public works department 2012 annual report

public worksconnects youpublic worksconnects youall around austinall around austin

Annual Report2012

of funds and programs

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CITY MANAGER'S CORNER

02 ANNUAL REPORT 2012

Austin has adopted a plan to guide our future, to define itself, and to capture the values and characteristics that make it a desirable place to live. The vision of our future, our Imagine Austin plan, is one of a com-pact, vibrant city that incorporates nature into an urban landscape, and provides opportunities for all its residents and visitors. Austin will maintain its unique identity by continuing to value sustainability, liv-ability, and cultural diversity. The creation of such a city is no small feat, and it requires the efforts of a committed citizenry as well as a committed City workforce.

This year’s Public Works Annual Report continues to illustrate the De-partment’s commitment to deliver the highest quality services and

projects efficiently to the citizens of Austin. The responsibility of the Department to maintain transporta-tion infrastructure, to establish standards for work performed in the right of way, to deliver major capital improvement projects and to connect families all around Austin is of the utmost importance to realizing the vision of Austin’s future. As with last year, these expenditures amount to over $400 million in public funds, and this report outlines the use of those funds.

As the City landscape changes, Public Works will be there, providing services and infrastructure that meet the needs of its citizens, while keeping in mind the ideals of the Imagine Austin Plan. I am confident the Department will continually evolve, using innovative strategies to improve service delivery now, and into the future.

Marc A. OttCity ManagerCity of Austin, Texas

MESSAGE FROM THE CITY MANAGER

PURPOSE AND SCOPE

The Annual Report of your Public Works Department provides an update on the projects and services delivered to the residents and businesses of Austin. In addition to detailing the myriad of functions the Department provides, the report serves the purpose of accounting for the resources with which you’ve entrusted us. Public Works is responsible for over $400 million in combined expenditures on an annual basis, and this report details how the funds you provided were used. The report is organized by our major program activities, and covers Fiscal Year 2012 (October 1, 2011 through September 30, 2012).

Continuing with the format we presented last year in our inaugural report, we’ve relied heavily on charts, figures, statistics, and photographs to offer a glimpse into the lives of a group of professionals who work diligently to improve and sustain the quality of life we all enjoy. Whether you are experienced with our operations or looking into the Department for the first time, the layout of the report will help you find the information you are looking for quickly and efficiently. As you read through the report, our hope is that you will come away with the same joy and sense of pride in our community that we experience each and every day.

This past year has been one of great accomplishment for Public Works. Several large projects, including the Animal Services Center, the Waller Boat House, the Downtown Wastewater Tunnel, numerous street reconstruction efforts, and the Little Shoal Creek Storm Water Tunnel were completed. In addition, many smaller, neighborhood scale initiatives were also delivered, including those featured in our Neighbor-hood Partnering Program (recognized as a top innovation by Harvard Business School). Work continues on utilities improvements, transportation projects, and public use facilities – all with the goal of connect-ing you all around Austin. Our ongoing maintenance activities ensure that we will be able to sustain what we build, ensuring service to future generations. Our efforts on major projects and our ability to commu-nicate the status earned us numerous awards and recognition at the regional, state, and national level.

As always, the success of your Public Works Department is reflective of the City government as a whole. We work with an exceptional team of internal sponsors, supporting agencies, and outreach staff to ensure that services are delivered reliably, transparently, and efficiently. We thank you for your trust and support, and look forward to continuing the building of a better Austin in the upcoming year.

Howard S. Lazarus, PEPublic Works Director

PUBLIC WORKS ANNUAL REPORT FY2012 PURPOSE AND SCOPE

PUBLIC WORKS DEPARTMENT 03


DEPARTMENT ORGANIZATION6AWARD WINNING PUBLIC WORKS8FINANCIAL OVERVIEW10SUPPORT SERVICES13

CAPITAL PROJECTS DELIVERY AND SERVICES15CAPITAL PROJECTS MANAGEMENT FUND14

CAPACITY EXPANSION20

CHILD SAFETY FUND23

TABLE OF CONTENTS

CHILD SAFETY PROGRAMS AND SERVICES24

TRANSPORTATION FUND26PUBLIC WORKS OPERATIONS OVERVIEW27RIGHT OF WAY MAINTENANCE, IMPROVEMENTS AND SERVICES28


CapitalDelivery 31

EMPLOYEESEngineering

Sevices

51EMPLOYEES

ProjectManagement

3EMPLOYEES

Safety

7EMPLOYEES

Finance

3EMPLOYEESInformation

& AssetManagement

53EMPLOYEES

16EMPLOYEESPurchasing& Accounts

26EMPLOYEES

230Neighborhood

Connectivity

EMPLOYEES

Operations

18EMPLOYEES

InfrastructureManagement

84EMPLOYEESUtility Cuts& Concrete

65EMPLOYEES

PavingOperations

78EMPLOYEES

Districts

QualityStandards

and Management

CapitalImprovementConstruction& Inspection

PUBLIC WORKS ORGANIZATIONPUBLIC WORKS ORGANIZATION

7EMPLOYEES

7EMPLOYEES

Human Resources

4EMPLOYEES

PublicAffairs

5EMPLOYEES

Communications

Chiefof

Staff

WorkforceDevelopment

DIRECTOR

BusinessSystems

WHO WE ARE


Has been known to bring pop-sicles to Street and Bridge crews operating in the field on hot summer days.

Street and Bridge Operations col-lected 1,465 cans of food to donate during the 2011 holiday season.

MENTORTUTORPublic Works employees regu-larly mentor and tutor students at local schools.

VETERANSThe Public Works Department is home to over 40 military veterans.

HEALTHFITNESSOne employee particpates in drag racing on the weekends, others run, mountain bike, do yoga, zumba, play sports...

CARINGEmployees donated over $35,000 through our workplace giving campaign.

STREET & BRIDGE

HUMANRESOURCES

DEPARTMENT AWARDS


Public Works’ innovative and sustainable strategies for everything from workforce development and communication to project design and delivery have been recognized by numerous organi-zations in the past year.

Excellence in Concrete Pavement Award- Hornsby Bend Compost Pad

ACPA

AMERICAN CONCRETEPAVEMENT ASSOCIATION

EXCELLENCE INCONCRETE PAVINGAMERICAN CONCRETE PAVING ASSOCIATION:

ENGINEER OFTHE YEARCENTRAL TEXAS SECTION- AMERICAN SOCIETY OF CIVIL ENGINEERS:

Civil Engineer of the Year- Howard Lazarus, Director of Public Works Department

Austin is one of six U.S. cities to be chosen for this technical assistance award, to help these cities build world-class cycling networks on city streets.

GREEN LANEPROJECTBIKES BELONG FOUNDATION- GREEN LANE PROJECT:

P R O J E C T

green lane

Bikes BelongC O A L I T I O N

P R O J E C T

green lane

Bikes BelongC O A L I T I O N

TEXAS PUBLIC WORKS ASSOCIATIONAMERICAN COUNCIL OF ENGINEERING COMPANIES:

(1) Field Excellence Award- Nathan Wilkes

(2) In-House Project of the Year- Dalton Lane Bridge Repair (Emergency and Disaster)

(3) In-House Project of the Year- Congress Over-lay (Transportation)

2012 Neighborhood Partnering Program

BRIGHT IDEASIN GOVERNMENTHARVARD UNIVERSITY KENNEDY SCHOOL ASH CENTER FOR DEMOCRATIC GOVERNANCE AND IN-NOVATION:

PUBLIC SERVICEANNOUNCEMENTFirst Place Programming Award for the Public Works Department PSA, “The Jerk”

TEXAS ASSOCIATION OF TELECOMMUNICATIONS OF-FICERS AND ADVISORS:


ASSOCIATION FOR WOMEN IN COMMUNICATION:

CLARIONAWARD(1) Street Talk Magazine

(2) 2011 Annual Report in the category of Communications Skills/ Publications

BRONZEQUILL2012 Street Talk Magazine

INTERNATIONAL ASSOCIATIONOF BUSINESS COMMUNICATORS:

AMERICAN COUNCIL OF ENGINEERING COMPANIES:ACECAMERICAN COUNCIL OF ENGINEERING COMPANIES

ENGINEERINGEXCELLENCE(1) Gold Medal Winner for Engineering Excel-

lence- Waller Creek Pedestrian Bridge

(2) Surveying and Mapping Award- Mobile LiDAR Mapping for Street Improvements.

(3) National Recognition Award- Green Water Treatment Plant Decommissioning

TEXAS SOCIETYOF ARCHITECTSI-35 Makeover Project

DESIGN AWARD:


THE PUBLIC WORKS TRANSPORTATION FUND

The Public Works Department (PWD) strives to implement creative, innovative and sustain-able strategies to address the City’s needs for mobility, safety, and facilities development that obtain the best value for the resources available. Here is a breakdown of where our funding comes from and how it is utilized.

The Public Works Transportation Fund obtains revenue from the Transpor-tation User Fee, Utility Cut Repair charges, the General Fund and mis-cellaneous other revenue.

THE CAPITAL PROJECTS MANAGEMENT FUND

The Capital Project Management Fund draws its revenue from the proj-ect team charging their direct staff time and an overhead rate to the capital projects that they manage for internal clients.

THE CHILD SAFETY FUND

The Child Safety Fund receives its rev-enue from traffic violations in school zones and from vehicle licensing fees collected by Travis County for school zone safety programs.

Transportation Fund

Revenue

Transfers In

Requirements

Capital Projects Management Fund

Revenue

Transfers In

Requirements

Revenue

Requirements

Child Safety Fund

2010-2011ACTUAL

2011-2012APPROVED

$50,430,300 $49,480,000

$1,665,385 $2,075,385

$42,485,912 $51,066,011

$1,565,600 $1,470,000

$1,654,767 $1,550,350

$1,974,339 $1,762,130

$70,917,339 $78,529,269

$23,463,195 $24,416,500

$0 $0

$23,054,228 $24,150,778

$1,748,093 $0

Full-Time Equivalents (FTE’s) 234.00 257.00



Expense Refunds

Total Budget

Grant Requirements

FINANCIAL OVERVIEWFINANCIAL OVERVIEW

6.3%Minor Construction& Repair

1.8% Child Safety Fund


Public Works actively seeks and applies for grants which allow us to leverage our exist-ing funds. Public Works currently has $25million in active grants, which are considered to be revenue in the General Fund, and are not reflected in the previous diagrams.

FINANCIAL OVERVIEW

PWD SOURCES OF FUNDS

30.7%

2.1%

3.0%

CIP/ Enterprise Project Charges

General Fund

Expense Refunds& Other

PWD USES OF FUNDS

20.3%

18.5%

19.1%

Transfer & Other Requests

Capital Projects Delivery

Other

53.7% Transportation User Fee

8.7% Utility Cut

28.2% Street PreventativeMaintenance

7.6% Street Repair

FINANCIAL OVERVIEW


FINANCIAL OVERVIEW

The Department of Public Works truly connects you all around Austin. Here is a look back at our spending by location. We expect to continue being all around Austin as we look to future asset construction and maintenance.

PUBLIC WORKS PROJECTS AND MAINTENANCE BY GEOGRAPHIC LOCATION

HISTORIC SPENDING BY REGION

NORTHWEST

NORTHEAST

CENTRAL EAST

CENTRAL WEST

SOUTH EAST

SOUTHWEST

DISTRIBUTION BY COST

COMBINED TOTAL $42.6 MILLION





Historic Investment 1998-2012

$308.40 MILLION

FINANCIAL OVERVIEW

Capital (2000, 2006, 2010 Bond Programs)

$199.80 MILLION

Street Preventative Maintenance (1998-2010)

$108.60 MILLION


5%

29%

18%

14%

17%

16%

30%

16%

27%

5%

17%

7%

DEVELOPING AN AGILE AND EFFECTIVE WORKFORCE

The Public Works Human Resources Office (HRO) provides expertise in strategic planning and business partnering, employee relations, compensation, employment services, and workforce development to the Public Works and Austin Transportation Departments. HRO partners closely with department leaders to understand the needs of today, as well as an-ticipate the needs of tomorrow, for greater value and efficiency.

HUMAN RESOURCES

Advancing employee skillsets and opportunities for career pro-gression has been the focus of HRO for FY12. Programs that provide a vehicle for employees to improve math, reading and writing skills, as well as GED preparation and ESL classes. The Leadership Academy prepares employees to compete for su-pervisory positions.

Business Systems serves as the backbone of coordination for all three funds and their programs with financial management, as-set management, performance measure-ment, construction quality services, safety programs and training, and administrative services.

BUSINESS SYSTEMS

IMMPACT (THE INFRASTRUCTURE MANAGEMENT, MAP-PING PLANNING AND COORDINATION TOOL)

The Infrastructure Management, Mapping, Planning and Co-ordination Tool (IMMPACT) is an ongoing, multi-departmental project led by the Public Works Department. A primary function of IMMPACT is to provide key coordination information for ac-tive infrastructure Capital Improvement Program projects, per-mits, and special events in a geographic context. Future phases of IMMPACT will include both a conflict resolution module and a public-facing component embedded in the City’s website.

SUPPORT SERVICES


+

SUPPORT SERVICES

Screen shot: CIP Project data information summary including project description, manager, contractor and current status.

The Capital Projects Management Fund (CPMF) is an inter-

nal service fund that accounts for the costs

of delivering capital proj-ects. This fund is used to charge proj-ect specific costs to the capital budget to ensure that the costs of the improve-ment are capitalized in accordance with all Generally Accepted Account-ing Principles (GAAP).Land acquisition, design, and construction; commission-ing and warranty work costs for a capi-tal project are all captured in this fund.

The Capital Projects Management Fund (CPMF) is an inter-

nal service fund that accounts for the costs

of delivering capital proj-ects. This fund is used to charge proj-ect specific costs to the capital budget to ensure that the costs of the improve-ment are capitalized in accordance with all Generally Accepted Account-ing Principles (GAAP).Land acquisition, design, and construction; commission-ing and warranty work costs for a capi-tal project are all captured in this fund.


CAPITAL PROJECTS DELIVERY

Delivering high quality projects to Austin’s citizens is the product of a well-organized, col-laborative workforce. Our Project Managers (PMs), a group of engineers, architects and other related professionals, shepherd the projects from the design phase through completion of construction. Along the way, the PMs work with over 19 City Departments while maintaining schedules, budgets and adherence to strict regulations, standards and laws. Crucial to a suc-cessful outcome is the partnership of the PMs with Public Works’ Design Services, Inspection Services, and Quality and Standards Management.


Project Highlight:DOWNTOWN WASTEWATER TUNNEL

Completed in 2012, this project replaces at-capacity aging waste-water infrastructure. The 4-mile long tunnel crosses Lady Bird Lake three times and supports Austin’s rapidly growing downtown area. Using the latest tunneling technology, the tunnel was mostly built 80 feet underground, and its resin pipes are expected to last 100 years, twice as long as the old wastewater system.

WALLER CREEK TUNNEL: A 30 YEAR VISION REACHES NEW MILESTONES IN 2012

INLET

BOATHOUSE

FINAL DESIGN

DOWNTOWN WASTEWATER TUNNEL

WALLER CREEK INLET


The Inlet project is underway and scheduled to be complete in 2014. This project includes a wet pond and creek channel improvements. The improved creek channel and new pond will capture and direct floodwaters to a new 20,000 square foot maintenance and debris handling building for trash screening and passage into the tunnel.

Constructed to mitigate the use of parkland for the Waller Creek outlet project, the 10,800 square foot, 2-story boathouse building features a deck accessible to the public, public restrooms, office space, boat storage, a concession area, and locker rooms.

The Waller Creek Conservancy hosted an international design com-petition and selected a final design for improving the surface corri-dor. The design is an interconnected chain of parks, and the Conser-vancy will oversee the fundraising and support the implementation of surface improvements.

WALLER CREEK BOATHOUSE


5% Other


TOTAL SPENDING(BY SPONSOR DEPARTMENT)

of managed projects delivered within initial schedule

83

380The Project Management Division Managed

projects in FY 2012

338,420,326

Project Management Actual Spending in FY 2012:

1,861,899,000

Total Construction Value of Projects Managed:

2.66%Project Management’s total cost of services:

PERCENT

Waller Creek Tunnel

14 % Watershed Protection

8 % Public Works

Austin ResourceRecovery

Financial Services

Neighborhood Housing & Community Development

65 % Austin Water Utility

4% Aviation

Austin Public Library

Planning & Development Review

Emergency Medical Services

Health & Human Services

4 % Parks and Recreation

Austin Transportation

Water Treatment Plant 4

Downtown Wastewater Tunnel

+


54 %

8 %

54 %

TOTAL SPENDING(BY SPONSOR DEPARTMENT)

TOTAL AMOUNT$ 338, 420, 326


PROJECT INITIATION

PLANNING AND FUNDING BY SPONSOR DEPARTMENT

SCHEDULING, BUDGETAND FEASIBILITY

DESIGN, FEASIBILITYAND QUALITY CONTROL

BID-AWARD-EXECUTE

POSTCONSTRUCTION

(WARRANTY PHASE)

CONSTRUCTION

PROJECT LIFE CYCLE

$1 BILLIONINSPECT OVER

in construction value


INSPECTION SERVICES

100of projects were without significant deficiencies after 1 year

PERCENT 174in FY2012

CAPITAL IMPROVEMENT PROJECTS

3.3The cost to inspect a project in FY 2012

PERCENT OF CONSTRUCTION COST

A key measure of the success of project delivery is the attention to detail from start to finish. City of Austin inspectors serve the City by spending each day on site during the construction of capital projects. Public Works’ inspectors ensure that projects are built in accordance with the contract requirements, and often interact with the public one-on-one to answer project related questions.



FACILITIES PLANNINGPublic Works staff participates in the planning and reuse of fa-cilities City-wide. Two projects PWD provided services for in FY 2012 are as follows:

Public Works provided conceptual architectural services to en-vision the use of a City owned commercial site in North Austin. The conceptual design achieves sustainability goals on the former big-box retail site.

MUNICIPAL COURTAUSTIN POLICE DEPARTMENT SUBSTATION: HOME DEPOT SITE AT ST. JOHNS AVENUE

PWD provided a conceptual design to HHS for a facility to tran-sition Austin’s chronically homeless population to permanent supportive housing. The facility would increase capacity, pro-vide needed on-site services, leasable tenant space and a new City owned Community Court.

COMMUNITY COURTHEALTH & HUMAN SERVICES: ADDITION TO AUSTIN RESOURCE FOR THE HOMELESS

ARCHITECTURAL SERVICES

The Office of Sustainability/Public Information Office remodel made the most of a 2,000 square foot, budget-challenged project. The project created a light filled collaborative office environment through a few innovative moves. Construction cost was kept to a low $50,000.

STREET JONES BUILDING

LAMAR & 15TH GATEWAY:DESIGN DOCUMENTS FOR ME-DIAN IMPROVEMENTS

CAPITAL PROJECTS DELIVERYCAPITAL PROJECTS DELIVERY

QUALITY AND STANDARDS MANAGEMENTThe best projects cannot be delivered without emphasis on quality. Public Works’ Quality and Standards Management program was formalized into its own division in Fiscal Year 2012. Charged with reviewing all project plans and specifications, this eclectic group of talent en-sures that high quality documents are prepared prior to bidding projects. Maintaining qual-ity assurance and quality control, standards and details, and ensuring adherence to legal standards and regulations are the cornerstones of delivering projects that will last well into the future.

The Lamar “Gateway” will replace 17,000 square feet of cracking weed-filled concrete with attrac-tive, drought-resistant landscape, punctuated with battery powered L.E.D. landscaping and safety lights.



Public Works provides professional engineering services to various City departments and to other divisions within Public Works. The Engineering Services Division consists of four design teams with diverse experience that consistently deliver quality engineering work products based on the individual project’s scope, schedule and budget.

ENGINEERING SERVICES

Project Highlight:ONE TEXAS CENTER RAIN GARDENS

NEIGHBORHOOD TRAFFIC CALMING

ON QUALITY MANAGEMENT: GOLD STANDARDFOCUS+

100PERCENTAVERAGE PERCENTOF PROJECT MILESTONESDELIVERED ON SCHEDULE IN FISCAL YEAR 2012

Stopping to closely examine a project dur-ing its development is a key component to maintaining design quality. The gold stan-dard requires an independent technical re-view of all design deliverables and a plan- in-hand walk through on site at 60% design, and a review of bid items at 90% design.

Engineers designed twenty-five devices within the Crestview neighborhood that included mini round-abouts, median islands, bulb outs with rain gardens, and speed cushions. This was the first of several projects to be done in concert with the Austin Transportation De-partment’s Local Area Traffic Management Program.

This retrofit project involved design and construction of an innovative water quality control to treat runoff from the City owned One Texas Center building, parking lot, and garage areas, while beautifying the streetscape.

80

CAPITAL PROJECTS DELIVERYCAPITAL PROJECTS DELIVERY

CAPACITY EXPANSION

NUMBER OF ADA CURB RAMPS CONSTRUCTED

499NUMBER OF

BICYCLE ROUTE MILES CONSTRUCTED

38.4


Expanding our capacity to connect citizens all around Austin happens from one edge of the Right-of-Way to the other. The dedicated professionals in Public Works collaborate to provide solutions within this space to deliver safe, multi-modal transportation options that move more people more of the time.

80


1.3NUMBER OF NEW

URBAN TRAIL MILES COMPLETED

in ADA bus stop improvements for Capital Metro

2.6 MILLIONDOLLARS

IN GRANTS, REQUIRING $1.4 MILLION IN MATCHING FUNDS

FROM THE CITY

7 MILLIONDOLLARS


to 2 PERCENT from 2006-2012, and the Bicycle Program has targeted an increase to 5 PERCENT by 2015

THE PORTION OF COMMUTERS TRAVELING BY

DOUBLEDBICYCLE

BICYCLE AND URBAN TRAILS PROGRAMS

NEIGHBORHOOD CONNECTIVITY PROGRAMS

PEDESTRIAN PROGRAM

CAPACITY EXPANSION

Project highlights for NCD Programs for FY2012:

The department’s work on capacity expansion includes neighborhood connectivity pro-grams. The Bicycle, Urban Trails, Pedestrian and Neighborhood Partnering Programs work in partnership with various departments within the City, community organizations, other gov-ernment entities, and most importantly our citizens, to deliver projects and programs that support connectivity from neighborhoods to local amenities and businesses.

The Bicycle and Urban Trails Programs actively encourage the use of a bicycle for transportation and provide the infrastruc-ture necessary to make it safe and convenient. Through the use of innovative solutions that provide more physical sepa-ration from motor vehicles, the Bicycle Program continues to provide comfortable options for all levels of cyclists. Urban Trails provide completely separated pathways throughout the City and continue to grow as an addition to the network.

BLUEBONNET CYCLE TRACK

This cycle track is a protected bicycle lane that connects local area residents to an elementary school.

BLUEBONNET CYCLE TRACK

SOUTHERN WALNUT CREEK TRAIL

Construction of this 7.3 mile urban trail in the Walnut Creek Greenbelt began in FY12.

PATTERSON PARK BATH HOUSE MOSAIC

The City partnered with a local community group, the Parks De-partment, and a local non-profit to fund this art project. The mosaic was installed by the community under the direction of a local artist.

SIDEWALK IMPROVEMENTS

Major improvements were made to:

The Public Works Pedestrian Program manages the construc-tion and repair of missing and damaged sidewalk segments and curb ramps throughout the city. Utilizing primarily bond funds, ADA (Americans with Disabilities Act) and TAS (Texas Accessibility Standards) compliant routes are installed in the Right-of-Way throughout the city to improve access to transit routes, businesses, offices and other facilities.

NEIGHBORHOOD PARTNERING PROGRAM

The Neighborhood Partnering Program, in which community groups can apply to do novel, neighborhood scale projects in partnership with the City, awarded 8 projects in FY2012, totaling just under $500,000. Funding for the projects is provided by bonds and trans-

portation funds, with some matching cash contributions by partnering organizations.


before

1. East 6th from IH-35 to Calles2. Koenig Lane from Burnet to Lamar

The Child Safety Fund generates its revenue from vehicle registration costs and parking or traffic fines (in active school zones). The revenue for this fund is used to pay the salary and associated costs for school crossing guards and school safety education. Capital improvements such as school zone activation lights, crosswalk markings and speed limit signage are also funded through the Child Safety Fund.




2% School Infrastructure

8% Safety Education

CROSSING GUARDS

The Public Works Child Safety Program receives no general tax revenue, but instead is funded by fees from legislation passed in the Texas Legislature in 1991 to create a school crossing guard program for cities and counties. The program uses these fees to provide multiple services to the community.

CHILD SAFETY PROGRAM FUND

Guards are placed at all warranted locations. The program hires and supervises:

EDUCATION

Each year over 46,000 students are trained in:

GENERAL CHILD SAFETY

The Program facilitates the planning, development and im-plementation of projects and activities that will promote a health-enhancing, physically-active lifestyle, improve safety, and reduce traffic and air pollution in the vicinity of Austin’s schools – all of which leads to healthier kids in our community.

CHILD SAFETY PROGRAM

2% Other

CHILD SAFETY EXPENDITURES (FY2012)

88% Crossing Guards

TOTAL EXPENSES$ 1,720,761

TOTAL REVENUE$ 1,725,025

814211


DEL VALLE

AUSTIN

PFLUGERVILLE

WESTLAKEHILLS

SUNSETVALLEY

MAP OF SERVICE REGION

Crossing Guard Supervisors

Crossing Guard Supervisor Assistants

Crossing Guards at 90 Schools in 7 Districts

Safe Street Crossing

Bicycle Safety

Safe Bus Riding Fundamentals

CITY OF AUSTIN SCHOOLS

BOTHCROSSING GUARDLOCATIONS

Map note: Schools not requiring crossing guards receive services in the form of pedestrian counts, in-class safety education, and assistance/guidance on any traffic/safety issues that arise.

++ +

Safe Rail/Train Procedures

Austin City Council created a workgroup charged with creat-ing a comprehensive review of issues and forming a collabor-ative plan to address childhood injury issues related to trans-portation in the City of Austin. The Committee is also charged with encouraging unified stakeholder action, with stakehold-ers in the group including state, county, city, and school of-ficials, as well as service providers such as the Dell Children’s Medical Center.

Through its focus on the provision of physical infrastructure, safety education, and encour-agement of children to use health-enhancing, physically active modes of transportation, the Child Safety Program fulfills its mission of providing a comprehensive safe environ-ment for Austin’s students as they travel to and from school.


INITIATIVES:

THE IDLE FREE ZONE - YOUNG LUNGS AT WORK

This initiative helps prevent drivers from idling in school zones where cumulative exhaust creates a harmful environment for children’s lungs!

BIKE ON WEDNESDAY WALK ON WEDNESDAY(BOW-WOW)

Bike on Wednesday, Walk on Wednesday encourages chil-dren to bike, walk, skateboard, or use any other form of active transportation to school. As part of this initiative, Child Safety staff holds drawings for active transportation related equip-ment for kids.

HIGHLIGHTS


DEFERRED PROSECUTION PROJECT FOR DRIVING OFFENSES COMMITTED IN A SCHOOL ZONE

Drivers cited for speeding or texting or talking on a mobile phone in school zones can elect to spend two mornings with a crossing guard or give a 5 minute PTA presentation on Dis-tracted Driving in lieu of a fine. If the driver is under 21, they may write an essay or do an art project that can be used to prevent fellow drivers from distracted driving behaviors. All of-fenders must still pay court costs.

BACK TO SCHOOL BASH

The Child Safety Programs host an annual Back to School Bash with AISD each August, where students can receive backpacks, bike helmets and safety instruction before starting the new school year.

SCHOOL ZONES

In FY 2012, the Child Safety Program received rev-enues in excess of $750,000 from driving violations in school zones.

PARTICIPATION

200 individuals participated in deferred prosecution in FY 2012.

CHILDHOOD INJURY TRANSPORTATION COMMITTEE



Transportation FundThe Transportation Fund derives

its funding from two main sources: the Transportation User Fee and the Utility Cut reimbursement revenue.

The Transportation User Fee is a monthly fee assessed to residents and

businesses, based on the traffic levels gener-ated by each dwelling unit or business. This monthly

fee funds street maintenance and repair, annual street over-lay and striping, and other activities necessary for keeping

Austin’s roadways in good condition.

The Utility Cut Reimbursement Revenue is revenue generated when the City must make repairs to

a street that has been excavated for work that needs to be done to utilities located under the pavement. The revenue

generated by the Utility Cut reimbursement is used solely to offset the costs of the roadway repairs needed.

Transportation FundThe Transportation Fund derives

its funding from two main sources: the Transportation User Fee and the Utility Cut reimbursement revenue.

The Transportation User Fee is a monthly fee assessed to residents and

businesses, based on the traffic levels gener-ated by each dwelling unit or business. This monthly

fee funds street maintenance and repair, annual street over-lay and striping, and other activities necessary for keeping

Austin’s roadways in good condition.

The Utility Cut Reimbursement Revenue is revenue generated when the City must make repairs to

a street that has been excavated for work that needs to be done to utilities located under the pavement. The revenue

generated by the Utility Cut reimbursement is used solely to offset the costs of the roadway repairs needed.

Public Works Street and Bridge Operations (SBO) is comprised of professional and technically skilled staff that support the needs associated with managing and maintaining public infra-structure related to streets, bridges, trees and vegetation in public rights of way. Services pro-vided by Street and Bridge Operations include:

STREET AND BRIDGE OPERATIONS

minor concrete repair and construction

INFRASTRUCTURE AND ASSET MANAGEMENT

TRANSPORTATION FUND

bridge maintenanceright-of-way maintenancestreet preventative maintenance

street repairs


tree pruning and trimming

STREET IS BORN RECONSTRUCTION

REPAIR(POTHOLES, UTILITY CUTS)

SEALCOATS

Project Highlight:

OLD MANOR ROAD BRIDGE REPAIRThe City’s only route to its Emergency Operations Center, Old Manor Road, was compromised after a heavy rain washed out the gabions supporting one of the bridges and caused asphalt failure on the bridge. Street and Bridge operations repaired the bridge in only 3 days time while keeping the road open.

be

fo

re

after

15th STREET GUARDRAILThe original guardrails on this bridge were aged and not rated for ve-hicles. After sustaining damage by a vehicle, Street and Bridge crews replaced the guardrails with an attractive cement rail common to the area. 200 feet of rail was installed on both sides of the street, at the same cost of a standard rail type.

(LIFE CYCLE OF A STREET)(LIFE CYCLE OF A STREET)

Growing a compact city can create traffic challenges in central city neighborhoods. To solve these issues, Public Works designs and builds traffic calming devices in part-nership with the Austin Transportation De-partment.

TRAFFIC CALMING

TRANSPORTATION FUND


CONSTRUCTED IN

STREET & BRIDGE OPERATIONS(TOTAL SPENDING BY TYPE)

Bridge Maintenance

Street Repair

Minor Construction and Repair

Street Preventative Maintenance

Right of Way Maintenance

$21,692,904

$4,472,967

$547,641

$4,841,525

$1,713,729

IN FISCAL YEAR 2012

43DEVICES

05NEIGHBORHOODS

by Public Works crews

The Types of Devices Installed:

BULB OUTS 01CUSHIONS 10MEDIANS 21RAIN GARDENS 03Pedestrian Refuges

TRAFFIC CIRCLES 01

PAVEMENT MAINTENANCE AND REPAIR

PAVEMENT MAINTENANCE AND IMPROVEMENTSThe technology behind street maintenance has yielded an explosion of options over the last two decades to meet customer needs. Public Works continually reviews and integrates new options for pavement treatments to address customer needs. These treatments allow SBO crews to integrate sustainable materials and processes, different color palettes to suit neighborhood aesthetics, and different surface types.

BRODIE LANE OVERLAY

Brodie is a heavily trafficked roadway in South Austin that connects several neighborhoods to main roadways. In order to minimize disruption to area residents and local businesses during a needed resurfacing project, Public Works shifted its schedule to 8pm to 4:30am and utilized a new paver with equipment designed for night work. With the proper planning, scheduling, and coor-dination, the overlay crew completed the job in only 3 days, with no injuries or accidents.

TOTAL LANE MILES


2009

2010

2011

2012

Excellent Good Fair Poor Very Poor

Total Lane Miles

EXCELLENT GOOD FAIR POOR VERY POOR

2009 2010 2011 2012

24%

25% 23%

21%

26%

28% 31%

31%

25%

23% 26%

26%

15%

14% 13%

14%

10%

10% 7%

7%

PAVEMENT MAINTENANCE AND REPAIR

CRACK SEAL

PAVEMENT TREATMENT TYPESAND TECHNOLOGIES BY DECADE

1980

UNDERSEAL

SEAL COAT

DOUBLE SEAL COAT

PM OVERLAY

RECONSTRUCTION

SLURRY SEAL

(12) Treatment Types & Technologies

EDGE MILLING

POLYMER OVERLAY

THICKENED EDGE MILLING

MAJOR

MINOR

NOTE: PREVIOUS TREATMENTS ARE STILL IN PLACE, ALONG WITH ADDITIONAL TREATMENT TYPES BELOW:

REHABILITATION

REHABILITATION

LEVEL-UP & SEAL COAT


MICROSURFACING

ROAD OVERCOAT

SEAL COAT #6 ROCK

GEO GRID

PG ASPHALT BINDERS

NOTE: PREVIOUS TREATMENTS ARE STILL IN PLACE, ALONG WITH ADDITIONAL TREATMENT TYPES BELOW:

SLURRY CUL DE SACS GLAS GRID

STRESS ABSORB INTERLAYER


ASPHALT RUBBER HMAC

COLD IN-PLACE RECYCLING

REJUVENATORS

LIME-CEMENT STAB

RAP/RAS ASPHALT

NOTE: PREVIOUS TREATMENTS ARE STILL IN PLACE, ALONG WITH ADDITIONAL TREATMENT TYPES ABOVE

CAPE SEAL

PERFORMANCE HMAC’s

TIRE RUBBER MOD S. SEAL

HOT IN-PLACE RECYCLING

GEOTEXTILES

THIN LIFT OVERLAY

DEEPSTABILIZATION

WARM MIX ASPHALT


2000

1990

2010


treatment type currently under consideration

public works department 2012 annual report

Documents

public works department

report details

inaugural report

public funds

austin plan

scopethe annual report

citizens of austin

businesses of austin