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126 At the request of Chair Cihacek, Mr. Freihammer reported that there was no news <br /> 127 on the solar project, with Mr. Culver reporting to him earlier today that staff was <br /> 128 still waiting information from the company. With the ongoing delays experienced <br /> 129 with this proposal, Mr. Freihammer noted that it was being unpractical that this <br /> 130 offer would still be good, and other options may be indicated. <br /> 131 <br /> 132 6. Metro Transit Presentation <br /> 133 Mr. Freihammer introduced Greg Williams, new Assistant Director of Facilities <br /> 134 Management from Metro Transit, formerly in facility management at the <br /> 135 University of Minnesota for the last twenty years, most recently on the St. Paul <br /> 136 campus adjacent to Roseville. Mr. Williams in turn introduced his colleague also <br /> 137 attending tonight, Paul Lamb, an Engineer with the Metro Transit Engineering <br /> 138 and Facilities Department. <br /> 139 <br /> 140 Greg Williams <br /> 141 Mr. Williams provided a short presentation highlighting some of the recent <br /> 142 changes in service area with shelter ownership, locations and policies and their <br /> 143 plan for potential shelters within Roseville. Mr. Williams' presentation included <br /> 144 Metro Transit's mission statement, guiding principles, and facilities maintenance <br /> 145 mission statement. Mr. Williams reported that Metro Transit owned 1,100 <br /> 146 shelters, 18 Green Line platforms, 17 Blue Line platforms, 4 Northstar platforms, <br /> 147 38 park and rides; with twelve one-person crews assigned to clean and maintain <br /> 148 and service 82.5 shelters or stops per person per day. <br /> 149 <br /> 150 At the request of Chair Cihacek, neither Mr. Williams or Mr. Lamb were able to <br /> 151 definitely name the number of shelters owned/operated by external agencies; but <br /> 152 noted those owned by Metro Transit were clearly identified and branded as such. <br /> 153 <br /> 154 Mr. Williams outlined what"maintenance" consisted of at the various sites (e.g. <br /> 155 power washing; trash emptying and debris pick-up; sweeping concrete pads and <br /> 156 gutters; washing shelter benches, trash cans and lids, gutters, accessories, and the <br /> 157 interior sidewalks and bus platforms; washing and/or monitoring advertising <br /> 158 displays and bus schedule holders; washing ceiling panels, batter boxes, and solar <br /> 159 panels, etc.). Non-routine cleaning reported on by Mr. Williams included <br /> 160 complaint-driven items responded to within one business day of notification and <br /> 161 involving anything from typical cleaning to bio-hazard issues. Mr. Williams <br /> 162 noted that frequency of cleaning among the platforms and/or shelters varied vastly <br /> 163 among their different uses and activity levels, evenly spaced to reduce time <br /> 164 between cleanings. For those stops and/or shelters with higher ridership, Mr. <br /> 165 Williams advised they required additional or higher levels of cleaning and on a <br /> 166 more frequent basis as warranted. Mr. Williams further reported that, obviously, <br /> 167 those with lower ridership may receive less frequent cleaning or maintenance. <br /> 168 <br /> 169 Mr. Williams reported on expanded facilities maintenance with 55 new design <br /> 170 passenger shelters and coordination with project offices, including engineering <br /> 171 and construction staff during the design/construction phases. As part of Metro <br /> Page 4 of 17 <br />