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7. Water Resources
Highlights
• The City of Edina maintains sanitary, stormwater,
and water utilities to provide essential services to
residents and workers in the city.
• Improvements to the utilities are done according
to established standards to meet expectations for
high quality service.
• Concepts of one water, sustainability, and
conservation guide the City in ongoing
improvements to the systems.
• While the utility system is largely established
citywide, it needs ongoing maintenance and
renewal to continue to function.
• With regular maintenance and planned
improvements, the water resource utilities will
have adequate capacity to accommodate growth
within the city through 2040, consistent with
other sections of the comprehensive plan.
Introduction
Since its founding, the City of Edina has been in the business of creating, owning, operating, and
maintaining infrastructure systems. These systems of public works ensure the health, safety, and welfare
of the community and are central to modern life. The water resources chapter of the comprehensive
plan describes the provision of core municipal services of clean water, sanitation, and drainage and flood
protection provided by the Water Utility, Sanitary Utility, and Stormwater Utility.
Stewards of public works face key business trends of aging infrastructure and preparing for growth. As
infrastructure systems age, the owner’s commitment to reinvest, reimagine, and renew is tested. Edina’s
position as a first ring suburb means being on the leading edge of this trend. Rapid historic development
led to city infrastructure grouped into a tight age cohort, and repair is coming due. At the same time,
redevelopment and infill of aging buildings and localized growth in water service demand in multiuse
business nodes is planned and requires new or upsized pipes and service connections.
Moving forward, there will be continued need to ensure that public and private investment are well
coordinated whenever possible. To meet local and regional goals, the city’s growth should be adequately
supported by water, sewer, stormwater, transportation, and other infrastructure. At the same time, by
building the city’s tax base, new growth will help to pay for ongoing maintenance and rehabilitation costs
for these systems – and assist in maintaining the city’s high quality of life.
Central to Modern Life
Before noon every day, you have likely engaged in many activities that rely on city infrastructure.
Running the water to brush your teeth, taking a shower, preparing food and washing dishes, flushing the
toilet, walking to school, or driving a car; each of these activities utilizes public works. The roads, water,
Water Resource Utilities
The City of Edina provides services
through three municipal utilities:
Sanitary Utility removes
wastewater from residences,
businesses, and institutions for
treatment.
Stormwater Utility maintains
resources and facilities for the
citywide management of
stormwater.
Water Utility treats and supplies
drinking water to residents,
businesses, and institutions.
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sanitary and stormwater infrastructure help provide mission-critical transportation and mobility, public
health, sanitation, and public safety services in the City of Edina.
Our mission is to provide effective and valued public services, maintain a sound public
infrastructure, offer premier public facilities, and guide the development and
redevelopment of lands, all in a manner that sustains and improves the uncommonly high
quality of life enjoyed by our residents and businesses.
Viewed from a historical perspective, public works are a hidden wonder, enabling local and regional
travel, and the movement of goods in times and amounts unimaginable in the past. Similarly, the
availability and abundance of clean water and near elimination of diseases related to poor sanitation and
foul water have saved countless time, expense, and lives.
Making the Invisible, Visible
Public works operate over generations, continuously providing reliable service to residents and
businesses. Given their high reliability, physical infrastructure can fade into the background of life, or be
completely out of sight and out of mind. The mission to “maintain a sound public infrastructure” must
be generational as well, as the life of public works can span hundreds of years.
Every home and business in Edina is served by all or a majority of the city infrastructure. Roads,
sidewalks and trails are the most visible of the infrastructure. While a resident or traveler can see and
feel the bumps in the road, even roads have a hidden depth. Underlain by aggregate base material,
structural soils, and drainage networks, the road is made of a system of intentionally designed parts.
Bridges are another visible, but mostly forgotten infrastructure. While the decorative outer finishes
occupy the imagination, concrete, beams, reinforcing bars, structural soils, and piles carry the load.
Utility infrastructure is even more hidden; seen only by the occasional fire hydrant, manhole, catch basin,
or valve casting, the entire body of the urban landscape pulses with a pumped network of clean water,
oozes with gravity drained sewers, and stands ready with empty storm sewers waiting for the next rain.
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Edina: A Community of Learning. Edina has a prized education system of high-quality
public schools. The Water Resources chapter of the Comprehensive Plan recognizes the importance of
extending the benefits of education to the entire community, recognizing that public utilities can
provide opportunities to educate the community particularly about the unseen aspects of the
infrastructure.
Collaborating with Edina public schools and other municipal departments, Public Works could:
• Develop informational signage to include at public utility sites, providing statistics on the type,
capacity, and usage of underground infrastructure
• Create and distribute information about the city’s public utilities, such as the illustration
provided above
Consistent with Edina’s value of education and lifelong learning, there may be opportunities to further
reveal the hidden workings of the City’s utility systems to the public through education and outreach.
This may serve both to inform the public and increase support for investment in these critical systems.
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Asset Management and Safety
While hidden from the untrained eye, public works are
operated by trained professionals whose duty is the safety
and well-being of the customer. Day to day activities the
public may perceive include paving, concrete repairs, street
sweeping, pothole filling, catch basin or manhole repair,
vacuum truck sewer cleaning, camera truck inspection, light
or electrical repair, and hydrant inspection and flushing.
Visible or not, these ongoing maintenance interventions,
applied by Public Works professionals allow the City of
Edina to operate and maintain infrastructure systems with a
very high reliability, meaning that over the course of a year,
average per capita unplanned outages are minimal,
estimated in seconds of time. Failures, when they happen
often relate to flooding, clogs, and cycles of freeze and
thaw. When service is interrupted, the effect on user
quality of life is immediate, and so is the emergency
response.
In addition to emergency repair and normal maintenance
and operations, staff assesses the condition of
infrastructure systems. Collecting, understanding, and reacting to the changing condition of
infrastructure is becoming more important, because as a system ages, its condition slowly decays.
Managing aging infrastructure assets is a growing challenge that Edina has been addressing as it
reimagines and renews its public works.
The safety and security of Edina’s utility systems are of utmost importance to the City, and systems are
monitored and maintained to ensure that risks are anticipated and addressed. Digitalization of the water
utilities has opened up some cybersecurity risks, alongside the substantial benefits it provides. Edina will
take necessary measures to ensure that cybersecurity risks are adequately addressed, consistent with
state and national standards.
Defining Asset
Management
Asset Management is defined in
ISO55000 as “the coordinated
activity of an organization to realize
value from assets” and an asset as
“any item, thing or entity that has
potential or actual value to an
organization.”
Asset management is further
described by best practice
frameworks from organizations such
as IAM, IPWEA, APWA, and
AWWA.
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Reimagine and Renew
The link between physical infrastructure and the core services of transportation and mobility, public
health, sanitation, and public safety often comes into the most focus when a project is defined, and
decision makers, users and technical professionals engage in conversations and draw up plans that
reimagine, renew and improve upon the systems that support the services we all enjoy.
Integrating the maintenance of the old with vision for the new, Edina practices an integrated project
scope decision-making process that partners with customers and other stakeholders. These
conversations are guided in this comprehensive plan with an eye toward the future, building the
community’s vision:
Edina holds a well-earned reputation as a city of choice. It is the model of a successful,
mature, and progressive urban community that strives to lead in a modern and evolving
world. We maintain our heritage and attractiveness, and afford our residents the highest
quality of life, while actively embracing our future.
Whether considering a small area with planned growth, or customer expectation for reliability, it is clear
the expectations for infrastructure-derived service continue to grow. Reacting to this change in
expectations, project teams engage project and policy stakeholders to provide specific input, resulting in
finished works that more closely match the vision. Examples of project-specific input include stakeholder
engagement around reconstruction of municipal state-aid roadways or neighborhood streets. Examples
of policy input include testing ideas about bike and pedestrian facilities, sustainable infrastructure, climate
change and adaptation, and living streets at the energy or transportation advisory boards.
One Water
The Water Research Foundation
states “One Water is an integrated
planning and implementation
approach to managing finite water
resources for long-term resilience
and reliability, meeting both
community and ecosystem needs.”
The One Water approach
recognizes the benefits of removing
barriers traditionally separating how
water, wastewater, stormwater, and
water reuse are managed. This
approach increases system
efficiencies and supports
environmental sustainability.
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Trends and Challenges
Climate Change and Resilience – While climate change is a global challenge, there are local
implications regarding impacts and policy. The key changes in weather patterns that the Minnesota
Department of Natural Resources (MN DNR) Climatologist is predicting include warmer winters with
more freezes and thaws, more extreme precipitation, strong storms and winds, and high summer
humidity. This will affect the health and safety of people and property in Edina, and impact the City’s
approach to managing water resources and infrastructure.
Equity – Increased diversity in Edina’s population has highlighted the need to ensure that equity is taken
into account when providing all City services. This includes ensuring that all residents have accessible
and equitable access to services and facilities. Edina’s Race and Equity Initiative is developing a series of
initiatives related to this goal, to be implemented across multiple city departments.
Community Health – A commitment to the provision of safe, clean drinking water and proper
sanitation are foundational elements of a public health, dating back generations to early public health
reforms. Today a “health in all policies” approach goes beyond that, providing a comprehensive look at
how all public systems impact human health and community livability. In the case of water resources, this
may include looking at how stormwater management facilities can provide additional health benefits
beyond the basic system function.
Conservation and Sustainability – Water conservation has been a long-standing component of an
environmentally sustainable strategy for the community. The newer focus on One Water (defined in the
box above) provides additional tools for more efficiently and sustainably managing water resources.
While water conservation remains a goal, reduced water use may eventually trigger the need to
alternatives sources of revenue for the Water Utility, which bills customers based on usage.
Circular Economy – The concept of a circular economy is an alternative to a traditional linear
economy, where resources are used once and discarded. The difference is that it seeks to keep
resources in use for as long as possible, extracting the maximum value while in use and recovering
materials at the end of service life. Related to this are the concepts of open-loop and closed-loop
systems: the former results in resources eventually being discarded, while the latter results in them
being reused indefinitely.
Conclusion
Public works directly affect the quality of life, health, and safety of the public. They are central to
modern life, but are sometimes hidden from view. The water resources chapter of the Comprehensive
Plan goes into detail about the purpose, current and future condition, and demand, goals, policies, and
implementation framework for each water-related utility and invites the public to take part in the
renewal and reimagination of public works.
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Sanitary Sewer
Introduction
This section of the water resources chapter focuses on the Sanitary Utility. The introduction discusses
the purpose of the utility, describes technical service levels and related customer service expectations. A
high-level overview describes the people, equipment, and infrastructure used to provide the service, and
the asset management statement puts programs and infrastructure into a generational context of
lifecycle service delivery. The current and future conditions section provides an overview of
existing conditions, demand, and more detail on the parts that make up the public utility and how it
relates private systems, organizations, and partners and the overall water industry. The goals and
policies section describes the governance structure, policies, and relationships and sets goals to guide
the utility in the next 10 years. The implementation section describes the framework for
implementation using principles of lifecycle management of assets and management of capacity and risk.
The reference section links to plans and studies that provide the body of understanding at the
foundation of the utility and useful tools from the water industry.
Purpose of Plan:
The purpose of this section is to guide the Sanitary Utility by defining the service, detailing goals and
policies, and framing the resources and methods of implementation used to provide for the citywide
removal of wastewater. The plan:
• Defines service levels and relation to citywide policy goals such conservation, resilience,
procurement, and others.
• Provides a framework for the procurement and maintenance of services while managing
risk, and supporting growth.
• Summarizes demand and demand growth with ongoing development and potential
redevelopment within the city and describes how land use impacts the sanitary sewer
infrastructure in the city.
• Describes how the provision of service is provided and how it relates and coordinates
with regional services such as the trunk sewer system operated by Metropolitan Council
Environmental Services (MCES).
• The scope of this plan is the local collection system. The regional collection and
treatment system is owned by the MCES and funded by fees based on percent of system
flow. Because of the interrelation of local and regional systems, the Comprehensive Plan
is a tool to make sure local and regional systems are aligned. This plan has been prepared
in accordance with the current requirements of the Metropolitan Land Planning Act and
the content of the sewer element included in the Local Planning Handbook including data
and descriptions specifically required in the city’s system statement.
Service Levels
The core service of the Sanitary Utility is the removal of domestic, commercial, and industrial
wastewaters to promote sanitary conditions and public health. The service is provided citywide with
minimal risk of interruption.
Customer Service
In the 2017 Quality of Life Survey, Edina residents rated sewer service as 31% Excellent, 57% Good, 11%
Fair, and 14% Poor. The percent positive ranked as 37th among 298 comparable communities by survey
firm Decision Resources. While this is a satisfactory rating, there may be opportunities to increase the
overall rating through improved customer service or facility upgrades.
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Key customer interactions include billing, hook up and shut off, clogs and failures, flooding or other
backflow events, utility improvement projects, neighborhood street reconstruction projects, and
education and engagement events.
The utility serves residential and businesses customers based on metered domestic flow with rates
described and updated annually in City Code 2-724, with specialized strength requirements on some
industrial users billed by MCES. The service is reliable with service interruption or risk of backflow
typically experienced only sporadically based on clogs, damaged lines, construction activity, or significant
flooding events. Staff manages the utility to reduce risk.
The provision of this service uses natural resources such as materials, energy, and water. Conservation
is promoted in combination with the drinking Water Utility and through the repair of leaks and points of
inflow, and sustainability is promoted through compliance with citywide procurement policy and the
inclining block rate fee structure.
Technical Service Requirements
The sanitary sewer system is managed to provide reliable removal of sanitary wastewater with minimal
risk to residents and businesses. The sanitary sewer treatment practice is highly regulated on the
treatment side, and governed by standards of practice and plumbing code on the collection side. Several
technical studies have reviewed demand and capacity for specific areas of development and summarized
capacity utilization and capacity needs based on planned growth. Utilization and needs are discussed in
more detail in demand section below.
The collection system is managed to improve resilience and reduce or prevent waste and risk caused by
leaks, backflow, inflow, and infiltration.
Means of Provision of Service
Sanitary sewer service is provided primarily using a local system of conveyance pipes, lift stations, and
control infrastructure managed by the City of Edina Engineering and Public Works departments and a
regional conveyance and treatment system managed by public partners at MCES. The system of
infrastructure is described in greater detail in the public utility section below. Programmatic activities
undertaken by supporting staff are described in the implementation section below.
Local Sanitary Sewer System
The local system is owned and operated by the City of Edina and consists of trunk and lateral sewer
lines that collect and carry sewage from private service lines to the City’s sanitary network, and
eventually to MCES interceptors. Private service lines are owned by households, business, and industry.
Generally, the City’s sanitary sewer system flows in an east to southeasterly direction out of the city via
three metered connections to MCES interceptors. Additional flow leaves the city via six other
unmetered minor trunk lines and five small laterals. These pipes flow to surrounding cities and
eventually to other MCES interceptors. There are no MCES interceptors flowing through the city.
Edina’s sewer system is fully developed. The infrastructure that makes up the local sanitary system is
described in more detail in public system section below.
Regional Sewers
Regional sewers are owned and operated by MCES. These local and regional systems must interact
smoothly to ensure safe and reliable service now and throughout the planning period.
Asset Management Statement
Sanitary sewer utility infrastructure assets and relating programs are managed to anticipate and react to
the impact of growth, identify and manage risk, assess condition and take a lifecycle approach to the
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operation, maintenance and replacement of system components, and monitor system performance.
These management activities are conducted to provide a valuable public service by continually improving
our operation and infrastructure to meet the level of service expected by the public and defined by
technical service requirements, while minimizing cost and risk.
Current and Future Conditions
This section of the plan will describe system conditions, system demand, support systems and resources,
and relations to private customers and public partners.
Public Utility
The public sanitary sewer system collects wastewater citywide from private service pipes and conveys
them to MCES sewer interceptors using a system of pipes and pumps with regular manhole access
locations.
Assets
The local sanitary sewer system is owned and operated by the City of Edina. Regional sewers are owned
and operated by the Metropolitan Council Environmental Services (MCES). The local system is made up
of 194.2 miles of gravity main, 5014 manholes, 4.5 miles of pressure main, and 23 lift stations. The
majority of the sewage flows easterly and leaves the city along its eastern border via interceptors that
are shown on Figure 7.1. A small amount of sewage flows to the north into St. Louis Park through four
smaller pipes that carry no more than one block each. Finally, there is a small section of commercial and
industrial land along the southern border of the city that flows south into Bloomington via interceptor
3-BN-499.
The majority of the system was constructed in the 1940’s and 50’s, with some development occurring in
the west half of the city during the 1960’s and 70’s. In the 1990’s, one of the last large tracts of land was
developed creating the Centennial Lakes neighborhood. The Edina sanitary sewer system currently
serves almost all properties within the city. The only exceptions to this are areas served by nearby
communities and several remaining locations that are served by Individual Sewage Treatment Systems
and regulated by Hennepin County.
The City’s sewer system has been divided into five main sewer districts which are shown on Figure
7.2. Four of the districts are associated with MCES interceptors based on the meter and interceptor to
which they flow. The fifth is a catch-all group in the northern part of the city that includes all of the small
areas that do not flow to one of the other four interceptors. The system is further divided into
subdistricts based on lift station service. Each area that is tributary to a given lift station has been color-
coded. Lift station subdistricts are depicted on Figure 7.3 by a system of colors.
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Figure 7.1: Sanitary Sewer Map
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Figure 7.2: Major Sewer Shed and Outlets
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Figure 7.3: Lift Station Sewersheds and Outlets
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Organization and Partners:
Internal departments tasked with management of the Sanitary Utility are the Engineering and Public
Works Departments. These two functional departments employ engineers, operators, technicians, and
administrative staff to run the utility. These functional departments are supported by the Finance
Department, Utility Billing division, Administration and Human Resource Departments. Utility
connections and acquisition of developer-installed new infrastructure are supported by the Planning and
Building divisions of the Community Development and Fire Departments.
Key external partners in the provision of sewer services include the electric power utility, MCES,
engineering professional service providers, utility general contractors, state regulators, and
nongovernmental water industry associations.
MCES provides regional conveyance and treatment for all city wastewater, and their pass-through costs
make up a majority of a customer’s sanitary sewer bill. All effluents exiting the City are carried through
MCES interceptors to the Metro Wastewater Treatment Plant, except those from south-central Edina
that flow via an MCES interceptor through the City of Bloomington to the Seneca Wastewater
Treatment Plant. The MCES interceptors that carry Edina wastewater are identified as Interceptor Nos.
1MN-343, 1-MN-344, 1MN-345, 1RF-490, 1RF-491, and are depicted on Figure 7.1, Sanitary Sewer
Map.
The MCES monitors flow rates at the border of the city in three of the main interceptors in special
meter stations that it uses to determine the City’s wastewater fees. Most of Edina’s sewage flows
through metered connections to these interceptors. The metered interceptors include 1-RF-491, which
is served by MCES meter M129; 1-RF-490, which is served by meter M128; and 1-MN-345, which is
served by meter M127. The remainder of the city’s sewage flows through interceptors 1-MN-344, 1-
MN-343, and 1-MN-342.
Tools, Equipment, Facilities
The Engineering and Public Works Departments rely on
tools, equipment, and facilities procured and maintained by
the Facilities and Fleet support divisions of Public Works
and the Communications and Technical Services
Department. System models are maintained by partner
engineering professional service providers.
Demand
Wastewater is created through a variety of water uses,
from flushing, cleaning, cooking, washing, the creation of
industrial products, and other business practices. Sewer
demand is related to water use and constituents of the
wastewater. Demand varies with the intensity and type of
land use and how the water is used. For the local
conveyance system, volume and rate flow are primary
concerns, and for the regional conveyance and treatment
system both volume and strength, or difficulty to treat to
clean water standards are notable concerns.
Inflow and Infiltration
Inflow and infiltration (I&I) is clean
water that enters the sewer system
through cracks, leaks, or other
openings. Most inflow comes from
stormwater and most infiltration
comes from groundwater.
I&I may cause of sanitary sewer
overflows and backups, and
contribute to increased wastewater
treatment costs and rates.
The City of Edina is required by the
Metropolitan Council to develop
and implement a strategy to reduce
I&I in its sanitary sewer system.
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Existing Demand
Annual historic sanitary flows decreased between 1980 and 2015, as can be seen in Table 7.1. The
decrease is a result of a number of factors, including the City’s efforts to reduce inflow and infiltration
and increased water conservation efforts as low-flow plumbing fixtures become more prevalent.
Table 7.1: Historic Sanitary System Flows
Year Population Flow (million gallons/year)
1979-80 46,073 2,664
1990 46,984 2,727
1994 46,841 2,508
1995 46,845 2,559
1996 47,029 2,208
1997 47,128 2,336
1998 47,227 2,150
1999 47,326 2,187
2000 47,425 2,046
2001 47,583 2,162
2002 47,740 2,238
2003 47,898 2,157
2004 48,055 2,129
2005 48,213 2,138
2006 48,370 2,133
2007 48,959 2,153
2008 50,261 2,125
2009 45,870 2,020
2010 47,941 2,041
2011 48,682 2,143
2012 49,201 1,905
2013 49,503 2,008
2014 49,710 2,128
2015 50,265 1,970
2016 51,448 2,049
2017 51,796 2,028
2018 52,535 1,986
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Table 7.2 represents the sanitary flow metered by MCES for the majority of the City as metered by
MCES meters M127, M128 and M129.
Table 7.2: Metropolitan Sewer Interceptor Flows
Year M127 Annual Total
(MG)
M128 Annual Total
(MG)
M129 Annual Total
(MG)
1997 692 0 1,644
1998 579 0 1,571
1999 565 0 1,622
2000 532 0 1,514
2001 593 0 1,570
2002 576 0 1,661
2003 533 135 1,489
2004 524 129 1,476
2005 510 136 1,492
2006 473 130 1,530
2007 486 126 1,541
2008 468 125 1,532
2009 437 133 1,450
2010 455 130 1,456
2011 492 133 1,518
2012 407 116 1,382
2013 451 132 1,425
2014 533 136 1,459
2015 463 130 1,377
2016 497 128 1,424
2017 495 128 1,405
2018 470 129 1,387
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Table 7.3 represents the capacity and design flows for the existing trunk sewer system.
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-1109 152,531 2,797,789 16
G-1139 228,796 2,708,093 16
G-1140 228,796 1,503,580 15
G-1533 198,419 1,720,977 15
G-1534 199,712 1,900,051 15
G-1535 203,590 1,848,626 15
G-1540 206,821 1,872,176 15
G-1541 208,114 1,932,064 15
G-1542 209,407 1,853,360 15
G-1543 209,407 1,858,082 15
G-1544 210,699 2,924,433 15
G-1545 224,918 1,206,065 15
G-1550 224,918 712,903 15
G-1551 224,918 712,903 15
G-1552 228,150 2,088,966 15
G-1553 228,150 1,610,507 15
G-1554 238,491 2,215,189 15
G-1674 1,070,947 6,185,313 24
G-1675 1,072,886 6,062,472 24
G-1676 1,075,471 6,009,057 24
G-1677 1,077,410 6,254,424 24
G-1678 1,079,996 6,219,965 24
G-1679 1,081,935 6,322,781 24
G-1680 1,083,873 5,827,472 24
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Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-1681 1,085,812 6,062,472 24
G-1682 1,089,044 5,864,239 24
G-1683 1,092,276 7,256,625 24
G-1863 684,450 6,461,660 18
G-1867 686,389 3,051,966 18
G-1868 687,035 2,927,976 18
G-1869 688,328 3,104,655 18
G-1870 689,620 2,722,963 18
G-1871 690,266 2,739,928 18
G-1872 690,913 2,714,440 18
G-1904 1,949,292 4,198,156 24
G-1905 1,935,719 13,595,678 24
G-1906 1,927,317 4,146,643 24
G-1907 1,927,963 4,068,151 24
G-2143 752,313 2,705,891 18
G-2147 693,498 2,714,440 18
G-2177 412,350 4,107,395 21
G-2178 413,643 4,208,827 21
G-2179 430,447 4,794,405 21
G-2307 3,878 22,850,688 20
G-2308 1,293 24,703,808 20
G-2354 174,506 2,437,427 15
G-2355 175,152 1,669,284 15
G-2356 175,798 1,669,284 15
G-2357 177,091 2,003,316 15
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Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-2397 239,137 1,862,792 15
G-2398 239,137 1,862,792 15
G-2399 239,784 1,515,191 15
G-2435 319,927 16,818,203 24
G-2838 396,839 1,747,120 15
G-2839 373,571 1,918,410 15
G-2840 374,218 1,810,308 15
G-2841 388,436 2,129,563 16
G-2842 389,083 2,078,972 16
G-2843 391,022 2,078,972 16
G-2844 391,022 2,063,553 16
G-2845 391,668 2,048,018 16
G-2846 391,668 2,048,018 16
G-2847 391,668 2,048,018 16
G-2848 391,668 2,048,018 16
G-2849 392,314 2,068,706 16
G-2884 397,485 1,764,333 15
G-2885 397,485 1,640,050 15
G-2886 398,131 1,747,120 15
G-2887 398,131 1,742,790 15
G-2888 398,778 1,738,449 15
G-2889 399,424 1,738,449 15
G-2890 400,070 1,738,449 15
G-2891 400,070 1,729,735 15
G-2892 402,655 1,734,098 15
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-19
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-2893 403,302 1,904,657 15
G-2896 403,948 1,829,567 15
G-2897 464,702 1,876,851 15
G-2898 473,750 1,876,851 15
G-2899 474,397 1,862,792 15
G-2900 474,397 1,862,792 15
G-2901 475,043 1,862,792 15
G-2902 475,043 1,872,176 15
G-2903 475,689 1,872,176 15
G-2904 475,689 1,876,851 15
G-2905 476,336 1,872,176 15
G-2953 646 2,107,758 15
G-2954 1,939 2,107,758 15
G-2955 2,585 2,121,763 15
G-2956 7,756 2,107,758 15
G-2957 8,402 2,121,763 15
G-2958 9,048 2,114,772 15
G-2959 9,048 2,107,758 15
G-2960 9,695 2,135,676 15
G-2961 10,341 1,626,748 15
G-318 265,636 3,247,181 21
G-3187 126,678 1,922,972 15
G-319 266,283 3,247,181 21
G-320 267,575 3,247,181 21
G-321 281,148 3,148,259 21
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-20
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-322 400,716 6,445,470 21
G-3296 157,701 1,444,126 15
G-3297 158,348 1,115,478 15
G-3298 158,994 2,012,045 15
G-3299 159,640 1,679,750 15
G-3300 160,287 1,532,442 15
G-3301 160,933 1,577,524 15
G-3302 161,579 2,097,339 15
G-3303 162,226 1,669,284 15
G-3304 162,226 1,664,027 15
G-3305 162,872 1,555,146 15
G-3306 179,030 1,785,942 15
G-3315 184,200 4,054,461 15
G-3316 179,676 1,669,284 15
G-3317 180,969 1,674,525 15
G-3318 193,249 1,323,828 15
G-3319 197,127 1,674,525 15
G-3320 204,236 2,412,130 15
G-3321 205,529 1,394,740 15
G-3322 209,407 1,959,087 15
G-3448 246,247 1,876,851 15
G-3449 247,539 1,375,763 15
G-3450 248,832 1,008,198 15
G-3451 252,710 1,337,001 15
G-3693 319,281 6,621,056 18
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-21
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-3694 326,390 3,044,365 18
G-3695 327,683 2,855,867 18
G-3697 328,975 1,522,182 18
G-3698 330,268 3,074,658 18
G-3699 330,268 3,059,549 18
G-3707 332,207 3,059,549 18
G-3709 335,438 3,036,744 18
G-3710 336,085 3,036,744 18
G-3711 341,902 3,044,365 18
G-3712 343,194 3,036,744 18
G-3741 344,487 2,556,179 18
G-3742 343,841 3,013,767 18
G-3743 345,133 2,927,976 18
G-3744 355,474 3,471,110 18
G-3745 356,121 3,059,549 18
G-3746 356,767 5,517,780 18
G-3756 383,266 2,975,078 18
G-3761 374,218 2,377,725 18
G-3762 374,864 3,300,013 18
G-3763 370,986 2,662,732 18
G-3767 369,693 3,504,327 18
G-3769 384,559 2,592,183 18
G-3830 433,032 3,896,617 21
G-3831 434,971 3,295,529 21
G-3832 435,618 4,332,279 21
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-22
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-3833 435,618 4,368,635 21
G-3834 436,264 4,081,643 21
G-3846 441,434 4,107,395 21
G-3859 449,837 4,081,643 21
G-3860 450,483 4,068,706 21
G-3861 451,129 4,120,210 21
G-3862 451,129 4,068,706 21
G-3863 451,776 4,107,395 21
G-3864 453,068 6,445,470 21
G-3865 453,714 9,360,671 21
G-3866 494,432 9,997,942 21
G-3873 480,860 1,872,176 15
G-3882 481,506 1,872,176 15
G-3883 482,799 1,872,176 15
G-3884 483,445 1,872,176 15
G-3885 484,091 1,876,851 15
G-3886 484,091 3,168,903 15
G-3887 639,207 2,714,440 18
G-3904 639,854 2,722,963 18
G-3905 659,243 2,756,790 18
G-3906 659,890 2,609,999 18
G-3907 666,353 2,714,440 18
G-3924 677,340 2,722,963 18
G-3925 678,633 2,739,928 18
G-3926 683,157 2,688,710 18
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-23
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-3927 683,803 2,680,079 18
G-3932 683,803 2,680,079 18
G-3978 741,326 2,451,568 21
G-3979 741,972 3,247,181 21
G-3980 743,264 3,311,488 21
G-3981 743,911 2,451,568 21
G-3982 756,191 3,436,493 21
G-3983 766,532 3,247,181 21
G-3984 767,825 3,263,376 21
G-3985 769,117 3,247,181 21
G-3986 775,580 3,279,492 21
G-3987 778,812 3,295,529 21
G-3988 1,016,010 3,214,545 21
G-4046 752,959 2,722,963 18
G-4048 754,252 2,714,440 18
G-4050 755,544 2,748,372 18
G-4051 760,069 2,680,079 18
G-4052 760,069 2,731,459 18
G-4053 762,654 2,731,459 18
G-4054 765,886 4,632,039 18
G-4055 766,532 2,184,743 18
G-4056 842,151 2,512,613 18
G-4057 842,797 2,889,496 20
G-4058 843,444 2,889,496 20
G-4059 844,090 2,901,611 20
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-24
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-4060 847,321 2,913,676 20
G-4061 864,126 2,925,691 20
G-4062 865,418 2,925,691 20
G-4063 866,711 2,828,141 20
G-4064 868,004 2,901,611 20
G-4084 868,004 2,901,611 20
G-4085 876,406 2,901,611 20
G-4086 880,930 4,993,219 24
G-4087 881,576 4,349,036 24
G-4088 881,576 6,782,012 24
G-4089 881,576 5,078,580 24
G-4090 881,576 7,091,851 24
G-4091 1,026,998 5,898,797 21
G-4092 1,027,644 3,644,951 21
G-4093 1,027,644 5,715,753 24
G-4094 1,909,220 4,014,970 24
G-4110 1,926,671 5,543,955 24
G-4111 1,926,671 3,933,851 24
G-4290 1,214,430 5,991,146 24
G-4317 544,199 4,428,564 21
G-4318 545,491 3,542,256 21
G-4319 529,334 2,714,440 18
G-4320 530,626 2,748,372 18
G-4321 528,041 2,482,604 18
G-4323 523,517 2,425,960 18
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-25
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-4324 524,809 4,735,920 18
G-4330 646 6,820,532 18
G-4331 1,293 5,803,090 18
G-4332 1,939 3,299,381 18
G-4333 3,232 4,640,784 18
G-4334 3,878 3,461,551 18
G-4335 3,878 2,167,707 18
G-4336 4,524 5,769,252 18
G-4337 571,344 4,636,088 24
G-4341 646 6,539,664 21
G-4342 646 3,937,399 21
G-4343 1,293 7,840,782 21
G-4344 1,939 4,221,335 21
G-4345 1,939 3,531,822 21
G-4346 100,179 13,349,033 21
G-4347 102,764 2,669,807 21
G-4348 103,411 3,655,783 21
G-4362 1,927,963 4,041,648 24
G-4363 1,928,610 4,146,643 24
G-4364 1,928,610 4,373,677 24
G-4365 1,929,256 4,094,482 24
G-4366 1,929,902 4,274,262 24
G-4367 1,929,902 4,146,643 24
G-4368 1,933,134 5,224,606 24
G-4369 1,933,134 4,120,645 24
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-26
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-4370 1,934,427 4,094,482 24
G-4371 1,934,427 4,120,645 24
G-4372 1,934,427 4,120,645 24
G-4373 1,935,073 4,120,645 24
G-4374 1,935,073 4,120,645 24
G-4454 25,853 2,688,710 18
G-4455 171,274 3,374,569 21
G-4456 175,798 3,247,181 21
G-4464 14,219 4,571,618 18
G-4465 15,512 2,278,194 18
G-4466 4,524 2,387,450 18
G-4467 7,109 2,367,960 18
G-4468 11,634 2,348,309 18
G-4469 2,585 2,377,725 18
G-4582 546,138 3,601,298 21
G-4583 555,833 3,688,088 21
G-4584 557,125 3,630,458 21
G-4585 558,418 7,002,175 21
G-4586 568,113 5,601,806 24
G-4587 7,109 1,588,594 15
G-4588 9,048 3,218,292 15
G-4591 6,463 1,669,284 15
G-4612 500,896 14,456,338 21
G-4613 501,542 14,412,509 21
G-4615 494,432 3,097,183 18
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-27
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-4616 495,725 3,537,232 18
G-4784 513,822 3,556,829 18
G-4789 515,761 3,451,026 18
G-4790 520,285 8,031,586 18
G-4811 1,949,938 4,198,156 24
G-4812 1,950,584 4,198,156 24
G-4813 1,954,462 4,146,643 24
G-4827 3,718,908 8,805,030 33
G-4831 200,358 2,050,866 15
G-4832 201,005 1,323,828 15
G-4833 3,919,912 22,025,911 33
G-4834 3,919,912 51,547,208 33
G-4860 1,966,742 4,120,645 24
G-4861 1,967,389 4,094,482 24
G-4866 2,258,878 4,120,645 24
G-4867 2,253,707 4,120,645 24
G-4879 2,272,450 4,172,479 24
G-4913 2,275,682 11,819,751 24
G-4914 2,276,975 5,099,697 24
G-4915 2,273,097 4,172,479 24
G-4919 2,278,267 4,971,650 24
G-4920 2,278,267 4,971,650 24
G-4925 2,282,791 5,386,647 24
G-4926 2,282,791 5,183,304 24
G-4955 125,385 1,785,942 15
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-28
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-4956 129,263 1,621,352 15
G-4958 285,672 5,640,044 24
G-4962 182,261 3,029,105 18
G-4963 184,847 2,781,890 18
G-4964 1,019,888 5,183,304 24
G-4965 833,103 5,485,493 24
G-4966 833,749 5,120,726 24
G-4968 786,568 4,636,088 24
G-4969 830,517 5,099,697 24
G-4970 831,164 5,078,580 24
G-4971 831,810 5,014,696 24
G-4972 832,456 5,099,697 24
G-4973 833,103 5,120,726 24
G-4974 646 1,323,828 15
G-4976 1,293 1,323,828 15
G-4979 784,629 4,373,677 24
G-4980 785,275 5,099,697 24
G-4981 785,921 5,078,580 24
G-4982 772,349 5,078,580 24
G-4983 569,405 5,265,584 24
G-4984 570,052 6,167,914 24
G-4985 571,344 5,505,049 24
G-4986 571,344 4,518,699 24
G-4989 575,868 8,832,934 24
G-4994 585,563 3,561,047 24
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-29
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-4995 586,209 5,078,580 24
G-4996 587,502 3,737,734 24
G-4997 588,148 4,906,374 24
G-4998 588,148 5,036,080 24
G-4999 603,014 7,256,625 24
G-5004 578,454 3,650,459 24
G-5015 612,062 4,773,145 24
G-5025 772,349 3,178,342 24
G-5115 2,284,084 5,036,080 24
G-5116 2,284,084 5,183,304 24
G-5117 2,285,377 5,036,080 24
G-5118 2,285,377 5,078,580 24
G-5132 1,176,297 5,446,170 24
G-5133 1,176,297 4,840,218 24
G-5136 1,156,907 5,036,080 24
G-5137 1,157,554 5,120,726 24
G-5142 1,165,956 5,014,696 24
G-5143 1,166,602 5,099,697 24
G-5144 1,168,541 4,906,374 24
G-5145 2,286,023 5,099,697 24
G-5146 2,286,023 5,099,697 24
G-5147 2,286,023 4,949,987 24
G-5148 1,191,162 9,248,966 24
G-5152 3,557,328 11,470,117 33
G-5153 3,557,975 12,404,935 33
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-30
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-5154 3,557,975 5,936,350 33
G-5155 3,569,608 15,518,001 33
G-5156 3,581,888 10,452,022 33
G-5157 3,622,606 10,838,242 33
G-5158 3,622,606 10,783,915 33
G-5159 3,634,240 10,619,265 33
G-5160 3,634,240 10,838,242 33
G-5161 3,699,518 10,838,242 33
G-5162 3,699,518 10,729,312 33
G-5163 3,698,872 10,946,088 33
G-5164 3,698,872 10,838,242 33
G-5165 3,719,554 10,109,239 33
G-5192 1,187,931 6,185,313 24
G-5193 1,190,516 3,988,114 24
G-5234 103,411 1,963,555 15
G-5235 92,423 1,350,045 15
G-5236 153,177 1,963,555 15
G-5238 153,823 1,963,555 15
G-5243 193,249 1,963,555 15
G-5244 199,712 2,080,560 15
G-5249 200,358 1,890,805 15
G-5302 465,995 5,882,536 24
G-5303 469,226 7,076,681 24
G-5304 471,165 6,407,201 24
G-5305 473,104 6,305,761 24
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-31
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-5313 1,022,473 3,247,181 21
G-5314 1,019,888 3,230,904 21
G-5315 1,016,657 3,230,904 21
G-5328 1,257,733 5,845,884 24
G-5329 1,257,733 10,931,734 24
G-5330 1,246,745 5,864,239 24
G-5331 1,248,684 5,882,536 24
G-5332 1,241,575 5,864,239 24
G-5333 1,244,806 5,845,884 24
G-5334 1,239,636 5,864,239 24
G-5348 1,293 2,292,938 15
G-631 253,356 2,097,339 15
G-632 255,295 2,266,029 15
G-633 237,845 2,146,889 15
G-634 239,784 2,175,272 15
G-635 241,076 2,203,290 15
G-636 242,369 2,155,037 15
G-637 244,308 2,219,141 15
G-642 269,514 2,134,609 15
G-643 272,746 2,215,189 15
G-648 279,855 3,517,526 18
G-649 281,148 2,146,889 15
G-650 281,794 2,254,399 15
G-651 283,733 2,093,157 15
G-652 285,672 2,093,157 15
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-32
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-676 404,594 5,864,239 24
G-677 403,948 5,918,961 24
G-678 116,983 2,142,804 15
G-681 475,043 8,771,890 24
G-682 478,921 3,988,114 24
G-683 480,860 6,271,583 24
G-684 482,152 5,845,884 24
G-765 43,950 1,621,352 15
G-774 9,695 1,720,977 15
G-808 1,216,368 6,356,683 24
G-817 1,176,943 9,132,034 24
G-818 1,206,027 5,864,239 24
G-819 1,207,966 5,991,146 24
G-820 1,209,905 5,955,163 24
G-887 533,211 5,864,239 24
G-888 535,797 5,900,776 24
G-889 538,382 5,864,239 24
G-890 540,321 5,864,239 24
G-891 543,553 6,132,968 24
G-892 545,491 5,827,472 24
G-893 548,077 5,827,472 24
G-894 550,662 5,864,239 24
G-895 552,601 5,864,239 24
G-896 555,186 5,864,239 24
G-956 575,868 5,864,239 24
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-33
Table 7.3: Capacity and Design Flow for Existing Trunk Sewer
Pipe ID Existing Conditions Daily
Mean Flow 1 (gpd)
Pipe Capacity
(gpd)
Pipe Diameter (ft)
G-957 578,454 5,864,239 24
G-958 581,685 5,864,239 24
G-961 706,424 9,523,748 24
G-962 831,810 9,061,150 24
G-963 832,456 6,829,384 24
G-964 834,395 5,864,239 24
G-968 555,833 5,864,239 24
G-969 563,588 5,845,884 24
G-970 564,881 5,918,961 24
G-972 1,014,071 6,044,719 24
G-973 1,021,181 5,973,181 24
G-974 1,024,412 6,373,567 24
G-994498 201,005 1,323,828 15
G-995059 646 1,323,828 15
G-995060 829,225 4,636,088 24
Link1423 103,411 3,242,469 21
Future Demand
Future demand growth focuses around areas of potential growth. Current system evaluations conducted
by Barr Engineering include: Southeast Edina Sanitary Sewer Preliminary Engineering (April 2017),
Grandview Analysis (January 2018), and the Edina South Sanitary Sewer Capacity Evaluation (August
2018). Evaluation was conducted as part of an AUAR process for Pentagon Park by WSB and Associates
(2008, updates in 2013, 2018). Links to each document are available in the appendix to this chapter.
Table 7.4 shows the population, household, and employment projections for the City of Edina. Should
this growth occur, all of it would be accommodated within areas served by the Metropolitan Disposal
System.
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-34
Table 7.4: Population, Household, and Employment Projections 1970 1980 1990 2000 2010 2016 2020 2030 2040
Population 44,046 46,073 46,070 47,425 47,941 51,804 55,000 60,000 63,600
Households 13,005 17,961 19,860 20,996 20,672 22,309 24,000 27,700 29,800
Employment 20,240 36,061 44,534 52,991 47,457 52,330 51,800 54,000 56,100
Source: Metropolitan Council estimates and revised Thrive MSP 2040 forecasts, as of January 2019
Private System
Every home and business service connection to the Sanitary
Utility is owned by a private property owner. While widely
dispersed, the system of service connections and the
internal private plumbing of customers affects the outcomes
of the Sanitary Utility. Private system connection and good
working order are regulated, permitted, and enforced
directly through the Building Department and state and
local partners.
State and Local Partners
Regulation of connections, operator certification and
training, planning for growth, plumbing code and plumbing
licensing, and environmental standards and regulation all
affect the outcomes of the Sanitary Utility and involve the
Minnesota Department of Health, Minnesota Pollution
Control Agency, Department of Labor and Industry, MCES,
and others. The City of Edina takes an active role in policy
and regulation advocacy directly and through partner
professional associations.
Service Line Warranty
Program
Edina’s Service Line Warranty
Program offers water, sewer, and in-
home plumbing insurance to utility
customers. It is currently provided
through a private insurance
company. The City Council
endorsed this program on
November 1, 2016. It is
recommended as an option to help
residents whose water and sewer
lines aren’t covered by their
homeowners insurance. The
program is entirely optional, but
may help people avoid expensive
repair costs in the event of a break
or failure.
Edina Comprehensive Plan
Water Resources Chapter Draft 12-31-19
7-35
Goals and Policies
This chapter describes how the Sanitary Utility supports the mission and vision of the City of Edina, the
governance of the utility, key local policy and regulation, and ten-year strategic goals.
Service Level Statement
The Sanitary Sewer Utility will provide safe, reliable, and efficient removal of wastewater for residents
and customers in the City of Edina, while eliminating risk of inflow, infiltration, and backflow to protect
the health, safety, and welfare of our citizens now and into the future.
Role and Responsibility of Council and Management
The City Council is the policy body for the utility and is responsible to set the strategic and policy
direction of the utility. The City Council is responsible and accountable to the customers of the utility
and appoints and evaluates the chief executive. The City Council sets the budget and capital
improvement direction of the utility, defines policy and code that define service and risk, levies fees,
issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears
appeals on enforcement matters.
The City Manager is the chief executive of the three water utilities. The chief executive is ultimately
responsible for the function of the utility and delegates areas of responsibility to various City
Departments. Divisions of responsibility are shared and split among City Departments.
Utility management for the Sanitary Utility is jointly practiced with the Water and Stormwater Utilities
with close coordination of local transportation system management.
Policy and Regulation
A variety of policies and ordinances apply to the sanitary utility.
Policies:
The following policies support the function of the utility.
• Monitor sewage flow at principal metering points to insure capacity of the system.
• Monitor function and condition of the local system through both televising lines and
electronic utility data collection.
• Eliminate points of inflow and infiltration to the system on public property, and require
elimination of inflow and infiltration on private property.
• Maintain operating efficiency and minimize sewage blockages through routing
maintenance.
• Reduce potential for inflow and infiltration in private systems during plan and permit
review.
• Review all sanitary sewer mains and services prior to reconstructing any roadway.
• Enforce standards and inspections for private sewer line connections to the public
sanitary sewer system.
• Repair pipes immediately upon detection of a failure or critical defect.
• Continue to eliminate private on-site sewage systems (only several remaining).
• Identify all future sanitary sewer facility improvements in the Capital Improvement Plan.
• Maintain and enforce the following ordinances and new ones adopted that deal with the
sanitary system.
• To the extent possible, engineers should differentiate between renewal/replacement and
new/upgrade in project reports.
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Ordinances:
The following ordinances govern public and private utility service, connections and related
infrastructure, land use, and other topics related to the utility.
• Chapter 10: Building and Building Regulation o Article 9: Regulating plumbing and installation of water conditioning equipment
o Article 10 Requiring connection to sanitary and water systems and regulating
discharge into the sanitary sewer system
• Chapter 24: Public right of way and easement
• Chapter 28: Utilities
• Chapter 36: Zoning o Article 3 Site Plan Review o Article 12, Supplementary District Regulations
10 Year Strategic Goals
The following goals areas represent areas of strategic importance to the utility.
• Goal Area 1: Aging infrastructure and management of assets over generations
• Goal Area 2: Conservation and sustainability, one water
• Goal Area 3: Preparing for areas of growth
• Goal Area 4: Risk, health, equity, and engagement
Implementation
This section addresses specific projects and day-to-day tasks that City staff undertake to implement the
business of the utility and serve the customer. Some tasks have been ongoing for many years and simply
represent the high quality of service that the City has always provided to its population, while others are
new initiatives that are the City’s response to recent development.
Lifecycle Asset Management
Sanitary sewer service is provided primarily with infrastructure. The following section describes the
coordinated activities that the City of Edina undertakes to provide value to the customer. These
coordinated activities seek to balance service, cost and risk over the generational lifecycle of
infrastructure.
Operations
Operations are actions that sustain, modify, alter, or regain system function and provide service or
manage risk. System operation is conducted primarily by the trained and certified utility operators from
the Public Works Department.
Typical operations consist of a variety of activities such as flow monitoring, pumping, routine inspection,
routine care of high touch system components, CCTV inspection of pipes, root cutting, jetting and
vactoring of debris, backup failure analysis, and other activities.
Much of the system operation is automated by a system of computerized controls, sensors, level
monitors, flow monitors, and other devices.
Emergency operations: The three highest risk Lift Stations (in terms of potential back up flooding) are
equipped with onsite generators that automatically engage upon Xcel failure. All other Lift Stations are
equipped with quick connect plugins for portable generators that can be rotated between sites as
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necessary. Two combination Jet/Vac trucks can also be utilized to empty wet wells and reestablish
detention time if needed. Two large capacity portable pumps could also be utilized for bypass pumping
as well.
The following programs support operation and maintenance decisions:
• Jet-cleaning program for all lateral collection piping. Each pipe is cleaned on a four-to-five
year revolving schedule. The main trunk sewers are not included in the cleaning program
since they receive regular scouring velocities from normally occurring peak flows and the
flushing from cleaning in the laterals.
• Televising trunk lines and laterals for operation and condition assessment. Each pipe is
televised on a 12-year revolving schedule to help determine areas in need of cleaning and
improvements.
Maintenance
Maintenance is any action that repairs or retains the
physical infrastructure assets to meet projected service
levels. System maintenance is conducted primarily by the
trained and certified utility operators from the Public
Works Department.
Typical maintenance consists of replacement of worn
manhole lids, grouting of manhole rings, spot repair of
leaks, spot repair of pipes, refurbishment or replacement
of pumps, refurbishment or replacement of electrical
control components, replacement of other worn or
damaged system components, and other minor
maintenance.
Renewal and Replacement
Renewal and replacement are major repair or replacement
of assets at or near the end of their service life. This
activity is conducted by the engineers, technicians, and
inspectors in the Engineering Department or by consulting engineers, and typically occurs in parallel with
the City’s neighborhood street reconstruction program and municipal state aid reconstruction program,
or are completed as standalone utility projects.
Replacement and renewal projects are bundled by age cohort of road and utility infrastructure. System
components are inspected and conditions assessed to inform project replacement and repair
interventions. Engineers produce project reports and recommend project scope to the City Council.
Projects are bundled and bid for reconstruction and contracts are considered by the City Council.
Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of
scale and timing needed renewal around the disruptions caused by a single project.
Renewal and replacement decisions assume the infrastructure service remains the same or is replaced
with current industry standard materials and components. Typically, projects mix scope between
renewal and replacement, and new and upgraded service.
“Flushable” Wipes
While biodegradable, disposable
wipes do not break down the same
way as toilet paper does. As as
result, they tend to clog residential
and municipal sewer pipes. This can
overburden the system, and cause
increased repair and maintenance
costs. This in turn can increase
utility rates, as well as potential
repair costs for homeowners.
Even though these wipes are
marketed as flushable, it is
recommended that residents do not
flush them down the toilet.
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New and Upgraded Assets
New and upgraded assets are either entirely new areas or levels of service, or major improvements to
the marginal level of service provided by infrastructure. This activity is generally conducted by engineers,
technicians, and inspectors in the Engineering Department, or by engineers employed by private
developers as part of land use, community development, or economic development projects.
Other Programs
Programs and activities managed by partner organizations and various city departments affect outcomes
of the utility. The following is a noncomprehensive summary of related programs and activities.
Demand Management / Source Control
• The conservation rate tiers in City ordinance are key conservation and demand
management practices for the utility.
• State and national plumbing code are key conservation and demand management tools
that are reducing per capita flow.
• The MPCA dental amalgam separator program is a key source control for mercury.
• The City effort to reduce infiltration and inflow is a demand control, and is described in
greater detail in the risk management section below.
Assurance, Condition Assessment, System Monitoring, Modeling
Many business practices and their associated systems that are otherwise classified as operations also
provide assurance of system function:
• SCADA controls and monitoring
• Periodic inspection and operation
• System planning and design
The sanitary sewer system is modeled on an occasional basis and that model is occasionally recalibrated
with flow monitoring data. The model is used to review flow trends and test scenarios of system
changes due to growth and other notable modifications to system function.
Risk Management, Resilience
The following programs or business practices manage risk associated with the utility:
• City emergency response command
• Gopher State One Call Utility / locates
• Right of Way management
• Connection permits
• Fats/Oils/Grease (FOG) source controls
• Private connection program as part of reconstruction
• Parking garage inspections
• City risk management, and League of Minnesota Cities insurance trust
• City conservation and sustainability programs
• The system of backup power for key pump stations, and mobile power reserve
• Flood control works and activities in the city Stormwater Utility
• Two additional programs are described in greater detail due to their
significance:infiltration and inflow program and sump disconnection inspections.
Private Subsurface Treatment Systems
According to City Code Article X Requiring Connections to Sanitary Sewer and Water
System; Regulating Drainage Into Sanitary Sewer System Section 10-458. Sanitary Sewer
Connection Required:
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• New construction. Whenever property abuts any public street or alley in which sanitary
sewer mains have been constructed, the owner of every residential or nonresidential
principal use building hereafter constructed, reconstructed or placed on such property,
and as a part of such construction, reconstruction, or placing, shall connect the sewage
disposal lines in such building with such mains in such street or alley.
• Existing buildings. The owner of every existing residential or nonresidential principal use
building which abuts any public street or alley in which sanitary sewer mains have been
constructed, within two years after the date such sanitary sewer mains did or will
become usable, shall connect the sewage disposal lines in such building with such mains.
Such connection shall be made immediately if such mains are usable and if the private
sewage disposal lines for the building on such property overflow, back up or otherwise
fail.
There are less than ten subsurface treatment systems (SSTS) left in Edina. These locations are
either not subject to being connected (due to lack of access to a sewer main) or in the process of
being required to connect. There are no community treatment systems in Edina.
Infiltration and Inflow (I&I) Program
A key risk management approach for the sanitary utility is the identification, reduction, or elimination of
infiltration and inflow. The following is a summary of past infiltration and inflow reduction efforts:
• Donohue 1983, CH2M 1992, TKDA Sewer Evaluation 1997, Barr Engineering flow
modeling and metering 2006, 2012, Bolton and Menk Trunk Sewer Infiltration Study 2013
• Post 1997 study I&I projects: o All buildings within the City were inspected for potential clear water connection.
Buildings with sump pump systems were inspected for clear water connections.
o A 325,000 gallon peak flow storage tank was installed in the sewer shed tributary
to interceptor 1-MN-345.
• 2012, 14, 17 MCES I&I reduction grant projects
The following strategies are used to reduce I&I risk:
• Replacement of vented manhole covers with solid water tight covers.
• Removal of surface drainage cross connections.
• Repair of manhole frames that have separated from rings in concrete street sections.
• Replacement or lining of dilapidated brick manholes with new precast manholes.
• Installation of chimney seal systems on manholes that have evidence of inflow characteristics.
• Complete relining or replacement of sewers constructed in low areas subject to frequent
inundation, such as along creeks and wetlands.
Private Connections and Sump Cross Connection
One of the main sources of inflow continues to come from private connections. One of those sources is
the connection of lower levels of parking ramps to the sanitary sewer. Though upper levels of ramps are
connected to the storm sewer, lower levels are connected to the sanitary sewer. When runoff events
exceed the capacity of the upper level collection systems, it often simply flows to the next level down
where it runs directly into the sanitary sewer. Similarly, if flood waters enter lower levels of the ramp,
they can inflow directly into the sanitary system. Edina is working with private developers to prevent
this from occurring on future proposed ramps and, in some cases, to correct existing ramps where this
is known to be a problem.
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Another key component to inflow and infiltration is related to private services. Metropolitan Council
Environmental Services estimates that as much as 70% of all I&I comes from private sources. As already
noted, the City has completed a successful sump pump program. However, in addition to the sump
pumps, many of the private sanitary sewer service laterals are old and susceptible to I&I.
Education, Outreach, and Engagement
The understanding, support, consent, and participation of customers and stakeholders are key to
building the brand of the utility and city, and affect customer goodwill and outcomes. The following
programs and activities support the education, outreach, and engagement goals of the City and the
operation of the utility.
• Customer service interactions
• Utility billing
• Communications and Technology Service Department maintained tools and platforms
• City outreach and engagement practices
• Public Works Week proclamation and biennial public works open house
• Occasional infrastructure tours
Organizational Improvement
The following review includes potential actions for each strategic goal area identified in the goal and
policy section above.
• Goal Area 1: Aging infrastructure and management of assets over generations
o Review and implement best practices to promote financial awareness across
departments. o Improve financial asset register and physical asset register so they are complete
and consistent with each other and useful for uncovering trends and for strategic
planning.
o Improve information management systems and staff procedures to build
awareness of customer and technical service issues. o Track and classify key customer service requests and complaints.
o Track number and duration of planned and unplanned service interruptions and
reliability trends. o Build organizational tools to identify and track age, condition, and function of
system.
o Use results of condition assessments to inform replacement and renewal
decisions. o Improve organizational line-of-sight by developing processes that build consensus
on service and risk that are informed by data from all levels of the organization.
o Improve project selection procedures that involve staff from diverse functions
between departments.
• Goal Area 2: Conservation and sustainability, one water
o Identify demonstration project that utilizes thermal resource in trunk sanitary
sewer main and develop design and business case. o Quantify utility energy use and associated environmental impact and consider
renewable energy or credit purchase to offset.
o Review metering, SCADA, and billing system requirements jointly with water
utility for opportunities relating to asset management and conservation business
goals when major system replacements are considered.
• Goal Area 3: Preparing for areas of growth
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o Complete York trunk extension. o Complete Fairview trunk extension and LS4 flow bypass.
o Plan for Parklawn area lift and force extension coordinate easement acquisition
when development opportunities allow. o Plan for Grandview area sanitary extension as development requires capacity. o Consider Pentagon Park utility transition from Bloomington to Edina sewer
operations to align with ownership in coordination with water system review.
o Continue to collaboratively review MCES interceptor capacity with Bloomington
and Metropolitan Council to assess capacity issues downstream from L55.
• Goal Area 4: Risk, health, equity and engagement
o Comprehensively assess risk jointly with stormwater utility using an international
risk framework. o Consider range of options for enforcing or promoting private sewer inspection
and repair.
o Review and modify after-action and failure reporting processes to promote cross
functional organization learning. o Support citywide framework and criteria for purchasing, health, and race and
equity in all business practices.
o Support citywide framework for engagement and public participation.
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References and Appendices
Grandview System Analysis (2018 Barr)
Southeast Edina Capacity and Preliminary Engineering (2017 Barr)
Edina South Sanitary Sewer Capacity Evaluation (2018 Barr)
Pentagon AUAR (2018 Update)
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Stormwater Utility
Introduction
This section of the water resources chapter focuses on the Stormwater Utility. The introduction
discusses the purpose of the utility, and describes technical service levels and related customer service
expectations. A high-level overview of means describes the people, equipment, and infrastructure used
to provide the service, and the asset management statement puts programs and infrastructure into a
generational context of lifecycle service delivery. The current and future conditions section provides an
overview of existing conditions, demand, and more detail on the parts that make up the public utility and
how it relates to private systems, organizations and partners and the overall water industry. The goals
and policies section describes the governance structure, policies, and relationships and sets goals to
guide the utility in the next 10 years. The implementation section describes the framework for
implementation using principles of lifecycle management of assets and management of capacity and risk.
The reference section links to plans and studies that provide the body of understanding at the
foundation of the utility and useful tools from the water industry.
Purpose of Plan
The purpose of this section is to guide the Stormwater Utility by defining the service, detailing goals and
policies, and framing the resources and methods of implementation used to provide for the citywide
management of stormwater. The plan:
• Defines service levels and relationship to citywide policy goals such conservation, resilience,
protection, procurement, and others.
• Provides a framework for the procurement and maintenance of services while managing risk and
supporting development.
• Summarizes demand and demand shifts with ongoing development and potential redevelopment
within the city and describes how land use impacts the stormsewer infrastructure in the city.
• Recognizes the interconnected nature of surface water and groundwater, promoting
management strategies that protect and improve lakes, ponds, streams, and wetlands, as well as
the City’s drinking water source through the Wellhead Protection Plan (WHPP).
• Describes how service is provided and how it relates and coordinates within the watershed
framework. The relationship of flood and clean water services to the regional creeks, lakes, and
rivers, and how programs and services coordinate and overlap with those of the Nine Mile
Creek Watershed District and the Minnehaha Creek Watershed District.
• The scope of this plan is the local drainage network, the local conveyance and treatment system
that makes up the Municipal Separate Storm Sewer System (MS4), and the local system of
natural water bodies such as wetlands, streams, and lakes that connect and drain to Nine Mile
Creek, Minnehaha Creek, and downstream lakes and ponds like Bde Maka Ska or Adams Hill
Pond.
This plan is informed by the City of Edina Comprehensive Water Resources Management Plan
(CWRMP) and that plan is incorporated by reference.
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History of the CWRMP
In 2003-2004, the City developed the Comprehensive Water Resource Management Plan to address current
and future stormwater issues, especially those related to future development and redevelopment. The
plan addressed stormwater runoff management and flood control, water quality management, and
wetlands protection through establishment of stormwater planning policies and recommendations.
This plan was developed to assist the City of Edina in defining and implementing a comprehensive and
environmentally sound system of surface water management. The plan was updated in 2008 as part of
the last comprehensive plan, and again in 2011 to conform to changes in the policies of the Minnehaha
Creek Watershed District and the Nine Mile Creek Watershed District plans. To inform this update of
the comprehensive plan, the CWRMP was again reviewed, updated, and adopted in 2018.
Service Levels
The core services of the Stormwater Utility are drainage and management of runoff and flood risk, clean
surface waters, and protection of natural waterbodies and wetlands. The purpose and interactions
among the service levels is described in greater detail in CWRMP section 3.
The services are improving citywide with some risk of disruption, and are increasingly better
understood using hydraulic and hydrologic models and risk management principles.
Customer
In the 2017 Quality of Life Survey, Edina residents rated storm drainage as 27% Excellent, 53% Good,
16% Fair and 4% Poor. The percent positive ranked as 26th among 328 comparable communities by
survey firm Decision Resources. Residents rated street cleaning as 24% Excellent, 56% Good,16% Fair
and 5% Poor. The percent positive ranked as 43rd among 300 comparable communities with a
statistically significant disparity in service geographically where 95% in the southwest quadrant and 71%
in the northwest quadrant rated the service as excellent or good. While this is a satisfactory rating,
there may be opportunities to increase the overall rating through improved customer service or facility
upgrades.
Key customer interactions include customer service requests and permit interactions around residential
redevelopment and the lakes and ponds program, flooding and failures, utility improvement projects,
neighborhood street reconstruction projects, and education and engagement events.
The utility serves residential and businesses customers citywide with billing based on customer class /
land use flow equivalences, with the rate of billing updated annually in City Code 2-724. Customers also
pay for services provided by local watershed districts in their property tax.
The provision of this service uses natural resources such as materials and energy. Conservation is
promoted in combination with the educational mission of local watershed districts, through customer
engagement broadly, and in the lakes and ponds program specifically. Sustainability is promoted through
interrelated planning and project implementation with transportation services as part of the Living
Streets Plan, the creation of green infrastructure directly and through permitting, and compliance with
citywide procurement policy.
Technical
The stormwater system, natural waterbodies, and land use activities are managed to provide the three
core services while reducing risk to residents and businesses. Portions of the stormwater infrastructure
are regulated through the MS4 and by the watershed districts, while programs and activities are
regulated depending on their impact to specific types of waters at a state and federal level. Because
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regulation and expectations have changed in a relatively recent time compared to the age of the
infrastructure, there are significant service deficits and some overlapping or conflicting regulations.
The CWRMP has reviewed service demand trends and levels of achievement in greater detail. Typical
redevelopment improves service as areas of land go from minimal infrastructure and treatment to
modern systems.
Means of Provision of Service
Stormwater services are provided using a combination of infrastructure, programs, and land use
regulation directly and in coordination with local and state partners. Local systems are managed by the
City of Edina Engineering and Public Works departments and the two main creeks are managed by
public partners at the watershed districts.
Some services relating to flood risk are managed jointly with the Sanitary Utility and some services
relating to clean water and pollution prevention and managed jointly with the Water Utility through the
Wellhead Protection Plan.
Asset Management Statement
Stormwater Utility infrastructure assets and related programs are managed to: understand and react to
service level deficits, identify and manage risk, assess condition and take a lifecycle approach to the
operation, maintenance and replacement of system components, and monitor system performance.
These management activities are conducted to provide a valuable public service by continually improving
our operation and infrastructure to improve the level of service experienced by the public and defined
by technical service requirements, while minimizing cost and risk.
Current and Future Conditions
The City of Edina and its residents value the surface water resources within the city, which include two
creek systems, a number of lakes and ponds, and numerous wetlands (see Figure 7.4). In addition to
being a major component of the City’s flood protection and surface water treatment system, these
resources supply aesthetic and recreational benefits and provide wildlife habitat and refuge. The
northeast corner of the city drains to Minnehaha Creek, which enters the city limits northwest of West
44th Street and T.H.100 and flows in a southeasterly direction through the city, exiting near West 54th
Street and York Avenue. The southwest corner of the city drains to the South Fork of Nine Mile Creek,
which meanders through the Braemar Golf Course and then exits the city limits toward Bloomington at
West 78th Street. The remainder of the city drains to the North Fork of Nine Mile Creek, which enters
the Edina city limits in the northwest corner of the city north of the intersection of T.H. 169 and
Londonderry Road and flows in a southeasterly direction through the city, exiting to Bloomington near
the intersection of T.H. 100 and Interstate 494.
The City of Edina encompasses portions of two watershed districts: the Nine Mile Creek Watershed
District and the Minnehaha Creek Watershed District (see Figure 8.2.1). Watershed districts are local
units of government that specifically address the management and protection of water resources based
on hydrologic boundaries instead of political boundaries. Each District is governed by a Board of
Managers, comprised of citizens appointed by the boards of the counties with land in the watershed
district. The districts are charged by State statute “to conserve the natural resources of the state by
land use planning, flood control, and other conservation practices using sound scientific principles for
the protection of the public health and welfare and provident use of the natural resource.” Because
these watershed districts are granted authority to regulate, conserve, and control the use of water
resources within the district, the City is required to comply with the specific stormwater and water
resource related requirements of each District.
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Figure 7.4: Surface Water Resources
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The City of Edina places a high importance on providing quality stormwater management service to its
residents. Since the City of Edina has been a developing community throughout much of the past
century, the age and condition of the existing stormwater infrastructure is quite variable. Additionally,
Public Utility
The stormwater system is public stormwater system collects, treats, drains, retains and/or detains water
from public facilities, public transportation infrastructure, private properties, and outflow from private
stormwater systems citywide. The systems also convey outflows from natural water bodies and routes
them to downstream waterbodies.
Assets
The local stormwater system is owned and operated by the City of Edina, and portions of the system
are interconnected into systems owned by Hennepin County or neighboring cities. The system is made
up of 127 miles of gravity main ranging from 12-84” in diameter, 6800 manholes, 900 outlets, 38 miles of
small diameter sump drain, 11 stormwater lift stations, one half mile of stormwater force main, 150
ponds and wetlands, and numerous sediment traps. The majority of the system was constructed in the
1940’s through 60’s, with significant additions and extensions occurring after that period. Much of the
treatment infrastructure was added later and much is privately owned with maintenance declarations in
favor of local watershed districts. The system is extensively mapped and modeled in the referenced
CWRMP.
Organization and partners
Internal departments tasked with management of the Stormwater Utility are the Engineering and Public
Works Departments. These two functional departments employ engineers, operators, natural resource
and engineering technicians, and administrative staff to run the utility. These functional departments are
supported by the Finance Department, Utility Billing division, Administration, and Human Resource
Departments. Land use permitting and acquisition of developer-installed new infrastructure are
supported by the Planning and Building divisions of the Community Development and Fire Departments.
Key external partners in the provision of stormwater services include the Nine Mile and Minnehaha
Creek Watershed Districts, engineering and natural resources professional service providers, utility and
natural resources contractors, state regulators, and nongovernmental water industry associations. Lake
association customer groups also make requests for service.
Tools, Equipment, Facilities
The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and
maintained by the Facilities and Fleet support divisions of Public Works and the Communications and
Technical Services Department. System models are maintained by partner engineering professional
service providers.
Demand
The city and watershed districts have implemented conventional stormwater quality treatment
requirements since the late-1980s, typically in the form of stormwater detention ponds and
underground storage and infiltration chambers. Regional detention ponds, while generally encouraged by
the City for their efficiency of scale, have been hard to organize, due to the developed nature of the
area. Stormwater detention ponds are effective for removal of sediment and phosphorus from
stormwater runoff.
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In recent years, stormwater quality treatment trends have shifted to incorporate volume reduction of
stormwater runoff, in addition to the removal of sediment and phosphorus. This movement comes in
response to both the desire of citizens and local governments to embrace the challenge of protecting
our urban surface water resources and changes in regulation. Stormwater volume reduction can be
accomplished by reducing the fraction of impervious surface on a site and/or installing infrastructure to
increase rainfall abstraction processes such as infiltration, evaporation, water storage, and vegetation
management.
Future Drivers
Existing demand and trends that drive changes in demand are discussed below for flood and clean water
service areas.
Storm Drainage and Flood Protection: Key drivers adding demand for drainage and flood risk are cyclical
wet periods, increasing rainfall peaks and frequencies due to climate change, and increasing urbanization
leading to changing land uses that add hardscape and change soils and grades.
Clean Surface Waters: Key drivers adding demand for surface water including changing expectation and
regulation. The federal Clean Water Act (CWA) requires states to adopt water quality standards to
protect the nation’s waters. Water quality standards designate beneficial uses for each waterbody and
establish criteria that must be met within the waterbody to maintain the water quality necessary to
support its designated use(s). Section 303(d) of the CWA requires each state to identify and establish
priority rankings for waters that do not meet the existing water quality standards. The list of impaired
waters is updated by the State every two years. For impaired waterbodies, the CWA requires the
development of a total maximum daily load (TMDL), which establishes the pollutant loading capacity
within a waterbody and develops an allocation scheme amongst the pollutant contributors, which
include point sources, non-point sources and natural background pollutants.
Private Systems
Nearly every home and business drains to Stormwater Utility or has a service connection from a private
system to the utility. While widely disbursed, the system drains, overland flow paths, catch basins, and
service connections connect the land use of the private customers directly to the utility and affects the
outcomes of the Stormwater Utility. The land use of private property, certain high impact or polluting
activities, private system connection, and other activities are regulated, permitted, and enforced directly
through the Community Development, Building, and Engineering Departments and by state and local
partners.
State and Local Partners
Regulation of connections, construction, grading, work within waters, operator certification and training,
planning for growth, plumbing code and plumbing licensing, and environmental standards and regulation
all affect the outcomes of the Stormwater Utility and involve the Minnesota Department of Health,
Minnesota Pollution Control Agency, Department of Labor and Industry, Department of Natural
Resources, Watershed Districts, and others. The City of Edina takes an active role in policy and
regulation advocacy directly and through partner professional associations and nonprofit groups.
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Goals and Policies
The City’s Comprehensive Water Resource Management Plan addresses storm water runoff
management and flood control, water quality management, and wetlands protection through
establishment of water resource management goals, policies, and design standards. The City’s plan is
required to conform with the existing watershed district plans and is modified through major and minor
amendments as needed.
Service Level Statement
The Stormwater Utility will provide drainage of surface waters, management of rainfall runoff and flood
risk, reduction of water pollution, treatment of stormwaters, and protection of natural water bodies and
wetlands to provide outcomes supportive of local, state and national surface water goals and policies.
The purpose and interactions among the service levels is described in greater detail in the CWRMP.
Role and Responsibility of Council and Management
The City Council is the policy body for the utility and is responsible to set the strategic and policy
direction of the utility. The City Council is responsible and accountable to the residents and customers
of the utility and appoints and evaluates the chief executive. The City Council sets the budget and capital
improvement direction of the utility, defines policy and code that define service and risk, levies fees,
issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears
appeals on enforcement matters.
The City Manager is the chief executive of the three water utilities. The chief executive is ultimately
responsible for the function of the utility and delegates areas of responsibility to various City
Departments. Divisions of responsibility are shared and split among City Departments.
Utility management for the Stormwater Utility is jointly practiced with the Water and Stormwater
Utilities with close coordination of local transportation system management.
Policy and Regulation
Policies of the Stormwater Utility are defined in greater detail in the referenced CWRMP.
The following ordinances govern public and private utility service, connections and related
infrastructure, land use, and other topics related to the utility.
• Chapter 10: Building and Building Regulation o Article 2: Landscape, Screening and Erosion Control o Article 4: Demolition
o Article 7: Littering in the Course of Construction Work
o Article 17: Land Disturbing Activities
• Chapter 23: Nuisances and Noise
• Chapter 24: Public Right of Way and Easement
• Chapter 28: Utilities
• Chapter 30: Vegetation
• Chapter 32: Subdivision
• Chapter 36 Zoning
o Article 3: Site Plan Review
o Article 5: Conditional Use Permits o Article 8: Districts o Article 10: Floodplain Districts o Article 12: Supplementary District Regulations
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A brief summary of the management goals in the City of Edina Comprehensive Water Resource
Management Plan is provided below. Additional information on the policies and design standards can be
found in the latest version of the City’s plan.
10 Year Strategic Goals
The following goals represent areas of strategic importance to the utility.
• Goal Area 1: Prioritization of service levels and rates of attainment.
• Goal Area 2: Conservation and sustainability, one water
• Goal Area 3: Aging infrastructure and management of assets over generations:
• Goal Area 4: Risk, health, and equity
Implementation
This section addresses specific projects and day-to-day tasks that City staff undertake to implement the
business of the utility and serve the customer. Some tasks have been ongoing for many years and simply
represent the high quality of service that the City has always provided to its population, while others are
new initiatives that are the City’s response to recent development.
Lifecycle Asset Management
Stormwater service is provided using extensive infrastructure.
The following section describes the coordinated activities that
the City of Edina undertakes to provide value to the
customer. These coordinated activities seek to balance
service, cost, and risk over the generational lifecycle of
infrastructure.
Operations
Operations are actions that sustain, modify, alter, or regain
system function and provide service or manage risk. System
operation is conducted primarily by the trained and certified
utility operators from the Public Works Department and
natural resource technicians in the Parks Maintenance
division.
Typical operations consist of a variety of activities such as
routine inspection, routine care of high touch system
components, CCTV inspection of trouble pipes, jetting and
vactoring of debris, care of vegetation, failure analysis, and
other activities.
Emergency operations:
The 5-year rotating inspection program supports operation
and maintenance decisions.
Maintenance
Maintenance is any action that repairs or retains the physical
infrastructure assets to meet projected service levels. System maintenance is conducted primary by the
Grey and Green
Infrastructure
Stormwater is more than just pipes
and ponds. It’s also plants!
Gray infrastructure – including
sewer pipes, reservoirs, and
treatment plants – plays a central
role in collecting, conveying, and
treating wastewater and stormwater
prior to discharge.
Green infrastructure – including
vegetation, open space, and natural
landscapes – complement and make
grey infrastructure more cost-
efficient. Green stormwater
infrastructure replicates natural
hydrologic processes, reducing
runoff by absorbing and filtering
stormwater. Green infrastructure
may also serve as a community
amenity and recreational area.
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trained and certified utility operators from the Public Works Department and natural resource
technicians in the Parks Maintenance division.
Typical maintenance consists of replacement of worn manhole lids, grouting of manhole rings, spot
repair of pipe, refurbishment or replacement of pumps, refurbishment or replacement of electrical
control components, replacement of other worn or damaged system components, replacement of plant
material, and other minor maintenance.
Renewal and Replacement
Renewal and replacement are major repair or replacement of assets at or near the end of their service
life. This activity is conducted by the engineers, technicians, and inspectors in the Engineering
Department or by consulting engineers, and typically occurs in parallel with the City’s parks
development projects, neighborhood street reconstruction program, municipal state aid reconstruction
program, or are completed as standalone utility projects.
Replacement and renewal projects are bundled by age cohort of road and utility infrastructure or are
added to the scope of new infrastructure projects. System components are inspected and conditions
assessed to inform project replacement and repair interventions. Engineers produce project reports and
recommend project scope to the City Councils. Projects are bundled and bid for reconstruction and
contracts are considered by the City Council.
Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of
scale and timing needed renewal around the disruptions caused by a single project.
Renewal and replacement decisions assume the infrastructure service remains the same or is replaced
with current industry standard materials and components. Typically, projects mix scope between
renewal and replacement, and new and upgraded service.
New and Upgraded Public or Private Assets
New and upgraded assets are either entirely new areas or levels of service, or major improvements to
the marginal level of service provided by infrastructure. This activity is generally conducted by engineers,
technicians, and inspectors in the Engineering Department, or by engineers employed by private
developers as part of land use, community development, or economic development projects.
Other Programs
Programs and activities managed in partner organizations and various City departments affect outcomes
of the utility. The following is a noncomprehensive summary of related programs and activities.
Pollution Source and Hydrologic Control
• Pollution prevention activities associated with the MS4 permit, street sweeping program,
and the Water Utility’s Wellhead Protection Plan.
• Land use regulation in the zoning code and limitations on building hard cover.
• Land use permitting at the City and Watershed levels.
• Grading and erosion control requirements at State, Watershed, and local levels.
• Stormwater requirements at State, Watershed, and local levels.
• Implementation of the Living Streets Plan.
Assurance, Condition Assessment, System Monitoring, Modeling
Many business practices and their associated system that are otherwise classified as operations also
provide assurance of system function:
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• SCADA controls and monitoring
• Periodic inspection and maintenance
• System planning and design
The stormwater sewer system is modeled on an occasional basis and that model is occasionally
recalibrated with flow monitoring data. The model is coordinated in the Nine Mile Creek Watershed
with the District overall creek model. The model is used to review flood risk and test scenarios of
system changes due to growth, system retrofit as part of improvement proposals, or other notable
modifications to system function.
Risk Management, Resilience
The following programs or business practices manage risk and liability the storm utility faces:
• City emergency response command
• Gopher State One Call Utility / locates
• Right of Way management
• Grading and land use permits
• Parking garage inspections
• City risk management, and League of Minnesota Cities insurance trust
• City conservation and sustainability programs
• Flood control works and activities
• FEMA National Flood Insurance Program
• Stormwater regulation at State, Watershed, and local levels.
Education, Outreach and Engagement
The understanding, support, consent, and participation of customers and stakeholders is key to building
the brand of the utility and city, and affects customer goodwill and outcomes. The following programs
and activities support the education, outreach, and engagement goals of the City and the operation of
the utility.
• Civic engagement, public participation, and communication
• Customer service interactions
• Utility billing
• Communications and Technology Service Department maintained tools and platforms
• Community outreach and engagement practices
• Public Works Week proclamation and biennial public works open house
• Occasional infrastructure tours
Organizational Improvement
The following review includes potential actions for each strategic goal area identified in the goal and
policy section above.
• Goal Area 1: Prioritization of service levels and rates of attainment. o Complete flood protection strategy to demonstrate range of practices and levels
of attainment in focus area of Morningside Neighborhood.
o Complete clean water strategy to demonstrate range of practices and levels of
attainment in focus area of Lake Cornelia watershed. o Use results of each strategy to inform changes to codes and standards, and
review internal processes for project selection.
• Goal Area 2: Conservation and sustainability, one water.
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o Identify demonstration project that reuses stormwater or surface waters for
irrigation at Braemar Golf Course jointly with Water Utility.
o Quantify utility energy use and associated environmental impact and consider
renewable energy or credit purchase to offset. o Promote ecosystem services, such as native vegetation, that support clean water.
• Goal Area 3: Aging infrastructure and management of assets over generations.
o Review and implement best practices to promote financial awareness across
departments. o Improve financial asset register and physical asset register so they are complete
and consistent with each other and useful for uncovering trends and for strategic
planning.
o Improve information management systems and staff procedures to build
awareness of customer and technical service issues. o Track and classify key customer service requests and complaints.
o Build organization tools to identify and track age, condition, and function of
system. o Use results of condition assessments to inform replacement and renewal
decisions.
o Improve organizational line-of-sight by developing processes that build consensus
on service and risk that are informed by data from all levels of the organization. o Improve project selection procedures that involve staff from diverse functions
between departments.
• Goal Area 4: Risk, health, equity, and engagement.
o Comprehensively assess risk jointly with sanitary utility and water utility using an
international risk framework. o Review and modify after-action and failure reporting processes to promote cross
functional organization learning.
o Support citywide framework and criteria for purchasing, health, and race and
equity in all business practices. o Support citywide framework for engagement and public participation.
References and Appendices
CWRMP
Nine Mile Plan
Minnehaha Plan
MS4 Permit and Stormwater Pollution Prevention Program
Wellhead Protection Plan
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Drinking Water Utility
Introduction
This section of the water resources chapter focuses on the
Water Utility. The introduction discusses the purpose of the
utility, describes technical service levels and related customer
service expectations. A high-level overview of means describes
the people, equipment, and infrastructure used to provide the
service, and the asset management statement puts programs
and infrastructure into a generational context of lifecycle
service delivery. The current and future conditions section
the water system’s current operating conditions will be
established along with historical water use trends from the last
10 years. Future water use trends will be projected to the year
2040, and potential infrastructure challenges that may arise will
be identified. More detail on the parts that make up the public
utility and how it relates private systems, organizations, and
partners and the overall water industry are also included in this
section. The goals and policies section describes the
governance structure, policies, and relationships and sets goals
to guide the utility in the next 10 years. The implementation
section describes the framework for implementation using
principles of lifecycle management of assets and management of
capacity and risk. The reference section links to plans and
studies that provide the body of understanding at the
foundation of the utility and useful tools from the water
industry.
Purpose of Plan
The purpose of this section is to guide the water utility by
defining the service, detailing goals and policies, and framing the resources and methods of
implementation used to provide for the citywide distribution of water. The plan:
• Defines service levels and relation to citywide policy goals such conservation, resilience,
procurement, and others.
• Provides a framework for the procurement and maintenance of services while managing
risk and supporting growth.
• Summarizes demand and demand growth with ongoing development and potential
redevelopment within the city and describes how land use impacts the water utility
infrastructure in the city.
Service Levels
The core services of the water utility are: the delivery of safe and healthy waters to promote public
health, the delivery of water for commercial and industrial uses, and the availability of water for fire
suppression. These services are provided citywide with minimal risk of interruption. A secondary service
of the water utility is the delivery of water for irrigation and other nonessential uses.
Water Utility Facts
The City of Edina’s existing water
system consists of 5 storage
facilities, 18 active groundwater
wells, 4 water treatment plants, and
a pipe distribution system.
Historical data shows that the
average day water demand has been
decreasing.
Projections indicate additional
storage will be required to meet
future water use demands.
The City is considering water
system improvements including an
additional water treatment plant,
changes to Dublin Street Reservoir
operation and storage capacity, and
water main upgrades and
replacements.
Demand increases by xx% during
the summer to accommodate
outdoor use.
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Customer Service
In the 2017 Quality of Life Survey Edina residents rated drinking water as 28% Excellent, 41% Good,
18% Fair and 1% Poor. Drinking water received lowest marks for hardness and taste and highest marks
for reliability and appearance. The percent positive ranked as 176th among 300 comparable communities
by survey firm Decision Resources. While this is a satisfactory rating, there may be opportunities to
increase the overall rating through improved customer service or facility upgrades.
Key customer interactions include billing, hook up and shut off, water main breaks or service line
freezing events, utility improvement projects, planned and unplanned outages, neighborhood street
reconstruction projects, and education and engagement events.
The utility serves residential and businesses customers based on metered domestic flow with rates
described and updated annually in City Code 2-724, with specific irrigation meters for residential and
industrial customer classes. The service is highly reliable with service interruption or risk interruption
typically experienced only sporadically based on deep frost, construction activity, main breaks, or
significant power outage or drought. Staff manages the utility to reduce risk.
Technical Service Requirements
The water utility is managed to provide highly reliable service, and clean and safe water to residents and
businesses. Water treatment and distribution practices are regulated and governed by state law,
standards of practice, and plumbing code. Recent technical studies reviewing demand, capacity, water
source protection, and water quality include:
• Wellhead Protection Plan (Sourcewater Solutions 2011 and 2013) – This plan focuses on
improving the sustainability of the City’s water supply. It identifies the vulnerability of the
water supply, and potential contaminants that could impact the water quality. The plan
also includes actions to reduce the likelihood of contamination and alternate water
sources in the event of an emergency.
• Water System Master Plan (SEH 2018) – This plan details the historical water use data,
projects future water use trends, and identifies potential areas for system improvements.
A computer model of the City’s water distribution system was created to aid in
determining existing operating conditions and plan for future developments under
different system conditions.
• Water Treatment Plant 5 Preliminary Engineering Report (AE2S 2017)
Means of Provision of Service
Water service is provided primarily using a system of local wells, treatment plants, pumps, distribution
main, service lines, control and metering infrastructure. The system is managed by the City of Edina
Engineering and Public Works Departments. The system of infrastructure is described in greater detail
in the public utility section below. Programmatic activities such as water system monitoring, disinfection,
and wellhead protection are described in the implementation section below.
Asset Management Statement
Water utility infrastructure assets and relating programs are managed to: anticipate and react to the
impact of growth, identify and manage risk, assess condition and take a lifecycle approach to the
operation, maintenance and replacement of system components, and monitor water quality and system
performance. These management activities are conducted to provide a valuable public service by
continually improving our operations and infrastructure to meet the level of service expected by the
public and defined by technical service requirements, while minimizing cost and risk.
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Current and Future Conditions
The City’s public water system provides water to the majority of Edina’s residential and commercial
areas. Within the city, a few residential and commercial areas are served by other public water suppliers
due to their proximity to surrounding cities. The cities that service areas within Edina are Bloomington,
Eden Prairie, Minneapolis and St Louis Park. Surrounding cities also provide Edina with interconnections
that can be utilized in emergency situations where an alternate water supply is needed.
Public Utility
The public water system pumps, treats, filters, stores, meters, and delivers waters to private service
connections citywide. Water for fire suppression is stored and made available at public and private fire
hydrant connections located citywide.
The sections below details rates of flow in gallons per minute (GPM), million gallons of storage (MG),
millions of gallons of water per day (MGD), and describes average day (AD) and maximum day (MD)
demands. Some system constraints and improvement options are discussed and more detail can be
found in goals and policies section, and the Water System Master Plan (SEH 2018).
Assets
Assets are used to supply, treat, store, distribute, connect to, and meter water. The existing water
system is made up of 220 miles of pressure main ranging from 4-16” diameter, nearly 5000 service
valves, 2000 hydrants, 13800 metered service connections, 4 tower storage facilities, 1 ground
reservoir, 18 groundwater wells, and 4 water treatment plants.
Table 7.5 shows the 4 elevated storage tanks and 1 groundwater storage tank utilized in the City’s
distribution system. The 4 elevated storage tanks have a combined storage capacity and usable storage
capacity of 3.0 MG. The Dublin Reservoir is limited to a 2,000 GPM output by the pumps over a 24 hour
time period. Therefore, the reservoir only has a usable storage of 2.88 MG even though the storage
capacity is 4.0 MG. The City has a total usable storage capacity of 5.88 MG.
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Table 7.5: Storage
Facility Name Location Year
Constructed
Type Storage
Capacity
(MG)
Usable
Storage
Capacity
(MG)
Dublin Reservoir 700 Dublin
Road
1960 Ground 4.0 2.88
Gleason Road
Tank
6001 Gleason
Road
1970 Elevated 1.0 1.0
Community
Center Tank
5901 Ruth
Drive
1955 Elevated 0.5 0.5
Van Valkenburg
Tank
4949 Malibu
Drive
1989 Elevated 1.0 1.0
Southdale Tank 6853 France
Avenue S.
1956 Elevated 0.5 0.5
Total 7.0 5.88
Eighteen wells are utilized to supply groundwater to the City as shown in Table 7.6. Water pumped
from each well receives fluoride for public health and wellness purposes, chlorine for disinfection, and
polyphosphates to prevent pipe corrosion. Many of the wells supply water to the water treatment plants
for additional treatment. However, a few wells provide water directly to the distribution system.
Well #14 is no longer used as a water supply. However, it is used as an irrigation well at Braemar Golf
Course.
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Table 7.6: Existing Supply Wells
Well Name Status Additional
Treatment
Supply Capacity
(GPM)
Supply Capacity (MGD)
Well #1 Offline - - -
Well #2 Active WTP #6 750 1.1
Well #3 Active None 900 1.3
Well #4 Active WTP #2 900 1.3
Well #5 Active Proposed
WTP #5
950 1.4
Well #6 Active WTP #2 900 1.3
Well #7 Active WTP #6 900 1.3
Well #8 Active None 600 0.9
Well #9 Active WTP #6 900 1.3
Well #10 Active WTP #3 1,000 1.4
Well #11 Active WTP #3 1,000 1.4
Well #12 Active WTP #4 900 1.3
Well #13 Active WTP #4 1,000 1.4
Well #14 Irrigation
Only
None - 0.0
Well #15 Active WTP #6 750 1.1
Well #16 Active None 1,000 1.4
Well #17 Active WTP #2 850 1.2
Well #18 Active Proposed
WTP #5
950 1.4
Well #19 Active None 950 1.4
Well #20 Active None 950 1.4
Total Supply Capacity 16,150 23.3
Firm Supply Capacity (Two largest Wells Offline) 14,150 20.4
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The City currently has 4 water treatment plants that provide additional treatment before sending the
water into the distribution system as shown in Table 7.7. All 4 plants utilize a pressure filter for iron
and manganese removal.
The majority of the water distribution and storage systems were constructed in the 1950’s through 70’s,
with treatment system being added and expanded later. Wells were added as demand grew, and all well
systems have been through multiple lifecycles as pumps are replaced on a more frequent basis, and wells
are redeveloped as their flow decays.
Organization and Partners
Internal departments tasked with management of the water utility are the Engineering and Public Works
Departments. These two functional departments employ engineers, operators, technicians, and
administrative staff to run the utility. These functional departments are supported by the Finance
Department, Utility Billing division, and Administration and Human Resource Departments. Utility
connections and acquisition of developer-installed new infrastructure are supported by the Planning and
Building divisions of the Community Development and Fire Departments.
Key external partners in the provision on water services include the electric power utility, local water
utilities for emergency interconnect and for areas of service in the city but not provided by the utility,
engineering professional service providers, utility general contractors, the Met Council, the Minnesota
Department of Health, state regulators, and nongovernmental water industry associations.
The City of Edina currently has no intercommunity services agreements with adjoining communities.
Tools, Equipment, Facilities
The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and
maintained by the Facilities and Fleet support divisions of public works and the Communications and
Technical Services Department.
Table 7.7: Existing Water Treatment Plants
Water
Treatment
Plant Name
Receives Water
From
Treatment
Method
Treatment Type Treatment
Capacity
(GPM)
WTP #2 Well #4, Well #6, and
Well #17
Pressure Filter Iron and Manganese
Removal
3,000
WTP #3 Well #10, and Well
#11
Pressure Filter Iron and Manganese
Removal
2,000
WTP #4 Well #12, and Well
#13
Pressure Filter Iron and Manganese
Removal
2,000
WTP #6 Well #2, Well # 7,
Well #9 and Well #15
Pressure Filter Iron and Manganese
Removal, Air Stripping
for VOC removal
3,850
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Demand
Water demand is viewed in a variety of time steps, and each affects system requirements. For example:
In several seconds a water main may be required to flow to provide water for fire suppression, in
several minutes a tower or well may provide water to match a peak hour’s ramping system demand, for
periods of hours wells may run and storage systems empty or fill to meet demand during a peak summer
drought over the course of days or months an aquifer pressure may lower or rise due to intense
summer demands, low winter demands, rainfall and infiltration, and finally over years or decades an
aquifer may rise and fall based on regional trends in water use and aquifer recharge.
Existing Demand
Table 7.8: Existing Demands
Year AD Demand (MGD) MD Demand (MGD) MD Peaking Factor
2008 7.36 16.29 2.21
2009 7.60 18.75 2.47
2010 6.79 13.13 1.93
2011 6.91 14.12 2.04
2012 7.59 17.08 2.25
2013 6.65 15.78 2.37
2014 6.49 15.45 2.38
2015 6.31 12.70 2.01
2016 6.03 12.99 2.15
2017 5.95 12.5 2.1
Average 6.8 14.9 2.20
Table 7.8 shows historical data from the last 10 years identifying water use trends in the average daily
demand (AD), maximum daily demand (MD), and maximum daily peaking factor.
The AD demand has been exhibiting an overall decreasing trend over the last 10 years, with the
exception of 2012 which was a drought year. The maximum and minimum AD demands were 7.59
MGD (2012) and 6.03 MGD (2016) respectively. The decreasing trend can be attributed to daily
conservation efforts and replacing outdated plumbing fixtures with more conservative fixtures.
The MD demand has widely varied over the last 10 years. The maximum and minimum MD demands
were 18.75 MGD (2009) and 12.70 MGD (2015) respectively. The MD demand can vary depending on
seasonal conditions. Hot and dry summers will often result in larger MD demands.
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The MD peaking factor is the MD demand divided by the AD demand. The MD peaking factors have
remained relatively stable over the last 10 years. The maximum and minimum MD peaking factors were
2.47 MGD (2009) and 1.93 MGD (2010) respectively. A recent trend of high rainfall has partially
influenced water use as can be seen in the water use trends. Though the City has realized a steady
growth in population and redevelopment, water use has remained flat and has even declined as of late.
Water conservation, both active (conservation programs) and passive (change in water user habits) may
also have had an influence on recent water use trends.
Future Demand
Future population and water use trends were projected through the year 2040 as seen in Table 7.9.
The City’s population was projected based on data from the Metropolitan Council and interpolation.
The AD demand was calculated by multiplying the population by the average per capita demand
determined from the historical data. The AD demand was then multiplied by the selected MD Peaking
Factor determined from the historical data.
The projections indicate that the AD demand has the potential to increase to approximately 9.9
MGD. As part of the 2018 water supply plan update, the City’s water storage needs were evaluated.
Using the selected sizing criteria of water storage with 2040 projected demands, the following future
water storage needs can be estimated. Recommended Water Storage (Criteria 2) = 12 hour AD supply
(4.95 MGD) plus fire storage (0.63 MGD) plus equalization storage (1.7 MGD) equals 7.3 MG
recommended storage volume compared to a current usable volume of 5.9 MG and nominal
storage volume of 7.0 MG. It is recommended that the projected water storage shortage can be
addressed by increasing the usable volume of the Dublin tank and increasing elevated storage available.
This could potential be accomplished by replacing the Community Center water tower (0.5 MG) with a
larger storage tank (1.0-1.5 MG).
The projected MD demand has the potential to reach 22.3 MGD by 2040. The City’s firm well
capacity (capacity with two largest wells out of service) should be larger than the projected MD demand.
Under existing conditions, the City is capable of pumping 20.4 MGD with the largest two wells out of
service, therefore, the production capacity growth is required to meet projected demands or additional
conservation measures will be needed.
Table 7.9: Ultimate Water Demand Projections
Year Population AD Demand
(MGD)
MD Demand
(MGD)
MD Peaking
Factor
2020 55,000 8.6 19.3 2.25
2025 57,500 8.9 20.1 2.25
2030 60,000 9.3 21 2.25
2035 61,800 9.6 21.6 2.25
2040 63,600 9.9 22.3 2.25
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Private Systems
Every home and business service connection to the Water Utility is owned by the private property
owner. The typical connection point has a shut off valve at the point of connection and is metered
internally. While widely dispersed, the system of service connections and the internal plumbing of
customers affects the outcomes of the Water Utility. Private system connection and good working
order are regulated, permitted and enforced directly through the Building Department and state and
local partners.
State and Local Partners
Regulation of connections, operator certification and training, regional planning for growth, plumbing
code and plumbing licensing, and environmental standards and regulation all affect the outcomes of the
Water Utility and involve the Minnesota Department of Health, Minnesota Pollution Control Agency,
Department of Labor and Industry, Met Council, and others. The City of Edina takes an active role in
policy and regulation advocacy directly and through partner professional associations.
Goals and Policies
This chapter describes how the Water Utility supports the mission and vision of the City of Edina, the
governance of the utility, key local policy and regulation, and ten-year strategic goals.
Service Level Statement
The Water Utility will provide safe, reliable, and efficient water for residents and customers in the City
of Edina, reliable and available water for fire suppression, and water for nonessential uses when
provision would not create undue risk, while treating contaminants, reducing the risk of contamination,
and improving our operations to protect the health, safety and welfare of our citizens now and into the
future.
Role and Responsibility of Council and Management
The City Council is the policy body for the utility and is responsible to set the strategic and policy
direction of the utility. The City Council is responsible and accountable to the customers of the utility
and appoints and evaluates the chief executive. The City Council sets the budget and capital
improvement direction of the utility, defines policy and code, levies fees, issues bonds, accepts or
disposes of real estate, approves contracts with service providers, and hears appeals on enforcement
matters.
The City Manager is the chief executive of the three water utilities. The chief executive is ultimately
responsible for the function of the utility and delegates areas of responsibility to various City
Departments. Divisions of responsibility are shared and split among City Departments.
Management for the Water Utility is jointly practiced with the Sanitary and Stormwater Utilities with
close coordination of local transportation system management.
Policy and Regulation:
A variety of local policies and ordinance apply to the water utility.
Policies
• Provide the City’s water customers with safe, high quality potable water. o Meet or exceed all Federal and State drinking water standards. o Provide treatment or replace existing wells with contaminants that exceed EPA
Maximum Contaminant Levels.
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• Provide sustainability of the City’s water system through preservation and conservation. o Protect the City’s existing sources of supply by implementation of the Wellhead
Protection Plan.
o Continue to implement a conservation-oriented water rate system that charges
increasing fees for increasing use of water. o Continue to provide education regarding conservation though mailings, website,
newspaper, and public involvement.
• Provide a reliable water system that can provide a safe supply of water during
emergencies.
o Continue the relationship with adjacent communities to provide interconnections
for emergency needs. o Continue to complete water main looping of dead ends to improve available fire
flow to customers.
• Continue to improve the quality of water throughout the distribution system by pursuing
solutions to water quality complaints. o Implement a unidirectional flushing program throughout the system.
o Continue to replace sections of aging water mains in areas with water quality
and/or hydraulic deficiencies.
• Implement new technologies including pipe bursting and cleaning and lining to limit full
reconstruction of utilities.
Ordinances
The following ordinances govern public and private utility service, connections and related
infrastructure
• Chapter 10: Building and Building Regulation
o Article 9: Regulating plumbing and installation of water conditioning equipment
o Article 10: Requiring connection to sanitary and water systems and regulating
discharge into the sanitary sewer system
• Chapter 24: Public right of way and easement
• Chapter 28: Utilities
• Sec. 36-1273: Utility buildings and structures.
10 Year Strategic Goals
The following goals areas represent areas of strategic importance to the utility.
• Goal Area 1: Aging infrastructure and management of assets over generations
• Goal Area 2: Conservation and sustainability, one water
• Goal Area 3: Preparing for areas of growth
• Goal Area 4: Risk, health, and equity
Implementation
This section addresses specific projects and day-to-day tasks that City staff undertake to implement the
goals and policies laid out in this plan. Some tasks have been ongoing for many years and simply
represent the high quality of service that the City has always provided to its population, while others are
new initiatives that are the City’s response to recent development.
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Lifecycle Asset Management
Water service is provided primarily with infrastructure. The following section describes the coordinated
activities that the City of Edina undertakes to provide value to the customer. These coordinated
activities seek to balance service, cost and risk over the generational lifecycle of infrastructure.
Operations
System operation is conducted primarily by the trained and certified utility operators from the Public
Works Department. Typical operations consist of a variety of activities such as flow monitoring,
pumping, routine inspection, routine repair, or replacement of high touch system components.
Much of the system operation is automated by a system of computerized controls, sensors, level
monitors, flow monitors, and other devices.
Emergency operations: All four WTPs have onsite generators equipped to automatically transfer power
upon loss of Xcel service. All well sites are equipped with quick connect plugins for use with portable
generators. In case of catastrophic failure or compromised water safety, the City of Edina has
interconnects with municipal supplies from Eden Prairie, Hopkins, St. Louis Park, Minneapolis and
Bloomington. Staff is currently exploring the feasibility of adding an interconnect with Richfield, possibly
to be constructed in 2019-20.
Maintenance
Maintenance is any action that repairs or retains the physical infrastructure assets to meet projected
service levels. System maintenance is conducted primarily by the trained and certified utility operators
from the Public Works Department.
Typical maintenance consists of replacement or refurbishment of values, hydrants, pumps, electrical
components, spot repair of leaks, spot repair of pipe, replacement of other worn or damaged system
components, and other minor maintenance.
Renewal and Replacement
Renewal and replacement are major repair or replacement of assets at or near the end of their service
life. This activity is conducted by the engineers, technicians, and inspectors in the Engineering
Department or by consulting engineers, and typically occurs in parallel with the City’s neighborhood
street reconstruction program and municipal state aid reconstruction program, or are completed as
standalone utility projects.
Replacement and renewal projects are bundled by age cohort of road and utility infrastructure. System
components are inspected and conditions assessed to inform project replacement and repair
interventions. Engineers produce project reports and recommend project scope to the City Council.
Projects are bundled and bid for reconstruction and contracts are considered by the City Council.
Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of
scale and timing needed renewal around the disruptions caused by a single project.
Renewal and replacement decisions assume the infrastructure service remains the same or is replaced
with current industry standard materials and components. Typically, projects mix scope between
renewal and replacement, and new and upgraded service.
New and Upgraded Assets
New and upgraded assets are either entirely new areas or levels of service, or major improvements to
the marginal level of service provided by infrastructure. This activity is generally conducted by engineers,
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technicians and inspectors in the Engineering Department, or by engineers employed by private
developers as part of land use, community development, or economic development projects.
The City is continuously planning to for future expansions and updates so the water system can grow
and change with the City. A few projects the City has been planning are the addition of Water
Treatment Plant 5, operation and storage improvements at Dublin Street Reservoir, and continuing to
add and update the water main throughout the city.
The City plans to add Water Treatment Plant 5 to improve the quality of water coming from wells #5
and #18, and increase the treatment capacity of the system. It will be a pressure filter water treatment
plant for the removal of iron and manganese, and is planned to have a treatment capacity of 2.88 MGD.
Under existing conditions, the Dublin Street Reservoir has 2.88 MG of usable storage capacity, but has a
storage capacity of 4.0 MG. The City is reviewing different options to improve the usable storage
capacity and operation a Dublin Street Reservoir.
As the City plans for road construction and additional development, they are reviewing each project to
determine if it is feasible to include water main replacements and upgrades. Including these upgrades and
replacements will aid improving water quality by replacing unlined cast iron pipes, and reducing the
quantity of unaccounted water.
Other Programs
Programs and activities managed in partner organizations and various city departments affect outcomes
of the utility. The following is a noncomprehensive summary of related programs and activities.
Utility locate, right of way, connection permits.
Demand Management / Source Control
• The conservation rate tier and separate commercial irrigation accounts in City ordinance
are key conservation and demand management practices for the utility.
• State and national plumbing code is a key conservation and demand management tool that
is reducing per capita water use.
Assurance, Condition Assessment, System Monitoring, Modeling
Many business practices and their associated systems that are otherwise classified as operations also
provide assurance of system function:
• SCADA controls, flow and storage monitoring
• Metering
• Periodic inspection and maintenance
• Water quality testing program
• Groundwater level and quality monitoring
• System planning and design
Risk Management, Resilience
The following programs or business practices manage risk associated with the utility:
• City emergency response command
• Gopher State One Call Utility / locates
• Right of Way management
• Connection permits
• Private connection program as part of reconstruction
• City risk management, and League of Minnesota Cities insurance trust
• City conservation and sustainability programs
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• Odd/even watering ban
• Many of the assurance programs above also provide risk management functions
• Corrosion inhibiting practices prevent decay of pipes
• The disinfection strategy and monitoring for byproducts
• The system of backup power for key water supply and treatment facilities, and mobile
power reserve
• The Wellhead Protection Program addresses vectors for pollution and potential
contaminant sources to the wellhead and the overlapping surface water pollution
prevention activities of the Stormwater Utility help protect future water supply quality.
Education, Outreach and Engagement
The understanding, support, consent, and participation of customers and stakeholders is key to building
the brand of the utility and city, and affects customer goodwill and outcomes. The following programs
and activities support the education, outreach and engagement goals of the City and the operation of
the utility.
• Customer service interactions
• Utility billing
• Communications and Technology Service Department maintained tools and platforms
• Community outreach and engagement practices
• Public Works Week proclamation and biennial public works open house
• Occasional infrastructure tours
Organizational Improvement
The following review includes potential actions for each strategic goal area identified in the goal and
policy section above.
• Goal Area 1: Aging infrastructure and management of assets over generations
o Review and implement best practices to promote financial awareness across
departments. o Improve financial asset register and physical asset register so they are complete
and consistent with each other and useful for uncovering trends and for strategic
planning. o Improve information management systems and staff procedures to build
awareness of customer and technical service issues.
o Track and classify key customer service requests and complaints.
o Track number and duration of planned and unplanned service interruptions and
trends. o Build organization tools to identify and track age, condition, and function of
system.
o Use results of condition assessments to inform replacement and renewal
decisions. o Improve organizational line-of-sight by developing processes that build consensus
on service and risk that are informed by data from all levels of the organization.
o Improve project selection procedures that involve staff from diverse functions
between departments.
• Goal Area 2: Conservation and sustainability, one water
o Identify demonstration project for surface water irrigation reuse at Braemar Golf
Course and develop design and business case for irrigation reuse practice. o Quantify utility energy use and associated environmental impact and consider
renewable energy or credit purchase to offset.
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o Confirm water utility rates structure supports conservation outcomes. o Review metering, SCADA and billing system requirements jointly with sanitary
utility for opportunities relating to asset management and conservation business
goals when major system replacements are considered.
• Goal Area 3: Preparing for areas of growth o Add filtered treatment capacity for >95% of drought year.
o Complete Grandview trunk facilities as growth opportunities allow.
o Consider Pentagon Park utility transition from Bloomington to Edina water
service in coordination with sanitary system review.
• Goal Area 4: Risk, health, equity and engagement
o Improve fire flow capacity in northeast Edina as 50th and Wooddale road project
opportunities allow. o Comprehensively assess risk using an international risk framework.
o Actively encourage sealing of unused, unmaintained, and abandoned private wells.
o Review vulnerabilities related to updated flood model (CWRMP).
o Review and modify after-action and failure reporting processes to promote cross
functional organization learning.
o Support citywide framework and criteria for purchasing, health, and race and
equity in all business practices.
References and Appendices
Wellhead Protection Plan (2011 and 2013 Sourcewater Solutions)
Water Supply Plan (2018 SHE)
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