns: How does your fleet look? Increase employee safety with newer vehicles

Currently: • ? vehicles predate Anti-Lock Brake standardization (2007) • ? vehicles predate Electronic Stability Control standardization (2012) • ? % of your fleet will be 10 years or older in 2019 FULL TIME EMPLOYEEFULL TIME RESPONSIBILITIES EMPLOYEE RESPONSIBLITIES

Set Vehicle selection for Execution of Acquisition Strategy each application Fleet Plan

Drivers Total Cost of Coordination with all internal parties Accounting Ownership (TCO) Owner, CFO, VP, Ops,FleetOps Mgr Coordination of Most suitable funding external supply chain arrangement Compliance on L&T Timing Tax Authority Vehicle replacement Tolls schedule Fuel Operational Maintenance Telematics Balance conflicting Risk Management needs of organization Resale/disposal process Recommend/implement improvements Reporting

Identify key Economic, TCO $, CPM,CPM Idling fuel Industry expertise & performance Productivity, Stops per day training indicators (KPIs) Reputation, Safety, Sustainability Fleet Management Team Working For You DEDICATED ACCOUNT TEAM

Primary Team Local Resources Fleet Operations Center

Vehicle Acquisition Team Account Fleet Coordinator Director of Fleet Management

License & Title Team Account Manager Finance Manager

National Service Department

Account Executive Remarketing Manager

Risk Management Team WHAT TO EXPECT – ACCOUNT TEAM

Strategic Planning Vehicle Selection & Proactive Purchase & Savings Analysis Price Negotiations Resale Process

Manage with Continuous Improvement Driver Roll-Out & Safety & Risk Industry Updates Training

Review, Revise, Repeat Annual Client Review Compliance & Reporting & Tracking w/ Benchmark Analysis Administration A LEASE MAY NOT BE WHAT YOU THINK Closed vs Open End Lease

Its an open Lease that can be customized to fit your needs . No mileage restrictions . No abnormal wear & tear charges . Flexibility of term . You can treat it as an owned vehicle or leased for accounting purposes . No prepayment penalty or early termination penalty . You own 100% utilization as if it was yours-customize the vehicle to your needs . Structured like a finance to own . Increase Cash Flow so you have choices to cycle more vehicles or just save the cash VEHICLE DISPOSAL

700 DEDICATED IN 2018, REMARKETING EMPLOYEES 150 REMARKETING ENTERPRISE LOTS IN NORTH AMERICA SOLD MORE THAN 1,000,000 VEHICLES

AT AN AVERAGE OF 19,000+ 109% ABOVE UNIQUE BUYERS  AUCTION BLACK BOOK’S SALES 15% CHANNELS (CVI).  DIRECT TO 85% DEALER TELEMATICS $ FLEET SAFETY PRODUCTIVITY COMPLIANCE

•Improve MPG •Risk & Safety Reports •Customer Svc. Time •HOS •Decrease Idling •In-vehicle Coaching •Identify Unplanned •DVIR •Reduce Speeding •Accident Notifications Stops •IFTA • •Engine Diagnostics •Seatbelt Usage Drive Time vs. •Driver e-logs Customer Service Time •Vehicle Maintenance •Driving in Reverse •Reduce Paperwork RESOURCES Fleet Technology The Data Warehouse pulls from millions of data records to give clients immediate access to important vehicle information.

• Track Total Cost of Ownership • Predict Operating Costs Maintenance • Visibility into Saving Data Opportunities • Support Vehicle Replacement Vehicle Data Schedule Fuel Data • Determine Most Efficient Fleet Data Customer Warehouse Vendors Data

• Improve Driver Behaviors Driving/ Telematics

WHAT TO EXPECT – FIRST YEAR

• Set up credit line • Order vehicles MONTH 1-2 • Introduction to Account Team • Formalize relationship MONTH 6 expectations • Vehicles delivered • Launch company car policy • 1st Quarterly meeting to follow up on deliveries • Review customer website, Driver invoice process, etc. • EFM Director to conduct relationship “HealthRollout Check” MONTH 9 + MONTH 12 • Evaluate team performance • Fleet analysis expense • Check program usage and summary overall satisfaction • Savings and efficiency opportunity exploration • Next model year: fleet plan and development CARLTON COUNTY ATTORNEY’S OFFICE LEGAL ESCALATION AND NOTICE GUIDELINES

Promptly notify the Carlton County Attorney’s Office about any of the following by sending an email to [email protected] and cc’ing [email protected]. Please include a completed Request for Legal Support Form and supporting documents in your email.

Financial Thresholds

• New projects - Proposed new letters of intent, memoranda of understanding, engagement letters and master agreements (including the related statements of work and purchase schedules) with a contemplated spend over US$5,000 during the term.

• Amendments and extensions - Proposed amendments to existing agreements (including term extension amendments), new statements of work and purchase schedules with a contemplated spend over US$10,000 during the term, unless there are no material changes to a previously-reviewed amendment / extension)

In evaluating financial thresholds for new projects, you should include all related fees, costs and expenses to be incurred by the County (or a good faith estimate) but you should not reflect renewal or extension terms that may be exercised in the future. You should also assume that the financial commitment runs through its contemplated term, even if we can terminate for convenience (i.e., if we may terminate the applicable contract or agreement for any or no reason upon providing the other party with notice). The value of an amendment or extension should only relate to the amount covered by the amendment or extension (and not to the original commitment).

For matters that are below these thresholds, you may, but are not required to, consult with the Carlton County Attorney’s Office for questions and guidance regarding contemplated Terms & Conditions.

Terms and Conditions that require legal review regardless of financial thresholds:

• Any agreements that call for a choice of law other than the law of the state of Minnesota • Any property lease agreements wherein the County is the lessee • Any agreements that do not provide for MCIT’s minimum insurance coverage limits • Any agreement that calls for limitation of liability with a cap measured by fees paid • Any agreements that call for the exchange of personally identifiable information (PII) • Any transactions for purchasing or licensing content, data, information, software, services • Publicity / endorsement provisions, such as those allowing an entity to issue or post press releases, case studies, white papers, website disclosure, include the County on representative customer lists, require the County to provide testimonials/endorsements or speak to supplier’s other customers, etc. This notification also extends to any contemplated joint publicity between the County and the supplier • Non-compete obligations • Non-solicitation / no-hire obligations • Exclusivity provisions (i.e., an obligation the County to not use a competing supplier) • Privacy and the handling of personally identifiable information (PII) reflecting terms that contemplate obligations on the County that exceed an agreement to comply with Chapter 13, HIPAA and other state or federal laws • IT security-related services • Sale, license or lease of County assets • Any proposal for the County to do business with companies, individuals, suppliers, vendors, governments, etc. known to be listed on the Debarment or Suspension list (https://www.sam.gov/), the U.S. Treasury’s Office of Foreign Asset Control’s (OFAC) sanctions or SDN lists or similar lists maintained by other governmental authorities • Threatened or actual litigation or other legal proceedings • Software audit-related written requests, demands or correspondence sent to us by or on behalf of a supplier • All communications (including e-mails and phone call summaries) from or on behalf of a supplier alleging that the County has breached, violated, or is otherwise not in compliance with any of its contractual obligations

Confidential Page 1 of 1 Edited 3.22.21 CARLTON COUNTY ATTORNEY’S OFFICE REQUEST FOR LEGAL SUPPORT FORM

Promptly notify the Carlton County Attorney’s Office about any agreement addressed in the Carlton County Attorney’s Office Legal Escalation and Notice Guidelines by sending an email to [email protected] and cc’ing [email protected] with this completed form and supporting documents.

Date: Click or tap to enter a date.

Requestor: Office / Department: Contracting entity: Contracting entity’s employee (and contact information):

Anticipated value of contract: $ Insurance coverage type(s): ☐ commercial general ☐ auto ☐ excess or umbrella ☐ worker’s comp ☐ professional liability ☐ other Have you already engaged in negotiations? ☐ Yes ☐ No

Has your department already approved the contract (if yes, date)? ☐ Yes ☐ No Click or tap to enter a date. Has your Department Head already approved the contract (if yes, date)? ☐ Yes ☐ No Click or tap to enter a date. Renewal?: ☐ Yes ☐ No

Does this contract require legal review pursuant to legal escalation guidelines? ☐ Yes ☐ No

Desired legal process-by date: Click or tap to enter a date.

Does this contract require a resolution from the County Board? ☐ Yes ☐ No

What is the contract type?:

Please provide a brief description and purpose of the agreement:

Who must sign the contract and by when? (COUNTY ATTORNEY MUST BE LAST TO SIGN) Date: ☐ Contractor Click or tap to enter a date. ☐ Department Head Click or tap to enter a date. ☐ County Board Chairperson Click or tap to enter a date. ☐ Auditor Click or tap to enter a date. ☐ County Attorney Click or tap to enter a date. ☐ Other (specify who): Click or tap to enter a date.

Confidential Page 1 of 1 Edited 3.30.21

CARLTON COUNTY CONTRACT SIGNATURE REQUIREMENTS

TYPE OF CONTRACT APPROVAL REQUIRED SIGNATURES REQUIRED Property lease and renewals County Board Resolution Chair of Board (County as lessor or lessee) County Auditor County Attorney Insurance County Board Resolution Department Head

Emergency purchases / repairs Department Head Department Head (County Board Resolution for ratification at next meeting) Architectural and Engineering Department Head Department Head Property manager Chair of Board County Board Resolution County Auditor County Attorney Initial Software Licensing IT Review IT Director Department Head Department Head County Board Resolution Chair of Board County Auditor County Attorney All other contracts Department Head Department Head ≤ $5,000 All other contracts Department Head Department Head > $5,000 - $10,000 County Attorney All other contracts County Board Resolution Department Head > $10,000 County Attorney Construction Manager at Risk County Board Resolution Chair of Board (CMAR) County Auditor County Attorney MN State Contracting Department Head Department Head > $25,000 - $ 150,000

MN State Contracting County Board Resolution Chair of Board > $150,000 County Auditor County Attorney

Note: All contracts must follow the Carlton County Attorney’s Office Legal Escalation and Notice Guidelines for review regardless of whether the County Attorney’s signature is required for proper execution of an agreement.

Confidential Page 1 of 1 Edited 3.22.21 Carlton County, Minnesota Performance Review Policy

Adopted: Revised: Reviewed:

Performance Review Policy

Purpose The purpose of this policy is to describe the Carlton County employee performance review process and procedures, and to provide guidance on this aspect of employee performance management. This policy and its accompanying procedures will aide in: A. Maintaining a clear understanding between the supervisor and employee of the employee’s job duties, responsibilities, authority, and performance expectations; B. Providing a formal process and standardized documents to evaluate employee job performance, identifying strengths and areas in need of improvement; C. Identifying employee development opportunities; and D. Serving as a basis for various personnel decisions and actions in areas such as passing the probationary period, promotion, and corrective action.

Policy Carlton County will utilize the employee performance review process as described within this policy to conduct and document a review annually for each employee. In addition, a probationary employee will have a review at least once during the probationary period, as practicable, and at the completion of the probationary period. This policy does not supersede existing, established formal performance review processes or collective bargaining agreement language.

Procedures A. Frequency of Performance Reviews a. Probationary employees will receive at least one (1) performance review during the probationary period as well as a performance review at the completion of the probationary period. b. Non-probationary (permanent) employees will be formally evaluated on performance at least once annually. c. Additional formal performance reviews may be conducted as needed, such as when a significant change in performance occurs, or after a significant change in an employee’s job responsibilities. d. Informal reviews, coaching and/or counseling, and supervisor/employee discussion should occur on an ongoing basis throughout the year, as appropriate. B. Performance Review Process a. The performance review process consists of ratings in two areas. The first is a rating of how the employee performed in the Essential Functions of the position. The second is a rating of how the employee performed in the Performance Factors related to the position. b. The employee and the supervisor will each rate the employee on the Essential Functions and the Performance Factors using the ratings listed in the Carlton County Performance Review Process (Appendix A). A brief explanation must be provided for each rating. c. The employee must receive the rating forms (Appendix B and C) at least two (2) weeks in advance of the scheduled performance review discussion. d. The supervisor and employee will meet to discuss their ratings. The employee will have an opportunity to present his/her ratings and the reason(s) for each rating. The supervisor will do the same. e. When there are differences in the ratings, the differences are discussed with emphasis on the written explanations. It is understood that the supervisor’s rating is the official rating, and that the supervisor’s rating should only be changed if there is information that was overlooked or otherwise misunderstood. f. When the ratings are finalized, the supervisor and employee will jointly develop a professional development/improvement plan based on the contents of the performance review. Performance Review Policy

g. The evaluated employee signs to verify that the performance review document was reviewed with him/her. While the signature does not signify agreement, the employee may refuse to sign. In this case, the supervisor will document on the form “Reviewed with employee on [date]. Employee refused to sign.” h. The supervisor will give a copy of the final, signed performance review form and professional development/improvement plan to the employee and retain a copy for the supervisory file. A copy of the final, signed performance review form must also be forwarded to the Human Resources Office for the employee’s personnel file. C. Content a. Supervisors will not include on the performance review form references to an employee’s health condition, personal or family matters, Family and Medical Leave Act (FMLA) status, defamatory hearsay, pending or completed investigations, Employee Assistance referral or services provided, or the like. b. No reference will be made to formal discipline that may have been administered. However, documenting the performance issues or behavior that resulted in the discipline is permissible and advised. D. Data Practices a. Data created pursuant to this Performance Review Policy shall be classified consistent with the Minnesota Data Practices Act Chapter 13, as updated from time to time, and consistent with any other state or federal law that controls the treatment or handling of such data. Pursuant to Minn. Stat. 13.43, subd. 4, employee evaluation data, with limited exceptions, is classified as private data on an employee.

Performance Review Policy APPENDIX A: CARLTON COUNTY PERFORMANCE REVIEW PROCESS

The Carlton County Performance Review Process consists of ratings in two areas. The first area is a rating on how well the employee performed in each major area of the job called “Essential Functions.” The second area to be rated is the selected “Performance Factors” relating to the employee’s job. Only those Performance Factors related to the employee’s position should be rated.

STEPS

1. List the Essential Functions from the position description. These are 5-10 examples of work performed or essential functions most critical to the position. The Essential Functions are written as a two-to-five word headline starting with an action verb.

2. The employee and the supervisor rate the employee on each Essential Function and the selected Performance Factors using the ratings listed below. Comments must be written giving reasons for each particular rating.

OUTSTANDING: Sustained performance far exceeds performance standards, responsibilities and expectations and easily distinguishes employee as one of the best in this area.

VERY GOOD: Consistently performs above standards, responsibilities and expectations for this area.

STANDARD: Consistently performs in a manner to meet standards, responsibilities and expectations for this area.

DEVELOPMENT NEEDED: Has not consistently met standards for this area. More development needed before this area becomes a strength.

UN-SATISFACTORY: Does not meet the standards expected in this area and immediate improvement is needed. Failure to meet standards on an ongoing basis may warrant a performance improvement plan.

3. For the self-rating, the employee is given a blank rating form for both the Essential Functions and Performance Factors to be rated at least two (2) weeks before the performance review discussion is to take place. The employee is asked to rate his or her performance in each specific area and write reasons for the rating in each area on the Essential Function form and the Performance Factor form. The supervisor will also rate the employee and write reasons.

4. During the review meeting, the employee is asked to present the rating and reason(s) for each rating. The supervisor listens, asks clarifying questions, and may take notes. Next, the supervisor presents the rating he or she has made, also giving reasons. Where there are differences in the two ratings, they are discussed with an emphasis on the written reasons. This is not a negotiation session; it is understood that the supervisor’s rating is the official rating. The supervisor’s ratings should be changed only when something was overlooked or otherwise misunderstood.

5. A professional development/improvement plan is written, if necessary, and explained to the employee. In determining the areas for further development/improvement, consider which of the Essential Functions and Performance Factors rated are more important or less important than the others as well as the relative importance of the Essential Functions versus the Performance Factors.

Performance Review Policy

APPENDIX B: ESSENTIAL FUNCTIONS RATING FORM

EMPLOYEE NAME: DATE:

ESSENTIAL FUNCTIONS O VG S DN UN 1.

Reasons:

Performance Review Policy Reasons:

Reasons:

10.

Reasons:

Performance Review Policy

APPENDIX C: PERFORMANCE FACTORS RATING FORM

PERFORMANCE FACTORS O VG S DN UN 1. Critical Thinking/Decision Making Do you use a common sense approach to handling situations? Do you consider the big picture as well as finer details? Do you make objective, unbiased decisions based on facts? Do you keep an open mind? Are your decisions timely? Reasons:

2. Job and Rules Knowledge How well do you understand the concepts, techniques, requirements, etc., of your job? Do you keep up with the trends/changes in your field, as well as in your specific job area? Do you have a good working knowledge of the rules specific to your area? Reasons:

3. Planning and Organization Do you prioritize and plan work effectively? How organized are you? Are your files, records and key documents in order, up to date, and easily accessible by others? How good is your attention to detail? How quickly do you turn around documents which require a response? Do you return phone calls and emails promptly? Reasons:

4. Initiative How often do you demonstrate initiative to improve current systems? Do you take action without having to be asked? Do you offer solutions/options when you are presented with issues? Reasons:

5. Emotional Control/Energy Level How well do you handle crisis and emotional upset? Is your attitude/outlook/approach generally positive or are you prone to responding in a negative way? Can you sustain a high energy level as required by your job? Reasons:

Performance Review Policy 6. Relationship with Supervisor How well do you inform your supervisor of your progress and possible issues? How cooperative and supportive are you? Do you work through, rather than around, your supervisor? Reasons:

7. Relationship with Coworkers Do you get along with your fellow employees? Is there mutual respect between you and your coworkers? How well do you work as a team member? Reasons:

8. Confrontation Do you resolve conflicts directly, quickly and completely? Are you able to discuss unpleasant issues with courtesy and tact? How well do you take criticism? Reasons:

9. Verbal Communication How well do you come across one-on-one or in a meeting? Can you explain your points/ideas in a concise and succinct manner? Do you maintain sufficient (and natural) eye contact? Do you make sure your listeners have understood you? Are you approachable? Reasons:

10. Written Communication Is your writing clear, concise and well organized? Do you communicate accurately on paper? Is your grammar and usage correct? Are your documents proofread carefully? Does your writing reflect an appropriate personality? Reasons:

Performance Review Policy

APPENDIX D: EXAMPLE SKILLS DEVELOPMENT PLAN TEMPLATE

Employee Name ______Position ______

Review Date ______Supervisor ______

Follow-up Review Date ______

Skills Development Plan

1. Essential Function or Performance Factor:

Development Plan (Specific area(s) for improvement, timeline, change/results to be demonstrated, etc.):

2. Essential Function or Performance Factor:

Development Plan (Specific area(s) for improvement, timeline, change/results to be demonstrated, etc.):

3. Essential Function or Performance Factor:

Development Plan (Specific area(s) for improvement, timeline, change/results to be demonstrated, etc.):

Property Management Expenditures ** April totals are not accurate as the month has not been closed out. Expenditures April '21 Year to Date Annual Budget Remaining total 6102 Salaries Full Time $ 40,449.44 $ 161,112.41 $ 532,800 $ 371,687.59 6103 Salaries Part Time $ 4,457.41 $ 17,612.82 $ 98,004 $ 80,391.18 6105 Overtime Pay $ 431.01 $ 3,904.71 $ 10,000 $ 6,095.29 6162 Retirement Pera - County Share $ 3,212.98 $ 13,003.49 $ 46,650 $ 33,646.51 6172 Fica & Medicare - County Share $ 3,389.23 $ 13,612.90 $ 49,022 $ 35,409.10 6203 Telephone and Telegraph $ - $ 656.30 $ 4,600 $ 3,943.70 6248 Licenses $ 200.00 $ 665.00 $ 1,300 $ 635.00 6305 Repairs to Buildings $ 40,397.23 $ 219,095.65 $ 175,000 $ (44,095.65) 6332 Private Auto Mileage $ 127.00 $ 335.40 $ 500 $ 164.60 6334 Travel Expense - Meals - Lodging $ - $ - $ 800 $ 800.00 6412 General Operating Supplies $ 40.00 $ 8,718.24 $ 12,000 $ 3,281.76 6415 AED Supplies & Equipment $ - $ - $ 3,000 $ 3,000.00 6603 Furniture, Fixtures, etc. $ - $ 40,983.61 $ 3,000 $ (37,983.61) Building Maintenance Expenditures $ 92,704.30 $ 479,700.53 $ 936,676.00 $ 456,975.47 Carlton County Fair Booth 2021 August 19th – 22nd

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From: Peter Gould To: Shanny Hurst Cc: Dennis Genereau; Kathy Kortuem; Kevin DeVriendt Subject: COW Agenda item - IT Department staff replacement Date: Wednesday, April 28, 2021 10:35:42 AM

Shanny,

I would to add “IT Department staff replacement due to retirement and reorganization”

Thanks,

Peter Gould Carlton County IT Director [email protected] 218-384-9137 218-349-4948 Cell

More Information:

I would like to bring two options to the Finance Committee then the COW on May 4th for replacement staffing and reorganizing:

Option 1: Retirement of a TSS grade 160 1. Create a IT Analyst and Engineer at grade 170 – ( 160 Step 6 $33.20 to 170 Step 7 $35.41 difference $2.21 HR * $4,309 ) 2. Create a FTE Help Desk Position (instead of TSS) Grade 130 (TSS $33.20 - $26.49 = $6.71 * 1950 = $13,084.50 savings or half 3. If the PT Help Desk position is vacated – replace with a FT Help Desk position

$62,675 extra expense with Analyst at 170 plus +MCIS Level change $2,040 ($10,200 to $12,240 for entire year). Looking like around $500 for 2021 (email from Lyle) Note: It looks like $42,586.40 of the $62,685 additional cost is Health Insurance. The retiring employee is single coverage and a new hire may take family coverage. Since this is almost half way through the year would this cost be cut by .3 to .5 so is the cost more like $31,000 to this years’ budget or like $11,000 without looking at insurance.

Option 2: Retirement of a TSS grade 160 1. Create a IT Analyst and Engineer at grade 170 –160 ( 160 Step 6 $33.20 to 170 Step 7 $35.41 difference $2.21 HR * $4,309 ) 2. Create a FTE Help Desk Position (Instead of TSS) Grade 130 (TSS $33.20 - $26.49 = $6.71 * 1950 = $13,084.50 savings or half – 3. If the PT Help Desk position is vacated – replace with a PT Help Desk position – This would not add Insurance.

So, $4,309 increase subtract the downgraded position of from TSS to Helpdesk $13,084.50 = +$8,775 - $15,386 potential increase insurance = $6,611 + MCIS cost of $500 = $7,111 potential increase in IT Department 2021 budget Note: The increase in insurance from Individual $11,744 to family $27,180 makes this a potential increase cost in the 2021 budget.

More information:

Then we would like to create a IT Analyst and Engineer position that will focus more time on higher level complex tasks that need to be done. This could\may be filled internally. This could possibly then result in a Technical Support Specialist position opening that I would most likely fill with another Help Desk position located back at the courthouse.

So basically going from 6 FT and 1 PT staff 6.6 to 7 FT staff. From IT Director, IT Manager, 3 TSS, 1 ISS, Sr (PHHS), Helpdesk (PT) To IT Director, IT Manager, IT Analyst and Engineer, 1 TSS, 1 ISS, Sr. (PHHS), 2 Helpdesk (FT)

The help desk positions will be first staff out to help departments and most likely a first contact for daily support tickets. More complex requests\tickets\questions will be escalated to the rest of the IT staff.

We’ll also upgrade to a MCIS Support Level 3.

I believe this will create the technology support the county will need at this time.

The IT Department continues to add additional responsibilities to our list of items to manage. Some of which include: - The new Barnum Shop - The new City Hall building - The planning, construction, and operation of new Jail - The additional time supporting remote work. - The additional support of 180+ iPhone and iPads that we did not have a couple of years ago. - The additional laptops to support for remote workers - More questions for troubleshooting issues associated with AWS workers. - Currently, one IT Department employee is 100% remotely working, which leaves some onsite work to do - Cybersecurity, Phishing emails, Spam and training are always increasing - We need to take a more in-depth looking at managing the county firewalls - More technology to inventory - Supporting and maintaining a new Emergency Operations Center. - The IT Department needs to spend more time on Server, Network, and VPN log files for a variety of security reasons and BCA requirements. - Live streaming County Board meetings and other digital conferencing support. - Looking at new or upgraded county-wide phone upgrade. - And more

Work Completed April 1 - April 28, 2021 Highway Maintenance Operations 1. Continued snow and ice control on County roads. 2. Removed beaver dams and opened plugged pipes on County and Township roads. 3. Started beaver removal. 4. Bladed and maintained County and Township roads. 5. Started crack sealing County blacktop roads. 6. Started cleaning under guardrails to improve drainage along County roads. 7. Lowered driveway pipe and ditched on CSAH 21. 8. Started replacing driveway and approach pipes on CSAH 7. 9. Repaired RCP on CSAH 7. 10. Replaced centerline culvert on CSAH 23. 11. Repaired St. Louis River Trail and continued beaver trapping. 12. Assisted the Land Department with beaver dam removal on the Soo Line Trail. 13. Prepped Kettle River and Airport Pits for summer crushing. 14. Continued spring sweeping of County streets, intersections and bridge decks. 15. Continued cleaning catch basins on County bridges and roads with curb and gutter. 16. Finished hauling scrap and used culverts form the Barnum and Carlton shops. 17. Assisted with Covid-19 Vaccine Clinics. 18. Continued blacktop patching on County and Township roads. 19. Completed an all-day safety training for employees. Mechanics’ Duties 1. New conveyer and rollers on road sweeper 0675. 2. Trouble shot electrical problem on truck 0828. 3. Removing snow equipment. 4. Rebuild moboard and 2000-hour service on blade 1434. 5. Fix front axle oil leak and 2000-hour service on airport tractor 994. 6. Completed DOT inspection on 0670. 7. Completed service on 311 excavator 1678. 8. Removed wet kits from dump trucks, flushed, and put in storage. 9. Completed various repairs on equipment at landfill. 10. Completed various mechanical repairs on transportation pickups and misc. equipment. 11. Serviced other Carlton County department vehicles.