3. Review Draft 2012 Budget � Special Meeting,2012 Budget
Tuesday,August 30,2011
Suggested discussion topics:
l. Position descriptions(mailed 8/26/11)
a. FT Maintenance Superintendent
b. PT Building Official
2. Estimate of budget impacts, FT Maintenance Sup. and PT or Contractual Building
Official (handout)
3. Health insurance (handout)
4. Any other personal service/ staffing issues
5. Sewer systems operations and permitting(handout)
a. Uptown Wastewater System Master Plan implementation
� 6. Capital Projects
7.
8.
9.
10.
Topics for next meeting(s):
� Wednesday, September 7 (Special Meeting)
• Tuesday, September 13 (Regular Work Session Meeting)
Action items (no later than September 13):
• Resolution setting maximum property tax levy
• Motion setting date for public meeting on levy and budget Possible dates:
o Tuesday,November 29 (special meeting)
� o Tuesday, December 13 (regular work session)
o Or other date between November 26 and December 27
h �
C� ` �
. � � �
c�C� �..
�
SC�►NDIA
Memo �
To: Mayor and City Council
From: Anne Hurlburt,City Administrator
Date: August 26,2011 for Special Meeting of August 30,2011
Re: Draft Position Descriptions,FT Maintenance Superintendent
and PT Building and Code Enforcement Official
As requested at the August 23 meeting,I have drafted 2 job descriptions for discussion at the August
30 meeting,which are attached. Here are some notes to consider as you review them:
FT Maintenance Superintendent
The starting place for this position description was the relevant parts of the current Building OfficiaU
Maintenance Supervisor description, supplemented with information from a sample description for a
Public Works Superintendent- Streets position for another city,and then modified to fit some of the
unique requirements for Scandia. For example,the current description does not include policy
development as a primary objecrive and neither did the sample. Based on previous Council discussion
it has been included in the draft.
At the last meeting,the Council appeared to have some disagreement over whether this should be a
full-time or part-time position. Given the wide range of responsibilities in the draft description,it
should be a full-time job. If not,the job duties would nced to be significantly reduced. The
description is for a department head position that is similar to the public works superintendent position
described in the League of Minnesota Cities salary survey. There is survey data for this position in
Tab#6 of your budget notebooks.
Once the Council agrees on the responsibilities of the job,you should specifically discuss the
minimum qualifications. It might be easier to find candidates for the position who have good
experience with roads(Scandia's primary infrastructure need)if we are more flexible on the sewer and
water certifications.As drafted,the Class E water operator certificate would be a minimum
requirement. T'hat may or may not be necessary if we can get one or both of the FT Maintenance
Workers to qualify(which we will work on this fall.) One option would be to require that the
Superintendent obtain the certificate within a specific period of starting the job. The SSTS Provider
certification is not listed as a minimum requirement,but there would be an expectarion that they
would obtain one within the first year. It will not be immediately needed,as we will continue to
contract in 2012. But if someone takes training in 2012,it might be possible for the city to manage the
sewer systems in 2013.
� { �
8/26/2011
Page 2 of 2
Another issue for discussion is the type of driver's license should be required. A class"A"is only
required if the superintendent would be required to drive the large snowplows. Otherwise a class"D"
may be adequate. The city can hire qualified temporary snow plow drivers at a much lower cost than
requiring the Superintendent to do that work.
PT Building and Code Enforcement Official
This is essentially the same job description that was in effect until the current full-time position was
modified to include maintenance responsibilities last year. The only edits that have been made are in
the"status"section and to add item 9 on page 2 concerning responsibilities relating to Ordinance No.
120 concerning dogs,which went into effect last year. I also deleted a reference to budget
responsibilities.
The"status"section now shows that this would be a part-time,20 per hour week position,with
flexible working hours depending upon the season and work load. It would be an hourly,not salaried
position and FLSA Non-Exempt(eligible for overtime compensation if working more than 40 hours
per week,which is not likely to occur in a 20-hour position.)
A 20-hour per week employee is not eligible for health care and other insurance benefits. The only
benefit would be the employer's contribution to PERA.
I believe that 20 hours per week is the minimum necessary to accomplish most of the responsibilities
of this job description. The limited availability of a part-time employee will still result in some of the
work falling on other staff(primarily the Administrator)and consultants(Planning and Legal)and the
public would experience a reduced level of service.
The text of the document has been highlighted in red to show the essential functions that go beyond
building code enforcement. These are the functions that would have to be performed by staffor
consultants if not included in this job description. It is unlikely that they would be in included in the
responsibilities of a contractual building official. The contractors are generally paid a percentage of
building permit and plan check fees. It would be very difficult to find a way to compensate them for
these other functions,even if they were willing and qualified to perform them.
With a 20-hour per week schedule, I would expect the work schedule to be 2 'h days per week,or
perhaps 3 days one week and 2 the second week of a 2-week pay period. During the winter months,
hours might be reduced and then increased in the spring when activity levels increase. The schedule
would need to be somewhat flexible as it may be difficult to find a qualified person who would not
also need to maintain some other employment in addition to this part-time job.
Attachments:
• Draft Position Description,FT Maintenance Superintendent
• Draft Position Description,PT Building and Code Enforcement Official
► ,
Draft, August 26, 2011
City of Scandia, Minnesota
POSITION DESCRIPTION
TITLE: MAINTENANCE SUPERINTENDENT
STATUS: Full-time (40-hours/week) regular position
Normal working hours per personnel policy
FLSA Exempt
REPORTS TO: City Administrator
City Council
PRIMARY OBJECTIVES: Provide oversight and work direction for maintenance
personnel and contractors to ensure that all city infrastructure (including roads, street
lights, drainage systems, sewer and water) and facilities (including parks and public
buildings) are operated and maintained in good condition. Draft and recommend
policies and participate in long-range planning for all areas of responsibility.
ESSENTIAL FUNCTIONS:
1. Coordinate, schedule and participate in activities of maintenance personnel.
2. Assign personnel for emergency repairs and activities.
3. Perform and/or oversee preventative and corrective maintenance services on all
equipment, vehicles and facilities.
4. Oversee contractors performing maintenance activities and projects.
5. Keep records of all maintenance activities.
6. Coordinate maintenance and construction projects with the City Engineer and
ensure that that all engineering standards and best practices are met.
7. Draft and recommend policies for all maintenance functions including but not
limited to snow and ice control, pavement management, street signs and utility
system operations.
8. Recommend and administer the budget for the Public Works Department.
9. Develop specifications and make recommendations for purchase of equipment
and vehicles. Purchase all supplies and materials needed for effective
operations.
10.Provide recommendations for the capital improvement plan concerning needs for
infrastructure, city facilities and equipment purchases and replacements.
11.Maintain a high level of safety practices through coordination of safety programs
and policies and regular inspections of facilities and equipment.
12.Ensure and document that employees receive appropriate training.
13.Coordinate activities with other city departments and other agencies and
jurisdictions, such as the state and county highway departments and watershed
districts.
Page 1 of 3
Printed 8/26/2011
. �
14.Answer questions and complaints. Prioritize and respond in an appropriate
manner to service requests.
15.Supenrise public works staff in accordance with the city's personnel policies.
Maintain discipline and make recommendations concerning hiring and other
personnet actions.
16.Prepare reports to the City Administrator and the City Council.
17.Perform other duties as assigned.
KNOWLEDGE, SKILLS AND ABILITIES:
1. General knowledge of road construction and maintenance practices.
2. General knowledge of building and grounds maintenance practices.
3. General knowledge of tools and equipment used to perform maintenance
responsibilities.
4. Mechanical aptitude.
5. Knowledge of subsurFace sewage treatment systems and small water systems.
6. Ability to perform, plan, prioritize and coordinate work responsibilities and
effectively utilize time, equipment, materials and personnel.
7. Skill in handling customer complaints and general information requests through
phone and/or personal contacts.
8. Basic skill level with personal computers and Microsoft Word and Excel
spreadsheet software.
9. Ability to develop and maintain effective working relationships with a wide variety
of City personnel and the general public.
10.Ability to occasionally attend meetings or respond to emergencies on weekday
evenings and/or weekends.
11.Ability to deal discreetly with confidential information.
12.Ability to communicate effectively both orally and in writing.
13.Ability to do some lifting, bending, climbing, reaching, overhead pushing and
pulling.
EXAMPLES OF PERFORMANCE CRITERIA:
1. Infrastructure and facilities are maintained according to adopted policies.
2. Makes sound policy and budget recommendations.
3. Requirements of state laws, local ordinances and city policies are met.
4. Records are accurate, current and efficiently maintained with information readily
available, and reported in a timely manner.
5. Preparation of required and requested materials and reports is timely, thorough,
and complete.
6. Public contacts are courteous and businesslike and the information provided is
accurate and timely.
7. Develops a positive relationship with residents, contractors and others.
8. Performs assigned tasks with minimum direct supervision.
9. Maintenance workers perform as a team to accomplish objectives.
10.Equipment and labor are utilized appropriately, effectively and safely.
Page 2 of 3
Printed 8/26/2011
4 �
11.Expenditures are within budgetary limits.
12.Keeps supervisor informed of all significant matters he/she must know to perform
his/her responsibilities effectively.
MINIMUM QUALIFICATIONS:
1. Graduation from high school or GED equivalent required.
2. Minimum of five years of progressively responsible experience in construction
and maintenance methods, materials and equipment as employed in road,
drainage and other public works projects.
3. Minimum of three years experience supervising employees.
4. Experience with building and grounds maintenance.
5. Experience in work safety standards and implementation of OSHA regulations
6. Valid Minnesota Class E Water Supply system Operator certificate is required.
7. Valid Minnesota Subsurface Sewage Treatment Provider certification or ability to
obtain that certification within one year.
8. Valid Minnesota Class "A" driver's license and good driving record.
SUPERVISION OF OTHERS:
1. Maintenance Worker, Full-Time (2)
2. Maintenance Worker(s), Seasonal (Winter/Summer)
3. Some direction may be provided to office support personnel.
Page 3 of 3
Printed 8/26/2011
Draft, August 26, 2011
City of Scandia, Minnesota
POSITION DESCRIPTION
TITLE: BUILDING AND CODE ENFORCEMENT OFFICIAL
STATUS: Part--time (20-hours/week) regular position
Flexible working hours depending upon season and work
load
FLSA Non-Exempt
REPORTS TO: City Administrator
City Council
PRIMARY OBJECTIVE: Administer and enforce codes and regulations relating to
building construction, remodeling, zoning, subdivision, land development and property
maintenance.
ESSENTIAL FUNCTIONS:
1. Serve as the Building Official as defined by the Minnesota state building codes,
including but not limited to reviewing and approving building construction plans,
Issuing permits, conducting inspections, issuing correction and stop work orders,
issuing certificates of occupancy, maintaining records, and recommending fee
schedules.
2. Serve as the primary contact for the public regarding the Building Code and local
codes and ordinances, including providing advice to applicants on approval
processes and permitting requirements, and receiving and reviewing application
materials.
3. Explain, interpret and provide guidance on all applicable codes to architects,
engineers, contractors, developers, residents and others as necessary.
4. Coordinate application review and permit issuance with other governmental
agencies (state, county, watersheds, and adjacent municipalities), city staff and
consultants.
5. Provide technical advice and recommendations to staff, advisory bodies and the
City Council as requested.
6. Monitor construction sites and developments for compliance with erosion control
measures, tree preservation, conservation easements, architectural controls and
other performance standards, as applicable.
7. Monitor conditions of approval, development agreements and financial
guarantees for all zoning permits, subdivisions and mining permits.
8. Receive, investigate and document complaints regarding property maintenance,
construction and other land-use activities.
Page 1 of 3
Printed 8/26/2011
9. Enforce and monitor requirements for potentially dangerous dogs and registration
of dangerous dogs as provided by local ordinance.
10.Coordinate enforcement actions with city staff(administrator, attorney, engineer,
police department) and other agencies. Testify in criminal and civil matters as
needed.
11.Prepare reports regarding permitting, inspection and enforcement functions.
12.Develop and maintain application forms, checklists and other materials to inform
the public about code requirements and procedures.
13.Perform other duties as assigned.
KNOWLEDGE, SKILLS AND ABILITIES:
1. Thorough knowledge of building, plumbing, accessibility, mechanical and general
construction codes.
2. Knowledge of applicable federal, state and local laws.
3. Considerable knowledge of building design, construction and contracting
practices, including carpentry, concrete and cement and plumbing; knowledge of
zoning and subdivision regulations, inspection methods and enforcement.
4. Ability to develop and maintain an accurate understanding of the City's
Comprehensive Plan, Zoning Ordinances, Subdivision Regulations and other city
codes.
5. Skill in evaluating the quality and value of construction and remodeling projects.
6. Mathematical skills as applied to building construction principles.
7. Skill in handling customer complaints and general information requests regarding
codes through phone and/or personal contacts.
8. Basic skill level with personal computers and Microsoft Word and Excel
spreadsheet software. Ability to learn and use other software as required.
9. Ability to develop and maintain effective working relationships with a wide variety
of City personnel and the general public.
10.Ability to occasionally attend meetings or perform inspection activities on
weekday evenings and/or weekends.
11.Ability to deal discreetly with confidential information.
12.Ability to prioritize work responsibilities and effectively utilize time.
13.Ability to communicate effectively both orally and in writing.
EXAMPLES OF PERFORMANCE CRITERIA:
1. Ensures that all permits issued meet requirements of state and local codes and
ordinances.
2. Permits are issued and inspections are performed in a timely manner.
3. Requirements of state laws, local ordinances and city policies are met.
4. Records are accurate, current and efficiently maintained with information readily
available, and reported in a timely manner.
5. Preparation of required and requested materials and reports is timely, thorough,
and complete.
Page 2 of 3
Printed 8/26/2011
6. Public contacts are courteous and businesslike and the information provided is
accurate and timely.
7. Develops a positive relationship with residents, contractors and others.
8. Performs assigned tasks with minimum direct supervision.
9. Keeps supervisor informed of all significant matters he/she must know to perform
his/her responsibilities effectively.
MINIMUM QUALIFICATIONS:
1. Completion of formal recognized course work in building inspection technology
and administration or equivalent.
2. Certification as a Building Official by State of Minnesota is required.
3. Certification as Building Inspector and Plans Examiner by I.C.C. or equivalent
credentials is desirable.
4. Must be capable of safely performing physical actions necessary to conduct
inspections at, above or below ground level of construction sites.
5. Four years of responsible experience in construction inspection, preferably in a
municipal government setting, or equivalent education and training.
6. Valid Minnesota Class "D" driver's license.
SUPERVISION OF OTHERS:
1. Some direction may be provided to office support personnel.
Page 3 of 3
Printed 8/26/2011
. ' =Y �i
� � ��
�� � � '�--��
l,� .�� !�_.1'+�. ��
Memo
SC����►�NI)�C�.
To: Mayor and City Council
From: Anne Hurlburt,City Administrator
Date: August 29,2011 for Special Meeting of August 30,2011
Re: Estimate of Budget Impacts,FT Maintenance Superintendent and PT or
Contractual Building Official
T'he attached chart estimates the change in the 2012 operating budget from 1)the addition of a FT
Maintenance Superintendent position and 2)the options of either a PT Building Official or
Contractual Building Official.
The chart estimates that a PT Building Official would cost less than contracting the position,primarily
� because of two major assumptions. First,it is my hope that by making the position part-time that the
city could potentially retain our current employee. This would have significant ad�antages for
providing good service to the community,plus it could significantly reduce the city's potential liability
for unemployment compensation. However,this may not be possible and will not be in the city's
control.
Second,if the position is part-time,there could still be enough time for the employee to handle some
of the code enforcement,zoning information requests,developmenbpernut monitoring,mining
inspections,etc.that would be difficult to include in a contractual agreement with a building inspector.
Therefore,the cost of additional contractual services(legal,planning)would be significantly less with
a part-time employee.
Assumptions included in this chart are:
• Salary and benefits for the FT Maintenance Superintendent are based on a salary of$65,000
per year(middle of LMC survey range)and the employee taking family health coverage.
• PT Building Official salary and benefits are based on the current employee's hourly rate
($33.65.) The League survey does not include any data for PT building officials.
• Unemployment compensation is based on the current salary,for up to one year(maximum
liability.)
• Legal and Planning Services—based on estimates in June 9,2011 memo. Estimates reduced
by 50%if part time vs. contractual building official.
• Employee training—add$1,000 for training for sewer service provider training. If contractual
� building official,deduct training budgeted($500)for current staffposition.
8/29/2011
Page 2 of 2
• Telephona---add cell phone for FT Maintenance Superintendent. If contractual building �
official,deduct cost of cell phone.
• Miscellaneous contractual-70%of building permit fees and 100%plan check fees. Actual
%of total fees for 2010 applied to 2012 budget estimate of$40,000 in total fees.
Conservative estimate of permit fees;will be more if fees are higher.
• Furniture and fixtures—add$1,000 to equip office for FT Maintenance Superintendent.
• Office equipment add$2,000 for computer&other office equipment for FT Maintenance
Superintendent. If contractual building official,may be able to reuse current computer(so
budget is$1,000 less.)
�
�
4
� � �
Estimate of Budget Impacts 29-Aug-11 •
FT Maintenance Superintendent and Part Time or Contractual Building Official
Option 1: Part-Time Building Official Option 2: Contractual Building Official
Add Deduct Net Add Deduct Net
Personal Services
FT Building Official/Maint.Supv. Salary& Benefits -$88,033 -$88,033
FT Maintenance Superintendent Salary& Benefits $91,392 $91,392
PT Building Official Salary& Benefits $40,210
Unemployment Compensation $30,000
$131,602 -$88,033 $43,569 $121,392 -$88,033 $33,358
Contractual Services
Legal Services $4,320 $8,640
Planning Services $11,544 $23,088
Employee Training $1,000 $1,000 -$500
Dues and Subscriptions -$250
Telephone $700 $700 -$700
Misc. Contractual (Building Official) $30,294
$17,564 $0 $17,564 $63,722 -$1,450 $62,272
Capital Outlay
Furniture and Fixtures $1,000 $1,000
Office Equipment $2,000 $1,000
$3,000 $0 $3,000 $2,000 -$1,450 $550
Total $152,166 -$88,033 $64,133 $187,114 -$90,933 $96,181
�e
� �
'�` �,� /) i
� �/ �.--��.
�� (� �
t, l.J� .� .._.�.
�
Memo
SC.A�ITDI��.
To: Mayor and City Council
From: Anne Hurlburt,City Administrator
Date: August 29,2011 for Special Council Meeting of August 30,2011
Re: Health Insurance Benefits
The draft 2012 budget includes an assumption that the city's share of the cost of employee health
insurance benefits would increase by 10%from 2011 to 2012. The assumption was that the city could
avoid increases similar to those experienced during the last several years by seeking quotes outside the
SW/WC Service Cooperative pool if rates were too high. (T'he premium increases from 2009 to 2010,
and from 2010 to 201 l,were 18.5%and 20%,respectively.)
� We have received our 2012 rate quote from the Coop,and it is better than expected at 7.5%. (This
would save about$1,026 compared to the draft budget as it sits toda.y.) The pool's experience was
better than expected which mitigated Scandia's increase. The carrier(Blue Cross)said a 342.1%
increase was needed based on our experience.
In summary,the current coverage is a major medical plan with a$1,600 per year deductible($3,200
for family coverage)paired with a Health Savings Account(HSA)with 100%coverage after the
deductible is met. Prescription coverage is included and counts toward the deductible.
Scandia will need to decide whether or not to accept insurance through the pool for 2012 no later than
at the October 18 meeting. Options include:
• Accept renewal of the current coverage at the rates quoted($452.50 for single, $1,450 for
family coverage);
• Select one of the other options for coverage available through the pool;premiums will change
depending upon deductibles and other coverage variations;or
• Reject the renewal and purchase coverage through another insurer.
In addition to choosing the insurance coverage,the Council will need to determine how much of the
cost that the city will pay and how much will be paid by the employees. Since the inception of the
plan,the city has been paying 100%of the cost for single coverage of eligible employees(those
working 30 hours per week or more)and 80%of family coverage. This level of benefit is fairly
� common for cities although in the last couple of years some have negotiated reduced city
contributions. The city also contributes$105 per month to the HSA's for employees taking single
coverage and$140 per month for employees taking family coverage. Contributions to HSAs or
8/30l2011
Page 2 of 2
VEBAs(similar to an HSA)ha�e become common as employers have encouraged the switch from �
more expensive,traditional co-pay plans to high-deductible plans.
We could make application for coverage to the other 2 major carriers(HealthPartners and Medica.)
We cannot apply to Blue Cross,as they are obligated by their agreement with the Coop that they will
not offer us a rate less than 4%greater than the pool's rate. The city might find a less expensive plan
by obtaining quotes from other carriers,but it is not a certainty. And it appears unlikely that we would
to find coverage within a pool,which has protected the city from very large increases in the past.
Applying for coverage outside of the pool will require a certain amount of ef�ort(from a11 affected
employees)that might not result in any retum.
Some direction from the Council on the next steps to take regazding health coverage would be helpful,
both for the purpose of refining the budget and to meet the deadlines for making a decision on
coverage and/or whether or not to stay with the SW/WC Service Cooperative pool. If the Council
wants to reduce the city's costs for health insurance benefits,instead of spending the effort to get
quotes from other companies,we might want to consider coverage changes that would reduce the
proposed premium increase or making changes to the city's contributions to premiums and HSA's.
I have discussed the options with the City's insurance agent,Barry Sutherland. He is willing to meet
with the Council to help explain the options,at your request.
Health insurance benefits are important to attracting and retaining good employees.The city's support �
of heath care benefits has been especially important at a time when costs are increasing and wages
have been flat. The decisions you will make are important to the affected staff and should be carefully
considered.
�
✓,
G�`
� `
� 1 J
'�'� '�� i� ��---�
�, ��. .�..��� �J
� �
��14������
Memo
To: Mayor and City Council
From: Anne Hurlburt,City Administrator and
Steve Thorp,Building OfficiaU Maintenance Supervisor
Date: August 30,2011 for Special Council meeting of August 30,2011
Re: Sewer System Operations and Permitting
On Friday,August 25,we met with Amanda Strommer and Pete Ganzel of the Washington County
Department of Public Health&Environment concerning their role in operating and regulating the
city's"201"and"Uptown"sewer systems. We also discussed the county's role in pernutting a11
septic systems.
� Due to the changes in state rules,the County is beginning to regulate Mid-Sized Subsurface Sewage
Treatment Systems(MSTS)and has requested that the city apply for operating permits for its systems
by September 30,2011.
While the city operates the"201"system as a single sewer system(same operator,ordinance,rate
structure,enterprise fund,etc.)it is divided into 2 parts for regulatory purposes;the west side or the
"Bliss"area which is subject to a pernut from the MnPCA,and the smaller section on the east side,or
"Anderson/Erickson or A/E"portion. The county ordinance will cover only the smaller,A/E portion
of the system.
This distinction is causing an issue for the county's role. Health Department staffhas been advised by
the County Attorney's office that they will no longer be able to contract with the city for operations
and maintenance of the A/E portion of the system,now that they will be issuing an operating permit.
While they would be able to continue to contract for work on the Bliss portion of the 201 system, staff
from both agencies recognize that working with 2 separate contractors might be difficult and result in
confusion for users and possibly extra costs.Because the city does not have qualified staffto take over
the maintenance,contracting will continue to be required for 2012.
One option we discussed is to investigate whether or not the MnPCA pernut could be extended to
cover the entire 201 system,because it is operated as a single utility system. County staff will contact
the MnPCA to deternune if this is a possibility. If it is,then it is possible that the county could
continue to contract with the city for operating the system in 2012,or until such time as the city might
� make other arrangements.
8/30/2011
Page 2 of 2
Concerning the Uptown sewer system,we learned that even though the volumes in the system do not �
reach the definitions of an MSTS(5,000 to 10,000 gallons per day)it will also require a permit
because it serves users generating high strength sewage(such as the Cafe,Store and other commercial
kitchens on the system.) It appears that,as it currently sits,the system will not be in compliance with
the county's requirements. We shared a copy of the preliminary Master Plan with county staff so that
they can become familiar with the system and the engineer's recommendations,and so that they may
help us decide how to proceed. It is likely that the County would make completion of the
improvements recommended by the Bolton&Menk report a condition of their permit,making it
imperative that the City plan and budget for those improvements in 2412.
In addition,we found that one of the conditions of the county permit will be that the city has an
operator with"service provider"qualifications. This is the certification that we previously understood
would be required to operate the 201 system. This will require that the city contract with a qualified
service provider for the Uptown system as well.
The MSTS application for the Uptown system is fairly complex. Staff is consulting with Bolton and
Menk to determine what assistance from them would be available in completing the application and
what it might cost.
At the last budget meeting,it was suggested that the city could generate additional revenue by taking
over the permitting and inspection of septic systems now performed by Washington County. The
county currently fills this function for the entire county,except for Stillwater and Dellwood. (They �
recently took over permitting for Lake Elmo.) The city could not take this over unless it has qualified
personnel and adopts its own ordinance. This would include not just new and replacement septic
systems,but also the maintenance inspections and enforcement for all septic systems. With the large
number of existing systems this would be a significant task. The County charges on average over
$500 for a typical septic permit and is not always able to recover a11 program costs from those fees.
There are significant economies of scale that work in the county's favor that would be difficult to
duplicate.
Impacts on Draft 2012 Budget
• We will need to resolve the question of whether or not the County can continue to contract with
the city for operation and maintenance of the 201 system in 2012. If not,we will need to obtain
proposals from qualified operators who can take over this work,before adopting the 2012 budget
for the 201 Enterprise Fund.
• The Council's input is needed on the draf�budget for the Uptown Sewer Special Revenue Fund,
including how to finance the needed improvements. Some additional expense beyond what is
included in the draft budget should be anticipated due to the need to contract with a qualified
service provider.
• As soon as possible,we will need to make contacts with qualified service providers in the local
area to solicit proposals for sewer system operations and maintenance for 2012. We understand
that there are only a few. T'here may be some advantages to working with a single service
provider for both the 201 and Uptown systems. �
8/30/2011
Page 2 of 2
Concerning the Uptown sewer system,we learned that even though the volumes in the system do not
reach the definitions of an MSTS(5,000 to 10,000 gallons per day)it will also require a permit
because it serves users generating high strength sewage(such as the Cafe, Store and other commercial
kitchens on the system.) It appears that,as it currently sits,the system will not be in compliance with
the county's requirements. We shared a copy of the preliminary Master Plan with county staff so that
they can become familiar with the system and the engineer's recommendations,and so that they may
help us decide how to proceed. It is likely that the County would make completion of the
improvements recommended by the Bolton&Menk report a condition of their permit,making it
imperative that the City plan and budget for those improvements in 2012.
In addition,we found that one of the conditions of the county permit will be that the city has an
operator with"service provider"qualifications. This is the certification that we previously understood
would be required to operate the 201 system. This will require that the city contract with a qualified
service provider for the Uptown system as well.
The MSTS application for the Uptown system is fairly complex. Staf�is consulting with Bolton and
Menk to determine what assistance from them would be available in completing the application and
what it might cost.
At the last budget meeting,it was suggested that the city could generate additional revenue by taking
over the permitting and inspection of septic systems now performed by Washington County. The
county currently fills this function for the entire county,except for Stillwater and Dellwood. (They
recently took over permitting for Lake Elmo.) The city could not take this over unless it has qualified
personnel and adopts its own ordinance. T'his would include not just new and replacement septic
systems,but also the maintenance inspections and enforcement for all septic systems. With the large
number of existing systems this would be a significant task. The County charges on average over
$500 for a typical septic permit and is not always able to recover a11 program costs from those fees.
There are significant economies of scale that work in the county's favor that would be difficult to
duplicate.
Impacts on Draft 2012 Budget
• We will need to resolve the question of whether or not the County can continue to contract with
the city for operation and maintenance of the 201 system in 2012. If not,we will need to obtain
proposals from qualified operators who can take over this work,before adopting the 2012 budget
for the 201 Enterprise Fund.
• The Council's input is needed on the draft budget for the Uptown Sewer Special Revenue Fund,
including how to finance the needed improvements. Some additional expense beyond what is
included in the draft budget should be anticipated due to the need to contract with a qualified
service provider.
• As soon as possible,we will need to make contacts with qualified service providers in the local
area to solicit proposals for sewer system operations and maintenance for 2012. We understand
that there are only a few. There may be some advantages to working with a single service
provider for both the 201 and Uptown systems.