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Home My WebLink AboutHeeyoung ParkCITY OF COLLEGE STATION Home of Texas A&M University ® cstx.gov Heeyoung Park CITY l)J' COi l.FCF. STAflO l'l11n1111t & /Jn,,./11/""'"' Vn·lrn PLANNING & DEVELOPMENT SERVICES 2012 SUBMITTAL DEADLINES The deadline for submitting new applications is Wednesday at 10:00 AM. Upon receipt of an application, staff will determine if the application is complete. Once an application is complete, staff will initiate review of the project and, if applicable, inform the applicant of the scheduled meeting date. Public Meeting Dates Planning & City Council Zoning Board Design Zoning Commission 7:00 P.M. of Adjustment Review Board 7:00 P.M. 2nd & 4th 6:00 P.M. 11:00 A.M . 1st & 3 rd Thursday Thursday 1st Tuesday 2nd & 4th Friday Jan. 5th Jan. 12th Jan. 3rd Jan. 13th Jan . 19th Jan. 25th Feb. 7th Jan. 27th Feb . 2nd Feb. 9th Mar. 5th Feb. 10th Feb. 15th Feb. 23rd Apr. 3rd Feb. 24th Mar. 1st Mar. 8th May 1st Mar. 9th Mar. 15th Mar. 22nd June 5th Mar. 23rd Apr. 5th Apr. 12th July 3rd Apr. 13th Apr. 19th Apr. 25th Aug. 7 th April 27th May 3rd May 10th Sept. 4 th May 11th May 17th May 24th Oct. 2nd May 25th June 7 th June 14th Nov. 5th June 8th June 21st June 28th Dec. 4th June 22nd July 5th July 12th July 13th July 19th July 25th July 27th Aug . 2nd Aug. 9th Aug. 10th Aug. 15th Aug. 23rd Aug. 24th Sep. 5th Sept. 13th Sept. 14th Sep. 20th Sept 27th Sept. 28th Oct. 18th Oct. 11th Oct. 12th Nov. 1st Oct. 25th Oct. 25th Nov. 15th Nov. 8th Nov. 9th Dec. 5th Nov. 19th Dec. 14th Dec. 20th Dec. 13th Dec. 28th Ple ase note that these standard meeting dates may change due to schedule changes. Please check this meeting schedule on our web site at www.cstx.gov/applications and click on "submittal deadlines" for the most current version or contact Bridgette George, Development Coordinator, at bgeorge@cstx.gov. r CITY OF C OLLEGE STATION Home of Texas A&M University" Bicycle, Pedestrian and Greenways Program Intern COMPENSATION: Unpaid DATES: Spring or Summer HOURS: Flexible hours (M-F: Sam -5pm, Occasional Nights and Weekends); minimum 16 hours a week and 200 hours JOB SUMMARY: The Bicycle, Pedestrian and Greenways Program Intern is a qualified undergraduate or graduate student majoring in natural resources, planning , parks and recreation or a related field . The goal of the internship is to provide the student a meaningful internship experience in the functions and work of a Planning and Development department in a municipal setting. The intern will perform a variety of duties associated with the different aspects planning and management of the bicycle, pedestrian and greenways system. Area of emphasis is flexible based on intern's interests and >5kills as well the department's focus. PRINCIPLE DUTIES AND RESPONSIBILITIES: 1. Assist with planning (master plan update, facility development). 2. Assist with coordination (volunteers, special events and programs). 3. Assist with research (data analysis, grant writing, user counts). 4. Assist with program development (community outreach, instruction, and media). 5. Complete special projects and other duties as assigned. JOB QUALIFICATIONS: Required: JO APPLY: Currently an undergraduate or graduate student in the study of natural resources, planning , parks and recreation or a related field. Ability to perform in an indoor and outdoor setting. Available occasional nights and weekends. Ability to operate a variety of office equipment to include a personal computer and a variety of computer software such as Office Suite; especially Word, Power Point and Excel. Excellent writing and communication skills. Possession of a valid Texas Driver's License. Please email resume to recruiting@cstx.gov and make sure to note "Bicycle/Pedestrian/Greenways Program Internship" in the subject field. VI. Operational Policies And Procedures anagement Structure The development, management and maintenance of exist- ing greenway trails have largely been undertaken by the Winston-Salem Recreation and Parks Department for the Winston-Salem Recreation and Parks Commission. The existing Winston-Salem Recreatiqn and Parks Commission which consists of eleven citizen members appointed by the ~ayor and approved by the Board of Aldermen is respon- sible for setting policy and providing overall direction for the City Recreation and Parks Department. The City's green- ways are, therefore, their responsibility. Th Parks and Recreation Department has not been active in t e eve opment o greenwa s and there is no County Par s an ecreat1on Commission. The County Parks and Recreation Department reports directly to the County Manager and County Commissioners. ~?me municipalities have not to date assumed responsibil- 1t1es for greenway trail development in their communities. :'-II :iiu~icipalities need to consider alternatives for partic- ipating in successful development of a countywide green- way system. The Bethabara Trail Greenway Master Plan, completed in 1988, proposed the establishment of a Winston-Salem Greenway Commission for the purpose of advising the Board of Aldermen on issues related to the City's greenway program. This was not established. The City Parks and Recreation Commission has responsibility for greenway trail development in Winston-Salem. Vision 2005 recom- mende? t~e creation of a citizen-based County Greenway Comm1ss1on. The proposed Greenway Commission was intended to serve as an advisory board to the elected offi- cials in planning and development of the greenway system and be the liaison to neighborhoods in which greenways are proposed. A County Greenway Commission has not been established. To date, implementation of the existing greenway plan has been mainly the responsibility of the s~a.ff of ~he City of ~inston-~alem without the support of a c1t1zens group looking specifically after greenway inter- ests. The Legacy Development Guide recommends that consideration be given to the establishment of a City- County Open Space and Greenway Advisory Committee !hat would :iiake recommendations for completion and 1mplementat1on of greenway plans and policies, facilitate land acquisition and increase public awareness of the value of greenways and open spaces. Financing Successf~I impleme~tation of this Greenway Plan requires that funding be available for land acquisition, trail con- struction, and trail mana ement, maintenance and securi . ome o t e options for land acquisition, such as easement dedication, mitigate the cost of acquiring land. However it i~ unlikely that all parcels of land necessary for greenwa; tratl development can be obtained through these methods. Tht<Q basic sources of funds available are1 ub ·c and ri-v~te'ti:fnds. In t~e past,.the City of Winston-Salem has pro- vided local ubltc fundin for the ac · · i n develo and management of the existing greenway trails. aunty funding for greenway development has generally not been a~ait.abt 9 ~xisting trails are, therefore, located mainly within the City. In recent years, however, City funding for greenway trail development and management has been limited and there has been little new trail development. Local Public Funding It. is ~roposed that greenway trails be developed county- w1de in order to serve the needs of residents in all parts of our community. Options that can be used for public financ- ing of ?reenway trail development are annual general fund allocations, local bond funding, and State and federal funds. A successful greenway program needs annual fiscal allo- cations from the County's and municipalities' general funds. In the City of Raleigh, greenways continue to be built and maintained, year after year, due to a dedicated annual funding source. In addition, Raleigh's Real Estate Dep~~ent has it~ own line item budget for greenway land acquis1t1on. Funding for greenway development in Forsyth County has not been available on a continuing basis over the past decade. The Legacy Development Guide recom- mends dedicated yearly funding in the County's and municipalities' budgets for open space and greenway development and maintenance. Gre~nway trail development can be financed through Capital Improvement Programs (CIPs) which provide a mechanism for Municipal/County officials to plan for greenway trail development and is perhaps one indication of. local government commitment to greenways. The :V inston-Salem. Recreation and Parks Department has included a section of the Muddy Creek Trail Salem Lake Trail North and the Mill Creek Trail f:om Historic Bethabara to the Sara Lee Complex in its 2003-2007 Capital Improvement Program (CIP). Other jurisdictions desiring greenway trail development should consider this option. Bo.nds can be issued for the financing ofland acquisition or trail development. Winston-Salem issued bonds in 1988 for the devel~pment of the Bethabara Trail. Unfortunately, greenway trail development was not included in the City's 27 November 2000 bond referendum. There are proposals to consider two-thirds bond fundi ng for the planning and con- struction of trails identi fied in the City's CIP. Two-thirds bonds do not require voter approval. State Jaw allows the issuance of bonds every other year worth two-thirds of the amount of bond debt paid off in a previous year. Consideration should be given to the use of bond funding by the County and other municipalities for greenway trail construction. Many communities across the country have had successful bond referenda for establishment of green- way trails. Transportation Funding The purpose of The Transportation Equity Act for the 21st Century (TEA21), formerly The 1991 Intermodal Surface Transportation Efficiency Act (!STEA), is to provide fed - eral funding to create multi-modal transportation systems. Transportation and recreation are not mutually exclusive activities. Surveys have indicated that a significant num- ber of recreational riders would be interested in bicycle commuting if there were enough bike trails and safe lanes on roadways. TEA21 funding has been the single largest source of federal funding for greenways and other bicycle and pedestrian projects in the United States. Greenway and urban trai ls can benefit from TEA2 l funding in the follow- ing ways: 1. Include greenway trails in transportation planning. Major trail corridors should form an interconnected system of routes for bicycles and pedestrians. 2. Include inter-modal connections. Trails can be a link between homes and transit, and transit can bridge the gaps between trail systems. 3. Consider multi-modal systems. Both road and transit rights-of-way can provide key links in an uninterrupted corridor for trails systems. 4. Have a state corridor preservation plan. Rails-to-trails projects and rail-banking preserve corridors for future transportation options as well as provide for nonmotorized users when not in use for other transportation options. Bicycling along a greenway trail 28 By making greenway trails part of the transportation sys- tem, the door is opened to potential funding from a variety of TEA2 l programs, such as air quality/congestion mitiga- tion, bridge improvement, and transit systems programs, in addition to the I 0% of available funds mandated for trans- portation enhancement projects. Since 1992, 54% of the $3.27 billion in federal funding for transportation enhance- ment projects has been awarded for bicycle, trail and pedestrian projects. The most recent addition to the Greenway System, the Brushy Fork Creek Greenway Trail, will be constructed with TEA21 funding and a local match by the City of Winston-Salem. The North Carolina Department of Transportation (NCDOT) has recognized the importance of in corporating locally adopted greenway plans into its transportation plan- ning process. Consideration is given to including green- way access as part of highway improvement projects. Where possible within NCDOT 's policy, provisions can be made for greenway trail crossings or other greenway ele- ments as part of a highway project. Other Funding Sources In addition to local public funding and TEA21 funding, there are a variety of other funding sources for the acquisi- tion, development and management of greenway facilities. To maximize the amount of financial support for any greenway project, local public sector fu nds should be com- bined with funds from State, federal, nonprofit or private sector resources. The major additional sources of funding include grant programs and private funds. Grant programs can be used to complete individual short- term projects but should not be relied upon as a continuous and permanent source of greenway funding. A number of State and fed eral organizations have grant programs that can be used for greenway development. Most of these require a local match. Many of these grants are typically small and finding and obtaining them requires some inge- nuity. Grant funds can also be obtained from private and nonprofit foundations or organizations. See Appendix A for a list of funding sources. Private contributions can also be obtained from: I) dona- tions and gifts of money from individuals or corporations; 2) wills, estates or trusts; and 3) in-kind donations of labor, materials and supplies. A local private greenway advocacy group or greenway commission can create and administer a trust fund for land acquisition and greenway trail development. Money can be contributed to the fu nd from a variety of sources. This approach has been successfully used by a number of com- munities. The Chambers of Commerce, tourism development organ- izations and other economic development organizations can benefit from sponsoring and promoting greenway trail development, especially in conjunction with the tourism, hotel and convention business. A good greenway system is one indicator of the communi ty's quality of life and a good , 1. - Greenway Management Plan Prepared for LFUCG by University of Kentucky Natural Resource Conservation and Management Senior Capstone Class Joe Buckles, Justin Ford, Preston Lacey, Ben Luckett, Chris Pearce, Courtney Snapp, Brian Whittaker, Neil Wilson • 2 Table of Contents INTRODUCTION ........................................................................................................................................ 3 ECOLOGICAL B ENEFITS .............................................................................................................................. 3 H UMAN VALUE B ENEFITS .......................................................................................................................... 3 MANAGEMENT P LAN 0RGANIZA TION ........................................................................................................ 4 RECREATION ............................................................................................................................................. 5 TYPES OF RECREATION ALLOWED .............................................................................................................. 5 TYPES OF R.ECREA TION P ROHIBITED .......................................................................................................... 7 CONSERVATION MANAGEMENT ........................................................................................................ 8 D EFINING THE GREENWA y CORRIDOR ······································································································· 8 EVALUATING THE G REENWAY CORRIDOR .................................................................................................. 8 ESTABLISHING RIPARJAN B UFFER ZONES ................................................................................................... 9 SOIL BIOENGINEERING ............................................................................................................................. 13 PLANTING TREES WITHIN THE GREENSPACE ............................................................................................. 16 INVASIVE SPECIES ................................................................................................................................. 19 WHAT IS AN INVASIVE SPECIES? ............................................................................................................... 19 WHY WE WANT TO MANAGE THEM? ......................................................................................................... 19 GENERAL PRJNCIPALS FOR EFFECTIVE TREATMENT ................................................................................. 19 SPECIAL ISSUES WITHIN TH E GREENWA YS ................................................................................................ 22 SPECIES SPECIFIC RECOMMENDATIONS .................................................................................................... 22 ACHIEVING MANAGEMENT GOALS .......................................................................................................... 28 ~ GREENWAY ENFORCEMENT .............................................................................................................. 29 GREENWAY P ROPERTY LINES ................................................................................................................... 29 INDIVIDUAL PROPERTY O WNERS ENCROACHM ENT INTO GREEN WAY ...................................................... 29 ENFORCING ACTIVITIES WITHIN THE GREENWAY ..................................................................................... 30 COMMUNITY GREENWAY ENFORCEMENT/WATCH ................................................................................... 30 INDICATORS OF MANAGEMENT SUCCESS .................................................................................... 32 SUSTAINABILITY ....................................................................................................................................... 32 MEASURJNG SUCCESS .............................................................................................................................. 33 INDICATORS TO M EASURE CURRENT MANAGEMENT GOALS ................................................................... 33 PARTNERSHIPS WITH NON-PROFITS, BUSINESSES AND CITIZENS ....................................... 37 PLANNING ................................................................................................................................................ 37 FUNDING .................................................................................................................................................. 37 MAINTENANCE ......................................................................................................................................... 38 MANAGEMENT PLAN IMPLEMENTATION ..................................................................................... 40 THE PLANNING AND P REPARATION PHASE ............................................................................................... 40 THE D EVELOPMENT PHASE ...................................................................................................................... 40 THE M AINTENANCE PHASE ...................................................................................................................... 40 THE EVALUATION PHASE························································································································· 40 APPENDIX I .............................................................................................................................................. 41 SOURCES ................................................................................................................................................... 42 3 Introduction The 2005 Natural Resource Conservation and Management Senior Capstone 471 course at the University of Kentucky was given the task of developing a management plan for the Lexington-Fayette County Urban County Government's greenway system. This plan is a segment of the total class project, which also involved educational, data collection, and computer modeling components. The final plan is to be utilized by LFUCG managers as an element of their Green ways Master Plan. The purpose of greenway management is to maximize and sustain the human and ecological benefits. This plan provides guidance on how to develop and maintain the Lexington Fayette-County Urban Government's greenway system. The ecological benefits of greenways include water quality, native plant and animal habitat, and air quality. The human benefits include recreation and health, safe alternative transportation, and economic benefits. Managing greenways to maximize these benefits will create and maintain a more livable environment not only for those who use greenways but for the entire community. Ecological Benefits Water Quality Greenways preserve wooded spaces along streams, helping to absorb flood waters, filter pollutants, reduce sediment loads, and regulate water temperature. Plant and Animal Habitat Greenway corridors serve as crucial habitat for many species of plants and wildlife in urban settings. They provide essential food sources, water, shelter, nesting sites and protection for birds and animals. Air Quality Greenway trees and vegetation help to reduce air pollution caused by automobile traffic and industrial activity. Human Value Benefits Recreation and Health Greenways enable more people to walk or bike in a natural setting, thus improving the health of urban residents. Studies show that as little as 30 minutes a day of moderate intensity exercise (such as bicycling, walking, in-line skating) can significantly improve a person's mental health by reducing stress and depression. It also enhances physical health by reducing the risk of coronary heart disease, stroke, certain types of cancer, high blood pressure, diabetes, osteoporosis and obesity. Safe Alternative Transportation As an alternative transportation corridor, a greenway is designed to provide a safer and more enjoyable means of travel for pedestrians and cyclists than is normally found in standard roadway design. Greenway trails can serve as extensions of the road network, offering safe connections between origins and destinations. Economic Benefits Green ways increase the property value of adjacent real estate, provide tourist income for communities, spur the development of new businesses, increase sales tax revenues and create new jobs to serve trail users. The water filtration properties of the greenway improve water quality, which can reduce the cost of water treatment. Management Plan Organization 4 In order to achieve the benefits described above, a number of different factors need to be addressed. Merely managing vegetation or recreation will not achieve the comprehensive goals that have been set forth. As such, this plan is divided into six sections, each of which contributes to the overall management scheme. The sections are Recreation, Conservation Management, Invasive Species, Greenway Enforcement, Indicators of Management Success, and Partnerships with Non-Profits, Businesses and Citizens. Following these sections is a four step plan that utilizes the information gathered to provide a framework for implementation. Recreation Due to the linear nature of greenways and their relatively small acreage in relation to large parks, the most common and practical opportunity for recreational activities is a trail. Primary trails through LFUCG's greenway system should be 12 foot wide paved trails that will be handicapped accessible. The major goal of this trail is to provide opportunities for recreation and fitness activities. These activities may include active recreational activities such as running, jogging, or cycling, as well as passive recreational activities such as bird watching, fishing, and walking. These greenway trails should provide a variety ofrecreational and physically active opportunities for people living in densely populated areas within the city. In addition to the goal ofrecreation, the main trail should connect residential areas with social and commercial areas throughout the city, such as libraries, parks, shopping areas, restaurants, and schools. It should al so link a number of different greenway areas to create a comprehensive greenway trail that allows access to different areas of the city. However, the trail should be allowed some separation from people who are using the trail and those who are not. Retail stores, vendors, restaurants, and gathering areas should be set back from the trail a considerable distance (www.indygreenways.org). Greenway corridors and other parts of the main trail infrastructure should form the backbone of bike and pedestrian plans within the LFUCG. This main paved trail will be a multiple use trail, allowing several different forms of responsible recreation. Hours of Operation • • Greenway areas and trails are open from sunrise until dark ·~ Greenway areas and trails are open 365 days a year H Types of Recreation Allmx.ed 5 Many forms of recreation are allowed in LFUCG's greenway system to promote use and the satisfaction of local residents. There are currently few restrictions placed upon recreation, however, should problematic situations arise, the LFUCG reserves the right to ban some forms ofrecreation or certain green way users if that use of the greenway impairs another use. All users are expected to stay on the designated trails unless signage specifies users may leave trails to fish , bird watch, identify flora, etc. All state laws apply to any forms of recreation when using the greenway trails or waterways. Walking/Jogging/Running Any pedestrians on foot using the greenway trails have the right of way. All other users should yield to them on greenway trails. Pet Walking Pet walking is allowed in all greenway areas and trails. However, all pets must be leashed and all pet waste must be collected and disposed of properly by the pet owner. Waste bag stations will be located at all major greenway trail access points. Unleashed pets may get in the way and injure other users of the greenway, as well as disturb native wi ldlife and vegetation. Failure to comply with leash and pet waste laws may result in fines. Bicycling 6 Greenway users on bicycles should be courteous of other users and follow all state laws required of bicycles when using the roads that connect the greenways. Cyclists should be aware of slower moving pedestrians and yield to them. Helmets are recommended but not required. A new bicycle strategy is underway and new bike route connections to the parks and between greenway systems is underway. Mountain Bicycling Mountain biking is permitted on designated trails throughout the greenway systems and mountain bikes are permitted on the main paved trail. The Jack of mountain biking destinations in or near Lexington makes the greenway systems a valuable asset to the local cycling community. Riders should respect other trail users and try to avoid trails when conditions are wet and muddy. Skateboarding/Rollerblading/Roller-skating Skateboards and rollerblades/roller-skates are allowed on the greenway trail as long as skateboarders respect other users of the green way and do not cause problems. Fishing Fishing is allowed in waterways in any greenway system, particularly in small lakes and ponds. Persons who may be fishing are required to have a valid Kentucky state fishing license and to abid e by all size and catch limits. Boating/Canoeing Boating or canoeing is allowed wherever enough water is present to allow for it. Boaters must abide by all Kentucky state laws and have a US Coast Guard Approved PFD for each individual within easy reach while boating. Boats must be less than 20 feet Jong and may only use electric motors. Gasoline powered engines are prohibited. Wherever it is practical and economical, the LFUCG may develop small boat/canoe launches. 7 Types of Recreation Prohibited Motorized Vehicles Motorized vehicle travel of any kind is prohibited in LFUCG's greenway system, whether on or off trails. All terrain vehicles (ATVs), Off-highway vehicles (OHVs), and off-road motorcycles have no place in the greenway and use will not be tolerated. *LFUCG reserves the right to utilize and/or permit motorized vehicles in the greenways in emergency situations and for routine or scheduled maintenance. Hunting Hunting of any kind is dangerous and poses a serious risk to other greenway users. Firearms of any kind, bows and arrows, and crossbows are strictly prohibited in the green ways. Equestrian/Livestock Riding horses and other livestock significantly damages greenways and may pose a risk to other users. Also, horse/livestock waste is unsightly and unlikely to be cleaned up by the rider. In the future, LFUCG may develop some horse specific trails for equestrian riders. Unauthorized Planting or Plant Collecting Any planting or plant collecting is strictly prohibited unless authorized by the LFUCG. Collecting native plants from the greenways alters their ecological functions and makes them less aesthetically pleasing. Likewise, planting must be authorized to ensure no more nonnative or native invasive species are introduced to the greenway. Dangerous Behavior In addition to those listed, there are several other forms of recreation that are prohibited. Any activities such as hang-gliding, bungee-jumping, or bridge jumping are strictly prohibited because of the inherently dangerous nature of the activities and the inability to control and monitor them. Also, alcohol and illegal drugs are prohibited in the greenways and their use will not be tolerated. Conservation Management Defining the Greenway Corridor Natural corridors come in many sizes and widths, take many forms, and have varied functions. Usually, a natural corridor is a swath of land longer than it is wide, and contains a unifying element such as a stream or ridgeline that can provide a link to other natural areas. Natural corridors such as rivers, streams, and ridge tops may consist of many different vegetation or habitat types and perform many ecological functions. 8 Many important movements of nature occur along natural corridors. Wildlife in search of food, habitat, shelter, and breeding partners use natural corridors. Some corridors act as buffers for our water supplies, by cleansing sediments and contaminants before runoff reaches our rivers and streams. Evaluating the Greenway Corridor Greenway plans should promote natural values and aim to integrate these values with some recreational use. Some greenways have important natural assets, and the health of these assets should be a primary concern in promoting the greenway. Listed below is a checklist of items that aid in better understanding the natural assets of a green way corridor. Items from this list were adapted from The Conservation Fund publication, Greenways: A Guide to Planning, Design, and Development. Corridor Evaluation Checklist • Define the corridor, including landscape characteristics, widths, limits, and the region that directly affect it. A greater width may provide adequate buffer from edge effects for interior species and habitat. Ideal width will depend upon local habitat type, the wildlife targeted for protection, and surrounding land uses. Evaluate whether the corridor is part of a larger network of corridors or ecological systems (such as a tributary stream). If so, determine what ecological role it plays in this larger network. Locate other natural areas in the region that would benefit from connection to this corridor? • Identify existing and potential habitat, including vegetation groupings and environments such as wetlands that provide food and cover. Varied habitat is often the key to wildlife health and diversity. If possible, protect a variety of habitat types and other environmentally sensitive areas (groundwater recharge areas, intermittent streams, springs, etc.). Corridors composed of habitat similar to the natural areas they connect are probably best for promoting movement between the linked areas. For example, two forested areas linked by grass or open field are of less value to movement of forest wildlife than a corridor of forestland. • Identify the individual plant and animal species. Which are common? Are species confined to small patches, or does the corridor support wide movement and distribution of these plants and animals? Are certain species likely to prosper or even dominate the corridor? Think about what management goals need to be set to protect these species. • Identify points of present and likely future human encroachment. How serious are the current impacts? Locate development projects on the drawing boards-houses, roads, utilities, and golf courses-that will adversely affect corridor values. Determine if buffer zones can be created to prevent or reverse some of these impacts. • Check for invasive and undesirable species. Determine measures that need to be taken to reverse the spread of these species. Locate any evidence of disease or pest transmission along the corridor. • Try to locate areas that are improving or degrading. This will give you a baseline management tool so that you can compare the future health of the greenway with present conditions. • Envision how you expect the corridor to change over time. Determine what practical human intervention steps can be taken to help sustain the natural values of the corridor. • List the ecological goals for the corridor and what kinds of management programs can be put in place to sustain and enhance the corridor in accordance with those goals. 9 The planting of streamside buffers, including forests and filter strips of grasses, shrubs, or trees can successfully reduce runoff sediments and pollutants from cultivated fields and other non point sources. The rehabilitation and re rowth of ri arian vegetation holds the soi m p ace, restores optimal water tem perature, and controls nonpoint pollution. According to the NRCS publication, Buffer strips: Common Sense Conservation, a well established riparian buffer zone can remove up to 50 percent or more of nutrients and pesticides, 60 percent or more of certain pesticides, and 75 percent or more of sediment. By slowing the velocity of runoff, the riparian buffer allows the water to infiltrate the soil and recharge the groundwater supply. Groundwater will reach the stream at a much slower rate, and over a longer period of time, than if it had entered the river as surface runoff. This helps control flooding and maintain stream flow during the driest time of the ear. Buffer Width A variety of factors determine whether a strip of vegetation along a stream will intercept sediment and nutrients. The most important is width. Many have found that as the width of the buffer in increased, the percentage of sediment removed increases. Buffers of adequate width can remove nearly all of the sediment and nutrients that would otherwise end up in the stream. 10 Choosing an appropriate buffer width depends on what you want the buffer to do. The minimum acceptable width is one that provides acceptable levels of all needed benefits at an acceptable cost. The basic buffer is 50' from the top of the bank. Each additional foot adds more functionality to the riparian buffer. llank stab Ill zallon fisheries ha bllat nutrient removal sed lment control llood control wlldllle hallltat human land use 250' JOO' (Connecticut River Joint Commissions. Riparian Buffers.) • On smaller streams, good erosion control may only require covering the bank with shrubs and trees, and a 35 ' managed grass buffer. If there is active bank erosion, or on larger streams, going beyond the bank 50' is necessary. Severe bank erosion on larger streams requires engineering to stabilize and protect the bank (see section on soil bioengineering). • For slopes gentler than 15%, most sediment settling occurs within a 35 ' wide buffer of grass. Greater width is needed on steeper slopes, or where sediment loads are particularly high. • To filter dissolved nutrients and pesticides from runoff, a width up to 100' or more may be necessary to allow runoff to soak in sufficiently, and for vegetation and microbes to work properly. A 100' buffer will generally remove 60% or more of pollutants, depending on local conditions. • Much larger streamside forest buffer widths are needed for wildlife habitat purposes than for water quality purposes. 300' is a generally accepted minimum. The larger the buffer zone, the more valuable it is. Larger animals and interior forest species generally require more room. I I Buffer Slope The slope of a buffer should not exceed I 5%. Above I 5%, the velocity of the runoff becomes too fast, and sediment particles will not have time to settle out. Runoff is likely to become concentrated and channelized, rendering the buffer much less effective. Shallower slopes allow for longer residence time, slower flow, and are more effective at removing sediment and pollutants from the runoff. Buffer Design Beginning at water's edge and moving away, or upslope, the riparian area can be pictured in segments or zones. This "Three-zone Buffer Concept" provides a framework for thinking about the establishment and maintenance of a long-term riparian forest buffer. The width of the buffer depends on the landowner's objectives, specific site conditions, and the condition of the waterway. Rural Zone 3 Zone 2 Zone 1 Cropland Grass Manag~ Undisturbed Farmers <>lT.:J'l:l)' aytttttural El'.!~: Gr•••h.e~ ixl<VE ' Ejltead -M·Ji!lag~ment wa1e:.~w Pract'J:er. and at>sortl nut rr:5 Forest Forecsl TrE€1i can Tr~ roots. ce harVest£d. ~e.p Otganfc • • 6'.ablllZe rerr-£1e •trea ·t'tJ.nl nl!ro;e 'loooyc;,tr.• Sl<NI• Velocity ctwa and ~rme• <qlla[C l:<lb!.11 Zone 2 Zone l ndisturbed Managed Grass Urt>anlSuburban Developed Forest Fo:est Tree~ shi3dE s1re.am am: i:.ep wa1e1 cool SOI paril<Jleo P rou• grass,. P•~• prac:IC€ tra covered l-..'1d com:eni.a:loo ptw.pt""1<i, looea&E-> measure& ar.d !Re> lnllltra:bo and uee ene•• water storage. nUl!J;nm aw Cor..:ro11; grc-A:!n ~.E-U n:no" (Maryland Cooperative Extension. Riparian Buffer Management.) • Zone 1: The important structural component in Zone I (next to the water's edge) is a mixture of fast-and slow-growing native trees. If the stream is narrow, at maturity the tree canopy from both sides of the stream will meet or nearly meet. This zones serves to protect the physical and ecological integrity of the stream ecosystem. A mature riparian forest is the desi red vegetation because it provides shade, leaf litter and woody debris, and erosion protection. Reforest it if it is now grass and allow very restricted uses such as foot paths and utility rights of way. • Zone 2: This middle zone is composed of managed forest with some clearing allowed. Allow some recreational uses, storm water BMP's, bike paths, and tree removal. Trees and shrubs in Zone 2 (along with Zone 1) intercept sediments, nutrients, pesticides, and other pollutants in surface and subsurface water flows. 12 • Zone 3: Established if periodic and excessive water flows, erosion, and sediment from upslope fields or tracts is anticipated. Zone 3 is generally of herbaceous plants or grass and provides a "first defense" to assure the proper functioning of Zones 1 and 2. Vegetation Native vegetation capable of withstanding local water, climate, soil, and pest conditions is preferred. For the creation of new buffer areas, or for supplemental planting in natural areas, native plants that establish rapidly and are suitable for flood zone conditions should be used. Native Plants that have an extensive root system work best to stabilize the soi l and take up nutrients. Effectiveness of Different Vegetation Types for Specific Buffer Benefits BENEFITS stabilize strnambank filter sediment and the nutrients, pesticides, & pathogens bound to it filter nutrients. pesticides, and microbes from surface water protect groundwater and drinking water supplies improve aquatic habitat improve wildlife habitat for field animals improve wildlife habitat for forest animals provide economically valued products provide "isual interest protect against flooding Low -Moderate -High (Connecticut River Joint Commissions. Riparian Buffers) Managing a Riparian Buffer • Inspect the buffer regularly and remove accumulated sediments in the outer grass zone. • Mowing of the outer grass buffer is important for vigorous sod growth and helps remove the nutrients and pollutants it has captured. • Reduce water and maintenance needs by mulching with shredded bark, leaf mulch, or bark chips. Cedar and redwood bark are not recommended because their chemistry interferes with buffer function. • Use only lime or wood ash to ferti lize near a stream, and avoid pesticides. • Cut only the trees that threaten to pull the riverbank with them if they fall, but leave their root systems in place to hold the bank. Remove a tree snag from a stream on ly if it clearly presents a flood hazard. 13 Planting the Riparian Buffer • For woody cuttings or live posts, drive them deeply into the soil, allowing a foot or so to remain exposed. • For rooted plants, prune any large damaged roots before planting. Set plant in a hole 2-3 times as wide, but only as deep as the root ball. Plant at the same depth it was growing in the container or before transplanting. Fill in the hole gently but firmly with the original soil, watering to settle the soil. • Plant understory trees species later, which usually do not tolerate full sun. • Water regularly once a week through the first growing season. Take care not to start gullies or erosion. • Use only lime or wood ash to fertilize in the buffer zone. • Mulching limits surface erosion, suppresses weeds, and retains soil moisture. Use organic mulches such as leaf humus, wood chips, pine mulch, or other shredded bark. A void redwood or cedar, since they are toxic to some seedlings and their chemistry interferes with buffer function. Stockpile fresh woodchips for at least six months before using, to avoid introducing disease and other troubles. Straw is commonly used, but can introduce undesirable seeds. • Fencing is useful to control grazers, equipment, onlookers, and vandals. To deter small mammal from girdling saplings, surround individual plants with simple chicken wire. Soil Bioengineering Soil bioengineering is an applied science that combines structural, biological and ecological concepts to construct living structures for erosion, sediment, and flood control. Living plant materials are used as the main structural components to stabilize and naturalize stream banks. The systems are most successful when they are installed in the dormant season. Mainly woody vegetation, which roots readily from cutting, is initially installed in specific configurations that offer immediate soil protection and reinforcement. In addition to providing a high measure of protection, soil bioengineering systems develop roots that provide soil reinforcement. The top growth provides an additional surface vegetation cover. Environmental benefits derived from the vegetation include more diverse and productive aquatic and riparian habitats. Such habitats may include shade, organic additions to the stream, cover for fish in the form of vegetation and deep pool development, and improved water quality. Aesthetically, these systems can enhance river corridors. Species selection should favor plants with deep and branching root systems because these plants do the best job of holding soil in place. Plants should be chosen with a consultant who understands local planting constraints and appropriate species selection. The following material is meant as general information to better understand the merits of soil bioengineering systems and to acquaint the reader with some of the specific tools and terms of the technology. All installations would require appropriate guidance from a knowledgeable soil bioengineering professional. 14 Live Stake Description: Live stakes are living woody plant cuttings capable of rooting with relative ease. The cuttings are large enough and long enough to be tamped into the ground as stakes. They are intended to root and grow into mature shrubs that over time will serve to stabilize the soils, enrich the riparian zone for habitat restoration, and improve water quality. Typically, this is the simplest and least expensive system to organize and install. Effectiveness: Although live stakes are of little value when initially installed, once the roots and vegetation have become established, live staking can be a successful stabilization method for simple or small problem sites on small stream systems. This technique is effective when construction time is limited and an inexpensive and simple solution will handle the problem. Note: Rooted/leafed condltlon of the living plant material is not representative of the time of installation. Toe protection Live Stake Live Fascine Top of live fascine slightly elCposed after installation Moist soil backfill Erosion control- ' fabric & seedil1{) Live stake (2' to 3' spacing between stout slakes) Ohio Division of Water Description: Live Fascine structures are bundles of live cut branches. They are tied together securely and set into trenches on the stream bank. Normally, they are placed on contour in the slope face. They are shallowly installed and create little site disturbance compared with other systems. Effectiveness. When properly used and installed, live fascines offer reasonably inexpensive and immediate protection from erosion. Regardless of their survival, fascines usually work well to reduce erosion on shallow gully sites. These systems are an effective stabilization technique, especially when rooting is established or when combined with live stakes. Live fascines are capable of holding soil on the face of the stream bank. Live fascines provide surface stability and connecting support for colonization by the surrounding plant community and thereby enhance the development of aquatic riparian and upland slope vegetation. Live Crib wall 15 Description: The live cribwall is a rectangular framework of logs, rock, and woody cuttings. It is used to protect an eroding stream bank, especially at outside bends of main channels where strong currents are present. The log framework provides immediate protection from erosion, while the plants provide long-term durability. This technique is very effective in controlling bank erosion on all types of streams, including those with rapid flow. Effectiveness: Live cribwall systems are effective on the outside bends of main channels, where strong currents are present. After they have been established, these installations maintain a natural stream bank appearance and provide excellent habitat for a variety of riparian corridor and aquatic and upland slope life. Live cribwalls are quite useful where space is limited on small, narrow stream corridors and in areas where bank cutting is not a viable solution. The log or timber framework provides immediate protection from erosion and bank failure, while the plants provide long-term durability. Live branch cuttings 2-3 feet Live Crib Wall Ohio Division of Water Rip rap Description: One common form of bank stabilization is known as riprap. The term riprap refers to rock or other heavy material placed along a stream bank, or steep hillside, to control erosion or washout. Riprap should be a last resort if vegetative solutions are not viable. Riprap works best in most applications if it is merely laid on a filter bed and thus can move and shift somewhat along with the stream. Ideally, rock should be carefully selected for natural-appearing size and color. Joint Planting Description: The joint planting system involves installation of live stakes between previously placed riprap rock. It serves as a backup intended to increase the effectiveness of the conventional system upon which the riprap has been placed. The rock needs to be 16 loosely dumped or no thicker than two feet in depth. Joint planning is an excellent way to combine soil bioengineering with conventional systems. Effectiveness: Typically used where a riprap rock installation is already in place. A joint planting system will enable a stream bank to look and function more naturally over time. It provides additional protection for steep gradient stream systems and assists in dissipating energy and causing deposition to occur along the stream banks. IO)!S-~r.ffoJI S<Wt•<tiUt. Joint Planting Planting Trees within the Greenspace Salmon Habitat.org The LFUCG's Division of Planning planting manual available to the public on line at b.nR://www.lfucg.com/PlanDiv/Plantingmanual.asp. Each species is classified by the scientific and common name, the plant type (indicating deciduous or evergreen), the height of the tree, the spread of the crown, and individual comments concerning specific species. For information concerning the actual planting of trees, refer to the section on Planting Riparian Buffers and the Division of Planning's website. 17 l Greenway Maintenance The overriding goal of greenway maintenance is to keep the natural look. This goal should be applied to maintain native species, restore the natural environment, and retain vegetation for animal habitat. Tree Maintenance • Trim dead limbs only if they pose a direct threat to a reasonable person or property • Take downs only when they pose immanent threat to reasonable person or property • Dead snags away from direct human contact should be left for habitat • Shade trees should be used around periphery to establish a buffer for non native species encroachment • Dead, decaying logs should be left as a food source and habitat Mowing • Mowing should not occur within the greenway unless to utilize open spaces where fire or chemical burns are not alternatives. • Mowing can occur on an easement allowing public pedestrian access and access for emergency vehicles, equipment and personnel and to improve and/or maintain the greenway in the event it is not being properly maintained as determined by the greenway manager. Specific Duties of LFUCG • Maintain all greenway properties it acquires in a natural, vegetative state • Inspect all Greenway Properties at a minimum of twice a year to verify compliance, as well as agreements established on a case-by-case basis through individual conservation easement negotiations • Take corrective care actions upon discovery of any prohibited activity during inspections Prohibited Activities • Burning, burying, or depositing of waste • Logging • Operation of wheeled or tracked equipment • Construction of roads • Handling, storage, appli cation, or disposal of hazardous materials • Dumping of debris, litter, or waste • Introduction of invasive species • Unauthorized public entry • Construction activities, except as part of a permitted public access development or public utility • Alteration of the natural stream channel or stream flow 18 • Vegetative manicuring along the stream side such as mowing, cutting tree limbs, and/or trimming of vegetation Invasive Species Invasive species pose a major problem in the greenway system and impact both the ecological and anthropocentric goals of management. What is an invasive species? 19 Invasive species are all living species "that are nonnative to the ecosystem under consideration and whose introduction causes or are likely to cause economic or environmental harm or harm to human health" (Executive Order 13112). This broad definition covers nonnative living organisms, but the management of invasive species should be targeted to have the largest impact with the limited budget. Specifically, invasive plants create the most significant problem for our management goals and are also the easiest to manage with volunteers and limited budgets. In addition to nonnative pest plants, in certain situations, it will be necessary to manage native species that are overly aggressive and interfere with management goals. Why we want to manage them? The spread of nonnative and other native pest plants, whether human-facilitated or not, significantly impacts native flora and wildlife habitat. Most plants that pose significant problems in the LFUCG greenway system were introduced into the region through horticultural practices, and many can still be purchased at lawn and garden shops in the region. Unfortunately, the qualities that make for good ornamental plants are the same qualities that make for troublesome invasive plants. The result is numerous aggressive plants that prolifically produce seed, are drought tolerant, and have persistent perennial root systems. With no management, these aggressive species will out compete native plants and significantly impact the local natural environment. General Principals for Effective Treatment Early Detection The most important part of a pest management plan is regular surveillance of the greenway and early detection. In every case, smaller infestations will be much easier to manage and will allow for many more control options that would be less intensive and potentially less costly. 20 Use Most Effective Treatment Method Depending upon the size of the infestation, environmental factors, the target species, and potential non-target damage, the manager needs to choose the most effective treatment method. Some common treatment methods for invasive plants are hand pulling, foliar applications, cut stump treatments, basal spray treatments, mowing, plowing, and other less conventional methods. Hand Pulling When dealing with small infestations, this can be very effective and inexpensive. The major benefit of hand pulling is its minimal impact on the environment. Hand pulling is ideal for volunteer workers and sensitive areas where herbicide application is not well suited. Hand pulling can be time consuming and ineffective for widespread infestations and with larger perennial plants with substantial root systems. Foliar Application Spraying herbicide-water mix directly on plant foliage from a backpack sprayer is the most cost-effective method to treat most invasive plants (Miller). When dealing with large infestations of plant pest, foliar applications are extremely effective and the predominate method used by the Kentucky Transportation Cabinet, which maintains invasive species along right-of-ways. The disadvantages to foliar applications are seasonal limitations (summer and fall), potential damage to non-target plants, and limited ability to treat very large bushes and trees. Cut Stump Treatments When dealing with large bushes or trees, cutting the plant stump and immediately treating the cut surface with a more concentrated herbicide solution is very effective. With larger bushes and trees, treatment options are limited and cut stump treatments might be the only effective treatment method. This treatment option does require a crew to operate both chainsaws and chemicals; volunteer help will have to be restricted for safety reasons. Basal Spray Treatments Applying herbicide, oil, and penetrant mixture to the base of woody stems can be very affective in controlling stems smaller than 6 inches in diameter. Basal treatments allow a single applicator to effectively control woody stems with a backpack sprayer and a wick applicator. Basal treatments are an excellent fall and winter method of treating woody stems. Mowing When managing a greenway as grassland, a mowing schedule will be necessary to maintain species diversity and control of pest plants. Mowing does require a significant equipment cost but it will be necessary for maintaining the grassland and controlling unwanted pest. 21 Plowing For quick weed removal and preparing the site for planting, few methods are more effective. Plowing does however require expensive equipment and can cause soil erosion that could compromise water quality goals in the greenway. Other Methods Prescribed fires, animal grazing, and the introduction of biological controls can be very effective pest management techniques. For management in the greenway, the site conditions do not allow for the practical application of these techniques because of community concerns and the size of the greenway. On large, more remote tracts of land, these methods could be effectively integrated into the management plan. Effective herbicide treatment • If a chemical treatment is the most effective treatment method, it is critical that the applicator be licensed, and s/he should follow the herbicide label for proper application. For greenway pest management, the Kentucky category 2 (forest pest control) and category 3 (ornamental and lawn care) licenses are most applicable, depending upon the successional stage of the greenway. • With most herbicide applications, the site will have to be re-treated to achieve acceptable control of plant pest. • Whenever using nonselective herbicides (Arsenal, Escort, Tordon, Vanquish, and Pathway) or other herbicides with the potential to cause damage to non-target species, it is critical to use precautionary application practices to reduce herbicide drift. Site Rehabilitation The best way to prevent or reduce further infestations is by quickly establishing desired native vegetation on the site. Competition is the best way to prevent invasive species infestations in the greenway. After any treatment both constant monitoring of the site and establishing competitive native species will be the most important steps to long term control of pest plant species. Whenever treating trees or large infestations of woody plants, removing brush from the site might be required for site rehabilitation. The brush could then be chipped and used in trail maintenance, piled up for additional wildlife habitat, or hauled off site. Hauling large brush can be a labor intensive job, but a good volunteer activity. 22 Special issues within the greenways Controlling invasive species within the greenway provides unique chall enges because of the location and community involv ement. Most greenways are located in floodplains and special precautions are necessary, especially with chemical applications. The applicator should be aware ofrestrictions listed on the label and use chemicals carefully in sensitive areas. Another unique challenge with greenway work is working with herbicides and other forestry tools around volunteers. Community involvement is important for educational reasons, but it is imperative due to resource limitations (financial, labor, etc.). Species Specific Recommendations Bush honeysuckles Amur honeysuckle, Lonicera maackii Morrow's honeysuckle, L. morrowii Deciduous shrubs growing up to 30 feet in height for Amur honeysuckle and up to 6.5 feet tall for Morrow honeysuckle. Dark-green opposite leaves and abundant red berries from multiple stemmed bushes often forms dense thickets in open forest, forest margins, abandoned fields, roadsides, and along fence rows. Colonize by root sprouts and spread by animal dispersed seeds, especially birds. Introduced from Asia in the 1700s and 1800s as an ornamental and wildlife plant. Treatments • Thoroughly wet all leaves with glyphosate herbicide as a 2-percent solution in water (8 ounces per 3-gallon mix) with a surfactant (August to October). Or, apply Garlon 4 as a 20-percent solution in commercially avai lable basal oil, diesel fuel , or kerosene (2.5 quarts per 3-gallon mix) with a penetrant to young bark as a basal spray. • For stems too tall for foliar sprays, cut large stems and immediately treat the stumps with one of the fo ll owing herbicides in water with a surfactant: Arsenal AC as a 10-percent solution (1 quart per 3-gallon mix) or a glyphosate herbicide as a 20-percent solution (2.5 quarts per 3-gallon mix). Japanese honeysuckle (Lonicerajaponica) Semievergreen woody vine, climbing and trailing in forest canopies or ground cover. Most commonly occurring invasive plant overwhelms native flora in dense infestations over a wide range of sites. Shade tolerant. Persists by large woody rootstocks and spreads by rooting at vine nodes and animal- dispersed seeds. Introduced in the early 1800s from Japan as an ornamental with some value for erosion control and valued as deer browse. Japanese honeysuckle is still planted in wildlife food plots. Treatments 23 • Apply Escort with a surfactant to foliage (June to August)-either by broadcast spraying 2 ounces per acre in water (0.6 dry ounces per 3-gallon mix) or by spot spraying 2 to 4 ounces per acre in water (0.6 to 1.2 dry ounces per 3-gallon mix). • Or, treat foliage with one of the following herbicides in water with a surfactant (July to October or during warm days in early winter) keeping spray away from desirable plants: a glyphosate herbicide as a 2-percent solution (8 ounces per 3- gallon mix) or Garlon 3A or Garlon 4 as a 3-to 5-percent solution (12 to 20 ounces per 3-gallon mix). • Or, cut large vines just above the soil surface and immediately treat the freshly cut stem with a glyphosate herbicide or Garlon 3A as a 20-percent solution (2.5 quarts per 3-gallon sprayer) in water with a surfactant July to October (safe to surrounding plants). Winter creeper (Euonymus fortunei) Evergreen woody vine climbing up to 70 feet and clinging by aerial roots or rooting at nodes. Shade tolerant. Vine forms dense ground cover and climbs trees, eventually overtopping them. A voids wet areas. Colonizes by trailing and climbing vines and seed dispersed by animals and water. Introduced from Asia in I 907 as an ornamental ground cover. Treatments • Thoroughly wet all leaves with one of the following herbicides in water with a surfactant (July to October for successive years): Tordon 101 as a 3-percent solution (12 ounces per 3-gallon mix) or Tordon Kasa 2-percent solution (8 ounces per 3-gallon mix). • Or, repeatedly apply Garlon 4 as a 2-percent solution (8 ounces per 3-gallon mix) in water with a surfactant, a less effective treatment that has no soil activity to damage surrounding plants. • Cut all vertical climbing stems to prevent fruiting and spread by birds. Garlic Mustard (Alliaria petiolata) Shade tolerant, allelopathic, cool-season biennial forb with a slender taproot found in colonies under forest canopies, forest margins, and along floodplains. Basal rosettes in the first year remain green throughout winter and produce 2-to 4-foot tall flower stalks in the second year. Dead plants remaining standing after June as long slender seedstalks. Spreads by human-, animal-and water-dispersed seeds, which lie dormant for 2 to 6 years before germinating. Population densities from year to year will vary. Introduced from Europe in the 1800s as a medicinal plant. Treatments • To control two generations, thoroughly wet all leaves with a glyphosate herbicide as a 2-percent solution in water (8 ounces per 3-gallon mix) during flowering (April through June). • In locations where herbicides cannot be used, pull plants before seed formation. Tree of Heaven (Ailanthus altissima) Deciduous, allelopathic tree growing up to 80 feet in height and 6 feet in diameter, with long pinnately compound leaves. Strong odor from flowers and leaves. Grows rapidly, forming thickets and dense stands. Both shade and flood intolerant. Colonizes by root sprouts and spreads by prolific wind-and water-dispersed seeds that can be viably produced by 2-to 3-year-old plants. This ornamental tree was introduced from Eastern China via Europe in 1784. 25 Treatments • Large trees -Make stem injections and then apply Garlon 3A, Pathway, Pathfinder II, or Arsenal AC in dilutions and cut spacings specified on the herbicide label (midsummer best, late winter somewhat less effective). For felled trees, apply these herbicides to stem and stump tops immediately after cutting. • Saplings -Apply Garlon 4 as a 20-percent solution in commercially available basal oil, diesel fuel, or kerosene (2.5 quarts per 3-gallon mix) with a penetrant (check with herbicide distributor) to young bark as a basal spray. • Seedlings -Thoroughly wet all leaves with one of the following herbicides in water with a surfactant (July to October): Arsenal AC as a 1-percent solution ( 4 ounces per 3-gallon mix), Krenite S as a 30-percent solution (3 quarts per 3-gallon mix), or Garlon 4 as a 2-percent solution (8 ounces per 3-gallon mix). English Ivy (Hedera helix) Treatments Evergreen woody vine climbing to 90 feet by clinging aerial roots and trailing to form dense ground cover. Thick dark-green leaves with whitish veins and three to five pointed lobes when juvenile. Purple berries are toxic to humans when eaten and trigger dermatitis in sensitive individuals. Thrives in moist open forests, but adaptable to a range of moisture and soil conditions, including rocky cliffs. Shade tolerant. Avoids wet areas. Spreads by bird-dispersed seeds and colonizes by trailing and climbing vines that root at nodes. Introduced from Europe in colonial times as an ornamental and a source of varnish resin, dye, and tanning substances. Still widely planted as an ornamental. • Thoroughly wet all leaves with one of the following herbicides in water with a surfactant (July to October for successive years): Garlon 3A or Garlon 4 as a 3-to 5-percent solution (12 to 20 ounces per 3-gallon mix) or a glyphosate herbicide as a 2-percent solution (8 ounces per 3-gallon mix). Use a string trimmer to reduce growth layers and injure leaves for improved herbicide uptake. Cut large vines and apply these herbicides to cut surfaces. • Or, apply Garlon 4 as a 20-percent solution in commercially available basal oil, diesel fuel, or kerosene (2.5 quarts per 3-gallon mix) with a penetrant to large vines being careful to avoid the bark of the host tree. 26 Winged burning bush (Euonymus alata) Deciduous, wing-stemmed, bushy shrub growing to 12 feet in height, multiple stemmed and very branched. Small and obovate leaves green turn bright scarlet to purplish red in fall. Shade tolerant. Colonizes by root suckers and spreads by ani mal-dispersed seeds. Introduced from northeast Asia in the 1860s and still widely planted as an ornamental and for highway beautification. Treatments • Thoroughly wet all leaves with Arsenal AC or Vanquish as a ]-percent solution in water (4 ounces per 3-gallon mix) with a surfactant (April to October). • For stems too tall for fo liar sprays, apply Garlon 4 as a 20-percent solution in commercially available basal oil, diesel fuel, or kerosene (2.5 quarts per 3-gallon mix) with a penetrant (check with herbicide distributor) to young bark as a basal spray (January to February or May to October). Or, cut large stems and immediately treat the stumps with one of the fo llowing herbicides in water with a surfactant: Arsenal AC as a IO-percent solution (I quart per 3-gallon mix) or a glyphosate herbicide as a 20-percent solution (2.5 quarts per 3-gallon mix). Multiflora Rose (Rosa multiflora) Pinnately compound leaves, frequent recurved and straight thorns, clustered or single white flowers in early summer, and red rose hips in fall to winter. Forms infestations that often climb up into trees. Colonize by prolific sprouting and stems that root, and spread by animal-dispersed seeds. Introduced from Asia and traditionally planted as an ornamental or as a "li ving fences". Treatments • Thoroughly wet all leaves with one of the following herbicides in water with a su rfactant: April to June (at or near the time of flowering)-Escort at 1 ounce per acre in water (0.2 dry ounces per 3-gallon mix); August to October-Arsenal AC as a I-percent solution ( 4 ounces per 3-gallon mix) or Escort at 1 ounce per acre in water (0.2 dry ounces per 3-gallon mix); May to October-repeated applications of a glyphosate herbicide as a 2-percent solution in water (8 ounces per 3-gallon mix), a less effective treatment that has no soil activity to damage surrounding plants. • For stems too tall for foliar sprays, apply Garlon 4 as a 20-percent solution in commercially available basal oi l, diesel fuel , or kerosene (2.5 quarts per 3-gallon 27 mix) with a penetrant (check with herbicide distributor) to young bark as a basal spray (January to February or May to October). Or, cut large stems and immediately treat the stumps with one of the following herbicides in water with a surfactant: Arsenal AC as a 10-percent solution (1 quart per 3-gallon mix) or a glyphosate herbicide as a 20-percent solution (2.5 quarts per 3-gallon mix). Oriental bittersweet (Celastrus orbiculatus) Deciduous, twining and climbing woody vine growsto 60 feet in tree crowns, forming thicket and arbor infestations. Leaves are dark green, becoming bright yellow in late summer to fall. Occurs on a wide range of sites mainly along forest edges. Found in forest openings, forest margins, and roadsides as well as in meadows. Mostly shade intolerant. Colonizes by prolific vine growth and seedlings, and spreads by bird-and other animal-dispersed seeds and humans collecting decorative fruit-bearing vines. Introduced from Asia in 1736 as a very showy ornamental with berried vines that are traditionally collected as home decorations in winter. Treatments • Thoroughly wet all leaves with one of the following herbicides in water with a surfactant (July to October): Garton 4, Garton 3A, or a glyphosate herbicide as a 2-percent solution (8 ounces per 3-gallon mix). • For stems too tall for foliar sprays, apply Garton 4 as a 20-percent solution in commercially available basal oil, diesel fuel , or kerosene (2.5 quarts per 3-gallon mix) with a penetrant to the lower 16 inches of stems. Or, cut large stems and immediately treat the cut surfaces with one of the following herbicides in water with a surfactant: Garton 4 or a glyphosate herbicide as a 25-percent solution (32 ounces per 1-gallon mix). European Privet (Ligustrum vulgare) Semievergreen to evergreen, thicket-forming shrubs that are multiple stemmed and leaning-to-arching with long leafy branches. Aggressive and troublesome invasives often form dense thickets, particularly in bottom-land forests and along fencerows, thus gaining access to forests, fields, and right-of- ways. Shade tolerant. Colonize by root sprouts and spread widely by abundant bird-and other animal-dispersed seeds. Introduced from China and Europe in the early to mid-J 800s and is a traditional southern ornamental and deer browse. 28 Treatments • Thoroughly wet all leaves with one of the following herbicides in water with a surfactant (August to December): a glyphosate herbicide as a 3-percent solution (12 ounces per 3-gallon mix) or Arsenal AC as a 1-percent solution ( 4 ounces per 3-gallon mix). • For stems too tall for fo liar sprays, apply Garlon 4 as a 20-percent solution in commercially available basal oil, diesel fuel , or kerosene (2.5 quarts per 3-gallon mix) with a penetrant to young bark as a basal spray. Or, cut large stems and immediately treat the stumps with Arsenal AC or Velpar Las a 10-percent solution in water (I quart per 3-gallon mix) with a surfactant. When safety to surrounding vegetation is desired, immediately treat stumps and cut stems with Garlon 3A or a glyphosate herbicide as a 20-percent solution in water (2.5 quarts per 3-gallon mix) with a surfactant. Other Problematic Species The species listed above are the most prominent and troublesome invasive species in central Kentucky. There are however several more less prominent invasive species that could potentially cause problems in the Greenways such as White mulberry (Marus alba), Norway maple (Acer platanoides), Rose of Sharon (Hibiscus syriacus), Wayfaring tree (Viburnum lantana), and others. By sharing information and concerns with other LFUCG parks and the University of Kentucky's Arboretum, the greenway manager will stay aware of local pest threats. Native Pests Certain native pests pose problems particularly with recreation goals in the greenway. Poison ivy (Toxicodendron radicans) should not be managed aggressively but removed when it impacts accepted recreation. Mosquito populations should not regularly be managed as a pest in the greenway, but should only be managed under circumstance where they pose a significant threat to the community. Native species differ from exotic in that they are involved in the native food chain and contribute to the survival or control of other native species. Mosquitoes are a significant food source for both dragonflies and bats, so by impacting mosquito populations, bat and dragonflies will indirectly be impacted. Achieving Management Goals Controlling invasive species within the greenway system is a difficult task and will require a trained crew. A three to five person crew would be the ideal size to apply different management methods and coordinate volunteer activities of both site rehabilitation and invasive species removal. 29 Greenway Enforcement Greenway Property Lines Physical Barriers Before properties are sold, the developer will place a visible line or stake on the greenway border using a substance least harmful to the environment. This line will orient the new home owners to exactly where their property ends and the greenway begins, in order to minimize greenway encroachment. Transition Zones The planting of native trees and plants will effectively create a transition zone to signify where the greenway begins and the individual property owners land ends. Buffers shall be set depending on the width of the greenway and the topography of the land. The initial ten feet from the individual property line must have a noticeably higher percentage of trees and plants in order to provide a sufficient screen and demarcation. Fence Removal from Previous Land Uses All fences located within the greenway from previous land uses shall be removed in order to open corridors for wildlife and to ensure safety for greenway users. Individual Property Owners Encroachment into Greenway Enforce through education The individual property owners will learn how to respect the greenway boundary line through educational meetings, brochures, videos, and commercials. Delivering warnings If infractions such as mowing or leaving private property such as fences on the greenway continue, then written warnings will be sent and phone calls will be made to property owners. Removal of Private Property If an agreement cannot be reached with the individual, then fines or legal suits may be enacted in order to ensure the property owner's items are removed from the greenway. 30 Enforcing Activities within the Greenway Pets At the beginning of each trail and throughout there will be signs posted advising visitors to clean up after pets. There will also be plastic bag dispensers located on these poles. All pets must be kept on leashes at all times. This will be posted on the greenway rules sign and presented in educational materials so that wildlife will not be disturbed and pets will not interfere with property owners. Transportation Pedestrian and bicycle traffic shall be allowed on mulched trails throughout the greenways. Paved trails allow for a greater variety of uses such as wheel chairs, bikes, skateboards, and rollerblades. The trails of the greenway systems are not intended for any form of motorized transportation. The trails are developed in order to give community members healthy and alternative modes of travel. Any motorized vehicle will be seen as a hazard to the ecosystem as well as to people and should be reported immediately. Litter and Vandalism Any littering or vandalism should be reported immediately by calling your neighborhood association or LFUCG. Hours of Operation Greenways are officially opened for use from dawn to dusk. Any suspicious behavior occurring during or after the greenways hours of operation should be reported. Community Greenway Enforcement/Watch Violation Cards Violation cards will be delivered to each member of the community within a greenway. They will also be available at the community association meeti ngs. These cards will be used to report infractions and will be sent to either the neighborhood council or LFUCG. Violation Phone Number/Website Phone numbers will be available to a neighborhood greenway watch committee or officer. The LFUCG can be contacted through LexCall at (859) 425-CALL or via internet at http://lexcall.lfucg.com/. Community Meetings Each community meeting will have a designated time in which the sole focus of conversation will be on greenways. This will include both benefits and problems or issues that have arose since the previous meeting. It is advised that a greenway committee be formed with a chairperson to report at each meeting. This committee would also be responsible for forming volunteer maintenance and clean up days as necessary. These volunteer days must be approved by the LFUCG and monitored by a trained staff member. 31 32 Indicators of Management Success Sustainability What Is Sustainability and Why Is It Important? Sustainability is an abstract concept that has been defined in many different ways. Yet, there are some underlying facets that embody the concept: reproduction, balance, dynamic processes, equity, and linking local actions to regional and perhaps global concerns. Taken together, a working definition of sustainability includes a community anticipating and accommodating the needs of current and future generations in ways that reproduce and balance local social, economic, ecological concerns and linking these actions to regional and global concerns in an equitable manner. Urban greenways should certainly strive for this goal because it embodies the ideal of a vibrant community that greenways seek to achieve. To make the concept relevant to greenways, indicators offer opportunities to assess the value and effectiveness of established policies and goals. Six Principles of Sustainability For the purposes of this management plan, human benefits and ecological benefits have been the two generalized categories that the plan attempts to maximize. To further clarify the concept of sustainability and further subdivide these two generalized categories, planning should recognize six principles to measure. Furthermore, goal statements are necessary to guide the policies to promote each principle. The six principles and goal statements that may accompany them include: • Ecological health -Protect/develop important wildlife habitat and promote the conservation of open space, forest, and riparian areas. Educate the public about the importance of the ecological value of greenways. • Livable built environments -Provide opportunities for recreation, health, and fitness. • Place-based economy -Maximize local economic benefits of green ways. • Equity -Provide equal access to greenways by linking neighborhoods of various sociodemographic characteristics. • Users pay -Encouraging users to donate time and money to maintain the greenway. • Responsible regionalism -Linking greenways together and promoting general city goals via greenway management. Measuring Success Qualities of Good Indicators Indicators are necessary to measure the progress in achieving goals and objectives established in the management plan. If goals and objectives change as management evolves, indicators should contain four particular qualities to be effective: 1. Relevance -Must be related to the objectives/goals established. 2. Understandable -Should be comprehensible for the common person. 3. Measurable -Should be relatively easy to collect, measure, and record data. 4. Dependable -Must result in trustworthy information. They should be evaluated to ensure that measurements are not too broad or too narrow. Establishing a Baseline Collection of baseline data is necessary to establish a benchmark to measure the progress and effectiveness of management actions. This information should be collected on each greenway prior to enactment of a management regime. As goals and objectives are achieved, new baselines should be established to assess the progress and effectiveness of new management approaches and other actions within a greenway. Routine Measurement A schedule for data collection must be established to obtain on-going information about management actions and results. Routine intervals for collection are necessary for effective evaluation. Indicators to Measure Current Management Goals Ecological Health Several tools of measurement will provide an overall picture of the ecological health of green ways. Terrestrial indicators of vegetative health should include frequency and dominance evaluation of tree species. This should include an analysis of the canopy cover, particularly in riparian areas where the canopy cover is directly related to water quality due to shading or lack thereof. 34 Aquatic indicators should include an index such as the Quantitative Habitat Evaluation Index (QHEI), a numerical indicator used in Ohio that measures stream and riparian physical characteristics such as flow, vegetation, morphology, and contiguous land use to determine the suitability of a particular stream segment as habitat for aquatic organisms. To further measure habitat quality, the Index of Biotic Integrity (IBI) will provide a measurement of biodiversity, which will be directly related to the quality of the habitat. The index measures the aquatic invertebrate community and surrounding conditions by using fish species as indicators. Taken together, these two indicators (QHEI and IBI) provide a general picture of habitat quality by measuring both the physical and biological conditions of a site. This will be useful for evaluating disturbances from land use practices as well as the effectiveness of management policies for greenways. Livable Built Environments User counts provide information regarding whether residents and other citizens are taking advantage of recreational opportunities afforded by the greenways. Sample surveys of the surrounding residents and specific groups such as trail users shou ld be used to indicate how greenways contribute to the quality of life of the surrounding area. These sources of information are important in that they provide another viewpoint than those of city managers who are less capable of taking a disinterested/objective stance on the management of greenways. Surveys of the general city population should be used to provide information about the importance of greenways relative to other city priorities. Understanding public sentiment can contribute to developing new goals for management based upon what the public might like to see as part of greenway management. Surveys of the greenway population would provide another perspective. These people should be more aware of greenway activities and changes due to their close proximity and can provide a critical source for evaluating changing management plans. Moreover, surveys of trail neighbors provide information about perceived effects on property values and identify problems that may otherwise go unnoticed. Telephone surveys of a random sample of the general population, neighborhood populations, and users should be conducted to measure levels of use of greenways. Mail surveys should also be used to supplement/complement telephone surveys. Questions to be included in these surveys should measure people's belief in the importance of greenways, quality of maintenance, interest in trails, perception of influence on property values, and effects on neighborhood quality. Surveys of specific users should be conducted on a routine basis to establish benchmarks for management goals and assess the effectiveness of management strategies and changes. 35 Place-based Economies The potential economic benefits are particularly important in the assessment of greenways due to the fact that people are more likely to be responsive to economic arguments for a particular course of action. Methods to measure the effects of recreation on property values and indirect benefits of stimulating local businesses are important to identify. User counts provide a measurement of the level of recreational activity that is generated by greenways. These user counts can then be compared to property values over time in the neighborhoods in close proximity to greenways. Rising property values over time would be an indication that management is proceeding in a manner that actualizes the economic goals of green way development. A more concrete way to assess economic benefits is to conduct a cost-benefit analysis that includes such things as valuation of pollution filtration (air and water etc.), among other things. In addition, willingness to donate time and money to stewardship of greenways would provide a supplementary assessment of perceived economic benefits of greenways. Measurements could also target tourism and trail related expenditures to assess attractiveness of greenways for neighboring residents and other users. Equity Equal access to greenways should be measured by proximity, distance, or travel time of greenway users and the general population. Furthermore, sociodemographic characteristics of populations of greenway neighbors would provide a more objective way to measure access, rather than simply sampling the diversity of users of greenways who make a choice to utilize greenways. Others may have access but simply choose not to use the greenways. Users Pay/Responsible Regionalism Measurements of willingness to donate time and money for stewardship of greenways would provide important information in this regard as well. The willingness to donate time and money for management is an indication of personal priorities as well as a sense of responsibility for the effective management of green ways. While surveys could be used to assess the willingness to pay or donate time, this indicator could yield results that are not represented in people's actions. People may indicate that they are willing to donate time or money, but when it comes time to actually sacrifice, they may not reach the same conclusion. To resolve this problem, careful accounting of actual donations should provide a more accurate assessment. Additionally, measurements and analyses over time could help indicate the level of involvement that educational efforts and management practices are stimulating in the public. 36 Making Use of Cooperative Third Parties In conducting surveys and data collection, opportunities arise to decrease the costs of evaluation by appealing to th ird parties for aid, as is noted in a section hereafter. In these instances, cooperation with the University of Kentucky would create interesting opportunities for both parties. Data collection classes within the College of Agriculture or College of Arts and Sciences could be sought for collecting information on greenways, which could be used by LFUCG for evaluating management actions. Additionally, aid could also come from the math department to evaluate survey results with statistical analysis. 37 Partnerships with Non-Profits, Businesses and Citizens The Greenways system is designed to enhance the quality of life for Lexington residents. As such, it is exceedingly important to work directly with members of the Lexington community in planning, funding, and maintaining LFUCG's Greenways. While the expert knowledge of university and city employees is necessary for the management of our Greenways, ideas and energy need to be actively recruited from community members for long lasting solutions that satisfy a majority of the populace to be reached (Frank Fischer, Citizens, Experts, and the Environment, Duke University Press. Durham: 2000). Planning Why include the public in the planning process? While we have established certain goals for LFUCG's Greenways (mainly a balance between ecological benefits in the form of pollution abatement, flood control, and wildlife habitat and community benefits in the form of fitness and recreation opportunities and increased property values) community members may have desires and visions for the Greenways that we have overlooked. To ensure that the management of the Greenways is compatible with community desires and takes advantage of community assets, citizen input is vital in the planning process. How can we include the public? The Indianapolis Greenways Development Commission found that public participation was greatest and most effective when it concerned specific greenways, as opposed to the entire Greenways system. Thus community meetings should take place in the areas surrounding LFUCG's Greenways. These meetings should familiarize citizens with their Greenways, educate them about measures that have already been taken to develop the Greenways, determine their goals for the Greenways, and solicit input on how they think these goals could be achieved. Assistance for community planning is available from the Rivers, Trails, and Conservation Assistance Program, an office of the National Park Service. This program assists non- profits, community groups, and local governments in activities such as building partnerships, assessing resources, identifying potential sources of funding, and providing technical information. Contact information for the program headquarters for Kentucky, Alabama, Georgia, and South Carolina is located can be fo und on the programs website at www.nps.gov/ncrc/programs/rtca/contactus/regions/southeast.html. Funding While ideas are important to the management of the Green ways, no real action can take place without funding. There are a variety of approaches to acquire funding from sources other than tax dollars. 38 Business Sponsors Local, state, national, and global businesses are important potential partners in Greenways funding. Many other cities have had success in recruiting business funding for Greenways construction and maintenance. These sponsors are often rewarded with recognition on promotional materials and public service announcements. The Sand Creek Greenway in the Denver area has received over a million dollars in funding from such wide ranging sources as an integrated energy company, a university hospital, a local bank, Wal-Mart, and The Home Depot. In the Lexington area, Toyota, LexMark, and Kentucky Utilities would be comparable sponsors. In addition to monetary funding, smaller businesses such as nurseries and hardware stores are often willing to donate materials such as tools and plants for community improvement projects. Private Sponsors Charitable foundations are also an excellent source of potential funding. These entities are often seeking ways in which to improve the local community through donating money. A listing of all charitable foundations that have filed taxes in Kentucky since 1999 can be found on the website of the Attorney General at http://ag.ky.gov/cp/charpftz.htm. Friends of Green ways Groups Friends of Green ways groups have been created to help in the development and maintenance of many greenways across the nation. These groups offer a reliable source of enthusiasm and funding for greenways. The Friends of Washington and Old Dominion Trail in Northern Virginia is an excellent model to follow. It was established as an advisory board to the Northern Virginia Regional Park Authority and serves a number of functions, from organizing volunteer cleanups to offering small grants for greenway improvement projects. Funding for such initiatives comes from membership funds, which range from $20 for an individual to $250 for a corporate membership to $500 for a "benefactor" membership, as well as from the sale of merchandise such as documentary videos, t-shirts, and trail guides. Friends of the Green ways groups help connect committed community members working with local government to broader sources of funding and enthusiasm. Maintenance Keeping LFUCG's Greenways beautiful and functional is one of the best ways for the community to get involved with their Greenways. Hands on work in a greenway provides a sense of connection and ownership which will help individuals and community groups form a commitment to the success of the Greenways program. There are a variety of activities that groups can perform in the greenway which will improve the recreation and aesthetics of the greenway while maintaining the ecological benefits. These activities can include greenway clean-ups, invasive species removal, trail building, tree and grass planting, and water quality monitoring, 39 Adopt-a-Greenway Program The Adopt-a-Highway program, which most states have developed, has been one of the most successful government-community service partnerships in recent times. Under this program non-profit organizations, Boy and Girl Scout troops, civic groups, businesses and a variety of other group take on the responsibility of keeping a stretch of particular highway free from litter. In return a sign is erected that recognizes these groups hard work. Cleaning duties vary from state to state but a representative example is the Virginia Department of Transportation program, which requires the clean-up of two miles of road four times a year for participation in the program. Contracts are drafted and signed by group members as well as government officials. Most programs allow for termination of a contract with 30 days notice. This concept has also been applied to stream maintenance through the Adopt-a-Stream program, which is in place in states across the country. Under this program, citizens are mainly responsible for water quality monitoring. The Adopt-a-Greenway program could combine elements of these two programs, with participants both removing litter and monitoring water quality to ensure that the ecological goals are being met for their particular stretch of greenway. The program that has been implemented by the Midtown Greenway Coalition in Minneapolis, MN, which could serve as a model for the LFUCG program, also incorporates fundraising into the program. Groups pay to participate in the program, from $25 for non-profits to $500 for major corporations. Non-Profit Partnerships Many groups in the Lexington area share the greenway goals of improving quality of life and protecting ecological integrity. Bluegrass PRIDE is an organization that has a great deal of experience working with the community to protect the environment and could be especially valuable in community education programs. Kentucky Waterways Alliance is a group that could be valuable in educational endeavors as well as providing technical assistance for the water quality monitoring portion of the Adopt-a-Greenway Program. University of Kentucky Campus groups such as Greenthumb Environmental Club and the Student Volunteer Center's Great Outdoors club could participate in work days for tasks such as invasive species removal and tree planting. These are but a few of the groups that the city should seek to partner with to achieve the goals of the Greenways. 40 Management Plan Implementation To provide a framework for implementing the management plan, a four phase structure has been developed. This structure provides the necessary guidance for managers in the planning, developing, maintaining, and evaluating individual greenways. The Planning and Preparation Phase • Establish community and LFUCG goals for the greenway • Develop community partnerships • Define vegetative regime (grassland, woodland, ect.) • Remove hazards from previous land use • Clearly define property boundaries • Conduct initial greenway corridor evaluation The Development Phase • Develop the main trail system • Establish buffer and transition zone • Initial control of invasive species • Plant desired native species • Develop educational activities The Maintenance Phase • Enforce greenway rules • Retreat invasive species infestations • Maintain vegetation along trails • Trim trees when necessary The Evaluation Phase • Evaluate human use and satisfaction • Evaluate ecology of the greenway • Model and evaluate different management methods (CommunityViz) Appendix 1: Examples of Qualitative Habitat Evaluation Index and Index of Biological Integrity I Table 2: Index ofBiotk Inie?;ritv Components in Ohio I . . 1.. . _ . . . . V;uiable lfmured. l Type of Site n::=J.Total Nwnber of Species H \V _B 2. :Number of DarterSpecies H W Percent Round-bodied Suckers B 3. Number of Su¢bh _Species W B :!\'umber of Headwater Species H 4. Nuni!Jer of S\.Jckcr Species W B Number of Minnow Snecie.s H ). Number of!ntolerant Species W B Number of Semitive Sne<'.ies H '-6_~~i~P~er~c~em;.;;;..o~f~T~ru~erant;;;.;. .. ~S~pe~.~g~es;;.;;..~~~~~~~~~~~~~~~E]~~~1 B::-~~~~~-:i 7. Percent ofOmnivorom SD!'cies H W B 8. Pexc_em of Insectivorous Species 9. Percent of Top Carnivores Percent of Pioneerin.!! Species of Individuals ofHybrids _ . of Sinmle l ithophilic Species 1.2. . I Percent ofDELTAnoajes Type of Site: H-Headwater, W-Wading, B-Boat DELT-Deformities, eroded fins, lesions, and tom.ors ourne: IBI criteria as taken from Ohio EPA1987a ualitatin Habitat Ernluntion C-0mpontnts Metric I_ Me Irie Componeni ~ Type Quali{\r lnstream Cover Type Amouru Sinuosity Cham1el Developmeni Moro!wlogy Channelization Sta~ility _ Width Riparian Zone Quality Bank Er0>ion Max Depth Pool Oualitv ClllTent Mcrph1>lo!ri Depth Sub,mate Riffle Onalitv St3bility Substrate embeddedness I. M!!1 Gradient TOTAL I I I I I H WB \VB H H \V B WB H}\'B . Best Possible Score 20 20 20 12 8 !O 100 41 42 Sources Berke, Philip R. and Conroy, Maria M. Are We Planning for Sustainable Development? Journal of American Planning Association, 66(1 ), 21-34. Connecticut River Joint Commi ssion. Riparian Buffers. (1999). http://www.crjc.org/ IiJ2arianbuffers.htm. Retrieved April, 2005. Department of Urban Affairs and Planning, Virginia Tech. (2001). Check Your Success: A Guide to Developing Indicators for Community Based Environmental Projects. Retrieved March 8, 2005 from http://www.uap.vt.edu/checkyoursuccess/. Frank Fischer, Citizens, Exp erts, and the Environment, Duke Uni versity Press. Durham: 2000. Flink, Charles A. Greenways: a guide to planning, design, and development. The Conservation Fund. 1993. Indy Greenways Master Plan, http://www.indygreenways.org/masterplan02/masterpl an 02.htm, 2002. Kentucky Department for Environmental Protection, Division of Water. (2003). Development and Application of the Kentucky Index of Biotic Integrity. Retrieved April 4, 2005 from http://www.water.ky.gov/NR/rdonlyres/04C65101- AF 1 C-475 l-809B-4F5D09B7269A/0/KIBI paper.pdf. Lexington-Fayette Urban County Government Lexington, Kentucky. Division of Planning. Planting Manual, Revised Ed ition. Adopted November 30, 2000. Lindsey, Greg. (2 003). Sustainability and Urban Greenways: Indicators in Indianapolis. Journal of American Planning Association, 69(2), 165-179. Maryland Cooperative Extension. University of Maryland. Riparian Buffer Management. www.riparianbuffers.umd .edu. Miller, James H. (2003). Nonnative Invasive Pants of Southern Forests: A field guide for identification and control. Asheville, NC: U.S. Department of Agriculture, Forest Service, Southern Research Station. Ohio Environmental Protection Agency. Qualitative Habitat Evaluation Index. Retrieved March 28, 2005 from http://www.epa.state.oh.us/dsw/bioassess/ QHEIFieldSheet062401.pdf Ohio Division of Water. Live Cribwalls. Retrieved May 2, 2005 from www.dnr.state.oh.us/ water/p ubs/fs st/stfs 17 .htm Ohio State University. Index of Biotic Integrity. Retrieved April 3, 2005 from http://tycho.knowlton.ohio-state.edu/ibi .html Ohio State University. Qualitative Habitat Evaluation Index. Retrieved April 3, 2005 from http://tycho.knowlton.ohio-state.edu/q hei.html 43 Salmonhabitat.org, BMP Guidelines for Roads in Atlantic Salmon Watersheds: Volume 3- lmplementation. Retrieved May 2, 2005 from www.salmonhabitat.org/ bmp guide/bmp vol3.htm. Swearingen, J., K. Reshetiloff, B. Slattery, and S. Zwicker. (2002). Plant Invaders of Mid-Atlantic Natural Areas~ National Park Service and U.S. Fish & Wildlife Service. United States Department of Agriculture. Natural Resource Conservation Service. Common Sense Conservation. http://www.ftw.nrcs.usda.gov/tpham /buffer/akey/htm. Maintenance and Security The City of Huntsville Department of Recreation Services d Landscape Management conducts routine project maintenance for local greenways. outine maintenan includes cutting grass, litter and trash pickup, and periodic brush removal. roJect mainten e is provisional due to seasonal conditions, as the spring and summer months require more maintenance than the winter and fall months. The rass areas near the reenwa s are cut ·_ · · · done on sis rl checks are made to identi needed to be removed, .......,"""'""'d~in-=-~fo~rc..i::.~ro~·~e~........,....,_,_="'-''-"=.:::..::..~-=-=~===..::..:..:_::.:..:.;:~i::.;:.:..::.:.:.::Q~::===--= the City of Huntsville Department of Recreation and Landscape Management. Safety provisions for trail maintenance and security are addressed in three areas of safety which includes facility maintenance, user conflict and personal safety. These provisions are outlined as follows: *· Maintenance a) ~can cause the largest threat to greenway users; all facilities should be designed with adequate drainage and include specifications on mitigating drainage issues should they occur. b) Heav inte a ce vehicles may cause damage to the trail surface. Small maintenance vehicles are recommended to prevent damage where possible. c) To alleviate problems with tree roots, grass and other vegetation, tLU<~l!.!"1..u_u..,,......_,._ precautjons...should be taken for soil treatment where necessary. six-foot buffer is required to prevent root damage from trees. d) _Routine maintenance will ensure safety and prolong the trail surface lifespan. Typical routine maintenance activities should include: • • • • • • • trail-patching, crack-filling and edge-feathering drainage cleaning frequent sweeping of the trail surface to remove debris pruning and removal of encroaching vegetation litter pick-up and removal from the entire greenway trail/road intersection inspections and improvements signage maintenance e) The annual costs of routine maintenance are typically $5000.00 per mile for paved trails and $1000.00 per mile for unpaved trails. Maintenance costs include picking up litter, sweeping, mowing and completing minor patching. Volunteers assist where possible to reduce overall maintenance costs. ~ 20 City of Huntsville, Alabama Greenways Plan II. Trail User Conflict a) User conflicts may be avoided by designing and constru~g trails wide enough to accommodate all users. The suggested trail width is ~et with a minimum width o 8 eet. Where greater use is anticipated, the trail width should increase. b) Rules defined by the Department of Recreation Services and Landscape Management should be posted at trailheads and greenway facilities, and should also be included in the~e .. The rules could include, but are not limited to: • Unlawful to possess or consume alcoholic beverages • Unlawful to possess firearms • Unlawful to use motor vehicles • Unlawful to remove, destroy or damage any plant life or property • Unlawful to permit pets to run at large • Unlawful to litter • Unlawful to kill, trap or molest animals or birds • Park open one hour before sunrise and closed one hour after sunset c) Trail safety awareness should be promoted through the development of an ~ucation campai_g_l}. Developing creative ways to educate the public as to why adherence to trail rules is necessary and strictly enforcing the rules by punishing violators should all be included in the safety program initiative. - III. Personal Safety a) b) Greenways should ~be accessed ~fter dark, l;lnless otherwise stated. c) Proper li ghting and emergency telephone systems should be installed when possible or if designed for after dark usage. ';/J ~easures should be taken to prevent~11thorized motorized users. e) Increased safety and security measures should be used in special greenway events and activities. f) A safety and security task force consisting of pol ice, park officials, fire rescue and emergency aid personnel should be developed to address any safety and security concerns. 21 City of Huntsville, Alabama Greenways Plan ~---~----------, Maintenance Policies of life due to flooding threats, significant natural resource, or critical parcel of land, and as such has been defined by the local government as an irreplaceable property; b) that written scientific justification for the local government's claim that the property possesses such value should be prepared and offered to the property owner; c) that all efforts to negotiate with the property owner for the management, regulation and acquisition of the property have been exhausted and that the property owner has been given reasonable and fair offers for compensation and has rejected all offers; d) that due to the ownership of the property, the time frame for negotiating the acquisition of the property will be unreasonable, and in the interest of pursuing a cost effective method for acquiring the property, the local government has deemed it necessary to exercise the right of eminent domain. Note: Condemnation can be used quite successfully with willing sellers/ donators, when the ownership records are very complex. For example, when a number of heirs have inherited shared rights to a parcel. In this situation , a friendly condemnation can be a useful tool for getting around lengthy land acquisition procedures. Right of Public Access and Use of Trail Lands The general public should have access to and use of the lands that support trail development, and that are owned by local governments or private sector owners that support such use, or on land that a local government has secured the right of public access and use. All access and use should be governed by a Greenway Trail Ordinance (a sample is provided later in this chapter). The use of all trails should be limited to non-motorized uses, including hiking, bicycling , running , jogging, wheelchair use, skateboarding, in-line skating (roller blading), equestrian use (where applicable), mountain biking, and other uses that are determined to be compatible with Region 2000 trails. Naming of Trail Segments Trail corridors are typically named for the significant natural features that are found within the corridor. They are often named after an individual or individuals if these persons are distinguished within a local community, or if these persons have contributed a substantial ift toward a The regional facilities should be maintained in a manner that promotes _s.afe use. Trail facilities should be managed by partnered, local governments, private sector partners, or their designees. Trail ~ance should include the removal of debris, trash, litter, ObnOxious and unsafe man-made structures, and other foreign matter. Trailheads, points of public access, rest areas and other activity areas should b e maintained in a clean and usable condition. The primary concern regarding maintenance should always be~ All trail surfaces should be maintained in a safe and usable manner at all times. Rough edges, severe bumps or depressions, cracked or uneven pavement, gullies, rills and washed out treads should be repaired in a timely manner. Volunteer vegetation occurring in the tread of the trail should be removed in such a manner so that the trail surface is maintained as a continuous, even and clean surface. Stewarding Land Property owned or used by local governments or private sector organizations for the Region 2000 system shall be maintained in a condition that promotes safety for trail users, as well as safe, enjoyable use for adjacent property owners. To the extent possible, the property shall also be maintained in a manner that enables the corridor to fulfill multiple functions (i.e. passive recreation , alternative transportation , stormwater management and habitat for wildlife). Property that is owned or managed by other entities should be managed and maintained in accordance with the policies of that public body responsible for the affected parcel. Vegetation within greenway corridors should be managed to promote safe use (where applicable), serve as wildlife habitat, buffer public trail use from adjacent private property (where applicable), protect water quality, and preserve the unique aesthetic values of the natural landscape. Removal of native vegetation should be done with discretion and removal of exotic species should be accomplished in a systematic and thorough manner. At times, and in appropriate locations, local governments may choose to use control burns or approved herbicides and pesticides to manage lands and vegetation in public ownership. ~ . Trail Upkeep Vegetation adjacent to trails should be managed as necessary to maintain clear and open lines of sight along the edge of the trail, and eliminate potential hazards that could occur due to natural growth, severe weather or other unacceptable conditions. To promote safe use of any trail, all vegetation should be clear-cut to a minimum distance of three (3) feet from each edge of a trail. Selective clearing of vegetation should be conducted within a zone that is defined as being between three (3) to ten (10) feet from each edge of a trail. At any point along a trail, a user should have a clear, unobstructed view along the centerline of a trail 300 feet ahead and behind his/her position . The only exception to this policy should be where terrain or curves in the natural landscape of a trail serve as the limiting factor. Local governments or their designated agent should be responsible for the cutting and removal of vegetation. Removal of vegetation by an individual or entity other than the local government or its designee shall be deemed unlawful and subject to fines and/or prosecution. .µ c (!) E Q) O> (\) c ro :;E oO (!) u c ro c (!) .µ c (\) :;E (/) c 0 ·µ (\) ..... c ro 0::: (f) >. co :1: Q) ::J 03 <:) c ro (f) >. ro :1: c (]) Q) ,__ (..'.) 0 0 0 N c 0 Management Policies It may also be necessary for local governments to conduct wildlife management programs on lands that are publicly owned. This should be accomplished in a manner that is in keeping with accepted laws, professional practices and/or recommended strategies that are provided to local governments by wildlife management experts. Protecting a piece of property is the first step, but once it is protected, it must be managed effectively to ensure that it continues to provide the intended natural area protection, continues to be safe for users, and does not get used for inappropriate purposes. It is worth spending some time thinking through larger stewardship issues as a community and as a land managing agency. Determining ahead of time how the land under your watch will be managed will help determine which lands should be acquired and how they should be used. The following paragraphs address some common management issues that Region 2000 will have to consider. Fencing and Vegetative Screening Local government agencies should work with each landowner on an individual basis to determine if fencing and screening is appropriate or required. A local government may agree to fund the installation of a fence or vegetative screen; however, it should be the responsibility of the adjacent property owner to maintain the fence or vegetative screen in perpetuity, including the full replacement of such fence or screen in the event of failure or deterioration due to any circumstances. Adopt-a-Corridor Program An Adopt-a-Corridor Program should be established by the region to encourage community groups, families, businesses, school groups, civic clubs and other organizations to join in managing the regional system. The region should offer to implement this program for all corridors in the system, and work closely with local organizations to ensure that these groups have adequate support and guidance to manage and maintain trails in a manner that is consistent with the objectives. Written agreements should be developed for each Adopt-a-Corridor entity and keep a current record of the agreement on file. Adopt-a-Corridor entities will be assigned a specific section of the system, defined by parcel, location or milepost. The activities of each organization should be monitored by a regional entity tasked with this type of oversight. Agreements for management should be adaptable to amendment or termination at any time by either party. Management Agreements ' These should be established between local governments and other public or private organizations wishing to assist with management of designated segments of the system. The objective of these agreements is to define areas of maintenance and management that are compatible with existing land management activities, especially where greenways intersect with public or private properties and/or rights-of-way. Management agreements spell out specific duties, responsibilities and activities of the local governments and public or private organization that wishes to assist with management activities. The agreements can be amended or terminated at any time by either party. ~ Cross Access Agreements [ocal governments can use cross access agreements to permit private landowners that have property on both sides of a corridor access to and use of a corridor to facilitate operation and land use activities. These agreements are based on United States case law and specific experiences from other trail systems throughout the United States. Adjacent landowners generally have the right to use the access at any time. However, access cannot block the right-of-way for trail users, other than for temporary measures such as permitting livestock to cross, or transporting equipment. Adjacent landowners are responsible for acts or omissions that would cause injury to a third party using the trail. If a landowner must move products, materials, livestock or equipment across the trail on a regular basis, appropriate signage should be installed to warn users of the trail to yield for such activities. Crossing of abandoned or active rail lines, utility corridors and/or roads and highways will require the execution of agreements with companies, local, state or federal agencies and organizations that own the rights- of way. These crossings must provide clearly controlled, recognized, and defined intersections in which the user will be warned of the location. In accordance with the American Association of State Highway Transportation Officials (AASHTO) and the Manual on Uniform Traffic Control Devices (MUTCD), the crossing will be signed with appropriate regul,atory, warning and information signs. Safety and Security In order to provide a standard of care that offers reasonable and ordinary safety measures, local governments should work with other regional partners to cooperatively develop and implement a safety and security program for the system. This program should consist of well-defined safety and security policies; identification of trail management, law enforcement, emergency and fire protection agencies; proper posting, notification and education of the trail user policies; and a system that offers timely response to the public for problems that are related to safety and security. The safety and security of the Greenways and Blueways system will need to be coordinated with local law enforcement officials, local neighborhood watch associations, and Adopt-a-Corridor groups. ..., c (l) E (l) Ol ro c ro ~ o() Cl) u c ro c (l) ..., c ro ~ Vl c 0 ·µ ro .._ c ro 0::: V> >. co 3: Q) :::;:) as <:l c ro V> >. co 3: c Q) (I) ,_ l'.) 0 0 0 N c 0 As part of the safety and security program, Region 2000 Greenways and Blueways partners should: 1) Work with law enforcement agencies to establish a Region 2000 Safety and Security Committee that can meet periodically to discuss safety strategies and procedures for segments of the regional system. 2) Prepare a Region 2000 Blueways and Greenways Safety Manual and distribute this to management agencies and post it at all major trail heads. 3) Post user rules and regulations at all public access points to greenway trails. 4) Work with management agencies to develop trail emergency procedures. 5) Prepare a safety checklist for the system, and utilize it during field inspections of facilities. 6) Prepare a user response form for comments and complaints and provide copies at all trailheads. 7) Work with management agencies to develop a system for accident reporting and analysis. 8) Conduct a regular maintenance and inspection program, and share the results of these investigations with all management agencies. ser Rules and Regulations Trails within all regional corridors should be operated like other parks and greenways within local government jurisdictions, open for public use from sunrise to sunset, 365 days a year, except as specifically designated. Individuals who are found to be using unlighted facilities after dusk and before dawn should be deemed in violation of these hours of operation and treated as trespassers. Where trails are lighted for nighttime use, the rules established within the trail ordinance should govern permitted uses and activities. Local governments should enforce trespassing laws as defined under the state general statutes for publicly owned lands and facilities. Local governments should always discourage the general public from using any segment of a greenway trail that is under construction. Trail segments should not be considered officially opened for public use until such time as a formal dedication ceremony and official opening occurs. Individuals who use greenway segments that are under construction without written permission from a local government should be deemed in violation of the system's access and use policy and treated as a trespasser. Trail Ordinance Multi-use conflict is a national problem for community and regional greenways systems. Typically, conflicts are caused by overuse of a trail; however, other factors may be problematic, including poorly designed/ engineered trail alignments, inappropriate user behavior, or inadequate facility capacity. The most effective conflict-resolution plan is a well conceived safety program that provides the individual user with a code of conduct for the community trail, oftentimes called a trail ordinance. Many communities across the United States have adopted progressive trail ordinances to govern public use and keep trails safe for all users. The following rules and regulations are recommended for the Regional Greenways and Blueways system. These rules should be displayed both on brochures and information signs throughout the system. 1) Be courteous: All trail users, including bicyclists, joggers, walkers, wheelchairs, skateboarders and skaters, should be respectful of other trail users regardless of their mode of travel, speed , or level of skill. Never spook animals; this can be dangerous for you and other users. Respect the privacy of adjacent landowners. No trespassing allowed from trails, remain on trails at all times. 2) Keep right: Always stay to the right as you use the trail, or stay in the lane that has been designated for your user group. The exception to this rule occurs when you need to pass another user. 3) Pass on the left: Pass others going in your direction on their left. Look ahead and behind to make sure that your lane is clear before you pull out and around the other user. Pass with ample separation. Do not move back to the right until you have safely gained distance and speed . Faster traffic should always yield to slower on-coming traffic. 4) Give audible signal when passing: All users should give a clear warning signal before passing. This signal may be produced by voice, bell or soft horn. Voice signals might include "Passing on your left!" or "Cyclist on your left!" Always be courteous when providing the audible signal. Profanity is unwarranted and unappreciated. 5) Be predictable: Travel in a consistent and predictable manner. Always look behind before changing position on the trail, regardless of your mode of travel. 6) Control your bicycle: Lack of attention, even for a second, can cause disaster -always stay alert! Maintain a safe and legal speed at all times. 7) Do not block the trail : When in a group, including your pets, use no more than half the trail, so as not to block the flow of other users. If your group is approached by users from both directions, form a single line or stop and move to the far right edge of the trail to allow safe passage by these users. 8) Yield when entering or crossing trails: When entering or crossing the trail at an uncontrolled intersection, yield to traffic already using the other trail. (/) c 0 ·µ ro ..... I c ro a:: (/) >, Ci) ~ (J) .2 ro -0 c ro (/) >, Ci) ~ c (J) (j) '-t.'.) 0 0 0 N c 0 9) Do not use this trail under the influence of alcohol or drugs: It is illegal to use trails if you have consumed alcohol in excess of the statutory limits, or if you have consumed illegal drugs. Persons who use a prescribed medication should check with their doctor or pharmacist to ensure that it will not impair their ability to safely operate a bicycle or other wheeled vehicle. 10) Clean-up your litter: Please keep trails clean and neat for other users to enjoy. Do not leave glass, paper, cans or any other debris on or near the trail. Clean-up after your pets. Pack out what you bring in - and remember to recycle your trash. 11) Keep pets on leashes: All pets must be kept on secure and tethered leashes. Keep pets off of adjacent private property. 12) Prohibition on campfires: Fires for any purpose are prohibited within the Region 2000 system unless at a park shelter with grill facilities. mergenc~ Response Piao In order to effectively patrol the system and respond to the potential for fire, flash floods and other natural or human-caused disasters, local governments should adopt an emergency response plan. This plan should define a cooperative law enforcement strategy for all Region 2000 greenways and blueways, based on services that are typically provided by police, sheriff, fire and EMS agencies. Specifically, all trails should be provided with an address system that denotes specific locations along the length of a trail corridor. A site plan that illustrate oints of acces each trail corridor should be produced and provided to e·ach emergency response agency. Trails in flash flood areas shall be appropriately signed to warn users. Each trail should be designed to permit access for law enforcement, fire and EMS agencies and vehicles that are not in excess of 6.5 tons gross vehicle weight. A system of cellular-type emergency phones should be located in remote sections of the system, providing users with access to the area 911 Emergency System. All emergency phones should be placed above the 100-year flood elevation to ensure long-term usage. ( The emergency response plan should also define the agencies that will respond to 911 calls, and provide easy to understand routing plans and access points for emergency vehicles. For long distance trails, access points fo r emergency and maintenance vehicles should be located at reasonable distances from trailheads (approximately every 2-3 miles). Trails along the entire system should be designed and developed to support a minimum gross vehicle weight of 6.5 tons. Risk Management Plan The purpose of a risk management plan is to increase safety for the users of the system and reduce the potential for accidents to occur within the system or on lands adjacent to the system. While it is impossible to guarantee that all risk will be eliminated by such a plan, implementation of a plan is in fact a critical step to reduce liability and improve safety. A risk management plan establishes a methodology for greenway management that is based on current tort liability and case law in the United States related to the development, operation and management of public use greenway lands and facilities. The ultimate responsibility for managing the regional system, as defined within this plan, rests with local governments. The risk management plan has as its major goals: 1) Risk identification: determining where risk (threat to safety or potential loss) exists within the corridor. 2) Risk evaluation: conducting appropriate examination of areas defined as a risk and determining the factors that contribute to risk. 3) Risk treatment: defining and implementing an appropriate solution to the area of risk in accordance with one of the four options: a) Risk avoidance: prohibiting use of a risk area. b) Risk reduction: limit use of area and repair risk area immediately. c) Risk retention: obtain waivers from all potential users of the risk area. d) Risk transfer: transfer risk area (property) to an agency better suited to manage the area. The following 16-step plan should be implemented by the local governments to establish a risk management plan for the system. 1) Develop a policy statement about risk management. 2) Conduct a needs assessment for the greenway program. 3) Determine goals and objectives for risk management -what are acceptable and non-acceptable management levels. 4) Develop specifications for site and facility development. 5) Establish a clear and concise program for risk management. 6) Define supervision and responsibility for risk management. 7) Define appropriate rules and regulations that govern the use of the trail system. 8) Conduct routine/systematic inspections and investigations of the trail system. 9) Develop an accident reporting and analysis system. 10) Establish procedures for handling emergencies. 11) Develop appropriate releases, waivers and agreements for use and management. 12) Identify best methods for insuring against risk. 13) Develop a comprehensive in-service risk-management training program for employees of local governments. 14) Implement a public relations program that can effectively describe the risk management program and activities. 15) Conduct periodic reviews of the Risk Management Plan by outside agents to ensure that the plan is up to date. 16) Maintain good legal and insurance representation. ....... c Q) E QJ O> C'O c ro ~ oO Q) u c ro c Q) ....... c C'O ~ (/) c 0 ·µ C'O .... ~~·~}· Liabjlity The design, development, management, and operation of the Region 2000 system must be carefully and accurately executed in order to provide a resource that protects the health and welfare of the public. Liability may occur when a facility has been under-designed to handle its intended volume of use; when management of the facility i~oor; or when unexpected accidents occur because the trail manager failed to reco nize a potent1a ly hazardous situation. To reduce the possibility and exposure to liability, the local government partners should have in operation the following measures prior to opening the first segment of greenway: 1) A thorough maintenance program that provides the appropriate level of care to greenway users; 2) A risk management plan that covers all aspects of the system and , as necessary, adjacent landowners; 3) A comprehensive working knowledge of public-use laws and recent case history applicable in Virginia. Trails are o greater liability to local governments than park and recreation~ sidewalk or urban open space resources. An existing self- insurance program(s) may be adequate to protect a local government from financial loss that might occur through the development and operation of the greenways and blueways system. Local governments should review their current policies and check coverages to be certain that all aspects of their policies are up-to-date. Local governments should exercise reasonable care in the design and construction of all greenway facilities to reduce hazardous. public nuisance and life-threatening situations. Recreational use statutes in Virginia serve to reduce the exposure that adjacent landowners might expect to realize from the proximity of trails to private property. In fact, it is very difficult to find any case law in the United States where an adjacent property owner has been sued because a trail user strayed onto the adjacent private property and fell victim to an accident that was caused by the adjacent landowner. Some landowners have claimed that their insurance rates will go up because of the presence of a trail abutting their property. Once again, there is no case history among insurance companies to support this claim. Of course, landowners must not go out of their way to create attractive nuisances that might lure trail users onto their property. Additionally, greenways built along easements are the responsibility of the managing agency, not the property owner, and the liability associated with the trail is with the former. It is important that no fees be charged to use any portion of the Greenways and Blueways system. Charging fees may impact the way in which the recreational use statutes in Virginia apply to the use of the system. A voluntary donation to the Region 2000 system should generally not affect the recreational use statute. Management and Development of Blueways The water trails, or blueways, that make up part of the Region 2000 system also need appropriate stewardship and management if they are to be desirable destinations. The following list of guiding principles are from the North American Water Trail Association (NAWT A) and provide good guidelines for developing a Region 2000 Blueways management strategy. More information about the NA WT A is available at www.watertrails.org 1 ) Partnerships -Cooperating and Sharing A water trail is the product of partnerships among many governmental and non-governmental entities. Together, these groups can create and maintain a successful water trail with broad-based and long-term support. 2) Stewardship -(Leave no Trace) Water trails promote minimum-impact practices that ensure a sustainable future for the waterways and adjacent lands. Water trails embrace the Leave No Trace Code of Outdoor Ethics that promotes the responsible use and enjoyment of the outdoors. 3) Volunteerism -Experiencing the Joy of Involvement Community involvement and volunteerism are the keys to developing a sense of trail stewardship, promoting the trail within the community, en- couraging respect for the trail's natural and cultural heritage and ensuring that local governments support the trail's existence. 4) Education -Learning by Experience Through comprehensive trail guides, signage, public outreach, and informative classes, water trail organizations encourage awareness of the natural, cultural, and historical attributes of the trail. Serving as outdoor classrooms, water trails teach through seeing, listening, and touching. 5) Conservation -Protecting our Natural Heritage Water trail.activities support the conservation of the aquatic ecosystem and contiguous lands. The water trail community is a watchdog in pre- vention of environmentally harmful acts, striving to sustain the natural .integrity of the trail and preserve the quality of the trail experience. 6) Community Vitality -Connecting People and Places A water trail is a network of recreational and educational opportunities. Hiking trails, bikeways, greenways, museums, historic sites, parks and preserves are connected by water trails creating frontiers for exploration, discovery and enrichment. 7) Diversity -Providing Opportunities for All Water trails are non-exclusive. They benefit the able-bodied and the disabled, the young and the old, the disadvantaged and the advantaged. Broad-based participation in trail activities is achieved through affirmative outreach and recruitment. 8) Wellness and Wellbeing -Caring for Self and Others Fresh air and exercise bring fitness and health to trail users. While active- ly promoting these benefits, water trail users need reliable and accurate safety information and training to responsibly enjoy and appreciate water trails. Safe use requires a commitment to safe design and sound manage- ment. ...... c Q) E Q) 0) ro c m :2: oO Q) <..) c m c Q) ...... c C'O :2: (/) c 0 ·µ ro ...._ Nature Trail Development on Small Acreages -·· , ' ' U1[ J\ UNIVERSITY OF ARKANSAS J..L\. DIVISION OF AGRICULTURE •• MP488 University of Arkansas, United States Department of Agriculture, and County Governments Cooperating TABLE OF C ONTENTS ---------------------------------- Introduction . . . . . . . . . . . . . . . . . . . . . . . . . 1 Trail Planning . . . . . . . . . . . . . . . . . . . . . 2 Wildlife and Plant Impacts . . . . . . . . . . . . 3 Tread and Soil Impacts . . . . . . . . . . . . . . . 4 Visual Appeal . . . . . . . . . . . . . . . . . . . . . . 6 Determine Trail Uses . . . . . . . . . . . . . . . . . 7 Establish Design Standards . . . . . . . . . . . . . 7 Select the Corridor .................... 10 Scout the Trail Corridor ............... 11 Grading Your Map ................... 12 Additional Points to Consider .......... 13 Mark Trail Location .................... 13 Clear the Trail . . . . . . . . . . . . . . . . . . . . . . . 13 ~ Construct the Tread ................... 14 Select Tread Materials ................ 14 Types of Tread Materials ............... 14 ~Avoid Tread Edging ................. 16 Install Structures ..................... 1 7 Crossing Flat Land ................... 1 7 Crossing a Hillside ................... 1 7 Climbing and Descending Steep Slopes and Cliffs .............. 20 Crossing Wet Soil ................... 21 Crossing Waterways and Gullies ........ 21 Trails That Cross or Utilize Roads ....... 22 Crossing Fences and Gates ............ 23 Sign the Trail ........................ 23 Trail Maintenance ..................... 25 Removing Slough and Berm ........... 25 Tread Maintenance .................. 25 Removing Roots and Stumps ........... 26 Rock Removal ...................... 26 To Learn More ........................ 2 7 Appendix A: Tools for Trail Building ............... 28 Appendix B: Trail Planning for Public Access ......... 31 Appendix C: References and Additional Resources ..... 32 Acknowledgments ..................... 33 AUTHORS Becky McPeake, Ph.D., Professor -Wildlife, University of Arkansas Division of Agriculture, Little Rock Jamie Schuler, Assistant Professor of Silviculture, University of Arkansas at Monticello Kirsten Bartlow, Watchable Wildlife Coordinator, Arkansas Game and Fish Commission, Little Rock Photo credits (front cover): Bicycling, adults hiking, ATV riding, mountain biking, horseback trail riding and birdwatching photos courtesy of Arkansas State Parks; children hiking by Steve Hillebrand, U.S. Fish and Wildlife Service. Nature Trail Development on Small Acreages ---------------------- Introduction Nature trails are popular for wildlife viewing, walking, hiking, horseback riding, bike riding and other outdoor activities. Land managers of ten design and maintain trails in expansive public use areas. There is increasing interest from homeowners, business owners, wildlife enterprise entrepreneurs, school teachers, boy scouts, hospital personnel, parks department staff and others to develop and maintain nature trails on smaller landholdings. The purpose of this publication is to provide an introduction to trail design for those who intend to develop trails for nature walking, hiking, horseback riding or ATVs on less than 40 acres. Some technical aspects are presented for those planning to expend resources for constructing trails such as around schoolyards or community facilities or as part of a wildlife enterprise. Many trail design and maintenance features are the same regardless of property size. With proper planning and construction, nature trails can be designed to minimize human disturbance and impacts on wildlife, plants, soils and waterways. A well- designed trail can aid in land management, such as through simplifying timber evaluations or creating fire breaks. Properly built trails also provide opportu- nities to teach youngsters about wildlife, forestry and natural resources. Construction costs can be reduced if you are willing to build it yourself (Figure 1). The equipment needed to construct a trail depends on the purpose of the trail and the type of trail use. Hand tools can be used to create a low-impact, natural-looking path with minimal disturbance to vegetation. Those wanting a larger trail bed for horses, ATVs or other uses may need a rubber-tracked back-hoe, mini skid steer or a light dozer. Additional information about equipment is available in Appendix A. Several firms specialize in trail building around the region and country. The Professional Trail Builders Association (PTBA) (http://www.trailbuilders.orgD offers a list of trail builders for hire by region and by expertise. American Trails (www.americantrails.org) is another good resource for locating trail builders as well as materials and supplies. FIGURE 1. Hand tools such as a Pulaski (right) and Mcleod fire tool (left) can be used to construct and maintain trails. Photo by Ted Toth, National Park Service volunteer. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 1 CONTOUR TRAILS: The Sustainable Solution Outsloped tread Sustainable grades Frequent grade reversals Erosion resistance Path that traverses along the sideslope Provision for sheet fl ow of runoff Positive user experiences Low maintenance FIGURE 2. An example of a sustainable trail. Photo courtesy of the U.S. Forest Service. Trail Planning Designed with sustainability in mind, a nature trail can provide years of enjoyment. A well-designed trail will save time and money over the long term and minimize future trail maintenance. A trail that just "happens" is almost always too steep or narrow, doesn't follow the contour and has erosion problems. Sustainable trails require minimal maintenance because their design and materials hold up to recreational use and severe weather conditions. Sustainable trails won't be eroded by water and use, won't affect water quality or the natural ecosystem, meet the needs of the trail user and do no harm to the natural environment (Figure 2). A trail that just "happens" is almost always too steep or narrow, doesn't fo llow the contour and has erosion problems. The primary key to developing a sustainable trail is keeping water off the trail. A trail built on top of a ridge, straight up and down the side of a hill (Figure 3) or in a bottom will hold water and erode. An ideal trail is built on the side of the ridge, slightly slanted outward, and kept clear of rocks, branches or other debris several yards on both side of the trail. Such obstructions can cause water to pool or create an erosive rut on the trail. 2 • N ATURE TRAIL DEVELOPMENT ON SMALL ACREAGES FIGURE 3. This cup-shaped trail forces water down its center and is not sustainable. Rocks, side logs and other debris that funnel water onto the trail should be removed periodically. Photo by Becky McPeake, UA Division of Agriculture, Cooperative Extension Service. An incredible amount of work is necessary for scouting, design, layout, construction and mainte- nance of a trail. Good planning includes understand- ing the lay of the land. Design the trail with the trail user in mind and the desired difficulty level of the trail. A trail designed for strollers, wheelchairs or tricycles would be different than one for backwoods hikers. Solid planning is essential. If you've ever encountered a trail disaster, chances are it resulted from poor planning. Some glaring examples are: Building out-of-rhythm sections (abrupt turns). Why did this happen? The trail's rhythm and flow weren't checked before cutting it in. Water funneling down and eroding the tread. Why did this happen? The trail grade was designed too steep. Multiple trails or rogue trails. Why did this happen? The trail wasn't laid out in the best place to begin with . The best trail developers and maintainers are those with trail eye, the ability to anticipate threats to trail integrity and to head off problems. Seek local experts who have experience in planning and constructing trails. Contact the U.S. Forest Service, Arkansas State Parks, city parks department or others in your area. Discuss your trail plan with them. Wildlife and Plant Impacts Wildlife and wildflowers add interest to a trail hike. Yet trails can adversely affect plants and wildlife. Plant sustainability is affected by soil erosion, wild- flower picking or harvesting of plants and repeated trampling off trail. Wildlife are affected in different ways depending on the type of species and flushing distance, type and intensity of human activity and time of year or day. Research has documented behavioral responses of wildlife to trail users. Flight initiation distance is the distance at which an animal starts to move away from an approaching threat such as a trail user. Flight initiation distance has been recorded for a variety of species (Table 1). These distances are based on being approached by a single person on foot. Flight initia- tion distance serves as a general guideline for estab- lishing buffers from critical wildlife areas. Since flight initiation distance measures the starting distance at which the animal begins to evade a threat, wider buffers may be need to minimize wildlife disturbance. If groups of people will be using a trail, wider buffers may be desired. Adding 130 to 170 feet of buffer is recommended for reducing wildlife disturbance, if space allows . However, many other factors influence flight initiation distance. Flight initiation may diminish over time as wildlife become habituated to human activity. To reduce impacts of trails and trail users on wildlife and plants, best trail practices are: Align trails along or near existing human-created edges or natural edges rather than bisecting undisturbed areas. Keep a trail and its zone of influence away from specific areas of known sensitive species. Avoid or limit access to critical habitat patches. Provide diverse trail experiences so that trail users are less inclined to create trails of their own. Use spur trails or dead-end trails to provide access to sensitive areas because these trails have less volume. Generally, concentrate activity along trails rather than disperse it. Keep trail construction impact as narrow as possible. Concentrate weed control at road and trail crossings, trailheads and riparian areas. TABLE 1. Flight initiation distance of selected Arkansas wildlife species.1 Flight Initiation Distance Flight Initiation Distance Species Flight Distance (feet) Species Flight Distance (feet) Elk 280 to 660 Groundhog 26 to 82 Bald Eagle 165 to 2900 Meadowlark 100 Gray Squirrel 9 to 17 American Robin 30 to 46 Great Blue Heron 660 White-Tailed Deer 328 Great Egret 330 1 Flight distances are reported from research publications. Anecdotally, the authors have observed flight initiation at smaller distances fo r Great Blue Heron and White-Tailed Deer that ha~ become habituated to people. NATURE TRAIL D EVELOPMENT ON SMALL A CREAGES • 3 Tread and Soil Impacts Tread is the actual travel surface of the trail. This is where the rubber (or hooO meets the trail. Tread is constructed and maintained to support the designed use for your trail. For dirt trails, the tread should be mineral soil with little to no vegetation. Forces such as soil type, annual precipitation and other factors may influence how long the tread remains stable before maintenance is needed. The tread surface should match the intended use. Easier trails should have a smooth tread surface . Backcountry trails can be rougher and more challeng- ing. Leaving some obstacles in the trail helps slow down users. Surface water should flow in thin sheets across the trail instead of down the trail. To do so, locate the trail on the contour. Diversion should be used only if efforts fail to eliminate pooling or streaming. Running water erodes tread and can even lead to the loss of the trail itself. It is more important to understand how the forces of water and gravity combine to move dirt than it is to actually dig dirt. Follow the contour to keep water from running down the trail. Tread, whenever elevated, should have a slight outslope of 4 to 6 percent of the tread width (nominally 1.5 to 3 inches from high side to low side) to drain better (Figure 4). Other design elements are a rolling contour trail, building the trail on the sideslope, maintaining sustainab le grades and FIGURE 4. A sustainable trail with soil tread having a 4-to 6-percent outslope (1 .5 to 3 inches from high side to low side). Photo by Glen Moody, National Park Service, Buffalo National River. 4 • N ATURE TRAIL D EVELOPMENT ON SMALL ACREAGES It is more important to understand how the fore es of water and gravity combine to move dirt than it is to actually dig dirt. outsloped tread. These trail designs let water continue to sheet across the trail where it will do little damage . Soil type and texture have a major influence on soil drainage and durability. Texture refers to the size of individual soil particles (Table 2). Clay and silt are the soil components with the smallest particles. Small particles tend to be muddy when wet and dusty when dry. Clay and silt don't provide good drainage . Sand is made of large particles that don't bind together at all and is very unstable. The best soil type for a trail is a mixture of clay, silt and sand. Knowing soil types along a planned trail will help with developing a solid, stab le tread. Soil maps and accompanying data tables describe the suitability of soil types for roads, structures, farming, forestry, etc. Soil maps are available from your local soil and water conservation district, USDA Natural Resources Con- servation Service, county Extension office or the Web Soil Survey at http://websoilsurveynrcs.usda.gov/ (Figure 5). Reduce soil erosion by locating trails on soils with low erodibility (e .g., coarse-textured, low organic matter, low soil moisture, minimal slopes). Design trails to follow the contour. Use ro lling grades and other measures to route runoff away from the trail. Build a boardwalk across wet soils and avoid steep slopes. Avoid developing trails in potentially erosive or sensi tive areas. If necessary to build in these areas, use trail surface materials like crushed gravel to reduce erosion. Trails along waterways or riparian corridors are critical areas for many ecological functions which can be negatively impacted by poorly designed and managed nature trails. To minimize impacts and maintenance issues, locate the primary trail to the outside of the riparian corridor and then provide access to the waterway at strategic points. Key considerations for trails along riparian corridors are: Locate primary trail outside of the riparian corridor. Leave some riparian areas as refuges without trails. Provide access to stream at strategic locations. Minimize the number of times a trail crosses a stream. TABLE 2. Soil Ribbon Test. Avoid crossings at confluences where two or more streams meet. The best time to analyze a trail is during or immediately after a hard rain. You might try walking your trail in the rain during construction and watch what the water is doing and how your drains and structures are holding up. Think about soil type, slope, distance of flow and water volume before deciding your course of action. To conduct a soil ribbon test, roll a handful of moist soil back and forth between both hands into a tube shape. Squeeze it between your thumb and forefinger to form the longest and thinnest ribbon possible. Match how it feels and the texture properties with the attributes below. Texture Feel Ribbon Best Trail Soil1 Sand Grainy Can't form a ribbon Add clay and silt Loam Soft with some graininess Thick and very short Silt Floury Makes flakes rather than a ribbon Add sand and clay Sandy Clay Substantial graininess Thin, fairly long -50 to 76 mm Add silt (2 to 3 inches) -holds its own weight Clay Smooth Very thin and very long -76 mm Add sand and silt (3 inches) 1Adding soi l to improve trails is realistic only for short stretches where ground is most vulnerable. ~ ~ li~fflli¥(~~.is:~~~~~ Col'ftecl:Us ~$olfs.b.tthl "-"'bJVedSod~ SollSurvev&l.ltus G~ry Prt>.fe..eoc-logout , ttelp f•!A A r------~!!l-~~~="~"'="=·11'.!>-i ; ~3lfll'.2J.,;J.~LJ~~ ~ ~ Basic Sf!brch E:1t~r k•ywc<S"ds Advctnced ~arch Map Unit Legend 0 Soline County,.-ArkanHs (AR12S) Ml!p Mllp Unit Name Acres in AOI Percent Unll ofAOl Svmbol M.ro io~1.:ww 1,75:6.2 C.4~ .;ODErct!nt !ikl:\!'$" .:.m .. ot~Jo.3n lC,S&0.3 Z.3~ ~mv:dtk>an, 25,J'!tS.O ~ . .:~ fraqof':ntf,,. f.oo/!!Ecd 41Tty'&s 3 . .dl8.4 Ci.?'"': :.ng~!sn.Jt.:Jr'd~ 1,•3~..3 C.J~ i..}am, 3tos O!irc<lrll 'fiC'P:H :..v:i.;a,ilt;c,~.l 2,;;,,;o.J C.6~ toJ~c.nt ~1~:i ll.~;ua t"ill!::.~"'· 3 ~,340.9 C.7"-': tn8 "~1C-ml: Sl<:'Dt::> • C:J:ido..f>o!toss.: 7,9_:16..1 l.7¥. ---·-~.lZ""· ,., FIGURE 5. Information about soil types on your property is available online from the Web Soil Survey or at your local Natural Resources Conservation Service office. Saline County, Arkansas. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 5 Visual Appeal Many people, regardless of background, prefer similar visual elements in the landscape. Some of these include: Waterscapes (e.g., lakes, meandering streams) Manicured landscapes Savanna or park-like landscapes Trees in scale with surrounding features Absence of dead or downed wood Clean waterways with no or limited woody debris Large mature trees and trees with broad canopies Spaces defined by edges (e.g., pasture bordered by woods) Many of these visual elements are not desirable for achieving goals for water quality, soil protection and wildlife habitat. Naturalistic landscapes providing valuable ecological functions are often viewed as untidy and undesirable, while manicured landscapes with limited ecological functions are perceived as demonstrating stewardship and are visually desirable. The challenge is to design trails that minimize impact on desired ecological functions while provid- ing visual appeal and instilling long-term commitment to practices that benefit soil, water and wildlife. Though not visually appealing to some, grassy or shrubby buffers near streambanks reduce soil erosion , improve water quality and provide habitat for a number of wildlife species. Building trails on a streambank is not advisable (Figure 6). Strategies for enhancing the visual preference of buffers are: Design the part of the buffer viewable by the public to be visually pleasing while the interior can be designed to achieve the desired ecological functions. Use selective mowing to indicate stewardship without greatly reducing the ecological functions. Provide visual frames to contain and provide order around the buffer (e.g., wooden fence). Use interpretive signs and education programs to increase awareness and preference. 6 • f'-ATURE T RAIL DEVELOPMENT ON SMALL ACREAGES FIGURE 6. This trail was built too close to the stream. Buffers reduce soil erosion, improve water quality and provide habitat for wildlife. Photo by john Pennington, UA Division of Agriculture, Cooperative Extension Service. The challenge is to design trails that minimize impact on desired ecological Junctions while providing visual appeal and instilling long-term commitment to practices that benefit soil , water and wildlife. Enhance visual interest and diversity by increasing seasonal color and by varying plant heights, textures and forms. Provide simple habitat improvement such as nesting boxes and feeders. Wildlife usually increase visual preference. Determine Trail Uses When planning a trail, it is important to understand how the trail will be used, how much it will be used and what quality of user experience you want to offer. Multi-Use or Single-Use? Multi-use trails work if: There are many primary users but only a few secondary users. The trail is used in different seasons by different users. The trail is designed and maintained to accommodate all users. Clear rules are posted about how to behave (pass, regulate speed, etc.) when encountering other types of trail users. Consider a single-use trail if: Different types of users have diffe rent levels of tolerance for noise, effort in using the trail, speed of travel or influence on the tread. You want to offer a high-quality trail experience for one type of user. How Much Use? How much will the trail be used at any one time, day, season or year? As trail use increases: Increase tread and clearing width. Create a more durable tread. What Quality of Experience? Design your trail to fit the user experience that you want to offer. Consider: Physical ability of trail users. For example, reduce trail grade if you want to accommodate people with a range of physical abilities. Exposure to personal risk (e.g., injury, getting lost). Duration of the experience. Is it 30 minutes or 3 hours7 Purpose for the trail. If the trail simply leads to a destination, choose the shortest and easiest sustainable route. If the trail itself is the destina- tion, choose the most interesting route. Preference studies have identified attributes that trail users find desirable in trails. These attributes can be used to enhance the recreational experience and increase trail usage. Key design considerations are: Trails passing through several types of plant communities are generally more preferred. Incorporate waterscapes and historical or cultural elements as anchor points where possible (e.g., old stone walls, streams). Trails passing through open areas with few trees or distinct fe atures are less preferred. A mixture of open and enclosed areas is desirable. Create a sense of mystery through a curvilinear path alignment. Provide trails that are connected, accessible to users and that encourage multiple uses. Design trails to reduce exposure to noise and air pollution. Create vantage points where users can view wildlife, other trail users or interesting fea tures. Trails for small acreages should be loops that bring users back to the starting point. Trail maps, trail head marker and/or bulletin boards are useful for conveying information to visitors about your trail. Establish Design Standards Before scouting the trail corridor, set your design standards. Keeping users on the trail and water off the trail is the primary goa l for all trail designs. Base the design standards on trail uses (Table 3), the quality of experience (including the level of risk) and construc- tion resources, budget and expertise. Modify the design standards to fit your needs. Consider these aspects of the trail design: trail configuration, trail length, tread surface, tread width, clearing width, clearing height, grade, turning radius, sight distance, water crossings and special requirements. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 7 TABLE 3. Recommended trail design standards for hiking, horses, biking, ATVs and off-highway motorcycles. Tread Tread Clearing Clearing Turn Sight Water Other Trail Use Configuration Length Surface Width Width Height Grade Radius Distance Crossing Uses Loop or multiple loops 5-15 Mineral soil, 2-3 feet 4-6 feet 8 feet 1-7 percent Not critical, Not critical, Stepping stones or Low-use for day hikes; variety in miles embedded light use light use preferred, but 6 feet but 50 feet ford if water less than horseback landscape; frequent rocks, bed-or 1-way or 1-way 10 percent preferred recommended, 2 feet deep; culvert or riding curves and grade rock, asphalt maximum especially at boardwalk 3-4 leet changes; spur trails to or concrete 4-6 feet 6-10 feet sustained, road crossings wide for light use, Hiking points of interest heavy use heavy use 40 percent 5-6 feet for heavy use; or 2-way or 2-way for short at least on handrail if distances boardwalk is high-use, more than 12 feet long, or more than 4 feet over water Loop or multiple loops 5-25 Mineral soil; 2-4 feet 8 feet 10 feet 1-1 0 percent 6 feet 50 feet Ford slow-moving Hiking with variety of scenery miles crushed, light use light use minimum preferred, minimum water less than 3 feet and terrain, and open compacted or 1-way or 1-way 10 percent deep -select site parade area; 1-way gravel 12 feet maximum 100 feet with stable sand traffic; avoid water and 6-8 feet 12 feet preferred sustained, preferred or gravel base; soil-Horse road crossings; avoid heavy use heavy use 20 percent and at covered culvert is wet areas and steep or 2-way or 2-way for short road crossings better than bridge; slopes where it is distances bridge only if water is difficult to maintain deep and swift, must tread be well-designed Loops and linear trails; 5-50 Limestone 3-6 feet 8 feet 8-10 feet 1-3 percent Radius in 50 feet Culvert or boardwalk Hiking 1-way traffic miles fines; other light use light use preferred, feet= minimum with handrails; orient crushed stone or 1-way or 1-way 5-1 0 percent (1.25 x deck boards 45°-90° to Touring 3/8 inch or maximum velocity in 100 feet direction of travel; Bike less; 2 inch 8-10 feet 10-14 feet sustained, MPH)+ 1.5 at road and width 4-8 feet for light asphalt over heavy use heavy use 15 percent water crossings use or 1-way, 1 0 feet 3-4 inch base or 2-way or 2-way for short and on 2-way for heavy use or 2-way of compacted distances trails gravel 5-20 Mineral soil, 2-3 feet 6-8 feet 4 feet Mountain miles bedrock minimum Bike 8 feet preferred Trail system with loops 5-20 Mineral soil, 5-7 feet 6-10 feet 8 feet 0-25 percent 10 feet 50 feet Culvert with handrails, Mountain of varying difficulty, miles bedrock, light use preferred, minimum minimum or boardwalk with bike, All-Terrain easy trails provide loose rocks or 1-way 25 percent curbs; orient deck OHM Vehicle access to difficult trails; less than maximum 25 feet 100 feet boards 45°-90° to (ATV) 2-way trails; occasional 6 inches in 8-12 feet sustained, maximum preferred direction of travel; obstacles diameter heavy use 45 percent width 4-8 feet for light or 2-way for<100 use or 1-way, 10 feet yards for heavy use or 2-way 5-50 Mineral soil, 1.5 -2 feet 6-8 feet 8 feet 0-30 percent 4 feet 50 feet Culvert with handrails, Mountain miles bedrock, light use preferred, minimum minimum or boardwalk with bike, rocks firmly or 1-way 25 percent curbs; orient deck ATV Off-Highway embedded in maximum 10 feet 100 feet boards 90° to direction Motorcycles tread surface 3-6 feet sustained, maximum preferred of travel; width 4-6 feet heavy use 50 percent for light use or 1-way, or 2-way for<100 1 0 ieet for heavy use yards or 2-way Unique Facilities Resting benches Parking with trailer space, tether line; or campsites with tether lines or corrals, water, manure dump Bike rack Parking with trailer space, warm-up loop; rest stops or shelters after 15 miles Parking with trailer space, warm-up loop; rest stops or shelters after 15 miles Vl ~ "" .a! ...J ...J < 2 Vl z 0 1--z u.J 2 0.. 9 u.J ~ 0 • 00 Keeping users on the trail and water off the trail is the primary goal Jor all trail designs. Trail configuration is the overall shape of the trail. Linear trails are appropriate for long distance travel (several miles) or where the land ownership (right-of-way) is too narrow to permit develop- ment of a loop trail. Spur trails are short linear trails that take users to points of interest or connect different loop trails. Loop trails permit the user to begin and end at the same location without repeating any part of the trail. Stacked loop trails (a series of interconnected loops) permit users options for different distances, routes or destinations. FIGURE 7. Tread width, clearing width and clearing height. Text by the authors, photo by Brian Lockhart, USDA Forest Service, Bugwood.org. Tread surface refers to the type of surface material (e.g., soil, gravel, rock) and its condition (e.g., smooth, rolling, rough). High-use trails require more durable materials and smoother surfaces than light-use trails. Tread width (Figure 7) is the width of the useable trail surface. In general, the tread width that is suit- able for light-use or one-way travel should be doubled for heavy-use or two-way travel. For example, common trail widths are 18 inches, 24 inches and 42 inches, depending on user type. Clearing width (Figure 7) is the total width to which rocks, trees, tree limbs and other obstacles should be removed. As a general rule, clear at least 2 feet on each side of the tread. Where a trail passes through dense vegetation, vary the clearing width to avoid an unnatural tunnel effect. In general, maintain clearing width from the ground up to the clearing height, except you may leave vegetation, rocks and other objects less than 2 feet tall near the tread edge. Clearing height (Figure 7) is the height above the tread surface to which overhanging rocks, tree limbs and other obstructions must be removed. As a general rule, clear 8 feet for hikers and bikers and 10 feet for horse riders. Keep in mind that leaves will bend deciduous tree branches 1 to 2 feet lower in summer than in winter and ice or snow will bend evergreen tree branches and raise the tread surface. Turning radius is the radius of an arc drawn through the centerline of the tread where the trail curves. As travel speed increases, particularly on bike trails, consider lengthening the turning radius, widen- ing the trail or clearing a runout zone. Sight distance is the distance that a user can see down the trail from any point on the trail. Adhere to the recommended minimum sight distance, but vary sight distances to add interest. For bike trails, lengthen sight distance to allow faster travel and reduce sight distance to slow travel. Water crossings refer to the type of structures recommended for crossing bodies of water. A ford , stepping stones, culvert or boardwalk may be appro- priate. Your choices will be affected by the type of user, type of trail experience offered, type of water body, length of crossing, legal status of the water body, your ingenuity and your budget. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 9 Select the Corridor Perhaps the most enjoyable step in trail design is exploring the corridor to determine where to place the trail. A trail corridor is a wide swath through the land- scape that encompasses the trail. Analyze the entire area, refining the trail location as you gather more information. Keep in mind that the rolling contour trail is sustainable and requires low maintenance. When establishing design standards and selecting the trail corridor, remember the design features for a rolling contour trail are: Locating a new section of trail on a sideslope. Keeping the trail grade less than half of the grade of the hillside. Building with a full bench cut to create a solid, durable tread. Constructing plenty of grade reversals. Outsloping the tread. Compacting the entire trail tread. Maps help you identify land uses on your property and neighboring properties (e.g., cropland, pasture, forest, river, lake), roads, trails, buildings and utility rights-of-way. Aerial photographs of your property (Figure 8) are available at no charge from the Natural Resources Conservation Service or FIGURE 8. An aerial photograph helps identify land uses and with trail planning. C.A. Vines 4-H Center, Ferndale. 10 • NATURE T RAIL DEVELOPMENT ON SMALL ACREAGES the Farm Service Agency office in each co unty (http://offices.sc.egov. usda. gov/locator/app). Aerial photos are also available on the internet through the Spatial Analysis Laboratory at the University of Arkansas at Monticello (http://sal. uamont.eduD, Geostor (http://www.geostor .arkansas.gov) or private companies such as Google Earth (http://earth.google.com/). Look for photos in a scale of at least 4 inches to 1 mile, but preferably 8 inches to 1 mile. Topographic maps (1 :24,000 scale) are very helpful in all terrain, especially if your trail covers a large geographic area (Figure 9). They show elevation changes, forest and open areas, rivers, lakes, wetlands, buildings, roads, trails, cemeteries and other features. Topographic maps are available from the U.S. Geolog- ical Survey, the Arkansas Geological Survey, commer- cial CDs and DVDs, map dealers and recreational outfitters. When evaluating large sites, other maps or geographic information systems may provide informa- tion on water resources, rights-of-way, utilities, land uses, roads, land ownership, vegetation cover types, wildlife habitat, flood zones, etc. Possible sources include the Arkansas Game and Fish Commission, Arkansas Natural Heritage Commission, The Nature Conservancy of Arkansas, local planning and zoning authority, and universities. FIGURE 9. A topographic map shows elevation. The more closely spaced the lines, the steeper the slope. Ferndale, Arkansas. Source: MyTopo.com. Scout the Trail Corridor Use topographic maps or aerial photos to map the potential route. Use these maps or sketch a map to identify control points (i.e., places where the trail has to go) because of: Destination Water crossings Rock outcrops Desired features To clearly see landscape details, scout when deciduous trees have lost their leaves. Look for natural pathways that require little clearing or construction (e.g., hillside bench or river bank terrace). lf possible, scout in all seasons to reveal attractive features and hazards that may affect location, construction or maintenance. Look for: Spring: high water, ephemeral (temporary or seasonal) ponds, flowers Summer: dense foliage, normal water level Fall: foliage color Winter: icicles, snow scenes, frozen water Note existing trails and roads, control points, obstacles, points of interest and anchor points. Take notes and mark locations on a map and record GPS coordinates. These GPS coordinates can be provided to trail builders and users for navigation. Existing trails and pathways. Existing trails and roads may be good links to new trails. Scout the corri- dor in both directions. However, existing trails or old roadways typically were not designed properly and show evidence of erosion, pooling or other features that warrant their abandonment. On existing trails, place a priority on: Correcting truly unsafe situations. As an example, repair impassable washouts along a cliff or reroute the trail. Correcting problems that cause significant trail damage, such as erosion. Restoring the trail to the planned design standard. Maintain the trail when the need is first noticed to prevent more severe and costly damage later. Some trails may need to be abandoned and reconstructed elsewhere to avoid these problems. Control points. Control points are physical or legal constraints on a trail's location. Ownership or management unit boundaries, a steep slope forcing a trail through a narrow section of hillside, a cliff that forces a trail around one end, a wetland forcing the trail along a narrow upland ridge or a stream that can be crossed easily in only a few places are examples of control points. ------------------------- Maintain the trail when the need is first noticed to prevent more severe and costly damage later. A special point of interest may also serve as a control point. Run your trail past significant points of interest, e.g., unusual landforms (sink hole, hill, valley, gorge); different forest types or ages; forest opening; grassland; farmland, especially if it attracts feeding wildlife; scenic vista; boulders; rock outcrop; wetland; ephemeral (temporary or seasonal) pond; lake; river; creek; waterfall; historic site (may also be an obstacle); archeological site (may also be an obsta- cle); wildlife habitats (den trees, rock piles, dense thickets, layers of forest vegetation, water sources, sand banks, cliffs, caves, crevices); and an old home- stead. Attract wildlife to the trail corridor with nesting boxes, breeding sites, food plots, feeding stations, roost poles, watering devices and other constructed habitats. Obstacles. Obstacles can include a steep slope, rocky soil, boulder field, rock slide, cliff, rock ledge, eroding bank, steep-sided gully, gorge subject to flash floods, water body, wetland, habitat for rare species, historic and cultural sites, fence, highway, sources of objectionable sound and objectionable views. Some obstacles may require expensive crossing structures. Anchor points. At frequent intervals, take the trail past subtle anchor points (e.g., large or unusual tree, rock, patch of shrubs) that add interest and draw attention to landscape features. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 11 Grading Your Map After roughing out your route, go back again and pay attention to the finer details on your map. Include positive control points -features such as a scenic overlook, a waterfall or pond. Avoid negative control points -areas that have noxious weeds, critical wildlife habitat or undesirable soil conditions. Grade is the slope angle along the trait's center- line. Grade can be expressed as a percent or an angle. Percent is easier to understand. Percent grade is the rise (elevation change) divided by the run (horizontal distance) multiplied by 100. For example: (rise of 10 feet) I (run of 100 feet) x 100 = 10 percent. You can measure the grade with a commercial or home- made clinometer (Figure 10). It is easy fo r trail users to travel long distances on low grades. High grades require more work and should extend for shorter distances. Follow the IO-Percent Guideline. When plotting the trail on a map, connect the control points following contour lines. Keep the grade of each uphill and downhill section less than 10 percent for distances no more than 100 feet. A 3-percent grade is the maximum for disabled access. Plotting your trail with 10-percent grades on a topographic map will help keep the route at a Sight the target at eye level line o~~g~~-------f -----H ---j Read angle in degrees ~ String / I and weight · nt Line o\ s1~ -- 12 • NATURE TRAIL D EVELOPMENT ON SM ALL ACREAGES sustainable grade. When marking your new trail out- doors, you'll have more flexibility for tweaking the grades and the actual trail route. Note that elevation change, up or down, is always a positive number. ------------------------- Plotting your trail with 10-percent grades on a topographic map will help kee p the route at a sustainable grade. FIGURE 10. A clinometer is a useful tool for evaluating trail grade. Photo by Becky McPeake, UA Division of Agriculture, Cooperative Extension Service. Make a clinometer with a protractor, short string and small weight. To measure grade: 1 . Sight along the protractor's flat edge and read the degree aligned with the string. 2. Determine the slope angle: 90° -(angle read on protractor) = slope angle in degrees Example: 90° -80° = 1 0° slope To convert degrees of slope to percent slope: 1. Look up the tangent of the slope angle in degrees on a scientific calculator or in a tangent table in a book. 2. Determine the percent of slope: Tangent (of slope angle in degrees) x 100% = % slope Example: Tangent (10°) x 100% = 0.1 76 x 100% = 17.6 or 18% slope Additional Points to Consider Avoid placing your trail in areas with threatened or endangered flora, fauna, geology and natural plant communities. Ask the Arkansas Department of Natural Heritage (501-324-9619, www.naturalheritage.org) or the Arkansas Game and Fish Commission (800-364-4263, ~ . com) about whether these resources are likely to be found on or near the trail location. Protect cultural resources such as historic structures (buildings, dams, bridges, fire towers, etc.), archaeological sites (above and below ground) and cemeteries (including unplatted historic cemeteries, burial mounds and other ancient burial sites). Cultural resources can be damaged by soil disturbance, soil compaction, rutting, change in public access and change in vegetation and other features. Whenever a government permit, license or f uncling is needed for a project, a cultural resources management review may be required. To learn about locations of cultural sites, contact the Arkansas Historic Preservation Program (501-324-9880, http ://www.arkansaspreservation.org). Discuss your trail project with neighbors to learn about the impact on their properties and potential linkages to other trail systems. Consider your budget for land and right-of-way acquisition, construction and maintenance. This will put a reality check on your design plans. lf building trails for public use, trail preferences and layout need to be considered further. See Appendix B. Mark Trail Location Tie surveyor's plastic flagging (comes on a roll like tape) in trees and brush or use construction flag markers to give a rough idea about where the trail will go. As you mark the trail, keep your design standards in mind. Mark the lower side of the trail using one of these materials: Rolls of plastic flagging (tie strips to branches). Wire flags (stiff wire, 2 feet or longer, with plastic !1ag). Wooden stakes (12-18 inches or longer) topped with brightly colored nagging or paint. Marking the lower side of the trail improves the visibility of the length and depth of the bench cut. Plus the marker is not in the way when swinging the Pulaski or other trail-cutting tool as it would be if the marker were placed in the center of the trail. Space the markers approximately 20 feet apart in dense vegetation and up to 100 yards in open fields . Write cumulative distances on markers every 100 feet to make it easy to match markers with trail maps and notes. Map the route. Use a global positioning device or a compass and distance measurements to develop a trail map. Mark structures and special instructions on the map. Make special note of places that require deviations from trail standards. Photograph sites where trail structures are needed to assist in planning materials and equipment or to show potential contractors what these sites look like. Instead of clearing large trees, consider passing on the upper side to avoid damaging roots with the digging. Plus this will save you some work as tree roots are difficult to dig through. Obtain permits for crossing streams, wetlands, railroads, highways, rights-of-way, etc. Begin constructing the trail soon after flagging, before markers are moved or damaged. Clear the Trail Clear the trail in these stages: 1. Remove small trees, shrubs and limbs from large trees. 2. Rake debris from the trail. 3. Cut large trees. 4. Remove stumps and boulders. 5. Move soil to level the tread. The extent of clearing needed depends on the clearing height and width of the trail, the quality of the user experience (e.g., a rough, challenging trail or a smooth, easy trail) and the primary season of use (e.g., ice or snow may cover some obstacles in winter). NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 13 Construct the Tread Create a tread surface that is smooth, properly outsloped and durable enough for intended users. Save effort by placing the trail on soils that withstand trail use. For most soils, trail construction and compaction are best when soil is neither wet nor bone dry. Some soils may work better a few days after a rain when soil conditions are favorable. Select Tread Materials Consider how tread materials will react to compaction, displacement and erosion. Compact the tread as much as possible during initial construction, paying close attention to main- taining an outslope. Compaction comes from the downward force from feet, hooves, wheels, etc. When a tread is fully compacted, it holds its shape and resists displacement and erosion. Some materials have better compaction properties than others. Tread mate- rials that do not compact (e.g., sand, organic soil, water-saturated soil) or that compact too much (e.g., peat) will not retain a desired shape. Excessive compaction tends to lower the tread and encourages water to collect in depressions. Displacement is sideways force that moves tread material off the trail, raising trail edges over time. Displacement also lowers the tread, enabling water to collect in depressions. Water and wind erosion remove tread material, destroying the tread. The potential for erosion from running water increases as the slope and/or volume of water increases. If possible, use materials for the tread from the immedi- ate surroundings. Natural materials are inexpensive and blend well with the landscape. Consider hardening the tread with rock, pavers or other materials as a last resort when the tread cannot be rerouted to fix the problem. Circumstances which may require tread additions are when: Drainage is poor and mud is a problem. Flowing water causes unacceptable erosion. Tread material compacts or displaces too much to retain the desired tread shape over the long term. Tread must be narrow and clearly delineated to protect the surrounding area. 14 • NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES The potential for erosion from running water increases as the slope and/or volume of water increases. Types of Tread Materials Typically the tread material that is most sustainable and lowest maintenance is mineral soil. However, depending on the situation, other tread materials may be suitable. Following are strengths and weaknesses of different tread materials. -0 oil. ineral soil is composed primarily of sand (0.05 to 2.0 mm -coarse texture), silt (0.002 to 0.05 mm -medium texture) and clay (0.002 mm -fine texture). Soil with a high percentage of silt, moderate percentage of sand and small percentage of clay makes a very durable tread. Such a soil resists excessive com- paction and erosion while allowing internal drainage. Soil composed mainly of sand will not erode with water or become muddy, but because sand does not compact, it is subject to displacement and wind erosion. Soil with a high clay and silt content is sub- ject to water erosion and mud. Soil composed mainly of clay retains water and can be muddy and slippery when wet, and unless it is highly compacted, it is also subject to water erosion. Typically the tread material that is most sustainable and lowest maintenance is mineral soil. Organic soil (humus) is composed of decomposing plant materials. Soil composed mainly of decomposed organic material will compact and erode and can become water saturated and muddy. Soil composed mainly of undecomposed organic material compacts too much to be suitable as tread material. ----0 edroc fa feature of the site, smooth bedrock_ makes a very durable tread. It can be slippery for horses, especially on slopes. egetatio Vegetation survives best on a lightly use , w1 e trail in full sunlight (Figure 11). Typically little sunlight reaches the ground in forested environ- ments, particularly where tread width is kept to a minimum. FIGURE 11 . A grass tread is appropriate for lightly-used trails in full sunlight. Heavy equipment or a bush hog may be needed for maintaining this type of trail. Photo by Chris Stuhlinger, University of Arkansas at Monticello. In Arkansas natural vegetation should be discouraged along trails to reduce tick habitat and transfer of tick-borne diseases. Contact your local co unty Extension agent for advice about appropriate herbicides to use along your tra il. Duff is un-decomposed organic matter (e.g., -leaves, twigs, moss, pieces of bark and wood) that litters a forest flo or. Duff does not compact well and is easily displaced. Duff should not be on the tread. For shaping during construction, remove duff from the tread to expose the mineral soil. 0 ~s . Mainta ining wood chips on a trail can e a maintenance issue. However, wood chips can be use d to define the tread on newly constructed fo ot trails, to suppress vegetation growth, and to raise the tread in muddy areas. Apply a 3-to 4-inch layer of large wood chips that do not contain leaves or small diameter twigs which decay rapidly. Hauling and spreading wood chips requires extensive labor, and wood chips need to be replaced every three years as they decay or are displaced . In most situations, wood chips should be a temporary tread material. 0 , oc Rocky material includes ~ (from sand to 3 inches diameter),...cnhhl~ (3 to 10 inches),~ (10 to 24 inches) or boulders (greater than 24 inches). Rocks are useful on tra ils that receive heavy use, especially by horses or where a very firm , smooth tread is needed such as for touring bicycles or ATVs (Figure 12). Rocky material resists excessive com- paction and displacement and provides a very strong tread. If protruding ro cks are hazardous or too bumpy for your quality standards, excavate rocks or chip off the protruding piece. If the tread is really rocky, horses will require quality shoes. If the tread is sandy or soft, horses may not need shoes and hooves can be maintained using "natural hoof care." Crushed rocks co mpact and resist displacement better than rounded rocks (e.g., from beaches, rivei Eeds and glacial till). Crushed rock made fro m hard rock is more durable than from soft rock. A tread composed entirely of ro unded cobbles is prone to dis- placement, but when embedded in clay, cobbles add durability to the tread. If used in a mixture of sizes including plenty of small particles to fill voids, rocks interlock well. To achieve a smooth, firm surface, mix small gravel with rock dust fro m a commercial-scale rock crusher. For small jobs, haul a portable rock crusher to the work site. To produce a small quantity of gravel fo r chinking crevices, crush rocks with a sledgehammer or the rounded end of a steel pry bar. FIGUJI 12. Gravel can be an effective tread particularly for JV but expensive for privately owned trails on smal acreages. Photo courtesy of the National Park Service. )< avin Stones/B · . Concrete paving stones and bricks are ava ilable in many sizes and shapes. Interlocking pavers may be most useful. These manu- fa ctured materials are uniform in size, easy to handle and easy to acquire. However, pavers are heavy to transport and expensive, and their uniform geometric shapes and colors may not match native materials. NATURE TRAIL DEVELOPMENT ON SMALL A CREAGES • 15 " , () ous avement r . Sectional grids made l from plastic or steel are laid directly on the ground to provide traction while protecting underlying soil from erosion. Vegetation can grow through the grid. Consider grids for nature trails on moderately steep slopes that are prone to erosion. firm walkway over sand or gravel. 1' sph t. Asphalt is a good choice where a hard surface is needed, such as for wheelchairs, touring bicycles, in-line skaters or heavy hiking use. Asphalt is expensive compared to natural surfaces and crushed rock, and the site must be accessible to the equipment needed to apply and roll it. Tree roots may uplift and fracture asphalt laid on shallow soil over bedrock. Asphalt applied with heavy equipment is most durable, but tread width is limited by the equipment, typically 8 feet or wider. Where a narrow tread is desired, lay asphalt by hand, but it will be less durable. Use a hot mix fo r new construction or large repairs. Use a cold mix for small repairs, less than 1 cubic yard. Asphalt can be colored to some extent by the gravel used in the mix. 1' oncre . Use concrete in the same situations mentioned under asphalt. Concrete is more durable than asphalt but also more expensive. Haul large quantities to the site by truck; mix small quantities on-site. You can color concrete with additives to blend with the surrounding site. For better traction on steep slopes, broom the surface, trowel grooves across the tread or leave the surface unfinished. Avoid Tread Edging Edging a trail with rocks, logs, timbers or other material should be avoided (Figure 13). Tread edging on the lower side of a trail (i .e., that is higher than the tread) is almost always a wrong choice. This creates a berm or dam that holds water on the trail causing erosion and other trail maintenance issues. If tread edging is intended to hold tread fill material in place (e.g., sand, gravel, asphalt), install hard, continuous edging (e.g., preservative treated 16 • N ATURE TRAIL D EVELOPMENT ON SMALL A CREAGES 2 x 4-inch lumber, 4-to 8-inch diameter round logs or sawn timbers) along the lower side of the tread. Where the trail curves, cut shorter pieces or use edging material that can be bent. The tread must be lower than the outslope and not catch water or debris coming off the trail. Otherwise, tread edging will create a maintenance nightmare. Edging a trail with rocks, logs, timb ers or other material is almost always a wrong choice. FIGURE 13. Do not edge your trail with logs or rocks as these funnel water down your trail causing erosion. Leaves are poor tread because they do not compact well, can become slick and are easily displaced. Photo by Jamie Schuler, University of Arkansas at Monticello. Install Structures The structures you need to cross obstacles on a trail depend upon the conditions you encounter, the type of user experience you want to offer, the amount of use, accessibility and your budget. Crossing Flat Land Flat land may seem like an easy place to build a trail, but if the soil is mainly clay or silt or the water table is high, poor drainage may lead to mud puddles. Generally it is best to avoid building a natural surface trail on flat land. Solutions include relocating the trail where there is side-hill drainage or raising the tread above the surrounding flat ground. Crossing a Hillside A hillside trail must quickly drain surface water off the tread while maintaining its shape and a grade that is comfortable for trail users. Options for crossing a hillside include full-bench and cut-and-fill trails, retaining walls, diverting water across the tread and, if all else fails, diverting water flowing down the tread. Full-Bench and Cut-and-Fill Trails (Figure 14). A flat outslope trail bed cut from a hillside provides a safe and comfortable crossing for users. In a full- bench trail, the full width of the tread is cut from the hillside. A full-bench trail usually has a well- compacted base because the underlying material has been in place for a long time. ."··:.:/\:~ .......... . '\ '"''',., Full-bench trail FIGURE 14. Full-bench and cut-and-fill trails provide safe travel across steep slopes. Drawing courtesy of Baughman and Serres (2006). If part of the tread is built upon fill material that was cut from the hillside, it is a cut-and-fill trail (e.g., half-bench or quarter-bench trail). Fill material may be difficult to compact, especially with hand tools. If fill material is not well compacted, horses and vehicles may destroy the tread. If fill material must be used for part of the trail bed, use large rocks to form the trail bed and serve as edging, then cover them with tightly compacted soil. Backslope is the area above a trail where material has been cut from a hillside in the process of leveling the tread. The backslope grade necessary to prevent soil erosion depends on the material. A backslope of 3:2 (horizontal run: vertical rise) is adequate for stable materials whereas a backslope of 4: 1 may be needed on erodible materials. Never create a vertical backslope. Outslopes. Where a trail crosses a hillside with medium-to coarse-textured soil, outslope the tread to quickly drain off surface water (Figure 15). A 2-to 5-percent outslope is quite common and suitable for most trail users. Outslope . .. . .. ...... ::-.-. ·~~ ......... ...,...~~~ ... FIGURE 15. Outslope and flat. Drawing courtesy of Baughman and Serres (2006). Some trail designers recommend no outslope on horse trails. Horses tend to walk on the outside edge of a tread and will crumble the edge over time. A flat tread is safer for horses that may slip when the surface is wet. If you build a flat-cross-section trail, divert water from the tread using a rolling grade. Retaining Walls. Where a trail cuts across a slope and vegetation does not stabilize exposed soil above or below the tread, a retaining wall will prevent soil erosion. A retaining wall below the tread may be more NATURE TRAIL DEVELOPMENT ON SMALL A CREAGES • 17 durable than one along the backslope. Building a retaining wall to support the tread may negate the need for cutting into the backslope, thus preserving natural vegetation that holds the soil. Tie walls into the embankment with a deadman (e.g., geotextile fabric, logs or large rocks embedded into both the embankment and the wall). Build walls without mortar or install drain pipes to allow water to seep through the wall. Divert Water Flowing Down the Tread. Where the tread has a relatively flat or concave cross-section, some water will run down the length of the trail. To prevent soil erosion, divert water off the tread with a rolling grade check or, as a last resort, using waterbars. • Rolling Grade. A rolling grade divides the trail into narrow watersheds with undulating crests and dips like a gentle roller coaster (Figure 16). Water drains off at the dips. Ideally, no part of the tread is completely level. Outslope the bottom of each dip and make the outlet wide enough (about 15 feet) to drain off water without clogging. Place tread dips at natural drainage ways and at other locations as needed. Rolling grade is most appropriate when traversing hill slopes (fall lines) of 20 to 70 percent. On hill slopes less than 20 percent, water does not drain well at the dips. Drainage dips can deposit sediment into water- ways. To reduce sedimentation, consider these alternatives: maintain a low tread grade on the approach to the drainage; design a small tread watershed with a short slope toward the waterway; harden the tread; or maintain a nearly level tread and install a boardwalk or culvert over the waterway. Also use rolling grade to ascend/descend hillsides. In those situations, rolling grade is most effective when the tread grade is less than 1,4 to 1h of the hill slope. For example, if the hill slope is 45 percent, the tread grade should not exceed 15 percent, and 10 percent is preferred. As the trail climbs, peri- odically reverse the grade downhill for a few steps to create a dip that allows water to drain off. Even when a trail is outsloped, insloped or center- crowned, a rolling grade is desirable. These cross- sectional shapes are difficult to sustain over long periods without substantial maintenance. 18 • NATURE TRAIL D EVELOPMENT ON SMALL A CREAGES Adjust the size of each tread watershed depending on these factors: When the watershed above the tread is large, increasing the potential for runoff, make tread watersheds small. If the water infiltration rate of the upslope soil is slow, resulting in more potential runoff, make tread watersheds small. lf the potential fo r erosion is high, make tread watersheds small. Hardening the tread, plac- ing the trail beneath a tree canopy that will intercept precipitation and reduce splash ero- sion or reducing tread width to minimize exposed soil will also reduce risk of erosion. Where trail grade is steep, make tread watersheds small or reduce the trail grade by lengthening the trail or adding switchbacks or turns. Tread erosion risk is relatively low when tread grade is less than 5 percent, FIGURE 16. A rolling grade uses undulating crests and dips to divert water off the tread. Photo by john M. Randall, The Nature Conservancy, bugwood.org. moderate when tread grade is 5 to 10 percent and higher when tread grade is greater than 10 percent. When hill grade is steep, make tread water- sheds small. Tread dips drain best when there is a substantial difference between the tread grade and hill grade. • Waterbars. Waterbars are usually used only as a last resort when other water diversions fai l and the trail cannot be rerouted. A waterbar is an obstruction placed across a trail tread to divert surface water off the tread (Figure 17). Waterbars may be needed on a sloping trail with a fiat cross- section (no outslope) or where rolling grade is not adequate to divert water at tread dips. However, given a choice, trail design experts prefer rolling grades over waterbars. Waterbars commonly fail when sediment fills the drain requiring frequent maintenance to keep any level of effectiveness. Water tops the waterbar and continues down the tread. A rolling grade is quicker to install than a waterbar, plus it typically works better. Because most waterbars create a significant bump in the trail, they are not desirable on trails used for bicycling or ATVs. A rubber waterbar can be used for bicycle trails. When waterbars are placed on horse trails, horses tend to compact the soil immediately above and below the waterbar leading to depressions that collect water and mud. Horses also can damage waterbars because of their weight and strength. When used on horse trails, anchor waterbars well. Other options are open-topped culverts, usually made of wood, that direct water off the road surface while minimizing impedance to most users. If a rolling grade or rerouting the trail is not possible, place waterbars at a 30° to 45° angle across a trail. Where heavy runoff is expected, place stones at the outflow to disperse water without causing soil erosion. The tread must be outsloped above the waterbar and ideally water never reaches the waterbar. If a waterbar diverts water into a ditch, make sure the bar does not protrude into the ditch where it might catch debris and block the ditch. FIGURE 17. Trail before and after waterbars were installed to divert water off the tread. Waterbars should be installed only as a last resort. Photo courtesy of Maine Department of Environmental Protection, Bureau of Land and Water Quality. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 19 Use judgment and experimentation in spacing waterbars. Closer spacing is needed where the trail grade is steep, the so il is erodible or you want a high-quality tread without the expense of hard- ening materials. Refer to the Best Management Practices of the Arkansas Forestry Commission (www.forestrystate.ar.us, 501-296-1940) for details. Climbing and Descending Steep Slopes and Cliffs A climbing turn is a sustainable and effective trail design for most Arkansas hills and mountains. Occasionally other designs such as switchbacks, fixed ropes, climbing causeways or steps may be required. Climbing Turns. Well-constructed climbing turns require little maintenance. However, next to waterbars, climbing turns are the trail structure most oft en constructed inappropriately. The tread is out- sloped so that water runs perpendicular across the trail without impedance from rocks, branches or other debris either beside or on the trail. A climbing turn continues to change grade through the turn. It is built on the slope surface, and where it turns, it climbs at the same rate as the slope itself. lf the slope is 15 per- cent, the turn forces travelers to climb at 15 percent. It becomes increasingly difficult to travel if the slope is steeper than 20 percent. The advantages of climbing turns in appropriate terrain is that a larger radius turn (13 to 20 feet) is relatively easy to construct. Trails that serve off- highway-vehicle traffic often use insloped, or banked, climbing turns so that riders can keep up enough speed for control. Climbing turns are also easier than switchbacks for horses to negotiate. ------------------------- Well-constructed climbing turns require li ttle maintenance. However, they are the trai l structure most often constructed inappropriately. 20 • NATURE T RAIL D EVELOPMENT ON SMALL ACREAGES Switchbacks. A switchback reduces trail grade by lengthening the trail in a zigzag pattern (Figure 18). Design each trail segment to conform to the desired grade as much as possible. Place a switchback where the trail reaches an impassable obstacle or begins to run too far in the wrong direc tion. Avoid closely spaced switchbacks to discourage trail users from taking shortcuts, leading to erosion. FIGURE 18. Switchbacks help the user traverse a steep slope at a comfortable pace. Photo by Ken Cheetham. To further reduce shortcuts, locate switchbacks at interesting fo cal points (e.g., conspicuous tree, boulder or rock outcrop) and place barriers (e.g., boulders, logs, thorny bushes) in the cutoff zone. Build the switchback platform with a 2-to 5-percent grade. On a very steep slope install a retaining wall to support the platform or install steps. If the main trail has a substantially steeper grade than the platform, create a transition grade as the trail approaches the switchback platform. Divert surface water off the trail above the switchback by means of inslope to a ditch. Design the switchback with the correct turning radius for the intended users. Switchbacks may not be practical for ATVs because of the long turning radius they require. Fixed Ropes. On a lightly used foot trail with a steep slope and soil that becomes slippery when wet, a rope can help hikers climb or descend the hill. Tie a rope (1h inch or larger diameter) to a firm object at the top of the slope and lay the rope along the tread or tie it to trees along the trail as a handrail. Climbing Causeways. When a slope has an uneven surface or is constructed of erodible materials, a climbing causeway builds up the tread in short sections. A climbing causeway (Figure 19) is useful on hiking and sometimes horse trails, but hazardous for bicyclists, motorcyclists and ATVs. Use 6-to 10-inch diameter logs or sawtimber as crossbars at 4-foot or longer intervals to prevent fill material from migrating downhill. Using the same material, place logs along each side of the tread to hold fill material in place. Fill the spaces between logs with soil or gravel, varying the fill depth to create long steps that provide the desired grade. A climbing causeway is most useful on grades of 10 to 20 percent. For steeper grades, consider installing steps. FIGURE 19. A climbing causeway gradually builds the tread grade in sections. Photo by Ted Toth, National Park Service volunteer. Steps. Where trail grade exceeds 20 percent, steps help prevent erosion while aiding hikers and horses. Make step height (rise) 5 to 9 inches (?111 inches is ideal) and step depth (run) at least 10 inches. You can vary step depth up to several feet to fit the hill slope (Figure 20). Make simple steps by anchoring logs, sawn timbers or large stones across the tread and backfilling with soil. Make more durable steps from 6-to 8-inch FIGURE 20. Box steps aid hikers with navigating steep slopes. Photo by Ted Toth, National Park Service volunteer. diameter logs or sawn timbers positioned into a three- sided box fastened with steel rods and backfilled with soil or gravel. Crossing Wet Soil Poorly drained soil on f1at land may become muddy after rainfall or where groundwater seeps from a hillside and flows across the trail. Construct trails to avoid such sensitive areas which attract wildlife and harbor unique plant species. Trail development may adversely affect wildlife and plants using the seep or shallow water area. A well-designed trail can provide nature-viewing opportunities at a distance without harming wet areas. lf disturbance is unavoidable, refer to an accredited publication such as Wetland Trail Design and Construction by the U .5. Department of Transportation, Federal Highway Administration, listed in the References section. Seek assistance from your local Natural Resources Conservation Service since disturbing wetlands may require a permit. Crossing Waterways and Gullies Stepping stones, ford or culverts help users cross open water in springs, streams and rivers. Stepping Stones and Fords. On a primitive trail, hikers appreciate stepping stones that are firmly imbedded in the stream bottom. They might also wade across a slow-moving stream (less than 2 feet deep) through a ford . Horses can ford a slow-moving stream (less than 3 feet deep). Place a ford where the streambed has firm sand or gravel (Figure 21). On horse trails remove large rocks from the streambed to prevent tripping. lf a small dam is installed to stabilize water depth and bottom structure, a government permit may be required. NATURE TRAIL D EVELOPMENT ON SMALL A CREAGES • 21 FIGURE 21. Stream crossings for trails and ATVs should be perpendicular to the stream and located where erosion and streambed damage is minimized. Photo courtesy of the Adirondack Council. Culverts. Install a culvert to channel water across a trail , allowing trail users to cross a narrow stream (Figure 22). An open-top log or rock culvert is easy to clean when it becomes clogged, but it creates a hazard for some trail users. A pipe culvert covered with soil can be used by all trail users. Pipe culverts may be steel (durable, but heavy) or plastic (less durable, but lightweight for transporting into areas with difficult access). If the culvert is too small, high water will wash it out or flood land upstream from the culvert. Culverts located downstream from a forest require significant amounts of maintenance to keep debris from clogging the system. To permit fish movement on streams, a culvert should slope no more than 1 percent and its end must be flush with the stream FIGURE 22. Install a culvert pipe which can handle high water and is flush with the stream bottom with rocks around the upstream end to reduce erosion. Photo by Doug Rowley, National Park Service. 22 • N ATURE TRAIL DEVELOPMENT ON SMALL A CREAGES bottom. Place rocks around the culverts upstream end to armor the bank against erosion. Seek professional advice from a soil and water expert such as an Arkansas Stream Tea m Coordinator with the Arkansas Game and Fish Commission (800-364-4263) to gauge the appropriate diameter culvert to install. Boardwalks. A boardwalk (Figure 23) enables trail users to cross over wetlands, fragile vegetation or unstable soil. On hiking trails, make the boardwalk deck (tread) from 2 x 6-inch lumber. Use thicker lumber on boardwalks intended for heavier users, such as ATVs or horses. Some boardwalk materials are made from recycled products. For more informa- tion about boardwalks, check publications in the References section of this guide. FIGURE 23. Boardwalks allow users to cross over wet or sensitive landscapes. UA Garvan Woodland Gardens. Photo by jerry W. Davis, U.S. Forest Service (retired). Bridges. Bridges are expensive to build and require a high level of expertise. First consider other alternatives, such as trail re-alignment, culverts, causeways or boardwalks. lf bridge building is necessary, seek engineering assistance. Trails That Cross or Utilize Roads As a trail approaches a road crossing, add a tight tum, ridges and dips in the tread and/or narrow the clearing width to slow down users. On the final approach, the trail must be at a right (90°) angle to the road, nearly level and have a sight distance adequate for trail users to see the oncoming road in time to stop. Expand the clearing width l1h to 2 times its normal width or thin forest trees to provide good visibility from the trail toward the road. If the trail may be entered from a public road, install a barrier (e.g., posts, a ga te, boulders, mound of dirt) to prohibit unauthorized entry. Install a sign visible from the road that indicates which trail uses are prohibited or permitted. Crossing Fences and Gates Fences may be necessary to restrain trail users from entering an area, to designate a property bound- ary or to contain livestock. Hikers can cross a fence at a stile or a gate. A gate is necessary for all other users. Trail users have a tendency to leave a gate open when it should be closed or closed when it should be left open. To keep a gate open, fasten it so that it cannot be closed. To keep a gate closed, place a spring or counterweight on the gate or tilt it to close automati- cally from its own weight. Install a latch that locks automatically when the gate closes, and place a sign on the gate, "Please Close Gate." Gate width can help regulate the types of users. For example, a 21/2-foot-wide gate will admit hikers and bicyclists but exclude horses and ATVs. A 6-fo ot- wide gate will admit all users except full-sized SUVs and pickup trucks. Some gates are more visual barriers than physical barriers, such as a single horizontal bar (log or steel pipe), steel cable or several vertical posts spaced across the tread. This type of simple gate, along with a sign that defines what types of trail users may enter, will discourage some potential users, but some unauthorized trail users may go around or under the gate. If you are serious about keeping out certain types of users, your gate and adjoining fence must create a physical barrier. Other barriers also may be appropriate, such as an earthen berm, trench or large boulders. Install light reflectors on gates whether you expect people to use the trail at night or not! Reflec- tors are especially important safety fea tures on gates that may be entered by motorized vehicles when gates are made from a single horizontal pole or cable that is not clearly visible at night. Sign the Trail If the trail is for personal use, signs are probably not necessary. Trails for visitors or guests need markings to keep them on the trail and prevent them from becoming lost. Four types of signs may be needed: trailhead sign, confidence markers, direc- tional signs and warning signs. Trailhead Sign. A sign placed at the beginning of the trail may include some or all of the following information: Map showing trail ro ute, key features along the trail, a "you are here" mark, north arrow and map scale or distances along major trail segments. Name or number of trail, if there is more than one trail. Types of trail uses permitted (e.g., hiking) and uses specifically prohibited. How the trail is marked (e.g., paint marks, signs, rock cairns). Rules for trail use (e.g., stay on the trail, pets must be on a leash, hikers get off the trail to let horses pass). Warnings, including hazards along the trail (e.g., poisonous plants, venomous snakes, dangerous animals, steep cliffs, falling rocks, unsafe drinking water) and environmental features that must be protected (e.g., fragile vegetation, rare animals, natural spring). How to contact the landowner and emergency help (e.g., sheriff, fire, hospital). Post trailhead information on a large rectangular board, sized to include all relevant information. To protect signs from weather, build a small roof over the sign board and/or enclose signs in a shallow box with a window. Lay out the trailhead sign in components that can be changed without remaking the entire sign. Print signs in fade-resistant ink. (Photographs and some inks fade when exposed to sunlight.) Make letters at least 1 inch for headers and 14 inch for body text. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 23 FIGURE 24. These plastic blazes (confidence markers) for three color-coded trails were affixed with aluminum nails. Their angle indicates users need to veer left. Photo by Becky McPeake, UA Division of Agriculture, Cooperative Extension Service. Confidence Markers. Blazes or confidence markers placed strategically along the trail (Figure 2 4) reassure users that they are on the trail. Place them at least every ~ mile in open country and much closer where the trail could be lost (e.g., at significant turns, where the trail crosses roads or other trails or where the tread is indistinct from the surrounding landscape). Paint marks on trees or rocks; use a template to create a geometric design, and change colors for different trails in the same area. Use aluminum nails to fasten 4-to 6-inch steel, aluminum or plastic markers to a tree, or prefer- ably a post, so they are visible in both directions along the trail. Inscribe a board or order prefabricated markers with an emblem, trail number or name routed, painted or burned into it. Directional Markers. A directional marker may be needed to direct trail users to the trailhead or at a sharp bend, fork or trail crossing. At trail intersec- tions, place a sign that provides information about 24 • N ATURE T RAIL DEVELOPMENT ON SMALL A CREAGES where each trail leads and how far away the next significant feature can be found. Rounded posts pro- vide the most flexibility in positioning directional signs to point in the correct direction. Fasten a cross- bar beneath the soil to prevent vandals from twisting the post. Warning Signs. The trailhead sign should alert trail users about hazards along the trail or environ- mental resources that require protection. Place warning signs where trail users actually encounter hazardous situations or fragile environmental resources. A good warning sign will tell trail users what to do or not do, why and what the consequences are. Be friendly, but persuasive. Consider using humor through your words or drawings. Drawings are as good as words if their meaning is clear. The following are poor warning signs because they give no reason for the required action: Stay Out! Keep Off Here are better warning signs: Be polite; give a reason: Please stay on the trail. Protect the fragile glade! More forceful: Stay behind the fence, dangerous water; strong currents! It may help to give a warning and explain the consequences: $100 fine for walking on the endangered running buffalo clover. Trail users appreciate humor and still get the message: Please stay on the trail so you don't disturb the rattlesnakes. (The real purpose is to keep people from trampling vegetation.) Please stay on the trail so you don't trample the poison ivy. (This may be the reason, or it may be a way to keep trail users from short-cutting a switchback.) You also can provide a mixture of signs along a trail, some that are polite and others that are more forceful: Please stay on the trail to protect fragile wetland plants. Walking on the trail is free. Walking on wetland vegetation costs $100. Trail Maintenance Good trails require little maintenance other than periodic removal of fallen trees or other hazards and delimbing or pruning to maintain trail width. A well- designed trail will keep surface water from running down the trail and eroding the pathway and surrounding environment. The goal is to keep tread material on the trail and keep it well drained. Stand- ing water results in soft, boggy trea d or failure of the tread and support structures. If problems arise such as water damage to your trail, consider rerouting the problem sections. Some short sections of eroded trails may not be major problems and could eventually stabilize themselves. A short section of eroded trail may cause less environmental damage than construc- tion of a longer rerouted section. Carefully weigh your options. Good trails require li tt le maintenance other than periodic removal off allen trees or other hazards and de limbing or pruning to maintain trail width. Removing Slough and Berm On hillside trails, slough (pronounced "sluff') is soil, rock and debris that has moved downhill to the inside of the tread, narrowing it. Slough needs to be removed (Figure 25). Removing slough is hard work and is often not done adequately: Leaving slough is another reason trails "creep" downhill. Loosen compacted slough with a mattock or Pulaski, then remove the soil with a shovel or Mcl eod. Use excess soil to fill holes in the tread. Reshape the tread to restore its outslope. Avoid disturbing the entire cutbank unless absolutely necessary. FIGURE 25. Remove the slough and berm, leaving the trail outsloped so water will run off. One fist's worth of drop for the length of a Pulaski is a good rule of thumb. Berm is soil that has built up on the outside of the tread, forming a barrier that prevents water from run- ning off the trail. Berms are a natural consequence of tread surface erosion and inadequate compaction during construction. Berms prevent water from flow- ing off the trail. Water runs down the tread itself, ga thering volume and soil as it goes. Berm formation is the single largest co ntributor to erosion of the tread surface. Removing berms is almost always the best practice. Observe erosion on trails with and without berms. See what works best in yo ur area. Berms, especially when associated with tread creep, may form a false edge. A false edge has almost no ability to bear weight. This is probably the least stable trail feature on most trails and the major contributor to step-throughs and wrecks. Berms should not be constructed intentionally: Maintaining an outsloped tread will keep users on the center of the trail and water off of it. Pull the lower edge berm back onto the tread surface and use it to restore the outslope. Use any slough material in the same fashion. Remove and widely scatter organic debris well beyond the clearing limits, preferably out of sight. Tread Maintenance Tread ma intenance (Figure 26) aims for a solid, outsloped surface . Remove all the debris that has fallen on the tread, the sticks and stones and candy wrappers. Maintain tread at the designed width. This means filling ruts, holes and low spots. It includes FIGURE 26. Trails may require periodic maintenance to fix problems with slough and berm. Photo courtesy of the National Park Service. N ATURE TRAIL D EVELOPMENT ON SMALL A CREAGES • 25 removing obstacles such as protruding roots and rocks. lt also means repairing any sections that have been damaged by landslides, uprooted trees, washouts or boggy conditions. lf puddling continues to occur on an existing trail, a knick (dip) may be constructed to move water off the trail. A knick is usually about 5 feet long and in a semicircle to remove water from a puddling area. Removing Roots and Stumps Removing roots and stumps is hard work. Explosives and stump grinders are good alternatives for removing stumps, but chances are you'll have to do the work by hand. A sharpened pick mattock or Pulaski is mo st often used to chop roots. lf you are relying on some type of winch system to help pull out the stump, be sure to leave the stump high enough to latch on for leverage. Not all roots and stumps are problems. Before removing, consider whether a stump was left the last time around to help keep the trail from creeping downhill. If roots are perpendicular to the tread, fairly flush and not a tripping hazard, leave them. Remove roots that are parallel with the tread (Figure 27). They cause erosion and create slipping hazards. Look for the reason the roots were exposed and fix that problem. Rock Removal The secret to moving heavy rocks is to think first. For very large rocks, motorized equipment, drills and FIGURE 27. Roots which run parallel to the tread create soil erosion and are a tripping hazard. Photo by Becky McPeake, UA Division of Agriculture, Cooperative Extension Service. 26 • NATURE T RAIL D EVELOPMENT ON SMALL ACREAGES blasting may be required. Other solutions include ramping the trail over them or rerouting the trail around them. Smaller rock-moving jobs require some of the same processes and tools used for removing larger rocks. Plan out where the rock should go and antici- pate how it might roll. Be patient -moving rock in a hurry almost always results in the rock ending up in the wrong location. Tools of the trade include: Lots of high-quality rockbars; don't settle for the cheap digging bars; yo u need something with high tensile strength. Pick mattock. Sledge hammer. Eye protection, gloves and hardhat; don't even think of swinging a tool at a rock without wearing these. Gravel box, rock bag, rucksack, rock litter; items useful for carrying rock of various sizes. Winch and cable systems; some rocks can be dragged or lifted into place. When dealing with rocks, work smarter, not harder. Skidding rocks is easiest. Rolling them is sometimes necessary. Lifting rocks is the last resort. The two most common injuries in rock work are pinched (or smashed) fingers and tweaked (or blown out) backs. Both sets of injuries are a direct result of using muscles first and brains last. High-quality rock work is almost always a methodical, even tedious, task. Safe work is ALWAYS faster than taking time out for a trip to the infirmary. Keep your fingers clear any time you deal with rocks. Twisting your upper body while holding a heavy rock usually isn't a good idea. When lifting rocks, keep your back straight and lift with the strong muscles of your legs. Rockbars work great for moving medium and large rocks. Use the bars to pry rocks out of the ground and then to guide them around. When several people have two or three bars under various sides of a large rock, they can apply leverage to the stone and virtually fl oat it to a new location with a rowing motion. Use small rocks or logs as a fulcrum for better leverage. It may seem like fun at the time, but avoid the temptation to kick a large stone loose. When rocks careen down the hillside, they may knock down small trees, gouge bark, wipe out trail structures and start rockslides. Even worse is the possibility an out-of- control rock might cross a trail or road below you, hitting someone. If there is any possibility of people below, close the trail or road or post sentries in safe locations to warn travelers of the danger. You might construct a barrier by laying logs against two trees to stop a rolling rock before it gains much momentum. Once a rock is loose, do not try to stop it. To load a large rock into a wheelbarrow, lean the wheelbarrow back on its handles, roll the rock in gently over the handles (or rocks placed there) and tip the wheelbarrow forward onto its wheels. To Learn More ... This handbook provides a basic introduction to trail development. Experts who have experience in planning and constructing trails include the U.S. Forest Service, Arkansas State Parks, city parks department or others in your area. Listed below are some statewide contacts about various aspects of trail construction. Additional written references are listed and provide more detailed descriptions of procedures fo r trail design and maintenance. • ~~~t;~~:s~~f~~~~a:~~~:st. A N RC s over streams and wet-~ lands, contact the USDA Natural Resources Conservation Service - Arkansas at 501-301-3122 or visit a local service center (www.ar.nrcs.usda.gov). • City/County/State Roads and Highways. Contact the governing road authority to learn about rules for trails that cross or follow roads. • Arkansas State Highway and Transportation Department. Their Recreational Trails Program provides funding to local project sponsors (public and private/nonprofit agencies) for construction and maintenance of motorized and non-motorized recreational trails and trail support facilities (501-569-2209; http://www. arkansashighways.com/recreational trails.aspx). • • • • Arkansas Department of Parks and Tourism . For information about building trails in Arkansas, call 501-682-7777 or visit a nearby state park and ask to speak with a trail construction expert. University of Arkansas Cooperative UNIVERSITY OF ARKANSAS Extension Agent. DIVISION OF AGRICULTURE County-based assistance with soil samples, plantings, herbicides, some wildlife and pond management. Contact the University of Arkansas Division of Agriculture Cooperative Extension Service, 501-671-2000, and ask for the Extension agriculture agent in your county, http://www.uaex.edu/. Watchable Wildlife Program. Listings of trails and tips for watching wildlife in Arkansas. Contact the Arkansas Game and Fish Commission, 1-800-364-4263, and ask for the Watchable Wildlife Coordinator, or go online at http://www.agfc.com/species!Pages !SpeciesWatchableWildlife.aspx. Arkansas Stream Teams . Biologists provide assis- tance with streambank stabilization projects, constructing culverts and reducing soil erosion. Contact the Arkansas Game and Fish Commission, 1-800-364-4263, and ask for the Stream Team Coordinator in your area, or go online at http://www.agfc.com/fishing /Pages!FishingProgramsAST.aspx. • Arkansas Trails Council. The Council can help locate trail groups in your area as well as trail events and training opportunities. Members are charged with building and maintaining the Arkansas Trails System List, which is comprised of some of the best trails in the state. The Council strives to provide the managers of the trails with some well-deserved recognition. Any trail is eligible, and anyone can apply to be on the list. Information including trail building resources is available at http://www.arkansastrailscouncil .com/. N ATURE T RAIL D EVELOPMENT ON SMALL A CREAGES • 27 Appendix A: Tools for Trail Building --------------------------------------------------- Removing Small Trees, Shrubs and Limbs from Large Trees • Lopping Shears. Most lopping shears with scissor or anvil heads cut stems up to 1-inch in diameter; some models cut 3-inch stems. Overall length is 26 to 35 inches. Longer handles offer a greater reach and cut larger stems more easily. Ratchet heads offer powerful cutting with short handles. • Bow Saw. Bow saws vary in length. A 24-to 30-inch blade will cut 6-inch diameter wood. It cuts horizontal logs more efficiently than standing trees. Some models fold for easy carrying. Bow Saw • Pruning Saw. A pruning saws curved blade cuts on the pull stroke. Models with 6-to 10-inch blades and folding handles can be carried in your pocket and cut limbs up to 3 inches. Models 14 to 21 inches long with fixed handles cut limbs up to 6 inches. Pruning Saw • Pole Saw. A pole saw has a 14-to 17-inch curved blade attached to a 4-foot or longer handle. Use it to prune high limbs. An additional limb hook is useful for pulling down cut limbs that get hung up in a tree. Some models have a scissor-or anvil-type pruning head in addition to a saw. • Pole Pruner. A pole pruner with a scissor or anvil pruning head attached to a 10-to 12-foot long pole (often breaks down into two pieces for easier 28 • NATURE T RAIL D EVELOPMENT ON SMALL ACREAGES carrying) cuts high limbs up to 114-inch diameter. Use a pole pruner to cut flexible limbs, but use a pole saw to cleanly cut limbs close to the main tree stem. Cutting Large Trees Training is necessary before using any mechanical equipment and in particular these saws: • One-Person Crosscut Saw. A one-person saw, from 3 to 41/i feet in length, will fell trees or cut logs from 6 to 16+ inches in diameter. • Two-Person Crosscut Saw. Use a two-person crosscut saw to fell trees or cuts logs from 6 to 16+ inches in diameter. Two-Person Crosscut Saw • Chain Saw. A chain saw with a 16-to 24-inch bar cuts most trees and logs. Carry extra bar oil, fuel and chain file. Wear a hardhat with face shield , ear muffs, long-sleeved shirt, gloves, tear-resistant pants or chaps and sturdy boots. • Chain Saw-Powered Stump Grinder. Cuts stumps, prunes and removes roots, clears brush, minor dirt work. Relatively small and portable. • Pry Bar. Use a tempered steel pry bar approxi- mately 1 inch in diameter and 4 to 6 feet long to move logs and boulders. Or cut a tree about 4 inches in diameter and 10 feet long for prying. • Plastic Wedge. When felling a tree, place plastic wedge(s) in the back cut to prevent the tree from leaning back and pinching the saw blade. Removing Stumps and Boulders • Shovel. Select a shovel with a long handle, wide blade and pointed but curved tip. Never use a wooden-handled shovel as a pry bar. • Pick Mattock. A pick mattock has a wooden handle about 3 feet long and a steel head with a 4-inch-wide strong hoe on one side and a long spike on the other side. Use it to dig up stumps, rocks and compacted soil. Pick Mattock Cutter Mattock • Cutter Mattock. A cutter mattock has a wooden handle about 3 feet long and a steel head with a 4-inch-wide strong hoe on one side and a long narrow (dull) ax on the other side. Use it to dig up stumps, rocks and compacted soil and cut tree roots. • Pulaski. A Pulaski has a wooden handle about 3 feet long and a steel head with an ax on one side and a lightweight mattock head (narrow hoe) on the other side. Use it to dig up tree stumps and cut roots. • Ax. Look for a long-handled ax to cut tree roots, split wood or cut a felling notch into a large tree. When felling trees or cutting logs, use a saw for greater safety and efficiency. A single-bladed ax with a hammer head on one side can be used to pound stakes and wedges, but a sledge hammer is safer. • • • Steel Wedge. Use a steel wedge with a sledge hammer to split wood. Rock Chisel. Split or break rocks using an 8- to 12-inch-long chisel with a broad chisel tip and a 3-to 5-pound hammer. Feather Wedges. Use a hammer to drive this set of three wedges into a wide crack to split a Rock Chisel I . .~ \) '<\. boulder. These wedges will not become stuck in a boulder as will a single steel wedge or rock chisel. • Sledge Hammer. Use sledge hammers in various weights to pound rock chisels, wood chisels and feather wedges. A sledge hammer is also used to break off large rocks protruding into the tread. • Rock Sling. A rock sling is shaped like a litter/strecher. Two to four people use it to carry heavy rocks. Its two poles may be steel pipe or wooden poles about 6 feet long. The sling, fashioned from chain or strong rope, should sag close to the ground when a rock is rolled into the center. Rock Sling Steel chain • Rock Bag. Use this canvas bag with loop handles to carry rocks, soil or duff. • Winch. A ratchet winch gives a 2: 1 mechanical advantage; a Griphoist® offers a 30:1 advantage to move boulders and tree stumps. • Power Drill. A gasoline-powered drill Qack hammer or rock drill) with a chisel tip breaks up large boulders or bores holes into rock for inserting explosives. NATURE TRAIL DEVELOPMENT ON SMALL ACREAGES • 29 • Explosives. Explosives may be necessary to uproot stumps or break large boulders. You need a license to purchase and use explosives. A Boulder Buster™ is an alternative device that requires minimal certification and training but breaks boulders larger than 6 feet in diameter. lt is a firing mechanism attached to a short pipe that fits into a rock crevice or hole, a steel plate that covers the hole and an explosive charge about the size and shape of a shotgun shell. • Bulldozer. Use a small bulldozer with a roll bar and steel cage to clear rocks and trees and to exca- vate and level the tread. To uproot a large tree, cut off the stem leaving a 4-foot-high stump for the bulldozer blade to push against. Use the blade to undercut roots on each side of a big stump before lifting it. • Mini-Excavator. Size varies, but the smallest mini-excavator has caterpillar treads that span only 41/2 feet, a cab for the operator and a mechanical arm with a bucket at the end. Use it to excavate soil, rocks and tree stumps. On a steep slope it can excavate soil to form a flat trail bed ahead of its treads. Moving Soil, Duff and Fill Material • Shovel. Select a shovel with a long handle, wide blade and pointed but curved tip. • McLeod Fire Tool. A Mcleod fire tool has a 6-foot handle and steel head with a 10-inch-wide hoe on one side and a heavy-duty rake on the other side. Use it to clear small rocks, twigs and branches and to loosen soil to smooth a tread. Mcleod Fire Tool • Duff Blanket. Rake or shovel duff from the trail bed onto a sheet of canvas or other heavy fabric, draw the four comers together, then carry the lightweight duff away and dump it. • Bucket. Use 5-gallon plastic buckets with wire handles to haul fill material by hand. 30 • N ATURE T RAIL DEVELOPMENT ON SMALL ACREAGES • Fill Boxes and Bags for Horses/Mules. In remote areas, mules and horses can carry fill material in wooden boxes or heavy fabric bags attached to each side of a loading frame saddle. • Wagon. Use a small wagon, especially one with a dump bed, to move fill material and supplies. Pull it with an ATV or other appropriate vehicle. Safety Equipment • Hard Hat. Wear a hard hat when felling trees, cutting branches over your head or whenever there is a possibility of being hit by flying or falling debris. When operating a chainwale, attach a face shield to the hard hat. • Safety Goggles/Glasses. Wear safety goggles or glasses for all trail-clearing work, especially when working in a forest or brushland or when cutting or chopping wood and breaking rocks. • Ear Muffs. Ear muffs for sound protection are essential when operating or working near noisy equipment. • Long-Sleeved Shirt and Pants. They are nearly always appropriate to wear for protection from minor scrapes, cuts, punctures, irritating plants, biting insects and thorns, or when operating power tools. • Tear-Resistant Pants or Chaps. Wear these when operating a chain saw or working in thorny brush. • Gloves. Wear gloves to protect your hands from blisters, cuts and scratches, and when operating a chain saw. • Boots. Sturdy boots provide ankle support and protection from saw blades, thorns, sharp rocks and other hazards. Tool Storage and Maintenance • Storage. Make rectangular wooden boxes to haul long-handled shovels, pry bars, axes, Pulaskis, Mcleod tools, etc. Carry small tools in plastic buckets and boxes. • Maintenance. Clean tools to remove soil and rust. Use wire brushes, steel wool, scrub brushes and water as needed. Thoroughly dry tools, coat steel surfaces with oil to resist rust, sharpen cutting tools and hang them for long-term storage. Appendix B: Trail Planning for Public Access Trail User Preferences As a general guideline for local trails, the target population should be < 5 miles from the trail For regional trails, people may be willing to travel 15 or more miles to use a greenway trail. Accommodate multiple modes of travel, but consider separating conflicting use (e.g., biking and horseback riding). Human psychology also plays a role in trail planning. A useful trail must be easy to find, easy to travel and convenient to use. Trails exist simply because they are an easier way of getting someplace. Greenway trails have documented low crime rates compared to other developed land uses. Vegetation can be managed to reduce the perception of fear or crime. Dense, naturalistic vegetation along one side of a trail is not perceived as unsafe as long as the other side is visually open. Provide 100 feet of both forward and rear visibility on trails where possible. Trail Layout A connected trail system offers a more pleasant, safe and continuous recreational experience than unconnected trails. Design trails to provide safe passage across potential barriers such as roads (e .g., through trail bridges and underpasses). Abandoned railroad lines may be converted to trails, often serving as an important regional trail in an area. Requirements for trail planning vary, but they usually include an understanding of your soil, water and wildlife. They may also include construction skills such as building boardwalks or culverts and land- scape design such as trail and bench placement. Communicating with persons skilled in documenting environmental and permitting requirements may also be required. Align trails along or near existing human-created or natural edges rather than bisecting undisturbed areas. Riparian (streamside) corridors are critical areas for many ecological functions which can be negatively impacted by poorly designed and managed recreational trails. To minimize impacts and mainte- nance issues, locate the primary trail to the outside of the riparian corridor and then provide access to the riparian area at strategic points. See the References section for additional resources about trails for public use. Converting Pathways to Trails Sometimes existing pathways such as abandoned railways or logging roads can also be used as trails. Or trails can be designed for future conversion to logging roads if a timber harvest is planned in future years. Modifying Logging Roads. If a logging skid trail or haul road will be used both for logging and recreational use, design it to accommodate logging equipment. If the skid trail or road will not be used for 10 years for logging purposes, then design it more like a recreational trail. When the time comes to use it for logging, make temporary modifications (e.g., harden the tread, install temporary stream-crossing devices for heavy equipment, expand the clearing width and install more durable culverts or other drainage devices). Converting Railroad Grades. Ballast stones make a poor tread. The stones are uniform in size and provide fast water drainage, but the surface is rough and the stones are subject to displacement. A thin layer of ballast stones makes a good base on which to place a more compacted surface of soil or small gravel. If the railroad bed is too narrow, remove some fill to achieve a wider bed. If land ownership permits it, divert the trail off the railroad bed from time to time to relieve boredom from long, straight sight- lines. Save bridges, but modify decks and railings to create a tread surface and width suitable for trail users. NATURE TRAIL DEVELOPMENT ON SMALL A CREAGES • 31 Appendix C: References and Additional Resources --------------------------------------------------- Appalachian Trail Design, Construction and Maintenance by William Birchard, Jr., and Robert D. Proudman, 2000. Baughman, Mel, and Terry Serres, Trail Design for Small Properties. 2006. St. Paul, MN: University of Minnesota Extension. 30 p. Copies available from Extension Store as Item #08425, http://shop.extension.umn.edu/Publication Detail.aspx71D=l817, or call 1-800-876-8636. Bentrap, Gary Conservation Buffers: Design Guide- lines for Buffers, Corridors and Greenways. 2008. USDA Forest Service. http://www.unl.edu/nac /bufferguidelines/doc/conservation buffers.pd[ Building Dry Stone Retaining Walls. National Center for Preservation Technology and Training, National Park Service -Cultural Resources, Department of the Interior. Web video 2002-06, March 2009. www.ncptt.nps.gov The Complete Guide to Trail Building and Maintenance by Carl Demrow and David Salisbury, 1998. Equestrian Design Guidebook for Trails, Trailheads and Campgrounds by USDA Forest Service. http ://www. fhwa. dot. gov/environment /fspubs/07232816/index.htm Equestrian Trail Guidelines for Construction and Maintenance by Missouri Department of Conservation. http://mdc4.mdc.mo.gov /documents /16131.pdf Hesselbarth, Woody, Porian Vachowski and Mary Ann Davies. Trail Construction and Maintenance Note- book. U.S. Department of Transportation, Federal Highway Administration. 2007. http://www.fhwa .dot.gov/environment/fspubs/07232806/ Lightly on the Land: The SCAD Trail-Building and Maintenance Manual by Robert~-Birkby, 1996. Low-Water Crossings: Geomorphic, Biological, and Engineering Design Considerations by Kim Clarkin, Gordon Keller, Terry Warhol and Suzan Hixson. USDA Forest Service publication with accompanying AutoCAD drawing CD. 2006. http://www.fs.fed.us/eng/pubs/pdf/ LowWaterCrossings/Lo pdf/l Intro.pd[ 32 • NATURE TRAIL D EVELOPMENT ON SMALL ACREAGES National Off-Highway Vehicle Conservation Council's (NOHVCC) Trail Building Resources. Develops and provides a wide spectrum of programs, materials and information, or "tools," to individuals, clubs, associations and agencies in order to further a positive future for responsible off-highway vehicle recreation. hnp://nohvcc .orgleducation/ Recreational Horse Trails in Rural and Wildland Areas: Design, Construction and Maintenance by Gene W Wood. http://www.Clemson.edu /for/book f orm.htm So You Want to Build a Trail -A Guide to Developing Urban Trails by Arkansas State Parks. To get a free copy, e-mail John Beneke, State Trails Coordina- tor, Arkansas State Parks, at john.beneke@ arkansas.gov. Trail Construction and Maintenance Handbook by U.S. Department of Transportation, Federal Highway Administration. www.fhwa.dot.gQY /environment /fspubs/07232806/page02 .htm Trail Planning, Design and Development Guidelines (for trail building professionals) by Minnesota Department of Natural Resources, www. minnesotasbookstore.com, 651-297-3000. Trail Solutions: IMBAs Guide to Building Sweet Singletrack by International Mountain Bicycling Association, 2004. Trails Training DVD Series by the USDA Forest Service and the U.S. Department of Transportation. www.fhwa.dot.gov/environment/rectrails/ trailpub.htm U.S. Department of Transportation, Federal Highways Commission. Recreational Trails Program: Publications. http://www.fhwa.dot.gov /environment/rectrails /publications.htm Wetland Trail Design and Construction by U.S. Department of Transportation, Federal Highway Administration. http://www.fhwa.dot.gov /environment/fspubs /01232833/toc.htm Woodland Trails Layout, Building and Maintenance by Shad Baker, in Kentucky Woodlands Magazine , 4(1), April, 2009. Acknowledgments We are indebted to Bert Turner, trail director for Master Naturalists and Burn Park trails in North Little Rock, for educating the authors about trail development and reviewing this manuscript. We appreciate Mel Baughman and Terry Serres from the University of Minnesota Extension Service for permission to use their publication entitled Trail Design for Small Properties , which comprises the majority of this handbook. The reference for their publication is: Baughman, M., and T. Serres, Trail Design for Small Properties. 2006. St. Paul, MN: University of Minnesota Extension. 30 p. Copies available from Extension Store as Item #08425, http://shop.extension.umn.edu/Publication Detail.aspx?ID=l817, or call 1-800-876-8636. We also appreciate Gary Bentrup for permission to use portions of Conservation Buffers: Design Guidelines for Buffers, Corridors and Greenways, USDA Forest Service, available online at http://www.unl.edu/nac/bufferguidelines/docs /conservation buffers.pdf. Another resource for this publication was Trail Construction and Maintenance Notebook by Woody Hesselbarth, Brian Vachowski and Mary Ann Davies of the U.S. Department of Transporta- tion, Federal Highway Administration, which can be found online at http://www.fhwa.dot.gov /environment/fspubs/07232806/. We appreciate review comments provided from several University of Arkansas Division of Agricul- ture faculty, namely Karl VanDevender, Bio and Agricultural Engineering; Mark Russell, Animal Sciences' Equine Instructor; and Mike Klumpp, 4-H and Youth Development. This publication was made possible in part by a 319(h) grant from the Arkansas Natural Resources Commission and the Environmental Protection Agency. The information given herein is for educational purposes only. Reference to commercial products or trade names is made with the understanding that no discrimination is intended and no endorsement by the University of Arkansas Division of Agriculture, Cooperative Extension Service is implied. N ATURE T RAIL D EVELOPMENT ON SMALL A CREAGES • 33 Printed by University of Arkansas Cooperative Extension Service Printing Services. Issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, in cooperation with the U.S. Department of Agriculture, Director, Cooperative Extension Service, University of Arkansas. The Arkansas Cooperative Extension. Service offers its programs to all eligible persons regardless of race, color, national origin, religion, gender, age, disability, marital or veteran status, or any other legally protected status, and is an Affirmative Action/Equal Opportunity Employer. MP488-PD-1 -1 1 N ( t J, c c i t y o f ~ " \: c n " i 11 c 6.0 Operations & ,\L.1inlerwnce 6.1 Overview Operations and maintenance refers to specific day-to-day tosks and programs pcdormed to assure resources and facilities arc kept in good usable condition. This begins with sound design, durable components, and a comprcliensivc 1nanagement plan. A managc1nent plan sl1ould be embraced by the entities responsible for maintaining the grcenway and trail network, at tbe beginning of tl1c implementation prnces;. Jn addition, community groups, residents, business owners, developers and other stakeholders should be engaged in the long term stewardship of the resources preserved and enhanced by this plan as discussed later in this chapter. 6.1. l Guiding Principles /or Effective Operations and Maintenance The Greenville grcenway and trail system should be viewed and maintained as a public resource. Indeed it will become infrastructure similar to the street system or utility networks, serving the community for generations to come. The following guiding principles will help assure the preservation of a first class system: • Good maintenance begins witl1 sound planning and design • Forcmosl, protect life, property and the environmcnl • Promoh: and maintain a quality outdoor recreation and transportation ex-pcricnce • Develop a management plan that is reviewed and updated annually with tasks, operational policies, standards, and routine and remedial maintenance goals • Maintain quality control and conduct regular in::;pecti ons t h C" ~· i t y o ~ ii r l' t: 11 Y i 11 ~ 6.2 Routine and Rem edial Operations 6-i The following task lists describe the general routine and remeclial operations responsibilities for all network facilities. 6.2.1 Routine Operations De/ined Routine operations refer to the daily adlvities required to oversee a greenway and trail system. Task: Systematic risk management assessment Safety is central to all maintenance operations, and is tl1c single most importantgreenway, trail. bicycle, and pedestrian facility maintenance concern. Tl1e City of Greenville sl10uld implement a safety program tliat includes tbe foll owing preventative measures. Scl1edule and document inspections to determine the amount of use, locc1tlon, age, type of construction, and condition of railings, bridges, trail surfaces, signage, etc. Follow-up with tl1e appropriate corrective measures in a timely manner. Evaluate and remove all obstacles or objects that could impede facility usage such as debris, rumble strips, elc. and provide solutions such as alternative routing, removal of obstacle, etc. Implement a data base management system, a Crltne Tracking System, wi th police for tracking tbe specific locations and circumstances of all incidents, such as vandalis1n, and create a safety follow-up task force to address any problems that develop. Implement an emergency response protocol working with law enforcement. EMS agencies, and hre department tbat includes l r J.il s f1 s2 rc e nv.,•"ys m.1sl~·t pfi":• • lnclude held crews, polic« and firpfrescue pe7'onnel in botl1 the design review and on-going management process • Maintain an effective, responsive public feedback system and promote public participation • Be a good neighbor to adjacent properties • Operate a cost-effective program with sustainable funding sources 6.1.2 Resource Stewardship and E11lia11cemc11t A well-managed greenway and trail system is critical to the long- term success of this Plan. This includes stewardship, the oversight of resources, and operations and maintcnani.:c. This includes sui:h activities as monitoring the condition of grecnway and anci1lary facilities; monitoring the impact of growth on greenway facilities; and long-term application of policies-sucl1 as land-use and development measures-in accordance witl1 the objectives of this plan. Stewardship might range from cleaning up litter to assuring that a project docs not visually scar the surrounding landscape. Tlic stewardship process must consider both private sector-sucl1 as land subdivision and development-and public sector activities- such as the construction of roads and utilities. Tn pursuit of tl1is, coordination among agencies at the local. regional, state, and federal level is vital to a>Sure that tl1ese activities are supportive of the plan and complementary to each otl1er. Long term stewardship also calls for tl1e enduring commilmenl of agency staff, elected officials and concerned citizens all working together. This suggests the need for a shared community vision and value system centered on the protection of grccnway, trail. bicycle, pedestrian, and outdoor recreational resources. This plan and similar plans can help coordinate and guide that action. mapping of access points, design of trails and access roads (to accommodate up to 6.5 lons). and an "address system" such as mile markers to identify l.,cativns for all off-road grecnway facilities. O n-road facilities sl1ould make use of the existing street names and adjacent property addresses. Wl1cre appropriate, 911 emergency pbones should be installed in remote areas. Each local emerge ncy response office/unit sl1ould liavc an up-to-date map of all City greenway and trail facilities. Task: Inter-agency design review Coordination belween and commitment of agencies responsible for greenway and trail facilities is crucial to complete the following routine maintenance tasks. In addition to dcparhncnt managers, planners, designer; and engineers, police and fire/rescue, and field maintenance personnel should be consulted in tbe design and review proc\!ss. Tht! creation of a G reenway Committee (recommended in Chapter 5-lmplementation) is recommended to carry out the following tasks. Establish a coordinating committee with representatives from each of the participating agencies and stakeholders Identify an entity to provide on-going oversight, coordination, and leadership for the overall network Review critical public and private sector projects tbat migbt impact the greenway, bicycle, and pedestrian projects as they come on line Pursue grants and cooperative agreements 0 !) :.!: : .; ( i (J US f,; i~l •I tl -i ~· ~-II) t: hf t J1 \: L: i t y of ~ r \: t,! n" i l It: Monitor operations and maintenance and ot.her advocacy functions now and over the years to come. Review accident and crime reports and take the necessary up- front actions, on a case by case basis, to assure that grccnway, bicycle, and pedestrian facil ities do not deteriorate due to safety concerns, cri1nc, or from fear of criminal activ.ity Task: Accurate and Organized Record Keeping Good record-keeping techniques are essential to a comprehensive opcrat-ions and maintenance program. Thjs information can be used to eliminate overlap or gaps in maintenance services provided, identify levels of use, and prioritize management needs. Daily activities Schedule of routine (and remedial) maintenance tasks Hazards, incidents, safety issues observed and action taken Inspection reports Annual maintenance buclget, pursuing var-ious funding sources Projected costs for subsequent years (short-ter111, medium term, and long-term) to rcOcct on project prioritizatlon as sl10wn in Cl1apter 5: Prioritization of Trail Projects Internal working database for existing, planned, or proposed projects for greenway and trail system 6.2.2 Remedial Operations De/i1rnd Remedial operations refer to activilies required lo suslain tlu: quality of the greenway and trail network. th t,! .... it)' n r #.rt,! t: II" j 11 l! s ... ..,. Trash Removal Tree and SM.lb Trinvnmlg and Pruning MoWlllQ of l/el;letalion Mulchin\l and Edging Invasive Species Control emedlal Mal•nanee AcltYlttn Replemsh gravel, mulch. or other slll1ace rrunerials ·[ ~ RepairlURestripet'Slain ~ 3 ~-" ::: ~ Replace asptlal or concrete J ~ 0: Remove enctoac:hing debns along paved traiVsr:iewa edges NIA 2-4times/year NIA Once t year and as needed il problemaren once I ye IN and as needed NIA NIA As needed 2 tme,/year 6urr.e1/year JO Imes/year NIA Once I year and as needed il problemill'ea5 NIA NIA 10-12ye•s As needed l r J i J s f~ ~ rt: e n w ,"\ y s If? .l " i ~, r p I . Task: Program Del1e/opmcnl Update informational signage (rules and regulations) to communicate proper usage of all network facility types Update directional signage to integrate greenway, bicycle, and pedestrian systems and as new projects are implemented Update user map• lo reflect any additions or changes to the systems or overall network and also reference the connections between greenway, bicycle, and pedestrian facil ities Task: General Operalio11s Provide contact information and institute an agency response for facility users to report questio ns, comments, concerns, or complaints regarding the network, and a feedback phone number and Web address Continue to provide and establisl1 new public education and citizen participation programs for network users -See Chapter 5: Program Recomn1endations Pursue development of an easy to use management manual and training program and incorporate it into existing and new maintenance programs and procedures within the participating agencies 6.3 R outine and R emedial Mainten ance T be following task lists describe the general routine and remedial maintenance responsibilities for all greenway and trail facilities. To complement this text, Table 6(a) illustrates maintenance recommendations. See Table 6(bJ Sidepath' 6 tmes I yeat Of See Table S{b) 30 times I yea1 NJA As scheduled tor routine maintenance of ac:ljacen11oadw;r,y NIA NIA 10-12years Edgln!J-As needed P ... tdlx.il':itosdb91-ptby,,,_,._Of~S"""P"1Dufl!edllfHl"'llMI .f,.epl byt-.and0< wil'l bbitoers.S-1'1&requv. • comttlfwl'°"of,..,.f!'lodl.. fM,.._, -•s bc!Wee:1 unpa~ed wldp-.:1 !do=l ... ~1'9' ll'•lr•~ICI fW'W#tl potl'<>uly h--.. debris from h ,..,ed 1..-.C..1. T1-ll"du<.1i9•,....,cw;ng~dil«:1 El!'IPl'lf'IQll"Hllc.cnta<wrt.150~Md 111 r.a. 6(b). 'JoUl!;Jtt!S 111ao.M be•~" fDt ltn ta!.k, su::ti as A~lrall ....,...,. Tru r.dalwub !ror.'1'1"rt'lg rd pl'\.rioQ ~boo petlol"'«ilo m. Clf)''I 11)edt~.001hoUdbo11~~loJ.PK191l)'pe Tht&ut'l'loea ,.. .. n.e perlctft'ltll IOI' 11"'9 tale~ of rMuwrs, t:imai:'Url a.ale~ of .. i.elibt1, ~~sc:alobstaclu,1uct:ulo"•~~limblrd.,.Jl.llllot11!1Vebonl ndlas""'~._,""'°'"9hl- N ....... ~ll'Myr.qu~m.Jehllll-w.MIOf\'lllll'\laltl•l!Hb6t~1ur'.-;• ~ID preve>ll 9nCl'oX1YT>enlof91as1"'~!0t!IOOOf111'3ll is abo neeoea v~......a ... 1ripe1tm~p1-lhc\Adbepu1ink!~llletl:oeo1Wol ..,. •• ,.~,.,,dpro~e<t~.clp&.rtt..-1..-.l'l'lJI 1~to1:•1.oopraMN• _....., f1119'W'b.l!Je~ . ..OOlherlHO:.nft o! apec;Yff'el\.l"el,~ ... Of urbr. lnfra5":.ca-av-.ie Op;.• f .;. l j (> n <,; f,,. it> ,1 11.; i;i •· :11 t· ht \ 1l1t.: c ~ ~ ~ a: 1 ~ ~ ~ . u c c . c ~ ] t: it y of ~rt.: en vi 11 t.: Regrade to prevent or eliminate loW spots and drartage issues Addi1ion or repair of ~erts. bri09e1. boartmalt.s. retaning wals. elc. to preven1 or et1N1ate drainaga/tfOSIOf'I issues Rerou1e lrail, If necessary, lo 9\IOld environmentaltf sensitive o t overused areas , salely issues, orconsln.Jctionprojects Remove leaf litter Remove lnO'..., and ice Planl vegetatooo,sud'lostraes andstvi.ibs Ta~e preven!ative mea~s lo protect the landscape from the Ylildllfe Only If absot.rtely necessary "'" Asnttded NIA NIA As needed to prevent l!r'Osion and introduce na1ive pbnt ma1erials into the landscape As neeoed A.1 needed 30 years or As needed As neeaed As needed As neeGed As needed to prevent erosoon or as landscape features durng the instaltationotatrail As nee\Sed Ruponsibilry of City Department as part of 1etr.edial m.imtenanca of the adjacent ,,,_, JO yeats or As needed Responsibdify 01 Cry Department with input from Corrmitlee to reroute bicycle and pedestrian /aciities l the adjacent roadway ii rerouted or closed As needed by Department fo1 sidepaths. SeeTable6(b; As needed l1y Department !or sidepatl'ls. SeeTable6(b} Responsibilrty at Department As needed tr.ii ls {.1 grc...:nw ays rn.1~t ~·1 p l:\• P~u,_•b)'tt.m:K:he..,tvi.1ee111d.1e1ana ~~ioe.~on. ~ddl'oeloomenlll•1l'loul::lb9~•~el':'o'•onmentsand ~~'iouk!HllOlloi.dllal~t.anddionlmll'flUlllWllh,,_~ Pnorili;-e •-Ill b)' lhe rnoM '-1)' i.Md 1---. suci"I M c.or.lr.'ltl:lt! l'OlMt ario: ~~ l.il'lllle:l~ ..... nill~bee>!IMW.ctNns:ur.i ~--nings~ttotPC•'-<fll'l.i~(;O!ld,lioflls....,...,w ~!tw~SHIOIU. - Apply herbicide to elomnate any pioblemareH As nee\Sed to diuourage gf'OIN!h o1 As neede:::l lo discourage growth at hs needed to dilcoutage !lfOY.'th ol ilvasiYe invas!Ve or problem species. wch iflvas~ or probiem species. such or problem species, such as poison i'.rr. as poi&on ivy. kudzu ns poison ~. kudzu kudzu Apply herbicide to maintan f:d9es afld preveot eocmaehiig vegelaition. such as •ioog trail andsidewa!ts r. lo.a pt\· r (l the!' city of gf'C"tll v il!C" NIA As needed Table 6(b) below lays out maintenance tasks for facilities such as pedestrian signals, crosswalks, bicycle lanes, and roadway shoulders. These type• of pedestrian and bicycle facilities are provided within the roadway right-of-way and should be maintained by eitl1er the South Carolina Department of Transportation (SCOOT) or the City o f G reenville Public Works Department. A Greenville staff member sl10uld be designated as the main contact for the maintenance of pedestrian and bicycle facilities in tl1e roadway right-of-way. This staff member should coordinate with the appropriate departments to conduct maintenance activities in tJ1e field. Funding for an ongoing maintenance program should be included in the City's or County's operating budget or Capital lmprovements Program. Note that the schedule is intended to provide general guidance for routine and remedial maintenance activities. lhe frequency of pedestrian and bicycle facility maintenance within the roadway right- of-way will vary. Maintenance needs will depend upon many factors, including p.wement surface type, tbe use of paint or thermoplastic for marking;, and traffic volumes. Tl1c City of Greenville Public Works Department and SCDOT should make immediate repairs to any on-road pedestrian and bicycle facilities that are damaged or have hazardous conditions. Tl1e Greenville staff member in charge of maintenance should set up a free maintenance hotline for people to provide information about spot maintenance needs in the urban area. As needett Figurn 6(a) t r i\ i J <! {...J ~re'-" n w .i. y $ l•J ., >' t t: f" I. 1 '4-~~~---W."<W7'"'?'*'~·r::=--~~~":"'~ ~~. j[·~; ,; \tt Ma.rntcn.incc of p.,U.,strt.ln <11i<I Bicycle ;ut!':::,.-,_ 1,w 'l\ . t*i • '""' I • , " h .iJ I . .-"" ,,Sf,, ~}_,'\.',' ,, J,=aciibes\'\·it in Ro wayRigll•-ol-Wayj'~,.-1::1 ~~ , ~il_Qi}.y oJ Greem'!llt~f-:.S.<!11lJ1_Cax.0JhJ<t.Pff(:~~.iii Task Frequency Comment~ Regular 2 times per Includes all on-road bikeways, identify inspection year needed repairs of pavement signs, markings, etc Shoulder 2 times per All roadways with bicycle facilities and bike lane year sweeping Shoulder As needed Repair of road surface, including potholes, and bike lane cracks, or other problems on bicycle repairs facilities Median island As needed Repair of curb and gutters, removal of and curb debris extension repairs Shottlder During Ensure that pavement \\.0idth is maintained •nd bike lane regular or increased during repaving projects resurfacing roadway repaving IJebris removal As needed Remove debris from roadway shoulders and from shoulders bike lanes such as limbs, silt, and broken glass Snow and ice As needed Plow snow off of roadway shoulders and removal bike lanes, and require property owners to shovel sidewalks t !1 t.: c i t y of ~r t.:<.! n " i ( J t.: Pedestrian As needed Replace burned out or broken pedestrian signals signal heads; adjust pedestrian signal timing to accommodate MUTCD standard pedestrian walking speed Signs and As needed Repair or replace pedestrian and bicycle markings warning signs, bicycle route signs, crosswalk markings, bicycle lane markings, and any other similar facilities identified during inspections Vegetation During Mow grass and trim limbs and shrubs 2 feet control regular back from sidewalk edge roadway Litter removal 6 times per Could be done with volunteers year F1911r.z 6{b) 6.3. J Rouh»1e Maintenance Defined Routine maintenance refers to the day-to-day regimen of litter pick- up, trash and debris removal, weed and dust control, trail sweeping, sign replacement, tree and shrub trimming, and other regularly scheduled activities. Routine maintenance also includes minor repairs a nd replacements sucl1 as fixing cracks and potholes or repairing a broken hand railing. The following tasks should be performed on a regular basis to Leep all network facilities in good, usable condition. Maintenance tasks should be conducted more frequently for greenway, bike, and pedestrian facilities where use i3 the most concentrated. Methods such as pedestrian and bicycle counts, sketch plan analysis methods for estimating pedestrian and bicycle demand, public survey results, tr J i l s f.f ~ r c t: n w ;i y -; i.~ ,> ~ i ~, • r~ I and public meeting comments, such as the results found in Appendix B, can be used to determine which resources arc t.hc most beavily used and may require the most maintenance attt!ntion. T he frt:qut!ncy of required maintenance tasks should be established as new facilities are implemented and sl1ould be reviewed and updated annually to renect any changes in usage, safety issues, etc. Task: Facility Maintenance Basic housekeeping of greenway and trail fa cilities wi ll ensure that the network is clean and functional and will also improve the life of each facility. Volunteer efforts should be utilized in the performance of this maintenance task. • Sweeping ' Trash removal Task: Vegetation Management To maintain a higl1 quality network, regular attention should be given to the surrounding landscape, both natural and man-macle. This not only improves the aesthetic quality of tl1e network but also improves tbe users' sense of safety, as well. Tree and sl1rub trimming and pruning Mowing of vegetation Mulcl1ing and edging Invasive species control 6.3.2 Remedial Maintenance De/i11ed Remedial i'1aintenance refers to correcting significant defects in the network, as we ll as repairing, replacing or restoring major components that have been dc,troyed, damaged, or significantly deteriorated from ()-7 fl p I.',. i'< fit> lo e'< (-· :H ,"l n i": io:;. t' !tl l' n l the-city of g r<.!t.:nYill\! normal usage and old age. Some items ("minor repairs") may occur on a five to ten year cycle such as repainting, seal coating asphalt pavement or replacing signage. Major reconstruction items will occur over a longer period or after an event such as a fl ood. Examples of major recon::;truction remedial maintenance include stabilization of a severely eroded hillside, repaving a trail surface or a street used for biking, or replacing a footbridge. Remedial maintenance sl10uld be part of a long-term capital improvement plan. The following tasks should be performed on an as needed basis to keep network facilities in good, usable condition. Table 6(c) depicts the average life of each fa cility type, as well as ge neral ancillary facilities, witl1 nonn.11 we,u and tear. The repair or replacement of existing facilities should be reRected in a projected budget for future maintenance costs. Mulch Granular stone Asphalt Concrete Boardwalk Bridge/Underpass/ Tunnel Tablo 6(c) . .._. h ,j l' l t; ,. 0 2-3 years 7-10 years 7-l5years 20 +years 7-10 years 100 +years t r ;, i i :!! {i ~r e c n w J. y ~ i:;., ~I e ~· I .= f: Task: Facility Repair or Replacement r\11 facilitic~ will require repair or replacement at one time or anotl1er. The time between observation and repair/replacement will depend on wl1etl1er tbe needed repair is deemed a hazard, to what degree tbe needed repair will affect the safety of the user, and whether the needed repair can be performed by an in-house maintenance crew or il it is so extensive tliat the needed repair must be done by outside entities or replaced completely. Some repairs are minor, such as repainting or resurfacing bicycle lanes and can be done in conjunction with other Cc1pital projects, such as repaving the adjacent street. Replenish gravel, mulcb, or otl1er materials Repain t/restripe/stain Repave/seal Replace asphalt or concrete Remove encroaching debris along paved trail/sidewalk edges Regrade to prevent or eliminate low spots and drainage issues Add culverts, bridges, boardwalks, retaining wall s, etc. to prevent or eliminate drainage/erosion issues Reroute trail, i-f necessary, to avoid environn1entally sensitive or overused areas and any safety issues Task: Seasonal Maintenance Seasonal tasks should be performed as needed. When conditions cannot be improved to provide for safe use, the facility should be closed to prevent the risk of injury to facility users. Designated maintenance crews will ren1ove leaf debris, snow, and ice, etc. from all network facilities as soon as possible. Leaf debris is potentially hazardous when wet and special attention should be given to facilities ' t 11 t.: c i t y o f ~ r t: e n \I i ! I c with heavier usage. Ice control and removal of ice build-up is a continual factor because of the freeze-thaw cycle. Ice control is most important on grade changes anJ curves. Ice can be removed or gravel/ ice melt applieJ. After the ice is gone, leftover gravel •hould be swept as soon as possible. Remove leaf litter from network facilities, via raking, blo~•ing, mulching, etc. as needed to sustain the safe usability of all network fa...:::ilities and prevent any storm water drainage and/or erosion issues Remove snow and ice from network facilities, via shoveling, picking, salt, sand, etc. as soon as possible after storm Task: f·labitat Enhancement and Control Habitat enhancement and control can improve aestbetics, help prevent erosion, and provide for wildlife l1abitat. Habitat control involves mitigation of damage caused by wildlife. Plant vegetation, such as trees and shxubs Take preventative measures to protect landscape features from wilcllife, such as installing fencing around sensitive or newly planted plant materials Apply herbicide to eliminate any problem plant species, such as poison ivy or kudzu, etc. Apply herbicide to maintain facility edges and prevent encroaching vegetation, such as along trails and sidewalks Deter interaction between facility users and faci Ii ty i nhabi tan ts, sucl1 as feeding the wildlife, etc. t h c" l' i ~ )" O f ~ r c" t: II y j 11 ..:: coordinating education, enforcement, and encouragement programs, monitoring tl1e use and s<>fety of pedestrian and bicycle facilities, proposing future alternative routes, and working with adjacent communities and regional organizations to coordinate pedestrian and bikeway linkages. Public Works Department / E11gineeri11g The Public Works and/or Engineering Director should continue to oversee tl1e construction and remedial maintenance of all bardscape trail, bicycle, and pedestrian facilities. One member of the City of Greenville should handle facility development and construction (including posting bicycle route signs) <>mong his/her other responsibi lilies. Sout/1 Carolina Department of Transportation {SCDOT) SCOOT sl10uld continue to Jesign and builJ on-road facilities along with maintaining all pedestrian and bicycle facilities within the roadway rigl1ts-of-way tbat arc owned by tbc state (with the exception of sidewalks on local streets). This indudes paved shoulders, bicyde lanes, crosswalks, pedestrian signals, and sidewalks on main roadways. The City of G reenville sl10uld work with SCOOT to develop a scbedule for routine nrnintenance and a means of identifying locations for spot maintenance improvements. Po/ice Department All local police officer> sl10uld go througl1 training couroes so that they are up to date with the most current laws governing bicyclists and pedestrians in South Carolina. Specific law; can be found berc: http:l/www.dot.st.Jte.sc.us/gctting/pdfs/bikc_laws.pdf. t r u i J s fr 52 r c e 11 w a y s i.i .1 ·~ l ... t r: I :i. " 6 .4 Administration and Jurisdictional ResponsibJities 6. 4.1 Operation Responsibilities by Department City of Greenville Parks and Recreation Oepaxtment Duties forthe Park and Recreation Department would includecarrying out the recommendations from this Plan, applyi ng for funding, maintaining softscape trails and conducting routine maintenance of hardscape trails, and owrseeing the safety and operations of all greenway facilities. Staff should also conduct tasks such as updating and publishing new maps, creating and updating ors layers of all greenway facilities, proposing fuhire alternative routes, and working with adjacent communities/counties tu coordinate linkages. The Greenway Coordinator and/or staff should also play a role in education ancl encourngcmcnt programs. Greenville M PO (GPATS -Greenville-Pickens Area Transportation Study} Representatives from the City and/or County of Greenville should take on the responsibilities of "Pedestrian Coordinator" and "Bicycle Coordinator." Tbis is discussed in Chapter 5 -Implementation. These duties would indude carrying out recommendations from tl1is Plan, applying for funding, overseeing planning, design, and construction of the pedestrian and bicyde systems, and coordinating with the Greenway Coordinator and local and regional jurisdictions and SCOOT. These coordinators ,J10uld work with otl1er MPO staff to conduct t<>sks such as updating <>nd publisbing new local bicycle maps, creating and updating GTS layers of all bicycle facilities, 0 J' l.' ,. ~ f j I> I> ~ <..~· If) ('I II il ,,::· l' ill l' H l Vofunleers Services from volunteers, student labor, and seniors, or donations of material and equipment may be provided in-kind, to offset con:itruction ilnd maintenance costs. Formalized maintenance agreements, such as adopt-a-trail/greenway or adopt-a-highway can be ust:d to provide a regulated service agreement with volunteers. Otber efforts and projects can be coordinated ,,. needed witb senior class projects, scout projects, interested organizations, clubs or a neighborhood's community service to provide for the basic needs of the proposed networks. Advantages of utilizing volunteers include reduced or donated planning and construction costs, community pride and personal connections to the City's greenway, bicycle, and pedestrian networks. 6.4.2 Maintenance Responsibilities by Facility Type Maintenance responsibility will continue to be with the Paxks and Recreation Department and the Public Works Department depending on the type of facility to be m;iintained <>nd whether or not it is routine or remedial. A num_ber of other jurisdictions and entities, homeowner associations, and business groups wi ll also have roles in maintaining specific facilities in the pedestri<>n, bicycle, and grccnway networks. It will be helpful to create a citizen's group that could ultimately play an important role in coordinating and advocacy (Sec stewardsl1ip discussion, Section 6. l .2). A recommended maintenance schedule is included in Tables 6(a) and 6(b) for each system. Nature Trail Tbese spaces would be maintained by City Parks and Recreation crews or by homeowner associations where appropriate, for dedicated area; added into the system by new development. l·l•·1p{t;r 0 f,_ I 0 op I! r .;. t 1 !> 11 s f, ;i1 .1 t\..;,; • ,., t' "f t h-.: c.:ity of 2r -.:C!'n "·i ll -.: Greenway Trail The City P,uks and Recreation and Public \Xlorks Departments will continue to be the key agencies in the maintenance of facilities along roads, utility corridors, and stream corridors. Tlic Parks and Recreation Department, or where appropriate, homeowners: associations, should conduct routine maintenance of greenways. Public Works sl10u!d be responsible for remedial maintenance of hardscapc components. On-road Bicycle Facilities This system sl10uld be maintained by the City Public Works Department, SCDOT, and patrolled by the City Police Deparlrncnl. A key to continued success will be the establishment and acceptance o f bicycle facility operations and maintenance guidelines and proper training of botb supervisory and fi eld personnel regarding on-road bicycle facility upkeep. Tbere sbould al90 be interagency coordination and user feedback protocols that assure timl.!Jy rcsponsl.' to citizen complaints and suggestions, including a website and toll-free botline for pedestrian and bicycle maintenance requests. Bicycle route signs and bicycle racks should also be maintained by SCDOT, depending on the types and locations of facilities. Pedestria11 Facilities (On-road sidewalk/sidepat/1) Within the City of G reenville, major sidewalk repairs are made by the Public Works Department. Routine sidewalk maintenance should also be performed by the adjacent properly owners and tenants, as prescribed by city ordinances. This may include individual owners, business and resident associations and special districts, as applicable. In suburban and rural areas outside tbe City, sidewalks on main roadways should be maintained by SCOOT and sidewalks on residential streets should be maintained by property owners. t rai ls f/ ~r \."c u ways H~,1.'-l( 1 pl Trail/,.ads a11d Fealur< Areas These areas arc to be maintained by the Public Works and Parks and Recreation Depart111ent or the respective liomeowners associations if appropriate. Ot/1er Ancillary Facilities Special furnishings and amenities such as benches and signage will be t'1c responsibility of the appropriate jurisdictional entity such as tl.e Public Works and Parks and Recreation Departments. 6.4.3 Administratiue and Jurisdictional Recommc11dations Actions to implement the following administrative and jurisdictional recommendations arc described below. Co11aboration b4.!twccn off-road grecnways and on-road bicycle and pedestrian facility development should occur between the Greenway Committee and/or BPAC (discussed in Chapter 5 -Implementation), City Parks and Recreation, and tl1e Transportation Planning Division. Greenway Currently, the Park and Recreation Department is responsible for 452 acres of parkland, including the majority of greenway planning, operations, and maintenance. However, funding can be increased to assist in these efforts. ln order to increase the revenue generated for operations and maintenance of greenway facilities, the foll owing actions are recommended. Action: Develop a non-pro/it group or coalition /or greenways. The following is an example list of the duties associated with the Friends of tl1e Little Tennessee River Greenway in Macon County, t i. dpt(' r (1 ()-i J " pt',. il t 1 1> 11 ~ <..· '" .~ 11 il ·~." t• ;t1 t' n L t h e-ci ty nf g rc-cnvi llC' C. Friends of the Greenway (FROGs) assist Macon County in the management and development of the Little Tennessee River Greenway in a number of ways: Serve the public through the acquisition, restoration, protection, and enhancement of the natural resources. Integrate public recreational, historical, anti cultural facilities with compatible commercial interest adjoining the Greenway. Develop an informational center and educational materials to enhance awareness of environmental and historical value o f the Greenway. As;ist local government in funding through grants, dunations, leasing of concessions, and special events. Maintain a board and committees that fairly represent a diversity of interests in the community The City of Greenville should work to establish a "Friends of the Greenway/ organization that can help to advocate for and promote the full development of the community-wide greenway system. friends groups can help to raise awareness and funds for grcenway facility development and operation. The mission of these groups can be very simple, for example, the Friends of t'1e Grand Forks Greenway has the following mission: .. The Friends of the G reenway is a volunteer community grass-roots effort to support the development of the Red River and Red Lake River corridors that exist between the Army Corps of Engineers Flood Protection Project within the cities of Grand Forks, ND and East Grand Forks, MN." Typically, Friends of the Greenway will assist the City witl1 promoting and advocating for the Greenway System. They can sponsor events that raise funds for the system. They can host community forums and meetings that increase awareness. They can sponsor events, such as hikes and races, which encourage residents of the community to use the grcenways more often. Many Friends organizations operate under a non-profit, 50lc3 status so tbat they can receive contributions from individuals and private sector groups. Action: Hire and train new greenway maintenance crew personnel To maintain greenway facilities as described in Table 6(b), Greenway Routine and Remedial Maintenance Tasks Tl1e Parks and Recreation and Public Works Ocparh11ent scurrently maintain recreational and trail facilities. Maintenance responsibilities include mowing, weed eating, repair of storm damage, blowing trails, removing leaves, rail painting, inslalling drainage, pesticide application (witli license), etc. To improve maintenance standards fo r grec nway facilities: and predicl future maintenance needs, tl1e consultant recommends one mtli ntenance crew person for every 15 miles of trail in need of maintenance. As additional mileage is added to the system, staff should be added in part time or full time positions to accommodate greater maintenance needs. f:,_:) 11 pl~;,-.: l i 0 11" f,, !tl ,, ti.:;~·· t.; 11\ t"' ht l 11 c c i t y o f g r c ~ n \i i 11 t: 6.5 Cost of t11e Ope1·ations & Maintenance Program Annual operations and maintenance co:i:ts vary, depending upon the facility to be maintained, level of use, location, and standard of maintenance. Operations and maintenance budgets should take into account routine and remedial maintenance over the life cycle of the improvements and on-going administrative costs for tl1c operations and maintenance program. Table 6(d) provides an overview of approximate costs for basic bicycle, pedestrian and grccnway trai l operations and 111aintenan1.:c services. Tbc cstimal-es include field labor, materials, equipment and administrative co.sh. ~~~· ~~j' :' i Yrmt An.nua l\litu1te!1cu1ee Co$h \::;;:>-~~ ~f"t:& "e""' ;<';!•~-'Ff ""'.""5 't,;1''"Hl"f-...1""""'~~"~""."~l"l\l.-'!;~~,. *Yi.:; ~~b~~% ~:~~~~:<!tit :;t~r:t~~l~~~~¥~~i~: ~~~:~::~:%i®i&~i±i\ '~/J l>escriptionlt\cU\rit1r ',"' ¥,~ ~ freque~cy ", $ ~.'> .4;, ~ • Co~t~ i~'f"".~¥ i;'~·····• "~ '"·~ --·-'·" ;··-ww """'"'""~-"1'"'w' =-= • .,_, ~~ -J~~· ~~k~:~s t~::. ~~11t£t.,4,~£~ ... ". ~" ~~:~;: ~;:_~;~~- Drainage Maintenance 4x/year 5750 Sweeping/Blowing Trails 20x/yeai· 51500 Pick Up & Trash Removal 20x/year 51500 \'Vccd Control !Ox/year 51250 Mowing ~ 3 foot safe zone 20x/year 51800 Minor Repairs Annual 5750 Mainten:mce and Supplies Annual 5500 Equipment fuel and repairs Annual 51000 Total Maintenance -One Mile 59050 l he-i..· i t :i>· of ,; r<t t: H Y i 11 \! Pedestria11 Facilities {On Road Sidewalk/Sidepatf1) In the City of Greenville, t!ie Public Works Department maintains sidewalk facilities. Local property owners or Homeowner Associations (HOAs) should be responsible for routine maintenance uf sidewalks with the City rcoponsiblc for mure significant repairs. Crosowalks, pedestrian signals, curb ramps, median crossing islands, and other pedestrian facilities should be maintained by Public Works and SCDOT, depending on riglit-of-way ownership. It is recommended that SCDOT maintain all siJcwalks on SCDOT rights of way. Maintaining these pedestrian faciJitit!s is an imporlanl pad of maintaining the complete right of way for all users. SCDOT should maintain sidewalks and pedestrian crossing facilities on major roadways in areas outside of tl1e City of Greenville. Cracks, surface defects, tree root dama~e, and other problems sl10uld be identified on a regular basis ilnd fixed to ensure tbat .sidcwalk:i: remain accessible to all types of pedestrians. 6.5.2 Remedial Operations and Maintenance Co;ts Nature Trails For purposes of this study, remedial work on non-paved trails will be assumed to be negli gible, since volunteers may accomplish much of tl1is work. There may be some administrative costs associated with this. Greenway Trails A 10-to-12-year life is assumed for asphalt and crushed fine trails after which an overlay may be required. A complete resurfacing after 20-25 years is anticipated. Concrete is assumed to last lwice as long. l r J i J s fr ~ r c e 11 w ;i y :s ''~ ..l '> ! ~· ' p I ,"'l '' 6.5.J Roulin.z Operations and Mainfonance Costs While actual costs will vary depending upon a number of factors, such as future availability of water and labor rates, tl1e estimates can provide a general idea of potential operations and maintennnce obligations. Following are typical annual costs for key components: Nature Trails Annual maintenance cosls range from nominal lo $2,000 per mile/ year depending on usage and level of development. East Bay Regional Park District has est-imaled $1,000 per mile/year. Volunteers may absorb all or part of this function. Greenway Trails Crew sizes tend to range from 0 .5 to 5 full time employees (FTE's) per 10 miles of off-strcd trail. This plan recommends at least one FTE per 15 miles of trail. Annual routine maintenance costs may range from less than $3,000 to over $7,000 per mile. Routine cleanup and monitoring of facility conditions should be handled by volunteers and maintenance crews. On-road Bicycle Facilities It is assumed that the current City of Greenville Public Works Department and SCOOT Maintenance Division will be able to maintain the on-roadway bicycle facility system. Some provision should be made however for fifteen regular inspections per year, to include minor repair or replacement of signs, vegetation grooming and other items tl1at an inspector could remedy in tlie field. Additional attention should be paid to any potholes or other pavement damage. Some additional sweeping will be required where bicycle lanes and wider sl1oulders are provided along roads. t r ii i I :J {.J ~ r e c n "" -. )' -:Jo t•' ., ,. 1 e 1· f l Bridges, hinncls, retaining walls and otl1er beavy infrastructure are assumed to have a 100-year life or longer. On-road Bi.-ycle Facilities Remedial work fur un-road bicycle faci Ii tics includes asphalt repaving (5' on either side of the street for a two-way bike route, total 10' width) along with curb ,ind gutter, sewer-grate and manhole repair. Pothole and crack rep<.lir are considered routine. Pavement n1arkings, such as bicycle lane lines, bicycle stencil markings, and cdgclines sl1ould be re-installed when other roadway pavement markings are improved. Sinct! this work is dont:: a.s part of the currt:nt .street maintenance regime the cost is assumed to be covered. Pedestrian Facilities (0 11 Road Sidewalk/Sidepath) Sidewalks should be constructed with concrete, which requires n.~plact:ment in 50 to 75 yt:an;. A rough cost estimate for a linc:ar mile of concrete sidewalk could be provided by the City's P ublic Works Department, including the base material, concrete, and. construction work. Costs for design and Right-of-Way (ROW)/ easement purchases shou Id also be considered. 6 .6 Funding the Operations & .Maintenance Program Identifying fundi ng sources, creating funding sources and sustaining reliable funding over the long term is critical to the overall success of operations and maintenance and, ultimately, the success and growth of the Greenville greenway and trail network. Several types of funding o-14 ti p ~ ; .i. l i o n" f,, 1t1 ,, n ..; 1'i. t.: 1h r 11 t t J,"' i.: i t y of i2' r"' c: n "i I I ~ sources can be identified and a combination of these might offer the best solutions. The following arc potential sources for operations and maintenance. Appendix D identi fies funding source• for project design and implementation. Budget Al/ocatio11s to Current Agency Programs These are funds coming directly from existing agency and department programs as part of annual budget contributions. Typically this is t.he base revenue source for operations and management. !vfufti.Objeclice Partners/rips Most trails serve multiple public and pri vate bene~ts inclucling access for floodway and ditch upkeep, utility access, street maintenance, and enhancement o f adjacent private properties. This may pose a number of opportunities for task sl1ari;1g and cost sharing amoug the various bcncfil.:'iarics, partil.:'ularly with rt=spc(:'t tu storm. Jrai nagc management along river, creek, and wetland corridors. In-Kind Services ln-kind service:; involve people, suc11 as volunteers, youtl1 and student labor, and seniors to provide routine maintenance practices to nelwork facilities. In-kind services may also include donations of material and equipment. Another consideration is the adopt-a- trnil program, which wurks with service clubs, scouts, schuol groups, businesses and others. Adopt-a-trail programs should include credit signagc and written agreements with the adopting group. Trust Fund Working in partnership witb a Friends of the Greenway group, the City of Greenville may be able to establish a G reenway Trust trails f; ~rcl!llW.'.lys m.1 .. ! .. , If Fund. This T rust Fund would be a dedicated source of funding t!rnt supports tbc operation and management of portions of tbe greenway system. The Friends of the G reenways would work wi th a private financial inslitution to :;el up an investment account or work with a local foundation to establish an endowment. Contributions to the fund would be solicited from greenway advocates, businesses, civic groups, and other foundations. The goal would be to establish a capital account that would earn interest and use the interest monies to support greenway maintenance and operations. Special events could be held whose sole purpose is to raise capital money for the Trust Fund. A trust fund can also be used in the acquisition of high- priority properties that may be lost if not acquired by private sector i11jtiative. Exa111ple: The Mounfai11s-to-Sou11d Greenway Legacy Fund. Washi11gfo11 -T he Mountains to Sound Greenway Legacy Fund is an endowment fund managed by The Seattle Foundation. Its purpose is the protection of the Mountains to Sound Greenway, for the public good, in perpetuity. It will be used to support restoration, enl1ancement, education and advocacy programs of the Mountains to Sound Greenway Trust. Currently we have a goal of raising $1 million for tl1e Greenway Legacy Fund by July 2006. Tl1is will kick off a multi-year endowment fund campaign wi th a goal to raise $5 million. Revenue from Programming Tbe City of G reenville should also work with a Friends of tl1c Greenway to capture and direct fees and revenues that are derived from grcenway events and activities into an account tbat can be dedicated to o perating and managing the greenway system. Revenues 6-J'i the 1:lty of ~r.:t.:11vill\! could be used to support the Greenway Trust Fund. As defined in Chapter 5, there arc numerous opportunities to program grcenway lands and facilitit:s for activitit:s that can generah: revtmues. Tht!' City of Greenville should work actively, and in partnership with a Frit:nds of the Greenway organizatio n, to define events t.lrnt can occur throughout the calendar year, and determine which of these events has the capability of generating revenues that support operations and management of the greenway. Grand Forks, Nortl1 Dakota has demonstrated that a properly operated greenway can generate upwards of $250,000 in direct revenues annually for use in oH setting the cost of operations and maintenance costs. 6 .7 Operation s and Maintenance Resources for C onflict Resolution Plan, design, and manage to reduce connicts among users, with adjacent properties including: reckless and unsafe bel10vior; incompatible uses; trespassing; disturbances and adverse environmental impacts Recognize the different goals of di[[erenl users, such as equestrians and bicyclists, and separate where feasible Provide user education through signagc, pahol, volunteers, brochures, and media P rovide adequ,1te trail mileage and bicycle, pedestrian, and greenway acreage to accommodate user populations Solicitinputfrom user groups by providing contact infornrntion to report problems and responding promptly and cffcctivc!y to complaints, concerns, or suggestions 1.: h ,, I'{\: r 0 6-!6 t r n i I rl (-' ~ r \! c n '" u y ::1 1" ., i< l t: 1· !' I.: 1~ Monitor, document, and log problem areas and address problems through design and management Promot~ trai l ~tiqu~th: Educate bicyclists and hikers on how to pass horses using subdued voice cues rather than bells, horns, or sudden loud noise that migl1t startle a horse Avoid excessive regulatory signagc Employ temporary closure of facilities when conditions dictate or for resource recovery Maintain facilities as specified in this chapter Distribute or publish a maintenance schedule Respond to illegal or disturbing activity quickly Gr-oumvi/Jc Bicycle Patrol : ti.,, !l ... f,,-111 .1 o..; ~ t.: "' r" I f'• APPENDIX OBJECTIVES BY ALTERNATIVES MATRIX Preliminary analysis of path surface options. Q: What is the best path surface for the CVG when it runs nea Alternatives -7 Asphalt Concrete Gravel Pervious Filter Recycled Concrete Strips Plastic Fundamental and (Country Lumber Objectives Perm ea ble Lane) Boardwalk Pavers Ecology -highly -highly -no chemical -highly --contains no impervious impermeable leaching permeable, permeability toxic or -runoff: high -runoff: high -medium increased of path area corrosive -tar-based (?) -light in permeability infiltration enhanced by chemicals, (contains colour, less -relatively -helps reduce filter strips does not leach petroleum urban heat high level of runoff -may reduce -made of products) island effect sediment -helps reduce storm runoff recycled -contains -significantly mobilization transport of by40% HDPE: volatile alters from gravel pollution to -some9f reduces organic hydrology itself streams natural deforestation compounds -erosive -natural infiltration and keeps such as capability of drainage system plastic out of polycyclic water patterns and prese~ed landfills aromatic increased boundaries -highly hydrocarbons preserved compatible and in some with natural cases heavy drainage metals patterns -can leach -soil into water underneath and soil pathway not -dark in compacted colour and -minimal therefore impact on absorbs heat hydrology and can affect runoff temperature -significantly alters hydrology -erosive capability of water increased Safety -skid -highly skid -ifnot well -highly skid -highly skid -skid resistant resistant resistant packed resistant resistant -smooth -verv smooth -very smooth cyclists, -very smooth -very surface except -may buckle -very durable others may -eliminates smooth for very small or crack if and excellent skid dangerous -possible depressions not properly weight -most bumpy surface water crowding between maintained bearing of all pockets -highly firm boards -highly firm capacity alternatives -highly firm and stable -highly firm and stable -highly firm -less firm and and stable and stable and stable less stable --highly shock depends on absorbent oacking Accessibility 5/5 3/5 5/5 5/5 5/5 4?/5 -ie. those on rollerblades, scooters, skateboards may have trouble Cost -$1 per -$5-7 per -$2-6 per sq. -medium -50% more -$I .20-$3.30 (/feasibility) square ft. square ft. ft. -requires expensive per foot, or -requires -requires less -requires moderate than 20-50% more much maintenance frequent maintenance concrete expensive maintenance maintencance (ie. -high than occasional maintenance conventional sweeping -reduces treated lumber and pressure need for that typically washing to other used to keep pores stormwater construct unclogged management boardwalks -reduces or or drainage -approx. same eliminates facilities cost as high need for grade cedar other -little or no storm water maintenance management required; or drainage lifespan of facilities 50+ years (most expensive for initial installation but least expensive to maintain) Function -not -not -coupled -can be used -further tests -appropriate appropriate appropriate with anywhere required to m in close in close appropriate pavement determine ecologically proximity to proximity to vegetation, is can be used appropriate sensitive areas watercourses, watercourses, more suitable (and more) distance such as bogs, particularly particularly for areas -due to high from wetlands, in those that those that close to permeability, watercourses riparian areas bear fish bear fish watercourses might be -possible used closer community to streams involvement m maintenance of filter .... Active Fast surface Fast surface Slower transportation surface, often avoided by cyclists Still Creek Rehabilitation and Enhancement Report Prepared by: General manager of Parks and Recreation Planning & Operations To: Board of Parks and Recreation Vancouver, BC Fast surface July 11, 2002 http://www.city.vancouver.bc.ca/parks/bdpackg/2002/020722/stillcreek.htm strips Fast surface, Fast surface, although although travel speed some users, may be such as slowed by cyclists, might crowding be uncomfortable riding on a raised surface Park Board has a longstanding interest in Still Creek. In 1988, both the Board and Council approved a comprehensive set of policies and actions that aimed at protecting and enhancing Still Creek. As a result, the open watercourse on the Superstore site (3185 Grandview Highway) was protected, and a new zoning by-law which stated "Still Creek shall be retained and enhanced as an open watercourse" was adopted. These positive steps were tempered by the fact that about 120 meters of Still Creek were culverted in 1989 -this occurred because the Rupert Square development (2750 Rupert Street) preceded the new zoning by-law. That Still Creek is an area of concern is clear from the adoption of a zoning bylaw, in 1988, stating that "Still Creek shall be retained and enhanced as an open watercourse" (from, to Board Members, July 11 , 2002. A section of which states: "There are three important reasons for preserving, restoring and enhancing Still Creek in the Grandview-Boundary Industrial Area: -it will provide an important recreational amenity: Still Creek is part of a larger recreation corridor that includes Renfrew Ravine Park, Burnaby Lake and Brunette River (a distance of 18 kilometers). This corridor is considered to have significant recreational and natural value and, as a result, was included in Greater Vancouver's Green Zone in 1993; -it will improve the quality of the water in Still Creek, Burnaby Lake and Brunette River, thus contributing to enhanced fish habitat and reducing the quantity of contaminants that reach the Fraser River; and -it will provide better management of rain water during and after storms, reducing the risk of flooding in Vancouver and Burnaby." From the Still Creek Report, Appendix3, available at http://www.city.vancouver.bc.ca/commsvcs/cityplans/StillCreekReport/Appendix3 .pdf, we have the fo llowing sections, whi ch illustrate policy concerns regarding Still Creek and the Brunette Ri ver: Brunette Basin Watershed Plan This plan provides the overarching fra mework for storm water management withinthe Still Creek-Brunette Ri ver Watershed. It was adopted by Vancouver CityCouncil in 2000 with the recommendation that: " ... the goals, objectives and guiding principl es in the draft Brunette Basin Watershed Pl an be taken into consid eration when carryin g out City activiti es in theStill Creek drainage basin." The policies and principles of the Brunette Basi n Watershed Plan that are relevant toStill Creek in clude: • Develop floo dplain management strategy and associated bylaws; • Develop watercourse protection and sediment and erosion contro l bylaws ; •Consider property acquisition of ripari an, wetland and flood storage areaswhere local planning process provides opportunity; •Integrate stormwater management and Best Management Practices guidewith land use planning tools -policy statements in Official Community Pl ans and zoning and subdivision or by law; • Develop sub-watershed stormwater management plan; • Improve fis h passage and enhance/re-vegetate as part of facility repair or upgrades, and, ..... .. • Consider daylighting the creek where local planning process provides opportunity. The Brunette Basin Watershed Plan also includes recommendations for educationand stewardship programs, as well as specific improvement programs for a varietyof issues. Still Creek CD-1 Guidelines The Still Creek CD-I Guidelines were adopted by City Council in April 1990. Theguidelines call for "development to occur in a manner consistent With retainin g andenhancing the open watercourse." The guidelines include the following section: "6.0 Amenity Areas: Still Creek shall be retained and enhanced as an openwatercourse, except for pedestrian and vehicular crossings, the location and designof which shall be subject to the approval of the Director of Planning". Highway Oriented Retail, 1-2 and 1-3 Policies This document was adopted in July 1999, and includes policies and guidelines forland use in the Grandview/Boundary Industrial area (GBIA). It includes a number ofinnovative approaches to re-development and enhancement of Still Creek. Theseinclude daylighting the creek, limiting impervious cover and using on-site retentionof storm water among other Best Management Practices. Section I 0.2 Water: Surface and Groundwater Protection includes the following recommendations: (a) Permeable surfaces should be maximized to reduce storm water runoff andrecharge groundwater in the following priority order: First, grass then gravel on sandand, third, paving stone on sand. (b) Consider providing on-site stormwater storage by incorporating ponds or similar recreational/ amenity features that have dual fu nctions. (c) Streams should be daylighted where feasible and supported by Engineering Services to expand recreational opportunities and feed into Still Creek. (d) Ditches or swales shou ld be created, where appropriate, to carry, filter and reduce surface runoff as well as minimize underground infrastructure. (e) Grey water should be recycled on site, if possible, for irrigation purposes to reduce water use, waste water and runoff." It is the City's intention to fully daylight the creek and provide pedestrian/bicycle access and landscaped public open space amenities along the creek edge. Sti ll Creek should beretained and enhanced as an open watercourse. The abi lity to secure this amenitywi ll be a key criteria in assessing proposed developments." From the Brentwood Design Project we have the following table describing impacts on streams of impervious surfaces: http://www.sustainable- communities.agsci.ubc.ca/projects/Brentwood/Eco _Table I .htm !#Eco_ Table I SUSTAINABLE URBAN LANDSCAPES The Brentwood Design Charrette ECOLOGICAL INFRASTRUCTURE TABLE 1 -Summary of impacts of urban streams associated with increased imperviousness. Changes Impact Changes in stream hydrology • increase in magnitude/frequency of severe floods • decrease in base flows • decrease in groundwater recharge • increase in flow velocities during storms Changes in stream morphology • channels widen • downcutting of stream beds, erosion of stream banks • reduction in hydraulic capacity die to shifting bars of coarse sediments • loss of pool/riffle structure Changes in stream water quality .»Back • increase in nutrient loads (organic and inorganic nitrogen, phosphorous) causing algal growth • bacterial contamination • increase in sedimentation affecting the food chain • increase or decrease in pH levels • deposits of heavy metals and other toxic chemicals onto stream sediments • increase in hydrocarbon concentrations • increase in water temperatures due to heat reflected from impervious surfaces Changes in stream ecology • reduction in diversity of aquatic organisms • sed imentation creates barriers to fish migration • loss of in-stream habitat structures (pool and riffle sequences, overhead cover) • decline in amphibian populations "" US Environmental Protection Agency discussion of Porous Pavement http://www.epa.gov/owm/mtb/porouspa.pdf POROUS PAVEMENT: Porous pavement is a special type of pavement that al lows rain and snowmelt to pass through it, thereby reducing the runoff from a site and surrounding areas. In addition, porous pavement filters some pollutants from the runoff if maintained. There are two types of porous pavement: porous asphalt and pervious concrete. Porous asphalt pavement consists of an open-graded coarse aggregate, bonded together by asphalt cement, with sufficient interconnected voids to make it highly permeable to water. Pervious concrete consists of specially formulated mixtures of Portland cement, uniform, open-graded coarse aggregate, and water. Pervious concrete has enough void space to allow rapid percolation of liquids through the pavement. The porous pavement surface is typically placed over a highly permeable layer of open-graded gravel and crushed stone. The void spaces in the aggregate layers act as a storage reservoir for runoff. A filter fabric is placed beneath the gravel and stone layers to screen out fine soil particles. Figure I illustrates a common porous asphalt pavement installation. Two common modifications made in designing porous pavement systems are (I) varying the amount of storage in the stone reservoir beneath the pavement and (2) adding perforated pipes near the top of the reservoir to discharge excess storm water after the reservoir has been filled. Some municipalities have also added storm water reservoirs (in addition to stone reservoirs) beneath the provide for infiltration through the underlying subsoil. APPLICABILITY Porous pavement may substitute for conventional pavement on parking areas, areas with light traffic*, and the shoulders of airport taxiways a runways, provided that the grades, subsoils, drainage characteristics, and groundwater conditions are suitable. Slopes should be flat or very gentle. Soils should have field-verifi ed permeability rates of greater than 1.3 centimeters (0.5 inches) per hour, and there should be a 1.2 meter (4-foot) minimum clearance from the bottom of the system to bedrock or the water table. ADVANTAGES AND DISADVANTAGES The advantages of using porous pavement include: • Water treatment by pollutant removal. • Less need for curbing and storm sewers. • Improved road safety because of better skid resistance. •Recharge to local aquifers. The use of porous pavement may be restricted in cold regions, arid regions or regions with high wind erosion rates, and areas of sole-source aquifers. The use of porous pavement is highly constrained, requiring deep permeable soils, restricted traffic, and adjacent land *emphasis added. alta -PLANNiNG + DESIGN INFO@ALTAPLANNING.COM • (877) 347-5417 • WWW.ALTAPLANNING.COM NORTHERN CALIFORNIA • SOUTHERN CALIFORNIA • PACIFIC NORTHWEST • NEW ENGLAND Wh at's Under Foot? Multi-use Trail Surfacing Options by George Hudson, Principal, Alta Planning + Design When approaching a trail project, trail designers and local agency representatives often assume their trail will be surfaced with asphalt or perhaps concrete if budget allows. These are some of the most common and acceptable materials used on trails. But this may not be what local residents had in mind when the trail idea was initially conceived. Or, local residents may not have considered the trail surface until a specific surface was proposed, and then suddenly everyone has an opinion. Trails typically serve a transportation function but most trail users do not want a trail to appear as a mini-roadway. This often leads designers into an exploration of possible trail surfacing options. These conflicts often lead designers into exploring possible trail surfacing options (of which there are more every year), including: • traditional asphalt and concrete • limestone treated surfaces • permeable asphalt and concrete • rubberized surfaces, such as "Nike Grind" • commercial soi l stabilizers • organic surfaces, such as bark mulch and • geotextile confinement systems wood planer shavings )< chip seal • agricultural by-products, such as filbert shells • crusher fines • wood, in the form of boardwalks In arriving at a recommended trail surface, several key criteria should be considered including: • Initial Capital Cost -Trail surface costs vary dramatically and dollars to build trails are scarce. Construction costs include excavation, subbase preparation, aggregate base placement, and application of the selected trail surface. Costs can vary from a low of around $2.00/SF for a b~rk mulch trail, up to $12-$13/SF for a rubberized surface. • Maintenance and Long Term Durability-The anticipated life of a trail surface can vary from a single year (bark surface in a moist climate) to 25+ years (concrete). In addition, each trail surface has varying maintenance needs that will require regular to sporadic inspections and follow up depending on the material selected. Some surface repairs can be made with volunteer effort such as on a bark surface trail, while other such as a concrete surface will require skilled craftsmen to perform the repair. • Existing Soil and Environmental Conditions -Soil conditions are a given and play a critical role in surfacing selection. Rail-to-trail projects are often gifted with an excellent base to build a trail on . But a surface such as chip seal has a greater chance of developing a wash boarding effect over time due to "railroad tie memory." In addition, when considering the use of a permeable concrete or asphalt surface, the success rate of these surfaces is directly correlated to the permeability of the soil and climatic conditions. The lower the permeability and moisture, the greater risk of failure. • Availability of Materials -A great trail surface in one area of the country may prove cost-prohibitive in another area due to availability of materials. Limestone-treated trail surfaces are common in the eastern US, but unheard of in the west due to a lack of limestone. There are also some environmentally sound ideas such as the use of recycled glass in asphalt (called "Glassphalt"), but because this is not done on a large scale basis, finding a source for the glass aggregate may prove difficult. • Anticipate Use/Functionality -Who are the anticipated users of the trail? Wi ll the trail surface need to accommodate equestrians, wheelchairs, maintenance vehicles, bicycles, etc.? Multiple use trails attempt to meet the needs of all anticipated trail users. But this may not be feas ible with a single trail surface. Consider the should er area as a usable surface, making it wide enough for use by those preferring a softer material. Each surface also has varying degrees of roughness and therefore accommodates varying users. In-line skates, for example, cannot be used on a chip seal surface or most permeable concrete surfaces due to the coarseness of the finished surface. • Funding Source -The funding source for the trail may dictate the trail surface characteristics. If the trail has federal funds and is being administered through a state DOT, the state DOT will need to review and approve the se lected trail surface. • Susceptibility to Vandalism -Trail surfaces are not usually thought of as being susceptible to vandalism, but the characteristics of the varying surfaces do lend themselves to a variety of vandalism including movement of materials such as gravel or bark, graffiti on hard surfaces, arson (wood and rubber surfaces), and deformation. • Aesthetics -Each trail surface has varying aesthetic characteristics that should fit with the overall design concept desired for the project. On a recent trail master plan project, the Trolley Trail in the southeast Portland, Oregon metropolitan area, Alta researched several trail surfacing options suitable for use on a multi-use trail in the Pacific Northwest. The project trail follows an abandoned rai l corridor, with most of the base lost over time. Native soils present at the site were poorly draining. The following images show trail surfacin g options reviewed for this project. A table fol lows, which summarizes the surfacing research findings. METRO PEOPLE PLACES OPEN SPACES Concrete Asphalt Surfacing Options Permeable Asphalt Asphalt Glassphalt Polly Pave NORTH CLACKAMAS PARKS & AECllEATION DGTIQC1' METRO PEOPLE PLACES OPEN SPACES Trolley Trail Master Plan Trail Section Clear Zone 10' Clear Slope Existing Vegetation 4' 12' preferred width 2' rnin. width ' f soft shoulder __} walking trail, possible equestrian use Trail Surface ___. 8'min1mum width 40' ROW .2' Swale Utility Pole Swale for water quality I drainage (will vary per site-specific conditions) r Existing property line fence METRO PEOP LE PLACES OPEN SPACES Nike Grind -Atlas Track Pavers with Fines Nike Grind -Field Turf Permeable Concrete <)-Lino M••k;ng l ~Playing Sur1ace lll 2 .... FilS9rCoati2 .+Rlinforud llyer AVllllbh~ +u1tS.E'ltr12 = tQ8mm +A•-• Soock """j '4-Adh•,iv.. +~!~~.:~ •• Nike Grind -Rebound Ace Permeable Concrete METRO PEOPLE PLACES OPEN SPACES Chip Seal Filbert Shells Surfacing Options Wood Planer Shaving/Bark Crusher Fines J '99 \ ~;1~ v ..y'\. -'\/ ~~:-ti -<(;'~ rat ur acmg atnx, M 1 · U H dS f u ti-se ar ur ace T ·1 rat Product Description/Installation Durability Maintenance Permeable Functionality ADA MTIP Availability Vandalism Cost 2'-12'-2' Method Description Fundable Susceptible Per section SF cost B=Bicycle H=I-ligh G=Graffiti P=Pcdcstrian M=Modcrate C=Cutting S=Roller blade L=Low A=Arson W=Wheelchair M=Moved D= Deformation Nike Prepare subbase, place 8-10 years Reapply Yes Pedestrian Yes No L -locally C,A,G $12.50 $3 ,198,000 Grind-geotextile, 6" aggregate binding agent only. Avoid based but Atlas base, apply Nike grind every 5-6 heavy loads few Tracks atlas track rubberized years. Keep including installers (Familian surface over base. surface clean, equestrians, Product) dirt and sand bicyclists, and wear surface vehicles down, Full replacement needed after 10 years Nike Prepare subbase, place 8-10 years Sweep Yes Pedestrians No No L C,A,G $11.75 $3 ,006,120 Grind-geotextile, 6" aggregate regularly; keep only, too soft Field Turf base, apply field turf free of organic for bikes and surface over base, similar materials as wheels to laying a carpet. they will rot the surface. Replace surface after 10 years Nike Prepare subbase, place 8-12 years Replace No B, P, W, S, but Yes Yes L C,A,G $10.50 $2,686,320 Grind-geotextile, 6" aggregate topcoat after not tested, Rebound base, pour concrete or I 0 years intended Ace asphalt base, apply application is rebound Ace surface sport surfaces directly over hard surface. Permeable Prepared subbase, place 15 years Vacuum sweep Yes B,P, W Yes Yes M G $6.00 $1,535,040 Concrete geotextile, 12" depth and pressure aggregate base, Portland wash 4 times a cement, coarse aggregate, year water, 5" depth section Product Description/Installation Durability Maintenance Permeable Functionality ADA MTIP Availability Vandalism Cost 2'-12'-2' Method Description Fundable Susceptible Per section SF cost B=Bicycle H=High G=Graffi ti P=Pedestrian M=Moderate C=Cutting S=Roller blade L=Low A=Arson W=Wheelchair M=Moved D= Deformation Concrete Prepared subbase, place 25 years Periodic No B,P,S, W Yes Yes H G $4.75 $1 ,215,240 geotextile, 6" agg. base, inspection for Portland cement, aggregate, uplift and sand, water settlement, 4" depth section repair as needed Permeable Prepared subbase, place 8 years Vacuum sweep Yes B,P,S, W Yes Yes M G $3.50 $895,440 Asphalt geotextile, I 2" depth and pressure aggregate base, emulsion wash 4 times a and coarse aggregate 2" year, patch any depth section pot holes as needed Glassphalt Prepared subbase, place 7-I 0 years Pothole No B, P, S, W Yes Yes M G $2.75 $703,560 geotextile, 6" agg. base, patching asphalt with aggregate/glass, 2" depth section Reground Prepared subbase, place 7-10 years Pothole No B,P,S, W Yes Yes M G $2.75 $703,560 Asphalt geotextile 6" aggregate patching base, emulsion recycled asphalt chips 2" depth section Asphalt* Prepared subbase, place I 0 years Pothole No B, P, S, W Yes Yes H G $2.75 $703,560* geotextile, 6" aggregate patching base, emulsion, aggregate Poly Pave Prepared subbase, place 5-10 years Reapply Poly No B,P, W,S Yes Unknown L G $2.50 $639,600 geotextile, 6" aggregate pave solidifier base, grade and shape, mix every 1-2 years poly pave in top 2" of base, depending on spray on two top coats of level of use. poly pave Make spot \ ;2" depth section repairs as ,I needed. '/\ Prepared subbase, place 7-10 years Pothole No B,P, W Yes Yes M G $2.00 $511 ,680 geotextile, 6" aggregate patching base, emulsion, Yz" -Y.." aggregate, two coat process **The cost 'for all hard surface o tions includes us in p g 2' wide shoulders of'!." minus g ravel for a 6 mile trail .. Trolley Trail T 'I S f: . M t . S ft S f: /Sh Id ra1 ur acmg a nx, 0 ur ace OU er Product Description/Installation Durability Maintenance Permeable Functionality ADA MTIP Availability Vandalism Cost 6' wide Method Description Fundable Susceptible Per section SF cost* B=Bicycle H=High G=Graffiti P=Pedcstrian M=Moderate C=Cutting S=Rollcr blade L=Low A=A rson W=Whcelchair M=Moved E=Equcstrians D= Deformation Nike Prepare subbase, place 8-10 years Reapply Yes Pedestrian Yes Not as L-locally C,A,G $12.50 $1,200,600 Grind-geotextile, 6" aggregate binding agent only. Avoid primary based but Atlas base, apply Nike grind every 5-6 heavy loads trail, ok as few Tracks atlas track rubberized years. Keep including shoulder installers (Familian surface over base. surface clean, equestrians, Product) dirt and sand bicyclists, and wear surface vehicles down. Full replacement needed after I 0 ·-~-~ ·-years '( !"'Nike " Prepare subbase, place 8-10 years Sweep Yes Pedestrians No Not as L C,A,G $11.75 $1 , 128,564 Grind -geotextile, 6" aggregate regularly; keep only, too soft primary l Field base, apply field turf free of organic for bikes and trail, ok as ~ Turf surface over base, similar materials as wheels shoulder . .....,_..... to laying a carpet. they will rot the surface. Replace surface after I 0 years Nike Prepare subbase, place 8-12 years Replace No B, P, W, S, but Yes Yes L C,A,G $10.50 $1,008,504 Grind -geotextile, 6" aggregate topcoat after not tested, Rebound base, pour concrete or 10 years intended Ace asphalt base, apply application is rebound Ace surface sport surfaces ..._ directly over hard surface . Pave rs Prepare subbase, place 15 years Keep weeded, Yes B, P, W, S, E Yes Yes M M $4.50 $432,216 with geotextile, 6" aggregate refill cells with ~ Fines base, place plastic pavers gravel as ~) over base, fill cells with needed CN 3/16" minus crushed rock. l(lf Product Description/Installation Durability Maintenance Permeable Functionality ADA MTIP Availability Vandalism Cost 6' wide Method Description Fundable Susceptible Per section SF cost B=Bicycle H=High G=Graffiti P=Pedestrian M=Moderate C=Cutting S=Roller blade L=Low A=Arson W=Wheelchair M=Moved E=Equestrians D= Deformation Wood Prepare subbase, place 2-3 years Add 2"-3 " of Yes P,E No Not as H M,D,A $2.60 $249,725 Planer ~geotextile, 4" aggregate new material primary Shavings( boi base, place 3" layer of annually trail, ok as wood planers shavings, shoulder add additional 3" layer after initial compaction Crusher Prepare subbase, place 2-5 years, Sweep to fill Yes P,B No Not as H M,D $2.50 $240, 120 Fines/Gravel geotextile, 6" aggregate depending voids from primary ~ base, place 2" depth W' on dislodged trail , ok as minus over base, roll and maintenance fines shoulder compact ) ) "!be Prepare subbase, place 7-10 years Keep shells in Yes P,E No Not as M M $2.25 $216,108 Sn s geotextile fabric, 4" place by primary aggregate base, then 3" regular trail, ok as layer of filbe1i shells raking. Re-top shoulder ~ every 5 years WOod Prepare subbase, place 1-3 years Top dress Yes P,E No Not as H M,D,A $2.10 $201 ,700 J Mulch geotextile, 4" aggregate annually primary base, place 3" layer of trail, ok as wood mulch, rake and shoulder shape, apply second 3" layer after initial compaction and settlement * 6' width 1s used as an example and cost estimating purposes only. Other widths can be considered. Summary of Qualifications PLANNING + DESIGN -· -. '{--::-. www.altaplanning.com I (877) 347-5417 toll free Alta Planning+ Design is one of North America's leading firms specializing in progressive transportation planning, design, and implementation. We focus on multi-modal solutions, particularly bicycle, pedestrian and trail corridors and systems. Services Alta provides a full range of services including: • master plans • project design • sign plans • public involvement • environmental review and documentation • bicycle/ pedestrian integration with transit • corridor plans • bicycle parking design • plan updates • school safety studies • technical assistance and trainings • construction documents and observation We offer complete landscape architecture and engineering services. Staff \Ve a.re at the forefront of the progressive transportation movement. Alta staff are active in the Association of Pedestrian and Bicycle Professionals, Institute of Transportation Engineers, Transportation Research Boa.rd, and are conducting national studies for the U.S. Department of Transportation. We conduct pedestrian and bicycle trainings nationwide, and have been involved in award-winning plans and projects. Experience We have experience working in all size communities, from a few thousand to millions, from rural to mountain and desert to suburban and urbanized areas. We strive to tailor each project to the community's unique setting, history and culture through an active public participation process. Alta staff are proud to have designed and implemented over 1,500 miles of bikewa.ys. Northern California I Southern California I Pacific Northwest I New England Firm Profile Alta Planning + Design Year Established: 1996 Office Locations: San Rafael, California (main) Plymouth, Massachusetts Staff: { Portland, Oregon San Diego, California \is professional staff, including five Principals PLANNING + DESIGN Berkeley, California Los Angeles, California Professional Skills: Planning (Transportation, Environmental, Community); Landscape Architecture; Engineering; CAD Design; GIS Mapping; Drawing, Rendering and Image Manipulation Principals Michael G. Jones, MCP, has managed more than 200 studies since 198S, ranging from major national, state, and regional plans to corridor studies to plans for small towns. Mr. Jones is a nationally-recognized expert in bicycle, pedestrian, and trail planning and design, as well as in financial analysis, and transportation and parking management. He has developed innovative methodologies and models for topics such as bicycle demand, GIS-linked roadway suitability, and shared-use parking. He has presented to and been published by the Institute of Transportation Engineers, the American Planning Association, the American Society of Landscape Architects, and the Rails-to-Trails Conservancy. Mia Birk manages the Pacific Northwest office of Alta. She is responsible for all aspects of program management, including project development, budget management, public communication, project design, cost estimation and analysis, report writing, and management of advisory committees, technical assistance and support staff. She has developed numerous bicycle, pedestrian, trail, and corridor plans, and has managed the public process, design and implementation of over 200 miles of new bikeways, thousands of bicycle parking spaces, and a bikeway maintenance program. While at the City of Portland, she developed Portland's Bicycle Master Plan, commuter map, web site, and numerous public outreach materials. George Hudson, RLA, ASLA, is one of the leading trail and bikeway designers in the Western United States. He has worked exclusively on alternative transportation projects for the past 12 years. He has acquired rights-of-way, master planned over 200 miles of alternative transportation routes, secured in excess of $10 million dollars for development projects, facilitated public processes on over 2S projects, addressed endangered species issues in conjunction with development projects, successfully negotiated trail rights with railroads, and overseen $3S million dollars of construction. Mr. Hudson has a proven record of accomplishment on complex projects requiring a multi-disciplinary team approach. His experience has ranged from major urban waterfront esplanades to earthen hiking and ski trails in the national forest. Paul Smith manages the Eastern Division of Alta Planning + Design, which conducts transportation planning and design projects for clients in ew England and beyond. Mr. Smith served as the Project Manager for the first bicycle transportation plans of Massachusetts and the City of Boston. He managed feasibility studies for Maine's 140-mile Downeast Trail and Virginia's SO-mile Capital-to-Capital Bikeway. He has also conducted bicycle and pedestrian projects for antucket (1\.fassachusetts), the Massachusetts Institute of Technology, Harvard University, and the State of Oregon. He currently manages an on-call bicycle/pedestrian contract with the New Hampshire Department of Transportation. Brad Lewis, ASLA manages our Southern California operations, bringing over 23 years of experience in the fields of Landscape Architecture, Planning and Urban Design. Mr. Lewis is an expert in pedestrian circulation and non-motorized transportation, having brought numerous projects to successful completion throughout the United States, as well as in Hong Kong and Australia. His experience includes developing urban design standards and guidelines as well as final design and construction. Mr. Lewis was previously a Principal with Wilbur Smith Associates and Director of Urban Design Services with Boyle Engineering. www.altaplanning.corn I (877) 347-5417 toll free Northern California I Southern California I Pacific Northwest I New England Trail Design Guidelines for Portland's Park System May 2009 Trail Design Guidelines Regional Trails, Natural Areas and Developed Parks April 2009 PP&R Trail Guidelines Coordination Team Robin Grimwade, Manager, Corporate Strategy, Marketing & Business Development Brett Horner, Strategic Projects Manager Gregg S. Everhart, Senior Planner/Project Manager Trail Design Guidelines Contributors and Reviewers Bruce Barbarasch, THPRD Bob Downing Lynn Barlow Kirn Freenzan, EDS Susan Barthel, BES Patty Freeman .Janet Bebb, Metro Peggy Glascock April Bertelsen, PBOT Lisa Goorjian, Vancouver/ Richard Bosch Clark County Parks Will Brozy Nancy Gronowski Shannon Buono, BOP Greg Hawley Tonia Burns, NCPRD Gary Hill Mary Anne Cassin, Metro Ric Catron, Gresham Jonathan David, Gresham Jennifer Devlin, BES Sue Donaldson Portland Parks & Recreation 1120 SW Fifth Avenue, Suite 1302 Portland, Oregon 97204 (503) 823-PLAY www.PortlandParks.org Brett Horner P.]. McGuire Michelle Healy, NCPRD Dawn Hottenroth, BES Mart Hughes Marie Johnson, BES Deb Lev George Lozovoy Fred Nilsen Claire Puchy, BES Mike Reed, BES Emily Roth Alex Salazar Jim Sjulin Rod Wojtanik, Metro Production/Editing Joan Hallquist Colleen Keyes Commissioner Nick Fish Director Zari Santner Contents T ntroduction ............................................................................................... 1 Trail Detail 0 I -Cribbed Steps .............................................................. .41 Trails in Parks 2020 Vision Plan ................................................................. 1 Trail Detail 02 -Timber Steps ................................................................ 43 Need for Trail Standards ........................................................................... 2 Trail Detail 03 -Boardwalk .................................................................... .45 Trail Design Guidelines ............................................................................ 2 Trail Detail 04 -Wood Bridge ............................................................... .47 Trail Design Philosophy ............................................................................ 4 Trail Detail 05 -Wood Bridge with Railing ........................................... 49 Accessibility ............................................................................................... 5 Trail Detail 06 -Erosion Control at Bridge ........................................... 51 Street Rights-of-Way ................................................................................ 7 Trail Detail 07 -Trail with Swale and Culvert ....................................... 53 Trail Type Matrix Introduction ................................................................. 7 Trail Detail 08 -Causeway ...................................................................... 55 Accessibility Table ..................................................................................... 8 Trail Detail 09 -Trail with Infiltration Trench ....................................... 57 Trail Design, Construction, and Maintenance ......................................... 9 Trail Detail 10 -Trail on Levee .............................................................. 59 Trail Type Matrix ..................................................................................... 11 Trail Detail 11 -Soft-Surface Switchback on Levee .............................. 61 Trail Type A -Hiking (high challenge) ................................................... 13 Trail Detail 12 -Porous Asphalt Trail... .................................................. 63 Trail Type B -Hiking (moderate challenge) ........................................... 15 Trail Detail 13 -Signs ............................................................................. 65 Trail Type C -Hiking (accessible) .......................................................... 17 Trail Detail 14 -Alignment Tread Crests ............................................... 67 Trail Type D -Walking ........................................................................... 18 Trail Detail 15 -AlignmentTread Dips .................................................. 69 Trail Type E -Exercise I Fitness (track) ................................................. 21 Trail Detail 16 -Removable Bollard ....................................................... 71 Trail Type F -Biking ............................................................................... 23 Trail Detail 17 -Cribbed Retaining Wall ............................................... 73 Trail Type G -Mountain Biking ............................................................. 2 5 Trail Type H -Cyclo Cross ..................................................................... 27 Appendix A -References ........................................................................ 7 5 Trail Type I -Equestrian ......................................................................... 29 Trail Type] -Hiking and Mountain Biking ........................................... 31 Trail Type K -Hiking and Equestrian ................................................... 3 3 Trail Type L -Walking and Biking ......................................................... 3 5 Trail Type M -Walking, Biking, and Eques trian .................................... 3 7 Trail Type N -Fire and Maintenance ..................................................... 39 Portland Parks & Recreation Introduction Trails are an integral part of our park and recreation system. They are used by people of all ages and abi lities to exercise, relax, sociali ze, view wildlife, and travel to destinations such as school and work. Portland Parks & Recreation (PP&R) is committed to providing trails throughout Portland in response to local, state, and national studies indicating high demand for wa lking and biking. PP&R interprets the term 'trail' broadly to include sidewalks around parks, park pathways, sidewalks, and enhanced paths on green streets, as well as unpaved pathways in natural resource areas and regional multi-modal trails. Trails in Parks 2020 Vision Plan One of the goals of Parks 2020 Vision is to "create an interconnected regional and local system of paths and walks to make Portland 'The Walking City of the West."' This would provide safe and convenient access between parks, natural areas, and recreation facilities and connect them with residential areas, civic institutions, and businesses. The Vision identified trails as PP&R's most heavily used resource. Completing specific regional trails, and adding more mi les of soft-surface trails and other green connectors were key objectives. The trails section in the appendix of Parks 2020 Vision noted that trails are places and connectors that traverse a variety of ownerships and environments, from remote forests to the Central City. It recognized multiple values: recreational, transportation, aesthetic, scenic, environmental, and economic. However, the trail system was acknowledged to have many gaps and lack of connectivity that limited its usability. Insufficient capacity, where older trail segments are too narrow for current, not to mention future, use was also identified as a problem. Trail Design Othtr Competitive ~rail events • Hikirfi with ~orses, rules, Jlamas t R~ller-bl~ing (in~line skpting) I l t I I 11orseb~ck riding I f ) ~ ' .. Cro51s-countfY sk1i.Df;i lf:tw · I -·"' M4mtain biking'(~n natuf~lterrajn frails! B~ckpacking ov+.: rnight j j j I Jogginfl or rur(ning I I 'Bicycli1g (othet than ~ountaip bikin~ Oregon lrails Usage Oregon Statewide Comprehensive Outdoor Recreation Plan 2003-2007 Portland Parks & Recreation 1 Trail Design Minimum Trail Widths in 1983 40-Mile Loop Master Plan 2 Trail Design Guidelines -May 2009 Need for Trail Standards The Parks 2020 Vision plan identified "no trail standards" as an issue. It noted that trail standards are lacking for the many trail types, sizes, and materials needed in different settings. Impacts to sensitive habitat and stormwater quality and quantity must be considered. The specific recommendation "Develop trail standards for the different conditions and needs" recommended that PP&R: • Develop standards for the different trail types in the 40-Mile Loop system and for non-Loop sites. • Include other bmeaus, agencies, and adjoining jurisdictions in developing trail standards. Encourage other agencies and jurisdictions to adopt similar standards and trail aligrnnents. • Rebuild trail sections to meet the revised standards as fu nding is available. • Develop and implement a consistent, regional trail signage program to enable users to better utilize the system. Trail D esign Guidelines Since the Vision was published in 2001, more trail segments have been constructed in a variety of settings for different users. The existing system and its gaps have been documented in PP&R's geographic information system (GIS), revealing a diverse range of widths and trail materials. Although some of the older trails are clearly 'substandard,' there are so many special settings and constraints that setting standards is too limiting. Instead, these 'design guidelines' establish a range of materials and widths so that trail designers can design trails more flexibly. This will guide PP&R staff in the design of trails and pathways in the entire parks system: regional trails, developed parks, and natural areas. It will also guide consultants, developers, and volunteer groups that build trails, whether designing a narrow footpath through a woodland, an exercise circuit in a lawn area or a waterfront promenade. Although not intended as a maintenance guide, it should also be useful for volunteer trail building projects. D esign Philosophy Siting and design of every trail requires consideration of four main goals: safety, connectivity, response to location, and diversity of users . 1. Safety is the top concern. Ideally, cars and trucks alongside or crossing a trail should be minimized. If the trail parallels a roadway, separate bicycle and pedestrian space is preferred unless there arc few vehicles and low travel speed. Higher speed and traffic volumes decrease users' perception of safety and tend to discourage less experienced users. Although parked cars sometimes slow traffic by making the street seem more narrow, there is danger of opening doors into bicyclists. Visibility is particularly important at intersections with roads and in natural areas, but design principles fo r crime prevention should be applied to all projects. Different trail users also travel at differi ng speeds, which can cause conflicts and accidents. In some sites, trail markers designate trails for use by hikers, bikers and/or equestrians; in others we urge everyone to 'share the path.' In corridors of high density (such as the Willamette Greenway in South Waterfront) a biking trail can be used in combinati on with a walking trail to form a dual trail to separate slower speed "feet" from hi gher speed "wheels." Additional education and enforcement are needed. 2. Connectivity is important because trail length makes longer trips possible, increasing usefulness for commuting and exercise. Trails also connect gaps in the on-street pedestrian network. Trails should have multiple access points from the surrounding system of sidewalks, other FOUR MAIN GOALS FOR TRAIL DESIGN l . SAFETY • 1st Choice -Separate trail from vehicles • 2nd Choice -Minimize vehicle crossings of trail Trail Design • 3rd Choice -If trail co-exists with road then choose route with lower speed and volume • Design for vis ibility and crime prevention in all settings 2. CONNECTIVITY • Connected lengths of trails make longer trips possible, increasing usefulness for commuting and exercise • Provide trail access points and connect trails to bicycle and pedestrian network in City rights-of-way 3.CONTEXT • Trail changes to meet opportunities and constraints of its surroundings 4. DIVERSITY • Provide range of trails to meet needs of all ages and abilities so everyone benefits, including those with disabilities Po rtland Parks & Recreation 3 Trail Design Vera Katz Eartbrmk Esplanade -stairs near Riverwalk on Steel Bridge Mm·ine Drive Ii·ail -rolle1·blader Springwater Corridor - Hood-to-Coast runners Vera Katz Eastbank Esplanade -accessible ramp near Rive1~t1Jalk on Steel Bridge Springwater Con-idor· -scooters Vera Katz Eastbank Eiplanade - near plaza just north of Firehouse 4 Trail Design Guidelines -May 2009 trail s, and bikeways to make sh ort trips and loops possible. However, these access points will be less frequent than in a typical street network in order to make fewer interruptions to fl ow of use rs along the trail. 3. Response to location means that trail design responds to opportunities, constraints, and character of the surroundings. In some locati ons, impacts to environmentally sensitive areas and wi ldli fe can be avoided or minimized by relocating th e trail or adjusting trail si ze and material to limit types of users. However, providing periodic views of water may avoid damaging user-made trails to reach the water. Metro's Green Trails: Guidelines for environmentally fi--iendly trails discusses practi ces for minimizing natural resource impacts. Trail width, slope, and material of trail s may also change to fit neighboring development, vegetati on, drainage needs, vehicle circulation patterns, and so forth. Impacts to priva te property should be avoided or minimized. Al though trails may be less consistent over thei r length, the ada ptati ons enli ven the overall trail experience and fit different neighborhoods and settings. 4. Diversity of users refers to activity, age, and ability. Although the overall recreational trail system includes challenging segments for the most fit and expert, the general aim is to provide chall enge levels suitabl e for all ages and abilities . Trails provide potential health benefits for all, including those with disabilities and a growing number of seni ors. Where possible, trail des ign should accommodate di verse modes and mobility devices -walkers and runners, bicyclists and rollerbladers, wheelchairs and baby strollers. However, in many locati ons, not all users may be accommodated. Although trail facilities ca n often be success fully shared, it is also important to have some locations where hikers need not fear being overtaken by mountain bikes, pl aces where mountain bikers know there aren't supposed to be hikers, and trails where horses won't need to shy away from cyclists. Accessibility The Americans with Disabilities Act (ADA) is a comprehensive civil rights law which prohibits discrimination on the basis of disability. It requires, among other things, that newly constructed and altered "places of public accommodation" be readily accessible to and usable by individuals with disabilities. Accessibility guidelines are developed by the Architectural and Transportation Barriers Compliance Board (Access Board). Most accessibility standards (ADAAG, Americans with Disabilities Act (ADA) Accessibility Guidelines for Buildings and Facilities) are not readily applicable to the natural environment. The most pertinent to trails is the Recommendations for Accessibility Guidelines: Outdoor Developed Areas Final Report. The United States Department of Agriculture Forest Service (USFS) has developed Forest Service Trail Accessibility Guidelines (FSTG) based on the guidelines on outdoor developed areas. Although the USFS trail design parameters do not apply to the range of trails provided by PP&R, the FSTG are helpful because they "provide guidance for maximizing accessibility of trails ... while recognizing and protecting the unique characteristics of their natural setting." Although there is a substantial amount of technical information regarding accessibility and trails, PP&R seeks to provide a range of challenge levels for outdoor facilities such as trails. These guidelines encourage design for increased accessibility but do not require unreasonable efforts to provide an accessible route in hiking trails in steep terrain without added surfacing. Where terrain allows accessible slopes, a range of surfacing choices from pavement to fine gravel to engineered wood fiber can create levels of accessibility that respond to the character and desired use of the trail. In an early review of some standard construction details for the Trail Design Guidelines by Trail Design Kelley Point Park -some of the 40-Mile Loop Trail at the confluence of the Willamette and Columbia Rivers was once inaccessible gravel road Kelley Point Park -accessible asphalt 1·eplaces gravel and sand Portland Parks & Recreation 5 Trail Design Forest Park Ridge Trail Oaks Bottom Connector -existing diit road was paved, some slopes greater than 5% Forest Park -accessible trail along Balch Creek in lowei· Macleay 6 Trail Design Guidelines -May 2009 the Portland Citizens' Disability Advisory Committee (PCDAC), the committee noted that trail users, including the disabled community, value diversity of experience. The PCDAC agreed that there should be varying levels of physical challenge. Everyone would be able to use the level esplanade next to a major rive r; fewer could make the steep scramble up a 'wilderness' site. Steep hillsides in the west hills and east buttes are particularly challenging because the long lengths of trail (at 5%, 1:20 accessible slope) and multiple switchbacks may destroy the natural character of the site. T he most challenging constraints to providing accessibility are: • Steep slopes and landslide potential • Sensitive vegetation or wildlife species • Wetlands and waterways • Desired character of minimal development Public process and PCDAC revi ew help determine what type and amount of use is likely and appropriate to each site. Most trails are fully accessible, although there is little signage indicating accessibility status. Examples of fully accessible trails include Springwater Corridor, Kelley Point Park, and Terwilliger Parkway. Some sites have higher challenge or no accessible features, such as Forest Park Ridge Trail, Woods Memorial Natural Area, Oaks Bottom Connector, and OHSU Trails #13 (Connor Trail) and #24 (proposed). In some locations PP&R made more site impac ts by providing accessible features at one site so that other similar sites could avoid those impacts. Examples include the Lower Macleay paved accessible path along lower portion of Balch Creek, Stephens Creek Nature Park's boardwalk across part of the creek that also serves as a detention basin, and Johnson Creek Park's porous pavement to confluence with Crys tal Springs Creek. Other creeks and other portions of Balch, Stephens, and] ohnson Creeks are not fully accessible. Unfortunately, nearly every trail in the PP&R system needs improvements in edge protection, wayfinding, and accessible signage. The Technical Provisions for Access Routes, Outdoor Access Routes, and Accessibl e Trails table (page 8) gives the technical details of ADAAG and the Outdoor Developed Areas guidelines. 'Access routes' (ADAAG) relate to the built environment where all routes must meet accessibi lity requirements. 'Outdoor access routes' are in outdoor environments, e.g., parks where reasonable access is required, such as between a parking lot and a playground. 'Accessible trails' are those trails that meet the USFS guidelines. AJI refer to newly constructed or altered trails, not retroactively to existing trails. 'Alteration' differs from 'maintenance' by changing the trail from its original condition. Exceptions to the technical provisions can be made in certain situations. Technical provisions for outdoor access routes and accessible trails may not apply if it cannot be provided because compliance would: • cause substantial harm to cultural, historic, religious or significant natural features or characteristics; • substantially alter the nature of the setting or purpose of the facility; • require construction methods or materials that are prohibited by Federal, state or local regulations or statutes; or • be infeasible due to terrain or prevailing construction practices Trail Design Street Rights-of-Way The Portland Bureau of Transportation (PBOT) manages the public street right-of-way in Portland. Many park sidewalks and/or edges of parks and natural areas are within the right-of-way; PBOT should be consulted regarding design standards and permits for development in rights-of-way adjacent to PP&R property. The most current guidance regarding accessibility that pertains to public right-of-way (Revised DRAFT Public Rights-of-Way Accessibility Guidelines (PRO WAG)) permits the grade of a pedestrian access route within a sidewalk to be as steep as the grade of the adjoining roadway. In some areas of steep terrain, this allows 'accessible' sidewalks to be steeper than accessible trails. Trail Type Matrix Introduction PP&R trail types (page 11and12) are based on trail user activity. The first section outlines trail types with single users. The second section outlines trail types shared by different types of trail users. Some basic design features (surface, width, longitudinal and cross- slope, accessibility) and notes are included. Individual sheets on each trail type provide a definition, describe users and materials, and show photograph(s) and typical detail. Some trail types can be built of several materials so other details arc also referenced. Ranges of width or longitudinal and cross-slope al low flexibility to respond to site conditions and expected intensity of use. Trail Design, Construction, and Maintenance Descriptions, charts, photographs, and construction details cannot convey the complete reality of se lecting, designing, and building a trail that is appropriate for a site and its intended users. Trained designers and experience are essential for success. The following information Portland Parks & Recreation 7 Trail Design TECHNICAL PROVISION FOR ACCESS ROUTES, OUTDOOR ACCESS ROUTES AND ACCESSIBLE TRAILS Access Route (ADAAG) Outdoor Access Route Accessible Trail Surface stable, firm, and slip resistant firm and stable firm and stable (exception:•) Maximum Running Slope 1:12 (8.33%] 1: 20 (5%] (for any distance) 1: 20 (5%] (for any distance) 1: 12 (8.33%] (for max. 50 ft) 1: 12 (8.33] (for max. 50 ft) 1:10 (10%] (for max. 30 ft) 1 :10 [10%] (for max. 30 ft) 1: 8 (12.5%] (for max. 1 O ft) (Exception: 1: 7 [14. 3%] for 5 ft maximum for open drainage structures or when •applies) Maximum Cross Slope 1:50 (2%] 1: 33 (3.03%] 1: 20 (5%] (Exception: 1: 20 [5%] for drainage (Exception: 1: 1 O (10%] at the bottom of an open purposes drain where clear tread width is a minimum of 42 inches Minimum Clear Tread Width 36 inches 36 inches 36inches 32 inches for no more than 24 inches (Exception: 32 inches when • applies) (Exception: 32 inches when •applies) Tread Obstacles Changes in level: 114 inch with no 1 inch high maximum 2 inches high maximum Exception: 3 inches beveled edge, 1/4 -1/2 inch must have a Exception: 2 inches high maximum where maximum where running and cross slopes are 1: beveled edge with a max slope of 1: 2 beveled with a slope no greater than 1: 2 20 [5%] or less. (50%] (over 1/2 inch= ramp) [50%] and where •applies. (Exception: •) Passing Space Every 200 feet where clear tread width is Every 200 feet where clear tread width is Every 1000 feet where clear tread width is less less than 60 inches, a minimum 60 x 60 less than 60 inches, a minimum 60 x 60 than 60 inches, a minimum 60 x 60 inch space, or inch space, or a T-shaped intersection of inch space, or a T-shaped intersection of a T-shaped intersection of two walks or coridors two walks or coridors with arms and two walks or coridors with arms and stem with arms and stem extending minimum of 48 stem extending minimum of 48 inches. extending minimum of 48 inches. inches. (Exception: Every 300 feet where • (Exception: •) applies.) Resting Intervals Landings: 60 inch min length, minimum 60 inches minimum length, width at least 60 inches minimum length, width at least as wide width as wide as the ramp run leading to as wide as the widest portion of the trail as the widest portion of the trail segment leading to it, if change in direction occcurs, must segment leading to the resting interval and the resting interval and a max slope of 1: 20 (5%] have 60 x 60 inch space a max slope of 1: 33 (3.03%] (Exception: A (Exception: •) max slope of 1: 20 (5%] is allowed for drainage purpose.) • The provision may not apply if it cannot be provided because compliance would cause substantial harm to cultural, historic, religious, or significant natural features or characteristics; substantially after the nature of the setting or purpose of the facility; require construction methods or materials that are prohibited by Federal, state, or focal regulations or statues; or be infeasible due to terrain or the prevailing construction practices. Based on table in Trail Planning, Design, and Development Guidelines: Shared Use Paved Trails, Natural Surface Trails, Winter-Use Trails, Bikeways by Minnesota Department of Natural Resources Trails and Waterways, 2006 8 Trail Design Guidelines -May 2009 addresses some practical matters involved in design, construction, and maintenance of trails. Permits Most trail projects wi ll need land use review and many will require building permits. Projects in environmental zones, crossing drainageways, and along creeks and rivers will all be more complex. Staff at the Bureau of D evelopment Services and appropriate state and federal agencies should be contacted early in the planning process. Adequate funds should be budgeted for applica ti on and permit fees. Erosion Control Specific erosion and sediment control solutions have not been added to these details. This should be done when a construction management plan is developed and makes site specific edits to trail cross-sections and/or adds specific erosion control details to plan drawings. Additional information is included in the project specifications. Grading and Drainage Ranges of longitudinal slope (along length of trail) and cross-slope are provided fo r different trail types. Ilowever, consideration of soil, surface water movement, and site hydrology will help determine appropriate trail ali gnment with crowned or side slope, swales, and/or rolling grade. Water is a valuable asset in the landscape but needs careful management to not cause problems on trails. Vegetation Clearing Distances The figures for vertical and horizontal clearance shown in the Trail Types and illustrated in Trail Details apply to woody plants. The actual Trail Design cleared distance may be wider during construction due to cutting and filling on slopes. Generally, native herbaceous vegetation will repopulate sloped areas in natural areas not worn by passage of feet or wheels. Staff and/or volunteers should monitor for and manage any non-native invasive plants that appear. Trails in many developed parks will be bounded by mowed grass. When trails pass through landscapes with groundcover, shrubs, and trees, they should be sited to provide adequate visibility and enough space for plant growth. Vehicle Usage PP&R staff use a wide range of vehicles in park and natural area sites. Tn some locations, utility and security companies, fire, and police may also access trails. Since driving or parking on soil or turf compacts it, trail widths should be adequate for the largest ve hi cle anticipated. Where regular park maintenance is provided, additional width or turnouts are needed for trail users to pass a parked vehicle. Designers must also provide adequate turning radius and pavement strength. Bureau of Development Services uses load standard of 100 psi (pounds per square inch) whil e the American Association of State l ighway and Transportation Officials (AASHTO) uses 60 psi. Avoid siting benches, tables, lights, drinking fountains, and similar site furniture on the inside of curves where vehicles are more likely to damage them. PP&R electricians use a large boom truck to access park lights or buildings for maintenance and repairs. Maintenance staff use large dump trucks. Urban Forestry crews provide both regular and emergency maintenance with boom trucks. Wood Preservatives The question of using native, rot-resistant woods versus a variety of wood preservatives and/or plastic lumber arouses fierce debates. Portland Parks & Recreation 9 Trail Design PP&R has included its most current details, but note the materials and preservatives are subject to change. Research continues on the effects of various substances on wildlife, fish, aquatic life, and humans so staff will address the topic with each design. Trail Maintenance Trails wear out and types and numbers of users can change over time. Adjustments may be necessary through major maintenance, realignment or reconstruction. Seasonal maintenance techniques and schedules are not included in these Trail Design Guidelines. However, the Trail Details can provide basis for restoring slopes, surfaces, and vegetation clearances or improving management of water. PP&R Vehicles Length I wheel base Freightliner FL60 150" wheelbase Six-Yard Dump Truck 160" wheelbase O&M boom truck (for unloading "deep" cans) smaller than six-yard dump truck Urban Forestry Crane Truck 34' w/24' wheelbase Fire Bureau Apparatus Pumper 31 '-3" w/184" wheelbase Brush Unit 20'-5" w/143" wheelbase Water Tender 28' -8" w/195" wheelbase Aerial (Tractor and Trailer) 53 ' -1 O" overall length tractor = 140" wheelbase trailer= 305" wheelbase 10 Trail Design Guidelines -May 2009 Width Height Weight Turning Radius 11 ' 20,000 lbs 9' -6" 1 O' -6" 35,000 lbs (loaded) 22' 20' above trash cans 98" 13' 9' - 1 O" 1 O' -4" 37,660 23' 8' 8' -3" 17,500 51 ' outside wall to wall 9' -10" 1 O' -7" 51 ,940 31 '-7" 9' -1 O" 11' -6" 58,000 15' -7" TRAIL TYPE MATRIX Design Features Users May2009 ~ ~ c;~ ~ :;; .. .. ~ :;; c: .. :;; :g ~ v .. 'C' ;;; "' ·~ :g ~ ~ ~ ~~ ;;; ~ 0. ~ v c: :;; "" ·c "O ~ v v ~ v " ~ ;;; "' "' £ z <.: E 0 c: 3: ~ -6 § ·:;: 0 2i e :c :c ~ :2 .. 2 "' ·c;, ;;; c: ..Q 31 s "O "' ,\,! ~ ·;;; z "G E .. 3: 2 °' " "f-s{l ~ v "' °' c:"' Ci i= 0 a; 0 CT 0 E e ·;a > "' .3 u longitudinal cross "O .. 'i ~ ~ e -g_ E a. facility name surface width slope slope ADA Notes 0-15% (short 2% steepest A ,/ ,/ ,/ hiking (high soil I stairs 18' -30" segments min (steps, • 0 0 challenge) steeper than 4% rocks, 15%) max roots) hiking 2% 8 ./ ,/ ,/ (moderate soil I stairs 18' -30" 0-8% min 0 • 0 0 limited landings of 60' x 60' every 1000 feet challenge) 4% steep max soil I gravel I 4'(with Columbia Slough ADA segments requre 6' Fibar c ./ ./ ,/ hiking engineered wood passing 0-5% (8% for 2% • • • • 0 • (or equivalent engineered wood fiber) and are (accessible) fiber or wood chips areas) -10' max. 50') closed lo dogs and bicycles; use gravel causeway for poorly drained sites w engineered wood sidewalks, boardwalks and trails in developed V\ fiber or chips I 6' -12' parks, sometimes include stairways; pave if used ::> ~ing gravel I pavers (8' min if lor maintenance (8' min. -10' pref.), phase out ~ D ./ ,/ ,/ 0-8% 1-2% • • 0 0 0 0 0 0 0 0 \:J asphalt I concrete paved for chipseal; avoid wood fiber except for 10' wide z I wood or plastic vehicles) walking loops in developed parks; landings of 60" Vi lumber x 60" every 1000 feet on accessible trails exercise I E ./ fitness synthetic rubber 2-4' /lane 0-1% 1% 0 0 • discourage use of wheelchairs and baby strollers (resilient to protect resilient surface track) 0-3% pref. to 12% for short segments & ramps; porous 6' one-way, (to5%if ~g 10' min. needed, up to paving may be too rough for skateboarders and F ./ ,/ ,/ ,/ asphalt I concrete -12' pref. 10% for 500', up 2% ·o 0 0 0 • 0 0 0 0 rollerbladers; 12' asphalt for bikes is sometimes t:No-way to 12% for 50' paired with 10' concrete or paver "walking' for and ramps) dual trail in high use areas mountain 18' one-way single track; add width & banking G ,/ ./ biking soil I gravel I wood 18' -4' 0-12% 2-5% • (superelevation) at turns; harden surface with compacted soil/gravel to prevent erosion Recreational Trail Strategy Trail Types • Mobility devices that can equal bicycle speed Nature Community • Major use "Sometimes specialized shoulder on multi-use trail /~ PORTLAND PARKS & RECREATION -Some limitations in parks or congested areas Local Access Regional 0 Minor use -Trail type unlikely to meet environmental zone standards due to width and/or paving material; win need environmental review if in e-zones. Healthy Parks, Healthy Portland 11 ~ z:. "' ~ .. Q. ~ ·c: ,?:-v " c " <( 0 :u E ·c;, ·;;; z 'G E "' .= 0 a: 0 --' u H w V1 :J w --' ~ z v; ., ., K ., ., ., w V1 :J ~ 0.. L ., ., ., ~ :J :>! M N ., ., Recreational Trail Strategy Trail Types Nature Community Local Access Regional facllltyname ~across equestrian- hiking and mountain biking hiking and equestrian walking and ~g walking, biking and ~estrian fire and maintenance - + Majoruse O Minor use Design Features longitudinal cross surface width slope slope soil I wood I grass I 6' -12' varies varies concrete I asphalt soil I gravel I wood 3' -6' (pair 0-12% (prefer 2% chips of riders) 5% max.) 4'(with 0-5% (to 12% soil I gravel passing 2% areas) -10' if needed) soil I gravel I wood 4' -6' (pair 0-12% (prefer fiber of riders) 5% max.) 2% -10' 8' -25' gravel I asphalt I (10' -12' 0-3% (5%as concrete pref. main!. needed) (8% 1% max.) vehicles) 8' -25' gravel I asphalt I (10' -12' 0-3% (5% concrete pref. maint. max) 2% vehicles) 0-5% (to 12% gravel I turf block 10 -14' 2% as needed) • Mobility devices that can equal bicycle speed " Sometimes specialized shoulder on multi-use trail •H Some limitations in parks or congested areas ~ .. ~ ADA • • • • • • • • • • • • • 0 0 Users :;~ :;; :;; :;; :;; c "O ·~1 e "E 'i: :;; :;; "" ·~ "O .. "' "' ::; "" "" .i:: ·-0 ::c :a :a B ~ .. -¥ .~ ~ .J:J ~ e s "O "' 0\ " ~ ~"O ~ v "' 0\ 0 CJ' "' e 0 E e "O "O .. ~ ~Qi (;' • • 0 0 0 • 0 • 0 0 • • • • 0 • • • • • 0 • 0 0 0 0 0 0 • -Trail type unlikely to meet environmental zone standards due to width and/or paving material; will need environmental review if in e-zones. May 2009 .. v ~~ ~ ... v v c v .~ s ~ :c c .. 0 ~ ·re> "' Q. E Notes site specific loops with variety of challenges (& mud) wood chips difficult to maintain adjust width for user volume & vehicular use; 6' 0 gravel allows wheelchairs to pass adjust width for user volume & shared use; use gravel causeway for poorly drained sites; wood chips difficult to maintain 8' asphalt for minor park paths; 12' asphalt (8' min -14' max) for major park path or lengthy multi-use • 0 0 trail; add fencing for rail-with-trail; 10' asphalt with 1' gravel shoulders used on narrow levees; 12' -25' concrete for riverfront esplanades 6' asphalt for minor park paths; 12' asphalt (8' min -14' max) for major park path or lengthy multi-use • 0 0 trail; add fencing for rail-with-trail; 10' asphalt with 1' gravel shoulders used on narrow levees; 12' -25' concrete for riverfront esplanades Forest Park 'fire lanes' often function as ~ails for • • • hiking and/or mountain biking / ~ PORTLAND PARKS & RECREATION Healthy Parks, Healthy Portland 12 ----A----~hapter16 ' ~~--:~:~:.-.. >.~ ~---.... :: .. Dr. Ronald Kaiser Texas A & M University Law is pervasive in every management function. Selected legal concepts are incorpo- rated into the various chapters (see, e.g., enabling legislation in chapter 2; property acquisition in chapter 8; maintenance in chapter 9; equity in employment in chapter 13; and law enforcement in chapter 17). This chapter focuses upon negligence law and related liabilities. In this chapter, as well as all others with legal information, the intent is to provide practical information and general legal concepts applicable to park and recreation organizations and not to famish legal advice. State law varies, especially in the field of negligence, so always check with an attorney in your state when seeking specific legal advice. Most of the. risk transfer strategies require the assistance of legal counsel. Some academic curricula offer a separate course in legal aspects. The basic legal concepts set forth in this chapter should be further explained and detailed in such course. This is an overview only. Risk management is a part of the everyday business of park and recreation agencies, associations, and business enterprises, not unlike customer service, maintenance, person- nel, and marketing. The process of managing risk need not be daunting, overwhelmingly difficult, or complex. However, it is an ongoing process requiring time and commitment from top management and all employees of the organization. W1ia t risks are being managed? Risk managers generally define risk as the possibility of suffering harm from a hazard that can cause personal injury, death, property damage, economic loss, or environmental damage. Essentially there are two types-risk of ·..:.:. .. · •• ;,!- ·.· ... ,··: J• .. ',,,~>< Risk Managem~t}.t Ken Robinson Risk Manager City of Cleveland financial loss to the agency, association, or business enterprise, and risk of injury to participants, users, visitors, clientele, volun- teers, or employees. The emphasis of this chapter is on risks associated with possible injury to participants, how to reduce their frequency and severity, and how to minimize related financial loss. Reducing the frequency of accidents and severity of injuries is a shared responsibility between participants and park and recreation organiza- tions. Although negligence law may make providers accountable for injuries, it has not made them absolute insurers of participant safety. Negligence law requires providers to act with reasonable care and prudence to prevent unreasonable risks of harm to participants. Correspondingly, participants must exercise reasonable care and foresight to avoid known circumstances, hazards, and situations that pose risks of harm. Risk management does not seek to eliminate all risk within an organization, but provides a framework for balancing and understanding the risks inherent within the programs and services of the organization and for empowering staff to make good choices in dealing with those risks. The basic principles outlined apply to federal, state, and local public agencies, as well as to private for-profit enterprises and nonprofit associations. What is risk management? Risk management is a process with three phases: (a) risk identification and assessment, (b) risk response strategies, or what to do about the risks, and (c) management to · reduce the frequency and severity of the risks through an operational plan. These three phases, together Chapter 16-713 with pertinent legal concepts, are detailed in this chapter and are depicted in exhibit 16-1. In the risk assessment phase, the various types of hazards associated with park and recreation services are identified and categorized. A hazard is an activity, event, or condition that poses _a possibility (risk) of harm to persons or property. For example, failing to install or repair a safety feature on a piece of recreation equipment may result in a hazard to a participant. There is no specific method for risk identification that.suits all entities; the method and tools used will vary according to the nature and extent of the operation. What is important, however, is that a systematic procedure be established to assure total assessment in order to avoid unexpected losses. Risk analysis should utilize any organiza- tion management information database, and include identification of risks and estimation of the extent of the risks. Phase two, risk response strategies, covers the various approaches to control the activity risks and techniques to finance the risk. Risk control approaches include avoidance, reduction, and transfer, while risk financing techniques include retention in the provider's budget and transfer to a third party, such as indemnification or insurance. Organizations should identify alter- nate approaches for the control of risks and the expected impact of each. Management must select an approach to address the risks identified and assessed in phase one, and set forth related policies. The management phase addresses formulation of an operational plan to implement and monitor the approaches selected. It details the organization's policies and procedures, which should be set out in a risk management manual. Who should engage in risk management? All organizations, regardless of size or type, should have a current risk management plan. For small organizations, the plan need not be complex, but it must be thorough and cover the range of programs, services, and facilities, including special events and partnership pro- grams. For larger organizations with a greater scope, scale, and diversity of facilities, services, 714 -Risk Management and programs, the plan must reflect this complexity. The plan should be tailored to accommodate the structure and style of each provider. There is no standard model plan that can apply to all organizations. Some of the basic principles are given in this chapter. Why risk management? Risk management adds "value" to an operation in four dimensions: • • • • Enhances participant experiences. The quality of customers' experiences in- creases, especially when providing for safety, and less fear of risk provides greater freedom for participation. The participant experience deteriorates in direct relation to the extent to which he or she is exposed to unreasonable risks for injury. Safety of participants should be a paramount goal of all organizations. The National Safety Council suggests that 85 percent of all accidents are preventable. Also, the safer a program is, the more the stature and public image of the organiza- tion is enhanced in the community. Provides good stewardship of assets. Financial, physical, and human re- sources are protected and conserved by good risk management practices which reduce liability exposures. Further, risk management determines the most cost- effective operational strategies not only to reduce the frequency and severity of its potential liabilities, but also to finance them. Forestalls problems, including legal actions. Risk management forestalls problems, and helps an organization have a better prepared defense if it is sued. A risk management program should deal with the legal risks in a way that protects the provider and those who serve it from undue liability exposure. Encourages professional practices. Risk management embodies excellent pro- fessional practices, which result in a more effective and efficient operation. It also increases employee and volunteer ··: ...... · ... · . ·. ::;-. .... ·.· .... . . :·:.: ··: .· . :· ···.:··· ......... ·.·· ·:·:· ....... . pride, loyalty, safety, confidence, and productivity. Who facilitates risk management? The size, type, and complexity of a park and recreation organization dictates the internal process for preparing and implementing risk management. However, whatever the nature of the organization, there should be a risk manager, an organization risk management team, and supportive policymakers and adminis~ators. Risk manager. There should be an employee with risk management responsibility and the authority to carry out the policies established for risk management. It is essential to assign · responsibility for this vital act so that the function of risk management receives the credibility and organization-wide acceptance it warrants and needs. It must not be perceived only as insurance purchase. The risk manager must be given authority to carry out policies and procedures, both with employees and with the administration. The risk manager works closely with the business officer of the organization in facilitating the financial approaches determined to be most appropriate, and works with the administrators and supervi- sors of the programs and services in obtaining essential employee performance as related to reduction of programmatic risks. The structure and size of the organization will determine whether the risk manager doubles as financial officer, recreation director, the enterprise manager, or the like, or has no other responsibilities. Particularly larger organi- zations and businesses, or agencies that are part of a large parent organization (such as a city), may have staff devoted exclusively to risk management, under which the parks and recreation unit works. In others, it may be an adjunct responsibility of a business manager, safety officer, administrator, or other staff member. Whatever the arrangement, someone in the organization should be identified as the lead person responsible for developing and implementing a risk management plan. It is essential that the tasks of a risk manager be assigned specifically to one perso\1· This is not to imply that risk management is a ol:\_e-person job, but that one person should be the leader of a team effort to reduce and manage risk. 716 -Risk Management "Everyone,s responsibility is no one's responsi- bility!" Further, the risk manager should not be merely a safety director with a more sophisti- cated title. Safety is not the only concern of the position-there also are · the financial risk management aspects and the issue of compli- ance with personnel and environmental require- ments. However, a safety director or specialist might work under the risk manager or in a small operation, both functions might be given to the same person. Most Tort Claims Acts provide that public entities may participate in joint risk management with other public agencies, such as municipali- ties, schools, or counties. An inter-organization joint risk management system may be formed, which has a management team with representa- tion from each member municipality or district, as well as its own management personnel, which will establish, implement, and monitor proce- dures to reduce the current level of losses. However, each individual agency still must have its own designated risk manager. Risk management team. While one person may be given specific responsibilities for administering a risk management program, no person should be expected to facilitate the program alone. The risk manager should recruit a multidisciplinary team, including legal coun- sel, insurance providers, safety specialists, and program, maintenance, and financial staff. Together they should examine risk issues, consider options for controlling risks, contribute to the risk management plan, and serve as a catalyst for action. The risk management team should review all aspects of organizational policies, operations, and procedures that impinge on the organization's risks. Typically the team would be expected to: • • Recommend goals and objectives for adoption by the policy body Guide management in setting risk management policy • Establish channels of communication on all matters related to risk management • Examine all critical risks • Develop strategies for controlling losses 1 areas, roads, and trails. Although the mproper design, layout, and construction of treas and facilities can pose a hazard to users, nfrastructure hazards more often arise from mproper inspection or maintenance, making ;afely designed or constructed facilities defec- ive and dangerous. (See chapter 9 for more nformation about maintenance and inspection.) lhe more common risks result from such :onditions as: • Slippery I uneven surfaces • • • • • • Stairs/steps not irl good condition Protrusions I sharp edges Movirlg parts overhead objects Design/layout defects Fences/ other barriers not irl good condition or the lack of them Programmatic hazards. If not organized and :onducted properly, programs can put partici- at risk for irljury. Hazards can result from eto: • • Properly supervise based on location, competency, and number of supervisors, or the nature of their supervision Develop and enforce safety rules • Properly train supervisors and instructors • Adequately instruct • Ascertain participant fitness • Furnish proper safety devices and equipment • Select appropriate activity for age, experience, and ability • Warn Emergency care hazards. Park and recre- ation organizations have a legal duty to provide emergency care and first aid to visitors and program participants. Many factors irlfluence the type of care to be rendered, irlcludirlg the nature and location of the program or facility, the a · utes of users, expectations regardirlg range o 'es associated with programs or facilities and proximity to medical facilities. Some of the more common bases for negligence claims include failure to: • Provide prompt aid • Employ trairled personnel • Properly supervise or equip personnel rendering aid • Provide appropriate treatment • Transport irljured persons appropriately Transportation hazards. A number of recreation programs require participant trans- portation. This poses additional hazards to program sponsors. Liability can be avoided only when no transportation is provided. However, risks can be managed and liability reduced if transportation hazards are identified and minimized. Hazards associated with transport- ing participants include failure to: • Use the appropriate type of vehicle • Properly maintain vehicle • Determirle if the driver has a proper license • Train and supervise driver • Have a policy regardirlg participants being drivers Parties at risk While the focus js often on organization risk, it is important to recognize that other parties (board members, employees, volunteers) who are involved in providing park and recreation services also are subject to varying degrees of risk (liability) while engaged in their respective duties. Many lawsuits are brought against all possible parties, includirlg employees and volunteers, even though they may have limited ability to pay substantial damage awards. However, the individual parties-at-risk, when acting within their scope of-authority and responsibility if found liable, usually are indemnified by the organization. The risk management plan should consider the respec- tive interests of all at-risk parties when forming risk management strategies. The Park and Recreation Entity General rule: The park and recreation entity, whether a public agency, nonprofit association, or for- profit enterprise, is liable for the negligent acts of its Chapter 16-719 board members, employees, volunteers, and agents unless liability protection is extended by state law. Under the doctrine of respondeat superior (let the superior respond) and the law of agency, liability is imputed to the entity providing the park and recreation services. Immunity. Immunity is when an entity is not liable for its acts, usually acts of ordinary negligence. For example, if a child is injured on a playground because proper supervision is lacking and the city offering the playground program is in a state that provides immunity to cities for recreation, the city would not be liable for the damages (injury) to that child. Immunity is normally conferred by statute. There is very little common law immunity today, such as governmental immunity for schools and municipalities, which, prior to the 1960s, many states had. Common law is law established by court precedence, not legislators. Almost all states now have a Tort Claiins Act, which sets forth the liability and immunity of public agencies--state, county, municipal, and schools. In a few states there is liability only to the extent of the insurance coverage. Each state's law is slightly different; there is no model law. However, most states provide immunity for discretionary acts and liability for dangerous environmental conditions, such as buildings. A discretionary act is one that embodies policy /planning and decision making. The entity and the policy-making board members have immunity for injury resulting from their policy making. In the late 1990s, depending on the nature of the state's Tort Claims Act, there has been increasing application of discretionary act immunity to administrative policy decisions at all levels of government to further protect govern- mental entities. The doctrine of charitable immunity is primarily a judicial doctrine (i.e., decreed by case law, rather than by statute). And, just like municipalities, most charitable organizations in the mid-1950s were protected by charitable immunity. This immunity was based on the concept that these associations held the donations from the people in public trust and therefore the money should not be used to pay for liability. However, by the mid-1990s only one state, Arkansas, had general charitable immu- 720 -Risk Management nity, but this was being questioned. In a few states, there are remnants of immunity, although the extent of immunity may be only to certain types of claims, to a specified dollar amount, or to insurance coverage. As of fall 1998, Alabama, Colorado, Georgia, Maine, Maryland, Massa- chusetts, New krsey, South Carolina, Tennessee, Texas, Virginia, and Wyoming offered limited liability protection for qualifying associations. State recreational user statutes. To encour- age private landowners to make their land available to the public for noncommercial recreation use, all but one state (North Carolina, whose statute relates only to trails) have enacted statutes limiting landowner liability for injuries suffered by the recreation user. These statutes do not provide immunity to the landowner, but rather reduce the standard of care required toward the user. Whereas the recreation user is usually classified as an invitee, licensee, or trespasser, under these statutes, a fourth classification has been established, the "recre- ational user," with its own standard of care. In effect, the statutes provide significantly greater liability protection for the landowner than is available at common law. A landowner is under no duty to: • Inspect the property to discover hidden dangers • Warn the recreation user of hidden dangers, except known ultrahazardous conditions • Keep the property reasonably safe for use • Provide assurances of safety to the recreation user While landowners have very little liability risk exposure to gratuitous recreation users, they still have some obligations. Landowners must avoid injuring the recreation user through gross negligence or willful and malicious misconduct. Willful and malicious misconduct is when the landowner's conduct is intentional and in total disregard of a known and obvious risk, making it highlyprobablythatharm totheuserwillfollow. It is conduct that shows an utter indifference to, or conscious disregard for, the safety of others; for example, if a landowner stretches (perhaps at "neck level") a wire, cable, or -rope across a trail where motorbikes or snowmobiles are ridden. Gross negligence is the failure to exercise even that care which a careless person would use, falling just short of reckless disregard of consequences. It differs from ordinary negli- gence only in degree, not in kind, and is of an aggravated character as distinguished from the mere failure to exercise ordinary care which is the standard of ordinary negligence. To qualify for protection under the recre- ational user statutes, the landowner is precluded from receiving "consideration," or something of value. That is, the use must be gratuitous; no economic benefit can be derived from the recreational use. However, the definition of "consideration" varies from state to state. Some states have changed their law (or interpretation) to "no fee for the use of the premises," and then have declared that the "fee" is not for use of premises but for a service such as parking. or rental of a canoe or raft. While the original target of the statutes was private landowners, and they strictly applied to outdoor recreation on natural lands and waters, some states have extended application to state and local public lands and waters. In all states, the statutes have been applicable to federal lands, because under the Federal Tort Claims Act, the federal government is to be treated as "a private individual." Further, in the late 1990s, a limited number of states have also encompassed "urban" recreation on outdoor areas, such as sports. The "consider- ation" question is again at issue as to whether a sport registration or entry fee is "consideration," or merely defraying the costs for maintenance, officials, and incidental expenses. Shared responsibility statutes. In order to provide more recreation opportunities for people, especially the so-called risk or adven- ture/ challenge activities, with a reduced fear of liability by the provider, many states have enacted statutes which share the responsibility for injury between the provider of the facility and the participant engaged in the activity. Essentially, the provider is liable for negligence related to the facility that causes injury, while the participant bears responsibility for knowing how to engage in the activity. This applies to the recreational use of a facility, not to instructional classes. A few states, such as California and lliinois, have a law entitled "Hazardous Recreation Activities" that gives protection to both the public entity and public . employees. These statutes encompass a broad range of outdoor activities. Most statutes are activity specific and apply to all sectors -public, nonprofit, and private for-profit. For example, nearly one-half of the states have a ski responsibility law, defining the operators' duties and the skiers' responsibilities. In general, when participants have knowledge and understanding of an activity, they assume the inherent risks, that is, those integral to an ac~vity, without which the activity would not exist. For example, if one is playing soccer, one must expect to get kicked in the shins once in a while, stumble when running, or perhaps receive a face or head injury when attempting to head a ball. It is the nature of the sport. Comparative fault statutes. Nearly all states now have comparative fault statutes, wherein the negligence of the provider is compared to the contributory fault (referred to as secondary assumption of risk) of the participant. Any monetary award to the injured participant is reduced by the percentage to which that participant was "at fault." In about one-half of the states, if the contribution of the injured (plaintiff) is 50 percent or more, then the injured receives nothing. The jury determines percent- age of fault attributed to the provider (defendant) and the injured (plaintiff). The manager must keep excellent records in order to be able to prove the contribution of the participant to his or her own injury, and thereby endeavor to document that the injured plaintiff did in fact contribute a percentage of fault toward the injury. Board Members General rule: Board members are not individu- ally liable for the collective actions of the board or for the tortious acts of organization employees. However, board members can be individually liable for: • Those collective acts of the board or those individual acts of board members that are outside their legal scope of authority • Breaches of statutory and/ or fiduciary duty or violation of p~cipant/ em- ployee Constitutional rights Chapter 16 -721 • Intentional torts, such as assault and battery, slander, or libel Employees General rule: Employees, including adminis- trators and superuisors, are individually liable for their own tortious misconduct; however, administra- tors and superuisors are not liable for the tortious acts of their subordinate employees. Managers and supervisors are liable for their own negligence and the failure to carry out their own supervisory or administrative responsibili- ties, which might enhance a subordinate's likelihood of being negligent. For example: • Failing to employ competent personnel • Failing to train employees properly • Failing to provide proper supervision • Failing to establish and enforce safety rules • Failing to staff adequately' • Failing to warn of, remedy, or remove defective and dangerous equipment • Failing to follow the standards of a reasonable professional as related to a specific program, activity, or service • Failing to properly facilitate mainte- nance, after notice of dangerous condi- tions (see chapter 9) • Deliberate disregard when complaints are made of sexual harassment or child abuse by an employee (see chapter 13) • Negligent hire, that is, failure to do proper backgrourid checks for an applicant's propensity for violence (see chapter 13) The immunity afforded public entities under the Tort Claims Acts, for the most part, does not give protection to public employees. A few states have sought to extend limited immunity protection to governmental employees. How- ever, most tort claims acts do authorize indemnification of employees, particularly through carrying insurance. In some situations there is "qualified immunity" and "absolute immunity" because of the nature of the task being performed by the employee. This is particularly applicable to law-enforcement 722 -Risk Management personnel and some administrative or supervi- sory responsibilities. A few states may provide some damage limitations for employees of nonprofit associa- tions. In Texas, for example, ·the Charitable Immunity and Liability Act limits an employee's liability to $500,000 in damages for each person, $1,000,000 for each single occurrence of bodily injury or death, and $100,000 for property damage. Employee liability is not limited for intentional torts (assault, battery, false arrest), willful and wanton misconduct, gross negli- gence, or for acts committed beyond the scope of employment. · Volunteers General rule: Volunteers of public, nonprofit, and private for-profit organizations are liable for their own tortious misconduct, unless they can qualify under the federal Volunteer Protection Act or a state statute, and such negligence is imputed to the corporate entity under the doctrine of respondeat superior. More than one-half of the states have protection laws for volunteers in nonprofit associations. Of these, ten specifically reference youth sport, . including both coaches and officials. A few of these youth sport laws have the completion of a training course prerequisite to the protection. New Jersey has one of the most extensive laws in this regard. The laws protect volunteers from civil liability for certain acts or omissions resulting in death, damage, or injury if the volunteer was acting in good faith and in the course and scope of his or her duties. Protection is only for ordinary negligence; the individual remains fully liable for any gross negligence, willful and wanton misconduct, or intentional tort. The laws usually do not cover injuries due to motor vehicle accidents. Usually the laws provide that volunteers may accept expenses to cover their services, but not any honorarium. In 1997, the Federal Volunteer Protection Act [P.L. 105-19, 11 Stat. 218] was passed. It is very similar to the state laws, but covers volunteers of both governmental entities and nonprofit associations. Notwithstanding protective legislation, most agencies and associations provide indemnifica- tion or insurance coverage. The difference ;..;.__;__.:....;...;;.;.:;.~==== .. ,=·····===·"='--=··=· --:.:r.,,,.-· .. -·--------··· between indemnification and insurance cover- age should be noted. When an individual is indemnified, the organization pays the judg- ment (award) after the award has been made; when an employee or volunteer is covered by insurance, the insurance carrier defends the suit from its initial filing, which is of considerable benefit to individual employees or volunteers, who otherwise would have to secure their own lawyer to defend themselves. Individuals at risk may carry their own professional insurance. A number of national organizations make this available at a nominal cost, such as NRP A, AAHPERD, state teacher education associations, and some associations for specific sports. Step 2. Assessment of Risks A fter the risks have been identified (step 1), they must be evaluated by the risk management team as to (a) "risk probability," or frequency of occurence, and (b) "consequence severity," or the severity of injury to participants and the financial impact on the organization. Since no two risks are alike, they must each be evaluated individually. For example, statistics suggest that there are far more accidents and injuries on playgrounds than at swimming pools. The severity of playground injuries, however, is often less than at pools. There are basically three sources of data on which to base the assessment of probability and consequence. Organizational data. An organization should have an information or documentation system as part of its risk management plan. It can then access its own data about the frequency and severity of risks in order to develop a risk profile for the organization. Incident and accident reports are very important and should be used to develop hazard profiles for facilities and programs. (See Phase ill, Adoption and Facilitation, in this chapter.) Staff assessment. Staff with experience in particular facilities and programs can exercise their own judgment in estimating probabilities and consequences in order to evaluate agency risks. This is particularly useful when frequency and severity are low, when there is not much data available, or when an activity or service is new to the organization. Staff should be utilized to gather both qualitative and quantitative data. Of course, the risk management team will have excellent insights into risk assessment. In addition to the profiles, the risk management team should rank the risks, assigning priorities. National and similar organization data. When one does not have an experience record with a particular program, facility, or service, then, if available, national data may be used, or one may consult with professional colleagues who manage similar programs, facilities, or services. Risk probability (frequency) Probability reflects how frequently a risk occurs. Many organizations rate risks as high, medium, or low. Titis represents a simple way to characterize and understand risks . See exhibit 16-3. The three categories of frequency could be further delineated by using a point scale, for example, a three-or five-point scale. Regardless of the scale used, the comparative frequency designation should reflect sound judgment based on the best available data. Consequence severity To determine how severe the consequences could be, one must consider both the severity of the injury as relat~d to the participant, and its financial impact on the organization. It can be useful to express injury and financial severity also on a scale. The scale for injury severity usually ranges from fatal to low. See exhibit 16-4. User injuries may financially affect the provider and its ability to function. The more severe the participant's injury, the more profound the financial consequences for the provider tend to be. See exhibit 16-5. Using the ratings for the various risks on the three scales (e.g., low-low-minimal), the risk management team can prioritize the risks. i11~,11=e:r~~~~l Once the risk management team has identified the risks and determined the probabil- Chapter 16 -723 an activity director and offer recreation, then it must offer recreation activities, but the choice of activities offered is discretionary. There are two forms of avoidance. The first form is not offering an activity or service. For example, many public recreation agencies do not offer challenge/ adventure activities because, they say, of the high liability risk. The second form of avoidance is discontinuing a particular activity or service because the risk in terms of frequency and severity is deemed too great. For example, trampolines were removed from schools, and certain types of playground equipment were removed from playgrounds when the school or agency could not afford the type of surfacing recommended by the Consumer Product Safety Commission (CPSC) standards. When considering avoidance, park and recreation providers should use a benefit/ h:arm test. Under this test, the question is whether the amount of social harm that is done plus the cost of transferring the risk is greater than the benefit derived from the facility, program, or services. Risk reduction This strategy seeks to reduce both the frequency and the severity of a risk. For example, frequency may be reduced by risk prevention, such as installing a railing on a stairway, or severity may be reduced by providing timely first aid to someone who falls on the steps. Areas and facilities. Organizations can practice area and facility risk prevention and reduction by: • Anticipating the occurrence of "risky" activities • Inspecting areas and facilities to discover hidden defects and hazards • · Warning users of hidden risks once they are discovered • Instituting timely repairs of hidden defects • Removing facilities or equipment from service if repairs cannot be made in a timely manner These are some of the risk reduction and prevention practices that the risk management team can consider. They are based on a history of park and recreation litigation and outline basic legal obligations for providers of services and programs. . . Recreation programs. Recreation program risk prevention and reduction practices include: • Hiring competent personnel to supervise and conduct activity programs (this includes insuring that they possess the appropriate credentials based on educa- tion, experience, and certificatons) • Communicating expected performance measures and safety obligations · • Inspecting facilities and equipment to discover defects and removing hazard- ous facilities and equipment from use • Monitoring conformity to performance measures and safety obligations • Correcting improper performance • Providing safety training and education to staff • Establishing and enforcing safety rules and regulations • Providing the appropriate level of first aid to injured users/participants While this list ii not exhaustive, it presents a starting point for further refinement of program risk prevention and reduction practices. The focus of a risk management operational plan is on reduction. See Phase III -Manual of Policies and Procedures -in this chapter. Risk transfer This strategy involves the contractual transfer of risk to a third party. That third party then bears the risk consequences associated with the operation and use of the recreation area or facility or the conduct and provision of an activity. Three of the commonly used transfer strategies are: • Leasing • Independent contractors • Liability waivers Chapter 16 -725 .:f: -., .. -, .. ·: -~ :!~·';· _ _,:_.-__,. '""-.: ....:..· .:...:.· ..:;....:. •. _. :...;;,· _ ..... "'-··. _ . ...:.; .. ,_: . --..:..-~-....:....;.~-....,;.'··"-'' . ...._· _.· ·-'. ~· ;,_· .:-_' ~- !---H. _. t ~~ 1 ll: Li ., Leasing and rental agreements. It is common practice for a park and recreation organization to allow others to use areas and facilities, often by just signing up for a time reservation. However, it would be desirable to transfer liability with a written rental agreement or lease. Unless the agreement or lease specifically transfers the custodial care and maintenance of the area or facility to the lessee, the provider remains legally responsible for the condition of the facility. However, one may transfer the liability for the activity being conducted on an area or in a facility to the renter or lessee by so stipulating in the written agreement or lease. Further, it is desirable to include a stated transfer of liability for the behaviors of the participants engaging in such activities to the organization that is renting or leasing the area or facility. With these two provisions, the provider of the facility I area is liable only for the condition of the facility or area itself. A common practice for financial risk transfer is to include an indemnification agreement or clause or require a certificate of insurance in the lease or rental agreement and require additional insured status on the leasee/renter(s) liability insurance policy. (See Financial Risks) Independent contractors. Using an indepen- dent contractor to conduct an activity or provide a program or service is another way to transfer risks. For example, an organization can retain aerobic or weight training instructors as independent contractors -to conduct fitness classes in their community center, or a golf or tennis pro to give golf and tennis lessons, or sport officials, or a physician to service a camp as independent contractors. These persons would be responsible for the liability that their service occasions (e.g., any participant injuries), and for any insurance coverage for themselves. The organization does not have to pay benefits for these persons and they are not called employees. One caution, however: some organizations call the employment an independent contract, when it is not. (See chapter 13.) It is _essential that the individuals are contracted to provide a designated program or service, and the contract can provide certain parameters, but once contracted, the individuals are totally responsible and the organization 726 -Risk Management must not interfere. Any effort to direct or control the manner in which the program or servic conducted would negate the indepenc. contractor status. A second type of independent contractor is another organization, usually a private for-profit or nonprofit entity, that provides either a program or a service. For example, many public and nonprofit organizations do not wish to assume the liability risks of adventure activities (horseback riding, rafting, ropes courses, climb- ing, etc.), and thus contract with a private for- profit enterprise to provide that service to their constituency. Or, an organization may wish to contract for services, such as concessions, premises maintenance, or security. However, for liability to be transferred to an independent contractor, reasonable care must be used in selecting competent independent contrac- tors. The credentials of the independent contrac- tor, for whatever service is being contracted, must be carefully and systematically checked. Liability waivers. A liability waiver is a type of fault-freeing or risk-transferring agreement that relieves one party (the provider) o responsibility to another party (the participcu. ... A waiver presents a conflict between two fundamental legal theories: the contract freedom to bargain for behavior, and the negligence theory that one should be responsible for his or her negligent acts. Waivers generally are signed by program participants and stipulate that they give up any legal rights to recover damages from the organization, its staff, or volunteers caused by their ordinary negligence. For example, if an adult is injured while on a rafting trip due to the negligence of the guide, a waiver would relieve the guide and employing entity of liability and the rafter would not be able to obtain damages. Waivers are commonly used by fitness centers and providers of adventure activities, such as mountaineering, skiing, and whitewater rafting. (Note: while the terms waivers, releases, hold harmless agreements and indemnification clauses are often used interchangeably, they --do have distinct legal differences. See next section on Risk Financing.) · A waiver may be an effective strate~ transfer liability risk. When written correctly, i is valid for adults participating in recreational activities. Because of the conflict in contract and negligence theory, a number of states examine the contract either "vigorously" or "moder- ately," while others are lenient in regard to the validity of a waiver. There are several principles which must be followed for a waiver to be valid. The waiver: • Must be signed by an adult; a waiver signed by a minor will not be enforced; parents cannot sign away a Child's rights, but can sign away their own rights if their child is injured; minor may ratify upon reaching majority. • Must be voluntarily signed. • Must be very explicit, in clear language that states that the waiver is for the negligence of the provider and is not merely acknowledging acceptance of the inherent risks of the activity; awareness and understanding of the activity is not necessary if the statement is clear. • Must make the exculpatory clause obvious; participant must be aware that it is a waiver being signed. • Cannot be against public policy; this is not to be confused with public entity, as public entities can use waivers in the same manner as any nonpublic entity. If a waiver seeks to release the provider from intentional or willful and wanton acts, or gross negligence, this would be against public policy and make the waiver invalid. For minors, since waivers are not valid, it is recommended that an acknowledgment of risk form or an agreement to participate form be used. SuCh a form describes the inherent risks and thus gives an express, written verification by the participant regarding such risks. A participa- tion form also should set forth the expectations of the participant, the requirements to partici- pate, the behavioral expectations, and the responsibilities, which, if violated, gives some evidence of secondary assumption of risk and thus contribution under comparative fault laws. These forms should be signed by the participant, whether a minor or not, and if a minor, also by the parent or guardian. Risk Financing Strategies Paying for the losses that do occur is another component of risk management. Risk financing involves either retention (paying for losses out of the organizat_ion's budget) or transfer (a third party pays for the loss). Retention There are several retention techniques available to park and recreation providers: Current expensing. This is also known as the "pay-as-you-go" system. The organization pays for the losses as they arise out of their ongoing budget. This works well if the loss expenses are small; however, it may result in insufficient funds to respond to unexpectedly large losses. Unfunded reserves. An accounting tech- nique known as the unfunded reserve may help respond to large losses by noting the likelihood of future loss payments on the organization's books. It keeps management aware of future expenses for financial losses. Funded reserves. Money is set aside in the provider's budget to pay for future losses. The use of funded reserves requires a strong commitment from the organization's senior management and policy board not to use these seemingly "idle funds" for other projects. With the help of acturuy tables, the risk management committee should be able to demonstrate the amount needed for future losses. Just as pension programs need substantial assets far in advance of the time benefits are to be paid, funded reserves do too. Borrowing. When an organization does not have sufficient assets to pay for losses, it can borrow money from other internal or external sources. It is often difficult to borrow from an external source to respond to a loss, and so this strategy is limited and generally not recom- mended in the industry. It also may be necessary for a public entity to levy taxes or float a bond, if a damages award is in the millions of dollars. Self-insurance and joint pooling. Most states in their Tort Claims Acts authorize municipalities and schools to not only self- insure but also participate in joint pooling. Most joint pooling is done through an intergovern- Chapter 16 -727 mental contractual agency which self-funds pre- determined levels of loss with provision for catastrophic losses through the purchase of excess and reinsurance and, if necessary, issuance of bonds. The Park District Risk Management Agency (PDRMA), which services the park districts, forest preserve districts, and special . recreation associations in Illinois, is one of the largest and most extensively developed. It has about 125 members. Its comprehensive risk management program provides broad liability coverage, including property, fidelity, crime and surety bonds, auto, general liability, employment practices, liquor, police professfonal, owners and contractors, public officials errors and omissions, and workers compensation coverage for employers. However, it does much more -it also provides extensive loss control and safety information and services, staff risk management training and education, claims a.dministration, legal defense, and loss experience reports. The way a joint pool works is that there is a formula for the annual base membership contribution. Then at the end of the year there is a debit or credit applied to this annual base contribution based upon how the individual member's losses compare to the group as a whole. Transferoffinancialrisktoa third party It is common to divide transfer techniques into two categories: (1) transfers to parties that are not commercial insurance companies, but are in some way a party to the provision of services, and (2) transfers to commercial insurance companies. Contractual transfers: releases and indem- nification agreements. A release is an after-the- accident contract. It ordinarily establishes that a participant is giving up an existing claim, and usually is used in out-of-court settlements. Releases are intended to bring closure to disputes between participants and providers. There are two types of indemnification or "save-harmless" clauses, one relating to a partici- pant and the other to an entity offering services or using the facilities of another. The first is frequently found in a waiver form, .where the 728 -Risk Management signee of the waiver agrees to cover any loss that the provider incurs as a result of the participant's involvement in the program or service. They seldom are enforced and in limited court decisions have been held unenforceable when signed by a parent as a "conflict of interest." In the second type, an indemnification clause in a lease or rental agreement, the lessee or user of the area or facility agrees to indemnify the provider of the facility or area for any losses due to their use. Sometimes rather than an indemnification clause, or perhaps in addition to, the provider may request a "certificate of insurance" (proof of insurance coverage) or ask to be a "co-insured" or add additional insurance on the lessee's insurance policy. Whereas one must suffer a loss to be indemnified, insurance coverage assures that there is financial coverage, and if a "co-insured," that the insurance company will pick up the defense immediately. Commercial insurance companies. Liability insurance is a cornerstone of most park and · recreation risk management programs. Through the purchase of insurance, a provider transfers to the insurance company the financial risks it cannot afford for a premium it can afford. The provider pays the insurer a known amount at the start of the policy year in exchange for the promise that the insurer will pay losses of potentially much larger amounts for the entire policy year. While the premiums may be lower than the. losses paid in certain years, they will usually be higher than the losses in an average year. Over an extended time frame, purchasing insurance is generally the most costly risk management strategy. However, because of the reliability of commercial insurance, it remains one of the most popular techniques for transferring financial risk of loss. Insurance does not protect the provider from an injury or damage occurring, nor does it protect against personal anxiety or professional embarrassment. It only protects the insured from the financial losses arising from the covered risk. It must be noted, though, that the amount which an insurance company will pay is only to the limits of the insurance coverage. For example, if a court award was $5 million and the coverage was for only $2 million, the insurance company would pay only the $2 million. Determining the insurance needs for a park and recreation organization is a complex task that can be made easier by the risk management program. Some risks are so small (low frequency and low severity) that the organization may choose not to insure them, while others may be so large that insurance or avoidance is the only reasonable strategy for the provider. Insurance adequacy should be reviewed annually with an insurance agent, broker, or risk management consultant. While most entities (public, nonprofit, and for-profit) include their employees and volun- teers, when acting within the scope of their responsibilities, within their insurance policy, some professionals do take out their own personal insurance coverage in addition. Many organizations adopt an administrative policy to limit exposure to lawsuits by settling claims rather than litigating them. Many insurance companies also take this approach - i.e., settle a claim, even though there may be technically no liability-because it is more economical to do so. It takes a great deal of money to prepare materials, investigate, and pay attorneys' fees -in other words, to litigate. For small claims it is usually much less expensive to settle. There is also the publicity that goes with a trial, which usually is unfavorable to the school, municipality, nonprofit association, or private for-profit enterprise. On the other side, however, is the psychological trauma of the employee, in an injury suit, of having a settlement inferring negligence and guilt when there is none; and, some individuals, knowing an entity is settlement-prone, will file just to get money. The policies established for claims settlement are very important to discouraging unfounded claims, to protecting the morale of the employees, and to providing the best financial benefit for the organization. Somewhat similar to claims settlement, but much more formalized and set forth in the initial agreement or contract, is arbitration, sometimes referred to as ADR, Alternative Dispute Resolution. A provision in a lease, a contract for services, or a participant form may state that for any dispute (including an injury claim) the parties will go to arbitration, rather than bring a lawsuit. In arbitration, each party presents their "case" and a third person arbitrates or determines the rights of each. Arbitration may be legally binding. This should be distinguished from mediation; which is not binding, but an effort by a third person to negotiate between the two parties. There are firms which engage in the business of arbitration, and there is a profes- sional organization, the American Arbitration Association. Phases I and II provide the background analysis necessary to create a risk management plan which can be operationalized. There are three aspects to phase ID: • Adoption and facilitation • Manual of policies and procedures • Monitoring performance of the plan Adoption and Facilitation The policy body of the entity must adopt the underlying policies on which the risk management plan is based in order to operationalize the plan. These especially include the finantial transfer of insurance or other strategies and the risk control transfers related to leases and rental agreements, independent contractors, and waivers. The organization must commit financial resources. Senior management must accept the plan and support employee effort to facilitate and operationalize it. Budgeting and risk management are flip sides of the same management coin. Funding to undertake the ~k management process, along with financial resources to purchase insurance, fund contin- gencies, or to pay damage claims must be included in the provider's annual budget. The implementation of the plan depends upon management and staff. To be successful, employees must accept the plan and feel that they are truly a part of the risk management team with opportunity for valued input. For this reason, the management team should have a Chapter 16 -729 process for staff input and develop a training and education program for employees, which includes going over policies and procedures in the manual, and organizational structure. Employees should be involved in the goals and objectives of the plan. The risl< management plan should involve active interaction between employees at all levels and with administrators or supervisors. This interaction is essential because all facets of the operation must be included, and the line- level employees have insights to risks and are critical to implementation of risk management procedures. Employees must be assured of their importance to successful risk management, and understand the operational procedures. There must be commitment by both management and employees. Just as it is desirable to have the policy board involved in the establishment of risk management policies, so must employees be involved in determination of desirable practies in implementing policies. Particularly in medium-to large-sized agencies, an employee risk management committee is highly desirable to augment the risk manager. The committee • Continuously monitors the risk manage- ment program, recommending changes • Reviews operating safety manuals and emerging plans • Fosters a safety-conscious attitude among · employees and encourages participation in staff training including first aid • Reviews accidents and claims, analyzing nature thereof and possible action to ameliorate, and the cost thereof • Makes periodic inspection/ tour of pro- grams and premises. In especially large operations, there might be practices to pinpoint problem areas and recommend changes and to project trends and possible future losses. It must be made very clear to employees that the practices requested and recommended are not only to provide a · safe program so participants will not be injured, but also for their own well-being. An information/documentation system must be maintained, not only to have data available 730-Risk Management for risk management, but also to have· it available should one become involved in a lawsuit. Responsibility must be established for input of the information/ documents, for maintaining the system, and for determining the method and format of record keeping and for how long it should be kept. The records should be kept at least until the statute of limitations has run out. This system should include such documents as: • Registration identification information • Accident forms • Health forms, if appropriate • Participation forms and waivers • Rental agreements and leases • Program data and documents • Operations information Policies and Procedures Manual (The Operational Plan) I t is one thing to adopt policies based on Phases I and II, but just what does that mean to the employees, and just what is it that they are to do to manage the risks? It is one thing to say that reduction is the strategy to be used to control risks, but how are the risks to be prevented or reduced in frequency and severity? The manual systematically sets forth procedures for doing so. Often an insurance company will have specific procedures that must be conformed to for insurance to be provided on a specific activity or facility to be covered. The public entities may belong to a risk management authority, either specific to parks and recreation, such as the Park District Risk Management Agency (Illinois), or related to the parent organization, for example, the Michigan Risk Management Authority for municipalities in the state. Nonprofit entities have a national resource in the national Nonprofit Risk Management Center. The accreditation standards of the American Camping Association for camps and of the Association for Experiential Education for adventure or challenge programs provide some specific procedures for conducting these pro- grams. However, most accreditation standards are not so detailed. There are also a considerable number of manuals and books on specific services, such as fitness and health centers, aquatics, and golf courses. The professional personnel in charge of conducting these services should know of these resources and be able to . develop the section of the manual related to their service. Maintenance and security staff can also help develop procedures for reducing the frequency and severity of risks (see chapters 9 and 17). RlSK MANAGEMENT IS NOT ONLY PREVENTING PARTICIPANT INJURIES, BUT ALSO INCLUDES PRACTICES RELATED TO EMPLOYEES, BUSINESS OPERATIONS, AND PROPERTY. Some call the manual a "safety manual," but it is much more than that. The manual should be the operating procedures for carrying out risk management policies. And as such, all administrative and supervisory personnel should have a copy and other employees should have the sections pertinent to their responsibilities. Specific operational procedures are an important element in a risk management plan. Guidelines for operationalizing the procedures set forth for the approaches to be used should be put together into a risk management manual to provide an authoritative guide and immediately available reference for all levels of employees. The manual should cover such operational information as what automobile insurance coverage the organization has and, if a car is rented, what insurance should be purchased; periodic inspections regarding risk potentials; supervision system, emergency plans, the accident and incident reporting system; and many other aspects. Particular attention should be given to emergency plans and procedures for such large- scale natural disasters as earthquakes, torna- does, hurricanes, forest fires, and floods. Evacuation procedures, inventory and location of equipment and materials, displacement plans for facility residents and activities, and psycho- logical aid for staff affected by an emergency should be included. Plans also should be prepared for civil disturbances, for emergency care at special events with a large number of participants and/ or spectators, and for ongoing activities in the park and recreation facilities. Special cooperative arrangements should be made with public departments and agencies, private contractors, and community organiza- tions. Of course, an agency, association, or business enterprise must focus the manual on the services, programs, facilities and areas under its jurisdiction or control. However, all share common elements, and exhibit 16-6 is a generic table of contents to be adapted in accord with the nature of the provider and the programs/services/ facilities it offers. Monitoring Performance Once the plan is adopted and put into practice it should not be forgotten. The plan should be assessed at least annually to measure progress toward the purposes, goals; and objectives. (See exhibit 16-2.) The performance of risk management programs is often assessed by setting goals at the beginning of the year and comparing them with the outcomes at the end of the year. When risk management outcomes take longer than a year to assess, incremental measures may help determine whether the program is on track to meet expectations. Risk management efforts should be judged by a combination of procedural and results goals and objectives. • Procedural goals and objectives. These are measures of actions taken to achieve program goals, without considering the actual results. For example, "All play- ground equipment will be inspected quarterly" to reduce the risk of injury from defective equipment. This means that the standard is met if the equipment is inspected, even if injury is not reduced. Because these goals and objectives focus on the procedure, what people have been doing, rather than on a specific outcome of these efforts, they often neglect actual cost savings for the organization. • Results goals and objectives. These measures usually focus on a decrease in the severity or frequency of accidents. For example, "Playground accidents Chapter16-731 I i .~;::5~,~;;i~W~~~\~~i~~4iW~~V~th'~4,~.,~1~:1~~~1:i;J¥.~~)ti,;j, 732-Risk Management :·::-· ..... ·· ··.·.·~ ····.· ... .... · .. ~ .. · ·. ·.: .. · .. . . . . ·-·<·.·._· .. · .. · .. CAPRA Standards 9.0 RISK MANAGEMENT Commentary: Many local governments have a risk management division with a designated/ specific risk manager. In such situations, parks and recreation should be a part of the overall plan and its implementation. If the overall plan with implementation meets the following standards, then the agency meets the requirements of this section. This section sets forth only the essential elements. Throughout the Standards are many additional important aspects of risk management, such as an inspection system for areas and facilities, emergency procedures, accident recording, competent personnel, supervision, and visitor protection. 9.1 Statement of Policy There should be a policy for risk management, which is approved by the agency policy entity. Commentary: The agency policy entity must set the direction and give appropriate authority for the implementing operational practices and procedures. 9.2 Risk Manager There should be an employee with risk management responsibility and authority to carry out the policies established for risk management. Commentary: There must be aggressive loss control management and monitoring. It is essential to assign responsibility for this vital act so that it receives the credibility and institution-wide acceptance it warrants and is needed and is not perceived only as insurance purchase. Operationally, for most effective implementation, a risk manager should be designated. The risk manager must be given authority to carry out the policies established regarding risk management, both with the employees and the administration. The risk manager will work closely with the business officer of the corporation in facilitating the financial approaches determined to be most appropriate and with the administrator/ supervisors of the programs and services in obtaining essential employee performance as related to reduction of programmatic risks. The structure and size of the corporate entity will determine whether the risk manager doubles as financial officer, is the same with the recreation director, the enterprise manager, et al., or has no other responsibilities. Whatever the appropriate.arrangement, it is essential that the tasks of a risk manager be assigned specifically to one person. "Everybody's responsibility is no one's responsibility!" Further, the risk manager is not a safety director with a more sophisticated title. The risk manager is a safety director in a general sense, but is much more. Safety is not the only concern of the position -there also is the financial risk management aspect. However, a safety director or specialist might work under the risk manager or in a small operation, both functions may be given to the same person. There may be intra-agency management with an overall risk manager for the whole municipality or entity. Where there is an inter-organization risk management agency, such as a joint risk management system formed by several municipalities, such agency will have a management team with representation from each member municipality, as well as its own management personnel, which will establish, implement, and monitor procedures to reduce the current level of losses. 736 -Risk Management I 9.3 Plan There shall be a risk management plan reviewed annually and updated to reflect new information, operational techniques, and services. Commentary: A comprehensive risk management plan, which encompasses both financial and programmatic risk management, is essential to minimize legal liabilities and personal injuries. A risk management plan systematically analyzes the services offered and facilities/areas managed for personal injury and financial loss potential and selects approaches to handle such losses. It sets forth basic policies and the implementing operational practices and procedures of the approaches which will be utilized to manage the identified risks of loss. (See 9.6.) A plan cannot be static; it is dynamic and needs to be regularly reviewed for updating regarding services of the organization and changing approaches to controlling losses in keeping with changing needs and capabilities of the organization and opportunities which become available within the financial industry as well as within the organization itself. 9.4 Risk Analysis and Control Approaches There should be risk analysis systematically performed annually and with approaches to control of risks clearly identified. Commentary: There is no specific method for identification of risks suitable for all entities; the method and tools used will vary according to the nature and extent of the operation. What is important, however, is that a systematic procedure be established to assure total assessment in order to avoid unexpected losses. Risk analysis should utilize any agency management information data base, and include identification of risks and estimation of extent of the risks. Alternate approaches for control of risks and the expected impact of each should be identified, with the selection of approaches to control specific risks then clearly identified. 9.5 Employee Involvement The risk management plan should involve active interaction between employees at all levels and administrators/supervisors. Commentary: This interaction is essential because all facets of the operation must be included, and the on-line employees both have insights to risks and are critkal to implementation of risk management procedures. It is the employees which must be assured of their importance to successful risk management, as well as understand the operational procedures. There must be commitment by both management and employees. Just as it is desirable to have the policy board involved in the establishment of risk management policies, so must employees be involved in determination of desirable practices in implementing policies. Particularly in medium to large-sized agencies, an employee risk management committee is highly desirable to augment the risk manager. It continuously monitors the risk management program, recommending changes; reviews operating safety manuals and emerging plans; fosters a safety-conscious attitude among employees and encourages participation in staff training including first aid; reviews accidents and claims, analyzing nature thereof and possible action to ameliorate, and the cost thereof; and makes periodic inspection/ tour of programs and premises. In especially large operations, there might be practices, to pinpoint problem areas and recommend changes, and to project trends and possible future losses. It must be made very clear to employees that the practices requested and recommended are not only to provide a safe program so participants will not be injured, but also for their own well-being. Chapter 16-737 " 1' 9.6 Operational Procedures There should be a manual of operating procedures for carrying out the risk management plan. All administrative and supervisory personnel shall have a copy of the manual and other employees' procedures pertinent to their responsibilities. Commentary: Specific implementing operational procedures are an important element in an risk management plan. Guidelines for operationalizing the procedures set forth for the approaches to be used should be put together into a risk management manual to provide an authoritative guide and immediately available reference for all levels of employees. Not all employees need a full copy of the manual, but it should be available, and pertinent aspects definitely should be given to the employees in accord with their responsibilities.The manual should cover such operational information as what automobile insurance coverage the corporation has and if a car is rented, what insurance should be purchased; periodic inspections regarding risk potentials; supervision system, emergency plans, the accident and incident reporting system (see 3.4.2.3); and many other aspects set forth in other standards. Particular attention should be given to emergency plans and procedures directed toward large- scale natural disasters, such as earthquakes, tornadoes, hurricanes, forest fires, and floods, and include evacuation procedures, inventory and location of equipment and materials, displacement plans for facility residents and activities, and psychological aid for staff affected by emergency, et al. Plans also should be prepared for civil disturbances, as well as the usual emergency care both for special events with a large number of participants and/ or spectators and for on-going activity in the parks and recreational facilities. Special ct"operative arrangements should be made with other public departments and agencies. private contractors, and community organizations. Park and recreation agencies should be integral to any community emergency plan. 9.7 Risk Accounting The risk management plan should be monitored in terms of the dollar costs. Commentary: Risk management is an ongoing process; not only must it be integrated into the very fiber of an organization, but also its effectiveness must be systematically evaluated and adjustments made as appropriate. Neither the implementation of the plan nor its effectiveness assessment just happen -"everybody's business is nobody's business." Responsibilities must be assigned and structure set in place to facilitate risk management. While a primary purpose of risk management is the savings of lives, it is essential that the risk management plan be monitored in terms of the dollar costs -is it paying off financially and if not, why not? In calculating the costs of risk, one must add together the costs of insurance, uninsured losses that come from the operating budget, the losses which may come from the fonded reserve (self-insurance), the administrative costs of maintaining the risk management office/personnel and its operation, and the safety and loss control expenses, including personnel training. If this amount is over five percent of the operating budget, serious evaluation of the risk management plan must be undertaken; costs usually range from two to three percent. However, in terms of effectiveness of the plan, calculation of savings also should be made on reduction of the indirect and hidden costs of accidents, such as time lost from work by injured employees, damage to equipment and facilities, failure to provide services and thus loss of income, etc. Initially, to establish a sound risk management plan, a financial investment may need to be made to implement good practices; but, it is an element of sound financial management to spend initially to obtain substantial long-term savings. Many agencies adopt an administrative policy to limit exposure to law suits by settling claims rather than litigating claims. Many insurance companies take this approach -settle a claim, even though there may be technically no liability, because it is more economical to do so. It takes a great deal of money, in terms of preparation of materials, investigation, time of attorneys, et al, to litigate, and for small claims it is usually much less expensive to settle, Here, also, is the publicity attendant to a trial, 738 -Risk Management . which usually is unfavorable to the school, municipality, or leisure agency. On the other ~ide, however, is the. psychological trauma of the employee, in an injury suit, of having a settlement inferring negligence and guilt, when there is none; and, some individuals, knowing an entity is settlement- prone, will file just to get some money. The policies established for claims settlement are very important to discouraging unfounded claims, to protecting the morale of the employees, and to providing the best financial benefit for the organization. Park, Recreation, & Leisure Services Curricula Accreditation Standards, 1999 Edition · 8.39 Understanding of the principles of risk management planning, and the ability to participate in the development and implementation of a risk management plan 9A.03 Understanding of the use of the law in management of leisure services, including land management, personnel, human rights, financing, and risk management Chapter 16 -739 American Camping Association. (1998, periodic revisions). Accreditatio standards for camp programs and seroices. Martinsville, IN: American Camping Asso- ciation. Berlonghi, A. {1994). The special event risk management manual (Rev. ed.). Dana Point, CA: Alexander Berlonghi. Borkowski, R. P. (1998). The school sports safety handbook. Horsham, PA: LRP Publication. Christiansen, M., & Vogelsong, H. (Eds.) (1996). Play it safe: An anthology of playground safety (2nd ed.) Ashburn, VA: National Recreation and Park Associa- tion. (See chapter 9 resources for further information on playgrounds) Coalition of Americans to Protect Sport (CAPS). (1998). Sports injury risk management tmd the keys to safety (2nd ed.) North Palm Beach, FL: CAPS. Cotten, D. J., & Cotten, M. B. (1997). Legal aspects of waivers in sport, recreation and fitness activities. Canton, OH: PRC Publishing. Coutellier, C. (1993). Management of risks and emergencies, a workbook for administrators (rev. ed.). Kansas City, MO: Camp Fire. Available from Martinsville, IN: American Camping Association. DeCoster, J. V. Risk management for golf Canton, MO: RIMAGO Co. Garvey, D., Leemon, D., Williamson, J., & Zimmermann, W. (1999). Manual of accreditation standards for adventure programs (3rc1 ed.). Boulder, CO: Association for Experiential Education. Head, G. (Ed.) (1991). Essentials of risk management (2 vols.) (2nd ed). Malvern, PA: Insurance Institute of America. Head, G. (Ed.) (1995). Essentials of risk control (2 vols.) (3rd ed.). Malvern, PA: Insurance Institute of America. Head, G. (Ed.) (1996). Essentials of risk financing (2 vols.) (3nt ed). Malvern, PA: Insurance Institute of America. Jackson, P. M., White, L. T., & Herman, M. L. (1997). Mission accomplished: .A practical guide to risk management for nonprofits. Washington, DC: Nonprofit Risk Management Center. (With an accompanying Workbook) Kaiser, R. (1987). Liability and law in recreation, parks and sports. Englewood _Cliffs, NJ: Prentice Hall, --... ... c. 7 40 -Risk Management Resources Mack, M., et al. (1998, April). Playground injuries in the 90s. Parks & Recreation M<igazine, 89-95. Minnesota Office of Volunteer Services. (1992)." Planning it safe: How to control liability and risk in volunteer programs. St. Paul, MN: Minnesota Office on Volunteer Services, Dept. of Administration, State of Minnesota. Morrison, D. (1989). Risk management and loss control manual for local government. Washington, DC: Local Government Inst. NonprofitRiskManagementCenter. (1996). State liability laws for charitable organizations and volunteers (3rd ed.). Washington, DC: Nonprofit Risk Manage- ment Center. Peterson, J., & Hronek, B. B. (1997). Risk management for park, recreation and leisure services (3rd ed.). Champaign, IL: Sagamore Publishing, Inc. Practical risk management. Alameda, CA: Practical Risk Management. (Manual with quarterly updates.) Public Risk Management Association. (1997). Public sector risk management. Arlington, VA: Public Risk Management Association. (Manual with supple- ments.) Riskfacts. Washington, DC: Nonprofit Risk Management Center. (A 3-ring notebook, documents #1-21 issued 1997, #22-31 issued 1998.) Risk management, a guide for nonprofits (1987). Washington, DC: Prepared for United Way by Public Risk and Insurance Management Association. U.S. Consumer Product Safety Commission (1997). Handbook for public playground safety. Washing- ton, DC: CPSC. van der Srnissen, B. (1990). Legal liability and risk management for public and private entities. Cincinnati, OH: Anderson Publishing Co. Williamson, J.E., & Gass, M. (assemblers) (1999). Manual of accreditation standards for adventure programs (3rd ed.). Boulder, CO: Association for Experiential Education. Wong, G. (1994). Essentials of amateur sport law (2nd ed.) Westport, CT: Praeger Publishers. Special thanks to the following reviewers who took ·the time from their busy schedules to review the manuscript and to offer constructive comments and reviews that helped improve this chapter. Dr. Arthur Graham, SUNY Colllege at Brockport Betty Kutska, Manager, Park District Risk Management Agency (Illinois) Dr. Robert Lee Jr., Pennsylvania State University Dr. Doug Kennedy, Virginia Wesleyan College James Peterson, Indiana University Dr. Dean Zoerink, Western Illinois University Tom Coles, Risk Manager, Cleveland Metroparks Contributors \ Chapter 16 -741 Planning & Development Services Department Organization Chart 2013 Director Asst. Dir. Asst. Dir. C&NP CltyEngr. Building Offical Principal Planner Dev. Rev. Senior Assistant CityEngr. Code Ent. Supv. Plans Examiner Code Officer Plans Examiner Code Officer Code Officer Code Officer Sr.Planner Staff Planner Planning Technician Grad. Civil Ener. Grad.Civil Engr. Envtronmental Inspector Transportation Plannin& Coord. GISTech. Pl ann1ngan dD I eve opmen ts ervices I BUSINESS UNIT Staff Title Ext. I ADMINISTRATION DIVISION (Bob) ADMINISTRATION Bob Cowell Director 3760 (60-571) Lance Simms Asst. Director OS 3742 Molly Hitchcock Asst. Director C&NP 6251 ENGINEERING DIVISION (Alan) ENGINEERING Alan Gibbs City Engineer 5007 (61-573) Carol Cotter Sr. Asst. City Engineer 3782 Erika Bridges Graduate Civil Engr. 3713 Danielle Singh Asst. City Engineer 6221 Donnie Willis Envi ronmental Engr. Tech. 6375 Marcelo Arreola Engr. Program Specialist 3015 jerry Jones Construction Inspector 3503 Israel Koite Construction Inspector Keith Tinker Construction Inspector Ray Argersinger Construction Inspector 6240 TRANSPORTATION Joe Guerra Transp. Plan. Coard. 3556 (64-574) DEVELOPMENT SERVICES DIVISION (Lance) BUILDING Chris Haver Building Official 6254 (62-578) Ben McCarty Plans Examiner (Com.) 3754 Terry Boriskie Plans Examiner (Res.) 3744 David Stone Building Inspector 3559 Oscar Chavarria Building Inspector 3772 Chris Carter Building Inspector 3747 Vacant Building Inspector 3803 CODE ENFORCEMENT Cindy Kuykendall CE Supe rvisor 3858 (62-825) Julie Caler CE Officer 3845 Doug Ervin CE Officer 3799 Jim Giles CE Officer 5056 Nick Schnettler CE Officer 3769 DEVELOPMENT Bridgette George Dev'!. Coordinator 3458 COORDINATION Brittany Ca ldwell (62-579) Adm in. Support Specialist 6252 Deborah Grace-Rosier Staff Assistant 3784 Mandi Alford Staff Ass istant 3743 Kristen Hejny Staff Assistant 3751 Vacant Staff Ass istant 6361 Gina Southerland Permit Technician 5045 Robin Krause Customer Service Rep. 5044 5043 Pl ann1ngan dD I eve opmen ts erv1ces I BUSINESS UNIT Staff Title Ext. I DEVELOPMENT SERVICES DIVISION (La nce) (cont.) NORTHGATE DISTRI CT john LeBlanc District Supervisor 6286 (202-4362-572) Tommy Shilling Sr. Dis t. Coordinator 6313 Eric Chapman District Coordinator 6313 Tyler Spence District Coordinator 6313 Eric Stein District Specialist 6313 Alejandro Ruiz-Zazueta District Specialist 6313 Apollos Daily District Specialist 6313 Keith Ingalls District Specialist 6313 Edwin Opoku District Specialist 6313 jadrian Vela District Specialist 6313 Matthew Farley District Specialist 6313 On-Call Parking Officer Fax ~ GREE NWAYS Venessa Garza Greenways Program Mgr. (_ .. 367y (64-580) GIS Michael Trevino GIS Technician 3759 (64-610) NEIGHBORHOOD & COMMU NITY SERVICES DIVISION (Molly) PLA NNING Jennifer Prochazka Principal Planner 3826 (63-577) Matt Robinson Senior Planner 3757 Jason Schubert Principal Planner 3697 Lauren Hovde Staff Planner 3584 Morgan Hester Staff Planner 3542 Jenifer Paz Planning Tech 3763 Teresa Rogers Staff Planner 5030 N'HOOD SERV. Barbara Moore N'hood. Coard. 6262 (64-529) CO MMUNITY Debbie Eller Community Dev. Manager 3771 DEVELOPMENT Susan Sharp Staff Assistant 3778 (64-575) David Brower CD Analyst 3810 Brian Piscacek CD Analyst 3488 Charles Michalewicz CD Analyst Housing 3786 Betty Vermeire CD Specialist 3812 Planning & Development Services 3570 P&DS Fax 3496 Code Enforcement 6363 Planner on Call 3020 Main Numbers CD Conference Room 3813 NG Parking Garage Fax 6287 Intern Office (P&DS Library) 3811 Intern Office (Pla nning Tech Office) 3783 2nd Floor Conference Room 1 3820 \)enet;sp..~\l ~~ ~. --1~ Ap-4\ 11, ~ L1tr12-1I I~' 11 Mk11 q Home oflfxns A6M U11i11ersity M~ 13-15 JLt~~I 2013 Employee Holiday Schedule New Year's Day Martin Luther King Day Good Friday Memorial Day Independence Day Labor Day Thanksgiving Day Day after Thanksgiving Christmas Eve Christmas Day One (1) Floating Holiday* Tuesday, January 1, 2013 Monday, January 21, 2013 Friday, March 29, 2013 Monday, May 27, 2013 Thursday, July 4, 2013 Monday, September 2, 2013 Thursday, November 28, 2013 Friday, November 29, 2013 Tuesday, December 24, 2013 Wednesday, December 25, 2013 *Floating Holiday: The Floating Holiday may be used at the employee's discretion during the calendar year. The floating holiday must be scheduled in advance and approved by the employee's supervisor. Floating Holidays must be taken during the sa me calendar year that they are granted and may not be carried over into the next year. Employees with less than six (6) months of continuous employment are not eligible to use the Floating Holiday. NOTE (FOR FIREFIGHTERS ONLY): In compliance with law passed relating to 9/11 Holiday, the Floating Holiday may be used to fulfill this purpose. For additional information, please see Section 5.06 of your employee handbook. Oct?ber 26, 2012 Section: Item: Pol icy No.: Initial Effective Date: Revision History: Staffing and Development Employee Identification Badges 2.11. September 2004 09/2004,07/2007 2.11. Employee Identification Badges 1. The Human Resources Department will issue photo employee identification (ID) badges to City of College Station employees. Employees must conspicuously display their badge on their person at all times while conducting City business in and around all City facilities, buildings and work sites. Temporary removal of the badge is permitted if t he badge becomes a hin drance to job performance. In such cases, the employee is still required to have the identification badge on his/her person and must be able to present it upon request. 2. A fee may be assessed to the employee for the replacement of a lost badge. A replacement badge may be obtained at no cost to the employee for damage due to normal wear and tear, or if the employee changes department, job title or name (i .e. marriage), provided the old badge is returned to the Human Resources Department. 3. Identification ba dges must be turned into the department upon termination of employment with the City of College Station . The department is responsible for returning the identification badge to the Human Resources Department. 4. It is the respons ibility of all employees to comply with this policy, and it is t he responsibility of departmental management to enforce thi s policy. Violations of this policy should be handled through the City's Disc iplinary Policy (refer to Disci plinary Po licy). City of Co 11 e g e St at ion E m·p Io ye e Handbook Policy No. 2.11. Section: Employee Conduct Item : Policy No.: Professional Appearance of Employees 9.05. Initial Effective Date: Revision History: September 2004 09/2004 9.05. Professional Appearance of Employees It is the policy of the City of College Station that each employee's dress, grooming and personal hygiene should be appropriate to the work situation. During business hours or when representing the City of College Station, employees are expected to present a professiona l, businesslike image to the public. On certain days or occasions, employees are allowed to dress in a more casual fashion than normal. On these days or occasions, employees are still expected to present a neat appearance. All City employees should follow the following professiona l appearance standards: • Emp loyees should not wear suggestive attire such as tank tops, tube or halter tops, shorts, or cutoffs. • Employees should not wear unnaturally colored hair and extreme hairstyles that do not present an appropriate professional appearance. • Em ployees should avoid wearing excessive makeup. • Employees should not have offensi ve body odor or poor personal hygie ne • Emp loyees should not wear professionally inappropriate facia l jewelry, such as eyebrow ri ngs, nose rings, lip rings and tongue studs during business hours. • Employees should not reveal professionally inappropriate tattoos during business hours. Department Directors are responsible for establishing reasonable dress codes for their individual departments that are appropriate for the job being performed. Certain employees may be required to wear uniform s. These uniforms are su pplied by the City at no cost to the employees. Employees may be responsib le, however, for replacement costs for lost or damaged uniforms. Any employee who does not meet the standards of this policy will be required to ta ke corrective action, which may in clude leaving the workplace until he/she is properly dressed or groomed. Un der such circumstances, the employee may be required to use accrued vaca tion or compensatory time to compensate for any work time missed because of failure to comply with this policy. City of College Station Employee Handbook PolicyNo. 9.05. Section: Item: Policy No.: Initial Effective Date: Revision Hist ory: Employee Conduct Computer Software Use Policy 9.11. December 2008 12/2008 9.11. Computer Software Use Policy The City of College Station and its employees shall comply with all applicable legal and policy requirements concerning the reproduction and use of computer software as outlined below: 1. U.S. Copyright Law allows software to be copied for backup purposes only. Reproduction of software for any other reason constitutes a violation of Title 17 of the Copyright Act of 1976 as amended by the Computer Software Protection Act of 1980 and will not be tolerated by the City. 2. Making copies of computer software to do City and/or personal projects at home, or to share with others is strictly prohibited. 3. Software purchased for and in use on one computer may not be used on a seco nd computer simultaneously. If there is a valid business need for additional copies of the software, they will be purchased through established procurement channels. 4. Computers, software and/or associated documentation may not be removed from City property without prior approval of the Department Director. 5. Installation of personal software is strictly prohibited. 6. Software License Storage. As far as is practical, software licenses should be stored at the Information Technology Department. If another department requires the original software license to be held on premises, then that department will make a copy of the license and provide it to Information Technology. 7. Software Procurement. All software should be purchased through Information Technology and/or its designated staff using established procurement procedures . No software is to be purchased and/or installed without IT knowledge. 8. Use of non City owned software on City equipment strictly prohibited. 9. Programming done during the performance of an employee's job shall become intellectual property of the City and shall not be used for any personal or other gain. 10. All software upgrades shall be performed by IT personnel or designated staff to en sure un iformity. A violation of this policy will result in disciplinary action to include termination. City of College Station Employee Handbook PolicvNo. 9.11. Section: Item: Policy No.: Initial Effective Date: Revision History: 9.12. Internet Policy Employee Conduct Internet Policy 9.12. December 2008 12/2008,07/2011 This policy sets forth the City's guidelines in regards to the access and use of the Internet system. Please refer to the Public Communications Department's Social Media Guidelines for information on the policies, practices, and procedures related to interacting with the public related to City bus iness, including t he creation of web pages, biogs, and use of the City's logo. A. Use of Internet On-line services and the Internet, like other City property, are to be used for City business purposes. Only employees specifically authorized by the City may access on-line services and the Internet. B. Personal Access of the Internet System Occasiona l use of on-line services and the Internet system for personal reasons is anticipated. However, employees should exercise good judgment and restraint when accessing on-line services and the Internet for personal reasons. Further, personal use of the Internet system must not interfere with the performance of job duties. Department Directors and Supervisors will establish procedures and guidelines for determining when personal access of the Internet system is excessive or interferes with work perform ance. C. Copyright Infringement The authority to load any software on City com puters is limited to the Director of Information Technology or the Director's designee to prevent any possible copyright, trademark, patent or intellectual property violations. Internet users shall not duplicate or download from the Internet ore- mail any software or materials that are copyrighted, patented, trademarked, or otherwise identified as intellectual property without express permission from the owner of the material. D. Personal Passwords The Director of Information Technology or the Director's designee has the authority to override any individual password and give Management access to an employee 's computer in order to insure compliance with City policy. An Employee's content on any City account may be subject to disclosure under an open records request. E. Internet Access Monitored The Internet system is City property. An employee's access of on-line services and the Internet constitutes the employee's implied consent to a review of the employee's use of the internet. The Internet system is subject to continuous or random review by Ma nagement in an effort to maintain and rai se stan dards for customer service, to enforce limited personal us e and to ens ure policy compli ance. The City reserves the express right to monitor, in any way, the activities of employees while accessing the internet, or review the contents of stored internet access logs. F. Prohibited Access to Inappropriate Material Access to the Internet may not be used for harassment, embarrassment, or for any fraudulent, sexua lly explicit, profane, obscene, intimidating, defamatory, or otherwise un lawful or inappropriate purpose. City of College Station Employee Handbook PolicyNo. 9.12. G. Solicitation Internet access shall not be used to solicit, advertise, or otherwise market for outside business ventures, personal parties, social meetings, charities, membership in an organization, or other matters not connected to the City of College Station. H. Content Filtering The City of College Station reserves the express right to implement any type of internet content filtering or web site blocking to protect City resources from damage, or data corruption and to filter inappropriate material. Requests for access to blocked content should be sent from the affected employee's Department Director to either the Director of Information Technology or the Assistant IT Director. I. City Sponsored Social Media The City of Coll ege Station understands that social networking and Internet services have become a common form of communication in the workplace. Social networks are online communities of people or organiza tions that share interests or activities and use a wide variety of Internet technology to make the interaction a rich and robust experience. All City of College Station social networking activities are subject to open records laws. Employees who choose to participate in social networks as a City employee should adhere to the following guidelines: 1. City policies, rules, regulations and code of conduct (Section 9 of the Employee Handbook) apply to employees who engage in social networking activities while conducting City business . Use of your City e-mail address and communicating in your official capacity will constitute conducting City business. 2. City employees must notify their supervisors and the Public Communications Department if they identify a City business need to create a social networking site or service to conduct City business, prior to the creation of such a site. 3. Departments Directors have the option of allowing employees to participate in existing social networking sites as part of their job duties. Department Directors may allow or disallow employee participation in any social networking activities in their departments. 4. Protect your privacy, the privacy of citizens, and the information the City holds. Follow all privacy protection laws, i.e., HIPAA Privacy Rule, and protect sensitive and confidential City information. 5. Follow all copyright laws, open records laws, retention laws, fair use and financial disclosure laws and any other laws that might apply. 6. Do not cite vendors, suppliers, clients, citizens, co-workers, or other stakeholders without their approval. 7. Do not use ethnic slurs, profanity, personal insults, or engage in any conduct that would not be acceptable in the City's workplace. Avoid comments or topics that may be considered objectionable or inflammatory. 8. Frame any comments or responses in a respectful, positive, and businesslike manner. Do not engage in arguments in an online setting. Be clear, but not defensive. 9. Add value to the City of College Station through your interaction. Provide worthwhile information and perspective. 10. All City of College Station information that is considered non-public in nature must be protected. Respect and maintain the confidentiality entrusted to you . Do not divulge or discuss proprietary City of College Station Employee Handbook Policy No. 9.12. information, personal details about other people or other confidential material. If a person requests a document refer that person to the City Secretary. 11. Stick to your area of expertise and provide unique, individual perspectives. Work and productivity ma tter. For your social media endeavors to be successfu l, you need to find the right balance between social media and other work. J. Personal Social Media Use The City of College Station recognizes that employees have the right to use and maintain personal Web sites or to engage in socia l networking. However, the line between public and private activity has been blurred by these social networking tools, which is the primary reaso n these guidelines were developed. Information from your personal Facebook page, blog entries and tweets -even if they are intended as personal messages between family and friends -can easily reach beyond your intended audience and represent you and the City of College Station to the outside world. For that reason, the City's Code of Ethics (Section 9 of Employee Handbook) and Social Media Policy should be your guides when you use these tools. Here are some additional guidelines for employees' personal social networking sites: 1. Recognize that everything you post or receive on a social media site is public. Anyone with access to the web ca n gain access to your activity on social media sites . You are responsible for the content you post. 2. Remember that your personal and professional lives overlap in your on line activity. 3. Before posting, consider how your comment or behavior would be received if it appeared in the mass media. In other words, behave as if you are in any other public setting. 4. Use privacy settings to keep items you share with friends and family separate from what your share with your work-related "friends". 5. Make it clear that you are speaking for yourself and not on behalf of the City of College Station. If you publish content on any web site outside of the City of College Station and it pertains to the work you do or subjects associated with the City, use a disclaimer such as : "The postings on this site are my own and do not necessarily represent the City of College Station's positions or opinions ." 6. Avoid personal attacks and do not criticize other City employees or departments. 7. Do not use ethnic slurs, profanity, personal insults, or engage in any conduct that would not be acceptable in the City's workplace. 8. All City of College Station information that is considered no n-public in nature must be protected. Respect and ma intain the confidentiality entrusted to you . Do not divulge or discuss proprietary information, personal details about other people or other confidential material. 9. When in doubt about any on line activi ty, contact the Public Communications Department. For additional guidance on personal access of the City's Internet System, please refer to section (B.) of this policy. K. Discipline Improper access and use of the Internet could resu lt in disciplinary action, up to and including termination . Any abuse of City computers, equipment, or resources which indicates inordinate use will be considered misconduct and neglect of duty, subject to disciplinary action up to, and including termination. City of College Station Employee Handbook PolicyNo. 9.12. Section: Item: Policy No.: Initial Effective Date: Revision History: Employee Conduct Electronic Mail and Voice Mail Policy 9.13. December 2008 12/2008 9.13. Electronic Mail and Voice Mail Policy This policy sets forth the City's guideli nes in regards to t he use of the Electronic Mail and Voice Mail systems. A. Regulated Use of E-Mail and Voice Mail Systems The e-mail and voice mail systems are to be used for internal and external business communications. Only employees specifically authorized by the City may use the e-mail and voice mail systems. B. Personal Use of E-Mail and Voice Mail Systems Occasional use of the e-mail and voice mail systems fo r personal reasons is anticipated. However, employees should exercise good judgment and restraint when using the e-mail and voice mail systems for personal reasons. Further, personal use of the e-ma il and voice mail systems must not interfere with the performance of job duties. Department Directors and Supervisors will establi sh procedures and guidelines for determining when personal use of the e-mail and voice ma il systems is exce ssive and/or interferes with work performance. C. Personal Passwords The Director of Information Technology or his/her designee has the authority to override any individual password and give management access to electronic (e-mail) and voice mail messages. D. E-Mail and Voice Mail Monitored The e-mail and voice mail systems, including the messages transmitted or stored by them are solely City property. An employee's use of the e-mail and voice mail system constitutes the employee's implied consent to the review of any messages. The e-mail and voice mail system is subject to continuous or random review by Management in an effort to maintain and raise standards for customer service, to enforc e limited personal use, and to ensure policy compliance. E. Prohibited Use of Inappropriate Material in E-Mail and Voice Mail Systems The use of any material in the e-mail and voice mail systems that is fraudulent, harassing, sexually explicit, profane, obscene, intimidating, defamatory, discriminating, promoting specific religious or political views or is otherwise unlawful or in appropriate is prohibited. F. Solicitation Neither e-mail nor voice mail shall be used to solicit, advertise or otherwise market for outsi de business ventures, personal parties, socia l meetings, charities, membership in any orga nization, or other matters not connected to the City of Coll ege Station. G. Official Records All email messages that constitute an official record will be handled in accordance with the City of Coll ege Station records retention policy. • City of College Station E~ployee Handbook PolicyNo. 9.13. H. Mailbox Size Limit and Email Attachment Size and Content Limit To ensure the integrity of the City of College Station's email system, limits have been placed on the size of each individual mailbox as well as the size of incoming attachments and what type of attachments will be allowed into the system. These limits shall be re-evaluated on a yearly basis to take into account changes in technology; and adjustments made accordingly. I. Discipline Improper use of the e-mail and voice mail policy could result in disciplinary action, up to and including, termination. City of College Station Employee Handbook PolicyNo. 9.13. Section : Item: Poli cy No.: Initial Effective Date: Revision History: Employee Conduct Personal Telephone Calls Policy 9.15. December 2008 12/2008 9.15. Personal Telephone Calls Policy Th is policy sets forth the City of College Station's guidelines for personal telephone calls. City telephones are for intern al and external business communications. Occasional use of city telephones for perso nal reasons is anticipated. However, em ployees should exercise good judgment and restraint when using City telephones for personal reasons. Further, personal use of City t elephones must not interfere with the performance of job duties. Department Directors and Supervisors will establish procedures and guidelines for determining when personal use of City telephones is excessive and/or interferes with work performance by using the following stand ards: 1. Personal telephone ca lls received during busin ess hours must be held to both a minimum number and time limit. 2. When a long-dista nce call of a personal nature must be pla ced on a City telephone, t he ca ll is to be billed to the employee's home number, credit card, or collect. Violation of this policy will minimally result in cost reimbursement to the City and may subject an employee to disciplinary action. City of College Station Employee Handbook Policy No. 9.15. PROCESSES COMPREHENSWEPLAN ANNEXATION ZONING PLATTING SITE PLAN BUILDING PERMIT CERTIFICATE OF OCCUPANCY COLLEGE STATION DEVELOPMENT OVERVIEW AUTHORITIES LAWS /ORDINANCES COMPONENTS T T c I p T L y A N c N 0 I u N N G c & L z 1 0 A N D M N T G N I E 1 s N T G R T T A N E D T E R 0 R B R z J_ 1 B T T A c B 1 B L A D 1 G 0 F F J_ Initiation: Private I Public • Community Character • Neighborhood Integrity • Economic Development • Park, Greenways, & the Arts • Transportation • Municipal Services & Commu-nity Facilities • Growth Management & Capacity Initiation: Private I Public • Three -Year Plan • Service Plan • By Petition • Exempt Areas Initiation: Private I Public • Zoning Districts • Rezoning • Conditional Use Permit • Design Districts • Overlays • District Standards Initiation: Private I Public • Dev. Plat • Impact Fees • Min./Amen. • CIP I OP • Preliminary • Lot Size • Final/Replat • Infrastructure • Vacating • Engineering • Easements Construction • Utilities Plans • Access • Drainage Initiation: Private • Concept Plan • Dev. Permit • Parking • Setbacks • Buffers • Landscape • Driveways • Access Initiation: Private • Setbacks • Height • Color/Material • Plumbing • structural • Mechanical Initiation: Private • Fire Protec- tion • Colors • Materials • NRA Stan- dards • Drainage • Easements • Electrical • Frame • Energy • Fire Protec- tion • Building Code Compliance • UDO Compliance • Safety Code Compliance • All occupied structures Commentary on: Places: A Comprehensive Plan for the City of College Station 2009-2030 f The purpose of this commentary is to aid the user of the Comprehensive Plan in understanding why certain decisions were made and what was really intended _by those decisions. Introduction Planning Area -the plan identifiesthe planning area as the City boundaries as they existed in 2009 as well as the ETJ as measured 5 miles from those boundaries. It is understood that as of the prep_aration of the plan the city's current ETJ authority is limited to 3 Yz miles and further that the specific boundaries of the 5 mile ETJ may need further refinement through discussions with the City of Bryan and/or the surrounding counties/municipalities. A New Comprehensive Plan -the update replaces all aspects of the previous comprehensive plan in total except for the supporting plans and studies that are noted in the Ordinance adopting the update. ~ These include such plans as the Northgate Redevelopment Plan and the Parks and Recreation and Open Space Master Plan. These plans in turn may be replaced through updates of their own. Further, it is anticipated that numerous master plans and small area plans will be developed and the comprehensive plan will be amended to incorporate these plans. Vision -the community vision statement was the first formal product created through the planning process and adopted by the Council. The statement serves as the vision statement for the comprehensive plan as well as the overall vision statement for the City of College ·station. As such you will see the vision statement appear in various city documents such as the annual city budget and departmental business plans. Existing Conditions -An existing conditions rep.art was developed in advance of the comprehensive plan to aid in its preparation and to avoid inclusion of a large volume of data and statistics in the plan itself. It is anticipated that the existing conditions report will be updated every 2-3 years. This update will be integral in the annual and multi-year monitoring of the plan as an indicator of trends that may impact the assumptions that went into the development of the plan. Community Character Purpose -the purpose of this chapter is to provide the overarching recommendations regarding the physica I development of the planning area. This includes the concept of what the future physical development of the planning area should be, the specific land use:; for the area, considerations regarding specific community design and appearance, consideration of an treatments for various physical community assets and image gateways and corridors. Planning Considera.tions - Growth & Development: The City is projected to continue to grow at a predictable and readily manageable pace (culminating in the need to accommodate an additional 40,000 residents housed in additional 20,000 dwelling units by 2030). Increasingly a larger portion of the population is and will be non-student residents. The city has historically had and will likely continue to have a fairly low density. These projections and trends indicate the need to accommodate additional housing, that the housing will need to meet student needs but increasingly more non-student needs, that there is ample opportunity to meet some of this need through increased densities, and that there is limited need to grow the city's physical boundaries to accommodate additional development areas. Character & Identity: Community character is a central theme in the plan. The plan seeks to protect and enhance existing neighborhoods (this will at times come at the cost of passing on economic opportunities such as redevelopment or gentrification), ensure that new neighborhoods are sustainable (development of neighborhoods versus subdivisions), Context sensitive transportation network (accommodate cars, bikes, pedestrians in a walkable, connected and pleasant network), redevelopment . and infill that is sensitive to surrounding properties (again, this means that in instances some economic opporttmities will.be rejected if deemed insensitive), creation, enhancement, and protection of unique districts and corridors (in addition to strong neighborhoods, this means more districts such as Northgate or Wolf Pen and protected corridors such as Carter Creek-this is based on the New Urbanism concept of neighborhoods, districts, and corridors), and protection of rural areas (the plan proposes to retain most of the ETJ and select areas of the city in their current rural condition primarily to form a distinct boundary but also in recognition of the limited availability of infrastructure and services as well as the lack of need to expand into these areas to accommodate development). Resource Protection & Sustainability: The plan seeks to protect and acquire sensitive areas such as riparian areas, greenways, etc. The plan also proposes to conserve resources such as water. The plan weaves green efforts throughout with a special focus on the development pattern and the transportation network. Finally, the plan seeks to address site planning and development that is sensitive to natural features and constraints. Existing Land Use and Character-The plan acknowledges that most of College Station is suburban in character. Only Northgate exhibits a character that is more urban in nature. Further, much of the edge of the City and its surrounding ETJ ·is currently rural in character. The plan further recognizes that the majority of the city could be divided into two sub-categories (traditional suburban and auto-oriented suburban). Traditional suburban areas include the city's first neighborhoods such as Eastside and Southside as well as portions of Southwood Valley and are generally considered more balanced and sustainable than the newer development areas in the city which tend to be singular in use, heavily auto dependent, lacking in civic amenities, etc. Future Land Use & Character- Concept: The concept draws heavily from the principles of New Urbanism including a well defined rural edge to the City, traditional (and walkable) neighborhoods (both e.xisting and new), unique districts (dispersed districts versus an effort to develop a single town center), unique corridors (some pretexted .. natural areas and some developed corridors linking districts and/or neighborhoods), redevelopment areas (areas with direct city involvement) and context sensitive transportation network linking all the · areas together. It is believed that this approach will result in a highly livable community that is distinct and grounded in College Station's unique identity which is it most notable competitive advantage. The concept map is intended to be general in nature. The boundaries are therefore not intended to be . taken literally. Where questions arise about the boundaries it is best to consult the written description of the areas which provide more specificity. It is anticipated that boundaries will also be refined through the neighborhood, district, and corridor plans. Neighborhoods: It is anticipated that the areas that are designated as neighborhood planning areas will . remain generally as currently exist while gradually moving toward a traditional neighborhood design (that is predominantly sfr but includes civic spaces, limited commercial opps, limited multi-family, etc. Each will be the subject of a neighborhood plan which will identify areas where change may be appropriate, will identify investments and services that may help move the neighborhood nearer the traditional walkable neighborhood (this may be the insertion of civic spaces, limited commercial opps, additional housing opps, sidewalks, etc). Changes in land use in these areas prior to the development of a neighborhood plan should be subject to a POD. It is intentional that the neighborhood planning areas include several subdivisions (today often referred to as neighborhoods) as we seek to create a broader perspective as well as to create the opportunity to orient city services at a more manageable sea le. . . Districts & Corridors: It is anticipated that these areas will be mixed in use and walkable but unlike neighborhoods will be dominated by a unique use such as medical or hospitality outlets. In natural areas such as Lick Creek it is anticipated that the majority of the area will remain in a natural state. Each of these areas will be the subject of a small area plan to refine land uses, investments, interventions, etc. On occasion these plans may be combined with an even more targeted Economic Development plan such as the ED plan for the core of the Spring Creek District. Prior to the completion of such plans, changes in land use should be subjected to a POD. Growth Areas: It is anticipated that these areas will be mixed in use and walkable. These area will be governed primarily by new zoning classifications rather than small area plans. These areas are envisioned to most closely resemble new community plans in the Smart Code, where the general parameters are established (such as urban and as detailed in the written description of the areas) (akin to the sector designation of the Smart Code) and where the specific arrangement (t-zones in the Smart Code) are set by the developer through a master plan using the stated guidance. City of College Station Boards and Commissions ~~"'·~"',,•-r..-,,.,,,,_.,.""'~"'r·•~~ll'l'~\~~-.~··""'i!i!.:'~'5.·· . ..-~~ ~,, 'i,v ,. ~:'£.lp D~SCRI~TION~i.;. ?~~1""::~-~~~;-.,~~t ~~· ~: ."' -: . ~._'~\-~;\< ·;~~ I BlCS Librnr¥ CQmmittee I Encourages Development and recommends policies and programs for advancement of the Bryan and College Station Libraries. BiC¥Cle Pedestrian ~ Advises Council, Planning & Zoning Commission and other appointed boards on all matters Greenwa¥S AQvisQr¥ BQ<irQ concerning biking, walking and greenways within COCS. I Cemeter¥ CQmmittee I Advises the City Council regarding policies relating to the city owned and operated cemetery. Ch<icter Review AgvisQr¥ Advises the City Council on the operation of the City Charter. Reports back to Council regarding CQmmittee possible recommendations and revisions to the City Charter, if needed. I CQnstructiQn BQ<ird Qf I Hears appeals of decisions, considers interpretations of the Building Officials, and considers variances Miustmeots to the terms of technical codes. I I I Hears and takes action on design district site plans and concept plans for Planned Development Design Review E\Q2rd Districts (PDD) and Planned Mix-Use Districts (P-MUD.) Performs other duties as outlined in Ordinance No. 1819. HistNic Preserv;;itiQn Aids in the collecting and preserving of the City's history. Provides for education of citizenry, with an emphasis on designation of historical areas by assigning historic plaques to residents of historic CQmm ittee home sites and building. JQint Relief Eunding Review Reviews all funding requests from charitable or any other assistance type agencies, public or private, CQmm ittee to the cities. I I Enhances the City's ability to identify and protect historically and/or culturally significant districts, L<indm<irk CQmmisSiQn areas, sites and buildings by bringing expertise in those areas related to the designation of Historic Preservation Overlay Districts. I t".ledii;;a l !':QrriQQr AQviSQCY I Guides and provides feedback and assistance to the Dept. of Economic Development in discussing !':Qmmittee overall plan concept, community history, and background related to the project. Lii;;k !':reek P<irk N2ture Provide input regarding design features for the Center and its amenities, on future facility Center AQvisQr¥ !':Qmmittee programming, and on participating in the design charette process. I I Advises and recommends to City Council on all matters concerning the establishment, maintenance, P<irks & Rei;;re<itiQn BQ<irQ and operations of parks, and establishment and operation of recreational programs conducted by cocs. Pl<inn ing ~ ZQning Recommends changes in development codes and zoning ordinances to City Council. Makes studies !:;QmmiSSiQO and recommendations with regard to proposed annexations. Has final authority over all plats submitted to City. I Sunset AQv isQr¥ I Serves as an advisory board to the City Council concerning whether a public need exists for the !':QmmisSiQn continuation of a city board, commission, or committee. I ;/;Qning BQ<ird Qf I Hears and decides appeals for interpretations, special exceptions, and variances to the terms of the Miustments zoning ordinance. as well as permits. 4 hn overview of COGO Page 1of4 An overview of COGO ArcGIS 10.5 Locate topic This topic applies to ArcGIS Desktop Standard and ArcGIS Desktop Advanced only. When surveyors or civil engineers need to record the location of human-made features, such as land parcels, road centerlines, utility easements containing transmission lines, and oil and gas leases, they typically provide the results on a survey plan that describes the location of features relative to each other. Below is an example survey plan that diagrammatically shows a road centerline and the edge of the land properties adjoining the road. The road centerline and parcel boundaries comprise a number of straight and curved lines. I I I I Each line has measurements that describe it. A straight line has a direction and distance, while a curved line has a radius, angle, arc length, direction, and so on. These measurements are coordinate geometry descriptions. You can use these COGO descriptions to accurately re-create the features the surveyor captured. The survey plan also includes references to existing locations that help you to tie these new features into your GIS database. The reference could be the coordinates for a point or a measurement to a well-known location such as a control point, a road intersection, or an existing parcel corner. Build ing blocks for COGO These are the basic building blocks for COGO: • Points-Survey plans can describe point features such as control points, section corners, and monuments. You can use a simple point feature class to represent these features. • Lines-You use a simple line feature class to represent these features. You can optionally add COGO fields to your line feature class, and measurements you enter are recorded on the features. There are three types of lines found on survey plans: • Straight lines-Straight lines are the predominant type of lines on a survey plan, they are used to represent all types of features. • Curved lines-A typical use for curved lines is to smoothly change direction on a road centerline. Parcel boundaries are usually parallel to the road centerline, so boundaries adjacent to a curved centerline are also curved. Curves are used in a number of other situations: in cul-de-sac parcels to provide a large turning circle for vehicles and on parcels at an intersection to provide greater visibility. mk:@MSITStore:C:/PROGRA~2/ArcGIS/DESKTO~l.5/Help/CREATI~l.CHM::/Olm70 ... 9/27/2018 An overview of COGO Page 2 of 4 • Spirals-Spirals are not as common as the other types of lines. Spirals typically provide a transition to and from circular curves. Spirals are used in roadway and railroad design, where a high-speed vehicle or train must be eased into or out of a circular path from or to a straight tangent. Creating and modifying spirals is only supported through programming. For more information, see the geometry section of the ArcGIS software documentation kit help. • Polygons-Polygon features are used to represent the parcel areas formed by your COGO line features. You usually don't directly create polygons with the ArcMap COGO functionality; more typically you derive polygons from your lines. For example, you can use the Construct Polygons command on the Advanced Editing toolbar to create polygons from selected lines. • Traverses-Much of the data that is entered using COGO descriptions is entered from traverses. A traverse is simply an ordered collection of COGO descriptions that are used to create either a line or a polygon. Each individual line is referred to as a course. Creating features from COGO descriptions The commands and dialog boxes in the ArcMap editing environment for creating features from COGO descriptions are integrated into the editing experience. The common commands and dialog boxes you will use include these: • Traverse window-Create a set of features from a traverse description. • 2-Point Line window-Quickly create a feature from a single COGO description. • Offset Line window-Create a set of features from a strip description, a type of survey plan used for realigning road centerlines. • Cul-de-sac command-Create a cul-de-sac from a selected road centerline. These are just some of the commands and dialog boxes available for creating features in ArcGIS. Refer to Com mon COGO workfl ows to understand how you can use these and other commands to build and maintain your land parcels. Correcting for differences between the survey plan and GIS data When you are using the COGO descriptions from a survey plan, you are using measurements the surveyor took on the ground and possibly adjusted to some coordinate system. However, a GIS stores coordinates relative to a projection's coordinate grid. You can use ground to grid correction to adjust the geometry of the features you create. Reporting COGO descriptions Before you begin adding features from COGO descriptions, you might need to investigate and understand how the new features will fit compared to the existing features. You can use the COGO Report dialog box to measure directions and distances between points you click on the map as well as query the COGO descriptions for line features in your database. You can also use the COGO Area command to calculate the legal area of selected line features, useful when deciding which approach to use in modifying features. Storing COGO attributes on line features In ArcMap, you can store the COGO values that you enter when creating features as an attribute of the line feature. One reason to do this is to keep a record of the original COGO description of the line features. This is useful if you need to research the original value when you are modifying the line feature in the future. mk:@MSITStore:C:/PROGRA~2/ArcGIS/DESKTO~l.5/Help/CREATI~l .CHM::/Olm70... 9/27/2018 An overview of COGO Page 3of4 Not every command and tool in ArcMap updates the COGO attributes of a line feature. The Traverse window, 2-Point Line window, Cul-de-sac command, and Proportion command are examples of those that do update. For a complete list, see About COGO descriptions. To get this behavior, you need a line feature class with the appropriate COGO attributes. You can use the Create COGO Fields command in ArcCataloq to do this. How is the COGO toolbar different from other Esri COGO capabilities? The COGO functionality provided when editing in ArcMap with the COGO toolbar allows you to create and maintain your land parcels and other surveyed features in a geodatabase. There is other Esri functionality that provides similar capabilities, such as parcel editing and the COGO extension to Arclnfo Workstation. Parcel editing (parcel fabric and Parcel Editor toolbar) Parcel editing allows you to capture and maintain survey information collected from field notes, data collectors, and record information submitted by surveyors to public authorities. You can use this survey information to incrementally improve the accuracy of GIS feature geometry in the geodatabase. Parcel editing provides a parcel fabric dataset, job tracking, and workflow functionality for maintaining a land records database. How does this differ from COGO? • Maintaining your features over time-When you create line and polygon features with COGO functionality in ArcGIS, you cannot go back and change the measurements and readjust the features. For example, if you use the Traverse window to create a parcel boundary and realize later you made an error, you must delete the parcel boundaries and create them again. Using parcel fabrics, the parcel record information is stored in the parcel fabric so you can reapply the measurements and adjust the fabric. • Adjustment of the parcels-With COGO, as new parcels are added, you need to decide how those new parcels integrate into the existing parcel layers. You might need to delete some lines or modify or re-create others. Parcel editing uses a least squares adjustment that defines a best fit for your new parcels. As you add new parcels, they are seamlessly integrated into the parcel fabric. Old record information is not deleted; it is kept as a historical record and can continue to contribute to the coordinate accuracy of the fabric. • Tracking history of parcels-The geodatabase allows you to archive data so you can model your parcel data over time. This works for the parcels created with COGO. Parcel editing provides additional functionality to geodatabase archiving where you can store incremental changes to the parcels in a parcel fabric. COGO extension for Arclnfo Workstation The COGO extension for Arclnfo Workstation provided functionality for capturing and maintaining land records data in a coverage. How does this differ from COGO in ArcGIS? • No COGO point feature class-COGO in ArcGIS does not have an explicit COGO point feature class. • Support for spiral curves-Creating and modifying spirals is only supported through programming. For more information, see the geometry section of the ArcGIS software documentation kit help. • Stationing-This is not supported in ArcGIS. mk:@MSITStore:C:/PROGRA-2/ArcGIS/DESKT0-1.5/Help/CREATI-1.CHM::/Olm70... 9/27/2018 An overview of COGO Related topics Common COGO workflows About COGO descriptions Page 4of4 Copyright<$:) 1995-2017 Esri. All rights reserved. mk:@MSITStore:C:/PROGRA~2/ArcGIS/DESKTO~l .5/Help/CREATI~l .CHM::/Olm70... 9/27/2018 , "About COGO descriptions Page 1of 3 About COGO descriptions ArcGIS 10.5 Locate topic This topic applies to ArcGIS Desktop Standard and ArcGIS Desktop Advanced only. The geometry of a straight line can be described using a direction and a distance. Similarly, you can describe the geometry of a circular arc with parameters such as arc length, chord distance, radius, central angle, and tangent length. Point of '(-.•.. inter>ection I '"··.... Tangent ............. ,..._ .... ... .' .. Arc · Chord \,Height,. ... ,.,-/ \.·_.··· I ..-:'L rd I ,., •• Cno I <_io+ . ...:: __ _:~Angle Radius COGO lines A COGO line is a feature that is either completely straight or completely circular. If the feature has any vertices between the endpoints, every vertex must fall within the x,y tolerance of a line or curve created between the endpoints. Only these types of line features have valid COGO descriptions. COGO Line CO.CO Line ~:J xv Tolerance Not ii COGO Line ~ VXY Tolerance Not a COGO Line COGO lines can be created a number of ways. For example, you can create them when you use the following: • Traverse window • Offset Line window • Construct 2-Point Line window • Cul-de-sac command • Spl it Into COGO Lines command Requ ired COGO fields The table below lists and describes the required table fields to maintain COGO attributes. mk:@MSITStore:C:/PROGRA~2/ArcGIS/DESKTO~l .5/Help/CREATI~l .CHM ::/Ol m70... 9/27/2018 'About COGO descriptions Field name Direction (or Angle) __ ..._ Distance Delta Radius Tangent Arclength Side Description If the feature is straight, this is the direction of the line. If the feature is a circular arc, this is the direction of the chord line. The field is named either Angle (to be compatible with ARC/INFO coverages) or Direction (if you use the Create COGO Fields command). If the feature is straight, this is the distance between the endpoints. If the feature is a circular arc, this is the distance along the chord line. The central angle formed between the endpoints of the curve and the center point. When editing in ArcMap, this is typically referred to as the Angle. The length from the center point to the curve. The distance between the endpoint and the point of tangency. The point of tangency is determined by intersecting a perpendicular line from each of the endpoints of the curve. The length along the curve. When editing in ArcMap, this is typically referred to as Arc. The side on which the center point of the circular arc is located. ---···-------- Outputting COGO descriptions Field alias COGO Direction COGO Distance COGO Delta COGO Radius COGO Tangent Format Text Length=12 Text Length=lO Text Length=lO . .; - 1 Text Length=lO Text Length=lO Page 2of3 ----+-----~. COGO Arclength COGO Side Text Length=lO i Text Length=l Specific COGO commands in ArcGIS can store the COGO descriptions you enter as attributes on COGO line features. The values added include the direction and length for straight features and curve characteristics such as chord distance, chord direction, arc length, radius, tangent length, and side. The current direction type and angular units for the ArcMap editing environment are used when populating these attributes. The map's current coordinate system linear units are used when populating distance attributes. The COGO commands in ArcGIS should be used to update line features to maintain COGO attributes. For example, to split a line, use the Proportion tool on the COGO toolbar so the COGO attributes will be automatically updated. Using the Split command or tool will not update COGO attributes. The following commands write COGO descriptions to the COGO attributes of a line feature class: • Merge-Merges two or more selected features into a single feature. If you select lines that are entirely straight or curved and they have COGO fields, you can update the COGO descriptions. • Traverse window ~-Creates a feature from a series of COGO descriptions that form an open or closed traverse. • 2-Point Line window .:..-creates a COGO line feature from a COGO description. • Cul-de-sac ... + -Creates a symmetrical or asymmetrical cul-de-sac from a street centerline. mk:@MSITStore:C:/PROGRA-2/ArcGIS/DESKT0-1.5/Help/CREATI-l.CHM::/Olm70... 9/27/2018 ,.About COGO descriptions Page 3of3 • Proportion -Splits the selected line into a number of segments. • COGO Report +t,-Lists the COGO descriptions for lines and features in the map. • Split Into COGO Lines '\•-Splits the selected lines at every vertex and updates the COGO fields. • Update COGO Attributes /~-Calculates COGO descriptions for selected lines from the feature geometry. Related topics An overview of COGO Common COGO workflows Adding COGO fields to a feature class Copyright (9 1995-2017 Esri. All rights reserved. mk:@MSITStore:C:/PROGRA-2/ArcGIS/DESKTO-l.5/Help/CREATI-1.CHM::/Olm70... 9/27/2018 C ITY OF C OLLEGE STATION Home of Texas A&M University ® Elected Officials City of College Station, Texas Approved Budget for Fiscal Year 2012 October 1, 2011 to September 30, 2012 Principal City Officials, October 2011 Mayor ....................................................................................................................................................................... Nancy Berry City Council Place l ................................................................................................................................................ Blanche Brick City Council Place 2 ..................................................................................................................................................... Jess Fields City Council Place 3 ................................................................................................................................................. Karl Mooney City Council Place 4 ........................................................................................................................................... Katy-Marie Lyles City Council Place 5 .................................................................................................................................................. Julie Schultz City Council Place 6/Mayor Pro Tern ........ ~ ............................................................................................................. Dave Ruesink City Administration City Manager .......................................................................................................................................................... David Neeley Deputy City Manager ............................................................................................................................................. Kathy Merrill Deputy City Manager ........................................................................................................................................... Frank Simpson Executive Director, Business Services ...................................................................................................................... Jeff Kersten Executive Director, Planning and Development Services .................................................................................... Bob Cowell, Jr. Director of Public Communications .............................................................................................................................. Jay Socol Director of Water Services Department ............................................................................................................. David Coleman Director of Electric Utility ...................................................................................................................................... David Massey Chief of Police ........................................................................................................................................................ Jeffrey Capps Fire Chief ............................................................................................................................................................. Robert B. Alley Director of Public Works ..................................................................................................................................... Charles Gilman Director of Parks and Recreation .......................................................................................................................... David Schmitz Director of Information Technology .......................................................................................................................... Ben Roper Director of Human Resources .................................................................................................................................. Alison Pond City Attorney ....................................................................................................................................................... Carla Robinson City Secretary .................................................................................................................................................. Sherry Mashburn Internal Auditor ............................................................................................................................................................. Ty Elliott CITY OF COLI.EGE STATION Home of Texas A&M University ® 2 Fiscal Year 2011-2012 Approved Budget General Fund Debt Service Fund Economic Development Fund .Pads§ Xtra Education Fund Recreation Fund Municipal Court Funds Police Seizure Fund Utility Funds Sanitation Fund Parking Enterprise Fund BVSWMA Fund Hotel Tax Fund Community Development Fund Traffic Safety Fund Insurance Funds Utility Customer Service Fund Internal Services Funds Drainage Fund Business Park Fund Chimney Hill Fund Cemetery Perpetual Care Fund Memorial Cemetery Perpetual Care Fund Memorial Cemetery Fund !'! ARRA of 2009 Fund J: Subtotal of Operations & Maintenance ~ ~ Utility Funds Transfer to CIP t% · tl Community Development Transfer to CIP IL~-, ~ Hotel Tax Fund Transfer to CIP ~ ~ ..( Capital Transfers to CIP ~~ )1,..., -~~eneral Government Capital Imp ProJ ·~ ~ "-utihty Capital Improvement Projects ,l ~ Community Development Capital Imp ProJ Special Revenue Capital Imp. Proj. Wolf Pen Creek TIF Capital Imp. Proj. Subtotal of Capital Expenditures Totals Fiscal Year 2010-2011 Approved Budget General Fund Debt Service Fund Economic Development Fund Parks Xtra Education Fund Recreation Fund Municipal Court Funds Police Seizure Fund Utility Funds Sanitation Fund Parking Enterprise Fund BVSWMA Fund Hotel Tax Fund Community Development Fund Traffic Safety Fund Insurance Funds Utility Customer Service Fund Internal Services Funds Drainage Fund Business Park Fund Chimney Hill Fund Cemetery Perpetual Care Fund Memorial Cemetery Perpetual Care Fund Memorial Cemetery Fund ARRA of 2009 Fund Subtotal of Operations & Maintenance Utility Funds Transfer to CIP Community Development Transfer to CIP Hotel Tax Fund Transfer to CIP Capital Transfers to CIP General Government Capital Imp. Proj. Utility Capital Improvement Projects Community Development Capital Imp Proj. Special Revenue Capital Imp. Proj. Wolf Pen Creek TIF Capital Imp. Proj. Subtotal of Capital Expenditures Totals City of College Station Fiscal Year Comparison Summary FY12 Approved Total Funds Available 64,170,592 16,861,615 1,061,818 / 1,198,016 1,116,423 "Jl 82,278 132,359,370 9,189,929 $ 1,469,188 1,393,401 8,233,195 6,521,698 72,959 16,579,857 2,475,366 11,799,461 2,690,722 112,150 2,291,054 1,733,982 505,785 1,254,713 66,999 283,240,571 3,070,000 275,000 3,345,000 27,735,901 27,064,909 1,070,634 3,444,428 3,240,548 62,556,420 349, 141,991 FY11 Approved Total Funds Available 63,374,363 17,932,018 1,853,604 118,898 407,335 1,041,948 88,690 131,326,847 8,655,550 1,952,617 1,457,339 7,016,217 4,629,365 161,924 15,362,264 2,435,404 12,528,883 3,652,598 371,613 1,735,694 441,775 1,137,490 73,369 FY12 Approved Total Appropriation of Funds $ 60,567,249 12,649,002 728,454 3,811,342 296,820 40,000 122,670,715 7,430,014 1,085,775 1,393,401 2,123,142 3,667,138 72,959 11,784,578 2,342,713 5,743,975 1,367,058 112,150 125,000 10,000 65,000 238,086,485 3,070,000 275,000 3,345,000 10,862,214 23,071,562 1,070,634 2,345,383 37,349,793 278,781,278 FY11 Approved Total Appropriation of Funds 60,687,507 12,581,958 658,825 114,769 935,459 310,426 20,847 122,498, 153 7,014,768 1,748,592 1,457,339 2,200,335 3,558,960 60,000 11,392,989 2,258,503 6,823,868 1,270,182 250,000 10,000 2,764 65,000 $ Transfers In (5,668,355) (728,454) (2,613,326) (11,784,578) (2,342,713) (5,743,975) (28,881,401 ) (155,000) (3, 190,000) (3,345,000) (32,226,401 ) Transfers In (6,070,440) (658,825) (528,124) (11,392,989) (2,258,503) (6,779,452) $ Net Operating and Capital Budget 54,898,894 12,649,002 1,198,016 296,820 40,000 122,670,715 7,430,014 1,085,775 1,393,401 2,123,142 3,667,138 72,959 1,367,058 112,150 125,000 10,000 65,000 209,205,084 3,070,000 275,000 3,345,000 10,707,214 19,881,562 1,070,634 2,345,383 34,004,793 246,554,877 Net Operating and Capital Budget 54,617,067 12,581,958 114,769 407,335 310,426 20,847 122,498, 153 7,014,768 1,748,592 1,457,339 2,200,335 3,558,960 60,000 44,416 1,270, 182 250,000 10,000 2,764 65,000 $ 277 '7 55, 805 $ 235,921,244 s (27,688,333) _s __ 2_os_.2_32_.9_1_1_ $ 6,075,000 6,075,000 37,972,658 24, 189,330 561,500 3,562,596 3,331,634 69,617,718 353,448,523 s 6,075,000 6,075,000 9,752,561 10,774,639 561,500 1,111,013 3,033,313 25,233,026 267,229,270 3 $ $ (6,075,000) $ (6,075,000) $ (33, 763,333) 6,075,000 6,075,000 9,752,561 4,699,639 561,500 1,111,013 3,033,313 19,158,026 233,465,937 % Change from Prior Fiscal Year 0.52% 0.53% NIA NIA 194.11 % -4.38% 91.87% 0.14% 5.92% -37.91% -4.39% -3.51% 3.04% 21.60% NIA NIA NIA 7.63% -55.14% NIA NIA 0.00% NIA 0.00% 0.47% -49.47% NIA NIA -44.94% 9.79% 323.04% 90.67% 111.10% -100.00% 77.50% 5.61% % Change from Prior Fiscal Year 1.10% 2.94% NIA 2.01% NIA -7.66% 0.25% 6.73% 3.52% 8.03% -73.97% -50.63% 23.84% -96.82% NIA NIA NIA 2.96% 0.00% NIA NIA -86.67% NIA 189.71% 0.94% -37.37% NIA NIA -37.37% -48.52% -72.45% NIA -31.04% -10.78% -55.97% -10.03% Memorial Cemetery Perpetual Care Fund 0.00% Internal Services 0.00% BVSWMA Fund 0.57% Parking Enterprise Fund 0.44% Sanitation Fund 3.01% Utility Funds 49.75% City of College Station Net Budget -$246,554,877 Utility Funds Transfer to CIP Utilities CIP 8.06% Other Special Revenue Funds 0.75% General Fund 22.27% Debt Service Fund 5.13% Other Governmental Funds 0.10% Hotel Tax Fund 0.86% Community Development Fund 1.49% Budget Overview The text below focuses on the various City departments and functions provided by each department. The majority of the departmental budgets below reflect recurring reductions amounting to $1.624 million in the FY12 budget. Governmental Funds Police Department The Police Department provides a number of services that help to keep the community safe. Services provided include: I) police patrol with certified police officers who are assigned to specific areas of the city and who are equipped with police vehicles and all necessary equipment; 2) criminal investigation for the investigation ofreported crimes; 3) animal control; 4) communications and emergency medical dispatch support for police, fire and EMS; 5) short term jail/detention faci lities that reduce the processing time of arrests; and 6) a recruiting and training division that serves as a support and training function for the Department. The Police Department FYl 2 approved budget includes one service level adjustment (SLA). Fit Life Testing, in the amount of$22,375, wi ll provide employees with a cardio risk profile that has been found useful in identifying $14,974,044 Calls for Service 100,000 ~---------------- 2007 2008 2009 2010 2011 est. The above graph illustrates calls for service. A '"call for service " is defined as any event or situation, reported by a citizen that requires a response from the Police Department. health risks. This SLA will be reimbursed by the Employee Benefits Fund by the end of the fiscal year. The approved budget also includes funding for the next phase of the step plan for the College Station Police Department. This phase will increase the pay levels for sergeants and lieutenants. The continuation of the step pay plan will allow the Police Department to be more competitive in recruiting and retaining officers. In order to address the ongoing budget conditions, the FY12 base budget for the Police Department included the removal of two full-time Parking Enforcement Officer positions. Fire Department $13,555,824 The Fire Department provides services to College Station, City of Bryan-through an automatic aid program-and to rural areas around College Station through mutual aid agreements. The Fire Department operates out of five stations located throughout the City. ,- Incidents Dispatched --i The basic services provided by the Fire Department include: 1) fire response; 2) emergency medical response; 3) fire prevention services, including commercial fire safety inspections and fire prevention training at local schools and various functions; and 4) hazardous material response. There are four approved service level adjustments in the Fire Department. Three of these SLA's are for anticipated 6,000 i I 5,000 +----· ----- : t·:: ~---==-==-(; ' . ~ 2,000 --- z 1,000 0 , - 2007 2008 2009 2010 2011 est. •EMS a FIRE The above graph illustrates incidents responded to by the Fire Department over the last several years. O&M costs associated with the opening of Fire Station #6. A total of $1 ,853,555 has been included in the FY 12 budget for this purpose. This includes the salary and benefits for the hiring of an ambulance crew (nine personnel) and an engine crew (nine personnel). Nine of these positions were approved as part of the FYI I Approved Budget, but the positions were not fi lled due to the delay in the construction of the fire station. The remaining nine positions were approved in the FY 12 budget as part of the SLA process. Other O&M costs related to Fire Station #6 that are 5 I I in the approved budget includes funding for various supplies and maintenance, as well as purchased services such as utility costs. The fourth SLA, in the amount of$80,000, has been included in the approved budget for maintenance costs at Fire Station #4 (located at Easterwood Airport). This maintenance will include the replacement of flooring in high travel areas, the cleaning ofHVAC system and a major overhaul of bay doors which is needed to address ongoing issues with delays to emergency response. Half of the cost of this SLA will be reimbursed by Texas A&M University. Public Works Department $6,823,880 The Public Works Department maintains streets, drainage, and the City's traffic control system. It is also responsible for refuse collection as well as fleet an d facilities maintenance. The Drainage Maintenance Division, previously reimbursed by the Drainage Fund, will be funded directly out of the Drainage Fund beginning in FY12. In addition, the Capital Projects Department was moved into the Public Works Department for FY 12. Public Works submitted the following ongoing reductions in FY12: $2,059 for travel and training in Traffic Engineering; $10,000 for office painting in Facilities Maintenance; $17 ,000 in Streets Maintenance for charge back utility cut repair costs; and $4,800 in savings by converting a take home vehicle to a pool vehicle. The Traffic Engineering Division conducts and reviews traffic engineering studies & plans and evaluates on-street parking throughout the City. Additionally, the Traffic Engineering Division engages in public education, special programs, and project management ofrelated capital projects. The Facilities Maintenance Division provides support services to City departments through the maintenance of City facilities. This includes heating, ventilation and cooling systems. Additionally, Facilities Maintenance performs minor building construction and remodeling activities. The Division also repairs and/or replaces equipment in a timely manner. The Faci lities Maintenance division submitted an SLA for $25,000 to fund a structural evaluation of the College Station Conference Center which is included in the FY 12 approved budget. The Streets Maintenance Division of the Publi c Works Department strives to ensure that the street system within the City of College Station is properly maintained. This is done through a number of programs, including a street rehabilitation program that addresses street repair before more expensive reconstruction measures are needed. The Streets Division coordinates with the Engineering and Capital Projects Divisions to plan and develop major street projects. The Streets Division also provides routine pothole patching and other maintenance services. The Streets Division measures the effectiveness of this service by determining whether 95% of the streets in the City have a 2007 Streets Maintenance Division: Number of Asphalt Failure Repairs (square feet) 969.806 S00,000 2008 2009 2010 500,000 2011 est. grade of 85 or better using the Pavement Management System. Funds in the amount of $350,000 are included in the approved budget for thoroughfare street overlay projects. Street overlay projects approved for next fiscal year with these funds include Rock Prairie Road West, Brothers Blvd, Post Oak Circle, Muirfield Village, Jones Butler, and Hardwood. The Traffic Signs & Markings and Traffic Signals Divisions in College Station service and maintain integral traffic flow control mechanisms throughout the City. The system is critical to City operations, most notably during peak traffic times such as the very busy Texas A&M football season. These divisions are also responsible for maintaining and repairing traffic signals and school warning devices in order to provide safe and efficient movement of vehicles and pedestrians. The Capital Projects Division is responsible for the administration of the City's capital improvement plan. This includes the management of projects approved with bond elections such as streets, fire stations, libraries, and others. Some of the capital projects for public utilities such as Electric, Water, Wastewater, and Drainage are also handled in this division. 6 Parks and Recreation Department General Fund: $5,044,666 Recreation Fund: $3,811,342 The Parks and Recreation Department (PARO) is responsible for College Station park facilities and recreational programs. The PARO budget is split between the Recreation Fund and the General Fund. The Recreation Fund includes Sports Programs, Aquatics, Xtra Education programs, Teen and Senior programs and Conference Center operations. The remaining Parks and Recreation activities, such as maintenance of park facilities, heritage programs, athletic tournaments, special events at the Wolf Pen Creek Amphitheater and other park locations throughout the City, and cemetery maintenance and operations are budgeted in the General Fund. The Parks and Recreation Department recently underwent a management reorganization resulting in the net elimination of 6.5 FTEs. Recreation Fund Divisions: Each program within the Recreation Fund has a fully costed budget, which not only includes revenue and direct costs, but also includes indirect administrative costs, field costs, General and Administrative transfers, as well as the subsidy provided by the General Fund. The Sports Division approved budget is $1 ,365,850 and includes programs such as Adult Softball, Adult Volleyball, Youth Basketball, Youth Football, Girls Softball, Youth Volleyball, Adult Kickball, Challenger Sports, Tennis, and several non-fee programs. The Instruction Division is comprised of the Xtra Education Program which has an approved budget of$244,156 and provides citizens of all ages the opportunity to enhance their quality of life through various continuing education programs that are offered at various sites throughout the City. The Aquatics Division approved budget of $1,137,816 supports three City pools, programs at the CSISD Natatorium, the splash pad at the Lincoln Center, swim lessons, water fitness, the swim team and stroke clinic. The budget for the Southwood Center and Lincoln Center Division totals $704,846. Several teen and senior activities take place daily at the Southwood Center and the Lincoln Center is a community/recreation center that provides positive programming and serves as a satellite center for social services. The Conference Center Division is operated to provide meeting space for various groups and organizations and the approved budget for FY12 is $358,674. ·;~-~;--~~~~-~~-~-~~~---···································--········-1 160,000 ~---------------- 140,000 +------ 60,000 40,000 20,000 2007 2008 2009 2010 2011 est. Conference Center Attendance 2007 2008 2009 2010 The above graphs illustrate the.fluctuations in al/endance at pool facilities and the Conference Center. 20llest. The PARO Recreation Fund budget includes three approved service level adjustments which would reduce expenditures by a net of $13 1,623. The first SLA is for the elimination of the Concessions as a separate cost center. The concessions will only be managed by the City for Adult Softball and at Adamson Lagoon. This is estimated to save $12,000 in Temporary/Seasonal employee costs. The next SLA changes the programming at the CSISD 7 Natatorium, which is estimated to save a net $56, 129. The final SLA discontinues and/or reduces the seasons for a few of the sports programs, including flag football, adult volleyball , and adult kickball for an additional reduction of $63,494 and one (I) FTE. Also approved is to move the responsibility of the youth fastpitch softball program to the Brazos Valley Girls Softball Association, with whom the City already partners to facilitate the program. General Fund Divisions: The Parks and Recreation Department (PARD) Administration Division budget of $498,060 serves as the primary point of contact for its customers and provides administrative support to the rest of the department. This division also provides coordi nation, design and administration of some of the parks and recreation capital improvement projects, graphics support, marketing development, emergency shelter operations and website administration. The P ARD Recreation Division budget of $895 ,213 oversees Youth and Adult Athletics, Aquatics, Instruction programs, Tournament events and Kids Klub. The Kids Klub is an after school care program, operated in collaboration with the College Station Independent School District (CSISD). The PARD Special Facilities Division budget of$87,9 15 is responsible for the operations of the Lincoln Center, the Conference Center, the Southwood Center (Teens and Senior programs), Heritage Programs, and the Larry J. Ringer Library. Also, within this division, is the oversight of special events held at the Wolf Pen Creek Amphitheater as well as other locations throughout the City. One of the changes resulting from the management reorganization was the combination of the Operations Division and the Urban Landscapes Division. This division is responsible for maintenance and operations of the City park facilities, athletic facilities, selected streetscape areas, the City Cemetery and the new Memorial Cemetery. This division also provides support for special events, programs and other City activities. The approved buget for the Operations and Urban Landscapes Divisions are $2,408,518 and $1, 154,960, respectively. The Parks and Recreation Department General Fund budget includes four approved service level adjustments in the amount of $45,200. The first SLA in the amount of $18,000 one-time funds and $25,000 recurring costs will replace the current registration and reservation software that PARD uses. The second SLA, for $22,200, will provide funding for athletic fields maintenance equipment. The third SLA provides for the reduction and relocation of Christmas in the Park for a savings of$25,000 annually. The last SLA provides $5,000 in one-time funds for the funding of the City of College Station 75th Birthday Celebration. Larry J. Ringer Library The Larry J. Ringer Library facility is overseen by the City's Parks and Recreation Department. This facility is operated in collaboration with City of Bryan, which provides staffing for the College Station faci lity. The graph to the right illustrates the circulation of the College Station Library over the last several years. Planning and Development Services Department The Plann ing and Development Services Department provides oversight for development planning within the City of College Station. Planning and Development Services consists of the fo ll owing components; Planning & Development Administration, Community $1,071,654 r------- I Library Circulation 700,000 -;--·-·-···-··---··---·····················-·-·------·-·-·-·-····-·······--·---···-··-----··- 600,000 _,..! ----------------- 500,000 .,_! ---------- 400,000 300,000 200,000 100,000 0 2007 2008 2009 2010 2011 est. Development, Engineering, Code Enforcement, Neighborhood Services, Northgate District, and Strategic Planning. Planning and Development Services reinforces compliance with zoning, subdivision, and drainage regulations as well as other City ordinances. This department works with citizens and other City departments to ensure City development in a manner consistent with policies established by Council. 8 As part of the ongoing reductions, Planning and Development Services FY12 base budget includes the permanent elimination of one full-time GJS Technician, one full-time Code Enforcement Officer, and one full-time Planning Administrator. In addition, grant funds from the Community Development Block Grant will be utilized to fund one half of a full-time Building Inspector position. The FY I 2 budget includes a one-time SLA in the amount of $50,000 for the Wellborn Small Area Plan. This project supports the creation of a district plan for the recently annexed area that respects and preserves the appeal of the area. The focus of this district plan should be working with the residents to identify and retain the elements of the community that contribute to its rural character. Information Technology Department $3,975,499 Information Technology implements and maintains the technology and computer based information systems used by all City Departments. The Information Technology department includes IT Administration, Management Information Services (MIS), Geographic Information Services (GIS), E-Government, Mail, and Communication Services. The MIS division implements and supports computing platforms and applications for all City Departments, including Computer Aided Dispatch (911) for Public Safety, and connectivity to the Internet. The GlS division is responsible for the coordination of all geographic data and its presentation to the public. The E-Government division is responsible for the City website, interactive web service provision, and the City's Intranet. Communications provides connectivity within the city for cable and fiber. Funding in the amount of $196,876 is included in the approved budget for the Brazos Valley Wide Area Communications System (BVW ACS) which provides a wide area communications system that promotes radio system interoperability for public safety and emergency management operations. Due to an ongoing need for budget reductions, one full-time Systems Analyst, one half-time Mail Clerk, and one temporary I seasonal GIS Intern position have been permanently eliminated from Information Technology's approved base budget. The FY 12 approved budget also includes a reduction of $17, 140 in overtime for the MIS division. Fiscal Services Department $3,054,633 The Fiscal Services Department provides Fiscal Administration, Treasury, Accounting, Purchasing, and Budgeting services to the City. This department also oversees the operations of Municipal Court and Utility Customer Service. Treasury handles cash and debt issues for the City while ensuring all funds are prudently invested. The Accounting and Purchasing Divisions work closely together to ensure that purchases are made and recorded according to mandates. Municipal Court collects fines and fees for the City while providing the City with administration for cases filed for enforcement of Class C misdemeanors. The Office of Budget and Strategic Planning prepares, monitors, and reviews the annual budget. In order to address the ongoing budget conditions, the FY 12 base budget for the Fiscal Services department includes removing one full-time Secretary position. No service level adjustments were submitted for Fiscal Services. General Government Department $3,674,203 The General Government Department includes many of the administrative functions of the City. The Mayor and Council Division accounts for expenditures related to Council functions such as education and training. The approved budget for this division is $30,276. Additional one time reductions in travel and training in the amount of $14,000 were submitted as savings for the Mayor and Council division. The City Secretary Division is responsible for elections, records management, City Council support and other activities. The FY 12 approved budget is $385,346. This includes one service level adjustment in the amount of $I 3,275 for ongoing maintenance fees to provide codification services for the city. 9 The Internal Auditor Division conducts independent financial and performance audits to provide the Council and the Mayor with objective information to assist in determining whether governmental operations are adequately controlled and to assure that a high degree of public accountability is maintained. The Internal Audit approved FYl2 budget is $177,379, which includes an SLA with $2, 196 in one-time and $52,235 in recurring costs for a new, Assistant Internal Auditor. The City Manager Division is responsible for the day to day operations of the City, making recommendations to the City Council, and providing short and long-term direction to the organization. The FY12 City Manager's approved budget is $901,097. The approved budget includes reductions in goodwill, food and ice, and supplies for an ongoing savings of$2,460. Economic Development is responsible for coordinating economic development activities in College Station. For FYl2, the Economic Development division was restructured and wi ll have one Economic Development Analyst position which will be moved to the City Manager's Office. One Assistant Director and one half of a Staff Assistant position will move to the Planning and Development Services Department, and one analyst will fill a vacant Budget/Management Analyst position. The Director position wi ll be eliminated. Overall there will be a net budget reduction of $324, 170. The Legal Division provides legal services and support to City Council and City staff. Among the services provided by this office are legal advice, contract writing, and litigation. The Legal Office budget is $944,591 which includes the reclassification of one First Assistant City Attorney position to an Assistant City Attorney position which will provide ongoing salary and benefits savings. The Public Communications Division provides for the dissemination of City information through various media outlets. The total FY 12 approved budget is $691 ,556, which includes the elimination of funds used for internships. The approved budget submission includes ongoing reductions in contract services, food and ice, and postage in the amount of$3,750. Funds are included for Educational and Governmental (EG) franchise dollars in the amount of $30,000. These funds can only be used to purchase, replace, or help produce the College Station educational television channel. The Human Resources Division consists of Human Resources and Risk Management (which is funded by the Insurance Funds). The Human Resources Division is responsible for the strategy and implementation of the compensation & benefits program for all employees. The division also provides the recruiting and hiring of qualified candidates for City positions. In addition, policy interpretation and performance management programs are coordinated through Human Resources. The Risk Management function seeks to limit the exposure of the City to physical and financial losses through a number of programs that address worker safety. Included in the approved budget is the elimination of the Safety Officer position. Other General Fund Expenditures $4,631,544 There are a number of expenditures budgeted in the General Fund that do not fall under the purview of any one department. Miscellaneous expenditures within the General Fund include $932,563 for public agency funding, $271,098 for contingency transfers and $3,427,883 for other various expenditures and transfers. These various expenditures and transfers include the General Fund Subsidy Transfer to the Recreation Fund, the transfer to the Economic Development Fund, and State Legislative Consulting services. Debt Service Fund $12,649,002 The Debt Service Fund is used to account for ad valorem tax revenue coll ected to pay for authorized general government debt. The approved debt service portion of the ad valorem tax totals 20.1536 cents per $100 valuation, which accounts for approximately 46% of the tax levy. This is a reduction of nearly 2 cents from the FYI I debt service portion of the tax rate. Economic Development Fund $728,454 The City created an Economic Development Fund to account for resources and expenditures directed at providing incentives for businesses and industries that are planning to locate in College Station. Resources set aside for economic development purposes will be transferred into this fund and remain in the fund until expended. In FYl2, $398,900 is budgeted in this fund for economic development cash assistance incentives. The city's Economic 10 Development activities have been restructured and will be managed by the City Manager's Office. The FY12 Approved Budget includes an SLA in the amount of $75,000 for the development of an Economic Development plan. A $250,000 transfer to the Electric Fund is also scheduled in FYl2. Efficiency Time Payment Fee Fund $0 The Efficiency Time Payment Fee can be used for the purpose of improving the efficiency of the administration of justice in College Station. Anticipated revenues in FYl2 total $7,962. There are no approved expenditures in FYl2 for this fund. Chimney Hill Fund $125,000 The Chimney Hi ll Fund accounts for the receipt and expenditure of funds received by the City for the operation and maintenance of a convention center. In FY 12, an expenditure of $125,000 has been included for maintenance costs related to the Chimney Hill property on which a convention center is proposed to be built. These expenses will be offset by lease revenue received from existing tenants. Business Park Fund $112,150 Resources are included in the budget for economic development activities. In FY 12, it is projected that $112,150 will be transferred from the Business Park Fund to the Economic Development Fund for the Research Valley Partnership's Texas A&M Institute for Pre-Clinical Studies project. This transfer reflects the balance of the funds in the Business Park Fund with the intent that this fund will be closed at the end of FY 12. Brazos Valley Solid Waste Management Agency (BVSWMA) Fund $1,393,401 The City of College Station and City of Bryan set up a corporation to take over the operations of the landfill. The Brazos Valley Solid Waste Management Agency Inc. was created last year. As part of this organization the City of College Station will continue to have landfill employees who wi ll, through an agreement with BVSWMA Inc., provide landfill services. The BVSWMA portion of the budget accounted for in the City of College Station budget is the salary and benefit portion for the College Station landfill employees, which is reimbursed by BVSWMA Inc. Enterprise Funds Electric Fund $98,236,372 College Station's Electric Utility provides the construction of new facilities needed to extend electrical service to new consumers, performs repairs and maintenance as needed to maintain the electric system, and installs and maintains street lights and rental lights. Electric Utility personnel maintain over 20 miles of electric transmission lines, 5 electrical substations, and over 400 miles of overhead and underground electric distribution lines. Two Service Level Adjustments (SLA 's) were inc luded in the FY 12 Approved Budget that will reduce expenditures. The first reduction SLA, in the amount of$50,500, results in the elimination of the Goodwill Tree Program that has been included in the electric budget since FY08. Projects funded in the past by this program include trees planted following phase I of the W.D. Fitch Parkway Widening and partial funding of the trees planted at the University Drive/SH 6 interchange. The budget includes shifting these funds from the tree program to a padmount transformer and equipment maintenance program, which is described in more detail below. A second reduction SLA is for the reduction in the Sun Source Solar Photovoltaic Rebate Program. The previous budget for this program was $75,000. The FYJ 2 SLA reduces the budget for this program to $37,500. The program previously paid on a per AC watt installation of $3.00 per watt up to a maximum rebate of $12,000 per customer. In FYJ 2, the per AC watt payment be reduced by one half, or to $1.50 per AC watt, with a maximum rebate of $6,000 per customer. Six SLA's are included in the Electric Fund's approved budget that will result in budget increases. The first SLA, in the amount of$ I 02,000, is for the transmission tree-trimming program. The North American Electric Reliability Corporation (NERC) regulations require the Electric Utility to have an ongoing vegetation management program in order to maintain access to the transmission system for system reliability. This program is on a three-year maintenance cycle and this is the second iteration of an ongoing maintenance plan to achieve the requirements. A second SLA is for the addition of training funds to the dispatch division in the amount of $10,000. These funds are needed in order to comply with NERC regulations that require all Transmission Operators to have NERC-certified 11 operating personnel on shift in required positions at all times. The third SLA, in the amount of$50,500, is for the implementation of a padmount transformer and equipment maintenance program. This pilot program will restore the exterior cabinets ofpadmount transformers and equipment that have been damaged by corrosion from exposure to weather, spri nkler systems and fertilizer. As mentioned above, the budget from the Goodwill Tree Program will be reallocated to fund this program. A fourth SLA is to provide funds for the contracting of services in order to meet Federal guidelines for regular and systematic testing of components comprising our electric system. The Electric Utility must demonstrate how and when the testing was performed and must keep records of such testing as prescribed by mandated protocols. This SLA will provide a budget of$60,000 for the outsourcing of these services. The fifth SLA, in the amount of $65,000, is for the outsourcing of a co mmercial meter testing program. The program will allow for the testing of300 commercial meter installations per year. A final SLA will provide the budget needed for the operating costs associated with the new dispatch facility. Construction on the new dispatch facility should be complete in late 2011. This SLA will allocate $14,500 for these costs. In addition to the SLA's, reductions were made to the base budget as a result of restructuring how certain processes will be handled by the department. Funds for two temporary/seasonal positions were removed from the budget. One of these positions, within the Administration Division, has not been filled in several years. The second position, in the Warehouse Division, was a filled position. Water Fund $14,476,402 The City of College Station has the capacity to produce approximately 30 million gallons per day of potable water. The Water Division has developed high standards ofreliability that assures customers' needs are met with a water supply that meets or exceeds all federal and state mandated standards. As a City enterprise, the full cost of service for water production, transmission and distribution is recovered by charging customers for consumption on a per unit basis. Two SLA's were included that reduced the FYl2 Water Fund approved budget by $45,480. The first SLA, which reduced the budget by $41,480, is for the discontinuation of the addition of fluoride to the drinking water. The addition of fluoride to the drinking water is not legally required and discontinuing the program will result in O&M and capital savings and will improve employee safety by removing this hazardous chemical from the work place. The water supply naturally contains approximately one-half of the recommended level. In addition, a reduction SLA of $4,000 is included to reduce the budget allocated for the conservation rebate program. The current budget for rebates is $8,000. The remaining $4,000 is consistent with rebate payments made in the past two fiscal years, but may limit the program in future years if popularity increases. In addition to the SLA's, several reductions were made to the base budget as a result of restructuring how certain processes will be handled by the department. A net total of $31 ,008 was reduced from the budget due to the elimination of the Water Auditor position. When this position became vacant in FY I I, it was not filled and the water audit services were contracted out. It has been determined that this is a less costly way to handle the water audits and the results of the audits are comparable. Therefore, the position has been eliminated in FYl2. $15,000, however, has been included to offset the cost of contracting out the service. The FY 11 budget included the addition of a 0.5 FTE Regulatory Compliance Assistant. This position was responsible for assisting Water Services with evaluating and meeting EPA/TCEQ requirements. The position was shared with the Public Works Department. ln FY12, the 0.5 FTE position will be removed from the Water Fund and return at 1.0 FTE to the Public Works Department. A third reduction to the base budget will result in savings of$658. This is for the formal discontinuation of the backflow program. The backtlow program was one in which residential lawn irrigation systems were tested on a five year schedule to address potential backflow issues. This testing has not been done in several years. This reduction will result in the formal discontinuation of the program and will reduce the budget for the remaining costs associated with mailings that would need to be done ifthe program was still in place. Base budget changes included three additions, two of which reflect mandated increases in costs. The first is the addition of$55,000 for an increase in fees assessed by TCEQ that must be paid in order to maintain regulatory compliance. The second is for the addition of $21 ,622 for an increase in fees assessed by the Brazos Valley Conservation District. These fees are assessed based on the amount of water used by the City. Finally, the base budget was increased by $8,500 to cover the cost of charge-backs that are being proposed by the Public Works Department. Currently, when utility line repairs that are made as part of a streets maintenance O&M project, the cost is covered by the Public Works Department. This base budget was increased in the Water Fund so that the cost can be charged back. 12 Finally, a Council directed change was made to the FY 12 Approved Budget that eliminated a transfer in the amount of$12,500 from the Wastewater Fund to the Economic Development Fund. Wastewater Fund $13,027,941 Effective sanitary sewer collection and treatment is essential to public health in an urban environment. Over the last several decades, standards have increased for this infrastructure. Past upgrades to the Carters Creek Wastewater Treatment Plant were directly related to changing standards. As the system continues to grow, additional capital is needed for line extensions. The existing system will have to be maintained with line replacements and plant enhancements and expansions. Wastewater services are provided as an enterprise function with service related fees paying for the cost of service. One SLA is included in the Wastewater Fund that results in an increase of$132,000 to the approved budget. This SLA is for the implementation of a wastewater interceptor cleaning/evaluation program. There are six major wastewater interceptors that collect all of the City's wastewater and transport it to the treatment plants. Currently the City does not own the equipment and technology to perform analysis on pipe of this diameter. By outsourcing the cleaning, capacity analysis and visual construction evaluation of the interceptors, the City can better plan, design and construct infrastructure to meet the increasing development driven demand. The program will allow for this analysis to be performed on one interceptor per year. In addition to the SLA, a reduction was made to the base budget as a result of restructuring how certain processes wi ll be handled by the department. $68, 199 was reduced from the budget due to the elimination of the Utilities Analyst position. When this position became vacant in FY 11 , it was not filled. It has been determined that the functions performed by this position can been allocated to Budget staff in the Finance Department as well as to staff within the Water and Wastewater Departments. Therefore, the position has been eliminated in FYl2. Base budget changes included an increase of$8,500 to cover the cost of charge-backs that were approved by the Public Works Department. Currently, when utility line repairs that are made as part of a streets maintenance O&M project, the cost is covered by the Public Works Department. This base budget was increased in the Wastewater Fund so that the cost can be charged back. Finally, a Council directed change was made to the FYl2 Approved Budget that eliminated a transfer in the amount of$12,500 from the Wastewater Fund to the Economic Development Fund. Sanitation Fund The Sanitation Division of Public Works provides services that meet the City's solid waste collection needs. These services include providing residential containers, curbside recycling, brush and grass clipping collection, street sweeping and the removal of waste. Commercial services are also provided to local businesses and offers collection in small and large containers. Customers with greater volumes have the option of using roll-off containers that are serviced by front load collection equipment. ~ 45,000 40,000 35,000 30,000 ~ 25,000 c: 20,000 15,000 10,000 5,000 2006 2007 2008 2009 The operating portion of the Sanitation fund for 11 Residential •commercial residential and commercial operations is approved $7,430,014 2010 2011 est. for FY 12 to be $6,720,027, or 6.67% higher than the FY 11 Revised Budget. A portion of thi s increase is due to an increase in forecasted fuel costs as well as increased equipment replacement contribution amounts due to new EPA standards. Approved non-operating expenditures are $709,987, and include the fund's Return on Investment to the General Fund. Revenues for FYl2 in the fund are estimated to be $7,242,423. Northgate Parking Enterprise Fund $1,085,775 The Northgate Parking Enterprise Fund accounts for parking operations in the Northgate district of the City. This includes the surface parking lot on Patricia Street, the College Main Parking Garage and on-street parking in the 13 district. The approved FYl2 budget for parking operations is $448,597, which does not include $220,633 in non- parking related expenditures that will be paid for by a transfer from the General Fund. One-time SLA funding for Capital expenditures in the amount of $80,000 is included. This funding will be used to expand the use of security cameras in the parking garage to the upper parking leve ls. Northgate Parking Enterprise fund revenues are projected to be $1 ,159,689 in FYJ2. Special Revenue Funds Hotel Tax Fund $2,123,142 The City receives a tax of7% on room rental rates from persons staying in hotels within the City. The City's use of Hotel Tax funds is limited by State law to be used for the promotion of tourism in the City of College Station. The approved FY12 budget includes $545,698 for City Operations including Wolf Pen Creek event operations and other PARD programs and events that are eligible for Hotel Tax Funds. This includes annual funding in the amount of $200,000 for soliciting and hosting of sports tournaments in College Station. The FY 12 debt service payment of $224,444 for the land purchased by the City for a Convention Center project will be transferred to the Debt Service fund for payment. $1 ,303,000 of Hotel Tax funding is included in the FY12 approved budget for the Bryan/College Station Convention and Visitors Bureau, the Arts Council of the Brazos Valley, the George Bush Presidential Library Foundation, the Brazos Valley Veterans Memorial, Northgate advertising through the Northgate District Association, and the Bryan-College Station Chamber of Commerce. For FY12, $5,500,000 of the fund balance has been reserved for expansion of the City's Veteran 's Park sports complex. Community Development Fu nd $5,012,772 Community Development helps provide low cost housing and other public assistance through Community Development Block Grant and Home Grant funds from the federal government. These funds are used to assist low to moderate-income residents of College Station. Assistance is provided through housing services, public agency funding, public facility improvements, and economic development activities. American Recovery Reinvestment Act Fund $65,000 The American Recovery and Reinvestment Act (ARRA) Fund accounts for revenue received and expenditures made by the City through the American Recovery and Reinvestment Act enacted in 2009. These funds are primarily for one-time equipment and other purchases. ARRA Fund expenditures are estimated to be $65,000 in FY12. This represents the grant funded Sustainability Coordinator position in General Government. The grant will fund this position for a total of3 years, from FYIO to FY12. Traffic Safety Fund $72,959 The Texas Legislature passed SB 1119 which became effective on September 1, 2007. This bill authorizes and controls the municipal use of red light camera equipment and was codified in the Texas Transportation Code, Section 707.003 . Revenue sharing provisions are mandatory: after accounting for program expenditures, one half of all revenues received must be remitted to the state. The state will be using their portion of the revenue received to fund regional trauma centers. The remaining revenue retained by the City must be spent on traffic safety programs, intersection improvements, pedestrian safety programs, public safety programs and/or traffic enforcement programs. The City implemented the red light camera program in calendar year 2008 with 4 monitored intersections. ln FYI 0, cameras were added to 5 additional intersection approaches. On November 3, 2009, an election was held in which the majority of the voters voted to end the red light camera program. The FY12 approved budget of$72,959 includes a I-time SLA of $50,000 to fund the City's participation in the B/CS Mobility Initiative. $22,959 in approved expenditures wi ll use the remaining funds for traffic safety programs and intersection improvements, which will close out the fund at the end ofFY12. Wolf Pen Creek TIF Fund $0 The Wolf Pen Creek Tax Increment Finance (TIF) Zone generates revenues that must be utilized within the Wolf Pen Creek District. The TIF expired December 31 51, 2009. A balance of approximately $3.2 million remains in the WPC TIF Fund. A determination will be made in FY12 as to how the remaining balance will be spent. 14 Court Technology Fee Fund $133,880 The Court Technology Fee Fund can be used to fund technology projects at the Municipal Court Facility. Approved expenditures of$133,880 will be used for technology related purchases such as computer hardware and software for court facilities. Court Security Fee Fund $65,040 The Court Security Fee Fund is used to fund security projects at the Municipal Court building. Approved expenditures of$65,040 are included for court security personnel in this fund. To address the limited revenues in this fund, a ful l-time Marshal position was moved into the General Fund Municipal Court budget beginning in FY12. Juvenile Case Manager Fee Fund $97,900 The Juvenile Case Manager Fee Fund is used to fund the salary and benefits of a Juvenile Case Manager, as well as cover the salary and benefits of staff time spent ad ministering Teen Court. The total approved budget of $97,900 includes travel and training funds for the Juvenile Case Manager that were recently approved by legislation. Police Seizure Fund $40,000 The Police Seizure Fund accounts for revenues and expenditures related to property seized by College Station Police Department. Expenditures for FY12 are budgeted at $40,000. These funds are used for one-time equipment and other purchases to assist in police activities. Memorial Cemetery Fund $0 This fund accounts for two thirds of cemetery lot sales as well as other revenue that is collected through the Memorial Cemetery and Aggie Field of Honor. The fund also accounts for expenditures on projects that take place at this location. No expenditures have been included in the FY12 approved budget for the Memorial Cemetery Fund. The maintenance and operations for this cemetery is budgeted in the General Fund in the Parks and Recreation Department. Memorial Cemetery Perpetual Care Fund $10,000 This fund accounts for the remaining one third of the sales of cemetery lots that are accrued through the Memorial Cemetery Fund, which includes the Aggie Field of Honor. FY 12 expenditures include $10,000 for the continued marketing efforts of the new cemetery. Cemetery Perpetual Care Fund $0 Th is fund accounts for the sale of cemetery lots and other revenues that are collected through the College Station cemetery. The fund also accounts for expenditures on projects that take place in the cemetery. There are no expenditures anticipated in this fund in FY12. The maintenance and operations for this cemetery is budgeted in the General Fund in the Parks and Recreation Department. Internal Service Funds The City has established several internal service funds for areas where goods and services are provided to City departments on a cost-reimbursement basis. The Internal Service Funds include the Insurance Funds, the Equipment Replacement Fund, the Uti lity Customer Service Fund, and Fleet Maintenance Fund. Each of these funds receives revenues from City departments to which services are provided. Base budget revenues for the funds reflect the above policies. Internal Service fund s have revenues transferred from departmental budgets on a monthly basis to ensure that funds are available for related expenses. Insurance Funds The City of College Station has four funds for insurance purposes, all of which are self-funded. 15 Property Casualty Fund $1,637,161 The Property Casualty Fund ensures that the City can adequately cover potential property and liability losses. The FY12 estimated revenues for the Property Casualty fund are $1 ,492,910. Approved expenditures total $1,637,161. Contributions to this fund have increased over prior years to offset prolonged legal expenses. Employee Benefits Fund $9,138,943 The Employee Benefits Fund is self-funded and provides medical coverage to covered City employees and dependents. Estimated revenues for the employee benefits fund total $9,003 ,244 for FYI 2, and budgeted expenditures total $9, 138,943. Funds for wellness programs have been included in the budget in an effort to mitigate future estimated claims costs. In addition, expanded choices for coverage, including a high deductible plan, continued to be offered in an effort to offset rising health care costs. One approved service level adjustment, totaling $22,375, is included in the Benefits budget to provide Fit Life testing for police officers. Workers Compensation Fund $747,874 The Workers Compensation Fund provides coverage against losses sustained through on the job injuries to employees. Revenues anticipated in the Workers Compensation fund are $805,538; expenditures total $747,874. Funds in the amount of $22,500 are included to provide city workers with reimbursement for the purchase of safety boots. A one-time transfer in the amount of$200,000 will be made to help offset anticipated claims in the Unemployment Compensation Fund in FY12. The ending fund balance is anticipated to be sufficient to meet worker's compensation needs. Unemployment Compensation Fund $260,600 Revenues in the Unemployment Compensation Fund are estimated to be $230,042. This includes a one-time transfer in from the Workers Compensation Fund to increase the fund balance. Expenditures in this fund are budgeted to be $260,600. Claims costs are anticipated to increase in FY12. Equipment Replacement Fund $4,084,826 The City has a fund that serves to accumulate resources for the replacement of vehicles and large motorized equipment, the telephone and radio systems, to provide replacement assets for the existing major technological infrastructure, and the replacement of copiers. Anticipated revenues for FY 12 total $3 ,592,926; expenditures total $4,084,826. $3,933,000 is included for fleet replacement and new purchases. Funding is also included for replacement copiers, mobile data terminals, and uninterruptible power supplies. Utility Customer Service Fund The Uti lity Customer Service Division is the primary interface with the City's utility customers. Responsibilities include setting up customer accounts, connecting and disconnecting utility services, reading meters, bi ll ing and collecting uti lity customer accounts and addressing customer concerns. FYl2 approved expenses are $2,342,713. There is one SLA included for Meter Services for the replacement of hand held meters in the division. The total cost ofreplacement is $23 ,661. The chart to the right illustrates the number of meters read annually over the last several years. Fleet Maintenance Fund $2,342,713 Number of Meters Read Annually 640,554 __ _L 2007 2008 2009 2010 2011 est. $1,659,149 The Public Works Fleet Services Division manages the vehicle and equipment fleet. The division also performs preventive maintenance and vehicle repair. The City maintains a fleet of vehicles and heavy equipment to provide 16 services to the citizens of College Station. Some of these services include Police and Fire response, Solid Waste Collection, Public Utilities, Building Inspection, and Parks operations. In FY12, revenues in the Fleet Fund are projected to be $1,577,410. FYl2 budgeted expenditures are$ I ,659, 149. Capital Project Funds $37,349,793 The City has a number of capital project funds. General obligation bonds form the basic resource for general government projects such as streets, parks, traffic, public faci lities and other such needs. However, the City has several other resources that may be used to supplement those resources and help to hold down the ad valorem taxes necessary to pay for general obligation bonds. In addition to the general government projects, the City has bond funds for each of the utilities operated by the City. For FY I 2, operating funds from both the Water and Wastewater Funds in the amount of $3 ,070,000 are projected to be used to fund capital projects in lieu of the issuance of additional debt. Other resources to fund capital projects include the Wolf Pen Creek Tax Increment Financing District, the Drainage Utility and Parkland Dedication Funds. Each provides resources that will be used to complete a number of projects over the next five years. General Government Capital Projects The following is a brief summary of some of the key general government projects included in the FY12 Approved Budget. More details of these projects can be found in the capital project summaries preceding each capital projects section in the budget document. The funds expended on these projects are considered significant and nonroutine. STREETS, TRAFFIC, SIDEWALKS AND TRAIL CAPITAL PROJECTS Street Rehabilitation Projects In FY12, funds in the amount of$145,384 are included for the Tauber and Stasney Rehabilitation project. These streets are located in the Northgate area. The project includes the rehabilitation of Tauber Street and Stasney Street from University Drive to Cherry Street as well as the design and construction of new sidewalks on College Main. The project also includes the water and wastewater line rehabilitation. The majority of the construction on these streets should be complete in FYI 1, but the FY12 estimate reflects remaining expenditures. Other rehabilitation projects estimated for FY 12 include the Bird Pond Rehabilitation project. This project is for the rehabilitation of Bird Pond Road from the city limits to Rock Prairie Road. Funding for this project will come from the authorization related to the Barron Road Widening Phase II project. The Barron Road Widening Phase II project is under construction and is anticipated to come in well below the amount authorized through the GOB. An additional rehabilitation project included in the FY12 Approved Budget is the Cooner Street Rehabilitation project. This project includes the rehabilitation of paving and water and wastewater lines along Cooner Street. The project may include concrete pavement, curb, gutter, storm drainage and sidewalks. The majority of the funding for the Streets component of this project will be from Community Development Block Grant (CDBG) funds. $1 ,075,634 of the $1 ,203,000 Streets budget wi ll be funded with CDBG funds. The balance of the budget will come from Barron Road Widening Phase II authorization. Street Extension Projects $5,302,598 is the estimated expenditure included for various street extension and widening projects. Included in this is $572,61 I for Oversize Participation (OP) projects that may arise throughout the fiscal year. These funds are used for building increased capacity into the streets that are being constructed by developers. Of this amount, $4 72,61 I is from OP funds authorized as part of the 2003 GOB. An additional $100,000 of OP funds is budgeted and reflects assessments expected to be received as a result of the Holleman Extension project. It is estimated that $500,000 in assessments will be received over the next five years as the area adjacent to Holleman Drive develops. As a significant portion of the Holleman Extension project budget was funded using OP funds, the received assessments will be earmarked for future OP projects. These funds will not be available for expenditure until they are received. Other street extension projects include the extension of Victoria Avenue. It is estimated that $316,519 will be spent in FYl2 to extend Victoria Avenue from Southern Plantation Drive to connect with Wi ll iam D. Fitch Parkway (SH40), aligning with the existing Victoria Avenue on the south side of William D. Fitch Parkway (SH40). The 17 roadway will be a major collector consisting of two travel lan es and a center tum lane with bike lanes, sidewalks, landscaping and storm drainage. Water and wastewater upgrades will also be made as part of this project. The project is being completed in advance of the new College Station ISO (CSISD) high school, which is expected to open in August of20 12. An estimated $575,692 is proj ected for the extension of Jones-Butler Drive. This project includes th e design and construction of a major collector from the intersection of Luther Street & Jones-Butler to the intersection of George Bush & Penberthy Road. The project wi ll also include si dewalks, bike lanes and an equestrian crossing. $500,000 is projected in FYI2 for the design of the Health Science Center Parkway. This project is a component of the Bio-Med ical Corridor agreement. The budget also includes an estimated FY 12 expenditure of $93 I ,684 for the Rock Prairie Road East Widening project. These funds will be used for design and right-of-way acquisition costs related to the future widening of Rock Prairie Road. Construction funds are not included in the project budget. $266,379 is the projected FYI2 expenditure for the Rock Prairie Road West right-of-way project. This project includes the purchase of additional ri ght-of-way from State Highway 6 to Normand Drive to provide for the future widening of that section of Rock Prairie Road. Funds have also been estimated for the design of the Rock Prairie Road Bridge Widening project. This project was added in late FYI I. The City of College Station will design the bridge widening and TxDOT will construct the project. The bridge will be widened to six lanes with U-tum lanes constructed at the north and south ends of the existing bridge. The project wi ll also include sidewalks and bike lanes or a multi-use path. In addition, acceleration/deceleration lanes will be added along the frontage roads. The design will be paid for by th e City of College Station using the remaining unallocated Barron Road Widening Phase II authorization (2008 GOB). The construction will be paid for by TxDOT using Proposition 12 funds received from the State that must be used on bridges and overpasses. Design began late FYI I with construction estimated to begin in FYI3. In addition, $I ,I25,429 is the estimated FY 12 expenditure for the phase II of construction to Barron Road from Decatur Drive to William D. Fitch Parkway (SH40). This project will widen Barron Road from Decatur Drive to Barron Cutoff Road on the southwest side of William D. Fitch Parkway (SH40). The existing Barron Road is a two lane rural road. Upon completion of this project, Barron Road will be expanded to a divided four lane minor arterial roadway with medians, bicycle lanes and si dewalks. Ln addition, new traffic signals will be install ed at the intersection of Barron Road and Victoria Avenue and at Barron Road and William D. Fitch Parkway (SH40). This project is anticipated to be completed in advance of the opening of the new CSISD high school in August of20I2. Finally, $7IO,OOO is included for design work on the Barron Road East/Lakeway extension project. This project will extend Barron Road from State Highway 6 east at the existing Barron Road to a future intersection with the extension of Lakeway Drive. The Barron Road extension wi ll be combined with the Lakeway Drive extension. Street TxDOT Projects Projected expenditures include $9 I ,562 for the Wellborn Widening Reimbursement project. As part of an AF A with TxDOT, the City is required to reimburse I 0% of the right-of-way costs associated with the Wellborn Widening project. The majority of the reimbursement was paid in prior years, but it is anticipated that a final payment will need to be made in FYI2. Traffic Projects The FY 12 Approved Budget includes an estimated $842,574 for traffic projects throughout the City. Funds are included for a new traffic signal at the intersection of Wellborn and F&B and a signal at the intersection of State Highway 30 and Copperfield. In addition, $65,000 is included for the design of a signal at FM 2818 and FM 60. $23,790 is included for traffic system safety improvement projects and $32,536 is included for traffic signal communication projects. These projects support traffic signal connectivity as well as other City data and voice services. Sidewalk and Trail Projects The City of College Station has worked over the years to ensure adequ ate transportation infrastructure is constructed for pedestrians and bicyclists. The City has an adopted Bicycle, Pedestrian and Greenways Master Plan. In FYl2, $200,000 is included for sidewalk improvement projects throughout the City. The specific projects on which these funds will be used are in the process of being identified. $224,000 is estimated to be spent on Phase II of the Hike and Bike Trail Completion project. This project will continue the IO' wide multi-use trail from Welsh Avenue to the Campus Village trail to the west. The trail will also be extended from the northern connection of the Campus Village Trail through Southwest Park as part of the Southwest Park development, providing continuity of the hike & 18 bike trail system from Texas A venue to Southwest Parkway. In addition, $508,000 is projected to be used toward the design of the Lick Creek Hike and Bike Trail. This project is for the construction of approximately three miles of hike and bike trails along Lick Creek between Westfield Park and Lick Creek Park. The trails will connect residential neighborhoods and CS I SD property. An estimated $679,500 will be spent toward the design of Phase II of the University Drive Pedestrian Improvements project. This project consists of implementing the remaining phases (2 through 5) of the Pedestrian Improvements on University Drive. The project is designed to improve pedestrian travel in the Northgate area of College Station, especially to facilitate pedestrian movement across and along University Drive between Boyett Street and South College Avenue. Finally, funds in the amount of $637,000 are estimated for the construction of the College Main Plaza Improvements. This project is for the construction of a pedestrian plaza with bike lane from University Drive to Patricia Street. In addition, intersection improvements will be made along Lodge Street and Patricia Street. Funding for this project will come from several sources. A portion will come from the balance of the Discovery Drive project, which is complete and came in under budget. The balance of the budget will come from Certificates of Obligation (CO's) issued in prior years for the Police Station Improvements project ($208,707) and the completion of the 2"d floor of the Municipal Court building ($18,376). Use of these funds is limited to certain types of projects, but they may be used for the College Main Plaza Improvements project. PARKS AND RECREATION CAPITAL PROJECTS In FY12, expenditures in the amount of$2,271 ,230 are estimated for Parks and Recreation capital improvement projects. Included is $68,384 for field redevelopment projects. A portion of the funds will be used for replacement and repairs to numerous athletic facilities and parks throughout the City. The funds for these projects are collected from the fees paid by players and teams from both City leagues and outside user groups. The funds are used to pay for replacement items and facility upgrades at City athletic facilities. $81 ,696 is the estimated expenditure for improvements at University Park. This project will consist of the addition of 14 parking spaces to the existing parking lot. Also included in the project is the addition of a landscape island, sidewalks, curb and gutter, and relocation of the irrigation system, as needed. Funds in the amount of$293,843 are estimated for the purchase of park land throughout the City as part of the Neighborhood Parks Revolving Fund project. These funds are used for acquiring properties for neighborhood parks in advance of development. $792,307 is included for improvements at Stephen C. Beachy Central Park. These include the construction of a new concession complex and restroom building. An estimated $100,000 is included for the Lick Creek Park Iron Bridge Trail Completion. This project is for the construction of a compacted gravel trail over the existing dirt trail in Lick Creek Park. $198,000 has been included for the design of the East District Maintenance Shop Replacement. These funds will be used to replace the existing shop. Finally, funds are included for the detailed design of the Lick Creek Nature Center. This center, proposed to be built at Lick Creek Park, will serve as a nature center for visitors who want to learn more about the park. GENERAL GOVERNMENT AND CAPITAL EQUIPMENT CAPITAL PROJECTS General government and capital equipment projects are planned assets that have value to more than one specific area of City operations. The two main divisions within this category are public facilities and technology projects. Estimated expenditures for public facility projects in FY12 include $6,349,265 for the construction of Fire Station #6. Fire Station #6 will serve the busy University Drive corridor. Construction is expected to be completed in FY12. In addition, $599 ,000 is included in the budget for the purchase and installation of a Fire Emergency Response Alerting System. This system will replace the fire station alerting system and the PA systems in stations 1, 2 and 4. A portion of the funding for this system will come from the balance of budget remaining from the Fire Station #3 Relocation project. Certificates of Obligation in the amount of$239,409 remain and may be used toward this project. The additional needed budget will come from the balance of the Radio System Replacement project, which is complete and came in under budget. The budget for the Radio System Replacement project was a combination of CO debt and Equipment Replacement Funds. Finally, $20,000 is included for the purchase of library books. The funds for the purchase of these books come from donations collected for this purpose. The FY12 Approved Budget also includes a projected expenditure of$832,000 for technology projects. Included is $300,000 for the replacement of the City's Mobile Data Terminal system. This project is for the replacement of the electronic equipment that provides the interface between the radio frequency system (800 MHz radio system) and the Internet Protocol system (Computer Aided Dispatch). The goal of the project is to provide a public safety radio system that meets current and anticipated needs. $122,500 is projected for the Fiber Optic Infrastructure 19 project. This project will support the installation of fiber optic cable to continue expansion of the city's network to new buildings and facilities, and to permit the connection of existing facilities that are not currently on the network. An estimated $224,500 is included for the E-mail and File System Migration project. This project will mi grate the city E-mail system from Group Wise to another e-mail system. The project will also implement a new e-mail archive system and will move file and print management. Finally, $185,000 has been included for a Network and Data Security Upgrade project. This project will examine city wi de data security standards, policies and procedures and will result in establishing guidelines and busin ess practices that will bring the city more closely in alignment with industry best practices for information securi ty . These latter two projects, as well as $200,000 of the MDT System Replacement budget, will be funded using a portion of the balance of the Radio System Replacement project, which is complete and came in under budget. Finally, funds in the amount of $763,286 will be transferred to the Electric Fund. These fund s reflect the balance of the Radio System Replacement project. In addition, as mentioned in the Sidewalks and Trails section of the Streets Capital overview, $227,083 will be transferred to the Streets Capital Improvement Projects Fund for use on the College Main Plaza Improvements project. UTILITY CAPITAL PROJECTS Below are descriptions of the utility capital projects included in th e FY12 Approved Budget. The funds expended on these projects are considered significant and nonroutine. Electric Capital Projects $9,57 1, 100 is the approved budgeted appropriation for electric capital projects in FY 12. Funds in the amount of $3,000,000 are budgeted for Production projects in FY 12. It is anticipated that these funds will be used for a methane gas production project at the Brazos Valley So lid Waste Management Agency (BVSWMA) landfill. $650,000 is included fo r General Plant projects. These include the replacement of the mapping system, enhancements to the SCAD A system and plant upgrades. Also included is $250,000 for the design of renovations to the Utility Service Center Building. Funds in the amount of $1, 160,000 are estimated for Overhead System Improvement projects. These funds wi ll be used for the construction of overhead feeder extensions and upgrades of existing overhead electric infrastructure. This includes the annual utility pole replacement program. Funds in the amount of $1, 150,000 are estimated for Underground System Improvement projects. These funds will be used for the construction of new underground electric projects and for conversion of overhead power lines to underground. $1 ,380,000 is included in the approved budget for New Service and System Extension projects. These fund s wi ll be used to provide electrical system services for new customer additions (residential, commercial , apartments and subdivisions). $95,000 is included in the approved budget for Residential Street Lighting projects. These funds are used for new residential street lighting projects and improvement to existing residential street lighting. Funds in the amount of $150,000 are esti mated for Thoroughfare Street Lighting projects. These funds will be used are for new thoroughfare street lighting projects and improvements to existing thoroughfare street lights. $759,000 is included in the approved budget for Distribution projects and $1, 175,000 is included for Transmission projects. These funds will be used for the construction of electric transmission and distribution projects to provide electric capacity to the City of College Station. Maj or substation replacement equipm ent is included in this funding. The FY 12 Approved Budget includes a projected debt issue of $8,825,000 for Electric Utility capital projects. Water Capital Projects ln FY 12, $8,456, 117 is the approved new appropriation included for water capital projects. Appropriations from prior years carry forward on capital projects. In some cases, the total new appropriations exceed the total estimate for capital expenditures because the new appropriations may cover not only the current fiscal year, but future fiscal years as we) I. The new appropriations included for FY 12 exceed the FY 12 projected expenditures for this reason. Total expenditures in FY12 for Water capital projects are projected to be $8,033,942. Water Production projects include an estimated FY 12 expend iture of$5,728,440. $800,000 is included for the purchase of land for future well sites. As capacity needs grow, the City is preparing for the construction of new wells. A component of this is the land acquisition for new future wells. An estimated $418,000 is included for the Sandy Point Chemical System Replacement project. The chemical feed and storage faci lities at Sandy Point Pump Station require upgrading to accommodate current expansion of the water production infrastructure and to be in compliance with current fire codes. As part of the project, the existing chlorine di sinfection system will be replaced to improve personnel safety, 20 operating reliability and cost efficiency. $3, 116,645 is included for high service water pump improvements. This project will increase the pumping capacity of the Dowling Road Pump Station. This project is in response to analysis of the water system capacities in relation to Texas Commission on Environmental Quality (TCEQ) requirements. It is anticipated that these improvements will be completed in FY 13. $625,000 is included in the approved budget for the Cooling Tower Expansion project. This project is for the design and construction of an additional water cooling tower and all of the associated appurtenances to connect this new equipment into the existing system. The additional tower is needed to meet the increased production capacity of the water system. $371 ,295 is included for the completion of the 3 Million Gallon Ground Storage Reservoir (MG GSR) Rehabilitation project. As part of this project, the interior coating of the reservoir will be replaced and some structural upgrades will be made to ensure that it meets TCEQ guidelines. Jn addition, $45 ,000 is included for the design of the same improvements at the 5 Million Gallon Ground Storage Reservoir (MG GSR). $37,500 is included for the design of renovations at the Utility Service Center. The cost of the renovations is being shared by the Electric, Water and Wastewater utilities as all three are housed in this facility. It is anticipated that the renovations will occur in future fiscal years. $25,000 is projected for the continuation of the Supervisory Control and Data Acquisition (SCAD A) man machine interface project. This project is for the evaluation, procurement and implementation of software packages available to improve the SCAD A man machine interface or graphical software. New servers are included to increase flexibility and reduce vulnerabilities and down time. An additional $50,000 is included for Well #7 Fiber. This project is for the installation of fiber from Sandy Point pump station to Water Well #7 to create wireless access point for Water Wells #5, #6, #8 and future wells. Finally, $240,000 is included for the Water Redundant Communications project. This project is for data communication improvements. These improvements will allow for built-in redundancy, wireless communications, mobile work force and unforeseen communication plans not related to construction projects. The main focus is to construct fiber loops which provide multiple paths to all facilities. Funds in the amount of $997,500 are projected to be expended on Water Distribution projects in FY 12. This includes $100,000 of general Oversize Participation (OP) funds. These funds are used to help meet future capacity needs by oversizing water lines above the minimum size required to serve a development. $557,000 is the projected FY12 expenditure for the Wellborn Widening project. This project was for the relocation of water lines outside of pavement areas in conjunction with Wellborn Widening. This final phase should be completed in FY 12. A portion of the expenditures for this project will be reimbursed by TxDOT. It is estimated that approximately $1 ,000,000 will be received in FY 13 following the completion of the project. Approximately $2,400,000 was received in FYl 0 for a portion of the project that has already been completed. $108,500 is the estimated FY 12 expenditure for the Raymond Stotzer West Water Line project. This project is for the design and construction of water infrastructure to provide service to an area that was annexed by the City of College Station in 1995. This area is near the intersection of Raymond Stotzer West and FM 2818. In addition, $137,000 is included for the City of Bryan Raymond Stotzer Phase I water line. This project will consist of the construction of a 12" waterline along Health Science Center Parkway from FM 47 to Turkey Creek Road, and for the construction of a 16" waterline along F&B Road from Turkey Creek Road to FM 2818. This project will be designed and constructed by the City of Bryan, but will be paid for by the City of College Station. This project is a component of the Bio-Medical Corridor agreement. Finally, $95,000 is estimated in FY 12 for the construction of an 8-inch water distribution line to serve the necessary fire protection for the approved Carter Creek Wastewater Treatment Plant (CCWWTP) Lab/SCA DA building. Rehabilitation projects included in the FY12 Approved Budget include $634,150 for the South Knoll/The Glade project. This project is for the replacement of water lines in the area bounded by Haines, Southwest Parkway, Glade and Langford. These aging lines were identified in a 2003 water study as in need ofreplacement. In addition, $78,534 has been included for the completion of the Southwood 5-7 project. Construction on this project began in FYI I and should be completed in FYl2. This project is for the replacement of water lines in an area bounded by Southwest Parkway, Harvey Mitchell Parkway, Welsh and Shadowood. Other rehabilitation projects include the Cooner Street Rehabilitation project and the Plantation Oaks Water Line Rehabilitation project. The Cooner Street Rehabilitation project includes the rehabilitation of water and wastewater lines and paving along Cooner Street from Texas Avenue to the street terminus. The water distribution lines are in need of replacement due to an increase in service disruptions caused by deteriorating lines. The FYl2 estimate is for the design of the project. Funding for the majority of the cost of the project design will come from Community Development Block Grant funds. Construction of the water portion of the project, which will follow in FY 13 , will be paid for with water utility revenue. The Plantation Oaks Water Line Rehabilitation project is for the rehabilitation of a 12-inch water line along 21 Harvey Rd, between Scarlett O'Hara Drive and Munson Avenue. This segment of the line is being replaced due to continuing failures that are causing service disruptions to customers in this area. Contingency in the amount of $150,000 has been included in the FY 12 Approved Budget. These funds wil I be available for use on unanticipated projects as well as to offset project overruns. Finally, $150,000 has been included for the meter replacement program that was implemented in FY08. This program is for the replacement of water meters on a routine basis to ensure efficient water readings. The FY12 Approved Budget includes an estimated $1,950,000 in current revenues that will be transferred from operations to fund water capital projects. Additionally, a debt issue of$6,100,000 is projected in FY12 for Water capital projects. Wastewater Capital Projects The FY12 Approved Budget includes $4,815,757 in new appropriations for numerous wastewater capital projects. Appropriations from prior years carry forward on capital projects. Therefore, the projected expenditures exceed the new appropriations included for FYI 2. Total expenditures in FY 12 for Wastewater capital projects are projected to be $9, 144,828. Wastewater Collection projects include $100,000 for oversize participation and planning. These funds are available to meet future anticipated capacity in the constru ction of wastewater lines above the minimum size needed to serve the development. An estimate of$325,000 is included for the East Side FM 158 Sewer Line project. This project wi ll construct gravity sewer lines, lift station and forced main to serve properties along FM 158 south of the intersection with FM 30 in service territory acquired from the City of Bryan and within the City of Bryan's corporate limits. This project is the result of a service territory swap coordinated as part of the Bio-Medical Corridor agreement. Design ofthe line is estimated to begin in FYl2 with construction following in FY13 and FY14. $44,965 has been estimated in FY12 for upgrades to the wastewater infrastructure that are being completed as part of the Victoria Avenue Extension project. In FYI 2, $934,758 is the estimated expenditure for the Scott and White Sewer Line/Lift Station project. This proj ect consists of the design, construction, and land acquisition required for a new lift station facility (on the Scott & White property) and a force main along State Highway 6 that will connect to the Spri ng Creek trunk line. Funding for this project will come from the Economic Development Fund, from Scott and White and from wastewater utility revenue. Funding is also included in the FY12 approved budget for the design of the Bee Creek Parallel Trunkline. The existing Bee Creek Trunkline sub-basin currently serves areas along FM28 l 8, from areas north of Wellborn Road to the Carters Creek Wastewater Treatment Plant. This project will install a gravity line to increase the system capacity of the Bee Creek Trunkline sub-basin to accept the ultimate build-out demand anticipated in this respective area. Thi s project is expected to span several years with construction being completed in FYl4. $225,000 is included in the approved budget for the design of the FM 2154 Sewer Trunkline. This project is for the design, easement acquisition and construction of a gravity sanitary sewer line along the east side of FM2 l 54, a lift station in the proximity of the intersection of FM2 l 54/Greens Prairie Trail and a force main along the south side of Greens Prairie Trail. This project is also expected to span several fiscal years, with completion estimated for FY 15. Rehabilitation projects included in the FY12 Approved Budget include South Knoll/The Glade. This project is for the replacement of wastewater lines in the area bounded by Haines, Southwest Parkway, Glade and Langford. These aging lines were identified in a 2003 water study as in need of replacement. ln addition, $136,331 has been included for the completion of the Southwood 5-7 project. Construction on this project began in FY 11 and should be completed in FY12. This project is for the replacement of wastewater lines in an area bounded by Southwest Parkway, Harvey Mitchell Parkway, Welsh and Shadowood. Also included in the FY12 Approved Budget is the Cooner Street Rehabilitation project. The Cooner Street Rehabilitation project includes the rehabilitation of water and wastewater lines and paving along Cooner Street. The sanitary sewer lin es are in need ofreplacement due to an increase in service disruptions caused by deteriorating lines. The FY 12 estimate is for the design of the project. Funding for the majority of the cost of the project design will come from Community Development Block Grant funds. Construction of the wastewater portion of the project, which wi ll follow in FY 13, will be paid for with wastewater utility revenue. Finally, funds in the amount of$309,029 are included in the approved budget for the Northeast Trunkline Rehabilitation. A study conducted in 2010 identified major defects within the Northeast Trunkline. The intent of this project is to repair/replace the most critical segments of this interceptor. Funds in the amount of $3 ,271,047 have been estimated for Treatment and Disposal projects. $924,509 is included for the Carter Creek Headworks Improvements project. This project wi ll replace or refurbish components of the 22 existing headworks that have become unserviceable. $167,000 is the projected expenditure for the construction of catwalks around the Lick Creek clarifiers. The catwalks wi ll provide safe access for the operators to operate and maintain the clari fiers. An estimated $155,000 is included for centrifuge improvements at the Lick Creek Wastewater Treatment Plant (LCWWTP). Improvements include installing a larger sludge discharge hopper, a sludge conveyor and a work platform around the centrifuge. $156,100 is included for compl etion of the Lick Creek Sludge Holding Tank Improvements. This project will ultimately expand the size of the waste sludge holding tank at the Lick Creek Wastewater Treatment Plant. An additional $168,43 8 is estimated for the completion of the Lick Creek Return Activated Sludge Modifications project. The Return Activated Sludge Pumps are not consistently pumping return activated sludge at an appropriate rate. This is a critical function essential to meeting TCEQ mandated treatment requirements. This project will reconfigure the sludge piping so that the pumps will perform acceptably. $200,000 is included for the Lick Creek Sludge Blower Replacement project. This project will replace the current blower units which are at the end of their service life. New blowers are needed to maintain quality of sludge during storage prior to dewatering. $850,000 is included for the Lick Creek Centrifuge Replacement project. This project wi ll replace the sludge dewatering centrifuge at the LCWWTP. The current centrifuge has exceeded its usefu l life. An estimated $650,000 is included for the Carter Creek Digested Sludge Aerator Replacement project. This project will replace the current aeration diffusers in Digested Sludge Holding Tanks #I and #2 at the CCWWTP. Continued failures of the existing diffusers make replacement essential. Funds in the amount of$34,768 are estimated for the SCADA replacement project. This project will replace the control equipment that has exceeded its useful life. $592,808 is the projected expenditure for the completion of the Carters Creek Lab and SCADA Building project. The existing building no longer meets laboratory standards. In addition, $99,006 is estimated for Process Control Improvements at LCWWTP. This project will be for the purchase and installation of improved process control instrumentation at the Plant. An additional $1 17,259 has been included in FY 12 for the installation of SCAD A at the new lift stations. This will allow for monitoring and alarming of the new lift stations. $120,000 is included for the Carter Creek Fiber Ring project. This project wi ll provide for data communication improvements that wi ll all ow for built-in redundancy, wireless communications, mobile work force, and unforeseen communication plans not related to construction projects. The main focus is to construct fiber loops which provide multiple paths to all faci lities. $37,500 is included for the design of renovations at the Utility Service Center. The cost of the renovations is being shared by the Electric, Water and Wastewater utilities as all three are housed in the facility. It is anticipated that the renovations will occur in future fiscal years. Finally, $111, 172 is included for the Aggie Acres Fiber Optic Conduit project. This project will connect the Aggie Acres lift station in the ETJ to the City's sewer system. Finally, contingency in the amount of$150,000 has been included in the FY 12 Approved Budget. These funds will be available for use on unanticipated projects as well as to offset project overruns. A total of$1,120,000 in current revenues from operations is esti mated to be used to fund Wastewater capital projects. Additionally, a debt issue of $7,580,000 is projected in FY 12 for wastewater capital projects. SPECIAL REVENUE CAPITAL PROJECTS Below are descriptions of the special revenue capital projects included in the FYl2 Approved Budget. The funds expended on these projects are considered significant and nonroutine. Park Land Dedication Capital Improvement Projects The Park Land Dedication Funds account for the receipt and expenditure of funds received by the City from residential lan d developers who dedicate land, or money in I ieu of land, for use in the development of neighborhood parks in residential areas. The projects in the Park Land Dedication Capital Improvement Projects Funds are funded using the dedicated park land funds. Park Land dedication funds must be used for the development of parks within the zone to which the funds are dedicated. In FY 12, expenditures for Park Land Dedication projects are estimated at $1 ,420, 175 for projects that are anticipated to be completed in the various park zones. Funds in the amount of $4,895 are included for improvements at University Park. These improvements wi ll include additional parking and a retaining wall at the large dog pond. The Park Land Dedication funds for this project will be supplemented with Neighborhood Park Improvement bond funds. An estimated $36,000 is included for improvements at Carter Crossing Park. The park will be constructed in phases as funds become available and is planned to ultimately include sidewalks, an entry 23 plaza, a tot playground, creek crossings, benches and trees with irrigation. $208,280 is the FY12 estimated expenditure for improvements at Southwest Park. This phase of the project will be the construction of a I 0 foot wide hike and bike trail through Southwest Park. The trail will connect with the north end of the Campus Village Trail and wi ll continue to Southwest Parkway. The project will include a bridge crossing, retaining wall, and box culverts. The project wi ll be designed in-house by Public Works staff. It is estimated that $10,000 wil l be spent in FY12 for phase III of John Crompton Park. The total project budget for this phase is $149,000. The FY12 expenditure reflects the estimate of what is needed to complete this phase of the project. Additional funds are projected in a number of Park Land zones but these funds have not yet been obligated to specific projects. These funds are available to be used for projects that arise throughout the year within the appli cable zones. Funds not used in the fiscal year will carry over to future fiscal years. Drainage Capital Improvement Projects Drainage capital projects are funded by revenue generated through a drainage utility fee that is collected from residential and commercial utility users. Significant projects include a projected $355,000 for Greenways land acq uisition throughout the City. The City's Greenways Master Plan calls for future trail development in urban and suburban greenways. The funds for this project were from prior years' debt issue. $200,000 is included for Minor Drainage Improvement projects. These funds are used for minor unscheduled drainage projects that arise throughout the fiscal year. $286,000 is included for Erosion Control in the Wolf Pen Creek trail area. Bank stabilization measures wi ll be designed and constructed to protect the trails, irrigation, benches and other improvements in the upper trails area from erosion. An estimated $50,070 is included for Stormwater Ma pping projects. These funds will be used for mapping of the City's stormwater infrastructure. Finally, $500,000 is included for the completion of a Drain age Master Plan. The results of the study will be an inventory of existing infrastructure and a twenty (20) year maintenance and infrastructure improvement plan for those portions of the drainage basins that lie within the city limits. The plan will form the foundation for future infrastructure projects. Wolf Pen Creek TIF Capital Projects The Wolf Pen Creek (WPC) TIF Fund accounts for ad valorem tax and other revenues that are accrued to the WPC TJF District. The fund also accounts for expenditures on projects that take place in the district. The TIF expired on December 31 , 2009. A balance of approximately $3.2 million remains in the WPC TIF Fund. A determination will be made in FYl2 as to how the remaining balance will be spent. ADDITIONAL O&M COSTS The FY 12 Approved Budget includes a number of capital projects that have been recently completed and have added operations and maintenance (O&M) expense. In particular, the City's General Fund has been and will continue to be impacted by capital projects as they come on line. In some situations, the O&M cost of a project is minimal and can be absorbed by the City depattment that is benefiting the most from the project. Jn other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. In these situations, SLAs are submitted for the O&M needs of the capital projects and funding is considered as part of the budget process. Departments are expected to consider the impact of current and planned capital improvement projects on operations and maintenance (O&M) budgets. This analysis is a component of the 5-year Strategic Business Plans that are completed by all City departments. Projections as to the impact of capital projects on O&M budgets that are included in the Strategic Business Plans are used by the Finance Office in financial forecasting. Conclusion The previous discussion provided an overview of the FY 12 budget and key changes from the FY 11 budget. A fu ll version of the Approved Annual Budget is available for download at http://www.cstx.gov, at the Larry J. Ringer Library ( 1818 Harvey Mitchell Pkwy.), or in the City Secretary's Office at City Hall. 24 Project Management '-e Handbook City of College Station, Texas 1 08104103 TABLE OF CONTENTS I. Forward ...................................................................................... 3 II. General Statement of Policy ........................................................... .4 Ill. Project Procedures ........................................................................ 5 A. Project Budget Process ............................................................. 5 B. Project Design Process .............................................................. 5 C. Project Bid Process ................................................................... 8 D. Project Construction Process .................................................... 10 E. Project Warranty Period Process ................................................ 11 IV. Tools and Resources ................................................................... 13 V . Contacts .................................................................................... 14 VI. Capital Improvements Project Continuous Improvement Team Committee Members ................................................................................... 15 VII. Frequently Asked Questions (FAQ's) ............................................... 16 VIII. Glossary of Terms ...................................................................... 21 IX. Schedule of Forms ...................................................................... 32 2 08/04/03 Section I FORWARD The key to any successful project is decision-making. In order to make good decisions, a Project Manager must be able to obtain sufficient information to make reasoned decisions. Therefore, this document has been prepared to inform City of College Station employees of the processes, procedures, and tools necessary to administer, oversee, and monitor the development, design, and construction of capital projects so that the interests and desires of the City are fully met and projects are successfully completed. 3 08104103 Section II GENERAL STATEMENT OF POLICY It is the policy of the City of College Station that all procedures relating to the budget process, design process, and construction process shall be consistently and fairly applied to all capital improvement projects. This policy will ensure fair and equitable treatment to all firms, contractors and vendors in dealing with the various City departments. This handbook has been prepared to assist each City director, project manager, inspector and their staff to achieve the City Council's vision for the citizens of the City of College Station: ~ To provide high quality customer focused, basic city seNices at a reasonable cost. ~ To provide a large range of recreational and cultural arts opportunities. ~ To provide a well-planned community. ~ To provide a strong and diverse economic environment. This handbook cannot address every situation; and, when an unusual situation occurs or a difficult legal problem arises, the final authority for project management procedures will be the terms and conditions set forth in the executed contract documents. 4 08/04/03 Section Ill PROJECT PROCEDURES Project procedures outline the City's budgetary, design, bidding , and construction policies and processes to be followed in controlling the various management components utilized in meeting the City's objectives with regard to capital projects. Those procedures are as follows: (Note: It is highly recommended that the Project Manager be familiar with the City's purchasing policies and procedures which can be found in the Purchasing Manual. This manual is available on the City's intranet under City Info.) A. Project Budget Process 1. Council/advisory board/staff develops idea for capital project. 2. Management reviews capital project: a. Is the proposed project feasible? b. Is the proposed project consistent with the visions and goals of the City Council? c. What type(s)/source(s) of funding is (are) available? 3. Management approves/supports the capital project. 4. Department completes CIP forms with budget information and forwards forms to the Budget Office. If project requires land acquisition or electrical, water, or wastewater infrastructure, Department forwards CIP form to appropriate stakeholder(s) for estimated costs. (Note: Preliminary budget estimates should include an estimated amount for staff time.) 5. Budget Office in collaboration with Fiscal Services Director identifies funding based on an estimated project budget. 6. Project is programmed into the five-year CIP schedule. 7. City Council approves budget for the capital project as a part of the annual budget process. 8. Budget Office sets up approved capital projects in GMBA with appropriate general ledger accounts and project numbers. 9. After Department assigns project to a Project Manager (PM), Budget Office provides PM with a copy of the approved Capital Improvement Project Budget as well as a list of approved projects and corresponding budget and accounting information. PM obtains work order number(s) from Departments using Work Orders for capital projects. 10. PM confirms project budgets and setup by reviewing information provided by Budget Office. If any discrepancies are detected, PM contacts Budget Office and supervisor for assistance. B. Project Design Process 1. PM obtains project number or work order number and adds project to the CIP website database. 5 08/04/03 B. Project Design Process (Continued) 2. PM meets with Council/advisory board/staff and or other stakeholders to obtain consensus on project scope. 3. PM contacts and coordinates with Land Agent, Public Utilities Department, Community Development Office, Greenways Coordinator, or any other vested interest party (e.g., for land and/or easement acquisition). 4. PM develops detailed project scope and reviews with vested/interested parties. Be aware of the following issues as necessary: a. ADA issues b. Asbestos investigation/abatement c. Community Development Block Grant funding requirements d. Wetlands assessment e. Endangered species investigation f. Lead-based paint issues g. Archeological survey requirement h. City of College Station Development Services review (Note: This step can take 2 -6 weeks depending on the complexity of the project.) 5. PM addresses any additional funding requirements and reviews budget transfer sheets with the Budget Office. (Note: If design is done in-house, then skip to 111-C Bid Process. If RFQ is not required (contract less than $50,000) or desired, then skip to Step 16.) 6. If a Request for Qualifications (RFQ) is required , PM contacts Purchasing and requests a buyer assignment for the RFQ . PM sends the following information to the assigned buyer: a. Detailed project description b. Budget amount c. Scope of work d. General ledger account number, project number, and work order number (if applicable) e. Contact person information f. Any applicable ma ps g. Insurance requirements (review with Risk Manager) 7. Purchasing obtains a professional services contract number from the Legal Department and issues the RFQ number. 8. PM coordinates with Purchasing to determine the advertising and opening of Statement of Qualifications response dates. 9. PM reviews the RFQ package assembled by Purchasing. This package will include: a. Introduction b. Definitions, Terms and Conditions c. Project Description d. Scope of Work e. Statement of Qualifications f. Format Requirement g. Certification 6 08104103 B. Project Design Process (Continued) h. Architectural and Engineering Services Selection Evaluation Criteria (Purchasing Manual, Statement of Policy, Sections Ill-A and 111-B) i. Standard Form of Agreement Contract (P:/Group/Legal/Contract Forms) 10. Purchasing makes copies of the RFQ for distribution to vendors. 11 . PM reviews RFQ advertisement and list of firms to be contacted before Purchasing distributes the RFQ copies. 12. Purchasing places RFQ advertisement. PM coordinates addenda with Purchasing as required. 13. Prior to RFQ due date, PM assembles a review committee. 14. PM obtains submitted SOQ packages from Purchasing. 15. Review committee ranks design firms in accordance with evaluation criteria described in the RFQ. 16. PM contacts and negotiates scope of services and fees with highest qualified design firm. (If RFQ is not required, PM contacts and negotiates scope of services and fees with preferred design firm.) 17. If necessary, PM submits contract for approval by Contract Review Committee. 18. PM prepares three (3) original contracts and has signed by design firm. 19. PM obtains required insurance certificates and forwards to Risk Manager for approval. 20. PM drafts Council Resolution (P:/Group/Legal/Resolution Forms/) if standard form of agreement is used and posts on P: drive for Legal Review. (Note: Non-standard agreements must be pre-approved by the Contract Review Committee, do not require a resolution, and must be included in the Council packet.) 21 . PM notifies Legal that resolution has been placed in their P: drive folder for review. 22. After Legal reviews and approves the resolution, contract(s), and insurance, PM drafts a Council agenda item cover sheet, attaches supporting documentation, and forwards package to Department Director for approval and scheduling on Council agenda. 23. If necessary, PM attends Council Meeting and responds to questions from Council. 24. Council approves design contract. 25. After Council approval, PM prepares contract routing sheet, obtains original copy of contract from Legal , and forwards three original copies of the contract to Fiscal Services for contract signature routing . (Refer to contract routing flowchart.) 26. PM initiates purchase requisition and enters/has entered on Purchasing/Inventory system. PM ensures correct general ledger account number(s), project number(s), and work order number(s) (if required) are entered on purchase requisition. 27. Upon execution of contracts, Legal retains one ( 1) original and forwards two (2) copies to Purchasing for distribution with purchase order to PM/Department and design firm. 7 08/04/03 B. Project Design Process (Continued) 28. PM requests that Purchasing send regret letter to firms not selected. (These letters will not be sent to responding firms who were not selected unless requested by the PM.) 29. PM initiates design/review sequence and land acquisition. (Note: For Land Agent to begin the land acquisition process, the PM needs to supply a survey and a needs resolution.) Also, remember to coordinate and obtain permits as required to Texas Department of Transportation (TxDOT), Environmental Protection Agency (EPA), Texas Natural Resource Conservation Committee (TNRCC), USAGE, City of College Station, and/or other agencies as required. 30. Throughout design process, if design estimate exceeds budget, PM reviews design criteria with City Engineer and/or Department Director and takes action as appropriate. 31 . PM reviews original invoices for design services sent to Accounting for payment. 32. PM monitors expenditures as the project proceeds. If a change order becomes necessary, follow change order process as outlined in the Purchasing Manual, Purchasing Procedures, V-A through V-C. C. Project Bid Process 1. PM contacts Purchasing and requests buyer assignment for construction bid phase. PM also forwards to buyer the following information: a. Detailed project description b. General ledger account number, project number and/or work order number (if applicable) c. Contact person information d. Engineer of record e. Engineer's estimate (if disclosure is requested) f. Cost of plans and specifications set and whether cost of plans is refundable g. Contract construction time (if set by staff) h. Calculation of liquidated damages i. If Community Development grant funds are to be used, a current Davis-Bacon Wage statement (Contact the Community Development office.) 2. Pu rchasing acquires a construction contract number from Legal and sets the bid number. 3. In cooperation with Purchasing, PM determines the advertisement, pre-bid conference, and bid opening dates as well as the pre-bid conference location. 4. PM forwards to Purchasing sealed drawings/plans, sealed technical specifications, and a sealed bid proposal form. 5. PM reviews construction bid package prepared by Purchasing. 6. Purchasing makes copies of the construction bid package. 7. PM reviews/proofs copy of newspaper advertisement soliciting construction bids. PM also reviews the list of firms to be notified by Purchasing before advertisement runs and before bid packages are sent to various plan rooms. 8 08/04/03 C. Project Bid Process (Continued) 8. Bid is advertised. During this step, Purchasing distributes plans and specifications and collects applicable fees. 9. Conduct pre-bid conference. Results of the questions and answers discussed during the meeting will be recorded and added as an addendum if needed. Purchasing distributes addendum to all current plan/bid document holders at the time of the addendum issue. 10. PM or design professional responds to inquiries and writes additional addenda as required. Purchasing distributes addenda to all current plan/bid document holders at the time of the addenda issue. 11 . PM attends bid opening and checks acceptance of bid (bid bond, etc.) in cooperation with Purchasing. 12. Purchasing and/or consultant prepares bid tabulation, reviews and determines lowest responsible bidder. If Community Development funds are to be used, check the Housing and Urban Development (HUD) website for debarment list of contractors. 13. Purchasing checks references of lowest responsible bidder, if necessary, and provides copies to PM and/or consultant. 14. Lowest responsible construction bid is compared to budget. If bid exceeds budget, take one of the following actions: a. Reject all bids and consider rebidding b. Reject all bids and postpone project c. Reduce scope of project using a change order d. Request additional funds Note: Council action is required to reject all bids. Also, consideration may be given to reducing the scope of the project using a change order. 15. Within five (5) days of determination of lowest responsible bidder, Purchasing obtains signature of and insurance certificates for lowest responsible bidder. Purchasing will also complete three (3) original construction contracts with required information. ***If insurance is not obtained within 5 days, then the PM/Department may: a. Continue to ask for insurance certificates. PM/Department becomes responsible for completing the information on the three original construction contracts, obtaining the contractor's signature, and securing correct insurance certificates. If successful, skip to Step 16. b. Request that Purchasing contact the next lowest responsible bidder to obtain signatures and insurance certificates. 16. PM drafts Council Resolution (P:/Group/Legal/Resolution Forms) if standard form of agreement is used, forwards to Purchasing, and posts on P: drive for Legal Review. (Note: Non-standard agreements must be pre-approved by the Contract Review Committee, do not require a resolution, and must be included in the Council packet.) 9 08/04/03 C. Project Bid Process (Continued) 17. PM notifies Legal that resolution has been placed in their folder for review. 18. Purchasing sends resolution (if standard agreement) and original contract(s) with insurance certificates to Legal for review. (Refer to Agenda Process for deadlines that need to be met.) 19. After Legal reviews and approves the resolution , contract(s), and insurance, PM drafts a Council agenda item cover sheet, attaches supporting documentation, and forwards package to Department Director for approval and scheduling on Council agenda. 20. If necessary, PM attends Council meeting and responds to questions from Council. 21 . Council approves construction contract. 22. Purchasing obtains and makes copies of payment and performance bonds from Contractor. These copies should be attached to all original contracts. D. Project Construction Process 1. PM prepares routing sheet and forwards to Fiscal SeNices for contract signature circulation. 2. PM initiates preparation of project signs using the following procedure: a. PM sends e-mail with project name, funding source(s), name(s) of engineer and/or architect, name of contractor, and public contact phone number to the Action Center. b. Action Center forwards e-mail to Print/Mail and enters on a tracking sheet.. (Note: Two signs should be ordered for street segment projects.) c. When the sign is ready for placement, Print/Mail will notify via e-mail the Action Center, the PM , and the Traffic Systems Superintendent in the Public Works Department's Traffic Signal and Signs Division. d. The Signal and Signs Division will place/install the signs. e. If there are issues with the placement of project signs, the Signal and Sign Division will notify the PM who will in turn notify his/her Department Director. The Department Director will keep City Management informed. 3. PM requests that contractor submit pre-construction submittals. 4. PM initiates purchase requisition on system. 5. Upon execution of contracts, Legal retains one (1) original and forwards two (2) copies to Purchasing for distribution with purchase order to PM/Department and construction contractor. 6. Purchasing issues purchase order after confirmation of general ledger account number, project number, and work order (if applicable). 7. PM schedules and conducts post-agreement award meeting (pre-construction meeting). PM should develop an agenda to include the following : a. Coordination issues b. Traffic control issues c. Access to construction areas d. Schedule and other submittals 10 08/04/03 e. Payment applications f. Citizen contact D. Project Construction Process (Continued) g. Subcontractors h. Any other pertinent issues/information to be shared 8. PM issues Notice to Proceed which identifies the required completion date as set forth in the contract. 9. PM initiates public notice of construction through Public Communications if needed. 10. PM takes videos or pictures of construction area prior to the start of construction to document existing conditions and periodically thereafter. 11 . As needed, PM approves original invoices sent to Accounting for payment. If Community Development funds are used, approved original invoices and certified payrolls should be sent to the Community Development Office for review and further approval. The Community Development Office will then forward the original invoice to Accounting for payment. 12. PM monitors project expenditures as the project proceeds. If a change order becomes necessary, refer to Purchasing Manual. 13. PM receives contractor notification of substantial completion. 14. If PM concurs that substantial completion has been achieved, the PM will make arrangements for the inspection of the work and preparation of a punch list within ten (10) calendar days of contractor's notification and issues a certificate of substantial completion. 15. If work is not substantially complete, PM notifies contractor who shall then complete the work. PM is not required to provide a list of unfinished work to the Contractor. 16. PM receives notification of final completion . 17. If PM concurs that final completion has occurred, then PM issues certificates of completion and acceptance. If PM does not concur that final completion has occurred, then PM notifies Contractor of work to be completed. 18. PM accepts project completion and adjusts bid quantities to constructed quantities if necessary. 19. PM makes arrangements for removal of GIP signage. 20. PM obtains/secures as-built drawings. 21. After all outside invoices (e.g., invoices for testing services) have been received, an affidavit of bills paid is signed by the contractor, and 45 days after final completion , PM releases retainage. Upon receipt of final retainage request, Accounting will flag project as "Inactive" in GMBA. E. Project Warranty Period Process 11 08/04/03 1. PM establishes final completion date that starts the warranty period . (Note: Most warranty durations are for a period of one year; however some projects may have extended warranty periods. Also, certain equipment may be covered separate from the contractor's warranty.) E. Project Warranty Period Process (Continued) 2. PM records end -of-warranty dates in the project CIP database on the City's website. PM also schedules these dates on his/her calendar along with an alert notice of the pending end-of-warranty period . (Note: Sixty (60) days is normally used.) 3. Warranty related issues should be brought to the attention of the PM . When notified of warranty issues, PM provides written notice to the contractor of the item requiring correction and a date by which the correction should be taken care of. PM should also notify Legal. 4. If PM experiences difficulty in getting contractor to comply with the warranty during the warranty period, PM may resort to filing written notice with the company that issued the contractor's performance bond. A copy of the written notice should be forwarded to the surety company and to Legal. (Note: The performance bond remains in full force during the warranty period. Also, no one other than the contractor should be contacted for warranty work. Warranty work performed by someone other than the contractor could jeopardize and/or void the warranty coverage.) 5. Shortly before the warranty period is due to expire, the PM should assemble an inspection team (customarily made up of the design consultant and other vested interest parties) to conduct a final inspection of the project and identify any warranty related items that need to be corrected. 6. PM provides contractor a list of the items compiled by the final inspection team along with a deadline for correcting the items on the list. PM forwards a copy of the list to Legal. 7. PM conducts a follow-up inspection to ensure all items on the list compiled by the inspection team have been satisfactorily completed. 12 08/04/03 Section IV TOOLS AND RESOURCES • Project contract documents • Purchasing Manual (COCS lntraneUCity Info) • COCS Budget Document (contains summary information)(COCS lntraneUCity Info) • COCS Capital Projects Budget Document (contains detail information)(COCS lntraneUCity Info) • Federal Regulations • 5 Year Consolidated Plan (Community Development Office) • Annual Action Plan (Community Development Office) • Community Development Block Grant (CDBG) Citizen Participation Plan (Community Development Office) • Community Development Block Grant (CDBG) Hand Book (Community Development Office) • Davis-Bacon Act (Community Development Office) • AS400 Computer System/HTE Software );> GMBA (general ledger account numbers, project numbers, Project Inquiry, Project Activity Listing, Account Activity Listing) (Contact Accounting) );> Work Orders (Contact Accounting) );> Purchasing/Inventory (Contact Purchasing or Accounting) • City MissionNision Statement (COCS Budget Document) • COCS Strategic Plan (COCS lntraneUCity Info) • Capital Improvements Projects Quarterly Report (Office of Budget and Strategic Planning) • Contract Routing Log (P:/Group/Contracts/) • Capital Improvement Project Information (COCS lntraneUCity Info, AS400 Project Inquiry in the HTE GMBA Application Software or AS400 HTE Work Order Application Softwawre) • COCS Standard Form of Construction Agreement (P:/Group/Legal/Contract Forms/) • Project budget transfer form (P :/Group/BudgeUForms/ • Insurance requirements (P:/Group/Project ManagemenUlnsurance 13 08/04/03 + Texas Local Government Code + Risk Management Manual 14 08/04/03 Name Jeff Kersten Corby Alexander Kathy Hubbard Carol Arnold Amanda Hudec Cheryl Turney James Polasek Cynthia Sciulli Mark McAuliffe Bill Cody Susan Chmelar Jan Schwartz Debbie Eller Bob Mosley Section V CONTACTS Title Budget Director Budget Analyst Assistant Fiscal Services Director/ Accounting Manager Accounting Services Supervisor Staff Accountant Purchasing Manager Senior Buyer Buyer Land Agent Risk Manager Fiscal Services Staff Assistant Legal Assistant/Office Manager Budget Analyst City Engineer 15 08104103 Extension 3745 3575 3566 3565 3562 3557 3558 3437 6272 3572 3552 3546 3771 3581 Name Section VI CAPITAL IMPROVEMENTS PROJECT CONTINUOUS IMPROVEMENT TEAM COMMITTEE MEMBERS Title/Department Kathy Hubbard, Chairman AssistantDirector/Accounting Manager Fiscal Services Corby Alexander Carol Arnold Cheryl Turney David Roberts Debbie Eller Donald Harmon Laura Harris Missy Green Jeff Kersten Lee Robinson Ric Ploeger Tony Michalsky Budget Analyst Administration Accounting Services Supervisor Fiscal Services Purchasing Manager Fiscal Services Plant Operations Superintendent Public Utilities Community Development Budget Analyst Administration Graduate Civil Engineer Public Works Graduate Civil Engineer Public Works Staff Assistant Public Works Budget and Strategic Planning Director Administration Traffic Systems Superintendent Public Works Assistant Director Parks and Recreation Electrical Transmission/Distribution Supt Public Utilities 16 08/04/03 Extension 3566 3575 3565 3577 3661 3771 3795 6248 6247 3745 3695 3415 3438 Section VII FREQUENTLY ASKED QUESTIONS (FAQ'S) What are liquidated damages? See Section IX, Glossary of Terms. What types of costs can be included in liquidated damages? Liquidated damages can include administrative costs, costs for additional inspections, costs for not being able to put the asset being constructed into service, additional interest costs, or any other reasonable cost generated because the project is not completed on time. However, liquidated damages cannot be an additional cost already provided for in the contract. Who is responsible for calculating liquidated damages? The Project Manager is responsible for calculating liquidated damages. How are liquidated damages calculated? Liquidated damages are calculated by estimating actual costs of the project if it is delayed or not completed on time. What triggers the contract start date? The contract start date is always the date of the Notice to Proceed. When do I use an RFP versus an RFQ? A Request for Proposal (RFP) is used when soliciting providers of professional services or a group or association of providers of accounting, landscape architecture, medicine, real estate appraising, or professional nursing services while a Request for Qualifications (RFQ) is used when soliciting providers of architectural, engineering or land surveying services. Also see Section IX, Glossary of Terms. When is a resolution needed for a Council agenda item? If the Standard Form of Agreement is used, then the Project Manager prepares a resolution for a Council agenda item. Non-standard agreements do not require a resolution but must be pre- approved by the Contract Review Committee. The non-standard agreement should be included in the Council packet as supporting material. How do I know what to include in a resolution? A standard resolution for construction contracts or professional services in an MS Word format can be found at P:/Group/Legal/Resolution Forms. Can we pre-qualify bidders? There is nothing that keeps the City from pre-qualifying bidders. However, the City cannot prevent someone from bidding on a project. Also, a "qualification" process usually occurs after the bids are received and open. Therefore, there really is no benefit to pre-qualifying bidders. 17 08104103 Section VII FREQUENTLY ASKED QUESTIONS (FAQ'S) (Continued) Who has the authority to shut down a project? The authority to shut down a project is governed by the construction contract which states that "If in the judgment of either the City or City's Representative any of the work or materials furnished is not in strict accordance with this Agreement or any portion of the work is being performed so as to create a hazardous condition, they may, in their sole discretion, order the work of the Contractor or any subcontractor wholly or partially stopped until any objectionable person, work, or material is removed from the premises." (See Standard Form of Construction Agreement, Section 10.03 which can be found on P:/Group/legal/Contract Forms/.) It is recommended that the PM consult with the design professional before making the decision to shut down a project. Also, the City's Building Official and/or Fire Marshall have the authority to shut down a project that requires a building permit. Under what circumstances can projects be shut down? Projects can be shut down for a) safety reasons, b) non-conformance to plans and specifications by the contractor, or c) damage to adjoining property. What determines enforcement of our policy on assessment? On December 14, 2000, Council authorized staff to initiate paving assessments for thoroughfare extensions if the value of the adjacent property is enhanced. (See 12/14/00 Council Minutes for the basic steps in making a paving assessment.) What is the process for forcing removal and/or relocation of utilities in City right of way? If the utilities in question are City property, then the Project Manager should contact the owner Department to discuss the removal and/or relocation. If the utilities in question are not the City's property, then the City's ordinance on right-of-way maintenance must be followed . Procedures for enforcement of this ordinance are to be developed. Who is responsible for enforcing our Right of Way Ordinance? To be developed. How do we enforce our Right of Way Ordinance? To be developed . Who is responsible for securing as-builts after the project is completed? If the project is a City project, the Project Manager is responsible for securing as-builts. When do you reject bids and under what conditions? Rejection of bids is determined on a case-by-case basis. For further guidance or help, consult the City's Purchasing Manual or contact the Purchasing Manager. Who is responsible for checking the expiration of contractors' insurance certificates? 18 08104103 Section VII FREQUENTLY ASKED QUESTIONS (FAQ'S) (Continued) The Project Manager and the Risk Manager, in that order, are responsible for checking the expiration of contractors' insurance certificates. Also, Risk Management along with Fiscal Administration and Purchasing have drafted procedures for insurance certificates as related to contracts. These procedures will be included in the Risk Management Manual. What should a Project Manager do if the contractor's insurance expires during the contract term? If the contractor's insurance expires during the contract term, the Project Manager should stop work and notify Risk Management. Note: A future forum will address insurance and insurance issues. Also, Risk Management along with Fiscal Administration and Purchasing have drafted procedures for insurance certificates as related to contracts. These procedures will be included in the Risk Management Manual. What authority does an inspector have on a capital project? To be addressed in a future Project Management forum. What is the role of the inspector on a capital project? To be addressed in a future Project Management forum. What methods of communication are acceptable when dealing with contractors? Written communication is always preferable to other forms of communication. When is the rejection of sub-contractors allowed? Section 15 in the City's Standard Form of Construction Agreement addresses subcontracting and subcontractors. According to Section 15.02, "Subcontractors must be approved by the City's Representative prior to hiring or beginning any work on the Project. If the City's Representative judges any subcontractor to be failing to perform the work in strict accordance with the drawings and specifications, the Contractor, after due notice, shall discharge the same, .... " What happens when a project goes over budget? To be developed. What is the Project Manager's role in safety management on a project? Project safety is everyone's responsibility. All parties should be vigilant. Safety training and safety records should be part of the qualifications of any contractor or subcontractor. An ongoing accident prevention program should be part of every project. The goal, always, should be zero accidents. Section VII FREQUENTLY ASKED QUESTIONS (FAQ'S) 19 08104103 (Continued) What is the Contract Review Committee (CRC)? The Contract Review Committee (CRC) is a committee made up of a representative from Purchasing , Legal, Risk Management, and the Department requesting review of a contract. Why is the CRC necessary? The CRC reviews contracts that deviate from the City's standard forms of agreement. If any changes are made to the standard forms of agreement, then it is necessary for the CRC to review and approve the changes. Who serves on the CRC? A representative from Purchasing, Risk Management, Legal, and the Department requesting review of a non-standard contract serve on the CRC. How are rain days calculated? The Standard Form of Agreement, Section 22 (3) defines rain days as days with rainfall in excess of one-tenth of an inch during the term of the contract that exceeded the average number of rain days for such term for this locality, both as determined by the Texas A&M University weather service. How much authority does a PM have in approving a field change order? If a field change order is needed, the PM can approve with the understanding that the City is not obligated until approved by Management or by the City Council. In all cases, the PM must follow City pol icy and/or the statutory requirements with regard to change orders. Also, see Texas Local Government Code, Title 8, Subtitle A, Section 252.048. What are the guidelines and/or legal requirements regarding change orders? The guidelines and/or legal requirements depend on the type of contract: Section 9.02 of the Standard Form of Agreement for Professional Services addresses the requirement regarding change orders for professional services contracts. That section reads as follows: "Written change orders may be approved by the City Manager or his delegate provided that the change order does not increase the amount set forth in paragraph 2 of this Contract to more than $50,000.00. Changes in excess of this amount must be approved by the City Council prior to commencement of the services or work. Any request by the Contractor for an increase in the Scope of Services and an increase in the amount listed in paragraph two of this Contract shall be made and approved by the City prior to the Contractor providing such services or the right to payment for such additional services shall be waived. Section 17. 02 of the Standard Form of Agreement for Construction addresses the requirements regarding change orders for construction services. That section reads as follows: '"Extra Work', Section VII FREQUENTLY ASKED QUESTIONS (FAQ'S) (Continued) as defined in Paragraph 1.06 and authorized through written change orders, and pursuant to Section 252.048(d) of the Texas Local Government Code, the original contract price may not be 20 08/04/03 increased by more than twenty-five percent (25%). Written change orders that do not exceed twenty-five percent (25%) of the original contract amount may be made or approved by the City Manager or his delegate if the change order is less than Twenty-five Thousand Dollars ($25,000.00). Changes in excess of Twenty-five Thousand Dollars ($25,000.00) must be approved by the City Council prior to commencement of the services or work. Any requests by the Contractor for a change to the Contract Amount shall be made prior to the beginning of the work covered by the proposed change or the right to payment for Extra Work shall be waived. Also, see Texas Local Government Code, Title 8, Subtitle A, Section 252.048. All change orders require approval using the Change Order form found at P:/Group/Legal/Changord. What is the Project Manager's role in enforcing National Pollutant Discharge Elimination System regulations (Clean Water Act)? Standards required by NPDES regulations will be a part of the City's design standards and specific to each project design. Section VIII GLOSSARY OF TERMS Addendum--a supplement to contract documents including additions or changes, usually issued following distribution of documents, but prior to acceptance of proposals by contractors. 21 08/04/03 Advertisement for Bids--a legal notice in a journal of general circulation soliciting proposals for a construction project; required for public sector projects and aimed at objectivity and marketplace economics in selecting contractors. Application for Payment--a formal submittal by a contractor or subcontractor for payment for work performed within a particular period , usually each month, which may include materials purchased and property stored. The form of application, timing, and documentation are stated in the agreement. As-Built Drawings--a marked up set of drawings showing any changes which took place during construction. Sometimes called "record drawings." Award--the act by one party of granting a contractual opportunity to another party typically as a response to a proposal, as in the City awarding a contract to a low bidder or a general contractor awarding a subcontract. Approval by the city Council, City Manager, Director of Fiscal Services or their designee, under whose authority a purchase order is issued. Back Charge--a claim of one contractor against another contractor or subcontractor for work done or not done or for interference or delay, thus causing the charging contractor with loss or delay. Bond--a written agreement containing a financial guarantee that one party, the surety, obligates itself to a second party, the obligee (usually the City), to assure the performance, service, or payment by another party, the principal (usually a contractor and sometimes called an obligor). Various types of bonds are defined below: Bid Bond--a bond required of a contractor, which ensures that the contractor will enter into the contract for which he has submitted a formal written bid and/or proposal. Payment Bond--a bond that ensures that all suppliers and subcontractors of the general contractor will be paid for work and/or material supplied in the course of the contract. A payment bond is requ ired for all construction contracts valued at $25,000 or more. Performance Bond--a bond that guarantees vendor performance during the execution of the contract. Breach--failure to perform a contract, or a violation of a duty, right, or law. Building Codes--legislated statutes by state and local governments, under their police power, to regulate design and construction to protect the health and safety of citizens. Codes are most concerned with fire protection, safe egress from buildings, structural stability, and sanitation. Special subsets of codes cover plumbing, HVAC, fire protection, and elevators. Codes are usually updated annually and copies are available to interested parties. Building Permit--a regulatory device employed by building authorities to enforce building, zoning, environmental, and other legislated codes. Drawings and specifications must be Section VIII GLOSSARY OF TERMS (Continued) submitted for review and must meet all applicable codes for a permit to be issued. Similar permits are issued for specialty work such as plumbing, HVAC, electrical, elevators, etc. 22 08104103 Calendar Day--any day of the week or month, no days being excepted. Certificate of Occupancy (CO)--a regulatory device employed by building authorities to assure that all code requirements are met prior to occupying a building. Conditional CO's may be granted for a phased move-in by the City. CO fees are usually part of the building permit fees. Change Order--authorized permission to make changes in plans or specifications after the contract has been executed. Change orders can result from any one of the following : (1) The City requests a change as a result of new information or physical realities of the project, (2) The design professional requests a change, (3) The contractor requests a change, (4) A subcontractor requests a change, (5) Unanticipated job conditions (e.g., concealed conditions in earthwork or items which don't fit together in the field as drawn in the office) mandates a change, or (6) Field inspections reveal conditions that don't meet applicable building codes. (Note: See Frequently Asked Questions for more information on Change Orders.) Completion--finalization of a project and conclusion of a contract. Substantial completion is the condition when gainful occupancy may be taken by the City or users and when final payment (except retainage) is ordinarily made to the contractor. Final completion is when a project is thoroughly completed, including all punchlist items, and is "closed out." The contractor receives all remaining payment due upon final completion. Both completions are usually certified by the architect or design professional. Contingency--something uncertain but probable; in planning or budgeting contingency items or costs are included for anticipated events, the details of which are unknown in advance. Contingency Fund--an amount of money set aside in anticipation of costs beyond a target price or contractual amount. Contingency funds are important in any agreement with a guaranteed maximum price. Contract--a binding agreement between two parties describing obligations of both parties. Contracts may be based on a variety of forms and conditions from handshakes to complex documents. Most construction contracts are based on standard forms of agreement which have the advantage of being broadly recognized instruments with clauses which have evolved over time due to dispute resolution and court tests. Contract Documents--the drawings, specifications, and attendant documents which make up the total agreement and obligations between the City and contractor. Sometimes called construction documents, they describe in advance the finished product to result from the contract. (See also Paragraph 2.01 of the City's "Standard Form of Construction Agreement.") Contractor--a person or company who accepts responsibility to perform the obligations of a contract; a term usually applied to one who engages in contract execution as regular employment. More specific terms include: Section VIII GLOSSARY OF TERMS (Continued) Construction Contractor: a person or company who performs construction as a business. 23 08104103 General Contractor: an entity that takes responsibility for whole projects through agreements with the City. Prime Contractor: one who has a contract directly with the City. Subcontractor: one who has a contract with a prime contractor. Coordination: part of the administrative and management duties performed by a contractor or construction manager to schedule, advise, and guide other parties such as subcontractors and tradespersons; usually directly performed on site by a project superintendent. Cost Control--the process that seeks to ensure that actual costs do not exceed estimated/budgeted costs, or the efforts to seek the lowest possible costs during both the design and construction phases. Daily Log--part of a document system; a journal with entries inserted each work day listing activities accomplished, weather, visitors, problems encountered, and any other pertinent information which may be valuable for future reconstruction of events. Database--accumulated information in an organized filing system . Design--a process of composing ideas and requirements into an understandable scheme or plan for a product. Building design involves architects, engineers, consultants, and sometimes constructors working together to develop drawings and written descriptions (specifications) for a building. Design-Build--a project delivery system based on an agreement whereby the design service and construction service are formed into a single entity and that entity is obligated to the City for the combined services. Developer--an entrepreneur who invests in land and buildings and who sometimes manages the construction involved in those investments. Documentation--a general term describing the preservation and enumeration of information for a variety of uses, such as to back up application for payment, to provide a written record of a project, and to help settle disputes. Draw--applications for payment. A contractor periodically "draws" upon the amount of money in the contractual agreement. Drawings--graphic documents which describe a project, with types ranging from sketches to the fully detailed set of drawings which make up a principal component of contract documents. Duration of the Project--the time from the beginning of the work on the project until the Contractor's/person's work on the project has been completed and accepted by the governmental entity. Section VIII GLOSSARY OF TERMS (Continued) 24 08104103 Engineer--a professional person who is duly licensed by a state (by examination or reciprocity) to perform services in that state involving the design of buildings, transportation systems, environmental facilities, etc. Extra Work--work that is not covered or contemplated by the Contract Documents but that maybe required by the City's Representative and approved by the City in writing prior to the work being done by the Contractor. (See Paragraph 17 of the City's Standard Form of Construction Agreement for additional information on extra work.) Field Order--issued by the architect or engineer to the contractor as a directive to carry out some aspect of a project which may not be clear in the contract documents or which may be a change from those documents. If of significance or involving increased costs or time, a field order should lead to a change order. Final--completion, conclusion of a project; a vernacular term for final acceptance and payment. Final Completion--means that all the work has been completed, all final punch list items have been inspected and satisfactorily completed, all payments to materialmen and subcontractors have been made, all documentation and warranties have been submitted, and all closeout documents have been executed and approved by the City . Guarantee--an assurance of quality of work or value of services for a set period of time, and legally enforceable. Most building contracts call for a one year guarantee of completed buildings. Components and equipment may carry longer guarantees or warranties. Hold Harmless Clause--a statement in a contract which describes the indemnification of the City by a contractor wherein the contractor agrees to shield the City from liability actions of the contractor or other parties. Similar clauses in subcontracts protect contractors from actions of subcontractors. lndemnification--action or agreement whereby one party secures another party against loss, such as a contractor indemnifying the City (possibly with a hold harmless clause) or a contractor indemnifying a surety as a condition of receiving a bond. lnspection--examination of buildings and other products to determine their compliance with specifications or contract requirements; related to approvals by building officials for code compliance and permission to occupy a completed building. Instruction to Bidders--a segment of the contract documents with directions on how to compile and submit a responsive bid. lnsurance--coverage through an agreement (contract) whereby one party insures (underwrites, provides coverage) to guarantee against losses of another party which may result from perils specified in the agreement. Insurance types and terms are as follows: Certificate of Coverage--see Paragraph 27.06.03 of the City's Standard Form of Construction Agreement. Contractor's Liability--ongoing coverage for premises/operations, protective liability, completed operations, broad form of property damage, contractual liability, and Section VIII GLOSSARY OF TERMS (Continued) 25 08/04/03 blasting/tunneling/high hazard; documented by certificates indicating amounts of coverage in effect at the time of entering a contract. Owner's Liability--comprehensive coverage for an owner's regular operations plus an endorsement or rider to cover liability related to the project. Professional Liability--coverage for services rendered by the designer and sometimes called errors and omissions insurance; an important coverage in design-build projects. Subcontractors lnsurance--similar to that of contractors. Workers' Compensation--coverage for injury, death, or illness of employees or benefits to their survivors; required in all states. Invitation to Bid--a formal written document that requests from bidders a firm price and number of construction days for a specified construction project. Job--vernacular term for a construction project; frequently used in such other terms as job-site, job costs, and job-related activity. Labor; Labor Costs--the human resource aspect of construction; the segment of work and costs represented by human effort, as compared to materials or indirect costs. Liability--a term describing a party's potential legal exposure for responsibilities, acts, omissions, happenings, etc. which may be damaging to other parties. Ordinarily all parties carry insurance to cover exposure to liability. Lien--a legal encumbrance against real or financial property for work, material, or services rendered to provide value to that property. Liquidated Damages--losses incurred by the owner due to a project duration extending beyond a contractual completion date. These losses (damages) are usually projected as costs per day and are liquidated by withholding payments from the contractor. The terms of liquidated damages must be established in the contract documents so that bidders can consider them in estimating a project. To be fully legally binding , liquidated damages should be rationally related to actual losses incurred by owner. (See Paragraph 23 of the City's Standard Form of Construction Agreement for additional information.) Lump Sum--a fixed price for an agreed upon project or amount of work; a project delivery system based on an agreement whereby the contractor or subcontractor performs a specified scope of work for a fi xed cost agreed upon prior to commencement of construction and altered only by changes in the work agreed upon by both parties. Material; Material Costs--the segment of the work represented by building materials, temporary materials, and certain equipment. Negligence--failure of one party to protect the health or interest of another party properly; failure to practice a prudent degree of care. Nonconforming Work--work or any part thereof that is rejected by the City's Representative as not conforming to the Contract Documents. Section VIII GLOSSARY OF TERMS (Continued) 26 08/04/03 Notice--any one of several official written communications from one party authorizing or requiring another party to act or to cease acting: Notice to Bidders--the City or architect provides information or requests proposals from those so notified. Notice of Change--a communication from the City or architect to the contractor to announce a change in the work covered by a contract and intended to initiate the necessary negotiations to reach agreement on the change. Notice to Proceed--City authorizes the contractor to begin work on a project on a particular day or "as soon as possible;" such notice is linked to the duration of a project. (Note: The notice to proceed may not be given nor may any work be commenced until the Construction Agreement Is fully executed and complete, including all required exhibits and other attachments. Observation of the Work--part of a designer's activity during construction, related to contract administration with the objective of assuring that the work is proceeding according to contract documents; less than supervision, with no responsibility for means or methods. Open Bidding--vernacular term for a bidding process without prequalification or restriction. OSHA--Occupational Safety and Health Administration, an agency within the U.S. Department of Labor which is empowered by legislation to promulgate standards, rules, and regulations on safety and health in industry. Most states have their own safety agencies which generally duplicate the national system. Owner--the party to the contract who has legal possession of the property or who is duly selected to represent the property owner, and who typically provides the financing for the construction. The owner may or may not be the primary user of the property. Partnering--a formal structure to establish a working relationship among all the stakeholders through a mutually developed strategy of commitment and communication. There are two principal partnering variations: Individual Project Partnering--the City, key contractors, and designers agree to cooperate on quality standards, information exchanges, and dispute avoidance. The process does not follow a standard form but usually involves a preconstruction conference, set of agreements, and charter of cooperation signed by all partners. Long-Term Relationship Partnering--a relationship between the City and the construction company or design firm wherein the City agrees to award a series of contracts to the construction company in return for assurances of priority service. These are sometimes called alliance agreements or preferred supplier agreements. Penalty Clause--a contractual inclusion (different from liquidated damages) which reduces the contract sum based on inadequate performance on the part of the contractor, usually tied to project duration. May be offset by an incentive clause. Section VIII GLOSSARY OF TERMS (Continued) 27 08/04/03 Per Diem--literally means "per day," related to the cost of services or reimbursement based on the number or days (or parts thereof) that a person is retained. For many professional services it is more typical to charge per hour. Phased Construction--a process involving the construction of one or more buildings over a period of time with different start dates, usually involving the City's sequential occupancy needs over time. This term also relates to a series of bid packages wherein different trade contractors perform different parts of the project through phases. Post-Construction Services--a range of activities performed following the actual construction process, including commissioning , start-up, warranty documentation, and maintenance. Pre-Construction Services--a range of activities performed by a contractor prior to execution of construction, including value engineering, constructability, cost and schedule studies, procurement of long lead time items, and staffing requirements. Procurement--the processes of buying and obtaining the necessary property, design, contracts, labor, materials, and equipment to build a project. In the context of construction projects, procurement refers to the general contractor buying the subcontracts, labor, and material. Project--the physical and contractual definition of the execution of construction of one or more buildings; the total work being done. All that is required to obtain a final product that is acceptable to the City. Related terms: Project Manager--one who is responsible overall for a project, particularly awarding subcontracts, procuring materials, monitoring costs , and managing the paperwork; usually office based. Project Manual--written parts of the contract documents, including specifications, conditions, forms of agreement, and forms of proposal, bound together; sometimes refers to a contractor's binder of many guidance documents and instructions. Project Superintendent--see "superintendent." Property--identifiable assets of owned interest; may be "real" as in land and buildings, "personal" which are typically portable, or "intangible" which are various forms of paper interests such as stocks and bonds. Proposal--an offer to perform services or work, usually including a price and other stipulations such as time, level of performance, and description of the end product. The term is somewhat interchangeable with "bid," except that a bid is based on specific conditions and a proposal may be either general or specific. Public Work--projects which are paid for totally or in part by public funds, i.e. taxpayers' dollars, whether at the national, state, or local level. Public work carries statutory requirements for advertisement, bidding , contractor selection, and bonding. Other considerations such as prevailing wage, minority business involvement, and liquidated damages are required by various governmental units for certain contracts. Punch List (Item List)--a schedule of work remaining to be done to complete a project, usually the result of a "walk through" by the parties at the time of substantial completion and enumerating Section VIII GLOSSARY OF TERMS (Continued) 28 08/04/03 the activities to be performed to reach final completion. The punch list should be agreed upon by the City, designer, and contractor and should not thereafter be altered unless a product failure occurs during the punchout period. Purchasing Division--a division of Fiscal Services that is responsible for assisting all departments with the acquisition of goods and services to support their departmental mission. Quality; Quality Control--pertaining to the many efforts both formal and informal by designers and constructors to select products and to monitor the execution of construction to assure a high level of quality of the resulting building. Quotation--the monetary or price aspects of a bid or proposal to perform work or a service. Record Drawings--a marked-up set of drawings showing any changes which took place during construction. Sometimes called as-built drawings. In CAD systems, they may be on a disk. Reimbursables--those costs which are expended by consultants or contractors and which are directly reimbursed, by the City, perhaps with a small multiple, including printing, travel, and special purchases. Request for Proposals--a formal written document requesting that potential vendors make an offer for services to the City. The City shall comply with Government Code 2254.003 in the procurement of these services. The RFP may also be used for the selection of other professional services as allowed in the Local Government Code 252 .022(a)(4). The City shall not award a contract for these services based on competitive bids but shall make the selection and award on the basis of demonstrated competence and qualifications for a fair and reasonable price. Fees must be consistent with and not higher than the recommended practices and fees published by the applicable professional associations and may not exceed any maximum(s) provided by law. Request for Qualifications--a formal written document used when soliciting providers of architectural, engineering or land surveying services. The City shall comply with Government Code 2254.004 in the procurement of these services. The City must first select the most highly qualified provider of those services on the basis of demonstrated competence and qualifications. After a firm has been selected based on qualifications and experience, then a fair and reasonable fee shall be negotiated. If a satisfactory contract cannot be negotiated with the most highly qualified provider of architectural, engineering, or land surveying services, the City shall formally end negotiations with that firm and select the next most highly qualified firm and begin negotiations with that provider for a fair and reasonable price. Retainage (Retention)--the practice of holding back part of periodic payments to contractors, aimed at avoiding the risk to the City of paying more than the actual built value and to assure an adequate pool of funds in case of default by the contractor. Sureties are particularly supportive of retainage. All retained amounts should be placed in escrow and should be paid according to the terms of the contract. Risk--the concept or act of exposing oneself or one's company to possible loss. Section VIII GLOSSARY OF TERMS 29 08/04/03 (Continued) Schedule--an organized array of information to illustrate resource allocation, interrelationships of activities, costs, and performances. There are many types of schedules and scheduling terms related to construction: As-Built Schedule--relationships determine the sequence that activities can or will be carried out during construction based on physical, safety, resource, and preferential relationship considerations. As-Planned Schedule--the way in which the project is planned to be completed in the form of a schedule showing planned activity start and finish dates. Look-Ahead Schedule--the focus on a short period of time and what needs to be accomplished on the project within the context of the overall project schedule. Look- ahead schedules typically deal with activities that need to be started, worked on, or finished within the following week(s) or month. Milestones--important dates included in schedules for reference or measurement. Milestones do not consume any time or resources. An example of a milestone is "building enclosed." Schedule Compression--reduction of the overall project duration through changes in activity logic or the red uction of activity durations. Schedule Update--revision of the project schedule to reflect the current status of activities at the time of the update as well as how the project is planned to be completed. Schematic--see "design." Scope of Work--a contractual term describing the overall boundaries of work included in a contract, such as site and building geometry, extent of improvements, and particular equipment. Selection; Selection Process--procedure in making an important decision, particularly as it relates to choosing designers or contractors. Services--a broad term with a number of meanings, those most frequently used in construction being the valued activities provided to the City by designers and constructors, and utility services such as water, sewers, electric, gas , and phone. Shop Drawings--detailed graphics of equipment or building components prepared by manufacturers, vendors, or subcontractors of the items. The drawings are used for production, fabrication, and installation of the components and are necessarily approved by both designers and contractors prior to execution of that segment of the work. Site--the location of the project, usually defined by surveyed metes and bounds or construction limit boundaries. Specifications--see "contract documents." Section VIII GLOSSARY OF TERMS 30 08104103 (Continued) Standard; standards--a general term used to identify levels of expected performance of frequently used items and services, such as standards of professional practice, standard forms of agreement, and standard equipment. Stipulated Sum--lump sum or fixed price. Subcontract--agreement between contractor and subcontractor usually using a standard form . The City is typically not a party to a subcontract; thus the obligations between the City and the subcontractor must flow through the prime contractor. Subcontractor--lncludes only those hired by and having a direct contact with the Contractor for performance of work on a project. The City shall have no responsibility to any subcontractor employed by a Contractor for performance of work on a project, and all subcontractors shall look exclusively to the Contractor for any payments due. Substantial Completion--means that in the opinion of the City's representative a project, including all systems and improvements is in a condition to serve its intended purpose but still may require minor miscellaneous work and adjustments. Final payment of the agreement price, including retainage, however, shall be withheld until final completion and acceptance of the work by the City. Acceptance by the City shall not impair or waive any warranty obligation of the Contractor. Superintendent--contractor's job site supervisor charged with coordinating and directing operations toward the completion of the project. Supervisor--any person charged with directing the work of others, such as a foreman or superintendent. Supplier--a company or person who provides materials, equipment, or components to a project. Sometimes the supplier is under direct contract with the contractor, sometimes not. The term vendor can be used. Surety--see "bonds." Take-Off--vernacular term for a quantity survey. Tender--a bid or proposed price. Third Party--one who is not a party to the contract but who interacts with one or more of the contractual parties in some way. Examples include inspectors, testing agencies, and underwriters. Underwriter--one who guarantees or insures the work or debts of another; a provider of insurance contracts. Unit Price--bid cost (priced in advance) for anticipated extra work, such as additional excavation or concrete. Street construction is sometimes bid totally with unit prices. Utility--a publicly distributed service such as electric, water, phone, and gas. Section VIII GLOSSARY OF TERMS (Continued) 31 08/04/03 Waiver of Lien--see "lien." Warranty--a statement supplied by a manufacturer, supplier, or contractor for material, equipment, or components which provides replacement or reimbursement, usually on a basis of diminishing value over time, in case of faulty performance or failure of a product. Two common types of warranties are: Express Warranty--a written statement specifying the terms related to the product. Implied Warranty--usually covered by uniform commercial codes that specify that any product sold in a bona fide sale shall be merchantable and free of known defects. Work--the labor required to produce a built project, the project itself, or a branch of construction as in public work. All that is required to obtain a final product that is acceptable to the City. Working Day--any day not including Saturdays, Sundays, or legal holidays. Workers' Compensation--see "insurance." Working Drawings--detailed drawings used for construction; a principal component of contract documents. Zoning Regulations--employed in practically all urban areas, many counties and some states to regulate land use based on the police power to protect the health, safety, and welfare of citizens and manifested by restrictions on types of land use (industrial, commercial , residential, etc.), degree of site coverage, heights, and setbacks. Note: A Glossary of Terms can also be found in the City's Purchasing Manual. Form Name Section IX SCHEDULE OF FORMS 32 08104103 Where to Find Change Order City Manager Approval & Routing Form Resolution Form COCS Standard Form of Construction Agreement Project Budget Transfer Form 33 08/04/03 P:/Group/Legal/Changord/ "Forms" on COCS Intranet P:/Group/Legal/Resolution Forms/ P:/Group/Legal/Contract Forms/ P:/Group/Budget/Forms/ 34 08104103