HomeMy Public PortalAbout04.18.2017 Special City Council Meeting PacketMEDINA
WORK SESSION AGENDA
MEDINA CITY COUNCIL
Tuesday, April 18, 2017
6:00 P.M.
Medina City Hall
2052 County Road 24
I. Call to Order
II. Succession Plan/10 Year Staffing Plan Discussion (20 minutes)
III. I & I Discussion (40 minutes)
IV. Adjourn
Posted 4.14.17
MEMORANDUM
TO: Medina City Council
FROM: Scott Johnson, City Administrator
DATE OF REPORT: April 10, 2017
DATE OF MEETING: April 18, 2017
SUBJECT: April 18, 2017 Work Session — 6:00 PM
Work Session 6:00 PM
10 Year Staffing and Succession Plan (20 Minutes)
Department Heads have put together an updated draft 10 Year Staffing Plan and Succession Plan
for City Council review and direction. Staff is tying our financial management plan projections
to the staffing plan. The plan is flexible and dependent on economic conditions, continuation of
the same level of services to residents, and staff workloads. All staffing changes are reviewed
yearly by the City Council during the budget process.
Inflow and Infiltration (I/I) Discussion (40 Minutes)
Inflow and Infiltration (I/I) is the excess flow of clear water into the City's sanitary sewer system.
• Inflow is when clear water from illegal connections of sump pumps, downspouts, and
foundation drains is channeled directly into sanitary sewer pipes.
• Infiltration is when groundwater seeps into sewer pipes via cracks or leaky joints.
Because the sanitary sewer system was not designed to handle this excess clear water, it becomes
overloaded during times of high groundwater or heavy rainfall. This can cause basement
flooding or bypassing of raw wastewater to local streams and lakes.
Public Works Director Steve Scherer and City Engineer Jim Stremel will update Council on
current I/I issues and projects that will need to be completed in the Lake Independence and
Hamel areas of the City in the near future. Staff is asking for discussion and direction on this
topic.
2017 Staff Needs Analysis and Succession Plan
Introduction
Medina Department Heads have been working to put together a staff needs analysis to determine
the needs of each department over the next ten years. A Succession Plan has also been included
with this document to prepare for possible retirements over the next five years. The plan is
flexible and dependent on economic conditions, continuation of the same level of service to
residents, and staff workloads. The report has been prepared to demonstrate the needs for
staffing resources over the next ten years. The plan acts as a road map for future staff additions.
The timelines are also flexible and any staff additions would be approved by the City Council
through our budget and recruitment processes.
The primary recommendations for staffing have been founded on evaluation of existing
conditions, projected levels of service (based on current service levels), and projected growth.
Budgetary conditions and desired service levels, including non -essential services yet determined,
will be determined by future City Councils. The proposed plan has been based on the
philosophy of the current City Council, which values a smaller staff that fulfills a wide variety of
roles in the organization. Discussions have been held with Department Heads to evaluate future
needs and the primary recommendations in this report are supported by the Departments.
The City of Medina's historical approach to staffing has involved recruiting and retaining highly
qualified, highly productive, dedicated employees to the workforce. Historical retention efforts
have included exceedingly competitive compensation, utilization of new technologies to provide
better efficiencies, and providing a quality work environment. Consultants have been used
frequently to assist staff and Council to achieve goals and meet demands for services. The result
of this strategy has allowed for a smaller team -oriented and efficient staff by comparison to
similar municipalities in the number of full-time equivalent (FTE) employees. The
recommendations outlined in this report incorporate the continuance of this historical strategy.
Administration (includes Clerk's Office and Finance)
The city administrative area consists of a City Administrator, Assistant City Administrator -City
Clerk, Finance Director, Accounting Technician, City Attorney, City Assessor, Building
Inspectors, Fire Marshal, and City Engineer. All positions are filled by city employees or
professional contracted services.
General responsibilities are as follows:
City Administrator — serves as the chief administrative officer for the city and oversees all city
departments, consultants, contracts, and day-to-day administrative operations of the city. Also
serves as Deputy City Clerk.
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Assistant City Administrator/City Clerk — provides administrative and project management
support to the City Administrator and oversees the city's elections, human resources,
IT/communications, licensing, recycling, city ordinances, etc. Also serves as the City Clerk.
City Attorney - provides legal counsel for city council and staff. The city contracts this service
with Kennedy & Graven.
City Assessor - views each parcel of real estate in the city to determine its market value. Also
determines the classification or use of each parcel. This information is the basis for property tax
assessments. The city contracts this service with Southwest Assessing.
Building Inspector — provides building plan review and approval as well as physically inspects
structures to ensure compliance with building permit specifications. The city contracts this
service with Metro West Inspection.
Fire Marshal - Medina is served by four volunteer fire departments. Most of these serve other
cities as well. Metro West Inspection is appointed as the Medina Fire Marshal.
City Engineer - provides a variety of civil engineering services including the review of land -use
plans and submittals involving engineering issues, public facility infrastructure design, and
transportation planning. The city contracts this service with WSB.
Financial Consultant — provides debt service, budget management, long-term planning, financial
oversight, and training. The city contracts this service with KDV. The consultant will come to
City Hall on an as -needed basis.
Finance Director — manages day-to-day finance operations, payroll, special assessments,
compliance reporting, and general fund accounting, quarterly reporting, tax reporting and filing,
cash management, benefit management, workers compensation and insurance policy
maintenance, capital asset management, and co -coordinates elections.
Accounting Technician — processes utility billing and maintenance, accounts payable and
receivable, general fund accounting, billing customer service, credit card payment management,
contract management, elections, and land -use management.
Police Transcriptionist/Finance Clerk — This position combines the Part-time Police
Transcriptionist position and the Part-time Finance Clerk position. The position assists the
Finance Department with utility billing, billing/receipts, and payroll. This position reports to the
Finance Director and Public Safety Director. As the City continues to grow, more accounts for
utilities will be prevalent, as well as payroll processing. A larger population and business
operations will also require more daily administration of general invoicing and collection of
receipts. The position is also responsible for organizing Celebration Day.
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Projected Changes for Staff/Support/Resources:
Part-time and Temporary Staff
Administration will utilize part-time and temporary staff as needed depending on administration
and finance department activity. The department intends to continue to do so in order to
maintain flexibility while reducing permanent costs. Part-time temporary staff will continue to
be utilized during election seasons to hire election judges and additional support staff to process
the increased volume of absentee ballots. When possible, the City will continue to make an effort
to hire student interns seeking degrees in Public Administration to further the profession.
Planning & Zoning
The Planning Department consists of a Planning Director, Associate Planner and shared
Administrative Assistant with the Public Works Department.
City Planner — Oversees day-to-day functions of the Planning department including
administration of zoning and subdivision ordinances and the comprehensive Plan. Manages land
use application review and development processes. Coordinates City's Geographical
Information Systems (GIS) and mapping activities. Acts as department head, responsible for
management of department personnel, coordination with consultants, and budgetary matters.
Associate Planner — Coordinates building permit process and code enforcement activities, and
assists with the processing of land use applications. Collects and reports City and agency (Met
Council, Department of Labor and Industry) fees. Provides customer service for general
planning/zoning matters. Conducts review of land use applications such as variances and
conditional use permits. Provides additional professional planning services including review of
subdivision and land -use applications
Administrative Assistant to Planning and Public Works — provides clerical and administrative
support through answering phones and counter traffic, and ordering supplies. Assists the
planning department with building permits, septic system inspection reports, packets, mailings,
and filing. Assists the Public Works Director with all yearly reports, bid process and agreements
with vendors. Also plans and coordinates City Clean-up Day.
Part-time and Temporary Staff
The Planning Department utilizes part-time and temporary staff as needed depending on building
and planning department activity. The department intends to continue to do so in order to
maintain flexibility while reducing permanent costs.
Projected Changes for Staff/Support/Resources:
Building and Planning Assistant
Currently, administrative staff is shared between Planning and Public Works. The Public Works
Department projects an increased need in administrative support which is proposed to be
accommodated by no longer sharing staff with Planning. At such time, the Planning Department
will need administrative support. Depending on building permit activity and other shifts in
staffing, alternative opportunities may arise to share staffing between departments.
Alternatively, a full-time staff member may be appropriate. In such case, the Planning
3
Department will reduce part-time and temporary staffing as well as consultant use in order to
reduce budget impacts.
Promote the City Planner to Planning Director (2017)
The City Planner has been leading the Planning & Zoning Department for a number of years
without the proper title. The title promotion is overdue. The position is currently and will
continue to be compensated at the Department Head level for this Department.
Public Safety
The Medina Police Department has organizational responsibility for all public safety activities in
the City, including police, fire and emergency preparedness.
Fire: The Public Safety Director serves as the City's primary liaison with volunteer fire
departments that serve Medina. City Code, Chapter 210, authorizes the City Council to contract
for fire protection services with other municipalities (Long Lake and Maple Plain) and volunteer
fire departments (Hamel and Loretto). The City Administrator and Public Safety Director
administer the contracts.
Emergency Preparedness: The City has an Emergency Operations Plan that details City policies
and procedures for responding to emergencies such as train derailment, airplane crash, epidemic,
terrorist attack, tornado, etc. The City is also part of the Lake Minnetonka Regional Emergency
Operations Plan, a joint powers agreement with other communities in the Lake Minnetonka area.
The Public Safety Director is the City's Director of Emergency Preparedness and is responsible
for overall direction and control of City resources in an emergency.
Structurally, the Police Department includes the Public Safety Director, City Prosecutor, Police
Sergeant, Police Investigator, Police Officers, Police Administrative Assistant, Transcriptionist,
Community Service Officers, and Police Reserves. The City Prosecutor is an attorney in private
practice whose services are contracted by the City. Police Reserves are non -paid positions. The
balance of positions in this department is paid positions, hired by the City.
General Public Safety responsibilities are as follows:
Public Safety Director/Police Chief - serves as department head performing executive and
administrative work to manage the daily administration of the police department and provide
leadership for the City's law enforcement, crime prevention, and community policing efforts.
Serves as City Emergency Management Director; and, staff liaison to coordinated fire services.
Police Sergeant - provides leadership and supervision to assigned officers and personnel, works
directly with citizens and staff to resolve problems/conflicts, performs all the essential duties and
responsibilities of a patrol officer and during the absence of the chief, the sergeant shall be
designated as the officer in charge of the Department.
4
Investigator - investigates assigned cases for prosecution or other clearance. This position
coordinates investigations, prepares and/or reviews investigative reports, and makes
presentations to the appropriate prosecuting attorney for appropriate charging action.
West Metro Drug Taskforce Investigator — works on a joint taskforce combined of Hennepin
County, Orono Police, West Hennepin Public Safety and Minnetrista Police Departments,
addressing the drug investigation in the western part of Hennepin County.
Administrative Assistant - performs non -supervisory administrative, secretarial, and clerical
work to assist the Police Chief with the department's daily administration. Processes a variety of
reports, related documents, and correspondence. Receives visitors at the front counter and on the
phone. This position serves as a confidential employee and currently holds the designation of
Terminal Agency Coordinator (TAC).
Police Transcriptionist/Finance Clerk - performs non -supervisory transcription duties and
clerical work to support and assist the administration of the police department. Processes a
variety of reports and related documents for the police department. This position serves as a
confidential employee. Provides back-up to the full time administrative assistant.
Six Patrol Officers - performs non -supervisory, patrol and police work in support of law
enforcement, crime detection/prevention and investigation, traffic control, emergency response,
and public assistance activities. Responsible for minimal administrative functions; assists with
some educational and safety programs in public schools; and provides law enforcement at
community functions. Majority of time is spent responding to calls to enforce laws and
patrolling to protect the property and serve the residents of the community.
City Prosecutor - prosecutes misdemeanors and gross misdemeanors on behalf of the City (Note:
the office of the Hennepin County Attorney prosecutes felonies). The city currently contracts
this service with Tallen & Baertschi.
Part-time Community Service Officer - enforce parking and other City ordinances, respond to
non -emergency calls, and participate in community and public education programs, such as
Operation ID, bicycle safety, and Neighborhood Watch.
Police Reserves — volunteers that assist police and community service officers with non -
emergency calls, represent the city and provide manpower for department or special details, such
as the Hamel Rodeo.
Projected Changes for Staff/Support/Resources:
Community Service Officer (Part-time 2019) — The new part-time position would be responsible
for general patrol of roads, community service activity, general administrative tasks and
responding to calls as needed. With the population growth in the city, the position will be
realizing more demands for services. Community service will become more vital in crime
prevention and awareness. General office administrative tasks will also become more prevalent
in response to the growth of the community and department.
5
Patrol Officers (Full-time 2020 and 2022) — Both positions would report to the Public Safety
Director and Sergeant. The positions will be responsible for general patrol of roads within the
city and responding to calls as needed. With the increase in residential population and likelihood
of increasing commercial and office suite construction, the department will have more areas to
patrol and respond to calls.
Public Works
The public works department consists of a Public Works Director, shared Administrative
Assistant with planning, a Public Works Foreman, two Public Works Maintenance Workers, one
Public Works Maintenance Worker/Water and Sewer Operator and one Public Works
Maintenance Worker/Field Inspector.
The public works department is in charge of all public facilities in Medina, including city roads,
parks/trails, sanitary sewers, storm sewers, water system (including wells, water distribution
networks, water treatment facilities, and water storage).
Public Works Director - directs the daily administrative, technical, and supervisory operation of
all public works functions that includes the Water and Wastewater Systems, Stormwater, Streets,
and Parks Departments.
Public Works Foreman - responsible for assigning/prioritizing daily work tasks to the Public
Works Department employees and the safe operation of the shop, as well as City infrastructure.
Performs supervisory, manual and skilled work to assist in maintenance tasks performed in all
public works areas and responds to emergency situations.
Maintenance Worker/Water and Sewer Operator - responsible for maintenance of municipal
water and wastewater systems and components, safety committee coordinator, operates a variety
of equipment, snow plows/sands, performs routine maintenance on City -owned
buildings/facilities, and responds to emergency situations.
Maintenance Worker - operates a variety of equipment, snow plows/sands, performs routine
maintenance on City -owned buildings/facilities, and responds to emergency situations.
Field Inspector/Maintenance Worker - Conducts field inspections of designated city projects,
operates a variety of equipment, snow plows/sands, performs routine maintenance on City -
owned buildings/facilities, and responds to emergency situations.
Projected Changes for Staff/Support/Resources:
Maintenance Worker (Part-time position 2017 increased to full time in 2020; Part-time position
in 2023 increased to full time in 2025) — The position will report directly to the Public Works
Foreman. Both positions will be responsible for assisting the Public Works Foreman and
existing street/utility maintenance crew in the street, water, sewer, and park functions. The
City's water utility continues to grow with housing and minimal commercial development.
Staffing will be needed to operate and maintain facilities and infrastructure. Roads, sidewalks
and trails will also continue to be constructed and turned over to the City through subdivision
6
development. Additional staff resources will be needed to maintain and replace the growing
infrastructure.
Lead Maintenance Worker (2018) — The position will be responsible for leading the maintenance
workers in the absence of the Public Works Foreman, along with making sure all maintenance
tools, vehicles/equipment, and safety gear are in place and in good working order. Operates a
variety of equipment, snow plows/sands, performs routine maintenance on City -owned
buildings/facilities, and responds to emergency situations.
Administrative Assistant to Public Works (2019) — The Administrative Assistant is proposed to
move to the Public Works office and will no longer be shared with Planning. In addition to
accounting for expected increases in workload, the time previously dedicated to Planning will
allow certain tasks to be completed by City staff rather than consultants.
7
Projected Changes for Staff/Support/Resources (dependent on economic conditions,
continuation of the same level of service to residents, and staff workloads):
Year
Position
FTE
2017
Maintenance Worker (Part-
time)
•5
2018
2019
Administrative Assistant to
Public Works
Community Service Officer
1
•5
2020
Maintenance Worker
Patrol Officer
.5
1
2021
2022
Patrol Officer
1
2023
Maintenance Worker (Part-
•5
time)
2024
2025
Maintenance Worker
.5
2026
Projected Additional FTEs
5.5
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SUCCESSION PLAN
PROBLEM IDENTIFICATION AND GAP ANALYSIS BY CITY FUNCTIONS
A
MAJOR
FUNCTIONS
C
CHANGES BY 2022
D
OTHER
METHODS
E
STAFF POSITIONS
F
# OF FTE
BUDGET
ED
G
# OF
RETIREMEN
TS IN 5
YEARS
Police
City growth; special
needs of aging
Joint powers
agreements;
Police Officers
6
0
population; inability to
partnering with
Police Sgt.
1
0
obtain part-time licenses
social services or
Public Safety Director
1
1
Fire Dept.
Investigators
2
0
Police
City growth; special
Technology, job
Police Administrative
1
1
Administrative
needs of aging
population
shares, part-time
positions
Assistant
Police Transcriptionist
0.5
0
Public Works
City growth; special
needs of aging
Joint powers
agreements;
Public Works Director
Public Works
1
0
population, needs of new
residents for roads,
trails, parks, etc.
public/private
partnerships,
part-time
positions
Foreman
Maintenance Workers
Water & Sewer
Operator
1
2
1
0
Field Inspector
1
0
1
0
Public
City growth, special
Technology, job
Administrative
1
1
Works/Planning
needs of aging
population, demands of
two growing
departments
shares
Assistant to Planning
Administrative
and Public Works
Planning and Zoning
City growth; special
Technology, job
City Planner
1
0
needs of aging
population
shares, part-time
positions
Associate Planner
1
0
Finance
City growth; special
Technology, job
Finance Director
1
0
needs of aging
population
shares, part-time
positions
Accounting
Technician
1
0
Finance Clerk
0.5
Administration
City growth; special
Technology, job
City Administrator
1
0
needs of aging
population
shares, part-time
positions
Assistant City
Administrator/City
1
0
Clerk
Totals
25
4
Highlighted Positions — Positions that may retire in the next 5 years based on years of
PERA Service
9
CHART OF CITY DEPARTMENTS and FUNCTIONS
CITY
DEPARTMENT
Public Works
SAMPLE FUNCTIONS
Street maintenance
Snowplowing
Water and Sewer operations
Park maintenance
Facility maintenance
Department management (budgeting,
planning, staffing, employee relations,
etc.)
TYPICAL JOB CLASSES
Public Works Director
Public Works Foreman
Maintenance Worker/Water
& Sewer Operator
Field Inspector/Maintenance
Worker
Maintenance Worker
Administrative Assistant
Police Department
Patrol
Criminal investigation
Records management
Property & evidence management
Department management (budgeting,
planning, staffing, employee relations,
Public Safety Director
Community Service Officer
Police Officer
Police Sergeant
Investigator
Administrative Assistant
etc.)
Transcriptionist
Finance
Accounts payable and receivable
Payroll
Utilities billing
Financial statements
Budgeting
Audit preparation
Department management (budgeting,
planning, staffing, employee relations,
etc.)
Finance Director/Treasurer
Accounting Technician
Finance Clerk
Administration
City Council liaison
Communications and media relations
City management (goal -setting,
staffing, legal compliance, risk
management, administrative policy
development, etc.)
Human Resource administration
Information Technology/Consultant
Election Administration
City Administrator
Assistant City
Administrator/City Clerk
Data Practices/Records Retention
Licensing
Department management (budgeting,
planning, staffing, employee relations,
etc.)
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Planning and Zoning
Plan review
City Planner
Building inspection
Associate City Planner
Code compliance
Administrative Assistant
Zoning
Long range planning (Comprehensive
Plan)
Department management (budgeting,
planning, staffing, employee relations,
etc.)
Conclusion
It is an honor and privilege to serve as the Medina City Administrator and to provide the staff
Needs Analysis and Succession Plan Report. The report reflects the historical staffing
philosophy which values a smaller staff that fulfills a wide variety of roles in the organization. I
am confident the proposed plan will provide the staffing levels necessary to provide the customer
service levels expected in our community and to also be good stewards of our tax levy. I request
your acceptance of the report and understand that implementation of the recommendations may
be influenced by the economy and other unexpected variables.
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Staff Needs Budget Analysis
2017 Add Part -Time Maintenance
2019 Admin Asst to Full-time in PW (currently 65%)*
2019 Add Part-time CSO
2020 Add Full-time Police Officer
2020 Part-time Maintenance to Full-time
2022 Add Full-time Police Officer
2023 Add Part-time Maintenance
2025 Part-time Maintenance to Full-time
Salaries
20,800.00
21,889.00
14,560.00
51,043.00
47,736.00
51,043.00
20,800.00
47,736.00
Benefits
$
Already Provided
30,000.00
30,000.00
30,000.00
30,000.00
$ 207,071.00
$ 90,000.00
Budget Implications
Salaries
Benefits
Possible Budget Impact
2017
2019
2020
2022
2023
2024
2025
20,800.00
36,449.00
77,979.00
51,043.00
20,800.00
$26,936.00
$ -
$ -
$ 60,000.00
$ 30,000.00
$ -
$ -
$ 30,000.00
20,800.00
36,449.00
137,979.00
81,043.00
20,800.00
56,936.00
$ 207,071.00
$ 90,000.00 $
*This will be a $21,889 savings in planning - but possibly kept in the budget for admin services in planning
276,271.00
MEMORANDUM
TO:
FROM:
DATE:
MEETING:
SUBJECT:
City Council, through City Administrator Scott Johnson
Steve Scherer, Public Works Director
April 12, 2017
April 18, 2017
Inflow and Infiltration (I/I) Discussion for Work Session
History: On February 28, 2017, the Metropolitan Council sent letters to the City
of Medina informing us of several exceedances we had in two of our sewer
systems in the last half of 2017. I have attached a copy of this letter for your
review. You will see the largest of the exceedances occurred on 9/22/16 with over
6.5 inches of rain. The exceedances are measured at two separate MCES meters.
MCES meter #434 in Maple Plain measures the Independence Beach area, along
with the City of Independence and Greenfield. MCES meter #242 meters the entire
Hamel system Metropolitan Urban Service Area (MUSA) area. The surcharges are
broken down between the two meter sheds as follows: Meter #242 Hamel system
fee is $517,830 and Meter #434 Maple Plain system fee is $181,030.
Appeal Process: During the time period of the exceedances for meter #242 we
had lift station flooding, along with some illegal connections in the unfinished
construction sites in the Hamel system. WSB is calculating how the possible flows
might have entered the system through these areas. Met Council will review and
the City will likely see some reduction in our surcharge for these corrections.
The City of Independence has also found problems with an underground driller
contractor going through a sewer pipe in a wetland area and will also be writing an
appeal for a portion of meter #434.
Surcharge: The surcharge gives us the option of paying the fine or creating a
work plan to address the I/I issues. We have three years to spend the money on the
system. This includes metering and studies to help locate the problems.
Moving forward: Our first plan of action has already begun for I/I. We are
currently metering the trunk lines from the different areas in the City to try to
locate the regional area of the source or sources of the I/I. From there we work
backwards with more metering and inspecting. We are also doing sump pump
inspections in areas where we are witnessing increases at our lift stations during
rain events. (I have attached the brochure that we are sending out with the
inspection letters.)
Page 1 of 1
Funding: Currently the sewer operating budget has a balance of approximately
$1.8 million. This balance has been accumulating over many years in anticipation
of work needing to be done at some point. Staff will also be exploring any grants
that may be available as we move through the process. So the bad news is we are
looking at a large surcharge; the good news is we are financially prepared to deal
with the issues as we find them.
Staff Recommendations: Staff recommends moving forward with the appeal
process to reduce as much of the surcharge as possible, along with continuing our
metering, inspections, and any other BMP' S we feel necessary to locate and repair
sources of our I/I. Staff will also keep Council updated as we progress through this
process.
Page 2 of 2
February 28, 2017
Steve Scherer
Public Works Director
City of Medina
2052 County Road 24
Medina, MN 55340
RE: Ongoing Inflow/Infiltration (1/1) Program
Excessive Flow and Work Plan Assignment
Dear Mr. Scherer:
Metropolitan Council Environmental Services (MCES) established the maximum allowable peak hourly flow (I/1
Goal) of wastewater from each metershed in your community and monitored the regional system during the 1/I
Program monitoring period from July 1 through December 31, 2016. At least one peak flow event occurred in
your community during the monitoring period that exceeded the I/I Goal. MCES verified the following peak
hourly flow(s) discharged from your community in million gallons per day (mgd):
Metershed
Peak Flow
1/1 Goal
Excessive Flow
M 242
2.72
1.19
1.23
M434
0.81
0.38
0.43
The work plan assignment is based on the total excessive flow of 1.66 mgd, at the value of $698,860. Previous
exceedances and flow allowances were used to calculate this value, which reflects the minimum investment
into I/1 reduction that MCES expects your community to complete. Please see the attached program summary
and exceedance information for more details.
To complete the work plan assignment, your community may complete eligible I/1 mitigation projects that may
be credited against the work plan value. Projects may occur during the mitigation period of 2018-2021 or
during the look -back period of 2016-2017. MCES makes no representation that the work plan assignment will
be enough to completely mitigate excessive 1/1 from your community.
If you have any questions or need more information, please contact Marcus Bush at 651.602.1166 or
Marcus. Bush(a�metc.state.mn.us. Details of work plans, eligible projects, and appeals are included in the
Ongoing I/1 Program Manual. Appeals must be submitted in writing within 60 days of this letter.
Sincerely,
Bryce Pickart
Assistant General Manager, Technical Services
cc: Erin Barnhart, Finance Director, Medina
Katie Rodriguez, Metropolitan Council Member, District 1
Jeannine Clancy, Manager, Environmental Services Community Programs
Marcus Bush, Principal Engineer, Environmental Services
390 Robert Street North I Saint Paul, MN 55101-1805
P.651.602.1000 TTY. 651.291.0904 I metrocouncil.org
c: ual Opportut ty Finp,'oy, r
METROPOLITAN
COUNCIL
MCES I/1 Program Summary
City of Medina
2/15/2017
Planned Mitigation
Completed Credits
Projected Year
End Balance
Year
I/I Goal
(sum in mgd)
Excessive I/1
(mgd)
Work Plan
Assignment
Public
Investigation
Private
Public Investigation Private
2011
1.58
-
$
-
$ - $
-
$ - $ - $ -
$ -
2012
1.58
0.85
$
-
$ - $
-
$ - $ - $ -
$ -
2013
1.49
0.25
$ -
$
-
$ - $
-
$ 1,203 $ - $ 81,863
$ (83,066)
2014
1.50
-
$ -
$
-
$ - $
-
$ - $ - $ 25,020
$ (108,086)
2015
1.57
-
$ 103,750
$
-
$ - $
-
$ - $ - $ -
$ -
2016
1.57
1.66
$ -
$
-
$ - $
-
$ - $ - $ -
$ -
2017
1.69
-
$ -
$
-
$ - $
-
$ - $ - $ -
$ -
2018
-
-
$ 698,860
$
-
$ - $
-
$ - $ - $ -
$ 698,860
Total
$ 802,610
$ 1,203 $ - $ 106,883
Total Work Plan Assignments $ 802,610
Completed Work $ 108,086
Work Credit Submittal Needed for Year #N/A
Remaining WP balance $ 698,860
Work Plan Deadline End of 2021
Notes:
Excessive flows shown on year the monitoring period began. Example: June 2014 occurred during the monitoring that began in 2013.
Work Plan assignments begin two years after the monitoring period that included an excessive flow.
Appeal granted for 2012 peak flow event; no work plan assigned.
Appeal granted for 2013 peak flow event at M232. Work Plan is only M434 exceedance.
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AVOID SEWER BACKUPS AND
WET BASEMENTS
Do NOT Flush
1. Diapers
2. Baby or Toddler Wipes
3. Sanitary Napkins
4. Cleaning & Mopping Wipes
5. Paper Towels
6. String or Dental Floss
7. Fats, Oils, Grease, Antifreeze
8. Large Clumps of Hair
DO
1. Redirect your sump pump to
a safe location outside of the
home or building to a porous
location such as a yard or
garden.
2. See Something — Say
Something! The longer
problems occur the more
costly they are to fix, which is
passed on in the form of
raised rates or penalties.
NOTICE SOMETHING, OR HAVE
A QUESTION?
Call Steve Scherer, Public Works
Director, at 763-473-8842 during
regular business hours with any
information or questions you may
have.
If it is determined that the sewer
backup is in your private service line,
you will want to make arrangements
with a local plumbing or sewer
contractor.
Regardless of where the blockage is,
the main or private service line,
notify your insurance agent of the
sewer backup to see if the claim is
covered.
Clean the entire contaminated area
in a safe and professional manner. It
is a good idea to contact a reputable
company that is experienced in
cleaning up after sewer backups.
PROTECTING
OUR
WASTEWATER
SYSTEMS &
ENVIRONMENT
MEDIIII ►
Medina City Hall
2052 County Road 24
Medina, MN 55340
Phone: 763-473-4643
Fax: 763-473-9359
SANITARY & STORM
SEWER
Sanitary Sewer is a collection
system that carries sewage
from businesses and homes to
a wastewater treatment plant
where it is treated and
discharged to the
environment. This is
monitored by the Minnesota
Pollution Control Agency as
well as the U.S. Environmental
Protection Agency.
Storm Sewer is a system that
carries rainfall runoff and
other natural drainages to a
preferred location in the
environment that is less likely
to cause flooding or other
environmental issues. Similar
to the sanitary sewer permits,
storm sewer is also monitored
by the Minnesota Pollution
Control Agency.
SUMP PUMPS
A Sump Pump is a mechanical
device usually located in the
lowest point of the home to
assist in removing water that
naturally builds up from the
foundation. With the assistance
of a proper drain discharge
pipe, the water is redirected
outside of the property to a
porous location such as a yard
or garden.
It is illegal to connect your
sump pump to a drain or sink in
your home. If the water from a
sump pump enters the sanitary
sewer, the system can easily
reach over -capacity, causing
sewer backups and the release
of raw sewage to the
environment. The health and
safety issues, as well as the cost
of cleaning up sewer backups
and treating clear water, is
extensive in these situations.
INFLOW &
INFILTRATION
Inflow occurs when rainwater
is misdirected into the sanitary
sewer system instead of storm
sewers. As much as 40 percent
of inflow comes from rain
leaders and sump pumps that
are improperly connected to
the sanitary sewer system. The
remedy for inflow is to remove
improper connections to the
sanitary sewer system.
Infiltration occurs when
ground water seeps into the
sanitary sewer system through
cracks or leaks in sewer pipes.
The cracks or leaks may be
caused by age related
deterioration, loose joints,
damage or root infiltration.
The remedy for infiltration is
repairing or replacing the
leaking infrastructure.
INFLOW Et INFILTRATION (I/I)
City Council Work Session
April 18, 2017
C.A T -Y O
MEDINA
What is I/I?
s INFLOW (private) is clear water from illegal
connections such as sump pumps,
downspouts, and foundation drains to sanitary
sewer pipes
• INFLOW (public) can also occur from cross
connections to storm sewer systems and faulty
manhole lids or castings
• INFILTRATION is groundwater seepage into
sanitary sewer pipes and manholes
What is I/I?
fr-L)„,
(-N-r
•
c
Maim, npc hq 1,hp Cit,'
Maiefaeeed hY [he Homeowner
What is the concern?
Sanitary sewer systems not sized to handle
excess clear water
• Clear water in the system must then be treated,
which is costly
• Can cause basement flooding or bypass to
local streams and lakes
What is the concern?
Metropolitan Council Environmental Services
(MCES) has identified Medina as a contributor of
excess I/I
• Metering of City flows into system
• City responsible for surcharge costs or
system improvements
w February 28th excessive flow and work plan
assignment
M242: $517,830, M434: $181,030
Identifying I/I
• Sump pump inspections
• Manhole & clean out inspections
• Smoke testing
• Dye testing
• Metering
• Televising
Correcting I/I Issues
• Replacement of aging infrastructure
• Sewer main and service lining
• Replacing/securing manhole/CO covers
• Public outreach on sump pump connections
• Disconnection of improper connections
• City design standards
• Point of sale (POS) requirements
Correcting I/I Issues
City work plan required by MCES
• Appeal flow amounts
• Work with Independence/Greenfield
• Pipe lining project in TH 116 area
• Sump pump inspections (Wild Meadows)
• Strategic metering (in -progress)
• Project timeline 2018-2021
Questions?