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10/28/1997 - City Council Special
AGENDA SPECIAL CITY COUNCIL MEETING Tuesday October 28, 1997 5:00 p.m. Municipal Center Community Room 7:45 p.m. Burnsville City Council Chambers ROLL CALL & ADOPTION OF AGENDA VISITORS TO BE HEARD FIRE ADMINISTRATION BUILDING/ COMMUNICATIONS CAPABILITIES STREET RECONSTRUCTION & PAVEMENT MANAGEMENT PROGRAM CLIFF ROAD PUBLIC IMPROVEMENT & VALLEY VIEW PLATEAU WATER SERVICE REPAIRS OTHER BUSINESS JOINT BURNSVILLE/EAGAN CABLE COMMISSION, BLI NSN71LLE CITY COUNTCIL & EAGAN CITY COUNCIL - PUBLIC, EDUCATIONAL AND GOVERNMENT ACCESS TRANSFER ADJOURNMENT R MEMO city of eagan TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: OCTOBER 24,1997 SUBJECT: SPECIAL CITY COUTCIL MEETING/OCTOBER 28,1997 Several months ago, the Burnsville and Eagan City Councils, along with the Joint Burnsville/Eagan Cable Commission, agreed to appoint a subcommittee made up of one Cite Councilmember from each community to study the public, educational and government access transfer issue with the understanding that their findings would be presented at a joint meeting held in the fall. Since the last joint meeting was held in Eagan, this meeting was scheduled for the Burnsville City Council Chambers. Like the Eagan Cite Council, the Burnsville City Council is also holding their own work session before the joint Commission and Cite Councils meet at 7:45 p.m. The intent is to adjourn at 7:30 p.m. and either carpool or drive separately to the Burnsville City Hall. Fire Administration Building/Communications Capabilities In authorizing the preparation of plans, specifications and bid documents for the Fire Administration building, the City Council determined that the upper level training room could be used for video taping of training activities. community access cable production and other community communication purposes. The City Council addressed the funding of the second story addition by including a contribution from retained franchise fees in the amount of $435.500 for a total building project budget of $1,935,500. City staff has met with the project architects to discuss potential television production issues in the space. Discussions indicated that the training space as it is currently designed would require a number of modifications and additions to permit cable production. These items range from lighting to the absence of videotape equipment, controls and cable runs in the current budget. The allocation for media equipment in the current budget covers only the presentation equipment, such as the projection screen television. In order to give the architect additional direction on how to proceed, direction is necessary from the City Council on how it wishes to address the communications abilities of the :raining room. These items and some alternative responses are outlined in the staff memorandum on pages through �. Staff will be available during the special meeting. Burnsville. Her letter ends by stating, "I will contact you in a week to answer any questions you may have regarding the skate park." I'm not certain whether Mayor Kautz has contacted any member of the City Council regarding this request for a donation; however, it seemed appropriate to give the City Council an opportunity to address this issue at the special workshop session before meeting with the Burnsville City Council. It may be the City Council's determination that a donation should be made and that could be represented to the Burnsville City Council at the joint cable workshop or if additional information is necessary, a formal request for that information could be made at the workshop with the understanding that a donation will be considered pending the outcome of additional data. Obviously, the third choice is not to make a donation and that could be represented to the Burnsville City Council at this meeting or at some future date by the City Administrator or Mayor Egan. Enclosed on pages 7 through „ is a copy of the letter each City Councilmember received this past week and a copy of the Burnsville City Skate Park Design Proposal that was prepared and submitted to the Parks & Natural Resource Committee of the City of Burnsville during December, 1995. Recess At approximately 7:30 p.m., the Council will recess its workshop meeting and travel to the Burnsville City Hall Council Chambers for a joint meeting with the Burnsville City Council and the Burnsville -Eagan Telecommunications Commission. The purpose of the meeting is outlined below and in the attachments provided. Any members wishing to share rides may do so or they may ride with staff. Public, Educational and Government Access Transfer Joint Meeting with Burnsville Cite Council and Burnsville -Eagan Telecommunications Commission The City Councils of Eagan and Burnsville last met with jointly with the Telecommunications (Cable) Commission in 1996. At that time, one of the directions of the Councils to the Commission was to develop a recommendation regarding the possible transfer of Public, Educational and Government (PEG) Access production from the cable company to the Cities. The Commission made this their top priority for 1997 and in April, they completed a recommendation for consideration by the Councils that PEG Access be taken over by the Cities. At that time, the City of Burnsville suggested: that the two Cities consider a broader cooperation in the area of communications in which PEG Access would be one part. An Ad Hoc Communications Committee was formed consisting of representatives o: the Councils, Telecommunications Commission and staff to review alternatives in this regard. While a number of potential areas of additional cooperation were identified, the Committee reached no conclusion on them. The Committee did conclude that PEG Access should be taken over by the Cities. If the Councils concur with that recommendation, the Committee is asking .3 that the Councils airect staff to prepare a management plan to accomplish the transfer and set timelines for ongoing evaluation of the performance of the enterprise. Additiona': information regarding this item is enclosed on pages through %Q . DIRECTION: To receive the Telecommunications Commission and Ad Hoc Communications Committee recommendations concerning the transfer of PEG Access production and funding from the cable company- to the Cities and to direct staff preparation of a management plan and evaluation program for the enterprise. /S/ Thomas L. Hedges City Administrator a WA +. city of eagan TO: Tom Hedges, City Administrator FROM: Jon Hohenstein, Assistant to the City Administrator DATE: October 20, 1997 SUBJECT: Fire Administration Building— Communications Capabilities MEMO The purpose of this memo is to request clarification as to the communications capabilities of the training room at the proposed Fire Administration Building. Background In authorizing the building, the City Council allocated up to $435,500 in retained franchise fees for building construction upon a finding that the second floor training room could be used for a cable access and community communication facility. We have received subsequent feedback from the Council that the construction and equipping of the facility should permit quality N ideotape production for local cable access and training purposes at the time the facility is opened. As you know, the schedule selected for construction permitted the architect to hold off on preparation of detailed plans and specifications and bid documents until now. As the architect prepares to start that process in the near future, staff and the architect met to discuss hove• the facility could be used for adequate quality videotape production within the current budget. In its current configuration and budget assumptions, the facility would have a significant number of windows with limited window coverings that would affect the quality of taping The space design currently has not anticipated conduit and cable runs for any camera locations and the room lighting would not be sufficient for access level videotape purposes. The current media allowance within the budget of $30,000 would cover the cost of the presentation equipment including a rear projection television screen, but no production equipment. Alternatives We discussed alternatives at some length, including the reduction of furnishings in the office portion of the building and the introduction of blackout curtains or window coverings for the room itself. While we identified a number of partial solutions, none would pro -Vide the capability for quality video production without significant changes in the architectural propram and/or modifications of budget, As a consequence, a number of alternatives were identified for Council consideration: 1. Retain Current Design and Budget — If staff has not understood the Council's direction and the facility in its currently designed configuration meets the Council's expectations for S comrmurftations purposes, the current design and budget could be retained with its limited videotape capabilities. When taping of a particular training or event is necessary, a camcorder could be brought in for one camera coverage. Modify Trairing Facility for EXpanded Videotape Production — To permit local access quality videotape production would require a system comparable to the original City Council Chamber cable access system. It would involve a basic switcher and controls for two camera productions and expandability to permit more cameras, more presentation equipment and more playback abilities. This type of arrangement would permit one person to produce an adequate videotape production. In addition to the equipment, the room would require modifications including window coverings or blackout curtains, elimination of or remotely controlled coverings for the clerestory windows, additional conduit and cable runs to permit remote camera locations and an upgrade of the lighting system and controls to provide videotape lighting levels This can be accomplished either through the addition of theatrical lighting as was used ir the old Council Chamber or the use of an upgraded general lighting system with multiple lighting levels as is in place in the new Council Chambers In addition to the base allocation already identified by the Council, these alternatives would require new for the additional equipment and design modifications. At a minimum, such equipment and modifi:ations would likely cost in excess of $125,000. E -quip Trairxn Facilit y as a Full Local Access Studio — If the Council intend: that the use of franchise fees in the construction of the faci':ity should provide for a full access production facility, costs wo dd increase substantialh.. Production and editing equipment on par with the current Council Chamber system would need to be added to the basic cost and the room design would need to be modified to better accommodate non -training production Rather than a location for a mobile switcher, separate space would need to be created for a control room and editing space. Even with the reuse of a substantial amount of the equipment from the previous system, the current Council Chamber system cost approximately $170,000, although the designer's estimate had been $240,000. It is likely that some of the deficiencies we have experienced with the system since its installation are a result of the contractor underbidding the system. To construct a comparable system today without the reuse of other equipment and perform room modifications would likely cost $350,000. 4. Consider Alternative Funding Allocation for Completion of Building — If the Council does rot wish to increase the budget to provide for a level of videotape production, but feels that the current design does not meet their intent in allocating franchise fees to W's project, it may be appropriate to revisit other funding alternatives including an increased contribution from the community investment fund as an alternative to the franchise fee contribution Additional Costs and Services Options 2 and 3 would require the introduction of additional expertise as the architects do not currently have that ability in house and it was not anticipated as Fart of their original services for r the project. One alternative would be to invite Bob Cooper, as a community resident and local expert, to assist in the design of a basic system. He designed and constructed the original system in the old City Council Chambers. Staff has yet to discuss this alternative with Air. Cooper and we do not know whether he would consider such assistance on either a volunteer or consulting basis. Because Air. Cooper's expertise does not extend to architectural elements, any consideration of modifications of the training room design, lighting or finish elements would require that a media consultant be retained in addition. Again, in the case of the new City Council Chamber design, consultant costs were $15,000. ACTION TO BE CONSIDERED: To provide staff direction to retain or modif , the existing Fire Administration Building Training Room design and equipment, to retain consultants to develop modifications and to make budgetary adjustments as necessary to carry out the Council's direction. 2 -10, A.,�a sistant to the City Administrator Cc: Craig Jensen, Fire Chief Alike Reardon, Telecommunications Coordinator Joanna Foote, Communications/Recycling Coordinator David Kroos, Project Architect 7 CTIO\ TO BE CONSIDERED: o direct the Cite Administrator to crake the appropriate design or funding modifications for )mmur*cations in the Fire Administration training space. treet Reconstruction & Pavement 'Management Program ouncilmember Blomquist has expressed some concerns regarding the current City police it local street reconstruction and related annual street maintenance. These concerns were :pressed at the Public lVorks Committee meeting of October 13. Although the Committee d not reach any consensus or recommendation for Council consideration, Councilmember Dlomquist expressed a desire to continue a review of these issues. The Public "orks Director has compiled a five-year history of the City's reconstruction -rehabilitation program and has provided some analysis of that information for the Council's consideration. This information is enclosed without page number. In addition, the Public Works Department has prepared a formal Pavement Maintenance Program document (also enclosed without page number) that they would like to present to the City Council for consideration of formal adoption. This Pavement Maintenance Program will be a very helpful tool to the Public Works Department in their preparation of the next fire -rear Capital Improvement Program (CIP). Cliff Road Public Improvement & Valley View Plateau Mater Service Repairs At the Council meeting of October '61, the Council authorized the upgrading of Cliff Road (Ches 'I\4ar Drive to Lexington Avenue) to be programmed for consideration in 1998 as a part of the five-year CIP. The Public Works Director would like to receive some direction from the City Council in regards to preparing reports and preliminary plans for neighborhood meetings and/or public hearings in regards to the median opening issue. In addition, an issue has surfaced regarding a leaking plastic water services and water mains located in the Valley View Plateau running along a side lot line between Highview Terrace and Highridge Terrace. Although rehabilitation of the Valley View Plateau neighborhood is programmed for 1998, the plastic water services may not function adequately till then. The Public Works Director would like to inform the Council of the issues and receive some direction as to what extent Cite funds should be spend to repair what could be considered private water services. Other Business Correspondence/Cite of Burnsville Re: Skateboard Park Each member of the City Council received a copy of a letter from. Elizabeth Kautz, Mayor of Burnsville. requesting consideration by the City of Eagan to make a donation of $2,000 or $5.000 to help defray development costs for building a skateboard park in the Cite of October 10, 1997 City of BURNSVILLE 100 Civic Center Parkway • Burnsville, Minnesota 5533=-381 (6121) 895-4400 The Honorable Tom Egan Mayor City of Eagan Eagan, MN 55122 Dear Tom: In December of 1994 a group of youth from Apple Valley, Burnsville, Eagan, Lakeville, Prior Lake, Rosemount. and Savage approached me about building a skateboard park. I told them that it was not feasible for the City of Burnsville to build a skateboard park, however, we could do something different to meet the diverse athletic and recreational needs of our youth. The City of Burnsville identified land in the Civic Center Park complex and contributed $10K toward building the park. The youth have been working diligently to raise money so a skateboard park can be realized. Since 1995 I have talked to neighboring mayors about the need for a skateboard park to address this athletic demand of our youth. I directed youth to work with an adult member to help them through an implementation plan for the park. A non profit organization called Burnsville Skate Park iA-as formed. The development of this park has occurred due to the identified need and actions taken by junior and senior high school students from Apple Valley, Burnsville, Eagan, Lakeville. Prior Lake. Rosemount and Savage. Through their efforts they have designed the ramps, developed the park, made presentations to public and private groups and raised over $13,000.00 toward the expense of this project. Attached is the Park's business plan outlining the direction, operational and financial considerations. Appendix A contains drawings of the numerous ramps and associated costs for their development. We re now in position and ready to build the park but we need your help! We are requesting your financial support to help defray the development costs. Since many of the youth from Eagan have given their time and energies to make this park a reality, I'm requesting that you consider making a donation of $2,000 to $5,000 to this effort. Thank you for your interest and willingness to review the youths' proposal. I will contact you in a week to answer any questions that you may have regarding the Skate Park. EK.Imr•.101097-101397 ip Burnsville City Skate Park -Design Proposal - .y �a A �r 5�t,: ti w a�i��"+_.'ss.-- "..-»..'+^a.k+r , •• - 1 �...L.s' �" _ .Pei z.64i + 7t BiTRNSVILLE SKATE PARK THE PARKS & NATURAL RESOURCE COMMITTEE +CITY OF B QJRNSVILLE DECEMBER 5, 1995 /o TABLE OF CONTENTS Overview...................................................1 Mission......................................................3 Burnsville Skate Park................................4 Risk Management......................................5 Operations.................................................6 Governance Revenue Operational Expenses Capital Improvements Financials - Table I ....................................7 Summary...................................................8 AppendixA ...............................................9 OVERVIEW In late December, 1994, a group of students requested a meeting with Elizabeth Kautz, Mayor for the City of Burnsville, Dr. James Rickabaugh, Superintendent of Independent School District 191 and Dr. Richard N. Manley, President of Manley & Associates to discuss the feasibility of developing a centralized facility in which they could practice and develop their skills in skateboarding, inline skating and bicycling. At this and subsequent meetings, the following goals were established: * The facility would be designed and developed by individuals participating in these sports. * The facility would be built by raising funds and soliciting donations with no financial support requested from the City of Burnsville. * Students would utilize the knowledge and resources provided by the City of Burnsville, School District 191 and the private sector in the development of the Skate Park. * A plan would be developed and presented to the City of Burnsville for usage of city land for the Skate Park development. 4-1610111111M * With the assistance of an engineer, students designed the Skate Park to include the requirements of inline skaters, skateboarders and bicyclists. These designs are currently being reviewed by a certified architect at the University of Minnesota. * The students held rock concerts that raised over $11,700.00. In each case, they accepted the responsibility for the total operations of the concert from site selection and event organization to promotion on the local rock radio station. * The students made presentations to local service organizations discussing the rational for the park and demonstrating their respective skill levels. This resulted in donations in excess of $22200.00. Bums%ille Skate Park Proposal Page 1 /a * The students requested representatives from the communities surrounding BurnsvM! a to participate in the development of the Park. Accordingly, the students who participated are from Lakeville, Prior Lake, Apple Valley, Rosemount and Eagan. * Individuals from the public and private sector offered their time and expertise in the development of the park, raising funds and promoting the concept. * Burnsville Skate Park, Inc., is registered as a Minnesota nonprofit corporation. * Based upon the final plan, a private contractor has offered to consider grading and laying the black top necessary for the park. * Independent School District 191 will consider allowing the students and volunteers to use the woodworking facilities to build the various structures. In reviewing the above accomplishments, the students demonstrated their ,N-illingoness to educate individuals and citizens on the use and purpose of the park, raise funds to support it, and request expertise and assistance in areas for which they have no knowledge or experience. This has resulted in the educational, public and private sectors pooling their knowledge to support the development of the Burnsville Skate Park. Burnsville Skate Park Proposal Page 2 13 MISSION To provide a facility in which skateboarders, inline skaters and bicycle enthusiasts may practice and develop their skills in a safe and challenging environment. Burnsville Skate Park Proposal Page 3 BURNSVILLE SKATE PARK The design of the Burnsville Skate Park was developed cooperatively by individuals active in the sport of inline skating, skateboarding and bicycling. Appendix A, is an illustration of the proposed facility that will encompass over 10,000 square feet and be located South of the current inline hockey rink. It will consist of various types of treated wood ramps that will be challenging to the novice as well as the expert. Some of the key features of the Park include: * Many- of the ramps are movable, providing the flexibility and adaptability to keep individual users interested and involved in their chosen sports. * All skill levels, from novice to expert, were considered in the development of the ramp designs. * The plans are being reviewed by a Professor of Architecture at the University of Minnesota for structural and safety. * Masonite is being used since it is strong, durable and easily replaceable. It is projected that all masonite materials will be replaced on an annual basis. * The Parks proposed location would make use of existing parking facilities and lighting capabilities while keeping the practitioners of the sports in one location. * The location provides excellent accessibility for Burnsville residents. * A design that is able to accommodate 40 -50 participants at any one time. * The following security and safety considerations are part of the design: 1. The proposed area will be enclosed with an eight foot security fence. 2. The design allows personnel to easily inspect and repair the Park. 3. All ramps will be designed to accepted standards of the sport. .Buns%ille Skate Park Proposal Page 4 RISK MANAGEMENT Although numerous risks can be identified for the development of a Skate Board Park, they usually can be categorized into two basic areas: 1. The exposure presented by youth using a skateboard ramp. 2. The uncontrolled nature of the participants. Accordingly, to reduce the risk exposure insurance underwriters have offered the following guidelines: * The facility will be fenced, thereby controlling accessibility. * The Skate Park will be supervised by an adult. * Competitive activities will not be allowed. * Ramps will be structurally sound and meet all applicable codes. * A formal documented maintenance program will be established and followed. * All entrants (or, if a minor, their parents) will be required to sign a waiver of liability/hold harmless agreement in favor of the Park and City of Burnsville. This will be prepared by legal counsel. * All participants will be required to wear appropriate safety equipment such as helmets, hand, elbow and knee pads and appropriate footwear. * All equipment will be inspected prior to entrance into the park. * Signs will be posted to address park rules and regulations. When followed, the above guidelines will greatly reduce the Skate Park's risk and corresponding exposure. Burnsville Skate Park Proposal Page 5 149 OPERATIONS Governance The Burnsville Skate Park, Inc. is registered in Minnesota as a nonprofit corporation. Its primary purpose is to act as a governing board made up of parents and youth who are active m skateboarding, inline skating and bicycling. This group will be responsible for establishing operational, safety and financial policies for the Skate Park with assistance and guidance provided by the City of Burnsville. Revenue Table I, illustrates the multiple revenue streams that will be developed to support the activities of the Skate Park. Discussions with manufacturers and retail operators have been very supportive. The largest share of the revenue will appropriately come from Park users. Operational Expenses The following points were considered in preparing the Skate Park's operational expenses (Table I): * The Park would be in operation from May - September at the following times: May ..................................... 2:00 P.M. - 9:00 P.M. June - August ........................ 9:00 A.M. - 9:00 P.M. September ............................. 2:00 P.M. - 9:00 P.M. * Part time salaries will be paid to the adults supervising the park. It is also expected that volunteer assistance will also be provided. * Resurfacing of the ramps will occur during the school year and be provided by students in the high school woodworking class. * A cellular phone will be purchased and used at the park for emergency purposes only. * Concessions and rental equipment will be sold at competitive margins. * First aid training will be provided for all attendants. Capital Improvements Table I, also outlines the Skate Park construction estimates. There will be no labor costs. Bums%ille Skate Park Proposal Page 6 TABLE I BURNSVILLE SKATE PARK, INC. Revenue User Fees Donations Concerts Demonstrations Advertising Equipment Rental Concessions Total Revenue Operational Expenses Salaries Utilities Concessions Rental Equipment Telephone Maintenance Liability Insurance First Aid Training Storage Portable Rest Rooms Total Operating Expenses Income Before Capital Improvements Capital Improvements Grading and Paving Chain Link Fencing Lumber and Masonite Electrical Cement Curbs Other Concessions & Equipment Stand Total Capital Improvements Income After Capital Improvements $38,250.00 $6,000.00 $4,000.00 $2,500.00 $6,000.00 $7,650.00 $4,500.00 $8,568.00 $1,800.00 $3,150.00 $6,400.00 $1,200.00 $10,600.00 $10,000.00 $1,254.00 $1,200.00 $473.00 $5,417.00 $10,000.00 $2,634.00 $4,250.00 $200.00 $254.00 51,500.00 Burnsville Skate Park Proposal Page 7 /9 $68,900.00 $24,255.00 m STMARY The Burnsville Skate Park, Inc., is willing to assume the costs for the building, operations and management. This can be accomplished through the partnerships that have been developed through the public, private and educational sectors. Our customers -- the students-- will assure its long- term viability. Burnsville Skate Park Proposal Page 8 APPENDIX A Bums-*Ue Skate Park Proposal Page 9 O 0/ Burnsville City SkatePark : Estimate Materials Needed: Masonite - 4*8 Qty: 36 Plywood - 4*8 Qty: 36 Pine - 2*4*16 Qty: 30 - 4*4*12 Qty: 12 Ramp : Halfpipe Use: Riders transfer from side to side launching them into the air Skill Level: Novice -Expert Metal Pipe - 2" Dia. 1/8" Wall Thickness, 48' 6 0 Burnsville City SkatePark : 1b] Materials Deeded: Masonite - 4*8 Qty: 36 Plywood - 4*8 Qty: 36 Pine - 2*4*16 Qty: 55 - 4*4*8 Qty: 20 Ramp : Mini Halfpipe Use: Riding the multiple lips and decks to perform various tricks Skill Level: Beginner - Expert Metal Pipe - 2" Dia. 1/8" Wall Thickness, 54' o?3 Burnsville City SkatePark : Estimate O Materials Needed: Ramp : Radius Quarter Pipe Use: Skill Level: Beginner - Expert Masonite - 4*8 Qty:4 Plywood - 4*8 Qty: 4 Pine - 2*4*8 Qty: 35 Metal Pipe - 3" Dia. 1/8" Wall Thickness, 16' c2y Burnsville City SkatePark : Estimate 0 Materials Needed: Ramp :Large Quarter Pipe Use: Skill Level: Novice -Expert Masonite - 4*8 Qty: 3 Plywood - 4*8 Qty: 3 Pine - 2*4*8 Qty: 25 Metal Pipe - 2" Dia. 1/8" Wall Thickness, 6' o2S Burnsville City SkatePark : Estimate O Materials Needed: Masonite - 4*8 Qty: 2 Plywood - 4*8 Qty: 2 Pine - 2*4*8 Qty: 20 Ramp : Small Quarter Pipe Use: Skill Level: Beginner - Novice Metal Pipe - 2" Dia. 1/8" Wall Thickness, 6' Burnsville City SkatePark : Estimate O Materials Needed: Masonite - 4*8 Qty: 1 Plywood - 4*8 Qty: 1 Isms z - 2*4*8 Qty: 16 Ramp : Flat Bank Use: To gain speed and return riders into th course Skill Level: Beginner - Expert Burnsville City SkatePark : Estimate IN Materials Needed: Masonite - 4*8 Qty: 6 Plywood - 4*8 Qty: 6 Pine - 2*4*8 Qty: 35 Metal Plate -1/4" Thickness, 32' Ramp : Small & Large Launch Use: Launch Riders to perform tricks in the air Skill Level: Beginner - Expert 0 Burnsville City SkatePark : Estimate 0 Materials Needed: Masonite - 4*8 Qty: 4 Plywood - 4*8 Qty: 4 Pine - 2*4*8 Qty: 25 Ramp : Bank to Bank with Rail Quarter Combo Use: Multi trick options combining platform to rail transfers Skill Level: Novice - Expert Metal Pipe 3" Dia. 1/8" Wall Thickness, 16' Burnsville City SkatePark : Estimate 0 Materials Needed: Masonite - 4*8 Qty: 3 Plywood Pine SWIR - 2*4*8 Qty: 4 Qty: 20 Ramp : Pyramid with Rail Combo Use: Multi trick options combining platform to rail transfers Skill Level: Novice - Expert Metal Pipe - 3" Dia. 1/8" Wall Thickness, 20' 3o Burnsville City SkatePark : Estimate WV ib Materials Needed: Masonite - 4*8 Qty: 3 Plywood - 4*8 Qty:3 ** Pine - 2 4 8 Qty: 25 Ramp : Large Starting Ramp Use: Provide speed to start course runs Skill Level: Novice - Expert Burnsville City SkatePark : Estimate Materials Needed: Masonite - 4*8 Qty: 2 Plywood - 4*8 Qty: 2 Pine - 2*4*8 Qty: 20 ��2 Ramp : Small Starting Ramp Use: Provide speed to start course runs Skill Level: Beginner - Novice ib 0 Burnsville City SkatePark : Estimate 0 Materials Needed: Masonite - 4*8 Qty: 1 Plywood 4 8 Qty: 1 Pine - 2*4*8 Qty: 16 33 Ramp : Flat Bank Use: To gain speed and return riders into the course Skill Level: Beginner - Expert Burnsville City SkatePark : Estimate E&I Materials Needed: Masonite - 4*8 Qty: 1 Plywood - 4*8 Qty: 1 Pine - 2*4*8 Qty: 6 3,4/ Ramp: Mini Halfpipe Use: Skill Level: Begener- Expert BLRNSVILLEXAGA'_1 AD HOC CONLNIU ICATIO S CONEMITTEE PL-BLIC VS. CONIP.ANY PROVIDED PEG ACCESS Over the years, the Cities and Telecommunications Commission have several times addressed the concept of transferring the public, educational and governmental (PEG) access responsibilities from the cable company to another entity. With concurrence from the City Councils, the Commission's highest priority for 1997 has been to finally resolve this issue and "to research and develop a recommendation regarding the transfer of public access." In April, the Commission took official action and recommended eight actions regarding the transfer of PEG access. Subsequently, the Member Cities formed an ad-hoc joint communications committee to look at potential joint communications activities, including the PEG access transfer issue. Prim, Conclusions It is likely that a body other than the company can do a better job of providing PEG Access to the communities. This appears to be one of the unique circumstances where a motivated public provider will actually outperform an under -motivated private provider. The cable company views PEG access production as a cost with no revenue potential. The company is obligated to provide the service through the franchise, but has no interest in seeing it succeed. If access succeeds and generates increased demands for service, there will be additional costs to the company without any increase in revenue. The company maximizes its benefit by providing the bare minimum of service acceptable under the franchise. It would appear that the communities can get more return on their investment by having an access oversight body that is motivated to have the enterprise succeed. In addition to providing more and better products with the existing budget, the take over of PEG access offers the opportunity to add incremental revenues in the form of pre -determined increases in the PEG access fee paid by cable subscribers. As such, it need not cost the cities' any additional tax dollars. In addition, the c;..' -s can determine whether to commit any of their cable franchise fees to the enhancement or expansion of operations Because the Telecommunications Commission and City staff are already in place, a take over of PEG access need not result in increased bureaucracy. In addition, PEG access can be viewed as a public enterprise with revenue potential. 3'.5- Currently, 97% of PEG access programming is volunteer produced, resulting in minimal direction as to what is provided on the "communities" channels. While the subscribers are paying for it, they may not be getting what they want. Three subscriber survey's findings regarding community programming desires seem to suggest that more could be done to meet the subscriber's needs. With a transfer of PEG access to an entity other than the company, the new entity could adopt a programming management philosophy that ensures a commitment to both "community" informational programming and to volunteer productions. This would balance and draw from the volunteer base, while targeting and creating programs that meet the needs of the "paying" subscriber. 36 f Che BETC has conducted 3 bi-annual subscriber surveys since 1991. They are :urrently in the process of conducting the fourth, with the results of that survey due n December. In all of the surveys, there have been consistent tracking questions egarding the subscriber's viewing habits for local programming, as well as what hey would like to see on the local channels. The following are four key questions egarding what the subscriber would like to see and/or values concerning 3urnsville/Eagan local programming. 2) 3) 4) How important is local programming to you? (Verv!somewhat important responses) `91 - 80% `93 - 84% `95 - 780/o How interested are you in watching city infonmtional.'educational programming? (Very/somewhat interested responses) `91 - 61% `93 - 71 % 195 - 70% How interested are you in watching local community news? `91 - 47% `93 - 600/0 `95 - 63°0 How interested are you in watching school activities and events? `91- 35% `95 - 4500 `95 - 52% 3% Recommendations & Requested Action 1. Recommendation of the Telecommunications Commission: 1) To transfer the operation of PEG access from Meredith Cable to a separate entity. 2) To establish a non-profit entity to operate Burnsville/Eagan PEG access, with representation on the non-profit board comprised of the same members that serve on the BETC, but would serve in a separate legal capacity. The Member Cities would manage the non-profit composition, based on appointments to the Commission. 3) To retain the current company's access personnel with adjustments as necessary. 4) To retain the access operations at the existing facility/site, pursue facility expansion Nvith the current owner, and to assume the costs for the facility's rent as part of the operations expense. 5) To transfer the operations in an expeditious manner as soon as reasonably possible. 6) To assume the current operations, and over the next year, have the new organization (non-profit) define 1-3 year goals for new community programming philosophies that balance staff and volunteer productions by incorporating partnerships between government and educational institutions. 7) To develop an operational budget within the constraints of the PEG fee and Member Cities' appropriated franchise fees. 8) For staff and legal counsel to negotiate final terms for transfer with the cable company. 2. Separate from the Telecommunications Commission, a joint Burnsville/Eagan Communications Committee was appointed to review overall cities -wide communications. The charge for this group was to identify cooperative joint communications opportunities for the two cities and the best roles for PEG and the Telecommunications Commission to support those communications. This group produced the recommendations which are consistent with the Telecommunications Commission findings. In addition, the Joint Ad -Hoc Communications Committee's recommendations are: 1) Transfer the operation of PEG access to member cities' control through existing Commission/City structure without increasing non -cable revenue funding. 2) Retain the current company's access personnel with adjustments as necessary. 3 So' 3) Improve both Cities' communications cooperation through efforts such as: =� Joint community neves show => Joint technical support Joint message programming Joint training Joint event promotion Joint mark etingfcommunicati ons plan for cable programming 4) Use joint telecommunications experience to analyze further communications coordination. ion Requested of the Burnsville and Eagan Citi• Councils: Direct staff to negotiate the transfer of PEG access to member cities' control; and Direct staff to provide a PEG management and operations plan for Councils' approval that incorporates a regular monitoring and evaluation component. 3 9 .,• 1 RI O u O 'y IbOS- 1 RI Z/o 0 0 0 0 �n m E C U112, •� • y 0 -LIS Q • � V p � Z/o 0 0 0 0 �n m MEMO city of eagan TO: THOMAS L HEDGES, CITY ADMINISTRATOR FROM: TOM COLBERT, DIRECTOR OF PUBLIC WORKS DATE: OCTOBER 24,1997 SUBJECT: STREET RECONSTRUCTION POLICIES PUBLIC WORKS COMMITTEE DISCUSSION On several occasions, Council member Blomquist has mentioned her concern regarding the current street reconstruction program and related assessment policies. Most recently, she requested that the Public Works Committee discuss these issues as well. Subsequently, on October 13, the Public Works Committee met and began a preliminary discussion regarding this issue. Although the discussion did not conclude in a recommendation for Council consideration, there are three basic areas that Council member Blomquist would like to discuss further; the appraisal process, financing and level of maintenance. APPRIASAL PROCESS Council member Blomquist has not been comfortable with the amount of the special assessments levied with local street rehabilitation improvements even though they have been supported by a professional appraisal. She has stated her desires to make these appraisals available to the affected property owners upon their request. Historically, the City Attorney has made the "results" of these appraisals public information but has kept the actual appraisal document in their office as privileged information on behalf of the City which is not considered public information. Attached is a memo from the City Attorney explaining the current procedure. FINANCING As stated previously, Council member Blomquist has not been comfortable with the assessment policy and the final assessment amounts for street rehabilitation public improvements. We have been using the special assessment policy adopted by the City Council in 1991 that was a result of an extensive survey and analysis' of other communities, previous projects and Council philosophies. Attached is a summary of that Assessment Policy as it pertains to the Street Rehabilitation Program. Also attached to this memo is a five-year history of the street rehabilitation projects that have been performed by the City. As can be seen from this chart, over the past five -years, the City has improved 27.3 miles of local streets at total cost of $9.6 million. Of that amount, $3.8 million has been assessed to adjacent benefiting properties totaling 2,411 parcels. A total of 26 objection have been submitted, of which the Council has adjusted 12. Over the past five -years, the City has not had a single appeal. This chart also compares the different assessment rates on a per lot basis for single family properties, the front foot rate for high density and commercial property and a per unit rate for medium density residential properties. Of the 19 projects, the City has performed appraisals on 9. The chart also shows the various costs allocated to utilities and the major street fund. It also provides a percentage of the assessments to the total project costs as well as to the street costs only. With all public improvement contracts, the current assessment policy levies a 4% Administrative Fee to finance the City's costs of calculating, levying, processing and recording special assessments. This revenue is transferred into the general fund and has totaled approximately $300,000. over the past five -years. If the City Council believes that the special assessment policy should be revised, this information should be very helpful to the Council in projecting the financial impact to the major street fund or other potential sources of revenue. Council member Bloomquist has also expressed concerns over the lack adequate maintenance provided on our local street system. The Public Works Department has prepared a Pavement Maintenance Program document that is also attached to this memo which explains the various pavement maintenance strategies and objectives that would be employed by the Public Works Department. It would be beneficial if the Council could review this document and provide its concurrence or proposed modifications and also some direction regarding the level of maintenance that should be provided on our street system. Also attached are maps identifying all streets that have been seal coated as well as the streets receiving major rehabilitation improvements over the last five -years. Streets Superintendent Arnie Erhart, Street Supervisor Tom Struve and myself will be very happy to present this information to Council member Blomquist and the rest of the City Council and provide additional insights as well as respond to any further questions that may be generated by a review of this information. Respectfully submitted, Tom Colbert Director of Public Works TAC/ds cc: Arnie Erhart, Superintendent of Streets/Equipment Russ Matthys, City Engineer Attachments Assessment Policy City Attorney Memo Five -Year Street Rehabilitation Table Pavement Maintenance Program Document Historical Maintenance Maps G IrECHSrrOM!MEMOlStreetReconstructionPolicies.doq ATTa x ENI"D" @sem RECONSTRUCTION/MAINTENANCE IMPROVgEN2 ASSESSABLE COST RATIOS § \ \ 0 0 o c, o U) ----------------- — — — - — — - — — - --------------- -------------------- \ c E 2 0 0 0 0 o § � Q -- — — — - — ------ — — --------- ---- — — - ---------- -- m m cc @ @ @ a @ @ 0J 8 2 § 0 E 0 c 2 e ° - — — — --- ------ — — - -------------------------- — — - — — - � e� n _ K / \ 0 2 0 p \ / 0 2 0 2 \ Lo ------------- ----------------�--� 3 % § a 3 m 7 J § ■©$> a a a a k / Cho k Lo Lo � = ® k � � U) k k _k / 44) 0 k 0 2 E � 2 $ \ ® © e $ 2 \ / k \ k a U \ L) c - & m = u 2 ± ------ — — -- — - - — — — — - — — — - — — - — — - c - - § 2 / 7 m e @ E \ / / 0 ' / k ¢ \ ƒ ® Q wo. \ 0 w - Q o & u t 8 �.� G / o ° Ecu CD Q o c E 7 .■ \ > E \ } § J + 2 2 ƒ U) E 0 ƒ / U)d a / \ 2 E 8 { �@ w � 3 R \, 2/ LU a) 2 2 x 2 2§ j� § ) k E \ 7$§§ k? f k 3 k k $ 2 $ E \ k 3 0 0 _ uL Z 0 F § \ \ SENT BY: TO. FROM: DATE: RE: 612 432 3780 10-24-97 11:25 SEVERSON SHELDON 681 4694:# 2/ 3 MEMORANDUM Tom Hedges, City Administrator Jim Sheldon, City Attorney October 24, 1997 Special Assessment Appraisals At your request I am writing to discuss special assessment appraisals. These are appraisals that are performed to determine the amount of special benefit to a property as a result of a public improvement project. Special benefit is defined under the law as the amount that the market value of the property is increased by reason of the public improvement. The appraisals are ordered by the City Attorney's office and retained by us. We share the appraisal results with the City staff and property owners. This has worked well in reconstruction and overlay projects. Virtually no appeals are taken and we believe that the people are generally satisfied. The amounts assessed have been relatively small. The appraisals are, however, prepared for litigation purposes. This is because in other assessment cases the amounts assessed are much larger. The property owners have more money at risk and are more often represented by lawyers and appraisers experienced in special assessment appeals. The landowners intent in obtaining this information is to thwart the City's case. The landowners effort is to reduce the funds which they will repay the City for the City's expenses. In an assessment appeal the first appraisal information is submitted by the landowner's appraiser. Almost always this is done through professional appraisals and "comrparable sales" data. These comparable sales are sales of similar properties which are adjusted as necessary to more closely reflect the landowner's property. The comparable sales and the adjustments are the guts of the special assessment appeal case. Premature disclosure of this important information would allow the landowner, its attorncy and appraiser to analyze and counter the City's attempts to be justly reimbursed. It is a significant tactical advantage to know what the other side's testimony is going to be and what that testimony is going to be based upon well in advance of the hearing. 612 432 3780 SENT BY: 10-24-97 : 11:25 SEVERSON SHELDON 681 4694:# 3/ 3 In fact, if the appraisal report, including comparable sales are given to the opposing party, the opposing party will be given a distinct advantage. For example, in the recent Olson condemnation, there was a delay in hearing rebuttal evidence from the landowner 'due to scheduling problems. With this extra time, the landowner had its appraiser prepare a detailed memo attacking the City's comparable sales. The landowner's appraiser attempted to obtain additional information and presented further rebuttal evidence in an attempt to discredit the comparable sales used by the City's appraiser. 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WW W W W W W W W J W W CC J Q: d' J p Q F N W O rn m H LU It~ LU 0tf V a 0 x (D NS ¢ p p ¢ w co M Z WLU w LU Q O F M Y p z cn p ° m it C p0 0 to M o6 W W W Ne m J LUZ 0-0 w rn ¢ Oo z w p x a p aQ ¢ > 0_' °6' K 2 r w = p Z Y � w k Q J m r Ne w3 0 W g m�u 'o w�LU F- 0 g° g �u z z z 0 m p U m 5 h O m 5 z 5 0 o m #' M m n o m m N O m m (n v m cC�l V M v n d O v (O O (D (D O O V V (D W 00 O O O (0 (0 co (D (D N n r co co co (D co P r r n n CITY OF EAGA.N PAVEMENT MAINTENANCE PROGRAM PUBLIC WORKS DEPARTMENT STREET MAINTENANCE DIVISION OCTOBER 1997 City of Eagan Pavement Management Program The purpose of a formal Pavement Maintenance Program (PMP) is to establish and maintain a uniform definition and procedure for the application of various maintenance strategies to extend the overall expected life cycle of the City's transportation system in the most economical and efficient manner. BACKGROUND Eagan's rural farm community primarily began its change into a developing suburban community with the Cedar Grove housing development in 1959. Prior to that, there were limited isolated residential neighborhoods such as the Valley View Plateau and the McKee Additions. Because Eagan was still a rural township in those early years, the development of these communities and the related street, utility, and drainage systems were constructed and maintained privately by either the developer or local neighborhood associations. Eventually, those public facilities were either transferred to or assumed by the township of Eagan. With the related maintenance, the township slowly began to hire maintenance personnel whose primary objectives were to keep the water pumps running, the sewers flowing and the roads open. The few construction records that were provided to the Township were sketchy at best. In 1960, the township retained a consulting engineering firm to help plan for the eventual growth and development of the community and to provide limited inspection and observation of new infrastructure construction. In 1972, Eaganwas incorporated as a village and on January 1, 1974, was designated as a City. In 1976, the first City Administrator was hired and in 1978, the City hired its first Public Works Director/City Engineer. During these past 19 years, the City has grown in population from 17,000(1978) to approximately 61,000 (1997). Obviously, there has been a significant expansion of related infrastructure to the present system of approximately 300 miles of water main, 260 miles of sanitary sewer, 190 miles of storm sewer and 215 miles of local City streets. Up until the mid-to-late 1980's, the City of Eagan's focus and attention was on its explosive growth and development resulting from the expansion of two new river crossings and the completion of the interstate system in northern Dakota County. With much of the street system being newly constructed, pavement maintenance was primarily reactionary to problems as they occurred, responsive to individual requests or programmed on a year-to-year basis. The need for a long-term maintenance strategy and program was soon becoming evident. Like everything else, public infrastructure facilities have a limited life cycle. Specific life spans for each type of infrastructure system is influenced by design and technology standards, construction methods, materials, amount and type of use, and environmental impacts. Of all of the infrastructure systems, street pavement has the shortest life cycle. This is primarily due to the extreme physical abuse and exposure to harsh environmental elements in addition to the use of economical bituminous asphalt material in construction as compared to the longer lasting reinforced concrete pavement. Page 1 City of Eagan Pavement Management Program The life span of some of these early streets has already expired and they have been reconstructed. A limited number of additional street mileage that has reached its life cycle remains to be reconstructed. However, the vast majority of our street system is in relatively good condition but will soon be reaching the later stages of its expected life. PAVEMENT MANAGEMENT SYSTEM UIMS) In 1989, the Public Works Department incorporated a Pavement Management System (PMS) to help identify, inventory, and track not only the growth of the transportation system but also its structural performance and condition. The PMS selected by the City was originally created by the United States Army Corp of Engineers (ACOE), adopted by the Minnesota Department of Transportation (MNDOT) and subsequently modified by the private firm of Braun Intertec for application to local transportation systems within suburban cities. This Pavement Management System is a computer software program (ICON) that evaluates the condition of a street and estimates where it is in its projected life cycle. Studies by the Federal government, local and regional research agencies and various universities have analyzed a broad spectrum of actual case histories and have "predicted" what a typical life cycle might be for a bituminous surfaced street. Naturally, any individual street's life can vary significantly depending on the volume and load of traffic, subsoil conditions etc. The Pavement Management System relies heavily on a rating of the physical condition of a street called the Pavement Condition Index (PCI). This PCI is obtained from a field inspection of every square yard of street surface by the technician who measures both the quantity and the type (severity) of distresses in the pavement. This evaluation is done in accordance with a uniform rating manual. The PMS software program then computes these field measurements and establishes a PCI number (0-100) which is a comparative rating to a new pavement (100). Exhibit A shows the relationship of the PCI to the age of a street and the recommended maintenance strategies and costs. Due to the quantity of streets within our transportation system and limited personnel, the Public Works Department performs a PCI rating on approximately one-third (70-80 miles) of our total street mileage every year. In addition, individual streets are evaluated just prior to a significant rehabilitation project proposed within the next year or when deemed appropriate. Obviously, due to the significant number of variables associated with any individual street, a direct application to any particular street is not appropriate. Rather, this Pavement Management System is a new technological tool that allows the Public Works manager to evaluate, incorporate and plan the most appropriate, timely and cost effective maintenance strategies. This Pavement Management System is also a very valuable tool for long-range planning and implementing a Pavement Maintenance Program to address the City's transportation system needs. To a limited extent, it can be used as a tool to help the Public Works manager evaluate what maintenance options might provide the most economical long-term benefit. As this Pavement Management System has been incorporated and expanded since 1989, it has also been refined and updated based on new and evolving technology to its current application program referred to as ICON. Page 2 City of Eagan Pavement Management Program Bituminous pavement maintenance incorporates a broad spectrum consisting of a variety of methods and strategies that are summarized and defined as follows: 1 2 3 4. PATCH & REPAIR - This involves the repair of the typical "pothole" or other similar small isolated section of structural failure. It involves removal and repair of the street section. CRACK SEAL - Bituminous pavement by design is flexible to accommodate the freeze/thaw cycle of our climate. Subsequently, longitudinal and transverse cracking will occur in relatively new pavement and continue throughout its life due to age, traffic, weather, etc. Crack "filling" is the placement of a liquid asphalt emulsion into the void coating the newly exposed internal surface of the pavement to prevent further deterioration. Crack "sealing" is the placement of a rubberized asphalt cement in the crack that not only accomplishes the protective coating but also seals out water. In both cases, the crack is mill routed to improve the application and adhesion. SEALCOAT - PREPARATORY PAVEMENT MAINTENANCE - 5. MILL & OVERLAY - on This is the surface application of an asphalt emulsion followed by the placement of small graded aggregate. It's a protective wear resistant coating. A significant maintenance effort incorporating "isolated" subgrade correction, patch and repair, cracksealing, milling and placement of structural or leveling overlays. It is usually performed 1 —2 years before a neighborhood or development is scheduled for a major street rehabilitation effort. Milling consists of grinding the old bituminous surface down to a controlled depth and replacing with a new hot mix asphalt pavement (overlay). Usually the milling is confined to the area adjacent to the concrete gutter to accommodate the new street surface. This is a structural improvement that adds life expectancy. RECLAMATION - This is a process whereby all existing asphalt pavement is removed through a full -depth milling process, pulverized to a specific gradation, reclaimed and mixed in with the existing aggregate base before a new full depth hot mix asphalt pavement is installed. Page 3 City of Eagan Pavement Management Program 7. RECONSTRUCTION - This may incorporate the same procedure as reclamation but it involves the removal and replacement of the aggregate base along with subgrade soil corrections. This is necessary when the structural foundation of a street is substandard and must be rebuilt before providing a new asphalt pavement. 8. RESURFACE- This becomes necessary when the upper surface layer (F —2") of a pavement has deteriorated due to weathering or traffic impacts. It involves the removal of the surface material through a full -width milling process before a new bituminous wear surface is replaced. 9. UPGRADE- This category describes those streets that are below current design standards of width, drainage, curb and gutter, bituminous surface, etc. Each of these maintenance strategies have their own life cycle as well as its part in extending the life of the overall pavement section. The first two strategies commonly referred to as Localized Maintenance are performed on an as -needed basis as a part of the annual operating budget. The other seven maintenance strategies are more long-term Global structural maintenance improvements performed on a large-scale basis and are primarily funded through a combination of the annual Operating Budget, Major Street Fund and/or Special Assessments to benefiting properties. The Localized Maintenance strategies have been part of Eagan's operations for most of its history. The other seven maintenance strategies are being incorporated into the City's operations as our streets mature through their life cycle. Global Maintenance, similar to Localized Maintenance, was originally a reactive program during the City's growth years. The first major reconstruction program was performed in 1983 in the 24 -year old streets of Cedar Grove lst and 2nd Additions. The Public Works Department became more proactive in its life extending structural maintenance program with the structural Mill & Overlays within the Eagandale Center Industrial Park (1991), Cedar Industrial Park ('92), and Blue Cross Road ('94). A similar improvement within the Sibley Terminal Industrial Park was denied ('94). The life extending structural overlay maintenance program was expanded into the residential street system in 1996 with the South Hills Addition and continued into the Denmark/Kolstad/Timbershore neighborhoods in 1997. The Preparatory Pavement Maintenance strategy has recently been implemented in the Evergreen, Hilltop, Donnywood, Meadowlands, Vienna Woods, Surrey Heights, Ridgeview Acres and Wilderness Run Additions in concert with the 5 yr. CIP and in anticipation of the adoption and continuation of this Pavement Management Program. During this period of time, the City has also continued with its program of Reconstruction and Reclamation of those streets that were near the end of their life cycle along with upgrading numerous other streets to current City standards as well. Page 4 City of Eagan Pavement Management Program Exhibit B shows the history of the mileage of the City's street system giving a good indication of the scope of the City's future maintenance work program. Exhibit C summarizes the progressive strategies that are recommended to extend a pavement's life to 50-60 yrs. It also estimates the related costs (in today's dollars) and the present financing policy and practice. Exhibit D graphically shows how Sealcoating and Overlays can improve the pavement condition and extend its life beyond the typical life cycle with only routine Localized Maintenance. OBJECTIVES There are several objectives that the Public Works Department would like to achieve and implement with the adoption of this Pavement Maintenance Program. They are listed as follows: 1. Consolidation. Historically, the Public Works Department has been programming streets for various maintenance strategies on a flexible time frame based on year of original construction. Due to the random development within our City combined with multi-year stage developments within individual subdivisions, it has become inefficient to continue to manage an effective maintenance program in such a random scattered manner.. Therefore, both Localized and Global structural maintenance strategies should be performed in a geographical area or neighborhood. Advantaales: This will allow the Public Works Department to efficiently mobilize and mass its resources and provide advanced notification to affected areas. Disadvanta_e: Some street maintenance strategies may be accelerated or delayed on certain segments within a defined area beyond their optimum timing. 2. Extended Life Cycle. The application of this Pavement Maintenance Program "should" extend the useful life of our street system to a 50 — 60 year time frame. Advantage: Maximize the infrastructure initial investment value while providing a continuous safe and reliable driving surface. Disadvantae: May require assessable pavement maintenance strategies prior to their perceived need by the assessed properties. 3. Stabilized WorkLoad. Due to the significant peaks in the City's growth, a defined Pavement Maintenance Program will allow the staff to apply various maintenance strategies to accelerate or defer certain areas to maximize the deficiencies of our work force. This will eliminate the need to hire personnel or retain more expensive contract services for varying peak years. 4. Financial Stability. The ability to plan and program the most effective maintenance strategy will allow the City to forecast future funding requirements in advance of actual need. This also allows timely application for outside funding opportunities which usually require 2 — 3 years advanced planning. Page 5 City of Eagan Pavement Management Program SUMMARY The City of Eagan's Public Works Department Street Maintenance Division has been a leader in the profession in the metropolitan area. New methods, materials and technologies are constantly being researched, experimented with and implemented by a very professional and dedicated staff. The number of Street Maintenance employees to the total number of streets being maintained is one of the lowest ratios in the entire metropolitan area. Several instructional videos have been produced and distributed showcasing Eagan's methods and techniques. Numerous of our employees have given presentations, conducted training sessions, and provided classroom instruction to other agencies and individuals. We firmly believe that the overall program and related strategies presented herein will provide the best level of service to the City of Eagan and all stakeholders in our transportation system. Respectfully submitted, Thomas A. Colbert, P.E. Director of Public Works Arnie Erhart Superintendent of Streets/Equipment Tom Struve Supervisor of Street Maintence Attachments TAC/AE/TS/jj G: JJ/TC/MISC/PavementMaintenancePmgram Page 6 E%HIBIT A STREET LIFE CYCLE TYPICAL MAINTENANCE 0 Failed 1 5 G:EXCEL rOM/MISC.l3StreetLileCycle3.xis Oct -97 I T---1 10 15 20 (YEARS) (Not to Scale) 1 25 NUMBER VERBAL ESTIMATED RATING RATING CONDITION GROUPING STRATEGY RANGE COST/SQ. YD —100 — -� Excellent ~ ` —90 \ Pavements that have little or no distress. —80 Localized Maintenance and ($0.50) Very Good Seal Coat a (56-100) —70 ` Pavements that have a significant LU a level of distress. Non -load related. Z—60 Good _O i•- 1 Pavements that have a significant o0 level of distress. Load related. , —50 l Fair Prepatory Maintenance and ` ($7.00-$9.50) w Overlay (36-55) 1 --40 l a Pavements that have major 1 Poor distress. 1 —30 Very Poor Reconstruction ($16.00) Pavements that have significant amounts (0-35) of major distress. —20 �! —10 `\ 0 Failed 1 5 G:EXCEL rOM/MISC.l3StreetLileCycle3.xis Oct -97 I T---1 10 15 20 (YEARS) (Not to Scale) 1 25 EXHIBIT B r N Mn E N i O E N m fo Q LO T 0) � I f VI N _O • C i � NI � � r I NCL N c0 t rn a m CD I Mco rn N i N co i N i C � � co f r I co � Gif C � co C I o eco ad ' 00 L co N r N j OD c �+ i ! I Cr) W LO O m L N � N r N � /��/)co I CD o j 1 i i o r - Co i { o CD LO i c Co o • o i M CD co c Co N O CD O O O O O O to N O Un N �- saliW jo jagwnN r N Mn E N i O E N m EXHIBIT C LIFE CYCLE PAVEMENT MAINTENANCE PROGRAM Strategy - Year rage C.P.M.Maintenance rResidential `32' " Financing* Construct Street 0 A Crackseal 3 $2,100 B Sealcoat 4 $9,000 C Patch & Repair As Needed $2,600 B Crackseal 11 $2,100 B Sealcoat 12 $9,000 C Patch & Repair As Needed $2,600 B Prep Maintenance 17 $14,100 F Overlay 19 $167,200 D Crackseal 22 $2,100 B Sealcoat 23 $9,000 C Patch & Repair As Needed $2,600 B Crackseal 30 $2,100 B Sealcoat 31 $9,000 C Patch & Repair As Needed $2,600 B Prep Maintenance 37 $10,600 F Overlay 39 $126,700 D Crackseal 42 $2,100 B Sealcoat 43 $9,000 C Patch & Repair As Needed $3,500 B Crackseal 50 $2,100 B Sealcoat 51 $9,000 C Patch & Repair As Needed $5,300 B Reconstruction 60 $281,600 E A - 100% Assessable B - General Fund/Property Taxes C - 40% General Fund/60% Major Street Fund D - 50% Assessable/50% Major Street Fund E - 75% Assessable/25% Major Street Fund F - 75% General Fund/25% Major Street Fund C.P.M. = Cost Per Mile *Single-family residential only Refer to assessment policy M 10PHLife Cycle. 296 tXtiii91'1' u E I O V O O O O O o O 00 CO It N uOII!PUOO JU9W9ned (V I I O T- 1 6�� co L O c cu a-+ cu O LJ U c ca CD O City of Eagan Streets Sealcoated 1993-1997 `v-'` 1993 Sealcoat A/ 1996 Sealcoat 1995 Sealcoat A/ 1997 Sealcoat No Streets Sealcoated in 1994 _ _ f N Map Created By: C.Marlette Software Used: Arcview File Name: j:lcrislstreetsl City of an Date Created: 9/26/97 sealcoatlallyears.apr City of Eagan Street Rehabilitation 1993-1997 /^\% 1993 N 1995 A/ 1997 /\/ 1994 A/ 1996 view Date Created: 10/22/97 File Name: j:lcrisl N streetsllayer\layer1.apr Map Created By: ml Software Used: Arc city of e. „ view Date Created: 10/22/97 File Name: j:lcrisl N streetsllayer\layer1.apr