Public Works Department 2012 Annual Report
-
Upload
austin-public-works -
Category
Documents
-
view
217 -
download
2
description
Transcript of Public Works Department 2012 Annual Report
public worksconnects youpublic worksconnects youall around austinall around austin
Annual Report2012
of funds and programs
s
CITY MANAGER'S CORNER
02 ANNUAL REPORT 2012
Austin has adopted a plan to guide our future, to define itself, and to capture the values and characteristics that make it a desirable place to live. The vision of our future, our Imagine Austin plan, is one of a com-pact, vibrant city that incorporates nature into an urban landscape, and provides opportunities for all its residents and visitors. Austin will maintain its unique identity by continuing to value sustainability, liv-ability, and cultural diversity. The creation of such a city is no small feat, and it requires the efforts of a committed citizenry as well as a committed City workforce.
This year’s Public Works Annual Report continues to illustrate the De-partment’s commitment to deliver the highest quality services and
projects efficiently to the citizens of Austin. The responsibility of the Department to maintain transporta-tion infrastructure, to establish standards for work performed in the right of way, to deliver major capital improvement projects and to connect families all around Austin is of the utmost importance to realizing the vision of Austin’s future. As with last year, these expenditures amount to over $400 million in public funds, and this report outlines the use of those funds.
As the City landscape changes, Public Works will be there, providing services and infrastructure that meet the needs of its citizens, while keeping in mind the ideals of the Imagine Austin Plan. I am confident the Department will continually evolve, using innovative strategies to improve service delivery now, and into the future.
Marc A. OttCity ManagerCity of Austin, Texas
MESSAGE FROM THE CITY MANAGER
PURPOSE AND SCOPE
The Annual Report of your Public Works Department provides an update on the projects and services delivered to the residents and businesses of Austin. In addition to detailing the myriad of functions the Department provides, the report serves the purpose of accounting for the resources with which you’ve entrusted us. Public Works is responsible for over $400 million in combined expenditures on an annual basis, and this report details how the funds you provided were used. The report is organized by our major program activities, and covers Fiscal Year 2012 (October 1, 2011 through September 30, 2012).
Continuing with the format we presented last year in our inaugural report, we’ve relied heavily on charts, figures, statistics, and photographs to offer a glimpse into the lives of a group of professionals who work diligently to improve and sustain the quality of life we all enjoy. Whether you are experienced with our operations or looking into the Department for the first time, the layout of the report will help you find the information you are looking for quickly and efficiently. As you read through the report, our hope is that you will come away with the same joy and sense of pride in our community that we experience each and every day.
This past year has been one of great accomplishment for Public Works. Several large projects, including the Animal Services Center, the Waller Boat House, the Downtown Wastewater Tunnel, numerous street reconstruction efforts, and the Little Shoal Creek Storm Water Tunnel were completed. In addition, many smaller, neighborhood scale initiatives were also delivered, including those featured in our Neighbor-hood Partnering Program (recognized as a top innovation by Harvard Business School). Work continues on utilities improvements, transportation projects, and public use facilities – all with the goal of connect-ing you all around Austin. Our ongoing maintenance activities ensure that we will be able to sustain what we build, ensuring service to future generations. Our efforts on major projects and our ability to commu-nicate the status earned us numerous awards and recognition at the regional, state, and national level.
As always, the success of your Public Works Department is reflective of the City government as a whole. We work with an exceptional team of internal sponsors, supporting agencies, and outreach staff to ensure that services are delivered reliably, transparently, and efficiently. We thank you for your trust and support, and look forward to continuing the building of a better Austin in the upcoming year.
Howard S. Lazarus, PEPublic Works Director
PUBLIC WORKS ANNUAL REPORT FY2012 PURPOSE AND SCOPE
PUBLIC WORKS DEPARTMENT 03
04 ANNUAL REPORT 2012
PUBLIC WORKS DEPARTMENT 05
DEPARTMENT ORGANIZATION6AWARD WINNING PUBLIC WORKS8FINANCIAL OVERVIEW10SUPPORT SERVICES13
CAPITAL PROJECTS DELIVERY AND SERVICES15CAPITAL PROJECTS MANAGEMENT FUND14
CAPACITY EXPANSION20
CHILD SAFETY FUND23
TABLE OF CONTENTS
CHILD SAFETY PROGRAMS AND SERVICES24
TRANSPORTATION FUND26PUBLIC WORKS OPERATIONS OVERVIEW27RIGHT OF WAY MAINTENANCE, IMPROVEMENTS AND SERVICES28
06 ANNUAL REPORT 2012
CapitalDelivery 31
EMPLOYEESEngineering
Sevices
51EMPLOYEES
ProjectManagement
3EMPLOYEES
Safety
7EMPLOYEES
Finance
3EMPLOYEESInformation
& AssetManagement
53EMPLOYEES
16EMPLOYEESPurchasing& Accounts
26EMPLOYEES
230Neighborhood
Connectivity
EMPLOYEES
Operations
18EMPLOYEES
InfrastructureManagement
84EMPLOYEESUtility Cuts& Concrete
65EMPLOYEES
PavingOperations
78EMPLOYEES
Districts
QualityStandards
and Management
CapitalImprovementConstruction& Inspection
PUBLIC WORKS ORGANIZATIONPUBLIC WORKS ORGANIZATION
7EMPLOYEES
7EMPLOYEES
Human Resources
4EMPLOYEES
PublicAffairs
5EMPLOYEES
Communications
Chiefof
Staff
WorkforceDevelopment
DIRECTOR
BusinessSystems
WHO WE ARE
PUBLIC WORKS DEPARTMENT 07
Has been known to bring pop-sicles to Street and Bridge crews operating in the field on hot summer days.
Street and Bridge Operations col-lected 1,465 cans of food to donate during the 2011 holiday season.
MENTORTUTORPublic Works employees regu-larly mentor and tutor students at local schools.
VETERANSThe Public Works Department is home to over 40 military veterans.
HEALTHFITNESSOne employee particpates in drag racing on the weekends, others run, mountain bike, do yoga, zumba, play sports...
CARINGEmployees donated over $35,000 through our workplace giving campaign.
STREET & BRIDGE
HUMANRESOURCES
DEPARTMENT AWARDS
08 ANNUAL REPORT 2012
Public Works’ innovative and sustainable strategies for everything from workforce development and communication to project design and delivery have been recognized by numerous organi-zations in the past year.
Excellence in Concrete Pavement Award- Hornsby Bend Compost Pad
ACPA
AMERICAN CONCRETEPAVEMENT ASSOCIATION
EXCELLENCE INCONCRETE PAVINGAMERICAN CONCRETE PAVING ASSOCIATION:
ENGINEER OFTHE YEARCENTRAL TEXAS SECTION- AMERICAN SOCIETY OF CIVIL ENGINEERS:
Civil Engineer of the Year- Howard Lazarus, Director of Public Works Department
Austin is one of six U.S. cities to be chosen for this technical assistance award, to help these cities build world-class cycling networks on city streets.
GREEN LANEPROJECTBIKES BELONG FOUNDATION- GREEN LANE PROJECT:
P R O J E C T
green lane
Bikes BelongC O A L I T I O N
P R O J E C T
green lane
Bikes BelongC O A L I T I O N
TEXAS PUBLIC WORKS ASSOCIATIONAMERICAN COUNCIL OF ENGINEERING COMPANIES:
(1) Field Excellence Award- Nathan Wilkes
(2) In-House Project of the Year- Dalton Lane Bridge Repair (Emergency and Disaster)
(3) In-House Project of the Year- Congress Over-lay (Transportation)
2012 Neighborhood Partnering Program
BRIGHT IDEASIN GOVERNMENTHARVARD UNIVERSITY KENNEDY SCHOOL ASH CENTER FOR DEMOCRATIC GOVERNANCE AND IN-NOVATION:
PUBLIC SERVICEANNOUNCEMENTFirst Place Programming Award for the Public Works Department PSA, “The Jerk”
TEXAS ASSOCIATION OF TELECOMMUNICATIONS OF-FICERS AND ADVISORS:
PUBLIC WORKS DEPARTMENT 09
ASSOCIATION FOR WOMEN IN COMMUNICATION:
CLARIONAWARD(1) Street Talk Magazine
(2) 2011 Annual Report in the category of Communications Skills/ Publications
BRONZEQUILL2012 Street Talk Magazine
INTERNATIONAL ASSOCIATIONOF BUSINESS COMMUNICATORS:
AMERICAN COUNCIL OF ENGINEERING COMPANIES:ACECAMERICAN COUNCIL OF ENGINEERING COMPANIES
ENGINEERINGEXCELLENCE(1) Gold Medal Winner for Engineering Excel-
lence- Waller Creek Pedestrian Bridge
(2) Surveying and Mapping Award- Mobile LiDAR Mapping for Street Improvements.
(3) National Recognition Award- Green Water Treatment Plant Decommissioning
TEXAS SOCIETYOF ARCHITECTSI-35 Makeover Project
DESIGN AWARD:
10 ANNUAL REPORT 2012
THE PUBLIC WORKS TRANSPORTATION FUND
The Public Works Department (PWD) strives to implement creative, innovative and sustain-able strategies to address the City’s needs for mobility, safety, and facilities development that obtain the best value for the resources available. Here is a breakdown of where our funding comes from and how it is utilized.
The Public Works Transportation Fund obtains revenue from the Transpor-tation User Fee, Utility Cut Repair charges, the General Fund and mis-cellaneous other revenue.
THE CAPITAL PROJECTS MANAGEMENT FUND
The Capital Project Management Fund draws its revenue from the proj-ect team charging their direct staff time and an overhead rate to the capital projects that they manage for internal clients.
THE CHILD SAFETY FUND
The Child Safety Fund receives its rev-enue from traffic violations in school zones and from vehicle licensing fees collected by Travis County for school zone safety programs.
Transportation Fund
Revenue
Transfers In
Requirements
Capital Projects Management Fund
Revenue
Transfers In
Requirements
Revenue
Requirements
Child Safety Fund
2010-2011ACTUAL
2011-2012APPROVED
$50,430,300 $49,480,000
$1,665,385 $2,075,385
$42,485,912 $51,066,011
$1,565,600 $1,470,000
$1,654,767 $1,550,350
$1,974,339 $1,762,130
$70,917,339 $78,529,269
$23,463,195 $24,416,500
$0 $0
$23,054,228 $24,150,778
$1,748,093 $0
Full-Time Equivalents (FTE’s) 234.00 257.00
Full-Time Equivalents (FTE’s) 190.00 190.00
Full-Time Equivalents (FTE’s) 4.00 4.00
Expense Refunds
Total Budget
Grant Requirements
FINANCIAL OVERVIEWFINANCIAL OVERVIEW
6.3%Minor Construction& Repair
1.8% Child Safety Fund
PUBLIC WORKS DEPARTMENT 11
Public Works actively seeks and applies for grants which allow us to leverage our exist-ing funds. Public Works currently has $25million in active grants, which are considered to be revenue in the General Fund, and are not reflected in the previous diagrams.
FINANCIAL OVERVIEW
PWD SOURCES OF FUNDS
30.7%
2.1%
3.0%
CIP/ Enterprise Project Charges
General Fund
Expense Refunds& Other
PWD USES OF FUNDS
20.3%
18.5%
19.1%
Transfer & Other Requests
Capital Projects Delivery
Other
53.7% Transportation User Fee
8.7% Utility Cut
28.2% Street PreventativeMaintenance
7.6% Street Repair
FINANCIAL OVERVIEW
12 ANNUAL REPORT 2012
FINANCIAL OVERVIEW
The Department of Public Works truly connects you all around Austin. Here is a look back at our spending by location. We expect to continue being all around Austin as we look to future asset construction and maintenance.
PUBLIC WORKS PROJECTS AND MAINTENANCE BY GEOGRAPHIC LOCATION
HISTORIC SPENDING BY REGION
NORTHWEST
NORTHEAST
CENTRAL EAST
CENTRAL WEST
SOUTH EAST
SOUTHWEST
DISTRIBUTION BY COST
COMBINED TOTAL $42.6 MILLION
COMBINED TOTAL $75.4 MILLION
COMBINED TOTAL $64.9 MILLION
COMBINED TOTAL $32.4 MILLION
COMBINED TOTAL $52.9 MILLION
Historic Investment 1998-2012
$308.40 MILLION
FINANCIAL OVERVIEW
Capital (2000, 2006, 2010 Bond Programs)
$199.80 MILLION
Street Preventative Maintenance (1998-2010)
$108.60 MILLION
COMBINED TOTAL $40.2 MILLION
5%
29%
18%
14%
17%
16%
30%
16%
27%
5%
17%
7%
DEVELOPING AN AGILE AND EFFECTIVE WORKFORCE
The Public Works Human Resources Office (HRO) provides expertise in strategic planning and business partnering, employee relations, compensation, employment services, and workforce development to the Public Works and Austin Transportation Departments. HRO partners closely with department leaders to understand the needs of today, as well as an-ticipate the needs of tomorrow, for greater value and efficiency.
HUMAN RESOURCES
Advancing employee skillsets and opportunities for career pro-gression has been the focus of HRO for FY12. Programs that provide a vehicle for employees to improve math, reading and writing skills, as well as GED preparation and ESL classes. The Leadership Academy prepares employees to compete for su-pervisory positions.
Business Systems serves as the backbone of coordination for all three funds and their programs with financial management, as-set management, performance measure-ment, construction quality services, safety programs and training, and administrative services.
BUSINESS SYSTEMS
IMMPACT (THE INFRASTRUCTURE MANAGEMENT, MAP-PING PLANNING AND COORDINATION TOOL)
The Infrastructure Management, Mapping, Planning and Co-ordination Tool (IMMPACT) is an ongoing, multi-departmental project led by the Public Works Department. A primary function of IMMPACT is to provide key coordination information for ac-tive infrastructure Capital Improvement Program projects, per-mits, and special events in a geographic context. Future phases of IMMPACT will include both a conflict resolution module and a public-facing component embedded in the City’s website.
SUPPORT SERVICES
PUBLIC WORKS DEPARTMENT 13
+
SUPPORT SERVICES
Screen shot: CIP Project data information summary including project description, manager, contractor and current status.
The Capital Projects Management Fund (CPMF) is an inter-
nal service fund that accounts for the costs
of delivering capital proj-ects. This fund is used to charge proj-ect specific costs to the capital budget to ensure that the costs of the improve-ment are capitalized in accordance with all Generally Accepted Account-ing Principles (GAAP).Land acquisition, design, and construction; commission-ing and warranty work costs for a capi-tal project are all captured in this fund.
The Capital Projects Management Fund (CPMF) is an inter-
nal service fund that accounts for the costs
of delivering capital proj-ects. This fund is used to charge proj-ect specific costs to the capital budget to ensure that the costs of the improve-ment are capitalized in accordance with all Generally Accepted Account-ing Principles (GAAP).Land acquisition, design, and construction; commission-ing and warranty work costs for a capi-tal project are all captured in this fund.
14 ANNUAL REPORT 2012
CAPITAL PROJECTS DELIVERY
Delivering high quality projects to Austin’s citizens is the product of a well-organized, col-laborative workforce. Our Project Managers (PMs), a group of engineers, architects and other related professionals, shepherd the projects from the design phase through completion of construction. Along the way, the PMs work with over 19 City Departments while maintaining schedules, budgets and adherence to strict regulations, standards and laws. Crucial to a suc-cessful outcome is the partnership of the PMs with Public Works’ Design Services, Inspection Services, and Quality and Standards Management.
CAPITAL PROJECTS DELIVERY
Project Highlight:DOWNTOWN WASTEWATER TUNNEL
Completed in 2012, this project replaces at-capacity aging waste-water infrastructure. The 4-mile long tunnel crosses Lady Bird Lake three times and supports Austin’s rapidly growing downtown area. Using the latest tunneling technology, the tunnel was mostly built 80 feet underground, and its resin pipes are expected to last 100 years, twice as long as the old wastewater system.
WALLER CREEK TUNNEL: A 30 YEAR VISION REACHES NEW MILESTONES IN 2012
INLET
BOATHOUSE
FINAL DESIGN
DOWNTOWN WASTEWATER TUNNEL
WALLER CREEK INLET
PUBLIC WORKS DEPARTMENT 15
The Inlet project is underway and scheduled to be complete in 2014. This project includes a wet pond and creek channel improvements. The improved creek channel and new pond will capture and direct floodwaters to a new 20,000 square foot maintenance and debris handling building for trash screening and passage into the tunnel.
Constructed to mitigate the use of parkland for the Waller Creek outlet project, the 10,800 square foot, 2-story boathouse building features a deck accessible to the public, public restrooms, office space, boat storage, a concession area, and locker rooms.
The Waller Creek Conservancy hosted an international design com-petition and selected a final design for improving the surface corri-dor. The design is an interconnected chain of parks, and the Conser-vancy will oversee the fundraising and support the implementation of surface improvements.
WALLER CREEK BOATHOUSE
CAPITAL PROJECTS DELIVERY
5% Other
CAPITAL PROJECTS DELIVERY
TOTAL SPENDING(BY SPONSOR DEPARTMENT)
of managed projects delivered within initial schedule
83
380The Project Management Division Managed
projects in FY 2012
338,420,326
Project Management Actual Spending in FY 2012:
1,861,899,000
Total Construction Value of Projects Managed:
2.66%Project Management’s total cost of services:
PERCENT
Waller Creek Tunnel
14 % Watershed Protection
8 % Public Works
Austin ResourceRecovery
Financial Services
Neighborhood Housing & Community Development
65 % Austin Water Utility
4% Aviation
Austin Public Library
Planning & Development Review
Emergency Medical Services
Health & Human Services
4 % Parks and Recreation
Austin Transportation
Water Treatment Plant 4
Downtown Wastewater Tunnel
+
CAPITAL PROJECTS DELIVERY
54 %
8 %
54 %
TOTAL SPENDING(BY SPONSOR DEPARTMENT)
TOTAL AMOUNT$ 338, 420, 326
16 ANNUAL REPORT 2012
PROJECT INITIATION
PLANNING AND FUNDING BY SPONSOR DEPARTMENT
SCHEDULING, BUDGETAND FEASIBILITY
DESIGN, FEASIBILITYAND QUALITY CONTROL
BID-AWARD-EXECUTE
POSTCONSTRUCTION
(WARRANTY PHASE)
CONSTRUCTION
PROJECT LIFE CYCLE
$1 BILLIONINSPECT OVER
in construction value
CAPITAL PROJECTS DELIVERY
INSPECTION SERVICES
100of projects were without significant deficiencies after 1 year
PERCENT 174in FY2012
CAPITAL IMPROVEMENT PROJECTS
3.3The cost to inspect a project in FY 2012
PERCENT OF CONSTRUCTION COST
A key measure of the success of project delivery is the attention to detail from start to finish. City of Austin inspectors serve the City by spending each day on site during the construction of capital projects. Public Works’ inspectors ensure that projects are built in accordance with the contract requirements, and often interact with the public one-on-one to answer project related questions.
PUBLIC WORKS DEPARTMENT 17
18 ANNUAL REPORT 2012
FACILITIES PLANNINGPublic Works staff participates in the planning and reuse of fa-cilities City-wide. Two projects PWD provided services for in FY 2012 are as follows:
Public Works provided conceptual architectural services to en-vision the use of a City owned commercial site in North Austin. The conceptual design achieves sustainability goals on the former big-box retail site.
MUNICIPAL COURTAUSTIN POLICE DEPARTMENT SUBSTATION: HOME DEPOT SITE AT ST. JOHNS AVENUE
PWD provided a conceptual design to HHS for a facility to tran-sition Austin’s chronically homeless population to permanent supportive housing. The facility would increase capacity, pro-vide needed on-site services, leasable tenant space and a new City owned Community Court.
COMMUNITY COURTHEALTH & HUMAN SERVICES: ADDITION TO AUSTIN RESOURCE FOR THE HOMELESS
ARCHITECTURAL SERVICES
The Office of Sustainability/Public Information Office remodel made the most of a 2,000 square foot, budget-challenged project. The project created a light filled collaborative office environment through a few innovative moves. Construction cost was kept to a low $50,000.
STREET JONES BUILDING
LAMAR & 15TH GATEWAY:DESIGN DOCUMENTS FOR ME-DIAN IMPROVEMENTS
CAPITAL PROJECTS DELIVERYCAPITAL PROJECTS DELIVERY
QUALITY AND STANDARDS MANAGEMENTThe best projects cannot be delivered without emphasis on quality. Public Works’ Quality and Standards Management program was formalized into its own division in Fiscal Year 2012. Charged with reviewing all project plans and specifications, this eclectic group of talent en-sures that high quality documents are prepared prior to bidding projects. Maintaining qual-ity assurance and quality control, standards and details, and ensuring adherence to legal standards and regulations are the cornerstones of delivering projects that will last well into the future.
The Lamar “Gateway” will replace 17,000 square feet of cracking weed-filled concrete with attrac-tive, drought-resistant landscape, punctuated with battery powered L.E.D. landscaping and safety lights.
CAPITAL PROJECTS DELIVERY
PUBLIC WORKS DEPARTMENT 19
Public Works provides professional engineering services to various City departments and to other divisions within Public Works. The Engineering Services Division consists of four design teams with diverse experience that consistently deliver quality engineering work products based on the individual project’s scope, schedule and budget.
ENGINEERING SERVICES
Project Highlight:ONE TEXAS CENTER RAIN GARDENS
NEIGHBORHOOD TRAFFIC CALMING
ON QUALITY MANAGEMENT: GOLD STANDARDFOCUS+
100PERCENTAVERAGE PERCENTOF PROJECT MILESTONESDELIVERED ON SCHEDULE IN FISCAL YEAR 2012
Stopping to closely examine a project dur-ing its development is a key component to maintaining design quality. The gold stan-dard requires an independent technical re-view of all design deliverables and a plan- in-hand walk through on site at 60% design, and a review of bid items at 90% design.
Engineers designed twenty-five devices within the Crestview neighborhood that included mini round-abouts, median islands, bulb outs with rain gardens, and speed cushions. This was the first of several projects to be done in concert with the Austin Transportation De-partment’s Local Area Traffic Management Program.
This retrofit project involved design and construction of an innovative water quality control to treat runoff from the City owned One Texas Center building, parking lot, and garage areas, while beautifying the streetscape.
80
CAPITAL PROJECTS DELIVERYCAPITAL PROJECTS DELIVERY
CAPACITY EXPANSION
NUMBER OF ADA CURB RAMPS CONSTRUCTED
499NUMBER OF
BICYCLE ROUTE MILES CONSTRUCTED
38.4
20 ANNUAL REPORT 2012
Expanding our capacity to connect citizens all around Austin happens from one edge of the Right-of-Way to the other. The dedicated professionals in Public Works collaborate to provide solutions within this space to deliver safe, multi-modal transportation options that move more people more of the time.
80
CAPITAL PROJECTS DELIVERY
1.3NUMBER OF NEW
URBAN TRAIL MILES COMPLETED
in ADA bus stop improvements for Capital Metro
2.6 MILLIONDOLLARS
IN GRANTS, REQUIRING $1.4 MILLION IN MATCHING FUNDS
FROM THE CITY
7 MILLIONDOLLARS
PUBLIC WORKS DEPARTMENT 21
to 2 PERCENT from 2006-2012, and the Bicycle Program has targeted an increase to 5 PERCENT by 2015
THE PORTION OF COMMUTERS TRAVELING BY
DOUBLEDBICYCLE
BICYCLE AND URBAN TRAILS PROGRAMS
NEIGHBORHOOD CONNECTIVITY PROGRAMS
PEDESTRIAN PROGRAM
CAPACITY EXPANSION
Project highlights for NCD Programs for FY2012:
The department’s work on capacity expansion includes neighborhood connectivity pro-grams. The Bicycle, Urban Trails, Pedestrian and Neighborhood Partnering Programs work in partnership with various departments within the City, community organizations, other gov-ernment entities, and most importantly our citizens, to deliver projects and programs that support connectivity from neighborhoods to local amenities and businesses.
The Bicycle and Urban Trails Programs actively encourage the use of a bicycle for transportation and provide the infrastruc-ture necessary to make it safe and convenient. Through the use of innovative solutions that provide more physical sepa-ration from motor vehicles, the Bicycle Program continues to provide comfortable options for all levels of cyclists. Urban Trails provide completely separated pathways throughout the City and continue to grow as an addition to the network.
BLUEBONNET CYCLE TRACK
This cycle track is a protected bicycle lane that connects local area residents to an elementary school.
BLUEBONNET CYCLE TRACK
SOUTHERN WALNUT CREEK TRAIL
Construction of this 7.3 mile urban trail in the Walnut Creek Greenbelt began in FY12.
PATTERSON PARK BATH HOUSE MOSAIC
The City partnered with a local community group, the Parks De-partment, and a local non-profit to fund this art project. The mosaic was installed by the community under the direction of a local artist.
SIDEWALK IMPROVEMENTS
Major improvements were made to:
The Public Works Pedestrian Program manages the construc-tion and repair of missing and damaged sidewalk segments and curb ramps throughout the city. Utilizing primarily bond funds, ADA (Americans with Disabilities Act) and TAS (Texas Accessibility Standards) compliant routes are installed in the Right-of-Way throughout the city to improve access to transit routes, businesses, offices and other facilities.
NEIGHBORHOOD PARTNERING PROGRAM
The Neighborhood Partnering Program, in which community groups can apply to do novel, neighborhood scale projects in partnership with the City, awarded 8 projects in FY2012, totaling just under $500,000. Funding for the projects is provided by bonds and trans-
portation funds, with some matching cash contributions by partnering organizations.
22 ANNUAL REPORT 2012
before
1. East 6th from IH-35 to Calles2. Koenig Lane from Burnet to Lamar
The Child Safety Fund generates its revenue from vehicle registration costs and parking or traffic fines (in active school zones). The revenue for this fund is used to pay the salary and associated costs for school crossing guards and school safety education. Capital improvements such as school zone activation lights, crosswalk markings and speed limit signage are also funded through the Child Safety Fund.
The Child Safety Fund generates its revenue from vehicle registration costs and parking or traffic fines (in active school zones). The revenue for this fund is used to pay the salary and associated costs for school crossing guards and school safety education. Capital improvements such as school zone activation lights, crosswalk markings and speed limit signage are also funded through the Child Safety Fund.
The Child Safety Fund generates its revenue from vehicle registration costs and parking or traffic fines (in active school zones). The revenue for this fund is used to pay the salary and associated costs for school crossing guards and school safety education. Capital improvements such as school zone activation lights, crosswalk markings and speed limit signage are also funded through the Child Safety Fund.
PUBLIC WORKS DEPARTMENT 23
2% School Infrastructure
8% Safety Education
CROSSING GUARDS
The Public Works Child Safety Program receives no general tax revenue, but instead is funded by fees from legislation passed in the Texas Legislature in 1991 to create a school crossing guard program for cities and counties. The program uses these fees to provide multiple services to the community.
CHILD SAFETY PROGRAM FUND
Guards are placed at all warranted locations. The program hires and supervises:
EDUCATION
Each year over 46,000 students are trained in:
GENERAL CHILD SAFETY
The Program facilitates the planning, development and im-plementation of projects and activities that will promote a health-enhancing, physically-active lifestyle, improve safety, and reduce traffic and air pollution in the vicinity of Austin’s schools – all of which leads to healthier kids in our community.
CHILD SAFETY PROGRAM
2% Other
CHILD SAFETY EXPENDITURES (FY2012)
88% Crossing Guards
TOTAL EXPENSES$ 1,720,761
TOTAL REVENUE$ 1,725,025
814211
24 ANNUAL REPORT 2012
DEL VALLE
AUSTIN
PFLUGERVILLE
WESTLAKEHILLS
SUNSETVALLEY
MAP OF SERVICE REGION
Crossing Guard Supervisors
Crossing Guard Supervisor Assistants
Crossing Guards at 90 Schools in 7 Districts
Safe Street Crossing
Bicycle Safety
Safe Bus Riding Fundamentals
CITY OF AUSTIN SCHOOLS
BOTHCROSSING GUARDLOCATIONS
Map note: Schools not requiring crossing guards receive services in the form of pedestrian counts, in-class safety education, and assistance/guidance on any traffic/safety issues that arise.
++ +
Safe Rail/Train Procedures
Austin City Council created a workgroup charged with creat-ing a comprehensive review of issues and forming a collabor-ative plan to address childhood injury issues related to trans-portation in the City of Austin. The Committee is also charged with encouraging unified stakeholder action, with stakehold-ers in the group including state, county, city, and school of-ficials, as well as service providers such as the Dell Children’s Medical Center.
Through its focus on the provision of physical infrastructure, safety education, and encour-agement of children to use health-enhancing, physically active modes of transportation, the Child Safety Program fulfills its mission of providing a comprehensive safe environ-ment for Austin’s students as they travel to and from school.
CHILD SAFETY PROGRAM
INITIATIVES:
THE IDLE FREE ZONE - YOUNG LUNGS AT WORK
This initiative helps prevent drivers from idling in school zones where cumulative exhaust creates a harmful environment for children’s lungs!
BIKE ON WEDNESDAY WALK ON WEDNESDAY(BOW-WOW)
Bike on Wednesday, Walk on Wednesday encourages chil-dren to bike, walk, skateboard, or use any other form of active transportation to school. As part of this initiative, Child Safety staff holds drawings for active transportation related equip-ment for kids.
HIGHLIGHTS
CHILD SAFETY PROGRAM
DEFERRED PROSECUTION PROJECT FOR DRIVING OFFENSES COMMITTED IN A SCHOOL ZONE
Drivers cited for speeding or texting or talking on a mobile phone in school zones can elect to spend two mornings with a crossing guard or give a 5 minute PTA presentation on Dis-tracted Driving in lieu of a fine. If the driver is under 21, they may write an essay or do an art project that can be used to prevent fellow drivers from distracted driving behaviors. All of-fenders must still pay court costs.
BACK TO SCHOOL BASH
The Child Safety Programs host an annual Back to School Bash with AISD each August, where students can receive backpacks, bike helmets and safety instruction before starting the new school year.
SCHOOL ZONES
In FY 2012, the Child Safety Program received rev-enues in excess of $750,000 from driving violations in school zones.
PARTICIPATION
200 individuals participated in deferred prosecution in FY 2012.
CHILDHOOD INJURY TRANSPORTATION COMMITTEE
PUBLIC WORKS DEPARTMENT 25
26 ANNUAL REPORT 2012
Transportation FundThe Transportation Fund derives
its funding from two main sources: the Transportation User Fee and the Utility Cut reimbursement revenue.
The Transportation User Fee is a monthly fee assessed to residents and
businesses, based on the traffic levels gener-ated by each dwelling unit or business. This monthly
fee funds street maintenance and repair, annual street over-lay and striping, and other activities necessary for keeping
Austin’s roadways in good condition.
The Utility Cut Reimbursement Revenue is revenue generated when the City must make repairs to
a street that has been excavated for work that needs to be done to utilities located under the pavement. The revenue
generated by the Utility Cut reimbursement is used solely to offset the costs of the roadway repairs needed.
Transportation FundThe Transportation Fund derives
its funding from two main sources: the Transportation User Fee and the Utility Cut reimbursement revenue.
The Transportation User Fee is a monthly fee assessed to residents and
businesses, based on the traffic levels gener-ated by each dwelling unit or business. This monthly
fee funds street maintenance and repair, annual street over-lay and striping, and other activities necessary for keeping
Austin’s roadways in good condition.
The Utility Cut Reimbursement Revenue is revenue generated when the City must make repairs to
a street that has been excavated for work that needs to be done to utilities located under the pavement. The revenue
generated by the Utility Cut reimbursement is used solely to offset the costs of the roadway repairs needed.
Public Works Street and Bridge Operations (SBO) is comprised of professional and technically skilled staff that support the needs associated with managing and maintaining public infra-structure related to streets, bridges, trees and vegetation in public rights of way. Services pro-vided by Street and Bridge Operations include:
STREET AND BRIDGE OPERATIONS
minor concrete repair and construction
INFRASTRUCTURE AND ASSET MANAGEMENT
TRANSPORTATION FUND
bridge maintenanceright-of-way maintenancestreet preventative maintenance
street repairs
PUBLIC WORKS DEPARTMENT 27
tree pruning and trimming
STREET IS BORN RECONSTRUCTION
REPAIR(POTHOLES, UTILITY CUTS)
SEALCOATS
Project Highlight:
OLD MANOR ROAD BRIDGE REPAIRThe City’s only route to its Emergency Operations Center, Old Manor Road, was compromised after a heavy rain washed out the gabions supporting one of the bridges and caused asphalt failure on the bridge. Street and Bridge operations repaired the bridge in only 3 days time while keeping the road open.
be
fo
re
after
15th STREET GUARDRAILThe original guardrails on this bridge were aged and not rated for ve-hicles. After sustaining damage by a vehicle, Street and Bridge crews replaced the guardrails with an attractive cement rail common to the area. 200 feet of rail was installed on both sides of the street, at the same cost of a standard rail type.
(LIFE CYCLE OF A STREET)(LIFE CYCLE OF A STREET)
Growing a compact city can create traffic challenges in central city neighborhoods. To solve these issues, Public Works designs and builds traffic calming devices in part-nership with the Austin Transportation De-partment.
TRAFFIC CALMING
TRANSPORTATION FUND
28 ANNUAL REPORT 2012
CONSTRUCTED IN
STREET & BRIDGE OPERATIONS(TOTAL SPENDING BY TYPE)
Bridge Maintenance
Street Repair
Minor Construction and Repair
Street Preventative Maintenance
Right of Way Maintenance
$21,692,904
$4,472,967
$547,641
$4,841,525
$1,713,729
IN FISCAL YEAR 2012
43DEVICES
05NEIGHBORHOODS
by Public Works crews
The Types of Devices Installed:
BULB OUTS 01CUSHIONS 10MEDIANS 21RAIN GARDENS 03Pedestrian Refuges
TRAFFIC CIRCLES 01
PAVEMENT MAINTENANCE AND REPAIR
PAVEMENT MAINTENANCE AND IMPROVEMENTSThe technology behind street maintenance has yielded an explosion of options over the last two decades to meet customer needs. Public Works continually reviews and integrates new options for pavement treatments to address customer needs. These treatments allow SBO crews to integrate sustainable materials and processes, different color palettes to suit neighborhood aesthetics, and different surface types.
BRODIE LANE OVERLAY
Brodie is a heavily trafficked roadway in South Austin that connects several neighborhoods to main roadways. In order to minimize disruption to area residents and local businesses during a needed resurfacing project, Public Works shifted its schedule to 8pm to 4:30am and utilized a new paver with equipment designed for night work. With the proper planning, scheduling, and coor-dination, the overlay crew completed the job in only 3 days, with no injuries or accidents.
TOTAL LANE MILES
PUBLIC WORKS DEPARTMENT 29
2009
2010
2011
2012
Excellent Good Fair Poor Very Poor
Total Lane Miles
EXCELLENT GOOD FAIR POOR VERY POOR
2009 2010 2011 2012
24%
25% 23%
21%
26%
28% 31%
31%
25%
23% 26%
26%
15%
14% 13%
14%
10%
10% 7%
7%
PAVEMENT MAINTENANCE AND REPAIR
CRACK SEAL
PAVEMENT TREATMENT TYPESAND TECHNOLOGIES BY DECADE
1980
UNDERSEAL
SEAL COAT
DOUBLE SEAL COAT
PM OVERLAY
RECONSTRUCTION
SLURRY SEAL
(12) Treatment Types & Technologies
EDGE MILLING
POLYMER OVERLAY
THICKENED EDGE MILLING
MAJOR
MINOR
NOTE: PREVIOUS TREATMENTS ARE STILL IN PLACE, ALONG WITH ADDITIONAL TREATMENT TYPES BELOW:
REHABILITATION
REHABILITATION
LEVEL-UP & SEAL COAT
(20) Treatment Types & Technologies
MICROSURFACING
ROAD OVERCOAT
SEAL COAT #6 ROCK
GEO GRID
PG ASPHALT BINDERS
NOTE: PREVIOUS TREATMENTS ARE STILL IN PLACE, ALONG WITH ADDITIONAL TREATMENT TYPES BELOW:
SLURRY CUL DE SACS GLAS GRID
STRESS ABSORB INTERLAYER
(34) Treatment Types & Technologies
ASPHALT RUBBER HMAC
COLD IN-PLACE RECYCLING
REJUVENATORS
LIME-CEMENT STAB
RAP/RAS ASPHALT
NOTE: PREVIOUS TREATMENTS ARE STILL IN PLACE, ALONG WITH ADDITIONAL TREATMENT TYPES ABOVE
CAPE SEAL
PERFORMANCE HMAC’s
TIRE RUBBER MOD S. SEAL
HOT IN-PLACE RECYCLING
GEOTEXTILES
THIN LIFT OVERLAY
DEEPSTABILIZATION
WARM MIX ASPHALT
30 ANNUAL REPORT 2012
2000
1990
2010
(6) Treatment Types & Technologies
treatment type currently under consideration
PUBLIC WORKS DEPARTMENT 31