Loading...
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. 1 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. 2 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 8 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.) 10 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. 11 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. A N L9'0 %9' 1.8 L0'0- 8£'0 1.E'0 OO:ZZ 9U60 eulpaw VEMW A A 99' 1. %£'90 L Z0.0 8E'0 017'0 00: LZ 90/60 eulpaw 'K N A A EZ'0 %VI•ZI• 80'0 8E'0 9ti'0 00:60 ZZ/80 eulpaw Ki71A1 A A LS'Z %9'L£1. Z1.'0 8E'0 09'0 OO:LL EZ/LO eUlpaW V£bW A A 6Z'L %L'17171. LL'0 8£'0 99'0 00:01. ti0/80 eulpaw V£bW A A O L'Z %51171. 81•'0 8£'0 99'0 OO: LZ 90/L0 eulpalnl 17E171A1 A A 96'0 %0'051. 61•'0 8£'0 L9'0 00:£0 0£/80 eulpaw bEtiW A A Lb'I. %0'09L 61.'0 8£'0 L9.0 00:1.Z 61./80 eulpaw bEtiW A A 99'Z %VLLL LZ'0 8£'0 99'0 OO:LO ZZ/60 eulpaw 17£171A1 A A 68'Z %Z'ELZ CVO 8E'0 L8'0 00:90 LL/80 eUlpaW 17EMW A N 96' 1• %9'98 91;0- 61;1• CO' 1. 00:VO 61./80 sulpew ZVZW A A Z L'Z %0'80 L 60'0 61;1• 8Z' L 00:0Z 90/L0 eUlpaW ZbZW A A 8L' L %Z'60 L L L'0 6 L' L 0£' I. 00:LO 90/60 eUlpaW Zi7Z1A1 A A 8 L'£ %5'EZ L 8Z'0 6 L' L LV. V.I. 00:90 L L/80 eUlpaW ZtiZW A A 89.9 %9.8ZZ £5' L 61..1. ZL'Z 00: LO ZZ/60 eUlpaW ZVZW v d o o o. m n ai 3 n <D (sayoul) Ale3uleN (%) past deo wowed (QoW) eouepaeox3 (aJWmoo 1/1 pa;snfpd (IllM) /(ono a�JW I H) MOIL XBNI awl mold xe 1 ld W iunwwo Am � as;alN L LOZ/E/Z JeaA 6upop01/4 9LOZ - fuewwnS eouepaaox3 wei6ad I/1 S3O1A1 00 00 9ZI60 urS 0 0.00 q,Z160 • 00 �2'�60 pa M 00 6� 00 00' I 0 uoVA 6 9 W. si) = 9 L su - r v 9.0 0' 1. .. — — — - — - - — — 9' I- g v • oz 9z 0£ — -17t.ozne/Z6 6ulpua -91.OZ/9Z/6 0191.U/61./6 I 6ne JeaA wall 0L. uo paseq „Lb•L :Elebwe?:{ I pamolly>earl 1e101 i I I - _ _ o z 9-z 0.£ Ilelu!e?:1 APnoH Zi7ZVN1a31/1 6AV ZVZVNIG3W dead PemolIV Zi7ZVN143W quail l!suell LIT!M ZPZVNIa31A1 zvzvN1a3W aoj podeN II 000 000.0�g0 0 Z - 9 - ZI. �6 91. 9 l- 00.00 q,‘, Ig0 \eS ruL 0 . 0 01' V ..--r-I arN- urS 0 O .00 60' 00.00 LO�g I� J T 0'0 1.0 Z.0 - £.0 -1760Z/6£/Z6 6uipue fine Je0A 01. -960Z/9L/8 03 960Z/L/8 wa; „£9 uo paseq pamonv >lead £ Ilebwea le�ol Ile�u!e� Apn0H 17£VVNIa31A1 6AV 17CWNId31A1 >!ead pamolIV 17EWNId3W auall 4!suall LIMA 17£17VNIa3W nt'VN1a31A1ao1 PodeN II 170 E g-o v 9.0 L'0 - 9.0 6'0 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?