citymke annual 2007 109:citymke annual 2007page 1t he department of public works once again...

ANNUAL REPORT 2007

PresidentWillie L. Hines, Jr.

District 15

Ashanti HamiltonDistrict 1

Joe Davis, Sr.District 2

Michael S. D’AmatoDistrict 3

Robert BaumanDistrict 4

James A. Bohl, Jr.District 5

Mike McGee, Jr.District 6

Willie C. WadeDistrict 7

Robert G. DonovanDistrict 8

Robert W. PuenteDistrict 9

Michael J. MurphyDistrict 10

Joseph A. DudzikDistrict 11

James N. WitkowiakDistrict 12

Terry L. WitkowskiDistrict 13

Tony ZielinskiDistrict 14

2007Milwaukee

Common Council

Table of ContentsMessage from the Commissioner .....................................................................1–2Financial Report ......................................................................................................3Administration .........................................................................................................5Operations .............................................................................................................13

– Buildings and Fleet Services .......................................................................14– Environmental Services................................................................................22

Infrastructure Services .........................................................................................27Milwaukee Water Works.......................................................................................39Statistics .....................................................................................Inside back Cover

Initiatives for 2007• Install 103 new LUKE multi-space meters in the central business district to

enhance payment options for on street parking.• Take steps to ensure critical drinking water infrastructure that will function during

power outages. Based on an electrical reliability study and through its capitalimprovements budget, the Milwaukee Water Works will begin implementation ofbackup power solutions at selected facilities.

• Eliminate the waste of millions of gallons of water and improve public safetythrough a campaign to reduce illegal hydrant openings. Public education,installation of hydrant locks and collaboration between the Milwaukee WaterWorks, Fire, Police and Milwaukee Public Schools will reduce the amount ofhydrant openings from 776 in 2006.

• Will continue to expand the City’s commitment to the bike population by addingbike lanes on street right–of-way and incorporating some off-road routes,installing additional bike racks and distributing the City’s bike route map.

• Develop the Milwaukee Neighborhood Traffic Management program, which willresult in the installation of several traffic-calming features such as speed humpsthroughout the City.

• Continue to implement Light Emitting Diodes (LED) traffic signal program, whichwill continue to provide upgrades to improve signal visibility, reduce accidentsand decrease electrical energy consumption.

• Will begin work on replacing the City’s Master Street Lighting Control System,which will not only provide more reliable activation of street lights, but will alsoprovide system performance monitoring capabilities and assist in more efficientrepair and maintenance of street lighting facilities.

• Continue to expand on Mayor’s sustainability programs by constructing more greenroofs on City buildings, installing a photovoltaic power system and geothermalsystem on the Recycling Education Center, continuing to reduce vehicle emissionsand pollution in the City’s fleet and purchasing several hybrid vehicles.

• Continue to develop a plan to protect the City’s 120-mile boulevard system. Theplan will restructure the boulevard system by increasing tree canopy, adding largelandscaped “signature” beds at strategic locations throughout the City, replacinglow-impact flower beds with trees and turf and converting to an automatedirrigation system.

Mayor Tom Barrett

T he Department of Public Works once againcontinued to make strides in every division in2007. The focus was on innovative changes

and sustainability, which had a positive impact on theenvironment and money-saving efficiencies for residentsand businesses.

During summer 2007, the Administrative ServicesDivision installed 103 new LUKE multi-space metersin the central business district to enhance paymentoptions for on-street parking. Requested by the businesscommunity and the parking public to make paying forparking easier, the City invested $1.3 million for thefirst phase of a three-phase project to replace the single-spaced meters in the downtown area. The meters arefinanced by the Parking Fund.

Buildings and Fleet installed the third green roofon a City-owned property in the heart of downtown.When it was time to replace the 17,700 square foot roofat 809 North Broadway, the decision was made to installa green roof as part of Mayor Tom Barrett’s sustainabilityprogram. A green roof provides several benefits. Itreduces heating and cooling costs, reduces storm waterrunoff, provides noise reduction, improves air quality,and is aesthetically pleasing. A green roof has a longerlife span, more than 45 years.

At the Recycling Education Center, 1313 West Mt.Vernon, two green/sustainable high-performance projectswere installed by Buildings and Fleet. The projectsconsist of a Photovoltaic Power System and aGeothermal System (ground source heat pump.) Aground source heat pump (GSHP) extracts solar heatstored in the upper layers of the earth and the heat isthen delivered to a building. Conversely, in the summerseason, the heat pump rejects heat removed from thebuilding into the ground rather than the atmosphere ora body of water. GSHPs can reduce the energy requiredfor space heating in buildings by as much as 50 percent.Both projects will produce savings on energy costs.

Fleet Services (Buildings and Fleet) operates oneof the largest public fleets in the state and continually

strives to reduce vehicle emissions and pollution andrecycle and/or reuse materials whenever opportunitiesarise. Among the initiatives undertaken by, Fleet Services:

• Installed diesel oxidation catalyst (DOC) mufflers on50 refuse packers through a grant from the EPA.The use of DOC mufflers reduces particulate matterand hydrocarbons emitted.

• Increased use of biodiesel from 2 percent in 2006 to10 percent in 2007, displacing over 50,000 gallonsof petroleum diesel fuel with cleaner-burningbiodiesel fuel.

• Purchased several hybrid vehicles improving fueleconomy drastically over previously used vehicles.

• Reused motor oil to provide heat for the service baysat the Field Headquarters and the offices at theCentral Garage.

Environmental Services Division assumed responsi-bility for the abatement of City-owned vacant lots in2007. The division performed nuisance cleanups on1,000 City-owned vacant lots, averaging a three-dayresponse time following notification from theDepartment of Neighborhood Services.

Environmental Services’ Recycling Program hadrepeat success and started an innovative recycling initia-tive. For the fourth consecutive year, the City ofMilwaukee participated and won first place for the mostaluminum cans collected in a national recycling contest.To highlight the value of recycling the Cans for CashRecycling Challenge is sponsored by the US Conferenceof Mayors and Novelis Corporation, the world’s largestaluminum can recycler. In 2007, the City collected1,385,328 pounds of aluminum cans or 47,101,142individual cans over the one-month collection periodfrom October 1-30, 2007. If stood end to end, the canswould form a line over 1,872 miles long, stretchingfrom City Hall to the Grand Canyon in Arizona. TheCity received the top prize of $5,000.

The division received a $43,500 grant from the U.S.Environmental Protection Agency to test the effective-

Mission: City of Milwaukee Department of Public WorksTo promote the health, safety, mobility and quality of life for all City ofMilwaukee residents and visitors by providing:

• Safe, attractive and efficient surface infrastructure systems• Solid waste collection, disposal, recycling and waste reduction• Safe, aesthetically pleasing and sufficient drinking water• Storm water and waste water conveyance• Support services and facilities for the Department of Public Works and other

City departments.

Message from the Commissioner: Year in Review2007

Jeffrey J. Mantes

ness of personal contact in delivering recycling educa-tion that changes behavior by increasing recycling par-ticipation. The study uses the premise of social market-ing suggesting that message source and personal contactimpact how a message is received and the results themessage generates. The study will continue in 2008.

On the Forestry side of Environmental Services, thestaff completed the fourth year of a multi-year compre-hensive inventory to document and classify the City’sstreet tree population. In 2007, 37,500 trees wereinventoried bringing the total inventory to approximately120,000 trees, 60 percent of the population. A completecitywide street tree inventory will serve as a valuablemanagement tool to direct operations and a databasewill quantify the benefits of the City’s urban canopy.

Environmental Services partnered with the State ofWisconsin Department of Agriculture, Trade andConsumer Protection (DATCP) to continue theEmerald Ash Borer (EAB) survey. The City provided 15ash trees that were girdled or placed under stress toincrease vulnerability to the disease. No signs of EABinfestation were found. Environmental Services, alongwith state partners, DATCP and the Department ofNatural Resources, will continue to monitor for thepresence of EAB in Milwaukee.

The Professional Grounds Management Society(PGMS) presented Environmental Services with anhonor award in recognition of the care and managementof the City’s 120-mile boulevard system. The PGMSrecognizes outstanding professional accomplishmentand excellence in grounds management and promoteswell-managed landscapes throughout the country. Inparticular, the PGMS notes the challenges faced inprofessional grounds management. Operating in thepublic right-of-way, Environmental Services faces manychallenges, including landscaping around light poles andpower lines, ensuring traffic safety with proper sight linesand set-backs, safeguarding workers among on-comingtraffic and repairing damage from de-icing agents,among others.

Infrastructure Services completed construction onthe Miller Park Reversible Lanes/Variable MessageProject. This project provides the necessary traffic controlequipment, including overhead sign structures, staticsignage, pavement markings, Intelligent Transportationequipment and a variable message sign to allow efficientparking lot operations and two-way traffic operation onWest Canal Street during stadium events.

Other Infrastructure Services projects include:

• Significant gains for bicycle initiatives: over 20,000bike route maps distributed; 700 more bike racksinstalled; and two more bike paths completed

• Continued development of the Summerfest ShuttleBus Advance Parking Guidance System. This systemprovides information to drivers headed to

Summerfest, including the availability in parkinggarages located near the downtown shuttle route. In2007, the second phase of this project was approvedto expand the Advanced Parking System in downtownto parking garages that serve the Bradley Center andMidwest Airlines Convention Center.

Work continued on the replacement of the City’sMaster Lighting Control System by InfrastructureServices Electrical Services Section. An operationalprototype was developed and put into service. The oldsystem was developed using World War II era technology.The new system will not only provide more reliableactivation of street lights, but will also provide monitoringcapabilities of system performance and assist in moreefficient repair and maintenance.

The Milwaukee Water Works reduced the tax ratein the City of Milwaukee. In 2007, the utility made a$7.8 million payment in lieu of taxes to offset the Citytax levy, reducing the tax rate by $0.26 per thousanddollars of assessed valuation. The utility pays other Citydepartments for services it uses and for the payment ofemployee benefits.

Upgrades to the Milwaukee Water Works CustomerInformation System provided enhanced flexibility andaccounting integrity for fees billed on behalf of the Cityon the Municipal Services Bill. In 2007, the MilwaukeeWater Works began an online payment option usingMasterCard and eCheck at its Web site,www.water.mpw.net. Customers gained the option ofcontacting the Milwaukee Water Works through anemail address, [email protected], and may viewaccount balances, make address changes and monitorwater use using the Web site.

The Milwaukee Water Works also received a 2007Utility Special Achievement Award from the AmericanWater Works Association Wisconsin section for itscampaign, “Only Tap Water Delivers.” Launchedduring the utility’s 135th anniversary, the campaignpromoted public awareness of the value of a safe, reliabledrinking water supply and encouraged communitystewardship for maintaining water infrastructure forfuture generations.

My message provides only a snapshot of all of thenumerous achievements, innovative programs and tech-nology upgrades the staff of the Department of PublicWorks has engaged in during 2007. We have a departmentthat we can be proud of and a public that depends onus to be there 24 hours a day, 7 days a week. Thanks tothe staff for your continued hard work and dedication.

Jeffrey J. Mantes, CommissionerCity of Milwaukee, Department of Public Works

Personnel*FTEs – Operations & Maintenance 1729.16 1688.87 1653.99 -34.88FTEs – Other 429.62 439.43 447 7.57Total Positions Authorized 3145 3105 3068 -37

Expenditures – General City PurposesAdministrative Services $4,712,829 $4,811,231 $4,827,996 $16,765Infrastructure 24,630,807 23,131,188 23,848,511 717,323Operations 82,735,016 79,782,017 80,765,615 983,598Subtotal – General City Purposes $112,078,652 $107,724,436 $109,442,122 $1,717,686

Water WorksOperating Budget $61,274,238 $67,730,974 $67,728,842 -$2,132Capital Budget 15,212,549 20,120,000 25,140,500 5,020,500Total Water Works** $76,486,787 $87,850,974 $92,869,342 $5,018,368

Parking BudgetOperating And Maintenance Budget $25,363,993 $26,991,593 $26,059,606 -$931,987Capital Budget 889,335 2,080,000 595,000 -1,485,000Addition to Parking Reserves 0 0 0 0Transfer to General Fund 15,210,000 15,200,000 15,800,000 600,000Capital Improvements to be Financed from

Permanent Improvement 0Reserve Fund - Parking 0 5,000,000 5,000,000 0

Total Parking Budget $41,463,328 $49,271,593 $47,454,606 -$1,816,987

Sewer Maintenance FundOperating and Maintenance Budget $31,798,526 $35,420,730 $39,387,171 $3,966,441Capital Improvements 19,840,982 23,500,000 24,500,000 1,000,000Total Sewer Fund Budget $51,639,508 $58,920,730 $63,887,171 $4,966,441

Grand Total – Department of Public Works $281,668,275 $303,767,733 $313,653,241 $9,885,508

*Personnel totals reflect Operating Divisions, Water Works, Parking Fund and Sewer Maintenance Fund**Does not include retained earnings

2005Actual

Expenditures

2006Adopted Budget

2007Adopted Budget

Change 2007Adopted vs.

2006 Adopted

Department of Public Works Budget Summary2007

O n Tuesday, June 5, 2007 MayorTom Barrett, Alderman RobertBauman, executive directors of

several of Milwaukee downtownorganizations, and those whomade it possible, welcomed andcelebrated the LUKE, the newmulti-spaced parking meter. Thepress conference was held outsidethe Milwaukee Public Market. Along anticipated project by bothdowntown businesses and down-town parkers, the City installed 103LUKE parking meters accommo-dating nearly 1,200 parking spacesthrough out the downtown area.Phase One of a three-phase projectcosts $1.3 million and is fundedthrough the Parking Fund.

After a competitive Request forProposal process, the City ifMilwaukee chose LUKE, manufac-tured by Digital Payment Technologies (DPT), BritishColumbia, Canada. DPT partnered with Automated ParkingTechnologies, the prime contractor on the project. In areaswhere LUKE is installed, the existing electronic single-spacedmeter heads will be removed and replaced with a spacemarker to number the parking space. The space marker isdesign to complement the downtown pedestrian way find-ing system. The LUKE accepts Visa and MasterCard cred-

it/debit cards and coins. It also provides areceipt that includes the time when the meterexpires and the space number. Payment for a

parking space can be made at any LUKEmeter as long as the space number isentered. All transactions are in realtime with real time reporting onusage, revenue and meter status.The meter management system isfully automated and will enhanceadjudication, financial auditing andmeter maintenance capabilities.

Assisting with the installation of thenew LUKE multi-space parkingmeters, were crews from

Infrastructure’s Electrical Servicessection, who laid electrical wiringand Sidewalk Maintenance crews,who prepared the sidewalk for actualinstallation of the LUKES.

The City of Milwaukee Unveils LUKE — Parking Meter Will Accept Credit Cards and Coins

Mayor Tom Barrett and Alderman RobertBauman. The LUKE multi-space meters arelocated in in the central business district andthe Historic Third Ward, which AldermanBauman represents.

Administrative Services Director Dorinda Floyd, ParkingOperation Coordinator Paul Klajbor and Parking FinanceManager Cindy Angelos celebrate the installation of the LUKE witha LUKE-shaped cake.

(Left to right) The selection committee that read and evaluated all ofthe Requests for Proposals were: Network Planning Manager, GerryFroh, DPW Technology Support Services; Parking Finance Manager,Cindy Angelos; Administrative Services Director Dorinda Floyd;Executive Director of Milwaukee Downtown, Beth Nichols and formerDepartment of Public Works Commissioner Mariano Schifalacqua.

T he Administration Services Division serves asdepartment liaison to elected officials and thepublic, and coordinates major transportation,

environmental and economic development-relatedprojects. In addition, this division is responsible forcoordinating the department’s operating and capitalbudgets, as well as enterprise fund budgets, financeand planning, payroll, personnel, employee safety andcontract management. The division also manages allcommunications responsibilities, including media relationsfor the department; special event permits; DPW CallCenter, 286-CITY; and all City data and voicetelecommunications infrastructure.

The division manages all parking-related activities,including parking enforcement, parking informationdesk, City tow lot, towing contracts, citation processing/collection contract, parking structures and lots, parkingpermits and parking meters.

Finance and PlanningThe Administrative Services Division is responsible

for coordinating the operating and capital budgets forthe department, as well as several enterprise funds,including Milwaukee Water Works, Sewer MaintenanceFund and Parking Fund. The division is also responsiblefor tracking and monitoring revenues and expenditureson a monthly basis.

In the 2007 budget, the department’s operatingbudget (excluding enterprise funds) totaled $109.4million and the capital budget totaled $54 million.Revenues projected at $45.6 million, totaled $48.6million.

During 2007, the Department of Public Works(DPW) faced significant budget challenges due to snowand ice operations, high fuel costs, street repairs andstreet light outages. The 2007 budget included $4.9million for snow and ice control. However, faced with77.8 inches of snow, 2007 snow and ice expenditures

totaled $10.8 million. Consequently, the City wasforced to use short-term borrowing in order to pay forthe shortfall. In addition, the department requiredapproximately $800,000 in funding from the City’sContingent Fund to pay for shortfalls in street maintenance and street lighting repairs. Due to theaging infrastructure and winter freeze-thaw cycles,emergency repairs have significantly increased in the pastseveral years.

The Finance and Planning section is also responsiblefor paying invoices, billing City and external agencies forservices performed by the department and inventorycontrol. In 2007, this section processed 32,409 vouchers,totaling $132 million, and produced 3,347 invoices andinterdepartmental requisitions, totaling $46.9 million.DPW ended 2007 with an inventory value of $7.3million, approximately $600,000 less than year-end 2006.

DPW Call CenterThe Department of Public Works Call Center began

operations in November 1998. It is a “one-stop-shop”for citizens requesting services or seeking informationeither over the telephone or through the Internet. Bycalling a central number, citizens may talk to customerservice representatives who process requests for services,provide information and respond to citizen complaintsrelated to sanitation, forestry, street maintenance, streetlighting, sewer maintenance, street signs and traffic sig-nals.

DPW service requests are entered electronically usingan application developed by staff. The applicationcontains all relevant information required to deliver therequested service. Once received, the service request issent electronically to the field district offices to expediteprocessing. For all service requests, the Call Centerapplication is used to track the number, type of requestand its disposition; monitor response times; and scheduleand route staff to deliver services in the most cost-efficientand effective manner. This data is also an important tool

Zeidler Municipal Building841 North Broadway, Room 516 (414) 286-3300TDD (414) 286-2025

Dorinda R. Floyd, Administrative Services Director

Administrative Services Managers:LaQuisha Schroeder, Finance & PlanningGerard Froh, Network PlanningThomas Sanders, Parking Enforcement ManagerCindy Angelos, Parking Financial Manager

Office of the Commissioner:James P. Purko, Director of OperationsGhassan Korban, Coordination ManagerDan Thomas, Personnel AdministratorCecilia Gilbert, Permits & Communications Manager

Administrative Services2007

for department managers and City policymakers inevaluating workload and effectiveness.

In 2007, the Call Center received 157,398 calls andrequests for services, very similar to 2006. In addition,the Call Center also processes service requests online atwww.dpwworks.mpw.net. Nearly 10,700 online requestswere received in 2007, an increase of 22 percent from2006. Of the total calls received, nearly 121,000, or 77percent, were service requests. This is nearly identicalto 2006. Of the service requests, 70 percent were forsanitation-related services.

286-CITYIn June 2006, the City implemented 286-CITY, a

single access telephone number for all City services andinformation. The purpose of 286-CITY is to streamlinepublic access to City government. The most commonlycalled telephone numbers and requested services areavailable through 286-CITY and its menu or submenus,including police and fire non-emergency calls. However,residents must still dial 911 for all emergency calls. Thesystem is in both English and Spanish. Customer servicerepresentatives are available during normal businesshours to process requests for services and information.

In 2007, 286-CITY recorded 87,860 incoming calls,of which 95 percent selected the English option, 2percent selected the Spanish option and 3 percent madeno selection and defaulted to the DPW Call Center. Ofthe callers that made a selection, 41 percent selectedDPW, 7 percent police and fire non-emergency, 3 percentDepartment of City Development, 3 percent Departmentof Neighborhood Services, 1 percent Library, 2 percentMayor’s Office and City Clerk, and 1 percent HealthDepartment. In addition, 29 percent selected the opt-outoption (by pressing “0”), which defaults to the DPWCall Center. Approximately 9 percent of the callersdisconnected during the process. For seasonal requestsfor services and information such as elections, propertyassessments, property tax payments or even healthemergencies, 1 percent selected this option.

PERSONNELContracts negotiations for 2006-2008 have been

on-going. Significant changes in the area of healthinsurance are being discussed with all unions.

The Snow Season of 2007-2008 was one of record-setting snow fall. The number of operations presented achallenge to all snow-related staff. The division is lookingat various means to improve staff response. GPS systemsin vehicles and staff “call out” software are two of theways the division believes snow and ice operation efficiency may be improved.

SAFETYThe Safety section staff has been actively involved in

the Well City Initiative. Various training sessions wereconducted for Department of Public Works field staff in2007. The department believes that safety training andtraining regarding wellness will result in fewer injuriesand a healthier work force.

2007 SPECIAL EVENT REPORTThe Department of Public Works’ Special Events

Office processed 1,137 permits in 2007, 73 more than2006. Twenty-three permits were issued for marches in2007 compared to fourteen permits issued in 2006.Several organizations requested permits to call attention topolitical ideology and social injustices. Fifty-five permitswere issued for banners on street poles. This is anincrease from 32 in 2006. More organizations are usingthe banners to promote their business districts, to celebrateimportant anniversaries and to encourage people togive, whether it’s to the United Way or the BloodCenter of Wisconsin. Summerfest celebrated its 40thanniversary with double banners on the harp lights thatlined Wisconsin Avenue from Cass Street to Water Street.

The 4th aldermanic district hosted the most eventsand was issued 377 permits. The 4th district includesdowntown, the Historic Third Ward and the near westside. The 3rd aldermanic district was second with 124permits issued for the areas around Brady Street, NorthAvenue and the University of Wisconsin-Milwaukee.

The Special Events Office saw an increase in “parkingevents.” These are events require parking in conjunctionwith an event that may not be in the public right-of-way.Requests come from a variety of businesses. Someexamples are the Midwest Airlines Center requestingparking for experimental cars outside and adjacent tothe Center during the Midwest Automobile DealersGala, and parking for a photo shoot for Boston Storeor the Harley-Davidson motorcycle catalog. Many ofthe theater venues may request additional parking forthe buses that carry performers and band members.The artists’ $4-$5 million “motorized homes” areparked close to the venues where the performances areoccurring.

The office also assisted with the 2007 NationalVeterans Wheelchair Games by providing bus shuttlestops around downtown Milwaukee, shutting downWells Street for a block party, coordinating specialparking for the opening game ceremony and manyother needs. Officials who helped coordinate theactivities said Milwaukee was the best host city they hadin recent history.

The 40th anniversary of the Milwaukee Civil Rightsmovement was celebrated by shutting down a portionof the James Groppi Unity Bridge, formerly the 16th

Street Viaduct, on September 30, 2007. In 1967,Father Groppi led several thousand Milwaukeeans acrossthe bridge to protest housing segregation. Several localpoliticians and former civil rights activists were on handto mark the anniversary.

TECHNOLOGICAL SUPPORT SERVICESThe Technology Support Services (TSS) section has

responsibilities in three areas of technology for theDepartment of Public Works and the City: server/desktop computing, application development andcitywide telecommunications infrastructure.

Server/Desktop Computing This team performsadministration, support and maintenance for PublicWorks Active Directory using Microsoft WindowsServer 2003. In addition, this team performs softwareand hardware installation, support and maintenancefor user and desktop clients. In 2007, the technologysupport section began moving users off the Novellenvironment. The Administration, Parking Enforcementand Operations Divisions were successfully moved to aMicrosoft Server environment.

This team is also responsible for the deployment ofgroup policies and software updates to all desktops andservers in order to help maintain a secure computingenvironment. Support is provided for applicationsincluding the department-wide calendar and emailsystems, new client server applications for 286-CITY,work management systems, public works permits, DPWinvoice/accounts receivable system, Microstation,PeopleSoft and parking enforcement applications.

Application Development The application develop-ment team works directly with DPW operationalmanagers to custom build functionality into applicationsto maximize the efficiency and effectiveness of DPWoperations. With the exception of the database itself, allthe software used to develop and support DPW’s 52production applications is “open source” or free. Inaddition to these 52 user applications, there are dozensof utility programs that import data, convert data,monitor server utilization and perform other functionsthat improve the efficiency and productivity of theapplication development team. The application serversare low-cost and powerful Intel computers that run theLinux operating system, also open source. In additionto small code revisions and supporting all the users ofthe 52 applications, the application development teamhas developed many new reports, dozens of databasefield additions, SQL streamlining, modular codelibraries and other algorithm enhancements to provideimprovements to the end user experience. The frameworkof classes that allow for greater productivity by the

application development team has been greatly expanded.New print preview objects, graphics manipulation,better table models and more have been implemented.All programs using this framework are automaticallyaffected, resulting in a more intuitive user interfaceacross many applications at once. All DPW appserversare now running with our GenericServer as the base.User disruption is at an all-time low because serversnever need to be stopped and re-started whenever anew function or report is added.

Operational since 1999, the most widely used DPWweb application, CityTime, flawlessly transferred over2.3 million time card entries in 2007 to the City’sPeopleSoft payroll system. An absence database has alsobeen added in 2007 for better tracking of employeeabsences.

In 2007, the technology section developed severalnew applications. Significant effort was expended intocompleting the Infrastructure Information ManagementSystems. Final pieces of this project completed, testedand debugged include estimates, construction, andsidewalk contracts. Contract payments will be finalizedin 2008. Construction projects are now available onMapMilwaukee. Snow removal was added to the SpecialAssessment Program and integrated into the Web sitewww.mpw.net/servlets/assmts1.

A map/GPS/wireless program was implementedand used by parking checkers to enforce the LUKEmulti-space parking meters, so they can see what spacesare expired without leaving their vehicles. The programutilizes PDAs installed in the vehicles. The pilot programhas been successful and additional PDAs will be installedin several more vehicles in 2008. In 2007, the centralprocessing server for the LUKE parking meters wasmoved from the vendor’s headquarters to DPW’s centralserver room where it can be locally maintained andoperated for greater control and operational efficiency.By owning and maintaining the server, the City savessignificant costs in hosting fees.

Telecommunication Services (DPW-TSS) TheDPW-TSS provides installation, maintenance and supportfor a wide variety of telecommunication equipment.Most importantly, DPW-TSS supports the networkinfrastructure for the Police, Fire and Water departments.DPW-TSS provides on-site response for problems thatimpact health and safety 24 hours a day, 365 days ayear. While information technology focuses primarilyon applications and the associated hardware, telecommunication services and the deployment of theCity’s network equipment, fiber and copper infrastructureinvolves a great deal more. Beside “data” communicationservices, DPW also supports telecommunication servicesfor municipal security systems, the City and PoliceDepartment telephone internode’s links, radio backbone,

low-speed data communications services such as the fuelsystem and the Water and Sewer System Control andData Analysis Systems.

In 2007, DPW-TSS assumed responsibility for allnetwork equipment previously maintained by ITMDand is now responsible for its support as part of anagreement with the Information TechnologyManagement Department (ITMD). The agreementtransfers all responsibility for the design, acquisition,installation, maintenance, documentation, managementand support of network equipment and services to DPW.

DPW-TSS supported the facility abandonmentrelocations of Johnson Health Center and CoggsHealth Center. Phone equipment recovered from theselocations was redeployed to support two Department ofCity Development and Housing Authority of the Cityof Milwaukee facilities. Additional call recordinghardware was installed at the DPW Field Headquartersto support recording of several Fire and Water department analog radio lines.

Various construction projects by other governmentalentities continue to challenge DPW’s ability to maintaintelecommunication services. In 2007, fiber and networkequipment serving the Department of TransportationTraffic Operation Center was redeployed to supporttheir relocation to new offices at the Amtrak terminal.In 2007 the Community Service Wide Area Network(CSWAN) optical platform was upgraded to supportMilwaukee Police Department video cameras. Severalcameras were added to the network and continuedsupport is provided as cameras are added.

Parking FundThe Parking Fund is an enterprise fund administered

by the Department of Public Works. It receives revenuesfrom various parking activities, including parkingenforcement, which finances the City’s on- and off-streetparking operations.

The fund’s activities include operating four City-owned parking structures that provide 4,454 parkingspaces. The City leases a fifth structure to a privatecompany. In addition, DPW manages approximately 50City-owned surface parking lots. Revenue received in2007 from parking structures and lots totaled over $7million, an increase of nearly $250,000, most of whichis attributable to the 1000 North Water Street parkingstructure.

A staff of four manages 6,250 parking meters citywide— 5,931 on-street and 319 off-street meters. In 2007,nearly $3.9 million was generated in meter revenue, adecrease of $130,000 from 2006. This is due to themulti-space parking meter project whereby over 1,100single-spaced parking meters were removed and 103LUKE multi-space parking meters were installed.

Parking meter staff is also responsible for hooding,installing and removing meters as needed. This activitygenerated nearly $205,000 in 2007, an increase ofnearly $60,000 from 2006.

DPW also administers the overnight parking permitprogram. Permits are sold at all Police District Stations,three Violations Bureau locations and the City TowLot. In 2007, over $2.9 million was generated from thesale of quarterly and annual night parking permits, anincrease of $153,000 from 2006.

The City’s towing program is also managed throughthe Parking Fund. DPW is responsible for managing theCity’s Tow Lot, two towing contracts and the vehiclerecycling contract. In 2007, 36,274 vehicles weretowed, the greatest number ever. Of this, 3.9 percentof the vehicles were abandoned and 96.1 percent wereillegally parked. Of the vehicles towed, 76 percent wereclaimed by their owners, while 24 percent remainedunclaimed. The percentage of owners retrieving theirvehicles has significantly increased from 65 percent in2006 to 76 percent in 2007. Of the vehicles disposed,the City recycled 18 percent and sold 6 percent.Revenue generated from towing, storage and disposal ofvehicles totaled over $6.25 million in 2007, an increaseof $425,000 from 2006. This reflects higher prices forscrap metal, higher retrieval rates of vehicles and billingindividuals who failed to retrieve their vehicles for towingand storage fees.

Parking Enforcement Operations, along with theParking Information Desk, are housed at 123 North25th Street in the Menomonee Valley. Parkingenforcement operations include 64 parking checkers.The goal of parking enforcement is to deploy parkingcheckers to provide the most comprehensive andconsistent parking enforcement citywide. In addition,parking checkers are deployed 24 hours a day, 7 days aweek, 365 days a year and are assigned to specialpatrols, including abandoned vehicles, citizen complaintsand Aldermanic Service Requests. In 2007, parkingcheckers issued over 825,000 parking citations, adecrease of 2.3 percent from 2006. Police-issued parkingcitations continued to decline in 2007 by over 7.3percent. The Police have reallocated their resources toconcentrate more on crime-fighting activities. In addition,in 2007 the average response time to a parking complaintwas 1.25 hours, slightly longer than the goal of 1 hour.

The Parking Information Desk operates 24 hours aday, 7 days a week, 365 days a year and includes 21communication assistants. Parking Information Deskpersonnel receive parking complaints, process nightparking permissions, provide general parking informationand dispatch tow operators. In 2007, the ParkingInformation Desk received 242,454 calls, an increase of15 percent from 2006. Of the calls, 40,609 calls wereparking complaints from citizens, nearly identical to 2006,

and 201,846 calls were for night parking permissions, anincrease of 18.5 percent. In addition, DPW developedan online night parking permissions request form tomake night parking permissions even more convenientfor the public. This form may be accessed atwww.parking.mpw.net. In 2007, 68,968 permissionswere requested online, an increase of 52.6 percent over2006. Further, Parking Information Desk personnel alsodispatched 49,451 tows in 2007, an increase of 19.6percent.

Parking Citation ProcessingThe Department of Public Works manages the

processing and collection of parking citations with thehelp of contracted services. There are several ways citizenscan pay parking citations. They may use the pay-by-mailservice (31.6 percent), visit the three Violations Bureaulocations or utilize drop boxes located in the PoliceDistrict Stations and City Hall (24.4 percent). In 2002,the City offered two more convenient ways to payparking citations, which are available to the publicaround the clock. Citizens can pay by phone throughthe Interactive Voice Response (IVR) system by callingthe Violations Bureau at 344-0840 at any time (4.8percent). In addition, citizens may pay parking citationsonline by accessing www.parking.mpw.net (20.5 percent).Since 2005, citizens may also pay their parking citationsat Automated Payment Centers in the police districtstations (4.5 percent). Finally, in 2006, the Tow Lotstaff was given the capability to receive parking citationpayments as well (1.4 percent).

Since 2002, the City has participated in the StateDepartment of Revenue’s Tax Refund InterceptProgram, whereby state income refunds are interceptedto pay for outstanding parking citations. Unpaid parkingcitation balances exceeding $45 are registered with theDepartment of Revenue. In 2007, 12.8 percent of allcitations payments were collected through this program,totaling nearly $1.9 million.

The automated citation processing/cash managementsystem tracks citation issuance and payments and hasimproved the City’s ability to pursue overdue anddelinquent citations and to better manage City parkingresources. From 2003 through 2007, nearly 575,000citations have been certified with the Department ofRevenue, totaling over $26.8 million of which nearly174,000 citations have been paid, totaling over $8.6million. This represents a collection rate of 32 percent.Under the tax intercept program, the debt remainscertified until fully paid. Consequently, $18.2 million inoutstanding debt still remains certified, and will likely becollected over the years to come.

The Violations Bureau processed over 900,000parking citations in 2007, with revenue collected totaling

$19.3 million. Of that amount, over $6.1 million, or 32percent, was collected from past due violations, includingthe funds collected from the Tax Refund InterceptProgram. It appears that the clearance rate of citationsissued in 2007 is expected to resemble the clearancerates of prior years at nearly 80 percent.

The citation processing/collection contract expireson May 4, 2008. In November 2007, DPW hired aconsultant to assist in the development of a Request forProposal (RFP) for these services. It is the department’sintent to issue the RFP in spring 2008 and select avendor in the summer. The new contract is expected tobegin in January 2009.

Parking Citation AdjudicationIn 2003, the Department of Public Works, City

Attorney’s Office and the Municipal Court workedcooperatively to develop and implement a number ofstrategies to deal with the large number of parkingscofflaws. These strategies include the Municipal Courtobtaining jurisdiction for adjudication and enhancedcollection efforts of outstanding parking citations. Oneof these strategies includes utilizing the Notice ofAppearance form to address parking scofflaws who missa schedules appointment with the Citation ReviewManager. Over 50 percent of parking scofflaws whoschedule an appointment miss the first appointment. Toreschedule an appointment, the scofflaw must go to theViolations Bureau or the Tow Lot to sign a Notice ofAppearance form. This form includes a Municipal Courtdate and a summary of all outstanding parking citations.Failure to appear in Court results in a default judgmentand may include a suspension of vehicle registration or alien on assets.

Another strategy implemented in late 2003 includedthe utilization of the summons and complaint form.The purpose of this form is to address parking scofflawswhose vehicles have been towed by the City andretrieved by the owners. When the scofflaw retrieveshis/her vehicle at the Tow Lot and there are eligibleoutstanding parking citations, a summons and complaintwill be personally served to the parking scofflaw. Thisform will include a Municipal Court date and a summaryof all outstanding parking citations. Failure to appear inCourt will result in a default judgment and may includea suspension of vehicle registration or a lien on assets. In2007, 3,926 summons were issued for 34,835 citationsvalued at nearly $1.5 million. This is a significantincrease over 2006, which reflects the adoption of anew City ordinance that authorizes the City to ticketand tow any vehicle parked on the street that does notdisplay valid registration. In most cases, the vehicleowner cannot obtain registration because of unpaidparking citations.

In 2005, the Municipal Court judges issued an orderrequiring the City Attorney to prevent the filing of anyactions in the Municipal Court containing parkingcitations that were more than two years old unless thecitations had been submitted to the State’s Departmentof Transportation (DOT) for registration holds. Placinga vehicle registration hold on any outstanding parkingcitation extends the statute of limitations to adjudicate acitation from two years to six years. Because it is costprohibitive for the City to place a registration hold onevery outstanding citation (the City requests over100,000 holds annually at a cost of $5 per hold), theCity places a hold on the oldest citation. However, in2007 the City was successful in obtaining an agreementfrom DOT to allow the City to bundle all overduecitations under one registration hold at a cost of $2.50per hold. As a result, all outstanding parking citationswill have to be paid before a vehicle registration hold isreleased.

Parking TechnologyIn 2004, the Department of Public Works negotiated

an amendment to the parking citation processing contractto require the development and installation of automatedpayment centers that sell and dispense quarterly andannual night parking permits and accept payments forparking citations. Automated Payment Centers havenow been installed in Police District Stations 2, 3, 4, 5,6 and 7. The Automated Payment Centers accept cash,check or credit/debit cards and electronically dispensethe permits. The information is in both English andSpanish and the machines are accessible 24 hours a day,7 days a week. Because the purchaser of a permit isrequired to enter all the permit data or update the datawhen necessary, the night parking permit data is moretimely and the City no longer requires its contractor tohand-enter this data after a permit is sold. In addition,the Automated Payment Centers have significantlyreduced the workload for the Milwaukee PoliceDepartment staff who previously sold night parkingpermits. In 2007, nearly 117,000 permits were soldthrough the Automated Payment Centers, totalingnearly $1.9 million. Parking citations can also be paid atthe machines and are processed in real time. In 2007,34,600 parking citations were paid, totaling over$853,000.

In late 2004, automated revenue control equipmentwas installed in four City-owned parking structures.The purpose of this investment in technology was toenhance financial management and auditing capabilitiesand provide payment options for the public. Theequipment has the ability to provide for credit cardpayment on entrance, exit and at pay-on-foot machines.Over time, it is anticipated that this technology will

reduce the number of cashiers needed to staff thestructures.

By the end of 2007, three of the four parkingstructures were fully automated, whereby no cashiersare present on a daily basis. MacArthur Square is theonly structure where some cashiers are present on adaily basis. In 2007, 67.4 percent of all revenue wasprocessed through the automated equipment, comparedto 52.4 percent in 2006. In addition, 48 percent of allpayments were made with credit cards, compared to 37percent in 2006.

The 2006 Parking Fund budget included $1.3 millionto purchase and install multi-space parking meters in thedowntown area. The purpose of this request was toreplace the old, single-spaced parking meter with amulti-space parking meter that accepts credit/debitcards. After an RFP process, the City selected DigitalPayment Technologies and the LUKE parking meter.The City purchased and installed 103 meters to replaceup to 1,100 single-spaced parking meters in the firstphase of a three-phase project. The LUKE parkingmeter accepts coins and credit/debit cards and issues areceipt. The meters are networked, so payment can bemade at any meter as long as a space number is entered.All transactions are in real time with real-time reportingon usage, revenue and meter status. The meter manage-ment system is fully automated and enhances adjudication,financial auditing and meter maintenance capabilities.Based on 2007 activity, the highest number of weeklytransactions totaled 21,337 with the average cashtransaction of $0.89 and the average credit card transaction of $1.52. Credit card transactions totaled 25percent of all transactions and 36 percent of all revenue.

Parking StructuresThe DPW was very active in negotiating lease

agreements for spaces in City-owned parking structures.An agreement was reached with Fourth and HighlandLLC to lease parking spaces in the 4th Street andHighland Avenue parking structure. The term of theagreement is for 25 years with two extensions totaling25 years. By April 2010, 444 parking spaces will beleased and by April 2012, the spaces will be charged atmarket rate. The agreement supports a developmentinvestment totaling $206 million in the Park Eastcorridor.

In addition, the restaurant space at 4th Street andHighland Avenue was leased to a new lessee under thesame terms and conditions, but was extended an additionalthree years to 2017. Approximately $120,000 wasgenerated in 2007 under the lease agreement.

Public Works Coordination

Major Projects The Department of Public WorksAdministrative Services Division coordinated planningand construction of public improvements for severalmajor projects during 2007. These projects included theBREWERY project at the site of the former PabstBrewing Company, Harley-Davidson Museum and theManpower headquarters building.

Special ProjectsThis office received a Coastal Management Grant

from the State of Wisconsin for the Ember Lane RiverImprovement and Access Project. This project entailsthe erection of a screen barrier to prevent floating trashfrom collecting in the corner where the MenomoneeRiver and Ember Lane meet. The project will alsoprovide a much-needed access point for non-motorizedboat launching.

This office was successful in obtaining a StewardshipGrant from the Wisconsin Department of NaturalResources for the development of the Hartung Park-Phase I, which consists of transforming a six-acre parcelinto passive recreational facilities with trails, rain gardens,playfields, etc. The Hartung Park CommunityAssociation played a crucial role in the planning process incooperation with Alderman Bohl. It is hoped that Phase Iof the park project can be started in September 2008.

The remaining 13 acres will continue to serve as aplace for City forces to dispose of all the excavatedmaterials generated on a daily basis.

DevelopmentThis division also coordinated the design and

construction of public infrastructure for several single-family home subdivisions including River Ridge, RiverView, River Highlands, Tara Vista and Oak Hill. Theseprojects will potentially add over 200 new single-homeresidences in Milwaukee’s North West side.

In addition, DPW assisted the Department of CityDevelopment (DCD) in several near north side develop-ment projects such as the Legacy and Walnut Circlesubdivisions.

RiverwalkIn general, the Administration Office plays the role

of the Riverwalk custodian for the City-owned segmentsin particular. In addition to the routine upkeep of theRiverwalk, this office worked closely with the RiverwalkBusiness Improvement District No. 15 (BID 15) andDCD to implement a plan to satisfy the Americans withDisabilities Act settlement with the Department of

Justice of the State of Wisconsin. The settlementrequired the City of Milwaukee and owners of theRiverwalk within BID 15 to construct either ramps orlifts to provide access for wheelchair-bound Riverwalkusers. The project is underway with a newly constructedlift and anticipated construction of ramps at MasonStreet Plaza and at Usinger’s Riverwalk near the StateStreet bridge.

This office also administers the River Skimmeroperation, which runs yearly along the Milwaukee andMenomonee Rivers. In 2007, the skimmer collected onaverage 11 cubic yards of debris daily.

Contract AdministrationDPW contracts for all City infrastructure projects. Italso contracts for several major public service functionsincluding solid waste recycling, public parking structureoperation, vehicle towing and parking meter revenuecollection. During 2007, 133 formal contracts wereawarded, totaling over $46,978,184. Through itscontracts, DPW leverages employment opportunities forCity residents who live within the CommunityDevelopment Block Grant boundaries, known as theTarget Residence Areas. This initiative is formally knownas the Residents Preference Program. The departmentrequires that at least 25 percent of all hours worked onindividual City contracts be allocated to unemployedresidents of the target area. For the 2007 contractsthat were closed out as of August 12, 2008, residentparticipation averaged 30.4 percent of all contracthours worked.

DPW requires that contractors use EmergingBusiness Enterprises (EBE) in their contracts. EBE firmsare certified by the City and are mandated by ordinanceto be involved in at least 18 percent of all work contractedby the department. In 2007, the overall EBE participationrequirement for DPW contracts closed out as of August12, 2008 was 17.4 percent. The EBE percentagerequired for the closed contracts to date has beeninsignificantly under the 18 percent benchmark becauseof the highly specialized work of these contracts, manyof which EBEs are not available to perform work.

Nonetheless, as of August 12, 2008, qualified EmergingBusiness Enterprises have performed 25.1 percent of thework on average for all of the closed 2007 contracts. DPWstaff meets on regular basis with potential EBE firms duringorientation meetings coordinated by the EBE office.

As part of its contracting activities, the departmentactively monitors all public works contracts for compliancewith the Prevailing Wage and Livable Wage ordinances. Ifunderpayment to workers is discovered, the departmentcollects makeup payments from offending contractorsand distributes them to the underpaid workers.Penalties, including debarment, can be levied.

Need one administrative feature story here.

Zeidler Municipal Building841 North Broadway, Room 516(414) 286-8333

James P. Purko, Operations Divisions DirectorVenu J. Gupta, Buildings and Fleet SuperintendentPreston D. Cole, Environmental Services Superintendent

Operations Division2007

T he Operations Division was created in 2002 byconsolidating the Forestry, Sanitation andBuildings and Fleet divisions. The division is

responsible for solid waste collection and disposal,recycling and waste reduction, trees and landscaping,fleet maintenance and dispatch, support services to Cityfacilities, and snow and ice control.

AdministrationThe Administration section coordinates, prepares and

monitors the division’s operating and capital budgets. Asmall, cross-trained administrative staff provides keysupport, including monitoring the facilities hotline andquickly dispatching service requests for City buildings,maintaining the City’s keycard access database, respondingto solid waste fee inquiries and environmental codecitations and generating over $1,000,000 in accountsreceivable invoices annually. This section also managesthe solid waste scale system that tracks all refuse andrecycling brought through the City’s three transfer sites.

Building and Fleet ServicesBuildings and Fleet Services is a composite of licensed

professionals, skilled trades, certified mechanics andtechnicians, fleet operators, communication specialists,dispatchers and experienced office staff. Buildings andFleet serves the needs of employees, managers, agencies,departments and the public users of city facilities. Thedivision’s goal is to provide efficient and effective serviceto internal and external customers by supplying qualitywork environments and a well-maintained fleet.Buildings and Fleet has undergone many changes overthe past several years to streamline methods and process-es. Our future is the vast array of talent, our employees,who on a day-to-day basis do the work and represent thefront line teamwork of our services and projects.

Environmental ServicesThe merged Forestry and Sanitation sections continue

to explore new opportunities for improved efficienciesresulting in a more cost-effective Environmental Services.These include facilities usage, equipment, emergencymanagement, staff cross-training and customer service.Utilizing these opportunities ensures that theEnvironmental Services section continues to provide theCity of Milwaukee high-quality services at the lowestpossible cost. The division’s goal is to make Milwaukeecleaner and greener.

B uildings and Fleet Services is the classic exam-ple of an internal service agency providing coreservices to City departments and agencies. The

division is a composite of licensed professionals, skilledtrades, certified mechanics and technicians, experiencedfleet drivers, communication operations, dispatchers andexperienced office staff.

The division has undergone a multitude of staffingchanges throughout the past several years. A vast numberof methods and processes have been streamlined and theapplication of technology has created a more efficientand effective section.

Facilities Development and Management SectionFacilities Development and Management provides

building maintenance services, design and consultingservices, project management and inspections andevaluations for the repair, operations and renovation ofthe City’s building assets. The staff of skilled craftsmen,technicians and professionals provides these services toCity agencies and department offices, field headquarters,shops and storage facilities housed in over 200 buildings.

Facilities section is comprised of functional units thatprovide design, electrical, communications, information,security, custodial, carpentry/masonry, painting andrecreational services. Staff includes registered architects,professional engineers, certified master electricians andtrained technicians, journeyman skilled carpenters,bricklayers and painters. The custodial and laborer staffis well skilled in their area and provides a multitude oftalents in facilities management.

In 2007, diversified staff provided constructionand project management services in partnership withconsulting firms and remodeled over 20,000-square feetof office and field space, installed seven miles of opticalfiber and painted 1,800 feet of piping, in addition to ourmultitude of daily preventative and routine maintenanceresponsibilities. As an integral part of the section’s

design-build team, staff is involved in major projects,including renovation and construction projects for thePolice and Fire Departments and the HeathDepartment Offices, as well as the completion of theVice Control Unit remodeling at the PoliceAdministration Building.

Information & Security ServicesThe unit consists of a small group of

Communication Assistant III employees and manage-ment, who occupy the City Hall Information Centerand provide after-hours call center services. They alsoact as the central station monitoring center for DPWbuildings on an around the clock basis. The Citycontracts with a security provider during the weekends,along with second and third shifts on the weekdays.These officers provide watch tour and patrol service,along with monthly fire extinguisher and weeklyautomated external defibrillator (AED) inspections inthe City Hall complex. Their specific responsibility is toprotect the assets under the control of the Departmentof Public Works. This group also provides consultingservices to other City departments on security-relatedmatters and alarm system. The long-term plan is tomanage all of our security function through this systemin all DPW-managed buildings.

The Communications UnitThe Communications Unit provides and maintains

the City’s copper cable plant and fiber optic backbonefor data and telephone transmission. The unit is staffedby journeyman electrical mechanics, electrical workersand laborers. The staff is responsible for the maintenanceof the City’s telephone system, street lighting controlcircuitry, various alarm systems, all City public addresssystems and the Community Safety Wide Area Networkserving the Fire and Police Departments Dispatch


Venu J. Gupta, Buildings & Fleet SuperintendentGary Kulwicki, Facilities ManagerFred Gunther, Fleet Manager

Operations Division: Buildings and Fleet2007

Section and Police call boxes. This unit is also involvedin the remodeling and construction of City facilitieswhen phone and data wiring and fiber connectivity arerequired. Communications continues to be in theforefront of the fiber optic and local area network hubtechnologies linking DPW, other City Departments andother government and education facilities.

In 2007, the Communications Unit continued tomaintain the Avaya phone system. The phone systemhas switches distributed throughout City buildings toprovide the features of the Avaya phone system to Citystaff. The Avaya phone system allows Communicationsto install a telephone system within the DPW networkutilizing only a pair of fiber. In the past, providingphone service involved running copper cables sometimesseveral miles to the nearest phone node. With the presentsystem, relocating a phone system to meet City needs isconsiderably easier because of reduced cost, size, powerneeds and environmental needs.

In 2007, Communications installed approximatelythree miles of fiber optic cable to enhance the City’sdata and telecommunication network. Only a fewother municipalities in the nation own and use such acommunity fiber network.

In addition to meeting the challenges of installingstate-of-the-art infrastructure technology, this unitinstalled approximately 13 miles of copper cable due tocable damage, failure or to accommodate paving andother construction projects. Historically, Communicationsinstalled approximately 36 miles of copper cable.

The most significant construction project impactingCommunications in 2007 was the MarquetteInterchange Project, which started in fall 2003 and isscheduled to be completed in 2008. Late in 2007, theCommunications Unit began the task of relocatingcables back into the Winnebago and Wisconsin Avenuebridge structures. Cables containing hundreds of circuit-feeding conductors were relocated for these projectswithout causing any significant outages. Future projectswill be coordinated around the activities of theMarquette Interchange to take advantage of plannedoutages while adding to reliability and redundancy ofthe fiber network. With the Marquette Interchange

Project being completed in 2008, planning for theInterstate Highway 94 North-South Corridor has startedwith alterations for 2008 and beyond. This project willimpact Communications cables on the West CollegeAvenue Structure, West Layton Avenue Structure andSouth 20th Street Structure.

Finally, Communications staff provides service 24 hoursa day, 7 days a week, 365 days a year in maintaining thecitywide data and telephone system. As communicationstechnologies advance, staff provides and maintains thelatest in category 6 cabling for Local Area Networks aswell as multimode and single mode fiber connectivityutilized by the City’s ATM, SONET with DWDM andGigabit Ethernet networking technologies.

The Carpentry/Masonry UnitA staff of highly skilled tradespeople, which includes

carpenters, bricklayers and laborers, continues to performhigh-quality work while containing costs.

Some of the larger jobs completed were remodeling

of the Zeidler Municipal Building basement corridorand remodeling portions of the second floor HealthDepartment reception area, the tenth floor elevatorlobby and the Budget Department on the sixth floor ofCity Hall.

In addition to the jobs listed above, staff alsomaintains 58 children’s play areas. They responded tothousands of board-ups, nearly half of which wereemergency responses. Staff is on call around the clockand respond to requests from the Police and FireDepartments and the Department of NeighborhoodService.

The Paintings Services UnitThis unit provided interior and exterior painting

services at numerous City buildings, including WaterWorks, Fire Department, City Hall complex, PoliceDistrict Stations and DPW facilities. This unit also hascapabilities in specialist painting techniques, applicationsand special effects such as marbling, spattering designand textured surfaces, as well as being certified in leadabatement. Our staff of journeymen painters completed1,800 lineal feet of 48-inch diameter water pipe in theLinnwood Water Treatment plant and the newlyremodeled portion of the sixth floor of the PoliceAdministration Building.

The Mechanical Design UnitThe Mechanical Design Unit’s engineering professionals

lead DPW in managing and/or coordinating the planning,programming, and design and construction process ofmechanical systems for existing and new City-ownedbuildings. The unit manages the design and constructionof building mechanical systems projects, includingproject scheduling, budget control, compliance withdesign standards, resolution of on-site constructionproblems and overall project quality control in coordina-tion with user agencies. Staff provides engineering servicesto enhance the condition and prolong the useful life ofpublic facilities. Engineering design services are providedfor fire life/safety systems, asbestos and lead paintabatement projects. Also provided are design servicesfor the citywide fuel dispensing systems to meet theEnvironmental Protection Agency and State ofWisconsin Department of Natural Resources requirements.

Recycling Education Center Photovoltaic andGeothermal Installation

At the Recycling Education Center, 1313 West Mt.Vernon Avenue, a Geothermal System (ground-sourceheat pump) and a Photovoltaic Power System wereinstalled.

A ground-source heat pump (GSHP) extracts solarheat stored in the upper layers of the earth and deliversit to a building. Conversely, in the summer season, theheat pump rejects heat removed from the building intothe ground rather than the atmosphere or a body ofwater.

A solar electric system, which is tied to the WeEnergies’ distribution grid, consists of solar electricmodules connected to an inverter and tied into thesite’s electric service. When excess power is produced bythe solar electric system, it can be put back onto theelectric grid. Solar electric systems produce powerintermittently because they work only when the sun isshining. This is not a problem for grid-tied solar electricsystems because the electric utility provides backuppower. When the solar electric system generates morepower than the site needs at any particular moment, thepower is put back into the grid.

Central Repair Garage Mechanical SystemsUpgrade

At the Central Repair Garage, 2142 West CanalStreet, the first phase of a mechanical systems upgradeproject was completed.

This phase of work included replacing heating,ventilating and air conditioning equipment that hadsurpassed its expected useful life and was in poorcondition. The new equipment was designed to meetbuilding comfort requirements and be more energyefficient.

A replacement of about one-third of the garage roof,where much of the new equipment was installed, wasalso completed and coordinated with the equipmentreplacement.

The Architectural Design UnitThe regular replacement of the roof of the 809

Building was scheduled for 2007. Initial investigationsindicated this site to be an ideal candidate for a green roof.

Because the building was originally used as a parkinggarage, the roof structure was strong enough to handlePhotovoltaic panels on roof of the Recycling Education Center

New mechanical equipment at Central Repair Garage

the additional loads of a green roof. Conditioned officespace below the roof allowed for greater energy savings,and the prominent location provided maximum positiveimage impact. This site allowed the City to directlydemonstrate the goals defined in the City of MilwaukeeGreen Team Report, such as reduction of storm waterrun-off, energy conservation and recycling.

DPW Operations applied for and received $52,200in grant funding to offset costs of the installation of thegreen roof. The green roof materials are comprised ofan additional five layers of materials over standard roofinginstallation. The materials are designed to capture andretain rain water to lessen storm water run-off and coolthe building. The top layers include the plants, speciallyselected for their draught tolerance, and soil design toretain water and remain in place in a windy environment.

Green roofs protect the roof membrane from UVradiation, hail, wind, foot traffic and accidental damageduring regular maintenance of rooftop mechanical systems.Studies have shown a 10 year or greater extension ofroof life, the estimated savings of which is estimated tobe $84,000. Other benefits of the green roof include$65,000 in energy savings over the anticipated 35-yearlife of the roof. Storm water runoff will be reduced byover 50 percent. For every inch of storm water that fallson the 809 Building and is retained, 10,500 gallons issaved from the sewer system. The existing roofingmaterials removed for this installation were recycledrather than sent to a landfill.

The focus on improving quality of life in urbanenvironments has made these issues more pertinentthan ever. Green roofs meet the objectives of manymandates to improve the air quality of cities by mitigatingthe effects of heat islands caused by ever-increasingdevelopment.

Milwaukee City Hall Historic BuildingRestoration

The restoration of Milwaukee’s City Hall has continuedthrough 2007 with the removal of major deterioratedelements on the south tower, including the copper roofand clay tile underlayment, corner terra cotta turretsand lion heads, and the other masonry features takendown to the twelve floor level. On the east and westsides of the main building, selective demolition hasoccurred with the removal of the eighth floor’s 20existing dormers and perimeter gutter system.

The selection of new brick, terra cotta and stonepieces was made to blend with the aged spectrum ofexisting material colors. New materials were ordered toallow for the long lead and curing times. When complete,this project will have replaced over 10,000 terra cottapieces and 200,000 bricks.

Many mock-ups of material colors, finishes andconstruction details have and will continue to take placeto confirm that all parties have a clear understandingof the contract documents and to insure a qualityrestoration project.

The project team is looking forward to the rebuilding/restoration phase planned for 2007 and 2008 as thisproject continues to exceed the City’s provisionalrequirements and meet the budget and completion dateof November 2008.

The project team includes the Engberg AndersonDesign Partnership consulting team and the generalcontracting company of JP Cullen & Sons with supportfrom Concord/Tharps for accounting services andPrism Technical Management & Marketing Services formonitoring the City’s provisional requirements. Theproject is being overseen by Buildings and Fleet.

809 North Broadway Building – Green Roof

Milwaukee City Hall – North side of South Tower200 East Wells Street

Special Electrical Services UnitThe Electrical Services unit consists of skilled and

dedicated electrical mechanics specializing in the fieldsof electrical wiring, maintenance and construction. Over50 percent of our staff is credentialed as MasterElectricians and others hold credentials in refrigeration,electrical inspection and industrial instrumentation.

We provide a wide variety of electrical services for allCity-owned facilities including police districts, fire houses,parking garages, forestry and sanitation yards, and thePort of Milwaukee.

In 2007, Special Electrical Services completed amultitude of construction projects, ranging from smalloffice and shop alterations to large-scale remodelingprojects.

The unit worked on the Police Administration sixthfloor Vice Control and Lineup Projects. Each projectinvolved providing updated power distribution systemsthroughout with energy efficient lighting, HVAC,security, life safety and controls. Schedules and resourcemanagement met expectations on these projects andallowed the unit to secure additional work during 2007.

During the year, the unit worked on a host of capitalprojects large and small, including: at the ZeidlerMunicipal Building, continued progress on electricalupgrade projects, first floor DNS/Health Office alterationproject, eleventh floor Motor Control Center replacementand upgrade and emergency power distribution infra-structure. All the projects required detailed planningand coordination between departments.

In 2007, Special Electrical Services continued towork extensively on upgrading the aging electricaldistribution systems within the City Hall complex. Thework involved designing and installing new feeder loadpanels within pipe chases for accessibility and safety, inaddition to the replacement of fuses with circuit breakers.Staff is actively involved in the pursuit of design, reviewand planning of the City Hall power separation projectscheduled for installation in 2008.

Special Electrical Services continued to concentrateits effort in responding to customer-generated electricalneeds and requests. Through the Proteus Work OrderSystem, the Operations and Maintenance staff was ableto manage a substantial volume of requests while stillresponding to demand maintenance requests fromcitywide department locations. These requests areprimarily from the Police, Fire, Port and ParkingEnforcement Departments.

New to 2007, department timekeeping and costtracking functions were transferred onto the ProteusWork Order System.

Throughout 2007, staff members participated in awide range of continuing education opportunities.Examples include: Arc-Flash Safety and NationalElectrical Code Classes and Vendor Specific Equipment

Education. As always, the unit has been very adaptableto the changing work environment brought on by newsystems and technology.

Special Electrical Services continues and makes everyeffort to provide prompt, competitive service to meetthe City of Milwaukee’s most critical electrical needs.Providing 24-hour, on-call emergency call-in service,the unit prides itself on its ability to perform high-quality,reliable electrical service to our valued customer base.

The Recreational Facilities Design UnitThe Recreational

Facilities Unit providesthe City of Milwaukeewith neighborhoodgreen spaces in whichresidents both youngand old can enjoy activityand relaxation. TheRecreational Facilities Unit is responsible for operating,maintaining and the reconstructing as required of 48 activeareas and 11 passive areas, as well as major reconstructionsof 36 play fields for Milwaukee Public Schools. Thereconstructions are dictated by the age of the facility, safety,demographics and neighborhood needs. These needs areaddressed in the reconstruction of the facility, whichrequires a field survey, design, contract drawings, contractdocuments, specifications, inspections and payments.

Despite constrained budgets, the recreational facilitiesunit, with years of experience, rises to the challenge byeconomizing and making the best use of taxpayer dollars,all while surpassing the guidelines set forth in greeninitiatives. The Recreational Facilities reconstructed in2007 are as follows:

Lewis PlayField – 1424East PryorAvenueIn spring 2007,the finishingtouches of theLewis Play Field

BEFORE

AFTER

Above, a variety oftrees were plantedwith the greeninggrant.

Right, the neighborhood group held a re-opening celebrationin June 2007.

reconstructionwere completed.The existingasphalt path wasseal coated andadditional treeswere planted inthe newlyexpanded greenarea. With thevariety of trees in

the play field, children from three nearby elementaryschools will have an area in which to learn tree identifi-cation. A new accessible play structure, play panels,swing unit and benches were installed in 2006. At thecompletion of the reconstruction the neighborhoodgroup “Friends of Lewis Play Field” held a re-openingcelebration. Mayor Tom Barrett and other dignitariesgave speeches and the Fritsche Middle School DrumLine provided rousing music.

North 45th Street and West Keefe Avenue PlayLot – 3512 North 45th Street

The North 45th Street and West Keefe Avenue PlayLot was reconstructed to make the site accessible. Atransfer station atop resilient surfacing was installed onthe existing play structure. Two badly worn swing unitswere consolidated into one centrally located swing unit.A new asphalt path provides access to the play areas,educational play panels and existing relocated benches.Despite budget constraints, the play lot has becomemore accessible and educational for the children, as wellas more comfortable for those supervising the children.

Riverside PlayField - EastPark Place andNorth NewhallStreet

Only four ofthe existingseven tenniscourts at the Riverside Play Field were left usable after theconstruction of the Urban Ecology Center. Since six tenniscourts are required for tournaments, a total reconstructionwas necessary. Despite budget constraints, limited areaand the sloped terrain, a novel and unprecedenteddesign was created. By building two retaining walls, sixtennis courts were fit into the area. An asphalt pathbetween the tennis courts and the Urban Ecology Centerprovides access into the play field. When viewing this sitewith the extended tree border and path, it is clear thechallenges of this reconstruction were met and surpassed.

The Operations and Maintenance Unit

Energy Efficiency and Operating CostsIn October

2005, MayorBarrett introducedhis initiatives tomap the futurecourse ofMilwaukee’s effortsto be “green.”The FacilitiesDevelopment andManagement role in these efforts is to incorporate sus-tainable design and engineering concepts in our proj-ects. Our goal is to continue implementing energy effi-cient measures in the lighting and mechanical equip-ment areas to reduce electrical usage. Our effortsextend in the use of green products for in-house andcontracted custodial services.

BEFOREAFTER

AFTER

BEFORE

AFTER

16-yard Tri-axle Dump Truck 60-foot, Over-center Aerial LiftMulti-use Platform Truck

Hybrid SUV Truck Multi-use Platform TruckMulti-use Platform Truck

Fleet ServicesFleet Services consists of two sections, Fleet

Operations and Fleet Repairs. Fleet Operations schedulesapproximately 400 operators, support people and laborerson a daily basis for environmental services, street andsewer maintenance. Fleet Repairs maintains approximately3,400 pieces of equipment and components for theDPW fleet, along with over 750 vehicles for theMilwaukee Police Department. Fleet Services repairsand maintains equipment at four locations on two shiftsat the following locations:

• Central Repair Garage , 2142 West Canal Street• Lincoln, 3921 West Lincoln Avenue• Northwest, 3025 West Ruby Avenue• DPW Field Headquarters, 3850 North 35th Street

Central Repair Garage ImprovementsBuilt in 1978, the Central Repair Garage is the main

headquarters for Fleet Services. The building was inneed of a major mechanical systems upgrade. TheHVAC replacement was completed in the middle of2007 and a new roof was installed on the center sec-tion of the building. Phase II will begin in 2008 withseveral upgrades planned, including in-ground hoistreplacements, a new compressed air system, a newlubrication/fluids distribution system, a new backupgenerator and uninterrupted power system (UPS),more efficient shop lighting and brighter interior paint.

New EquipmentFleet Services has taken delivery of a variety of new

equipment in 2007, including:

• Fourteen 5-yard dump trucks equipped withunderbody and front plows with salt hoppers.

• Two 40-foot aerial lift trucks for Infrastructure-Electrical Services, equipped with a rotating workplatform.

• Eleven hybrid SUV trucks for investigator use(below).

• Twelve small cargo vans with engines that can useboth gasoline and 85 percent ethanol (E85).

• Four multi-use platform trucks, each equipped with aremovable compressor unit, salt hopper, plow, andstake sides (below). These trucks are configured foruse in all seasons.

• Six 25-yard recycling packers for Sanitation Servicesfor residential recycling collection.

• Two 16-yard tri-axle dump trucks, equipped forplowing snow and distributing salt (below).

• Nineteen 25-yard refuse packers with cart lifters forSanitation Services for use in residential refuse collection.

• One 3-yard street sweeper, equipped with automaticlubrication device, to reduce required maintenanceand increase service life.

• One 60-foot, over-center aerial lift for the ForestryDivision, equipped with a chip box (below).

• Two 5-yard dump trucks with six-passenger crewcabs.

• One truck-mounted log loader crane with 20-yarddump body for use by multiple departments duringeach season.

Green InitiativesFleet Services operates one of the largest public fleets

in the state and continually strives to reduce vehicleemissions and pollution and recycle and/or reuse materialswhenever opportunities arise. Among the initiativeundertaken in 2007, Fleet Services:

• Installed diesel oxidation catalyst (DOC) mufflers on50 refuse packers through a grant from the EPA.The use of DOC mufflers reduces particulate matterand hydrocarbons emitted.

• Increased use of biodiesel from 2 percent in 2006 to10 percent in 2007, displacing over 50,000 gallonsof petroleum diesel fuel with cleaner-burningbiodiesel fuel.

• Purchased several hybrid vehicles, improving fueleconomy drastically over the previously used vehicles.

• Strengthened efforts and programs to reduce and/oreliminate useless engine idling.

• Expanded the use of nitrogen for inflating vehicle tires.• Recycled used automotive batteries, wooden pallets,

catalytic converters, antifreeze and scrap metal.• Reused motor oil to provide heat for the service bays

at the Field Headquarters and the offices at theCentral Repair Garage.

• Continued to install energy-saving LED lighting onnew vehicles and equipment.

Training – Field ServiceIn 2007, the Operations Section’s Driver Instructor

Trainers and Auxiliary Trainers held a total of 1,114training classes for 26 different types of equipment fordepartment employees. This included major refresherson refuse packers, leaf operations and snow plowingtechniques. In addition, 115 evaluations were performed,along with 36 forklift certifications issued.

Field service repairs are also performed under thedirection of the Dispatch office. As shown in the tablebelow, the five field service technicians performed 9,220total service calls in 2007.

Tire Shop InformationIn 2007, the Tire Shop continued to expand the use

of nitrogen-filled tires to include trailers, which typicallyare idle during winter months, during which time airgradually leaks out of tires. Nitrogen-inflated tires tend

to maintain pressure longer than tires filled withcompressed air, thus reducing the need for maintenance.The chart below summarizes the major activities of theTire Shop in 2007.

Repairs SectionOne of Fleet Service’s core missions is to make

equipment available for departments when they requireit. For Police and other light equipment, the RepairsSection strives to keep a minimum of 95 percent ofequipment available at all times. The benchmark forheavy equipment is a 90 percent availability rate at alltimes. In 2007, the Repairs Section maintained thefollowing availability rates:

• Police equipment: 96.4 percent• Light equipment: 95.1 percent• Heavy equipment: 92.8 percent

The following table provides a summary of the workperformed by Fleet Repairs in 2007 along with a vehiclecount.

2007 Field Service Calls 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Totals

Total Field Service Calls 2,418 2,110 1,979 2,713 9,220

Average Time in Minutes per Call 33.0 32.7 32.9 31.1 32.4

Average Calls per day, per Technician 10.3 10.6 9.5 10.6 10.2

2007 Tire Shop Information 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Totals

Total Tires Mounted – 2007 897 777 960 746 3,380

Total Tires Repaired – 2007 1,487 1,298 1,527 1,323 5,635

Total Tire Service Calls – 2007 831 798 932 793 3,354

2007 Summary of the Work Performed by Fleet RepairsRepair orders ................................................................31,110Preventive maintenance inspections performed..............7,874Stockroom activity..................................................$4,701,550Vehicles serviced ......................................................................Automobiles........................................................................102Vans....................................................................................161Pickups...............................................................................291Police units .........................................................................755Parking enforcement ............................................................48Packers, rear load...............................................................132Packers, front load and roll-off .............................................21Packers, recycling.................................................................49Tractors.................................................................................63Street sweepers ...................................................................21Sewer cleaners, flushers, etc................................................19Construction equipment .....................................................481Trucks, all other ..................................................................378Compressors ........................................................................83Vehicle Total.....................................................................2,604Non-Automotive equipment.............................................1,538Total Equipment Serviced................................................4,142

Environmental Services fosters community and providesecological benefits through clean neighborhoods and avibrant urban forest. Well-maintained neighborhoodswith healthy street trees and boulevards add quality oflife, contribute to safe neighborhoods, reduce stormwaterrunoff, provide shade and conserve resources. The “Clean& Green” mission of Environmental Services promotesneighborhood cleanliness, reduces waste, encouragesrecycling, maintains safe roadways during snow and iceand manages and cares for a growing urban forest.

SanitationOperationsNew Sanitation Services Manager. Wanda Bookerwas promoted to Sanitation Services Manager inFebruary 2007. In her role, Ms. Booker oversees thedaily operations of the Sanitation Section, managing astaff of 400 who maintain a clean Milwaukee throughrefuse collection, curbside recycling, street sweeping, fallleaf pick up and nuisance garbage removal.

Solid Waste Collection. In 2007, EnvironmentalServices collected 182,201 tons of residential garbagefrom single- and multi-family households of four unitsor less. The City provided garbage collection to 1,314apartments of five units or more at full cost to theproperty owner which generated $1,075,900 in revenue.

Environmental Services also collected and composted29,900 tons of ‘green’ waste, including brush, leavesand yard waste. Composting reduces the amount ofsolid waste sent to landfills. The City provides curbsidebrush collection of four cubic yards or less from Marchthrough November. Leaves are collected from Octoberthrough the first snowfall. Grass and other yard wastemust be taken to a City self-help center.

Project Clean & Green. Project Clean & Green(PCG) is an annual spring cleanup program to improve

the condition and appearance of Milwaukee neighbor-hoods. PCG offers residents the opportunity to cleanout their homes and garages and includes residential bulkycollections and neighborhood cleanups and promotesgreening efforts. In its third year, PCG implemented anextensive radio campaign to build program recognition.As a result of growing awareness, collection tonnageshave increased 8 percent since the program began. 2007Project Clean & Green results included:

• 1,815 tons of refuse• 4,806 brush piles• 3,201 tires• 1,067 bulky piles• 5,799 furniture piles• 2,098 street/alley yards swept

Recycling and Waste Reduction. EnvironmentalServices generated $1.3 million in revenue from the sale of24,017 tons of recyclables. The City provides residentialrecycling to households with City garbage service.Recycling saves on landfill costs and conserves energyand resources.

To provide a greater level of service and increaserecycling tonnages, twice-per-month recycling collectionwas piloted on two routes in 2007. As a result of aprevious pilot program where residents placed theirrecycling cart at the curb on a regular schedule, the2007 pilot was designed to address two areas of concern– infrequent recycling collection and random monthlycollection dates. The pilot program guaranteed twocollections per month scheduled on the same day of theweek to ensure greater consistency. Offering first and thirdweek collection or second and fourth week collectionprovided residents with a more meaningful collectionschedule. The pilot was implemented in neighborhoodswith some of the highest recycling rates in the City. Theresults were a 3.6 percent increase in the portion of solidwaste recycled versus a 0.4 percent increase citywide.


Preston D. Cole, Environmental Services SuperintendentWanda Booker, Sanitation Services ManagerDavid Sivyer, Forestry Services Manager

Operations Division: Environmental Services2007

Cart set-outs resulted in increased collection efficiencywith 9.7 percent greater tonnage collected per laborhour.

To increase recycling participation in target neighbor-hoods, 1,200 central city households were convertedfrom 18 gallon bins to 95 gallon carts for recyclingservice. The growth in owner-occupied single-familyhousing in these neighborhoods improves the success ofrecycling. In 2007, comparisons show recycling tonnagesincreased 50 percent over the previous year.

Efforts to increase recycling have generated results.Recycling initiatives have resulted in the collection of:

• Over 200 tons of unwanted household electronicscrap, including computer and computer accessories.

• 43.5 tons of recyclables from festivals – more thandouble the 2006 totals.

• 1.2 million plastic bottles from Miller Park – a 14percent increase over 2006.

• Compost bin sale in partnership with Keep GreaterMilwaukee Beautiful.

Snow and Ice Control. Environmental Services con-ducts snow and ice operations to maintain safe roadwaysduring the winter months. The 2007 winter season wasa record maker with 77.8 inches of snow that requiredseven full plowings and 55 general ice control operations.Snow plowing operations impact the garbage andrecycling collection schedule as the same drivers andtrucks are used for each.

Service ImprovementsNuisance Cleanups. In a move to improve responsive-ness, Environmental Services assumed responsibility forabatement of City-owned vacant lots. EnvironmentalServices performed nuisance cleanups on 1,000 City-owned vacant lots averaging a three-day responsetime following notification from the Department ofNeighborhood Services.

Community OutreachRecycling with a Personal Touch Study.Environmental Services received a $43,500 grant fromthe U.S. Environmental Protection Agency to test theeffectiveness of personal contact in delivering recyclingeducation that changes behavior by increasing recyclingparticipation. The study uses the premise of socialmarketing suggesting that message source and personalcontact impact how a message is received and the resultsthe message generates. The study targets neighborhoodswith low recycling participation to receive recyclingeducation and outreach through different methods ofpersonal contact and measures their impact on recycling

participation. Keep Greater Milwaukee Beautiful servedas a project partner. The study will continue in 2008.

Cans for Cash City Recycling Challenge. For thefourth consecutive year, the City of Milwaukee participatedand won first place for the most aluminum cans collectedin the national recycling contest. The Cans for CashCity Recycling Challenge is sponsored by the U.S.Conference of Mayors and Novelis Corporation, theworld’s largest aluminum can recycler, to highlight thevalue of recycling. In 2007, the City collected1,385,328 pounds of aluminum cans or 47,101,152individual cans over the one-month collection periodfrom October 1-30, 2007. If stood end to end, the canswould form a line over 1,872 miles long stretchingfrom City Hall to the Grand Canyon in Arizona.Recycling these cans saved over 2,077 cubic yards oflandfill space and conserved the energy equivalent ofover 2 million gallons of gasoline. The City received thetop prize of $5,000 bringing the total Cans for Cashprize earnings to $25,000.

As a complement to the Cans for Cash nationalcontest, Environmental Services, in partnership withKeep Greater Milwaukee Beautiful, conducted a schoolrecycling competition with Milwaukee schools to collectaluminum cans for recycling. Eleven area schoolsparticipated and collected 60,724 cans. Winningschools included Walt Whitman Elementary School infirst place, Hawley Environmental School in secondplace and Lincoln Avenue Elementary School and St.Roman’s Catholic School tied for third place. Theseschools received cash prizes of $500, $250 and $100,respectively. In fulfillment of his promise, Walt WhitmanPrincipal Pat Rehl dressed in a skirt and danced the“can-can” for his students as a reward for earning firstplace for the second year in a row. In addition, partici-pating schools received a live performance for theirschools by “enviro-tainer” Jack Kaufmann who combinesmusic and multi-media to teach and inspire children ofall ages about the environment and recycling.

Nike Reuse-a-Shoe Program. EnvironmentalServices participated in the ongoing Nike Reuse-a-ShoeProgram to collect unwanted athletic shoes for recycling.Shoes are recycled into play surfaces for children anddiverted from the landfill. In 2007, 8,827 pairs ofathletic shoes were recycled bringing the total to29,600 pairs of shoes over the course of the four-yearprogram. Also, Environmental Services added eight newcollection sites in 2007 for a total of 33 collection sites.

Forestry

OperationsUrban Forest Management. Environmental Servicesis responsible for the maintenance and care of the City’surban forest which is made up of over 200,000 streettrees and 120 miles of boulevards and greenspace. In2007, Environmental Services pruned 48,515 trees,planted 3,708 new trees and removed 3,453 trees dueto hazardous condition, disease or storm damage.Boulevard landscaping included the use of 143,560annuals, 2,706 perennials, 18,000 bulbs and 728 shrubs.

Environmental Services operates a 160-acre City-owned nursery in Franklin equipped with 30,000 squarefeet of greenhouse space. The nursery grows the plantmaterial used on City streets and boulevards, includingannuals, perennials, trees and shrubs. In addition, plantmaterial is sold to neighboring municipalities and localorganizations. In 2007, the nursery produced and sold142,499 annuals generating $70,486 in revenue.

Environmental Services completed the fourth year ofa multi-year comprehensive inventory to document andclassify the City’s street tree population. In 2007, 37,500trees were inventoried bringing the total inventory toapproximately 120,000 trees or 60 percent of thepopulation. A complete citywide street tree inventorywill serve as a valuable management tool to directoperations, and a database will quantify the benefits ofthe City’s urban canopy.

Environmental Services partnered with the State ofWisconsin Department of Agriculture, Trade andConsumer Protection (DATCP) to continue theEmerald Ash Borer (EAB) survey. The city provided 15ash trees that were girdled or placed under stress toincrease vulnerability to the disease. No signs of EABinfestation were found. Environmental Services, alongwith DATCP and Wisconsin’s Department of NaturalResources, will continue to monitor for the presence ofEAB in Milwaukee. Other insect control activitiesincluded limited spraying for gypsy moth at targetedlocations.

2007 Professional Grounds Management Honor.The Professional Grounds Management Society(PGMS) presented Environmental Services with anhonor award in recognition of the care and managementof the City’s 120-mile boulevard system. The PGMSrecognizes outstanding professional accomplishmentand excellence in grounds management and promoteswell-managed landscapes throughout the country. Inparticular, the PGMS notes the challenges faced inprofessional grounds management. Operating in thepublic right-of-way, Environmental Services faces manychallenges, including landscaping around light poles andpower lines, ensuring traffic safety with proper sight

lines and set-backs, safeguarding workers amongoncoming traffic and repairing damage from de-icingagents, among others.

Gateway Signage Program. The Gateway SignageProgram is a public-private partnership between theCity of Milwaukee, Spirit of Milwaukee andMilwaukee’s leading companies. The Gateway SignageProgram is an opportunity for local companies tosponsor architectural signs on major boulevards or“gateways” in the City. Signs feature the Milwaukeemark or “Burke Brise Soleil” and include the corporatesponsor logo. The City receives one third of the saleprice from each sign with the proceeds dedicated toboulevard maintenance. Two new gateway signs wereinstalled in 2007. Mark Travel/FunJet sponsored a signat 6th Street and Kilbourn Avenue. A second sign,sponsored by We Energies, was installed on McKinleyAvenue at Hwy 43. A total of three signs are in place withthe first sponsored by the Milwaukee Brewers locatednear the airport on Howell and Grange Avenues.

Kilbourn Avenue Boulevard Segment.Environmental Services designed, constructed andlandscaped a new boulevard segment on East KilbournAvenue at Prospect Avenue. The new boulevard seg-ment was privately funded in an agreement with thedeveloper of the Kilbourn Tower Condominiums whoused the space for equipment staging during construction.The boulevard includes a public plaza with seating areas,a 60-foot lighted flagpole and large annual flowerdisplays. The landscaping also includes 19 new trees,hundreds of shrubs and perennials and an automatedirrigation system. The boulevard was recognized with aMayor’s Urban Design Award.

Service ImprovementsCode Enforcement on City-owned Vacant Lots.Environmental Services assumed responsibility forcontract cutting of tall grass and noxious weeds onCity-owned vacant lots from the Department ofNeighborhood Services. The 2,869 City-owned vacantlots were maintained on contract and cut twice monthlyin May, June and July and monthly in August andSeptember. Contractors are required to maintain aschedule and cut each lot a minimum of every 14 daysduring the height of the growing season.

Environmental Services also performs code enforcementof noxious weed, tall grass, hazardous tree, encroachmentand snow and ice ordinances on public and privateproperty.

In 2007, the following code enforcement violationswere issued:

• Hazardous tree condemnations – 842 notices issued• Noxious weeds – 8,996 properties inspected• Encroachments – 637 notices issued• Sidewalk snow/ice – 6,360 properties inspected

Community OutreachSustainable Boulevards. As part of Milwaukee’sStrategic Boulevard Plan, Environmental Servicesdeveloped a plan to protect the City’s 120-mile boulevardsystem. The plan restructures the boulevard system byincreasing tree canopy, adding large landscaped “signature”beds at strategic locations throughout the City, removalof low-impact flower beds to be replaced with trees andturf and conversion to automated irrigation systems.Environmental Services conducted a community outreachcampaign to present the plan to residents and solicitfeedback. Results indicated that Milwaukee’s boulevardsare highly important to residents and support for theboulevard plan was over 80 percent. The outreachcampaign included 30 public meetings citywide with atotal of 636 residents. The boulevard plan was approvedand included in the City’s 2008 budget. The plan willbe phased in over three years with implementationbeginning in 2008.

Designation of 13th Aldermanic District as theGarden District. Environmental Services assistedAlderman Terry Witkowski to designate the 13thAldermanic District as “The Garden District” of theCity of Milwaukee. In partnership with the alderman, agroup of district residents formed the GardenCommittee. The mission of the Garden Committee isto improve quality of life by preserving, extending andsupporting the gardening and beautification traditions ofthe residents, businesses and community organizationslocated in the 13th Aldermanic District. EnvironmentalServices drafted a designation plan to provide a visionand a work plan to guide the activities and priorities ofthe Garden Committee. The plan offered guiding prin-ciples to lead the district by focusing on beautification,stewardship and resource sharing. The goal was to createa garden district identity that fosters the expectation ofand raises the standard for beautification and landscapingon public and private property.

In its first season, the Garden Committee hosted twoperennial plant exchanges, sponsored a garden talk withMelinda Myers, the “Plant Doctor,” presented businesslandscape awards to 37 businesses to acknowledge theirlandscaping efforts and conducted a community plantingproject. The inaugural year accomplishments demon-strated the commitment and enthusiasm to improvingthe district. The Garden Committee joined the 13thDistrict Neighborhood Association, which re-brandeditself as the Garden District Neighborhood Association.

Formal designation was approved by the CommonCouncil and Mayor Tom Barrett.

Arbor Day Celebration. The City’s 42nd AnnualArbor Day Celebration was held April 25, 2007 atMaster Lock Company located at 2600 North 32ndStreet. Mayor Tom Barrett was joined by CarlineHannah, Human Resource Manager, Master Lock;Gloria McCutcheon, Southeast Regional Director,Wisconsin Department of Natural Resources; DebraBlanks, CEO, Social Development Commission; andKarole Kimble, Staff Assistant to Common CouncilPresident Alderman Willie Hines. The event featured theplanting of flowering pear trees to signify the redevelop-ment of the 30th Street Industrial Corridor and wassymbolic of the renewal efforts in the Corridor. Treesplay a vital role in beautification and streetscapeimprovements that retain and attract new businesses.

City/County Christmas Tree. The 94th annuallighting ceremony for the joint City/County ChristmasTree was held on November 14th at Red Arrow Park.The Christmas tree, a 38-foot Colorado blue spruce,was donated by resident Elaine Burrows in memory ofher husband. The tree was harvested by EnvironmentalServices on November 6th.

Environmental Services AccomplishmentsGreening of Norris Park. Environmental Servicesfunded the ‘greenfit’ of Norris Park as part of a federalappropriation for Green Schools, an effort to improveMilwaukee Public Schools playgrounds by replacingportions of asphalt with trees and turf. Norris Park,located between 18th and 19th Streets and KilbournAvenue and State Street, is a former Milwaukee PublicSchool site where only the asphalt playgroundremained. A total of 93,147 square feet of asphalt wasremoved. The area was seeded for turf and will be usedprimarily as a grass playfield. Environmental Servicesfunded the project while Buildings and Fleet RecreationServices managed the construction.

Environmental Services receives Ceres FoundationGrant. Environmental Services was awarded a$150,000 grant from the Ceres Foundation, Inc. to‘greenfit’ MPS schools. Environmental Services used theexisting federal appropriation to leverage additionalfunding for Green Schools. As a result of both federaland local foundation funding, Green Schools willreduce stormwater runoff from selected MPS schools,transform hardscape into playable surfaces and providevaluable shade and cooler temperatures for children toplay. Construction will take place in 2008 and 2009.

Environmental Services University – ExecutiveLeadership Development. Environmental ServicesUniversity (ESU), a customized training and developmentprogram, was expanded to include executive leadershiptraining. Executive leadership development focused onskill building in visioning, emotional intelligence,innovation, communication, strategic planning andmotivation. A total of 24 Sanitation and Forestry managers

participated in executive leadership development. ESU alsoincludes a management track comprised of an 11-coursecurriculum to provide professional enrichment, supervisoryskills enhancement and management training forSanitation and Forestry supervisors. First offered in2006, a total of 36 Environmental Services employeeshave completed the professional management training.

Need one environmental feature story here.

Frank P. Zeidler Municipal Building841 North Broadway, Room 701(414) 286-2400

Jeffrey Polenske, City EngineerClark Wantoch, Administration and Transportation Design Manager,Administration and Transportation SectionMartin Aquino, Engineer-in-Charge, Environmental SectionDale Mejaki, Infrastructures Operations Manager,Field Operations Section

Infrastructure Services Division2007

I nfrastructure Services Division is a front-lineoperational department that is responsible for thedesign, construction and maintenance of streets

and alleys, bridges, traffic signals and signs, street and alleylighting, and sanitary and storm sewers. This divisionundertakes a variety of tasks related to transportationplanning, ranging from nontraditional projects such astraffic calming to major roadway improvements.Additionally, this division is involved in almost everymajor private development that occurs citywide as itschedules projects and provides services vital to thegrowth, safety, comfort and quality of life within ourcommunity.

Expenditures in 2007$1,587,000 State & Federal Aid Bridges

$11,251,000 State & Federal Aid Major Streets$28,000 State & Federal Aid Sewers

$154,000 New Street Construction$1,693,000 New Sewer Construction

$26,000 New Streets Developer$112,000 New Sewers Developer$586,000 Bridge Construction Local

$5,565,000 Street Construction$746,000 Alley Construction$554,000 Sidewalk, Driveway, Curb Projects$818,000 Traffic Control Program

$5,578,000 Street Lighting$311,000 Underground Conduits$213,000 Underground Communications and

Electrical Manholes$19,502,000 Sewer Maintenance

Project Highlights for 2007• To support the development of the Menomonee

Valley Industrial Center as part of the redevelopment

of the Menomonee Valley, which is located east ofthe Miller Park ballpark, new roadway constructionwas undertaken on West Milwaukee Road, WestWheelhouse Road and South 36th Court. A community park, known as the Valley PassageProject, was developed with an emphasis onimproved bike and pedestrian access between adjacent neighborhoods.

• Construction was completed on the Miller ParkReversible Lanes/Variable Message Sign Project.This project provides the necessary traffic controlequipment, including overhead sign structures, staticsignage, pavement markings, IntelligentTransportation equipment and a variable messagesign to allow efficient parking lot operations andtwo-way traffic operation on West Canal Street duringstadium events.

• The division continued participation in the Kenosha-Racine-Milwaukee Commuter Rail AlternativesAnalysis/Project Development/EIS Phase. Thisstudy, sponsored by the counties and cities ofKenosha, Racine and Milwaukee, the WisconsinDepartment of Transportation (WisDOT) and theSoutheastern Wisconsin Regional PlanningCommission (SEWRPC), is intended to produce aDraft Environmental Impact Statement, refine theprevious alternatives analysis and further develop acommuter transportation project within the corridor.This study will be complete in early 2008.

• The division continues participation in a study ofdowntown transit improvements known as theMilwaukee Downtown Transit ConnectorAlternatives Analysis. This study, sponsored by theCity, Milwaukee County, the MetropolitanMilwaukee Association of Commerce and theWisconsin Center District, is investigating alternative

downtown fixed guide way transit improvementslinking multiple tourist and business venues. TheAlternatives Analysis is expected to continue through2008, culminating with selection of a LocallyPreferred Alternative. With local consensus, theproject could advance to the preliminary engineeringphase of project development.

• The Wisconsin Department of Transportation(WisDOT) was the lead agent for the MarquetteInterchange Freeway Project. Since the early 2000s,the City has participated in planning as the projectimpacted local roads and City utilities, followed byoverseeing the local construction/relocation workfor the roadways/utilities all while providing trafficmitigation. By the close of 2007, the majority of thisCity work was nearing an end. The City was proudto be part of such a large-scale project that is expectedto come in under budget and ahead of schedule inAugust 2008.

• In 2007, significant gains were made to support bikeinitiatives in the City of Milwaukee: over 20,000 bikeroute maps were distributed, 700 more bike rackswere installed bringing the total to 2,200 in the Cityand plans to develop two new bike paths werecompleted in 2007. In 2008, these two bike pathsare anticipated to be constructed--Kinnickinnic RiverBike Trail over the former Union Pacific Railroadright-of-way between South 6th Street and EastWashington Street and the Beerline Bike/Recreational Corridor between East Burleigh Streetand East Keefe Avenue.

• The Milwaukee Neighborhood Traffic ManagementProgram has been developed to address speeding onlocal streets and various traffic-calming efforts areavailable to improve the circumstances. Traffic-calming measures include education, enforcement,encouragement and engineering.

Infrastructure Improvements for 2007

Sewer Projects. The following improvements werefunded through the Sewer Maintenance Fund.

Hubbard Street Replacement Sewer: This projectwas performed to enlarge and replace a large combinedsewer and junction chamber near the outfall of one ofthe City’s largest combined sewer systems. The existing72-inch brick sewer and junction chamber originallybuilt in 1877 were replaced with a 78-inch reinforcedconcrete pipe and junction chamber. The total cost ofthis project was $1.3 million.

West Stevenson Street/Honey Creek Sewers: Thisproject was completed to correct a problem with thestorm sewer outfall located near North 79th Street andWest Mount Vernon Avenue. Testing of the outfallrevealed the presence of human fecal coliform bacteriabeing discharged to Honey Creek. The City immediatelylined the storm sewer from the outfall to a point 1,600feet upstream in the system. That was followed by therelay of the sanitary sewer along the same path. Thesanitary sewer was enlarged to increase the hydrauliccapacity of the system. The total cost of these projectswas $1,070,000.

Municipal Stormwater Total Suspended Solids(TSS) Reduction: As required by the WisconsinDepartment of Natural Resources, the City ofMilwaukee must implement a 40 percent reduction intotal suspended solids (TSS) in runoff that enterswaters of the state, as compared to no controls, byMarch 10, 2013. To this end, the stormwater unit ofthe environmental section has completed modeling ofthe portion of the City of Milwaukee within the separatedsewer area by using the Source Loading andManagement Model software.

To aid in its efforts to reach the 40 percent TSSreduction requirements, the City let and awarded acontract in August 2007 for $815,000 for the installationof 15 stormwater treatment units at different locationsthroughout the City.

Sanitary Sewer System Inspection: To conform tothe Milwaukee Metropolitan Sewerage District’s(MMSD) 2010 Facilities Plan goal of reducing infiltrationand inflow in sanitary sewer systems, the work began ona sanitary manhole inspection and rehabilitation programin 1998. The City has been divided into five areas to beinspected annually on a rotating schedule.

A contract was let in 2007 for the repair of 1,472sanitary sewer manholes at a cost of $1.3 million. Therehabilitation consists of replacing lids, installing chimneyseals and repairing defective brick work in the manholes.This needed repair work will help reduce infiltration andinflow and provide us with a more accurate assessmentof our existing facilities.

In 2007, a contract was awarded worth more than$200,000 to inspect the condition of approximately4,500 sanitary manholes. Based upon the findings ofthis condition report, a repair contract will be let in2008 to undertake manhole repairs.

Sanitary Lift Station Rehabilitation: In 2007, theCity awarded a sanitary lift station rehabilitation contractin excess of $227,000 for the City’s Bradford Beachfacility. The scope of work on this project involvedreplacing and installing submersible pumps, discharge

piping, valves, transmitter and guide rail system, sealingthe wet well, and securing the back-up fuel source forthe site. This project also required the installation of afully operational control cabinet.

Supervisory Control and Data Acquisition System:A Supervisory Control and Data Acquisition (SCADA)system that provides remote monitoring and control ofthe City’s five lift stations, 83 sanitary bypass pumps and15 rain gauges is now managed and updated by Citystaff. The SCADA system allows staff to remotelycontrol the lift stations and bypass pumps if necessary.In addition, it provides real-time information on theoperational status of each lift station and bypass pump.Rainfall information is also collected in real time and isprovided to MMSD for their use.

Traffic and Street Lighting ProjectsSummerfest Shuttle Bus Advanced ParkingGuidance System: During 2007, work continued onthe Summerfest Shuttle Bus Advanced ParkingGuidance System. This system will provide informationto drivers headed to Summerfest to identify availableparking in garages located near the shuttle route in thedowntown area. It is anticipated that this initialdeployment will spur the development of a morecomprehensive downtown parking management system.In 2007, the second phase of this project was approvedto expand the Advanced Parking System in downtownto parking garages that serve the Bradley Center,Midwest Airlines Convention Center and other parkinggarages near the Summerfest Shuttle Bus route andDowntown Trolley route. Design engineering for thisproject began in 2007.

Yield Lines: In the summer and fall of 2007, YieldLines were installed on the pavement with correspondingsigns on the side of the roadway at the unsignalizedmid-block Riverwalk crossings on East/West WisconsinAvenue, East/West Wells Street and East/West StateStreet and also on North 12th Street north of WestKilbourn Avenue. These improvements are intended toincrease the awareness of these pedestrian crossings toimprove motorist compliance with current traffic lawsand promote safety for pedestrians using the crossings.

Fire Vehicle Traffic Signal Preemption Devices: TheCity continued its program of installing fire vehicle trafficsignal preemption devices on primary fire responseroutes. As the fire vehicles approach, a continuous greensignal indication is displayed on the emergency route toclear the vehicular traffic at signalized intersections andgive the approaching emergency vehicles unobstructedtravel through the intersection. This program improves

response times for these emergency vehicles whileimproving safety for emergency vehicles as well aspedestrian and vehicular traffic at affected intersections.In 2007, the signal preemption devices were madeoperational at 51 locations under this program for atotal of 226 intersections.

Engine Compression Braking: The City is continuingthe installation of the Engine Compression Brakingsigns on highways leading into the City to advise truckersof the ordinance prohibiting engine compressionbraking on any street within the City of Milwaukee.We anticipate completion of the citywide installation ofthese signs in the fall 2008.

City’s Master Street Lighting Control System: In2007, work continued on the replacement of the City’sMaster Street Lighting Control System. An operationalprototype has been developed and is now in service. Thereliability of the current system, which was developedusing World War II-era technology to turn the streetlights on and off, is declining due to its age.Technological advancements will not only provide morereliable activation of street lights, but will also providemonitoring capabilities of system performance and assistin more efficient repair and maintenance of streetlighting facilities.

Street and Alley Maintenance ProjectsThe DPW maintains 1,450 miles of streets in the Cityof Milwaukee. Depending upon the condition of theroadway, the pavement may be patched, resurfaced orreconstructed. A computerized program is used toprioritize streets and alleys that need more than routinemaintenance. From this study, engineering staff generatesa list of streets and alleys needing to be paved. When apaving project has been approved by the CommonCouncil, both City and private utilities investigate thecondition of their facilities and, if warranted, thesefacilities are repaired or replaced in advance of thepaving project. If utility work is necessary, the paving iscoordinated with this work to minimize the impact tothe neighborhood and to the driving public. Once allutilities have completed their upgrades or new installations,the street is paved.

Notable Street Reconstruction Projects Completed:• West Bluemound Road – North Glenview Avenue to

North 66th Street• West Edgerton Avenue – South 13th Street to South

20th Street• South Layton Boulevard at West National Avenue• West North Avenue – West Fond du Lac Avenue to

North 24th Street

• West Villard Avenue – North Teutonia Avenue toNorth Green Bay Avenue

• South 6th Street from West Grange Avenue south toa point

• North 20th Street – West Highland Avenue to WestNorth Avenue

• South 35th Street – West Morgan Avenue to WestLakefield Drive

• North 76th Street – West Florist Avenue to WestClinton Avenue

Notable Bridge Projects:• West Bradley Road Bridge over Little Menomonee

River (completed)• State Street Bridge over Milwaukee River (completed)• Kilbourn Avenue Bridge over Milwaukee River

(ongoing)• North Teutonia Avenue Bridge over Union Pacific

Railroad, just south of West Mill Road (ongoing)• South 29th Street between West Montana Street and

West Cleveland Avenue (ongoing)• South 29th Street Bridge over the Kinnickinnic River

(ongoing)

Service Improvements for 2007Construction Management. Infrastructure ServicesDivision administered all construction facets of paving,sewer, water and grading projects, including constructioninspection, materials inspection, contractor paymentsand as-built plans. These services were performed for36 sewers, 17 water main and 23 paving constructioncontracts let by DPW.

Street and Bridge MaintenanceRoadway Maintenance. Various preventativemaintenance techniques were used to preserve the existingpavement and extend the useful service life of theroadway. The Slurry Seal method of seal coating asphaltpavements effectively seals the surface and has receivedfavorable acceptance by residents over previous methods.A limited asphalt surfacing was completed on eightmajor street locations using a Superpave asphalt, whicheliminates most of the rutting and shoving typically seenat intersections and in high-traffic areas. Requests forstreet patching repairs increased over 15 percent fromthe previous year. Approximately 10,560 tons of asphaltwas placed on City streets for repair activities. In addition,two Roadpatchers vehicles were utilized to repair potholesby performing a multi-step operation by one person.

Sidewalk Maintenance. A new procedure to eliminatevertical offsets along sidewalks was implemented in 2007in the central downtown area utilizing a horizontal cut

concrete saw. This self-contained sawing techniqueleaves a cleaner surface and is particularly effective oversurface grinding.

Bridge Maintenance. In 2007, pedestrian access wasimproved to the Menomonee Valley by the rehabilitationand reopening of the stairway on the 35th StreetViaduct leading down to West Canal Street. The re-deckingof the South 29th Street Bridge over the KinnickinnicRiver commenced in 2007 and provides access for theadjacent hospital and carries a critical fiber optic packet.

New traffic gates on the east side of the St. PaulAvenue Vertical Lift Bridge were installed to completethe conversion of this bridge to two-way traffic.

Bridge Operations. Providing a vital link to rivertraffic, operators conducted 13,163 bridge openingsin 2007 for commercial and recreational traffic on a24-hour basis.

Bridge and Structure Inspection. Field inspectionson 83, City-maintained bridges were completed inaccordance with the State of Wisconsin StructureInspection Manual and National Bridge InspectionStandards. Inspection reports were entered into theHighway Structures Inventory System database andcopies were submitted to Milwaukee County andWisDOT.

WisDOT performed a Level 2 Structure InspectionQuality Assurance review of the City of Milwaukee’sbridge inspection program and reported the City was insubstantial compliance with National Bridge InspectionStandards as well as Wisconsin’s laws, rules and policies.Biannual inspections of the City-owned parking structureswere completed in 2007 and resulted in recommendationsfor both short- and long-term repair needs.

Repair work was completed in 2007 on theMacArthur Square Parking Structure and consisted ofpainting the walls and columns; lane striping; trafficdeck recoating of worn floor areas; expansion jointreplacing; and repairing of concrete to the columns andwalls of the westerly half of the middle level.

Traffic and Street LightingTraffic Signal Services. Of the total 725 controlledintersections, the last electrical mechanical trafficcontroller was replaced in 2007 with a solid-statecontroller. New signal intersection controls wereinstalled at 6750 West Industrial Road to facilitatedevelopment expansion in the area and at the new 16thStreet Viaduct access into the Potawatomi Bingo Casinoparking structure, which features camera detection forleft turn actuation.

Street Lighting Services. Over 72,000 street lightsand 12,000 alley lights are maintained to ensure Cityneighborhoods and roadways are well lit. In 2007,approximately 3,150 underground troubles were report-ed and repaired, 400 light pole knock downs werereplaced or repaired, 5,000 street lighting lamps werereplaced in grouping or scattered locations and 2,400alley lights were replaced.

The downtown holiday lighting circuitry was ahigh-profile project in 2007. The Milwaukee DowntownBID #21 purchased new decorations this year and theirorganization was excited about seeing the final presenta-tion. New wiring and outlet hardware along with twodistribution cabinets were installed on West WisconsinAvenue between North 4th Street and North 10thStreet to meet the light-up ceremony deadline.

In November, the City experienced extremely highwinds and unfortunately a few steel harp poles fell in thedowntown area causing some property damage.Emergency crews responded and replaced all the steelpoles in the Cathedral Square area in a very short time.In addition, all the poles on the Wisconsin Avenue andNorth Avenue Viaducts were removed and replacementpoles installed as emergency remedial action. In addition,other installations were inspected and if necessaryreplaced to provide a continued safe environment.

Field Operations SectionThe Field Operations Section operates, maintains and

repairs the many infrastructure facilities located in thepublic way and river system. Responsibilities of the FieldOperations Section are wide ranging and include:

• Maintenance of the City’s streets, alleys and sidewalks.• Design, construction and inspection of street, alley,

sidewalk and bridge improvement projects.• Construction and maintenance of all public way

lighting, traffic control signals, traffic signage andpavement markings.

• Operation and maintenance of the City’s moveableand fixed bridges and viaducts.

• Operation of the Inventory/Stores function forStreet Maintenance, Sewer Maintenance,Underground Services, Electrical Services and WaterWorks including materials, parts, tools and supplies.

• Inspection of permitted utility construction andoccupancy in the public way.

Construction UnitThe Construction Unit administers all facets of

paving, sewer, water and grading projects. This includesconstruction inspection, materials administrationinspection, labor compliance, contractor payments,

pavement construction, erosion control plan approvaland inspection, as-built plans of record, maintenance ofa 156,000 record Road Life database and constructionmanagement. The Field Engineering Unit performsexisting roadway surveys, designs, as-built certificatesand construction staking.

Sewer and Water Construction. Constructionmanagement services, including field inspection, contractadministration and payment processing, were performedfor a total of 36 public sewer construction contracts and17 public water main construction contracts. Inspectionwas also provided for 0.6 miles of suburban and privatewater main installation.

Local Paving Construction. Construction managementservices, including field inspection, contract administrationand payment processing were performed for a total of23 contracts for street and alley construction.

State Paving Construction. The ConstructionSection also performs administrative duties onWisconsin Department of Transportation (WisDOT)projects within the City of Milwaukee. These functionsinclude construction management, design, inspection,contractor payment estimates, materials monitoring andreporting, as-built measuring and certificate completionand wage/labor verification. For select projects, surveyand design duties were also performed. Six WisDOTpaving projects were constructed this year including:

• West Bluemound Road – North Glenview Avenue toNorth 66th Street

• West Layton Boulevard and West National Avenueintersection

• South 35th Street – West Morgan Avenue to WestLakefield Drive

• West Villard Avenue – North Teutonia Avenue toNorth Green Bay Avenue

• North 20th Street - West Highland Avenue to WestNorth Avenue

State Bridge Construction. Two bridge projectswere commenced and one continuing bridge projectwas administered by the City of Milwaukee:

• South 29th Street Bridge over the Union PacificRailroad – 2008 completion

• North Teutonia Avenue Bridge over the UnionPacific Railroad – 2008 completion

• West Kilbourn Bridge over Milwaukee River –Commenced 2006 with 2008 completion

• West Wisconsin Avenue – North 4th Street to North10th Street

T he City of Milwaukee’s Crossroads Project waspresented with the Rudy Burner Award for UrbanExcellence on Tuesday, September 11th in the

Urban Plaza adjacent to the Marsupial Bridge, under theHolton Street Bridge. Ms. Emily Axelrod, BrunerFoundation Director presented Mayor Tom Barrett andthose instrumental in the creation of the project with aSilver Award and a $10,000 cash prize.

At the award ceremony Mayor Tom Barrett announcedthat Congresswoman Gwen Moore had recently secured$640,000 from Federal funds for the Marsupial Bridgeearmarked for projects of this type that need enhancements.A required local match of $160,000 for a total of $800,000would be spread over a five-year span. However, theamount of federal funds available each year is determinedannually by the Federal Highway Administration. The localshare will come from TID 22, which has allocated anadditional $1.12 million for enhancements to the MarsupialBridge. The City of Milwaukee will use the money to createa mid-span connection to Commerce Street and to makeimprovements to both approaches of the Marsupial Bridge.The $10,000 from the Bruner Foundation will be used tomake improvements to the Urban Plaza. The federal fundsand Bruner Foundation award require approval from theMilwaukee’s Common Council.

The Crossroads Project began in 1999 as an idea aboutcreating connections in the Brady Street area, which wasexperiencing revitalization. The project received the awardbecause it “represents an innovative use of often overlookedinterstitial spaces adjacent to urban bridges,” and “is theproduct of community involvement and the creative reactiva-tion of a brown field zone adjacent to a viaduct, and has

sparked new commercial investment.” The project consistsof an innovative bus shelter on Brady Street and VanBuren, the Marsupial Bridge and an Urban Plaza adjacentto the pedestrian and bicycle friendly bridge. The UrbanPlaza has been used by Wild Space Dance group, for bike-inmovies and other community activities.

The unique design for the Marsupial Bridge and UrbanPlaza was created by La Dallman Architects, with thestructural design provided by Bloom Consultants. The sleek,sweeping design by La Dallman connects two neighborhoods,the Riverwest area (including Kilbourn Park) and BradyStreet. One of the main components of the CrossroadsProjects is to connect and reconnect existing and emergingneighborhoods to natural amenities, i.e., Downtown andthe revitalized Brady Street commercial district.

To date, the project has received local, national, and inter-national recognition, confirming that the project has indeedimaginatively met and exceeded its goals, which include re-useof abandoned, derelict urban space; promote economicdevelopment; highlight and encourage use of natural amenities,and existing infrastructure, and to create a “green highway.”

The awards include two design awards from Wisconsin’sAmerican Institute of Architects, an EngineeringAchievement Award from the Wisconsin Section of theAmerican Society of Civil Engineers; a national DesignAward from the Association of Collegiate Schools ofArchitecture, and Mayor’s Urban Design Award.

The Crossroads Project was selected for the award by anational panel of experts from nearly 100 entries fromacross the country. La Dallman Architects spearheaded theproject’s submission with input from community activists,DPW staff, arts groups, City planners and others.

Milwaukee’s Crossroads Project Declared One of America’sTop Urban Places for 2007

Mayor Tom Barrett, James Dallman, La Dallman Architects; YanNenaydykh, Bloom Consultants; Grace La, La Dallman Architectsand Julilly Kohler are holding specially made plaques created for theRudy Bruner Award for Urban Excellence.

At the podium, Ms. Emily Axelrod, Bruner Foundation Director,speaks of the reason why the Crossroads Project was selected as one of theTop Urban Space for 2007. Behind her, left to right are Jeff Polenske,City Engineer; Mayor Tom Barrett, Julilly Kohler, CommunityActivist, Yan Nenaydykh, Bloom Consultants; Alderman MichaelD’Amato and James Dallman, La Dallman Architects.

The streetscape and asphalt resurfacing of WestWisconsin Avenue involved the main arterial of animportant business area located in the heart ofdowntown Milwaukee. Asphalt resurfacing was placed instages to allow two-way traffic and parking throughoutconstruction. In addition to concrete bus pavementpads and curb placement, special joint-patterned walkwas installed according to an overall architecturalstreetscape design.

Intersections were constructed with stamped andcolored pavement to complement crosswalks withspecial jointing patterns. Other streetscape featuresinstalled were tree wells, granite planters with wroughtiron railing and black iron trash receptacle and bikeracks. Specialty kiosks and harp street lighting installationis planned. As expected in an older commercial area,there was hollow walk present. These undergroundvaults directly under sidewalk may be an extension ofexisting historic buildings’ basements and had to bedealt with in a manner unique to each building beforeor during construction.

Streets and Bridges UnitStreet Maintenance Area. The Street MaintenanceSection administers three types of maintenance contracts:pavement seal coating; crack-filling; and asphalt pave-ment resurfacing. 2007 marked the ninth season of theSlurry Seal method of seal coating asphalt pavements,which has received favorable public and aldermanicreaction and very few complaints. City streets received255,426 square yards of Slurry Seal in 2007. Under thecrack-filling contract, a contractor crack-filled 399,586square yards of pavement throughout the City utilizinga rubberized joint seal.

Asphalt resurfacing occurred on the following streets:

• North 60th Street between West Appleton Avenueand West Burleigh Street.

• East Locust Street from North Holton Avenue andNorth Humboldt Boulevard.

• West Washington Street between South 5th Streetand South 6th Street.

• West Mineral Street between South 9th Street.• South 11th Street, South 9th Street between West

National Avenue.• West Mineral Street, South 6th Street between West

Washington Street and West Scott Street.• West Edgerton Avenue between South Howell

Avenue and South 6th Street.• South 60th Street between West Howard Avenue

and West Waterford Street.

A total of 4,220 tons of asphalt was placed with thismaintenance effort. Superpave asphalt was utilized onthese projects to eliminate most of the rutting and

shoving typically seen at intersections and in high-trafficareas.

Street Maintenance Section field crews placed anadditional 10,560 tons of asphalt on City streets. Repairprojects included asphalt shims on roadways, asphaltshims on sidewalks, small asphalt patches and potholerepairs. In addition to utilizing asphalt patch trucks,Street Maintenance continues to utilize two Roadpatchers,a one-person vehicle that can patch potholes. This vehicleuses compressed air and blows out any debris from apothole; then an asphaltic emulsion is sprayed into thepothole, followed by a mixture of emulsion and stone.This repair is finally topped with limestone chips thatallow traffic to immediately drive over the repair.

Street Maintenance continues to consolidate servicesand utilize manpower more efficiently in the new DPWField Headquarters building at North 35th Street andWest Capital Drive. This shared headquarters has madeit is easier to adjust and share crews as the workloadthroughout the City fluctuated on a daily basis.Personnel are shared between the DPW departments,working out of the new DPW Field Headquartersbuilding, Street Maintenance, Sewer Maintenance,Building Maintenance, Construction Section and theWater Department. All of these departments have allbeen able to assist each other as emergencies occurredthroughout the City.

Street Maintenance Section has continued to makeimprovements in tracking customer requests. All servicerequests phoned into the City of Milwaukee areanswered by the Call Center at (414) 286-CITY.Telephone calls for pothole complaints, offsets alongsidewalks, guard rail problems and pavement concernsare recorded into a database by the Call Center. Oursupervisors access this data via computer a minimum oftwice daily. Utilizing the services of the Call Center hasimproved our record keeping and tracking of complaints,aldermanic service requests and City Attorney claims.Our patching lists now have an associated barcodeand this allows us to close out patching request moreeffectively. The number of calls regarding potholescoming into the City’s Call Center went up from 9,339calls in 2006 to 10,774 calls in 2007. This represented a15 percent increase in the number of calls.

Street Maintenance crews continued to utilize oursidewalk grinder on offsets along City sidewalks. Thesidewalk grinder has been used to correct water flowproblems along curb flanges, within alleys and alongapproaches to our bridges. This year Street Maintenancehas tried a new procedure to eliminate offsets alongsidewalks. Some sidewalks with offsets were removedutilizing a concrete saw to eliminate the offset. Thistechnique was particularly effective in downtownMilwaukee and was done prior to the WheelchairConvention.

The Inventory Section for DPW is now part of theStreet and Bridge Unit. The section orders, stocks,distributes and tracks all inventory materials for StreetMaintenance, Bridge Maintenance, Sewer Maintenance,Building Maintenance, Electrical Services, ConstructionSection and the Water Department.

Bridge Maintenance Area. This section is responsiblefor over 220 structures maintained by the City ofMilwaukee, including routine daily and seasonalmaintenance and response to bridge emergencies 24hours a day, 7 days a week. These structures span navigablewaterways, the extended watershed and highway orrailroad grade separations. Most critically, the Cityoperates 21 movable bridges on a year round basis.

The Bridge Maintenance crews are responsible forregular and preventative maintenance associated withour movable bridges, fixed bridges and viaducts. Theseduties include repairing or replacing failed expansionjoints, removing delaminating concrete, cutting andpatching concrete flaws, removing snow from the sidewalkarea of our bridges and viaducts, removing graffiti fromCity-owned structures, removing weeds , grass cuttingalong bridge approaches, cleaning of drains along ourbridges, cleaning up of pedestrian bridges and the cleaningof expansion joints at the ends of our bridges and alongthe entire length of our viaducts. In 2007, this groupmodernized their snow clearing operations. They areresponsible for snow clearing of the sidewalks alongCity-owned bridges and viaducts, including any associatedstairways. Some equipment was updated and newequipment was added to our fleet. These improvementsincreased the efficiency of the snow clearing operationand reduced the time needed to clear snow from the220 City-owned bridges.

In 2007, scheduled bridge maintenance projectsincluded the rehabilitation and reopening of the stairwayon the 35th Street Viaduct leading down to CanalStreet; removal of the stairway on the 16th StreetViaduct leading down to Bruce Street; and repair of theexpansion joint at southeast corner of the 27th StreetViaduct. Another major project was the re-decking ofthe South 29th Street Bridge over the KinnickinnicRiver. This bridge carries daily hospital traffic and supportsa critical fiber optic packet. Bridge electricians rewiredseveral bridges starting with the Plankinton BasculeBridge, which included centerlock and platform wiring.They also eliminated trouble spots in existing wiringdesign for the traffic gates on the Wells Street VerticalLift Bridge. Bridge electricians installed traffic gates onthe east side of the St. Paul Avenue Vertical Lift Bridgeto complete the conversion of this bridge to two-waytraffic. Crews also repaired and rehabilitated variousstructural elements of our movable and fixed bridges.Scour components of various bridges were rebuilt and

refortified.Bridge maintenance crews performed work for other

DPW divisions and other City agencies. Repair workand painting were performed at the Linnwood andHoward Avenue Purification Plants. Repair work wasperformed on Police Department buildings, FireDepartment buildings, City Hall, DPW parking structuresand Health Department buildings. Bridge painters alsorespond to complaints of graffiti and work in conjunctionwith the Department of Neighborhood Services. DPWassigns a vehicle and two painters to abate graffitilocations. They respond to complaints called in to theGraffiti Hotline, direct calls from citizens and referralsfrom aldermen.

Bridge Operations Area. In 2007, operators conducted 13,163 bridge openings for commercial andrecreational traffic. Eight of the twenty-one movablebridges can be remotely operated from a hub bridge.We continue to update bridge electrical layouts andcircuit designs to current design practices. This increasesreliability in the operation of our movable bridges.The bridge operator maintenance crew and bridgeelectricians have moved into the City facility located at1540 West Canal Street.

Inspections Area. The Inspection Section handlednearly 11,000 construction permits in 2007. In additionto construction permits, the Inspection Section reviewsspecial event permits such as block parties, walk/runsand parades. Contractors working in the location ofspecial events are notified of the event and directed tocomplete their work or close up their excavations so asto cause little or no disruption.

Structural Design UnitThe Structural Design Unit designs and prepares contract documents and performs construction admin-istration for a wide variety of projects involving bridges,retaining walls, parking structures, riverwalks and otherstructures. The unit develops a Capital ImprovementProgram and performs safety inspection for all City-maintained bridges and City-owned parking structures.It also maintains plans and other records for the City’sbridges, parking structures, retaining walls, dock walls,riverwalks and other structures.

Bridge Design and Construction. The rehabilitationof the historic State Street Bascule Bridge over theMilwaukee River was substantially completed and opento traffic in the summer of 2007. The State StreetBridge has been designated a historic structure, is theoldest remaining Milwaukee-style trunnion basculebridge, and was the first bridge in the City to exhibit

architectural features to enhance the bridge aesthetics.The rehabilitation included repairing the structural,mechanical, electrical, and architectural elements of thishistoric bridge.

The Kilbourn Avenue Bascule Bridge is also designatedan historic structure and construction work started inearly 2006 to rehabilitate the structural, mechanical,electrical components of the bridge and restore theaesthetic features that warrant the historical designation.The Kilbourn Bascule Bridge was closed to traffic in thesummer of 2007 after the adjacent State Street Bridgewas reopened to traffic. Rehabilitation work is expectedto be completed in spring of 2009.

A contract for the rehabilitation of the WestBluemound Road Bridge over Honey Creek was let inFebruary and construction started in April. The projectconsisted of concrete repairs to the super and substructureand replacement of the timber and steel railing withdecorative, crash-tested concrete railing. The rehabilita-tion was completed in fall 2007.

A contract for the rehabilitation of the TeutoniaAvenue Bridge over the Union Pacific Railroad was letin May and construction started in August. The projectconsists of redecking the bridge, painting the super-structure, repairing the concrete substructure, providingnew bridge railing, and asphaltic slope paving. Theconstruction will occur in two phases to allow traffic toremain open on the bridge at all times. The rehabilitationis expected to be completed in July 2008.

A contract for the replacement of the South 29thStreet Bridge over the Union Pacific Railroad was let inMay. The contract documents required the existingdeteriorated bridge to be replaced with a single span,cast-in-place rigid fame bridge, increasing the verticalrailroad clearance under the bridge. The contractorsubmitted and was granted approval for a CostReduction Incentive that incorporated a single span,precast tee beam bridge with composite cast-in-placetopping. This type of hybrid bridge has previously beenused in a few states and is the first use of this concept inthe State of Wisconsin. Construction work is scheduledto start in February 2008 with completion in July.

Preliminary engineering work continued for thereplacement of the Highland Boulevard Bridge over theCanadian Pacific Railway. The new bridge will be athree span precast girder bridge with aesthetic upgradesincorporated in the bridge railing and vertical wall surfacesof the piers, abutments, and retaining walls. Bids for theproject are expected in July 2008 with construction tobe completed in the fall of 2009.

Preliminary engineering work continued for thereplacement of the Humboldt Avenue Bridges overRiverboat Road and the Milwaukee River. TheRiverboat Bridge will provide increased vertical clearanceunder the bridge while maintaining an adjacent ramp for

access to Riverboat Road. The two bridge replacementsand associated retaining wall work will be let as oneproject to minimize traffic disruption to the area. Bidsfor these bridge projects are expected in August 2008with construction to be completed in late fall 2009.

Preliminary engineering work continued for therehabilitation of the North Teutonia Avenue Bridgeover Silver Spring Drive. The proposed work includesreplacing the bridge slab, replacing the steel railing withcrash-tested rails, and incorporation of a single pointintersection to reduce the traffic accidents at the site.Bids for this project are expected in May 2008 withconstruction to be completed in fall 2008.

Final plans, specifications and cost estimated weresubmitted for the rehabilitation of the North ProspectAvenue Bridge over Oak Leaf Trail. The work willconsist of replacing the concrete-filled steel grating witha new concrete deck, painting the structural steel andmaking repairs to the substructure elements. Bids for thisproject are expected in March 2008 with constructioncompleted in fall 2008.

Final plans were prepared for the rehabilitation of theSouth 29th Street Bridge over the Kinnickinnic River.The project consists of replacing the deteriorated bridgedeck, painting the superstructure and modifying therailing to provide a code-required 42-inch height.Construction work is being performed by City forcesand work is expected to be completed in 2008.

The construction contract for the repair of the steelpiling for the Becher Street Bridge over theKinnickinnic River was completed in 2007. The workconsisted of providing a reinforced concrete jacketaround the deteriorated steel piling for increasedstrength and protection from future corrosion.

Bridge rehabilitation reports were prepared, submittedand approved by the Wisconsin Department ofTransportation (WisDOT) for the Teutonia AvenueBridge over Silver Spring Drive, the Hampton AvenueBridge over Lincoln Creek, and the Lincoln AvenueViaduct over Union Pacific Railroad. Preliminary plansand a structure survey report were prepared, submittedand approved by WisDOT for the replacement of theForest Home Avenue Bridge over the KinnickinnicRiver. The bridge is designated an historic structure andwill be replaced with a bridge matching the originalgeometrics and aesthetics incorporating lannon stoneveneer on the bridge parapets and exterior wall faces.

Bridge Inspection. This unit performed inspectionon 83 bridges maintained by the City. The bridgeinspection reports were entered into the HighwayStructures Inventory System (HSIS) database andcopies were submitted to Milwaukee County andWisDOT. The bridge inspections were performed inaccordance with the State of Wisconsin Structure

Inspection Manual and National Bridge InspectionStandards. Copies of the reports and photos of thedeficiencies were given to City Bridge Maintenance fortheir use in scheduling and prioritizing repair work.

WisDOT performed a Level 2 Structure InspectionQuality Assurance review of the City of Milwaukee’sbridge inspection program and reported the City was insubstantial compliance with National Bridge InspectionStandards and Wisconsin’s laws, rules and policies.

In an effort to have all bridges inventoried in theirdatabase, WisDOT requested municipalities also enterpedestrian bridges in the HSIS.. Previously, only vehicularcarrying bridges were included. To accomplish thisrequirement, Structure Inventory Data forms, electronicplans, and bridge elements for 10 City of Milwaukee-owned pedestrian bridges were submitted and enteredinto the HSIS site.

Parking StructuresThis unit completed the biannual inspections of theCity-owned parking structures in 2007. The inspectionsadopt a report format similar to that used for bridgeinspections with major and minor elements of theparking structure given a numerical evaluation rating.Recommendations were given both for short- and long-term repair needs accompanied by pictures identifyingthe deteriorated condition. Using the informationgathered from the inspections, recommendations weregiven to Parking Administration both for short- andlong-term repair needs, and the information was used toprepare a Capital Improvement Program for the parkingstructures.

Final plans and specifications were prepared and acontract was let for repair work on the MacArthurSquare Parking Structure. This work consisted of paintingthe walls and columns, lane striping, traffic deck recoatingof worn floor areas; expansion joint replacement, andconcrete repairs to the columns and walls of the westerlyhalf of the middle level. This work was completed inNovember and is a continuation of a multi-year programto provide a safer and brighter appearance for the parkingstructure.

Miscellaneous Structures. This unit continued toprovide engineering review and contract administrationfor the Department of City Development in connectionwith the Milwaukee Riverwalk initiative. The unit’sresponsibility included review and recommendationsfor approval on all contracts, plans and specifications,construction budgets, change orders, payments, shopdrawings and construction field reports for the Riverwalkdevelopment. The following Riverwalk projects hadactivity in 2007:

Preliminary plans and budgets were reviewed for the

Edge Riverwalk located on the west side of theMilwaukee River upstream of the Holton Street Bridge;the Switch House Riverwalk located on the west side ofthe Milwaukee River upstream of the McKinley StreetBridge; the Brewers Point Apartments Riverwalk locatedon the west side of the Milwaukee River downstream ofthe Lakefront Brewery; the Aloft Riverwalk located onthe west side of the Milwaukee River between JuneauAvenue and McKinley Street; and the First PlaceRiverwalk located at 100 West Seeboth Street along theMilwaukee River. Payment requests were reviewed forthe River Renaissance Riverwalk at 102 North WaterStreet on the east side of the Milwaukee River.

Structural analysis was performed for various repairand construction projects, including bridges, hollowwalks, public buildings, firehouses and bridges withoverload vehicles. The following is a summary of someof those projects:

Plans were reviewed and comments provided for thestructural modifications required for a replacement liftelevator to meet ADA requirements at the City Hall mainentrance. Structural inspection and recommendationswere given for deficiencies noted in the concretecolumns of the Milwaukee Fire Department RepairShop located at 1st Street and Virginia Street. Plans werereviewed and estimates were verified for a proposedbridge over the Menomonee River and a tunnel underthe Canadian Pacific Railroad tracks, which would bepart of the proposed Menomonee Valley Passage. Thebicycle and pedestrian trail would allow users to accessthe Hank Aaron State Trail from the south side ofMilwaukee, near 39th Street and Pierce Street. A reportwas prepared at the request of Buildings and FleetServices to evaluate the structural condition of the lowerparking level garage slab of the Zeidler MunicipalBuilding. The report contained results of the investigation,repair alternatives, cost estimates, recommendations andproposed staging plan.

Analysis of bridges by this unit for permit overloadvehicles continued as the numbers of permit applicationsand enforcement has increased. In 2007, 410 bridgeanalyses of overload vehicles were performed. The over-load review and analysis process was streamlined by thisunit to allow a timely response to the permit desk toavoid trucking delays.

Electrical Services UnitElectrical Services serves the City of Milwaukee by over-seeing the operation, maintenance and installation offacilities and equipment related to street and alley lighting,traffic control signals and street signage. The entireElectrical Services staff has the necessary dedication andprofessionalism needed to add to the quality of life forthe people who live and work in the City of Milwaukee.

Traffic Signal Services. The Traffic Services areaoperates and maintains 722 controlled intersections inthe City of Milwaukee. This unit performed therequired traffic signal work to accommodate variousconstruction improvement projects including:

• Streetscape project on North Holton Street (WestReservoir Street to West Center Street).

• Streetscape project on West Greenfield Avenue.(South 16th Street to South 27th Street).

• Completed Phase III and started Phase IV of theWisconsin Avenue streetscape featuring the countdownpedestrian heads.

• Replaced the last electrical mechanical traffic controllerwith a solid-state controller. This project began in 1975and was escalated in 1985. The City has changed atotal of 725 controllers. A new dual intersection wasinstalled at 6750 West Industrial Road.

• A new intersection was installed on the 16th StreetViaduct into the Potawatomi Bingo Casino parkingstructure, which features camera detection for leftturn actuation.

• Assisted in the construction of the Miller Park“reversible lane” project.

• Work began on numerous paving projects includingSouth 35th Street (Morgan Avenue to LakefieldDrive), North 20th Street (Highland Avenue toNorth Avenue), West Edgerton Avenue (South 13thStreet to South 20th Street), West Edgerton Avenue(Howell Avenue to 6th Street), West BluemoundRoad (North 66th Street to North GlenviewAvenue) and 6th Street & Grange Avenue.

• Work continued on the Marquette Interchangeproject, which included the completion of five newintersections, plus various off and on ramps andadding turn arrows.

• A total of 22 intersections were wired with overheadlines to facilitate paving and other constructionprojects.

• Installed power connections for 16 cameras and/orrepeater sites for the Milwaukee Police Departmentcamera initiative.

Traffic Sign Shop. The Traffic Sign Shop overseesthe fabrication, inventory, installation and maintenanceof all the traffic, parking and specialty signage in theCity as well as the painting maintenance of all trafficcenterlines and lane lines and crosswalks. In 2006, thefollowing was accomplished:

• Completed 90 percent of the crosswalk and arrowpainting program.

• Currently, completed 490 replacements, or 95 percent,of the school sign replacement program, which startedin 2006. Currently, completed 1,225 replacements,

or 95 percent, of the stop sign replacement program,which started in 2006. Printed 400 signs for theElection Commission.

• Installed 1,800+ Hank Aaron bike trail signs for theState Department of Natural Resources.

• Installed approximately 75 banner brackets onWisconsin Avenue/ Mason Street to the River.

• Installed various temporary or specialty signs fornumerous events held in the City requiring approxi-mately 30 percent of the department’s resources.

Machine Shop. The Machine Shop provides supportfor routine and specialty machining services for theElectrical Services group, including:

• Designed and fabricated a new type of mast arm forWest Capitol Drive.

• Acquired new equipment from the Port ofMilwaukee for improved efficiencies in the department.

• Repaired numerous pole and bases for the MarquetteInterchange project.Fabricated over 20 JR-style mastarm poles for the Traffic Signal Shop.

• In-house repair of the directional boring machinesfor additional cost savings to the department.

• Built special traffic arms for Potawatomi BingoCasino parking structure’s ramps and signals.

Street Lighting Services. Street Lighting operates andmaintains over 72,000 street lights, 12,000 alley lightsand associated facilities to ensure City neighborhoods androadways are well lit. Personnel responded professionallyaround the clock to citizen requests, alderperson’s servicerequests, contractor damages and departmental priorities.• In 2007, approximately 3,150 underground troubles

were reported and repaired; 400 light pole knockdowns were replaced or repaired; 5,000 street lightinglamps were replaced in grouping or scattered locations;and 2,400 alley lights were replaced or repaired, as wellother needed electrical maintenance for sub-stations,transclosures and damages caused by contractors orother City forces.

This unit performed the required street lighting workto accommodate various major construction improvementprojects, including:

• West St. Paul Avenue (Plankinton Avenue to 5thStreet), West Clybourn Street (North James LovellStreet to 6th Street), North 11th Street (Wells Streetto Wisconsin Avenue), North 11th Street (WisconsinAvenue to Tory Hill Street), including the abandon-ment of old North 11th Street, which required theconstruction and energizing of a new transclosures,new cabling and removal of all fixtures, arms andpoles. North 10th Street (Wisconsin Avenue to ToryHill Street) was also completed and opened on

schedule.• Amtrak Station project was done in conjunction with

the repaving of West St. Paul Avenue (North 5thStreet to 8th Street), which also included the openingof the new freeway ramp at 8th Street and St. PaulAvenue. This work was completed in an extremelyshort span of time because of conflicts with otherconstruction entities that greatly reduced the timeallotted to Street Lighting before the imposeddeadlines.

• West Wisconsin Avenue Streetscape, extended from4th Street to 10th Street with an accelerated deadlineimposed on the department with very short notice.Electrical Services personnel responded to thischallenge and installed new double harps, lanternsand poles along the entire route in the time requiredwithout a single problem.

• West Capitol Drive (Fond du Lac Avenue to 60thStreet) with new harp poles, hi-level poles, harpfixtures and lanterns. This project also included anew distribution cabinet for outlet circuitry as well asoutlet cabling and the installation of outlet hardwareon each pole.

• The downtown holiday lighting circuitry was ahigh-profile project. The Milwaukee Downtown,Bid #21, purchased new decorations this year andtheir organization was excited about seeing the finalpresentation. New wiring and outlet hardware, alongwith two distribution cabinets were installed onWisconsin Avenue from 4th Street to 10th Streetbefore the important light-up ceremony.

• North 76th Street (Florist Avenue to ClintonAvenue) and South 76th Street (Oklahoma Avenueto Howard Avenue). All pole work and overheadwiring was installed on time for both projects, alongwith some added pole moves and the rerouting ofoverhead lines. Also, these two jobs were “StateProjects” and additional pressure was added becausepenalties for delays could have been applied to thecontractors. Work was completed within a very tightconstruction schedule.

• The Greenfield Avenue and Holton Avenuestreetscape projects were continually delayed throughthe course of the construction season. Approval wasfinally given to begin in August with a projectedfinish date in November. Various Line Crew, PoleCrews and Boring Machine Crews completed all thework necessary for the contractors to fulfill theircontracts, plus assisted with requests for additionalwork to solve problems not foreseen in the planningprocess.

• Late in November, the City experienced extremelyhigh winds. Unfortunately, a few steel harp poles fellin the downtown area causing some property damage.With extreme pressure from the local media, citizens

and the elected officials as a backdrop, crewsresponded by replacing all the steel poles in theCathedral Square area in a very short time. In addition,all the poles on the Wisconsin Avenue Viaduct, whichwere also suspect, were removed and 16 replacementpoles were installed. Another area where steel polesneeded attention was on the North Avenue Viaductwith all 32 poles removed and temporary polesinstalled as an emergency remedial action. Thischallenge was accomplished in a short span of timebefore any additional pole failures occurred plus allsteel poles installed in the City were inspected and, ifnecessary, replaced to ensure a safe environment forthe citizens of Milwaukee.

• During fiscal 2007, approximately 67,000 feet of2.5-inch conduit was installed along with 311,000feet of multiple cables and an additional 50,000 feetof series cable for various paving and cabling projects.

• Each year the City becomes more high-tech. Thisyear, assistance was provided to DPW Parking for theinstallation of 103 automated parking meters. Theseunits run off a battery during the day and arecharged up at night from the street lighting circuitry.Each unit required excavation from a City light polefor the installation of the conduit and wiring for thesecharging circuits. Crews met the goals of parking’sextremely tight construction schedule and wereproud to assist with this vanguard project.

T he Milwaukee Water Works, a self-financingenterprise owned by the City of Milwaukee,provided 35 billion gallons of pure drinking

water to Milwaukee and 15 communities in southeasternWisconsin in 2007.

The utility disinfects Lake Michigan water with ozoneand completes treatment with coagulation, settling andfiltration. The Milwaukee Water Works is regulated bythe Public Service Commission of Wisconsin (PSC), theU.S. Environmental Protection Agency (EPA) and theWisconsin Department of Natural Resources (DNR).

Nationally Known for Pure Drinking WaterMilwaukee’s drinking water is recognized nationally

for its high quality. The Milwaukee Water Works invested$210 million in treatment and distribution systems inthe past decade to ensure this high quality.

The Milwaukee Water Works performs continuousmonitoring of the treatment process and water qualitycharacteristics, collecting thousands of test measurementsdaily, most of them exceeding what is required. Theutility continually meets EPA requirements to test for90 regulated contaminants and voluntarily tests forover 500 non-regulated contaminants. Most of thecontaminants are not detected. Milwaukee was one ofthe first utilities in the United States to test for pharma-ceuticals and personal care products in its source waterand treated water.

In January, the EPA notified Milwaukee that itswater quality monitoring system was in full compliancefive years ahead of time with new regulations to controldisinfection byproducts. The Milwaukee Water Workswas able to accomplish this as a result of its rigorouswater quality monitoring.

The utility maintains interagency relationships withcity, state and federal health, and environmental agenciesto monitor public health and drinking water quality.

The Value of a Well-run Water UtilityMilwaukee water is a great value. Five gallons of

Milwaukee’s ozone-purified water cost 1 cent. With anaverage daily use per person of 50 gallons, the daily costper person is about 10 cents.

The Milwaukee Water Works reduces the tax rate inthe City of Milwaukee. In 2007, the utility made a $7.8million payment to offset the City tax levy, reducingthe tax rate by $0.26 per thousand dollars of assessedvaluation. The utility pays other City departments forservices it uses and for the payment of employee benefits.

While public health is the primary consideration inthe delivery of Milwaukee water, the Milwaukee WaterWorks systems are designed to also provide enoughwater to suppress a major fire anywhere in the servicearea.

Utility OrganizationWater Treatments Plants. The Milwaukee WaterWorks disinfects Lake Michigan water at two treatmentplants. The Linnwood Treatment Plant has a ratedcapacity of 275 million gallons per day (MGD) and theHoward Avenue Water Treatment Plant has a ratedcapacity of 105 MGD. Average pumpage by the utilityin 2007 was 115 MGD.

Water Quality Section. Chemists, microbiologistsand laboratory technicians conduct continuous processcontrol monitoring and validate the measurements inthe laboratories. The Water Quality Section is proactivein expanding its monitoring of unregulated contaminantsand its screening program to include EndocrineDisrupting Compounds, brominated flame retardantsand pharmaceuticals.

Distribution. Field crews focus on scheduled preventive maintenance and emergency repairs to theunderground water piping system throughout

Zeidler Municipal Building841 North Broadway, Room 409(414) [email protected]

Carrie M. Lewis, M.Sc., SuperintendentLaura Daniels, Administration and Projects Manager

Milwaukee Water Works2007

Milwaukee and the utility’s retail customer suburbs.Distribution crews inspect and maintain approximately20,000 fire hydrants.

Water Engineering. Water engineers provide aninternal resource, responsive to applied research needsand coordinating the Capital Improvements Program(CIP). The CIP projects are planned to increase efficiencyand maintain the reliability of the entire MilwaukeeWater Works system.

Business Section. Employees working from theZeidler Municipal Building provide accounting, customer service, billing and collections, and marketingand public outreach.

Meter Services personnel work to ensure that watermeters are operating properly and accurately representwater usage. Services include meter reading — bothautomated and manual — meter testing and repair, andproviding emergency water supplies to industrial andcommercial customers.

Upgrades to the Milwaukee Water Works CustomerInformation System provided enhanced flexibility andaccounting integrity for fees billed on behalf of the Cityon the Municipal Services Bill. In 2007, the MilwaukeeWater Works began an online payment option usingMasterCard or eCheck at its Web site,www.water.mpw.net. Customers gained the option ofcontacting Milwaukee Water Works through an emailaddress, [email protected], and may viewaccount balances, make address changes and monitorwater use using the Web site.

A Leader in Using Water WiselyThe Milwaukee Water Works, an EPA WaterSensepartner, has devised and implemented strategic initiativesin supply-side conservation to optimize water use. TheUsing Water Wisely program, combining operationalimprovements and public education, has graduallyincreased savings of treated water to a current estimateof 500 million gallons each year.

Milwaukee has an ample supply of water and treatmentcapacity. The entire water service area is within theLake Michigan watershed. As a steward of the resource,the Milwaukee Water Works has focused on supply-sideconservation, making improvements to save millions ofgallons of water that would take customers decades toequal. Water use in Milwaukee decreased from 50 billiongallons pumped in 1970 to 35 billion gallons pumpedin 2007 due to the loss of wet industry and changes inresidential use patterns. This is yet another reason toidentify and initiate supply-side conservation measures.

The Milwaukee Water Works saved millions of gallonsof water and prevented injury and property damage with

a multi-year public education campaign to reduceillegally opened fire hydrants. Illegal openings ofhydrants wasted an estimated 447 million gallons oftreated water in 2006, when 745 illegally openedhydrants were reported during hot weather periodsbetween May and August. A campaign with the Fireand Police Departments and Milwaukee Public Schools,and the installation of hydrant locks, had the desiredeffect. In 2007, there were 165 illegal openings, wastingan estimated 99 million gallons of water. This was 348million gallons fewer than in 2006. The water savingscontinue. The American Water Works Association(AWWA) Wisconsin section presented the MilwaukeeWater Works with a 2007 Utility Special AchievementAward for the successful program.

The water treatment plants utilize 40 dual mediafilters, which require approximately 1,500 backwashesper year. A combination of extending filter run timesand optimizing the length of the backwash cycle waspiloted in 2004 and implemented in 2005 after it wasdemonstrated there was no adverse impact to waterquality from these process changes. Since 2005, thetechniques have saved over 580 million gallons oftreated water—165 million gallons each year.

The Milwaukee Water Works provides conservationinformation to customers. The public education programadvises them to watch for and fix leaks and to protectpipes and meters from freezing. Customers can trackand compare quarterly water use by accessing theiraccount online at www.water.mpw.net. Each year, staffcounsels 2,000 customers about high water use andvisits 3,000 homes to identify plumbing leaks. Monthlymeter reads of the 1,000 largest customers comparecurrent to past use and any changes in seasonal ormonthly patterns are reported for corrective action.Meters are tested for accuracy on a regular basis.

The Milwaukee Water Works also received a 2007Utility Special Achievement Award from the AWWAWisconsin section for its campaign, “Only Tap WaterDelivers.” Launched during the utility’s 135th anniversary,the campaign promoted public awareness of the value of asafe and reliable drinking water supply and encouragedcommunity stewardship for maintaining water infra-structure for future generations.

In fall 2007, the Milwaukee Water Works began apublic relations program to encourage consumers to“Drink Locally — Fill at the Tap and Enjoy.” Thecampaign recognized the convenience of bottled water,but urged consumers to refill at the tap, especially sincethey have already paid to have the water from their tapstreated and pumped.

Sustainability and Energy EfficiencyThe Milwaukee Water Works is working to implementsustainable practices and conserve energy throughout itsoperations.

To help protect the Lake Michigan resource, theMilwaukee Water Works has adjusted its water main andhydrant flushing activities away from rainy periods todry days to assist the Milwaukee Metropolitan SewerageDistrict in reducing overflows into the lake.

The Milwaukee Water Works is taking steps toreduce its electrical energy use. To maximize energysavings with the lighting at the two treatment plantsand pumping stations, plant electricians have ongoingprojects:

• 85-watt compact fluorescents bulbs replaced 500-wattincandescent bulbs.

• Astronomical timers, which adjust settings as daylightperiods change, were installed to ensure just the rightnumber of lights are on for the safety of personnel inthe skylit filter gallery at night. The same timers wereinstalled on exterior lights of the plant.

• “Walk-through” lighting throughout the plant usingtimers, switches and motion sensors was installed.

Emphasis is placed on using the most energy efficientpumps for the situation to keep water flow consistentduring peak and lower demand times. For example,electrical energy use at a booster station was loweredby installing a variable frequency drive on a stationpump. Mechanics developed large motor preventivemaintenance schedules to make sure the large motorsare running properly and as efficiently as possible.

A new HVAC system at the Meter Repair Shopreplaced pneumatic controls with energy efficient digitalcontrols. Ongoing HVAC studies at major facilitieswill look for energy savings. Roofing projects aredesigned to include energy payback. All ozone generatorshave been inspected and are maintained for efficientoperations. Generators were modified to turn off theozone monitors when the generators are on standby,saving energy and chemical use.

Milwaukee Water Works vehicles and equipmentthat are fueled by diesel have been phasing in increasingconcentrations of biodiesel, from 2 percent to 10 percent,with a goal of 20 percent in spring 2008. Hybrid andE85/gasoline formats are purchased for passengervehicles.

In addition to paper, plastic, glass and aluminum,recycled materials include batteries, fluorescent lighting,concrete and asphalt removed from construction andmaintenance sites.

The Milwaukee Water Works was a partner in production of the Simple Solutions to Water Pollutionbrochure created by Milwaukee WaterPartners, a consortium of regional environmental groups. The utility

ElmGrove

SERVICE AREA

Communities receiving retail water service —water, billing services and maintenance of theirdistribution systems:

Franklin (a portion)GreenfieldHales CornersSt. FrancisWest Milwaukee (provides its own maintenance)

Wholesale customers receiving only water:

Brown DeerButlerGreendaleMenomonee FallsWe Energies Water Services for part of Mequonand ThiensvilleMilwaukee County Grounds facilitiesNew BerlinShorewoodWauwatosaWest Allis

also participated in Lake Michigan beach cleanup programs with Milwaukee Public Schools.

The Milwaukee Water Works takes pride in providinghigh-quality water to support the regional economy andquality of life in the Milwaukee area. These were someof our largest commercial customers in 2007:

• MillerCoors Brewing • We Energies• Milwaukee Public Schools• D.R. Diedrich & Co. Ltd. (leather products)• Cargill Meat Solutions Corp.• University of Wisconsin-Milwaukee• Marquette University• Aurora St. Luke’s Medical and Aurora Sinai Medical

Centers• Falk Corp.• U.S. Dept. of Veterans Affairs• Campbell Soup Supply Co., LLC• GE Medical Systems• Master Lock• Coca Cola Enterprises• Rockwell Automation• Joy Global Inc.• Columbia St. Mary’s• Wisconsin Paperboard Corp.• The Marcus Corp.• Fontarôme Chemical, Inc.• Hydrite Chemical Co.• Milwaukee Forge• Wheaton Franciscan Health Care/St. Joseph’s

Hospital

• Stainless Foundry & Engineering, Inc.• Henri’s Food Products Co. Inc.• Pereles Bros. Inc. (plastics)• Masterson Co. (food products and packaging)• Hercules Inc. (chemicals, plastics)• Molecular Biology Resources, Inc. (enzymes; non-

diagnostic biological products) • St. Francis Hospital• Klement Sausage Co.• Ball Metal Beverage Container Corp.

1. Ozone Disinfection — Ozone gas is bubbledthrough the incoming lake water. Ozone destroysdisease-causing microorganisms includingGiardia and Cryptosporidium, controls taste andodor, and reduces chlorinated disinfectionbyproducts.

2. Coagulation — Very fine particles in the wateradhere together to form larger particles as thecoagulant alum is mixed into the water. Largeparticles are more effectively removed during thesettling and filtering processes.

3. Settling — Settling is the process in which solidparticles settle out and are removed from thewater.

4. Filtration — The water is slowly filtered through24” of biologically active anthracite coal and 12”of crushed sand to remove very small particles.

5. Chlorine Disinfection — After filters, chlorine isadded as a secondary disinfectant. This providesextra protection from potentially harmfulmicroorganisms.

6. Fluoridation — Fluoride, when administered atlow levels, is proven to help prevent tooth decay.

7. Clearwell — Treated water is stored in deepunderground tanks and pumped as neededthrough the distribution system.

8. Corrosion Control — A phosphorous compoundis added to help control corrosion of pipes. Thishelps prevent lead and copper from leaching fromplumbing into the water.

9. Chloramine Protection — Ammonia changesthe chlorine to chloramine, a disinfectant thatmaintains bacteriological protection in the dis-tribution system.

Statistics2007General Information about MilwaukeeAltitude (City datum).............................................................581.2 feetCity area...................................................................96.1 square milesGeographic center .................................N. 42nd St. and W. North Ave.Shoreline of Lake Michigan in City ......................................10.2 milesIncorporated by Wisconsin Charter...........................January 31, 1846

General Information about Milwaukee’s InfrastructureAlleys, total ...........................................................................415 milesFreeways .............................................................................40.1 milesPaved City streets..............................................................1,424 milesUnpaved City streets...............................................................14 milesTotal City streets ................................................................1,438 milesMiles of lighted streets .................................................1,289.73 milesCity maintained bridges..................................................................204Movable bridges...............................................................................21Total bridge openings................................................................13,163Total sewer mileage in operation

(sanitary, storm and combined) ..............................................2,442Streets with interim lighting...............................................81.96 milesUnlit streets........................................................................52.31 milesStreet lighting units ...................................................................67,447Alley lighting units .......................................................................8,925Traffic control signals ................................................737 intersectionsTraffic control signs.................................................................109,213Underground conduit .........................................................556.9 milesBus stops, signage maintained ...................................................4,268

Milwaukee Water WorksHoward Avenue treatment plant rated

capacity.......................................105 million gallons per day (MGD)Linnwood treatment plant rated capacity..............................275 MGDAverage daily pumpage 2007 ...............................................115 MGDTotal gallons sold 2006...35.5 billion gallonsTotal length of all water mains in service ..........................1,966 miles# of meters in service .............................................................161,746# of fire hydrants in service ......................................................19,632Population served....................................................................858,920Area served...............................................................195 square milesAverage daily use per person...............................................50 gallonsCost of drinking water:....................5.8 for one cent or 100 cubic feet.........................................................................(748 gallons) for $1.27MWW payment to city for taxes and services used: $7,766,750Retail customers: (water, billing service, maintenance) Franklin,Greenfield, Hales Corners, St. Francis, West Milwaukee (provides itsown maintenance)Wholesale customers: (water only): Brown Deer, Butler, Greendale,Menomonee Falls, We Energies Water Services for part of Mequon,Thiensville, Milwaukee County Grounds facilities, New Berlin,Shorewood, Wauwatosa, West Allis.

SanitationResidential waste collected.............................................182,201 tonsOther solid waste collected ...............................................86,171 tonsRecyclables collected ........................................................24,017 tonsCompostables collected ....................................................29,900 tons Snowfall (January – December).........................................77.8 inchesGeneral snow plowings ......................................................................7Ice control operations.......................................................................55Service requests .....................................................................105,223

ForestryTrees on city streets................................................................200,000Shade trees planted ....................................................................3,708Trees pruned .............................................................................48,515Trees removed (all causes)..........................................................3,453Stumps removed.........................................................................3,517Boulevard medians and green spaces maintained...............476 acresFlowers produced, annuals .....................................................320,075Flowers planted, annuals ........................................................143,560Flowers planted, perennials ........................................................2,706Flowers planted, bulbs ..............................................................18,000Shrubs planted ...............................................................................728Landscaped boulevard medians........................................121.8 milesGreen spaces maintained.................................................................59Totlots maintained ............................................................................57City properties maintained ...............................................................20Service requests .......................................................................21,297

Infrastructure Services – Sewer Design and MaintenanceSewers examined ...................................................................92 milesSewers cleaned ....................................................................331 milesNew sewers.........................................................................4.32 milesReplacement sewers .........................................................11.25 milesSewer lining.........................................................................5.11 milesService calls answered ...............................................................6,942

Fleet ServicesRepair orders.............................................................................31,110Preventive maintenance inspections performed .........................7,874Tires mounted .............................................................................3,380Field service calls, tires ...............................................................3,354Field service calls, other..............................................................9,220Stockroom activity ...............................................................4,559,436Vehicles servicedAutomobiles ...................................................................................102Vans ...............................................................................................161Pickups...........................................................................................291Police units.....................................................................................755Parking enforcement ........................................................................48Packers, rear load ..........................................................................132Packers, front load and roll-off .........................................................21Packers, recycling.............................................................................49Tractors ............................................................................................63Street sweepers ...............................................................................21Sewer cleaners, flushers, etc ...........................................................19Construction equipment .................................................................481Trucks, all other..............................................................................378Compressors ....................................................................................82Vehicle Total ................................................................................2,604Non-automotive equipment.........................................................1,538Total Serviced..............................................................................4,142

Street and Bridge MaintenanceBridges, inspected............................................................................83Bridges, number of openings ....................................................13,163Pavement seal coating (square yards) ....................................255,426Asphalt surface by contract (tons)...............................................4,220Asphalt patching (tons)..............................................................10,560Crack filling (square yards) .....................................................399,586

Zeidler Municipal Building, 841 North Broadway, Room 501 • [414] 286-3300 • TDD [414] 286-2025

citymke annual 2007 109:citymke annual 2007page 1t he department of public works once again...

Documents