Public Works

Public Works

Expenditures By Fund Type $381.51 Million Special Revenue Funds ($2.59) Enterprise Funds ($141.29)

General Fund ($78.32)

General Fund Transfers ($1.87)

Internal Service Funds ($29.49)

Capital Improvements ($127.95)

($ in Millions) Source: Public Works Summary

409

Public Works Department Summary

2008 Actual

2009 Appropriated

2010 Recommended

General Fund Administration Division Transportation Division Operations Division

$4,971,270 30,757,383 45,414,159 $81,142,812

$5,482,300 33,808,900 45,998,400 $85,289,600

$5,136,800 31,772,600 41,412,000 $78,321,400

Total

$49,028,209 16,777,923 378,702 14,957,977 0 $81,142,812

$47,797,270 18,443,722 290,527 14,609,826 4,148,255 $85,289,600

$46,788,153 17,947,478 0 13,585,769 0 $78,321,400

Subotal Transfers

$9,206,500 $9,206,500

$13,800,000 $13,800,000

$1,871,600 $1,871,600

Total General Fund

$90,349,312

$99,089,600

$80,193,000

$21,750,629 7,581,399 $29,332,028

$22,912,000 8,734,500 $31,646,500

$20,737,700 8,756,600 $29,494,300

$7,793,010 20,934,352 310,376 294,290 $29,332,028

$8,397,613 22,203,839 670,000 375,048 $31,646,500

$8,148,781 20,329,095 625,000 391,424 $29,494,300

Subtotal Operating Expenditures Personnel Services Services and Supplies Capital Expenditures Internal Services & Misc. Budget Savings

Transfers Public Works Transfers

Internal Service Funds Fleet Maintenance Asphalt Plant Total Expenditures Personnel Services Services and Supplies Capital Expenditures Internal Services & Misc. Total Internal Service Funds

410

Public Works Department Summary

2008 Actual

2009 Appropriated

2010 Recommended

Enterprise Funds Wastewater Management Total

$75,410,720 $75,410,720

$118,606,214 $118,606,214

$141,290,000 $141,290,000

Expenditures Personnel Services Services and Supplies Capital Expenditures Internal Services & Misc. Capital Projects and Debt Payments Total Enterprise Funds

$20,413,367 32,155,156 1,063,050 18,318,742 3,460,405 $75,410,720

$23,089,119 38,045,895 1,676,349 19,978,851 35,816,000 $118,606,214

$22,253,331 42,608,631 669,000 27,211,738 48,547,300 $141,290,000

$13,264,136 $13,264,136

$4,946,881 $4,946,881

$4,461,244 $4,461,244

749.5 117.0 302.2 0.0 2.9 1,168.7

749.0 116.0 313.2 0.0 1.5 1,179.7

737.5 116.0 314.2 0.0 1.0 1,168.7

Special Revenue Funds General Government Total Special Revenue Funds

Personnel Complement (Budgeted) General Fund Internal Service Funds Enterprise Funds Special Revenue Funds Capital Funds Total Personnel Complement

Capital Improvements Capital Improvement Funds Bond Project Funds Grant/Other Capital Funds Total Capital Improvements

$41,840,000 63,774,466 22,333,139 $127,947,605

411

Public Works Departmental Summary Department Description The Department of Public Works delivers services that help to define the quality of life in Denver. The Department’s responsibilities include year-round road maintenance and repair; household trash and recycling collection service to 167,500 households; graffiti abatement; design and construction management of streets, bridges, storm and sanitary sewers, and public buildings; transportation services through its parking management, transportation planning, and traffic engineering and operations offices; oversight and regulation of development and use of the public right-of-way; and implementation and oversight of the Environmental Management System (EMS). Resources in Capital Projects Management and Development Engineering Services are shared between General Fund agencies and companion agencies in the Wastewater Management Enterprise Fund, and their costs are allocated appropriately.

Agency Descriptions General Fund The Office of the Manager provides overall internal and external coordination, policy direction, management, and communications for the Department. Finance and Administration ensures the efficient and effective use of resources by providing financial, accounting, purchasing, budget development and oversight, information technology, human resource, and contract management services for all divisions of the Department. Policy, Planning and Communication engages in review, analysis and proactive efforts to create, revise and/or advise on major policy issues that affect the Department and City; manages transportation planning efforts and coordinates the Public Works Capital Improvement Projects budget to support strategic Department and City-wide initiatives; and oversees media and public relations for Public Works employees. Right-of-Way Services ensures public safety and a livable community through the regulation of private development in the areas of transportation and surveying, and provides oversight and management of the public right-of-way and City’s on-street parking resources through permitting and enforcement. Capital Projects Management provides program management, design and construction management, inspection, and surveying for federal, capital, local improvement districts and bond projects. It plans changes to the City’s multimodal transportation systems and reviews public/private project and development plans for consistency with applicable planning and engineering standards and the Denver Comprehensive Plan. Traffic Engineering Services responsibilities include design, installation, inspection and maintenance of the City’s multimodal transportation system; oversight of the City’s off-street parking assets; and operation of the City’s Transportation Management Center. Street Maintenance establishes the foundation for a strong transportation system through the maintenance, repair, sweeping, and removal of snow on public streets and alleys. Solid Waste Management provides trash collection service, large item pickup and graffiti removal; develops and coordinates the City’s recycling program; and administers the City’s Keep Denver Beautiful program.

412

Departmental Summary Internal Service Funds Fleet Maintenance maintains and procures vehicles and pieces of equipment for the City and County of Denver as well as the required inventories of parts, tools, and supplies; purchases fuel for City fleets; and maintains a specialized fleet management computer system. Asphalt Plant produces low-cost, high-quality asphalt for resurfacing and maintaining the City’s streets and alleys. Wastewater Management Enterprise Fund The Executive Office oversees all aspects of Wastewater functions and operations. Operations maintains the sanitary and storm systems by monitoring, cleaning for water quality and uninterrupted operation, repairing, and rehabilitating/reconstructing system components. Right-of-Way Services manages activities associated with private development and use of the City’s street rightsof-way as well as all issues pertaining to development-driven changes affecting stormwater conveyance, sanitary sewer and water quality requirements. Capital Projects Management manages projects for changes affecting stormwater conveyance, sanitary sewer and water quality requirements. It plans, programs, designs, and implements changes to the City’s stormwater and wastewater systems. It also reviews public/private project and development plans for consistency with applicable planning and engineering standards.

Mission "Protecting the Present and Building the Future" – Public Works accomplishes this through: management of basic public services such as rights-of-way, thoroughfares and other public facilities including streets, alleys, highways, drainage ways, sewers, trash collection, bridges, viaducts, lighting, traffic signals, street marking, signage and parking to meet the needs of the public; planning, design, construction, operation and maintenance of public facilities for waste management and surface transportation; enforcement of federal, state and local laws relating to public and private property; and custody of engineering and survey documents in perpetuity.

Recent Accomplishments Maintenance and Operations  Accelerated the alley paving program in order to complete paving of unimproved alleys by the end of 2011. Completed 228 alleys in 2008 vs. 92 in 2007.  Denver Partners Against Graffiti continued its daily battle against graffiti in the City, removing over 4.5 million square feet of graffiti in 2008, a 42 percent increase from 2007.  Installed 29,925 traffic signs, an increase of 63 percent over 2007, and constructed 32 traffic signals, an increase of 78 percent over 2007.  Performed in a leadership role in the operational, infrastructure and transportation planning for the Democratic National Convention. This included most of Street Maintenance Division staff becoming Hazardous Operations certified.

413

Departmental Summary  Built 13 voter-approved Better Denver Bond roadway projects, below both the engineer’s estimate and the bid price and completed within the scoped timeframe. The Street Maintenance Division was predominantly responsible for planning, designing, and managing the construction of the projects.  Earned an estimated $2,304,500 worth of free, positive media publicity for Department initiatives and programs.  Initiated implementation of School Zone Flashing Beacons program for 32 K-8 schools located directly adjacent to an arterial street. Ten to be installed by start of 2009 school year, another 11 by the end of 2009, and the remaining 11 in 2010. Sustainability  Selected as the #2 Green Fleet in North America by the 100 Best Fleets organization. Recognized for efforts aimed at breaking our nation’s dependency on foreign oil and saving money through fuel locks.  Examined every sanitary and storm cross-over in three designated storm outfalls, completed ahead of schedule 100 percent of the cleaning of the 311 and 411 storm basins per the Mayor’s Greenprint program specifications, and performed a leadership role in achieving ISO 14001 Certification.  Launched four major marketing outreach efforts in 2008 including Street Sweeping, Bike to Work Day, Dog Waste/Water Quality and a successful community outreach campaign for snow removal with Denver McDonald’s restaurants as a distribution partner for brochures. The Future  Completed and released the Strategic Transportation Plan. Continued its use as guidance for the Six Year Capital Improvement Plan.  Continued development of the Solid Waste Master Plan and Strategic Parking Plan.  Oversight of the management/implementation of the 2007 Bond/Mill Levy and accelerated advertisement of multiple Capital Maintenance and reconstruction projects in order to achieve 2008 goals for the Better Denver Program.  Restructured the Public Works Modified Duty Program creating better employee relations and a more efficient use of our injured employees by assigning them to in-house temporary assignments rather than sending them outside of the department.  Participated in the Mayor’s City-wide development review restructuring/process improvement efforts.  Provided on-going leadership, technical review and assessments in the planning and implementation of FasTracks and CDOT corridors.  Secured Federal ARRA funding of $12,250,000; $12,000,000 for Central Park Blvd. and $250,000 for Bike Lanes.

414

Departmental Summary Strategic Initiatives Efficient, Diverse and Accessible Transportation System  Continue implementation of the Strategic Transportation Plan.  Continue leadership of Better Denver Bond and Mill Levy programs, Justice Center and on-going Capital Improvement Program.  Enhance parking options through conversion to electronic meters. Environmental Stewardship  Continue efforts to “green” the City’s fleet  Continue compliance with NPDES and MS4 permit requirements.  Complete and implement Solid Waste Master Plan. Prudent Fiscal Stewardship  Continue efforts to streamline and “green” contract administration processes.  Maintain a prompt payment penalty rate of less than one percent.  Continue efforts to leverage outside sources of money to maximize programs and services to the people of Denver.  Continue construction on the new Central Platte Facility.

415

Public Works Administration Division Summary

01010-5010000 2008 Actual

2009 Appropriated

2010 Recommended

General Fund Agencies Office of the Manager Finance and Administration Policy, Planning, and Communication Total

$788,355 3,437,334 745,581 $4,971,270

$809,600 3,574,900 1,097,800 $5,482,300

$737,300 3,336,700 1,062,800 $5,136,800

Expenditures Personnel Services Services and Supplies Capital Expenditures Internal Services & Misc. Budget Savings Total General Fund

$4,066,869 801,070 6,719 96,611 0 $4,971,270

$4,273,274 894,626 0 179,040 135,360 $5,482,300

$4,132,117 847,828 0 156,855 0 $5,136,800

58.3 0.5 58.8

56.3 0.5 56.8

57.3 0.5 57.8

Note: The recommended 2010 budget is $345,500 less than the 2009 appropriation. This represents a 6.3% change from 2009.

Personnel Complement (Budgeted) Permanent Full-Time Equivalents Other Full-Time Equivalents Total Personnel Complement

416

Public Works–Administration Office of the Manager

01010-5011000

Agency Description The Office of the Manager provides overall policy direction, management, and communications for the Public Works Department; oversees the Engineering, Operations, Finance and Administration, and Policy Planning and Communication areas of the Department; and serves as the final authority for fiscal and personnel matters in the Department. Appointed by the Mayor, the Manager of Public Works is a member of the Mayor’s Cabinet and sits on the State Board of Equalization.

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Personnel Complement (Budgeted) Administration Revenue Misc. General Government Highway Users Trust Fund Fees

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$563,626 209,404 0 15,323 0

$590,595 188,200 0 26,521 4,283

$521,830 188,171 0 27,299 0

($68,765) (29) 0 778 (4,283)

(11.6%) (0.0%) 0.0% 2.9% (100.0%)

$788,355

$809,600

$737,300

($72,300)

(8.9%)

$788,355

$809,600

$737,300

($72,300)

(8.9%)

5.25

6.25

6.25

0.00

0.0%

$6,808 20,618,727 22,904

$0 22,176,200 0

$0 17,527,500 0

$0 (4,648,700) 0

0.0% (21.0%) 0.0%

$20,648,439

$22,176,200

$17,527,500

($4,648,700)

(21.0%)

Significant Budget Changes In 2009, a savings of $4,284 in personnel services due to wage and benefit savings. After factoring in the 2009 personnel budget savings, there is a net decrease of $73,000 or 12.3 percent.  A decrease of $52,500 due to holding vacant an executive assistant II position. The budgeted vacancy savings is $18,392. The budgeted furlough savings is $8,857.

Capital Equipment None.

417

Office of the Manager Special Revenue Fund Projects

01010-5011000 2008 Actual

Expenditures Residential/Commercial Organics Waste Diversion Phase II (11301-5011101) Living Streets (11605-5011101) Residential/Commercial Organics Waste Diversion Phase I (11301-5011101) Solid Waste Assistance (11001-5011101)

2009 Estimated

2010 Estimated

$0

$186,936

$0

0.00

0 30,504

40,000 184,496

0 0

0.00 0.00

32,990 $63,494

0 $411,432

0 $0

0.00 0.00

Program Descriptions The Residential and Commercial Organics Waste Diversion program pilots organics recycling among households and at Denver International Airport. Funding for both phase I and phase II provided by the Colorado Department of Public Health and Environment. The Living Streets Initiative (LSI) provides an education and engagement series to connect policy makers, professionals, and the public in a dialogue about living streets and the opportunities related to how we use our streets and the land surrounding them. Funds come from a grant from Kaiser Foundation. The Solid Waste Assistance program established a recycling program at Red Rocks Amphitheatre. Funds came from a grant from the U.S. Environmental Protection Agency.

Special Trust Fund Transfer

2008 Actual

Expenditures Gateway Transfer to Fleet Replacement Fund SRF (56290-9923000)

$0

2009 Estimated $0

2010 Estimated $2,509,671.71

In 1998, the City’s Fleet Replacement Fund advanced $5,233,416.04 to the Gateway Regional Metropolitan District (GRMD) for the District portion of Tower Road and 56th Avenue construction projects. At the start of 2009, $2,723,744.33 of the required repayment from GRMD had been credited to the Fleet repayment obligation. Transfer of the remaining $2,509.671.71 from the Gateway Regional Metro District Special Trust Fund (56290) to the City’s Fleet Replacement Fund will complete GRMD’s repayment obligation to the City.

418

2010 FTE

Public Works–Administration Finance and Administration

01010-5012000

Agency Description Finance and Administration supports the Department by providing financial, accounting, purchasing, information technology, safety and personnel services; mail delivery and records management coordination; technical assistance in telephone, radio, pager and data processing; and contract management and administration. Administration manages the financial and administrative functions of the department. It provides direction to the agency, budget development and oversight, mail pick-up and delivery, file maintenance and back-up secretarial support. It also provides a centralized point of contact for cell phone, telephone and radio support for the department and oversees and manages the City’s franchise agreement with Xcel Energy. Accounting provides accounting services for all Public Works Agencies. These services include accounts payable processing for over 30,000 invoices per year; accounts receivable functions, collections, and invoicing special permit services. Our Accounting Section provides cost accounting reporting and fund reconciliation to assist management in interpretation of accounting data. The Accounting Section conducts special accounting studies for upper management and provides information for public inquiries. Human Resources administers the departmental recruitment/filling vacancy process; conducts new employee orientations; administers short-term disability and FMLA benefits; provides required and optional career development training; consults and advises on employee relations, disciplinary actions and labor/management issues; assists in development and administration of Departmental policies and procedures; and conducts investigations. Safety and Loss administers safety programs for Department personnel, including safety training; conducts accident prevention training; conducts investigations; performs liability determination; conducts hazardous materials training; administers Commercial Drivers License process; and administers Departmental Workers’ Compensation program. Information Services provides technical assistance in the areas of computer hardware, software and communications support for the Department. Contract Administration/Procurement provides coordination, management, tracking, verification and control of Departmental contract and purchasing needs. This includes overseeing the bidding and award process for construction and service contracts, and processing payments to contractors throughout the life of construction and consultant contracts. The agency also completes all purchasing functions for the department and administers the Fleet Replacement Fund for the City. Collections provides contract oversight, contractor payments, revenue reconciliation and write-off policies for the City’s delinquent parking violations.

Performance Measures Accounting Prompt payment penalty rate Number of invoices processed Human Resources Number of grievances/discipline letters Number of position interviews Number of training classes conducted Number of personnel actions processed Percent of accuracy for personnel actions

419

2008 Actual

2009 Estimated

2010 Objective

0.5% 27,126

0.8% 26,000

0.6% 26,000

304 193 166 1,875 99%

320 240 80 2,450 98%

300 180 80 1,850 98%

Finance and Administration

01010-5012000

Performance Measures Contract Administration Average number of contract payments per month Annual number of bid openings Number of contracts administered Contracts awarded – dollar amount Avg. business days from bid opening to Mayor’s signature Funds encumbered and expended Capital funds Bond funds State and Federal funds Safety and Loss Number of on-the-job at-fault vehicle accidents Number of on-the-job first aid injuries Number of at-fault property damage claims Training classes conducted* Number of lost time on-the-job injuries

2008 Actual

2009 Estimated

2010 Objective

70 49 242 $46,239,659 NA-new

120 40 350 $121,000,000 NA-new

120 40 350 $121,000,000 62

$25,838,191 $185,710,587 $9,351,717

$51,000,000 $206,000,000 $12,500,000

$51,000,000 $206,000,000 $12,500,000

48 116 54 255 15

48 125 110 125 18

48 125 110 125 18

*Training position is vacant; classes conducted by existing staff

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Accounting Human Resources Safety and Loss Information Services Contract Administration Collections

Personnel Complement (Budgeted) Administration Accounting Human Resources Safety and Loss Information Services Contract Administration

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$2,932,176 421,923 6,719 76,515 0

$2,937,133 496,484 0 108,724 32,559

$2,780,035 467,695 0 88,970 0

($157,098) (28,789) 0 (19,754) (32,556)

(5.3%) (5.8%) 0.0% (18.2%) (100.0%)

$3,437,334

$3,574,900

$3,336,700

($238,200)

(6.7%)

$436,763 1,295,656 555,211 172,235 366,315 279,391 331,761

$510,103 1,254,543 503,429 223,160 374,268 309,397 400,000

$395,873 1,229,755 482,408 159,196 371,826 307,642 390,000

($114,227) (24,788) (21,021) (63,964) (2,442) (1,755) (10,000)

(22.4%) (2.0%) (4.2%) (28.7%) (0.7%) (0.6%) (2.5%)

$3,437,334

$3,574,900

$3,336,700

($238,200)

(6.7%)

5.50 20.00 9.00 3.00 3.00 3.00

5.50 19.00 6.00 3.00 3.00 4.00

5.50 19.00 6.00 3.00 3.00 5.00

0.00 0.00 0.00 0.00 0.00 1.00

0.0% 0.0% 0.0% 0.0% 0.0% 25.0%

43.50

40.50

41.50

1.00

2.5%

420

Finance and Administration Budget Highlights Revenue Use Charges Misc. General Government Licenses and Permits Fines and Forfeits

01010-5012000 2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

(130) (2,814) (475) 561,145

$0 0 0 800,000

$0 0 0 800,000

$0 0 0 0

0.0% 0.0% 0.0% 0.0%

$557,726

$800,000

$800,000

$0

0.0%

Significant Budget Changes In 2009, a savings of $188,600 in personnel services due to $32,600 of wage and benefit savings, and $156,000 due to additional vacancy savings. After factoring in the 2009 budget personnel savings, there is a net decrease of $189,600 or 6.4 percent.  An increase of 1.0 FTE contract compliance coordinator due to increased number of contracts as a result of the Denver Better Bond program. This position is funded by the bond program.  A decrease of $188,200 in personnel services due to holding positions vacant, position changes and eliminating on-calls.  A decrease of $8,800 in personnel services due to reduced overtime.  A decrease of $33,800 in various services and supplies categories. The budgeted vacancy savings is $93,717. The budgeted furlough savings is $46,800.

Capital Equipment Miscellaneous minor equipment

Special Revenue Fund Projects

2008 Actual

Expenditures City Neighborhood Partners Project (11702-5012000) Private Use Permit Fee Fund (11810-5012000) TRP 2000 (11708-5012000)

$18,899 0 0 $18,899

2009 Estimated $50,000 52,449 10,000 $112,449

2010 Estimated $80,000 0 0 $80,000

Program Descriptions The City Neighborhood Partners Project provides for imaginative and innovative graffiti curtailment and litter control through education initiatives. Revenues to this fund come from private grants and donations.

421

2010 FTE 0.00 0.00 0.00 0.00

Finance and Administration

01010-5012000

The Private Use Permit Fee Fund expended fees generated from private use permits associated with conduit construction, cable installation or telecommunications facilities operations in the public right-of-way. The funds were used for street construction, maintenance, and repairs. Revenue to this fund came from private use permit fees. The TRP 2000 program designed and printed new bike maps. Revenue to this fund came from the sale of bike route maps.

422

Public Works–Administration Policy, Planning and Communication

01010-5013000

Agency Description The Policy, Planning and Communication division manages the following areas for the department: Policy includes review, analysis and proactive efforts to improve federal, state and regional transportation policies that affect the City, including Denver Regional Council of Governments (DRCOG) and Regional Transportation District (RTD), as well as creation and implementation of internal City policies (e.g., sidewalks, parking, railroad quiet zones). Planning/Programming develops and provides policy guidance in the preparation of long-range transportation plans including the Denver Comprehensive Plan; supplemental plans such as Blueprint Denver; various sub-area plans; the regional Metro Vision Plan; the transportation planning and preparation for construction of other transportation projects including FasTracks, CDOT, City and other key projects; the coordination of the Public Works Capital Improvement Projects budget; and efforts to find, apply for and obtain outside funding support for City projects including federal, DRCOG (Transportation Improvement Program), grants and other funding sources. Communication utilizes media, marketing and public relations to communicate and deliver value to citizens by familiarizing them with specific Public Works programs and/or initiatives while managing expectations they develop partnerships with City Council, brief Council on pending agenda items and other Public Works issues; respond to inquiries and provide Council with information on the status of initiatives, operations and projects; and provide analysis as needed to assist informed policy decisions. The Office develops internal communication strategies and employee programs that support Public Works goals and objectives, delivers internal messages in proper context to achieve full value in communications, and develops and implements strategies for communication programs that build consensus among all employees.

Performance Measures

2008 Actual

2009 Estimated

2010 Objective

National Environmental Policy Act (NEPA) Coordination

On-going

On-going

On-going

External Revenue Coordination

On-going

On-going

On-going

Manage Capital Improvement Projects Budget

On-going

On-going

On-going

Manage Plans and Develop Policy

On-going

On-going

On-going

$2,304,570 N/A 12

$2,304,600 10 12

$2,304,650 10 12

External Communication Value of positive media attention (compared to ad rates) Number of public information critical situations Number of City Council communication pieces

423

Policy, Planning and Communication

01010-5013000

Budget Highlights

$ Change

% Change

Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Communication Policy and Planning

Personnel Complement (Budgeted) Communication Policy and Planning

2008 2009 2010 Actual Appropriated Recommended $571,066 169,742 0 4,772 0

$745,546 209,942 0 43,795 98,517

$830,252 191,962 0 40,586 0

$84,706 (17,980) 0 (3,209) (98,517)

11.4% (8.6%) 0.0% (7.3%) (100.0%)

$745,581

$1,097,800

$1,062,800

($35,000)

(3.2%)

$13,418 231,984 500,178

$98,517 362,312 636,971

$0 372,331 690,469

($98,517) 10,019 53,498

(100.0%) 2.8% 8.4%

$745,581

$1,097,800

$1,062,800

($35,000)

(3.2%)

2.00 8.00

3.00 7.00

3.00 7.00

0.00 0.00

0.0% 0.0%

10.00

10.00

10.00

0.00

0.0%

Significant Budget Changes In 2009, a savings of $98,500 due to $11,900 for wage and benefit savings, and $86,600 for additional vacancy savings. After factoring in the 2009 personnel budget savings of $98,500, there is a net decrease of $13,800 or 1.6 percent.  A decrease of $23,800 due to holding a senior city planner position vacant for part of the year.  A decrease of $18,000 due to a reduction in supplies and materials. The budgeted vacancy savings is $27,415. The budgeted furlough savings is $14,082.

Capital Equipment None.

424

Public Works Transportation Division Summary

01010-5030000 2008 Actual

2009 2010 Appropriated Recommended

General Fund Agencies Infrastructure Planning and Programming Right-of-Way Services Capital Projects Management Traffic Engineering Services Major Projects Office Street Lighting School Crossing Guards Subtotal Operating

$1,704,768 14,575,840 1,798,625 9,627,469 1,003,414 1,956,974 90,293 $30,757,383

$0 15,202,500 4,676,100 11,612,500 0 2,225,000 92,800 $33,808,900

$0 14,294,000 4,846,000 10,314,800 0 2,225,000 92,800 $31,772,600

Total

$20,773,567 7,971,170 234,584 1,778,062 0 $30,757,383

$21,095,370 9,450,013 146,000 1,718,445 1,399,072 $33,808,900

$20,705,018 9,573,534 0 1,494,048 0 $31,772,600

Subtotal Transfers

$1,100,000 $1,100,000

$2,200,000 $2,200,000

$0 $0

Total General Fund

$31,857,383

$36,008,900

$31,772,600

292.0 2.5

293.0 2.5

296.0 2.5

294.5

295.5

298.5

Expenditures Personnel Services Services and Supplies Capital Expenditures Internal Services & Misc. Budget Savings

Transfers Transfer to CIF - HUTF

Note: The recommended 2010 budget is $4,236,300 less than the 2009 appropriation. This represents a 11.8% change from 2009.

Personnel Complement (Budgeted) Permanent Full-Time Equivalents Other Full-Time Equivalents Total Personnel Complement

425

Public Works–Transportation Right-of-Way Services

01010-5032000

Agency Description In order to achieve better coordination and service delivery, and in light of the pending organizational changes due to the creation of Development Services, the Transportation Division reviewed its structure and resource allocation. This initiative focused on programs and services and results in reorganization of the 2010 budget. Development Engineering Services will be renamed Right-of-Way Services to better reflect the nature of the organization’s programs. A Project Controls Office has been established and will include the staff from Capital Projects Management, and their associated non-personnel budget – which were allocated to Right-of-Way Services. The Quality Control Lab, which was closed in 2009, has redeployed their staff to Survey, Project Controls, and the Asphalt Plant. Right-of-Way Services manages all activities associated with private development and use of the City’s street right-of-way. This office determines developer-required improvements and reviews private development plans for regulatory compliance in the areas of transportation, survey and right-of-way management. This office also provides inspection and permits for construction of private development projects, in conjunction with the private use of the City rights-of-way. Administration provides overall managerial support and direction to the agency. It performs all activities relating to policy interpretation and development, budget, and high-level agency coordination. Survey administers all of the City’s land surveying needs including right-of-way management and review of land development matters. This office is responsible for maintaining surveying records as well as easements, dedications, land survey plats and vacations. Inspection assures construction of high quality transportation infrastructure by providing permitting and inspection services to private developers and utility contractors. This group also manages the short-term use of the City’s right-of-way by contractors and vendors through the issuance of various permits. This office permits and inspects the construction of private development projects in conjunction with the private use of City rights-of-way. Development Services oversees all design phase concepts and plans for conformity to the City’s adopted standards, regulations, and ordinances. This office determines developer-required improvements and reviews private development plans for regulatory compliance in the areas of transportation, survey and right-of-way management. Development Services reviews building plans, site plans, and urban design requirements and conducts inspections. These responsibilities comprise approximately 80 percent of City functions related to the development of private land. There are three service categories within Development Services: Permitting, Inspections and Project Coordination. Right-of-way Permitting and Enforcement manages activities associated with private development and use of the City’s right-of-way. This office determines developer-required improvements and performs initial reviews of private development plans for regulatory compliance in the areas of transportation, wastewater, survey and rightof-way management. This section also handles enforcement of certain right-of-way permits. The Enforcement section issues citations for on-street, off-street and private property parking violations. It administers vehicle booting and towing for the City, provides parking enforcement for sporting events, special events, holidays, concerts, and after-hours university events, and performs field checks and investigations of contested tickets. Enforcement also installs, repairs and maintains parking meters and parking pay stations in addition to collecting the fees from the meters and pay stations. It enforces parking regulations, collects parking fines and penalties, and administers the Residential Parking Permit and meter Cash Key programs. It also analyzes Denver’s parking ordinances and the overall parking system.

426

Right-of-Way Services

01010-5032000

Project Controls provides programmatic oversight on all capital and bond related projects. The primary functions are program integration, contract management, scheduling, budget management, cost estimating, training, and management of the integrated design and construction contract. In addition, this office performs right-of-way and public project plan review; is responsible for setting Public Works’ construction, transportation and water quality standard; and for review, approval and management of testing documentation.

Performance Measures

2008 Actual

2009 Estimated

2010 Objective

150 37 34 56 1,210

175 30 75 70 1,400

100 35 30 65 1,050

67 309 26 461

150 425 35 575

50 200 55 400

733 81% 12,112 2,118

500 80% 12,000 1,900

450 82% 9,000 1,900

63,311 0 0 12,925 1,675 217,109 620,190 19 9,251 5,664

91,500 20 15 11,000 1,000 229,000 636,200 16 1,500 5,600

77,000 20 4 14,000 3,000 220,000 680,000 17 1,600 5,100

Survey Revocable permits 1 Vacations Dedications Subdivision reviews Land survey plats Development Services Rezoning Site plans Traffic impact studies Miscellaneous transportation plans Inspection Construction permits Percentage of street cuts inspected before paving Street occupancy permits Parking meter sacking permits Right-of-way Enforcement and Permit Operations Number of customer service calls2 Community forums Customized parking strategies Number of residential parking permits issued3 Field investigations Number of citations written annually for meter violations Total number of citations written per year Average vehicles booted per day Number of meters repaired4 Total number of meters 1

Includes Utility Reviews and Easement Relinquishments 2008 objectives are calls received by parking violations and ROWE Dispatch 3 Includes renewals and guest permits 4 Starting in 2009, clearing coin jams no longer counted as a repair. 2

427

Right-of-Way Services Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Survey Inspection Development Services Right-of-Way Permitting and Enforcement Project Control Office

Personnel Complement (Budgeted) Survey Inspection Development Services Right-of-Way Permitting and Enforcement Project Control Office Revenue Use Charges Misc. General Government Licenses and Permits Fines and Forfeits Fees Charges for Services

01010-5032000 2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$9,498,149 4,124,998 140,644 812,047 0

$9,700,193 4,386,543 0 677,550 438,214

$8,776,334 4,936,833 0 580,833 0

($923,859) 550,290 0 (96,717) (438,214)

(9.5%) 12.5% 0.0% (14.3%) (100.0%)

$14,575,840

$15,202,500

$14,294,000

($908,500)

(6.0%)

$456,961 1,831,257 2,020,680 745,673 9,521,266

$616,649 2,018,167 1,519,192 1,068,117 9,980,375

$70,617 1,030,637 1,264,719 741,555 10,661,130

($546,032) (987,530) (254,473) (326,562) 680,755

(88.5%) (48.9%) (16.8%) (30.6%) 6.8%

0

0

525,342

525,342

0.0%

$14,575,840

$15,202,500

$14,294,000

($908,500)

(6.0%)

14.00 26.00 7.00 103.50

24.00 18.00 11.00 95.50

12.00 19.00 7.00 97.50

(12.00) 1.00 (4.00) 2.00

(50.0%) 5.6% (36.4%) 2.1%

0.00

0.00

6.00

6.00

0.0%

150.50

148.50

141.50

(7.00)

(4.7%)

$8,995,326 136,809 5,462,325 19,474,157 1,188,012 477,037

$8,552,700 100,000 4,034,500 19,100,000 585,700 401,000

$11,548,800 208,500 4,034,500 19,257,100 625,000 401,000

$2,996,100 108,500 0 157,100 39,300 0

35.0% 108.5% 0.0% 0.8% 6.7% 0.0%

$35,733,666

$32,773,900

$36,074,900

$3,301,000

10.1%

Significant Budget Changes In 2009, a savings of $845,200 due to:  $138,200 in wage and benefit savings  $300,000 in reduced contracting expenses  $107,000 for the elimination of the Quality Control Lab  $300,000 in additional vacancy savings. After factoring in the 2009 personnel budget savings, there is a net decrease of $1,062,000 or 10.8 percent. After factoring in the 2009 operating budget savings of $300,000, there is a net increase in services and supplies of $250,300 or 5.3 percent.

428

Right-of-Way Services

01010-5032000

 An increase of $162,800 and 1.0 FTE manager position transferred from Capital Projects Management to better reflect actual duties.  An increase of $73,136 and 1.0 FTE administrator I position transferred from Capital Projects Management to work in the new Project Controls Office. The cost will be paid by bond funds.  An increase of 1.0 FTE senior engineer position to work on bond-funded projects in the Project Controls Office. The cost will be reimbursed from bond funds.  A decrease of $445,000 due to additional vacancy savings.  A net decrease of $362,300 and 4.0 FTE as a result of eliminating the Quality Control Lab. Four materials tester positions were transferred out: two to Wastewater Right-of-Way Services, one to Wastewater Capital Projects Management, and one to the Asphalt Plant. In addition, a staff land surveyor position will be held vacant.  A decrease of $303,900 and 3.0 FTE engineer positions transferred to Capital Projects Management to better reflect actual duties.  A decrease of $172,700 of 3.0 FTE positions through the abolishment of a vehicle boot investigator, a program administrator and a senior survey technician position.  A decrease of $50,100 in personnel costs due to savings achieved from changes in the way overtime is calculated.  An increase of $1,067,000 for electronic parking meters. The expense is offset by additional revenue that will result from the use of the new meters.  A decrease of $26,700 due to reducing seven vehicles assigned to the Quality Control Lab.  A decrease of $500,000 in the City’s contract for parking ticket processing.  A decrease of $225,000 to eliminate the self-release boot program and the related contract fee.  A decrease of $118,700 for fuel as a result of reduced prices and a rate lock in 2010.  A decrease of $67,000 for professional services and management consulting services. The budgeted vacancy savings is $290,555. The budgeted furlough savings is $141,650.

Capital Equipment None.

Related General Fund Transfers Expenditures Transfer to CIF-HUTF (01010-9924000)

2008 2009 2010 Actual Appropriated Recommended $1,100,000

$2,200,000

$0

$ % Change Change ($2,200,000)

(100.0%)

The Highway Users Trust Fund (HUTF) Transfer monies are state-collected, locally-shared revenue distributed among the State’s counties and municipalities. Historically, the City’s allocation was deposited into the General Fund and then transferred to the Capital Improvement Fund (CIF) for bridge and viaduct projects that formerly were funded directly through state grants to the CIF. Beginning in 2010, this amount will be deposited directly into the Capital Improvements Fund. 429

Public Works–Transportation Capital Projects Management

01010-5033000

Agency Description Capital Projects Management provides planning, programming, design and construction, and project management services for building and maintaining the City's infrastructure including buildings and roadways. Administration provides policy and management support from the City Engineer for the Engineering Division and the rest of the Department of Public Works. Administration also includes administrative support staff for the agency. Project Controls Office staff, and their associated non-personnel budget, moved to Right-of-Way Services (01010-5032000). Transportation Project Management provides planning, bridge program management, project development, design and construction management, and inspection for federal, capital, local improvement districts and bond projects to improve neighborhood quality and cleanliness, to improve traffic flow and to invest in the quality of life for Denver residents. Transportation Projects Management also provides plan review, bidding, construction management, and inspection functions for Housing and Neighborhood Development Services, and the Parks and Recreation Department. Staff members represent the City in planning, design, and construction processes with Colorado Department of Transportation, the Regional Transportation District and various other local jurisdictions. Major Projects Management Office is the City and County of Denver's representative for major projects such as the Denver Justice Center, the RTD FasTracks program, the Better Denver Bond Program, the development of the Central Platte Campus at the old General Chemical site, and other projects. The Office will be the representative for citizens, businesses and institutions of the City and County of Denver during the design and construction of vertical capital projects. The Office is responsible for the resolution of issues between the contractor or project owner and any of the various City agencies which may be impacted by the respective projects. The Office responds to concerns raised by Denver residents and businesses and seeks to achieve mutually agreeable solutions to their issues. The Office also provides supplemental project management support and oversight for other City agencies such as Parks and Recreation, Environmental Health, and Theaters and Arenas to ensure that their needs and the needs of their customers are addressed as the projects advance. This office manages the reconstruction, expansion and remodeling of the City’s facilities and related infrastructure. This Office is the lead for supporting the Office of Emergency Management.

Performance Measures Implementing the Capital Improvement and Bond projects on schedule and within budget Number of projects initiated Number of projects completed Number/percentage of projects completed on time Number/percentage of projects completed within budget Number of completed plans or studies that include an infrastructure recommendation Percentage of non-CDOT reported structures inspected (3 year inspection cycle) Percentage of vehicle damaged infrastructure repaired within 30 days (City-owned property) Review, revise, document and train staff on new internal processes and procedures for project delivery

430

2008 Actual

2009 Estimated

2010 Objective

92%

92%

90%

43 27 24/92% 24/92% 4

30 47 43/92% 43/92% 5

35 40 36/90% 37/92% 4

100%

100%

100%

86%

90%

90%

4

4

4

Capital Projects Management Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Project Management Major Projects Project Controls

Personnel Complement (Budgeted) Administration Project Management Major Projects Project Controls Revenue Miscellaneous Intergovernmental Misc. General Government Internal Svc & Indirect Charges

01010-5033000 2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$1,695,417 59,704 0 43,503 0

$3,637,767 254,040 0 143,184 641,109

$4,445,490 275,222 0 125,288 0

$807,723 21,182 0 (17,896) (641,109)

22.2% 8.3% 0.0% (12.5%) (100.0%)

$1,798,625

$4,676,100

$4,846,000

$169,900

3.6%

$258,287 1,540,313 24 0

$1,571,192 2,079,477 702,825 322,606

$691,022 2,642,278 1,512,700 0

($880,170) 562,801 809,875 (322,606)

(56.0%) 27.1% 115.2% (100.0%)

$1,798,625

$4,676,100

$4,846,000

$169,900

3.6%

2.00 15.00 0.00 0.00

8.00 23.00 5.00 2.00

7.00 28.00 12.00 0.00

(1.00) 5.00 7.00 (2.00)

(12.5%) 21.7% 140.0% (100.0%)

17.00

38.00

47.00

9.00

23.7%

$0 54 0

$161,500 0 148,500

$161,500 0 154,000

$0 0 5,500

0.0% 0.0% 3.7%

$54

$310,000

$315,500

$5,500

1.8%

Significant Budget Changes In 2009, a savings of $716,100 due to:  $41,100 for wage and benefit savings  $600,000 for personnel services charged to bond projects  $75,000 for additional vacancy savings. After factoring in the 2009 personnel budget savings of $641,100, there is a net increase of $166,600 or 3.9 percent.  An increase of $823,000 and 7.0 FTE and operational expenses resulting from the consolidation of functions from Facilities Project Management (01010-3082000).  An increase of $303,900 and 3.0 FTE engineer positions transferred from Right-of-Way Services (72100-5032000).  An increase of 1.0 FTE senior engineer position paid by bond-funded projects.  A decrease of $162,800 and 1.0 FTE manager position transferred to Right-of-Way Services (5032000) to better reflect actual duties.  A decrease of $440,800 for personnel services expenditures charged to various bond projects.

431

Capital Projects Management

01010-5033000

 A decrease of $115,000 in personnel due to additional vacancy savings.  A decrease of $77,136 and 1.0 FTE administrator I position transferred to Right-of-Way Services to work in the Project Controls Office. The budgeted vacancy savings is $134,775. The budgeted furlough savings is $62,871.

Capital Equipment None.

432

Public Works–Transportation Traffic Engineering Services

01010-5034000

Agency Description Traffic Engineering Services (TES) is responsible for the design, installation, and operation of the City's system of traffic control and off-street parking assets. The Director of TES acts as the City Traffic Engineer and provides policy and management support to the Department of Public Works and coordinates with other transportation division performance centers. The agency plans, designs, and implements changes to the City and County of Denver's multimodal transportation system in conjunction with other city/local, regional, and state agencies. It is also responsible for the operation of the City's Transportation Management Center. Administration manages the staff of the Traffic Engineering Services offices and provides program development, office management, leave accounting, staff recruiting, and administrative support services. Traffic Signals/ITS designs, reviews, evaluates, implements, and maintains the traffic signal system and the Intelligent Transportation System (ITS). This section collaborates and supports other agencies to provide and implement mobility modifications and improvements to the City and County of Denver. It also responds to requests from customers for transportation system-related modifications and, in particular, traffic signal timing improvements for corridors and individual intersections. Signs and Pavement Marking unit designs, installs, and maintains all traffic signs and pavement markings. This includes all regulatory, warning signs, vehicle lane lines, bike lanes, pedestrian crosswalks, symbols, and messages to ensure safe and efficient travel for all modes of mobility. Markings also are installed for other City agencies. This group develops concepts for and reviews, evaluates, implements, and supports the design of transportation system signing and pavement marking improvements. It also fabricates signs for use in its work programs and for many other City agencies. Neighborhood Transportation Management and Safety program responsibilities have been distributed among the other sections within this division. Parking Operations oversees all City-owned parking lots and garages (except the Colorado Convention Center garage and the Denver Human Services garage) and performs research and analysis on the City's parking resources and functions. The division designs and conducts parking surveys and operational studies intended to garner feedback and increase the effectiveness of Denver's parking system. The analysis section provides placement strategies for meters, pay stations, loading zones, and residential parking restrictions. Transportation Management Center (TMC) provides AM and PM peak hour traffic monitoring for quick response to changing traffic conditions. The TMC supports special events, emergency response and road construction activities by implementing and maintaining Variable Message Signs, Highway Advisory Radios and a Blankout Sign System thus supporting the creation and implementation of incident management plans and special event traffic signal timing plans. It provides information to roadway customers by publishing camera views and traffic information on the City of Denver website. The TMC designs, develops, and implements Intelligent Transportation System (ITS) and communications in order to reduce delays and congestion for roadway customers.

433

Traffic Engineering Services

01010-5034000

Performance Measures Emergency signal maintenance calls Traffic signalized intersections Total traffic signal controller cabinets replaced Schools completed in Pavement Marking program Traffic signals receiving preventative maintenance Number of traffic signals re-timed Total signs installed RPP added to new block faces Peak traffic hours covered by TMC Number of event hours covered by TMC

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Traffic Signals/ITS Signs and Pavement Marking Safety/Neighborhood Traffic Management Parking Operations Transportation Management Center

Personnel Complement (Budgeted) Administration Traffic Signals/ITS Signs and Pavement Marking Parking Operations Transportation Management Center Revenue Use Charges Miscellaneous Intergovernmental Misc. General Government

2008 Actual

2009 Estimated

2010 Objective

4,197 1,259 69 188 56%

4,000 1,248 100 188 50%

3,925 1,249 100 188 50%

62 29,945 0 2,080 1,731

200 20,000 4 4,160 980

175 30,000 4 4,160 980

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$7,090,900 1,593,393 93,940 849,234 0

$7,757,410 2,491,630 146,000 897,711 319,749

$7,483,194 2,043,679 0 787,927 0

($274,216) (447,951) (146,000) (109,784) (319,749)

(3.5%) (18.0%) (100.0%) (12.2%) (100.0%)

$9,627,469

$11,612,500

$10,314,800

($1,297,700)

(11.2%)

$1,767,872 2,515,732 3,653,766 28,586

$2,575,538 2,833,031 3,803,750 0

$1,794,748 2,531,922 3,672,563 0

($780,790) (301,109) (131,187) 0

(30.3%) (10.6%) (3.4%) 0.0%

1,254,762 406,748

1,905,023 495,158

1,711,547 604,020

(193,476) 108,862

(10.2%) 22.0%

$9,627,469

$11,612,500

$10,314,800

($1,297,700)

(11.2%)

8.00 34.00 52.00 4.00 5.00

11.00 34.00 52.00 7.00 5.00

8.00 35.00 53.00 7.00 7.00

(3.00) 1.00 1.00 0.00 2.00

(27.3%) 2.9% 1.9% 0.0% 40.0%

103.00

109.00

110.00

1.00

0.9%

$3,674,441 782,340 2,394

$3,842,200 782,300 25,000

$4,172,000 813,000 25,000

$329,800 30,700 0

8.6% 3.9% 0.0%

$4,459,175

$4,649,500

$5,010,000

$360,500

7.8%

434

Traffic Engineering Services

01010-5034000

Significant Budget Changes In 2009, a savings of $440,700 in personnel services due to $99,700 for wage and benefit savings, $125,000 in additional vacancy savings, and $220,000 for a reduction in the traffic signal and sign work programs. After factoring in the 2009 personnel budget savings of $99,700, there is a net decrease of $406,016 or 5.2 percent. After factoring in the 2009 operating budget savings, there is a net decrease in services and supplies of $668,000 or 24.6 percent.  An increase of $131,500 for 1.0 FTE senior engineer due to increased workload in annual maintenance programs that resulted from the passage of the mill levy in 2007.  A net decrease of $450,000 in pavement marking materials and signal materials cost and shifting a portion of those costs to the Capital Improvement Fund.  A decrease of $282,300 due to additional vacancy savings.  A decrease of $175,000 in contracted parking garage management fees as a result of renegotiating contracts.  A decrease of $146,000 in capital equipment expenditures.  A decrease of $65,000 in expenditures for workers’ compensation insurance.  A decrease of $58,700 in personnel due to a change in overtime policy.  A decrease of $45,000 in fuel expenses due to reduced fuel rates and a rate lock in 2010.  A decrease of $41,000 in services and supplies. The budgeted vacancy savings is $240,261. The budgeted furlough savings is $120,867.

Capital Equipment Funding Source/Item Planned Fleet Replacement (11804-5053000) Aerial bucket truck lease (Ref. no. 10-022)

Related General Fund Projects Expenditures School Crossing Guards (01010-5039000) Street Lighting (01010-5038000)

Quantity 3

New/Replacement Replacement

2008 2009 2010 Actual Appropriated Recommended

$ % Change Change

$90,293

$92,800

$92,800

$0

0.0%

$1,956,974

$2,225,000

$2,225,000

$0

0.0%

435

Traffic Engineering Services

01010-5034000

School Crossing Guards Program provides funding for the Intergovernmental Agreement with Denver Public Schools for the School Crossing Guards program. Street Lighting reimburses the local energy company for installation of new street lights and repair of existing street lights. Street Lighting construction is managed by the Traffic Engineering Services section of Public Works. Other Excel franchise issues are managed by Finance and Administration.

Program Changes School Crossing Guards None. Street Lighting None.

436

Public Works Operations Division Summary

01010-5050000 2008 Actual

2009 2010 Appropriated Recommended

General Fund Agencies Street Maintenance Solid Waste

$21,454,389 23,959,771 $45,414,159

$21,224,200 24,774,200 $45,998,400

$19,296,100 22,115,900 $41,412,000

$24,187,773 8,005,683 137,399 13,083,304 0 $45,414,159

$22,428,626 8,099,083 144,527 12,712,341 2,613,823 $45,998,400

$21,951,018 7,526,116 0 11,934,866 0 $41,412,000

Subtotal Transfers

$8,106,500 $8,106,500

$11,600,000 $11,600,000

$1,871,600 $1,871,600

Total General Fund

$53,520,659

$57,598,400

$43,283,600

381.0 15.3

384.0 12.8

366.0 15.3

396.3

396.8

381.3

Subtotal Operating

Expenditures Personnel Services Services and Supplies Capital Expenditures Internal Services & Misc. Budget Savings Total Transfers Transfer to Fleet Replacement SRF

Note: The recommended 2010 budget is $14,314,800 less than the 2009 appropriation. This represents a 31.1% change from 2009.

Personnel Complement (Budgeted) Permanent Full-Time Equivalents Other Full-Time Equivalents Total Personnel Complement

437

Public Works–Operations Street Maintenance

01010-5051000

Agency Description Street Maintenance is responsible for maintenance, sweeping, and snow removal on public streets and alleys. Maintenance of the City’s 1,879 centerline miles (5,658 lane miles) of streets and 5,135 alleys is performed by either City staff or contractors to deliver budgeted levels of service for pavement maintenance, including pothole patching, paving and grading of unimproved streets and alleys, curb and gutter, and curb ramps. Street and alley sweeping is performed at frequencies established to maintain equitable levels of cleanliness throughout the City. Designated snow routes are cleared during winter snow events to maintain mobility and ensure safety. In addition, Street Maintenance responds to emergencies and special events. Administration coordinates all Street Maintenance activities, manages infrastructure assets, establishes goals and objectives for the agency, allocates resources to work programs, monitors compliance with environmental regulations and performs various support functions. Customer Service works with the 311 Call Center to respond to inquiries related to agency activities, including creation and monitoring of work orders, and performs other administrative duties. Street Resurfacing and Reconstruction implements recommendations from the agency’s infrastructure management program by performing resurfacing and reconstruction of asphalt streets to extend the life of streets and provide a serviceable transportation network. Work is performed by agency workforce and contractors on a seasonal basis; contracted work and materials are funded from the Capital Improvements Fund. Work under this program includes the reconstruction of asphalt pavements that cannot be repaired with routine pothole patching. Most resurfacing activities are performed seasonally, with reconstruction occurring year-round in response to failed pavements and street cave-ins. Pothole Patching repairs potholes to reduce the impact of poor pavement condition on vehicles and to extend the serviceability of streets and alleys. Pothole patching is performed on a year-round basis. Alley Paving and Grading implements the Unimproved Alley Paving Program initiated in 2005. This program was developed to pave the 1,069 unimproved (dirt and gravel) public alleys remaining in the City with a maintenance course of asphalt pavement, improving mobility and service level of alleys. Paving of these alleys also reduces degradation of water quality runoff and helps control dust from the alleys. This program also performs seasonal grading of unimproved alleys that have not been surfaced with asphalt or concrete pavement. Street and Alley Sweeping cleans public streets and alleys by removing dirt, leaves, and debris. This reduces air and water pollution, keeps sediment and litter from entering the storm drainage system, and provides for a clean environment in the City. Sweeping after snow removal operations removes residual de-icing materials from streets before they enter the storm drainage system or are dispersed into the air. Sweeping is performed on a yearround basis. Concrete Repair and Construction responds to work order requests and implements recommendations from the agency’s infrastructure management program by performing repairs to existing concrete infrastructure including curb and gutter, curb ramps, and concrete streets and alleys. Work is performed year-round, weather permitting, by agency staff and contractors. Snow Removal Program removes snow and ice from designated snow routes during and after snowstorms in order to maintain mobility, improve motorist safety, and facilitate runoff of snowmelt into the storm drainage system. The agency uses liquid and dry de-icers as an alternative to sand to reduce air pollution and water pollution in snow runoff.

438

Street Maintenance

01010-5051000

Performance Measures Of total potholes, percent patched based on external requests Average pothole request response time (days) Total lane miles swept Total cubic yards of debris collected Cubic yards of debris collected per mile Percent of curb ramps constructed Percent of streets in satisfactory or better condition Average pavement condition index (PCI) of network Number of unpaved alleys

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Customer Service Street Resurfacing and Reconstruction Pothole Patching Alley Paving and Grading Street and Alley Sweeping Concrete Repair and Construction Snow Removal

Personnel Complement (Budgeted) Administration Customer Service Street Resurfacing and Reconstruction Pothole Patching Alley Paving and Grading Street and Alley Sweeping Concrete Repair and Construction Snow Removal

2008 Actual

2009 Estimated

2010 Objective

.92% .95 92,245 39,535 .43 66.7% 62% 72 379

1.0% .95 100,000 36,000 .42 65% 70% 80 253

1.0% 1 100,000 40,000 .40 68% 70% 80 127

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$12,053,131 2,916,790 7,899 6,476,567 0

$10,711,334 2,408,453 144,527 5,873,157 2,086,729

$11,369,537 2,084,872 0 5,841,691 0

$658,203 (323,581) (144,527) (31,466) (2,086,729)

6.1% (13.4%) (100.0%) (0.5%) (100.0%)

$21,454,389

$21,224,200

$19,296,100

($1,928,100)

(9.1%)

$7,708,517 222,457 5,532,646

$4,644,771 220,512 2,747,933

$7,270,419 79,697 3,003,016

$2,625,648 (140,815) 255,083

56.5% (63.9%) 9.3%

1,705,969 33,994 2,933,118 1,251,303 2,066,381

1,162,588 1,669,169 4,298,190 961,404 5,519,633

771,985 914,969 2,161,241 980,420 4,114,353

(390,603) (754,200) (2,136,949) 19,016 (1,405,280)

(33.6%) (45.2%) (49.7%) 2.0% (25.5%)

$21,454,389

$21,224,200

$19,296,100

($1,928,100)

(9.1%)

12.95 4.00 52.86

12.76 4.00 53.12

12.76 4.00 51.76

0.00 0.00 (1.36)

0.0% 0.0% (2.6%)

14.78 14.91 36.00 15.60 34.40

14.40 14.72 36.00 17.60 34.40

12.80 14.08 35.20 18.20 33.20

(1.60) (0.64) (0.80) 0.60 (1.20)

(11.1%) (4.3%) (2.2%) 3.4% (3.5%)

185.50

187.00

182.00

(5.00)

(2.7%)

439

Street Maintenance Budget Highlights Revenue Use Charges Miscellaneous Intergovernmental Misc. General Government Internal Svc & Indirect Charges

01010-5051000 2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$0 126,716 73 5,014,776

$4,000 210,000 0 5,191,000

$0 215,000 456,300 5,973,100

($4,000) 5,000 456,300 782,100

(100.0%) 2.4% 0.0% 15.1%

$5,141,565

$5,405,000

$6,644,400

$1,239,400

22.9%

Significant Budget Changes In 2009, a savings of $2,186,700 due to:  $186,700 in wage and benefit savings  $1,330,000 in personnel costs charged to bond and mill levy projects  $570,000 in materials charged to bond and mill levy projects  $100,000 of additional vacancy savings. After factoring in the 2009 personnel budget savings of $1,516,700, there is a net decrease of $858,497 or 7.0 percent. After factoring in the operating budget savings of $570,000, there is a net decrease in internal services of $601,466 or 9.3 percent.  A decrease of $227,200 and 4.0 FTE equipment operator positions in the hauling program. Related hauling expenditures will shift to the Capital Improvement Fund.  A decrease of $52,300 and 1.0 FTE equipment operator positions in the patching program.  A decrease of $200,000 for personnel costs charged to bond-funded projects.  A decrease of $185,000 for overtime and standby pay.  A decrease of $150,000 additional vacancy savings.  A decrease of $431,900 in fuel savings due to reduced fuel prices and a rate lock in 2010.  A decrease of $232,700 for various services and supplies including chip seal contract.  A decrease of $165,000 for services and supplies charged to various capital and bond-funded projects. The budgeted vacancy savings is $349,091. The budgeted furlough savings is $167,230.

440

Street Maintenance

01010-5051000

Capital Equipment Funding Source/Item Planned Fleet Replacement (11804-5053000) Sweepers (Ref. nos. 10-013 and 10-014) Tandem dump trucks (Ref. nos. 10-015 and 10-016) Dump truck lease (Ref. no. 10-023) Tandem plow leases (Ref. no. 10-020) Loader lease payments (Ref. no. 10-020) Motor grader lease (Ref. no. 10-019) Sweeper lease (Ref. nos. 10-019 and 10-021) Semi tractor lease (Ref. no. 10-019)

441

Quantity

New/Replacement

2 2 2 8 2 2 13 5

Replacement Replacement Replacement Replacement Replacement Replacement Replacement Replacement

Public Works–Operations Solid Waste

01010-5052000

Agency Description Solid Waste Management provides weekly trash collection service and large item pickup (LIP) on a routine and request basis. It also provides graffiti removal from public right-of-ways and approved private and commercial property, develops and coordinates the City's recycling program, and administers the City's Keep Denver Beautiful program. Administration provides overall management, client contact and clerical support for the agency. Trash Collection provides weekly trash collection for Denver households, operates a transfer station, and repairs and repaints dumpsters. Collection methods include manual, automated barrel and automated dumpster systems. Large Item Pickup collects oversized articles, such as furniture, on a ten-week rotation and assists in civic special event cleanup. We contract the collection of all appliances, including appliances containing freon, which are delivered to an approved vendor for federally mandated freon recovery. This section is also responsible for the complaint special collection truck, night route, and snow removal on designated viaduct sidewalks following snowstorms. Denver Recycles provides bi-weekly residential recycling collection and other services aimed at reducing the volume and toxicity of Denver's residential waste. It reduces waste by continuing the Leaf Drop and Treecycle programs, master composter training program and compost training classes, and helps develop the market for recycled products by encouraging City purchase of such items. In addition, it works with Wastewater Management in administering the curbside household hazardous waste program. Denver Partners Against Graffiti removes graffiti, with property owner permission, from private and commercial property, as well as on public rights-of-way; and coordinates graffiti removal projects by providing the initiative and in some cases labor and equipment. Keep Denver Beautiful provides support and direction to neighborhood organizations in maintaining the aesthetics of the City; educates the public on how to best abate graffiti; coordinates volunteer litter and graffiti removal activities; and solicits cash and in-kind contributions to promote neighborhood clean-up projects and litter reduction practices.

Performance Measures Administration Number of residents serviced Tons of trash collected Tons per work-hour for trash collection Average cost-per-ton for solid waste disposed Number of rotations for large item collection Denver Recycles Recycling tons collected Recycling as a percentage of waste stream Tons per work-hour for curbside recycling collection Service subscription rate

442

2008 Actual

2009 Estimated

2010 Objective

167,500 219,675 1.24 14.74 10

169,000 242,000 1.3 15.47 10

170,000 230,000 1.3 15.95 5

28,134 11.3% 1.11 52%

30,000 11% 1.2 52%

32,000 13% 1.25 55%

Solid Waste

01010-5052000

Performance Measures Denver Partners Against Graffiti Square feet of graffiti removed per work-hour Square feet of graffiti removed Average days to complete work orders

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Trash Collection Large Item Pickup Recycling Graffiti Program Keep Denver Beautiful

Personnel Complement (Budgeted) Administration Trash Collection Large Item Pickup Recycling Graffiti Program Keep Denver Beautiful Revenue Misc. General Government Charges for Services

2008 Actual

2009 Estimated

2010 Objective

186.94 4.5 M 1.54

120 3.5 M 2

120 3.6 M 2

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$12,134,641 5,088,892 129,500 6,606,736 0

$11,717,292 5,690,630 0 6,839,184 527,094

$10,581,481 5,441,244 0 6,093,175 0

($1,135,811) (249,386) 0 (746,009) (527,094)

(9.7%) (4.4%) 0.0% (10.9%) (100.0%)

$23,959,771

$24,774,200

$22,115,900

($2,658,300)

(10.7%)

$7,658,195 11,088,178 1,329,621 2,408,623 1,363,985 111,165

$8,271,018 11,471,379 1,426,997 2,209,316 1,286,926 108,564

$1,896,185 14,522,077 1,604,580 2,611,031 1,375,371 106,656

($6,374,833) 3,050,698 177,583 401,715 88,445 (1,908)

(77.1%) 26.6% 12.4% 18.2% 6.9% (1.8%)

$23,959,771

$24,774,200

$22,115,900

($2,658,300)

(10.7%)

12.33 138.70 22.00 18.00 17.72 2.00

11.00 128.75 25.00 24.00 20.00 1.00

11.00 123.25 21.00 24.00 19.00 1.00

0.00 (5.50) (4.00) 0.00 (1.00) 0.00

0.0% (4.3%) (16.0%) 0.0% (5.0%) 0.0%

210.75

209.75

199.25

(10.50)

(5.0%)

$5,400 1,233,366

$0 1,000,000

$208,800 1,308,000

$208,800 308,000

0.0% 30.8%

$1,238,766

$1,000,000

$1,516,800

$516,800

51.7%

443

Solid Waste

01010-5052000

Significant Budget Changes In 2009, a savings of $817,000 due to:  $192,000 of wage and benefit savings  $290,000 in additional vacancy savings  $135,000 reduced contracts  $200,000 reduced tipping fees. After factoring in the 2009 personnel budget savings of $192,000, there is a net decrease of $1,327,800 or 11.1 percent. After factoring in the 2009 operating budget savings of $335,100, there is a net decrease of $584,400 or 9.7 percent.  An increase of $70,900 and 2.5 FTE due to adding on-call utility workers. One and a half utility workers will be assigned to the overflow collection program and one will be assigned to the Large-Item Pickup (LIP) program in exchange for the reduction in staff (below).  A decrease of $425,000 in personnel due to additional vacancy savings.  A net decrease of $285,600 and 5.0 FTE due to curtailing the overflow collection program, including $235,600 for abolishing five senior utility positions and $50,000 in reduced operating expenses for vehicles.  A decrease of $252,400 and 4.0 FTE due to changing the large-item pickup (LIP) program from a five-week rotation to ten weeks. This includes $189,100 for abolishing two senior utility workers and two equipment operator positions and $63,300 in reduced operating expenses for two vehicles.  A decrease of $272,800 and 4.0 FTE due to routing efficiencies including $192,300 for abolishing two equipment operators and two senior utility worker positions and $80,500 in reduced operating expenses for vehicles.  A decrease of $146,700 in personnel services including a reduction of $118,700 due to a policy change in the calculation of overtime and a decrease of $28,000 in stand-by pay.  A decrease of $508,700 in internal services for fuel savings as a result of reduced prices and a rate lock in 2010.  A decrease of $237,300 in workers’ compensation insurance.  A decrease of $175,000 in tipping fees resulting from reduced tonnage deposited at the landfill.  A decrease of $150,000 in barrel materials due to a one-time expansion in 2009. The budgeted vacancy savings is $326,355. The budgeted furlough savings is $157,176.

Capital Equipment Funding Source/Item Planned Fleet Replacement (11804-5053000) Automated recycling truck (Ref. nos. 10-007 and 10-008) Side loader (Ref. nos. 10-009 and 10-010) Side loader lease (Ref. no. 10-019) Rear loader lease (Ref. no. 10-019) 444

Quantity

New/Replacement

2 2 2 9

Replacement Replacement Replacement Replacement

Public Works Planned Fleet Replacement Special Revenue Fund Related General Fund Transfer

2008 2009 2010 Actual Appropriated Recommended

$ % Change Change

Expenditures Transfer to Fleet Replacement SRF (01010-9923000)

$8,106,500

$11,600,000

$1,871,600

($9,728,400)

(83.9%)

The Transfer to the Fleet Replacement SRF from the General Fund provides funding for the Planned Fleet Replacement Special Revenue Fund. All fleet vehicles for General Fund agencies, except for those associated with approved 2010 expansions, are purchased out of this fund. A 2009 savings of $7,177,000 resulted from the lease/purchase of some of the 2009 vehicles. After factoring in the 2009 budget savings, the net decrease is $2,551,400 or 58.0 percent for 2010.

Special Revenue Fund Projects

2008 Actual

2009 Estimated

2010 Estimated

2010 FTE

$13,181,743

$4,423,000

$4,381,244

0.00

Expenditures Planned Fleet Replacement (11804-5053000)

The Planned Fleet Replacement Fund provides funding for fleet replacement on a periodic cycle. Revenues to this fund come from a General Fund transfer and interest income.

445

Public Works Fleet Maintenance Internal Service Fund

63001-5053000

Agency Description The Fleet Maintenance Division maintains approximately 1,900 vehicles and pieces of equipment for the City and County of Denver and the required inventories of parts, tools and supplies. It procures vehicles and equipment and purchases fuel for City fleets. Fleet Maintenance reviews equipment usage, identifies vehicles eligible for retirement and prepares specifications for the purchase of new equipment. It also operates a Motor Center that provides employees with vehicles to use when carrying out City business. The division maintains a specialized fleet management computer system and database. Administration manages the internal service fund including strategic planning, billing, computer operations, rate analysis and budgeting. It manages capital equipment requirements and all warranty-related issues for vehicles/equipment purchased by the Division. Maintenance Operations repairs and maintains fleet equipment. It operates seven maintenance and repair locations providing comprehensive scheduled maintenance and repair service to light, heavy and off-road equipment. Materials Handling audits, inventories, orders, issues and receives all materials. It provides obsolescence control and new product research and acquires capital equipment for use by Fleet Maintenance as well as for other City agencies. It also maintains an inventory of parts, materials and consumable goods for distribution at seven repair locations and the warehouse. Equipment Replacement determines agency equipment applications and then ensures specification requirements are developed to procure the best piece of equipment for the intended application.

Mission To provide quality vehicle and equipment maintenance and repair services, fueling capability and equipment specifications for City agencies so that vehicles and equipment are operationally ready for use.

Recent Accomplishments  Selected #2 Fleet in North America and #9 Green Fleet in North America by the 100 Best Fleets organization. Recognized for efforts aimed at breaking our nation’s dependency on foreign oil and saving money through fuel locks.  Reduced hazardous waste generation at our 5440 Roslyn facility, allowing the City to benefit from a reduction in regulatory status from Large Quantity Generator to Small Quantity Generator, and implemented a program of using environmentally-friendly automotive paint to reduce harmful emissions.  Initiated and completed a process review in our parts section to improve customer service while streamlining work flow.

Strategic Initiatives Administration  Increase the assistance Fleet Maintenance provides to City agencies in evaluating their fleets by providing detailed and meaningful utilization reports to more agencies prior to development of their budgets. (Prudent Fiscal Stewardship)

446

Fleet Maintenance Internal Service Fund

63001-5053000

 Make Denver and the Fleet Maintenance Division a better place to work through the development of an employee association so that employees can raise funds to recognize co-worker’s accomplishments and other major life-changing events. (Motivated, Diverse and Prepared Workforce) Operations  Develop the skill levels of fleet employees in the areas of safety, computers and automotive repair technology by increasing staff training hours another three percent to support the delivery of City services. (Motivated, Diverse and Prepared Workforce)  Support the City’s sustainability efforts by increasing the size of the hybrid fleet. (Environmental Stewardship)  Support the City’s sustainability efforts by increasing the percentage of alternative fuel vehicles in the fleet. (Environmental Stewardship) Materials Handling  Support the City’s sustainability efforts by continuing to reduce the amount of hazardous waste produced by Fleet Maintenance by incorporating more environmentally-sound waste reduction practices. (Environmental Stewardship)

Performance Measures Administration Percent of agencies provided with utilization reports prior to development of their budgets Participation in Fleet Maintenance Employee Association Operations Hours of staff training received Percent of vehicles that are hybrid1 Percent of alternative fuel units1 Materials Handling Pounds of hazardous waste produced Inventory turnover rate Percent of fuel that is alternative 1

2008 Actual

2009 Estimated

2010 Objective

100%

100%

100%

84%

84%

84%

1,581 4.4% 44%

1,605 4.7% 45%

1,653 5% 46%

715 4.06 49%

715 3.70 49%

685 3.75 49%

Includes hybrids maintained by both Public Works and Safety Departments (the count for the latter is supplied by the Safety agencies).

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

2008 2009 2010 Actual Appropriated Recommended

$ % Change Change

$7,278,685 14,023,250 281,564 167,128 0

$7,760,253 14,673,287 257,000 221,460 0

$7,486,158 12,802,215 240,000 209,327 0

($274,095) (1,871,072) (17,000) (12,133) 0

(3.5%) (12.8%) (6.6%) (5.5%) 0.0%

$21,750,629

$22,912,000

$20,737,700

($2,174,300)

(9.5%)

447

Fleet Maintenance Internal Service Fund

63001-5053000

Budget Highlights

$ % Change Change

Administration Maintenance Operations Materials Handling Equipment Replacement

Personnel Complement (Budgeted) Administration Maintenance Operations Materials Handling Equipment Replacement

Revenue Use Charges Miscellaneous Transfers Misc. General Government Internal Svc & Indirect Charges Charges for Services

2008 2009 2010 Actual Appropriated Recommended $1,696,093 14,632,126 5,049,238 373,170

$1,790,147 16,008,015 4,734,128 379,710

$1,779,270 14,146,944 4,692,766 118,720

($10,877) (1,861,071) (41,362) (260,990)

(0.6%) (11.6%) (0.9%) (68.7%)

$21,750,629

$22,912,000

$20,737,700

($2,174,300)

(9.5%)

17.00 80.00 11.00 1.00

17.00 78.00 11.00 1.00

17.00 78.00 11.00 1.00

0.00 0.00 0.00 0.00

0.0% 0.0% 0.0% 0.0%

109.00

107.00

107.00

0.00

0.0%

$5,182 50,252 773,422 20,953,816 596,402

$0 0 0 19,373,300 0

$0 0 0 21,052,654 0

$0 0 0 1,679,354 0

0.0% 0.0% 0.0% 8.7% 0.0%

$22,379,074

$19,373,300

$21,052,654

$1,679,354

8.7%

Significant Budget Changes  A decrease of $130,000 due to eliminating the budget for the bonus program.  A net decrease of $1,861,100 in fuel expenditures due to reduced fuel rates and a rate lock in 2010. No vacancy savings is budgeted for 2010. The budgeted furlough savings is $120,561.

Capital Equipment Item Parallelogram lift (Ref. nos. 10-017 and 10-018)

448

Quantity

New/Replacement

2

Replacement

Public Works Fleet Maintenance Internal Service Fund

63001-5053000

Statement of Changes in Net Assets ($ in thousands)

2008 Actual

Assets Current Assets Cash and cash equivalents Accounts Receivable Due from other funds Inventory of supplies Subtotal Fixed Assets Buildings Improvements other than buildings Machinery and Equipment Accumulated Depreciation Net Capital Assets

Total Assets

2009 Estimated

2010 Recommended

$2,203 58 1,911 2,141 $6,313

$3,584 0 1,794 1,700 $7,078

$3,411 0 1,740 1,650 $6,801

$0 15 6,528 (5,301) $1,242 $7,555

$0 15 6,280 (5,314) $981 $8,059

$0 15 6,967 (5,730) $1,252 $8,053

$367 196 6 225 0 $794 $716 $1,510

$400 226 0 232 0 $858 $692 $1,550

$400 460 0 232 0 $1,092 $704 $1,796

$1,242 4,803 $6,045

$981 5,528 $6,509

$1,252 5,005 $6,257

Liabilities Current Liabilities Vouchers payable Accrued Liabilities Due to other funds Compensated Absences Advances - capital replacement Total Current Liabilities Compensated Absences

Total Liabilities Net Assets Invested in capital assets, net of related debt Unrestricted

Total Net Assets

449

Public Works Fleet Maintenance Internal Service Fund

63001-5053000

Statement of Revenues, Expenses and Changes in Fund Net Assets ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

Operating Revenues Charges for services Other revenue

Total Operating Revenues

$21,576 386 $21,962

$20,996 0 $20,996

$20,959 0 $20,959

$7,279 140 13,469 413 480 $21,781

$7,760 114 11,899 364 445 $20,582

$7,789 114 12,859 390 234 $21,386

$181

$464

$0

$0

$0

$0

$0

$0

$181

$464

($252)

50 0 $231

0 0 $464

0 0 ($252)

$5,814 $6,045

$6,045 $6,509

Operating Expenses Personnel services Contractual services Supplies and materials Depreciation and amortization Other operating expenses

Net Operating Expenses Operating Income (Loss)

($252)

Nonoperating Revenues (Expenses) Interest expense Other expense

Total Nonoperating Revenues (Expenses) Income (Loss) Before Transfers Transfers in Transfers Out

Change in Net Assets Net Assets - January 1

Net Assets - December 31

450

$6,509 $6,257

Public Works Fleet Maintenance Internal Service Fund

63001-5053000

Statement of Cash Flows

2008 Actual

2009 Estimated

2010 Recommended

$22,197 (14,291) (7,223) 0

$20,996 (11,298) (7,760) 0

$21,134 (12,840) (7,789) 0

($ in thousands)

Cash Flows From Operating Activities Receipts from customers Payments to suppliers Payments to employees Sale of Salvage

Net cash provided (used) by operating activities

$683

$1,938

$505

50 0

0 0

0 0

$50

$0

$0

$0 207

$0 (257) (350)

$0 (384) (294)

$207

($607)

($678)

Cash Flow From Noncapital Financing Activities Operating transfers in Operating transfers out Residual equity transfer Net cash provided (used) by noncapital financing a

Cash Flows From Capital and Related Financing Activities Principal payments Acquisition of capital assets Loss on disposal of assets Interest paid

Net cash provided (used) by capital and related financing activities Net increase in cash and cash equivalents Cash and cash equivalents - January 1

$940 1,263 $2,203

Cash and cash equivalents - December 31

451

$1,381 2,203 $3,584

($173) 3,584 $3,411

Public Works Fleet Maintenance Internal Service Fund

63001-5053000 2008 Actual

2009 Estimated

2010 Recommended

Reconciliation of Operating Income (Loss) to Net Cash Provided (Used) by Operating Activities Operating Income (loss) Adjustments to reconcile operating income to net cash provided (used) by operating activities: Depreciation Decrease (increase) in receivables, net Decrease (increase) in due from other funds Decrease (increase) in inventories Increase (decrease) in vouchers payable Increase(decrease) in payroll liabilities Increase(decrease) in accrued liabilities Increase (decrease) in due to other funds

$181

$464

($252)

413 (27) 262 (234) 15

364 58 117 441 33 481 30 0

390 0 54 50 0 29 234

$1,988

$505

80 (7)

Net cash provided (used) by operating activities

$683

452

Public Works Asphalt Plant Internal Service Fund

67100-5054000

Agency Description The Asphalt Plant produces asphalt for resurfacing and maintaining the City’s streets and alleys. The Internal Service Fund invoices City agencies monthly for purchased asphalt. Administration orders materials for asphalt production and ensures compliance with local, state, and federal air emissions standards as well as OSHA requirements in a production facility. It coordinates production with Street Maintenance’s annual paving program. Production produces asphalt to meet Street Maintenance’s annual paving program schedule, hot-in-place recycling contract, and special projects. It also produces asphalt for internal sales to other City agencies including the Parks and Recreation Department and Denver International Airport.

Mission To produce low cost, high quality asphalt that meets all environmental and quality specifications for the City and County of Denver and other customers.

Recent Accomplishments  Installed a third silo that enables the plant to produce two mix designs at one time.  Will be producing 30 percent of all asphalt utilizing recycled asphalt (RAP) in the mix to meet sustainability goals.

Strategic Initiatives  Produce asphalt needed for Street Maintenance’s annual rotomill and overlay program, patching program, annual hot-in-place recycling contract, special projects and other City and County of Denver projects. (Efficient, Diverse and Accessible Transportation System)

Performance Measures Tons of asphalt produced 1 Percent of savings over outside vendor Cost-per-ton of asphalt produced 1

2008 Actual

2009 Estimated

2010 Objective

159,966 27% $32.72

240,000 8% $36.002

240,000 7% $30.00

The asphalt plant was shut down for 7 weeks in 2008 due to the inability to get asphalt binder from the supplier. (Supplier went through bankruptcy reorganization.) 2 The increase is due to the high cost of oil in the fall of 2008.

453

Asphalt Plant Internal Service Fund

67100-5054000

Budget Highlights

$ Change

% Change

Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Production

Personnel Complement (Budgeted) Administration Production

Revenue Misc. General Government Internal Svc & Indirect Charges Charges for Services

2008 2009 2010 Actual Appropriated Recommended $514,324 6,911,100 28,811 127,162 0

$637,360 7,530,552 413,000 153,588 0

$662,623 7,526,880 385,000 182,097 0

$25,263 (3,672) (28,000) 28,509 0

4.0% (0.0%) (6.8%) 18.6% 0.0%

$7,581,399

$8,734,500

$8,756,600

$22,100

0.3%

$634,777 6,946,621

$212,409 8,522,091

$239,227 8,517,373

$26,818 (4,718)

12.6% (0.1%)

$7,581,399

$8,734,500

$8,756,600

$22,100

0.3%

1.00 7.00

1.00 8.00

1.00 8.00

0.00 0.00

0.0% 0.0%

8.00

9.00

9.00

0.00

0.0%

$29,383 8,361,692 (7,645)

$0 8,700,000 0

$0 8,700,000 0

$0 0 0

0.0% 0.0% 0.0%

$8,383,430

$8,700,000

$8,700,000

$0

0.0%

Significant Budget Changes  A net increase of $21,100 in personnel due to the increase of $79,400 and 1.0 FTE materials tester position transferred from Right-of-Way Services, and the decrease of $58,300 and 1.0 FTE materials tester position abolished to offset the transfer. No vacancy savings is budgeted for 2010. The budgeted furlough savings is $10,136.

Capital Equipment Item Loader (Ref. no. 10-002) Forklift (Ref. no. 10-001)

454

Quantity

New/Replacement

1 1

Replacement Replacement

Public Works Asphalt Plant Internal Service Fund

67100-5054000

Statement of Changes in Net Assets ($ in thousands)

2008 Actual

Assets Current Assets Cash and cash equivalents Accounts Receivable Due from other funds Inventory of supplies Prepaid expenses Subtotal Fixed Assets Buildings Improvements other than buildings Machinery and Equipment Accumulated Depreciation Net Capital Assets

Total Assets Liabilities Current Liabilities Vouchers payable Accrued Liabilities Due to other funds Compensated Absences Capital Lease Obligations Advances - capital replacement Total Current Liabilities Capital lease obligations Other accrued liabilities Claims reserve

Total Liabilities Net Assets Invested in capital assets, net of related debt Unrestricted

Total Net Assets

455

2009 Estimated

2010 Recommended

$2,289 0 13 402 0 $2,704

$2,452 0 13 150 0 $2,615

$2,426 0 13 150 0 $2,589

$3,392 67 957 (3,405) $1,011 $3,715

$3,392 67 1,370 (3,717) $1,112 $3,727

$3,392 67 1,755 (4,054) $1,160 $3,749

$104 13 5 0 0 0 $122 $0 41

$50 12 5 0 0 0 $67 $0 40

$50 12 5 0 0 0 $67 $0 40

$163

$107

$107

$1,011 2,541

$1,112 2,508

$1,160 2,482

$3,552

$3,620

$3,642

Public Works Asphalt Plant Internal Service Fund

67100-5054000

Statement of Revenues, Expenses and Changes in Fund Net Assets ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

Operating Revenues Charges for services Other revenue

$8,354 1 $8,355

$8,700

$8,700

$8,700

$8,700

Personnel services Contractual services Supplies and materials Depreciation and amortization Other operating expenses Change in claims reserve

$514 24 6,482 240 532

$637 14 6,813 312 856

$664 14 6,810 337 853

Net Operating Expenses

$7,792

$8,632

$8,678

Operating Income (Loss)

$563

$68

$22

Income (Loss) Before Transfers

$563

$68

$22

$563

$68

$22

$2,989 $3,552

$3,552 $3,620

$3,620 $3,642

Total Operating Revenues Operating Expenses

Transfers in Transfers Out

Change in Net Assets Net Assets - January 1

Net Assets - December 31

456

Public Works Asphalt Plant Internal Service Fund

67100-5054000

Statement of Cash Flows ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

Cash Flows From Operating Activities Receipts from customers Payments to suppliers Payments to employees

Net cash provided (used) by operating activities

$8,670 (7,553) (515)

$8,700 (7,485) (639)

$8,700 (7,677) (664)

$602

$576

$359

$0 (29) 0

$0 (413) 0

$0 (385) 0

($29)

($413)

($385)

Cash Flows From Capital and Related Financing Activities Principal payments Acquisition of capital assets Interest paid

Net cash provided (used) by capital and related financing activities

Net increase in cash and cash equivalents Cash and cash equivalents - January 1

Cash and cash equivalents - December 31

$573 1,716 $2,289

$163 2,289 $2,452

($26) 2,452 $2,426

$563

$68

$22

240 8 36 (322) 80 (1) (2)

312 0 0 252 (54) (2) 0

337 0 0 0 0 0 0

Reconciliation of Operating Income (Loss) to Net Cash Provided (Used) by Operating Activities Operating Income (loss) Adjustments to reconcile operating income to net cash provided (used) by operating activities: Depreciation Decrease (increase) in receivables, net Decrease (increase) in due from other funds Decrease (increase) in inventories Increase (decrease) in vouchers payable Increase(decrease) in payroll liabilities Increase (decrease) in due to other funds

Net cash provided (used) by operating activities

$602

457

$576

$359

Public Works Department Wastewater Division Summary

72100-5060000 2008 Actual

2009 Appropriated

2010 Recommended

Enterprise Fund Agencies Executive Office Operations Storm Operations Infrastructure Planning and Programming Right-of-Way Services Capital Projects Management Major Projects Office Subtotal Operating

$11,251,399 38,430,843 13,646,416 1,161,697 3,890,793 3,476,958 77,710 $71,935,815

$13,219,669 46,095,842 14,861,000 0 4,307,803 4,287,100 0 $82,771,414

$14,163,400 47,959,900 22,196,300 0 4,191,300 4,206,600 0 $92,717,500

$20,413,367 32,155,156 1,063,050 18,304,242 $71,935,815

$23,089,119 38,045,895 1,676,349 19,960,051 $82,771,414

$22,253,331 42,608,631 669,000 27,186,538 $92,717,500

$14,500 $14,500

$18,800 $18,800

$25,200 $25,200

($186,756) 2,385,588 $2,198,832

$10,250,000 23,111,000 $33,361,000

$10,250,000 35,830,000 $46,080,000

Storm Bond Payment (72900-5060000) Subtotal Debt Payments

$1,261,573 $1,261,573

$2,455,000 $2,455,000

$2,467,300 $2,467,300

Total Enterprise Fund

$75,410,720

$118,606,214

$141,290,000

290.5 11.7 302.2

303.5 9.7 313.2

303.5 10.7 314.2

Expenditures Personnel Services Services and Supplies Capital Expenditures Internal Services & Misc. Total Transfers Transfer to Alternative Transportation SRF Subtotal Transfers

Capital Improvements Sanitary Capital Improvements (72400-5061102) Storm Capital Improvements (72700-5061102) Subtotal Capital Improvements

Debt Payments

Note: The recommended 2010 budget is $22,683,786 more than the 2009 appropriation. This represents a 27.4% change from 2009.

Personnel Complement (Budgeted) Permanent Full-Time Equivalents Other Full-Time Equivalents Total Personnel Complement

458

Public Works – Wastewater Management Enterprise Fund Executive Office

72100-5061000

Agency Description The Executive Office oversees all aspects of Wastewater functions and operations. It formulates and implements policies and maintains a revenue base sufficient to support operational requirements and capital improvement programs while emphasizing cost controls in operating units. Executive Office provides administrative and policy direction to the division. Administration/HR manages personnel functions for the division. Administrative Services provides office support services including division administration, clerical services, office supply and microfilming. Finance oversees accounting, information services and customer services for the division. Information Services provides data processing services including system development and documentation, data entry, equipment maintenance and operations support. It also provides support for the Wastewater communication systems. Accounting Services manages the cashier, inventory and stockroom functions; provides general accounting services and purchasing; and performs contracting and lien functions. Customer Services reviews adjustments to billings and responds to customer inquiries. It determines storm billing rates by measuring the impervious area on land parcels through aerial photography and field inspections. Support Services manages the Wastewater Management Division headquarters and motor pool. Safety provides investigations and training in employee safety.

Performance Measures Average number of days to complete sanitary sewer account reviews/work-ups Average number of days to complete storm drainage account reviews/work-ups

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

2008 Actual

2009 Estimated

2010 Objective

33.4 days

45 days

45 days

16 days

15 days

15 days

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$5,572,543 2,215,902 591,408 2,871,544 0

$5,722,630 3,812,602 231,369 3,453,068 0

$5,550,734 5,179,784 99,000 3,333,882 0

($171,896) 1,367,182 (132,369) (119,186) 0

(3.0%) 35.9% (57.2%) (3.5%) 0.0%

$11,251,399

$13,219,669

$14,163,400

$943,731

7.1%

459

Executive Office Budget Highlights Executive Office Administration/HR Administrative Services Finance Information Services Accounting Services Customer Services Support Services Safety

Personnel Complement (Budgeted) Executive Office Administration/HR Administrative Services Finance Information Services Accounting Services Customer Services Support Services Safety

Revenue Property Taxes Miscellaneous Transfers Misc. General Government Investment Service Internal Svc & Indirect Charges Interest Income Fees Charges for Services

72100-5061000 2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$425,533 647,668 456,400 145,151 1,545,667 4,203,651 1,493,800 2,027,073 306,453

$420,440 486,150 430,532 185,640 1,773,967 4,932,655 2,639,324 2,014,570 336,391

$394,225 390,262 455,770 147,360 1,608,884 7,164,025 1,611,666 1,995,740 395,468

($26,215) (95,888) 25,238 (38,280) (165,083) 2,231,370 (1,027,658) (18,830) 59,077

(6.2%) (19.7%) 5.9% (20.6%) (9.3%) 45.2% (38.9%) (0.9%) 17.6%

$11,251,399

$13,219,669

$14,163,400

$943,731

7.1%

4.00 6.43 6.00 3.89 9.00 21.93 19.00 8.00 3.00

4.00 5.00 5.00 4.25 9.00 22.00 19.00 8.00 3.00

4.00 4.00 6.00 4.25 9.00 22.00 19.00 8.00 4.00

0.00 (1.00) 1.00 0.00 0.00 0.00 0.00 0.00 1.00

0.0% (20.0%) 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 33.3%

81.25

79.25

80.25

1.00

1.3%

$28,766 6,520,000 1,279,178 (21,114) 513,690 568,444 0 46,182,900

$0 6,520,000 0 0 600,000 400,000 100,000 44,852,000

$0 15,967,300 0 0 500,000 100,000 100,000 46,400,000

$0 9,447,300 0 0 (100,000) (300,000) 0 1,548,000

0.0% 144.9% 0.0% 0.0% (16.7%) (75.0%) 0.0% 3.5%

$55,071,864

$52,472,000

$63,067,300

$10,595,300

20.2%

Significant Budget Changes  An increase of $40,700 and 1.0 FTE administrative support assistant II transferred from Operations (721005062500) to better reflect actual practices.  An increase of $1,328,200 for sanitary sewer billings paid to Denver Water for Wastewater’s portion of a new billing processing system.  An increase of $150,000 in controlled assets for office furniture.  A decrease of $177,000 in reduced expenditures for workers’ compensation insurance.

460

Executive Office

72100-5061000

 A decrease of $167,000 in capital equipment expenditures.  A decrease of $96,400 in personnel due to the bonus program not being in effect for 2010. The budgeted vacancy savings is $116,381. The budgeted furlough savings is $93,045.

Capital Equipment Funding Source/Item Wastewater Fund Miscellaneous minor equipment

Related Transfer Expenditures Alternative Transportation SRF Transfer (72100-9911400)

2008 2009 2010 Actual Appropriated Recommended $14,500

$18,800

$25,200

$ % Change Change $6,400

The Alternative Transportation Special Revenue Fund Transfer provides Wastewater Management’s share of funding for the alternative transportation program.

461

34.1%

Public Works – Wastewater Management Enterprise Fund Operations

72100-5062000

Agency Description The Operations Division maintains the sanitary and storm systems by monitoring, cleaning, repairing and rehabilitating/reconstructing system components. Director of Operations provides oversight and direction for the agency. Systems Maintenance cleans lines by rodding, jetting and flushing approximately 2,000 miles of sanitary and storm sewer systems. Television Crews televise sanitary and storm sewer systems to identify existing and potential problem areas as well as to assist planning engineers with their long-range sewer rehabilitation projects. Televising is done on all new sewer installations for acceptance and in support of water quality. Quality Control enforces City ordinances and rules and regulations concerning pretreatment devices, disconnected taps and illicit discharges to the sewer systems. It obtains samples of industrial discharges to assess industrial waste surcharges, monitors sources of pollution entering the storm system, and meters categorical industries. Water Quality administers and coordinates the City’s National Pollutant Discharge Elimination System (NPDES) permit. Laboratory performs chemical analyses on water, wastewater and solid samples to verify compliance with existing codes and regulations. Construction Operations repairs, rebuilds and constructs small storm sewer systems and concrete structures. It repairs manholes and adjacent structures. It also cleans channels and unimproved ditches and runs bucket machines to clean sewer lines.

Performance Measures Average response time to repair plugged main: Weekend Weekday Linear feet of sanitary and storm sewer line inspected Linear feet of unimproved gulches and ditches maintained Number of manhole adjustments Number of point repairs Linear feet of sanitary and storm sewer pipe installed Concrete structure repairs

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

2008 Actual

2009 Estimated

2010 Objective

52.5min 24.7min 1,818,446 16,785 2,354 153 2,549 212

1hour 30min 2,000,000 15,000 2,000 120 3,500 212

1hour 30min 2,100,000 20,000 2,200 125 2,000 200

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$8,134,361 28,830,954 215,445 1,250,081 0

$9,620,087 33,508,461 1,393,021 1,574,273 0

$9,148,935 36,709,451 570,000 1,531,514 0

($471,152) 3,200,990 (823,021) (42,759) 0

(4.9%) 9.6% (59.1%) (2.7%) 0.0%

$38,430,843

$46,095,842

$47,959,900

$1,864,058

4.0%

462

Operations Budget Highlights Director of Operations Systems Maintenance Television Crews Quality Control Laboratory Construction Operations NPDES

Personnel Complement (Budgeted) Director of Operations Systems Maintenance Television Crews Quality Control Laboratory Construction Operations NPDES Revenue Misc. General Government

72100-5062000 2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$26,552,511 4,829,332 958,558 1,274,393 539,048 3,538,037 738,961

$31,394,076 6,561,500 1,540,064 1,162,840 618,729 3,782,582 1,036,051

$34,873,602 5,639,230 1,648,064 1,009,643 546,637 2,987,910 1,254,814

$3,479,526 (922,270) 108,000 (153,197) (72,092) (794,672) 218,763

11.1% (14.1%) 7.0% (13.2%) (11.7%) (21.0%) 21.1%

$38,430,843

$46,095,842

$47,959,900

$1,864,058

4.0%

8.40 64.00 16.00 15.00 6.00 27.00 5.00

7.40 71.00 20.00 15.00 7.00 27.00 5.00

7.40 72.00 20.00 14.00 6.00 24.00 7.00

0.00 1.00 0.00 (1.00) (1.00) (3.00) 2.00

0.0% 1.4% 0.0% (6.7%) (14.3%) (11.1%) 40.0%

141.40

152.40

150.40

(2.00)

(1.3%)

($12,726,750)

$0

$0

$0

0.0%

Significant Budget Changes  An increase of $140,700 and 1.0 FTE senior engineer position transferred from Wastewater Right-of-Way Services to better reflect actual duties.  A decrease of $71,700 and 1.0 FTE management analyst position transferred to Wastewater Right-of-Way Services to reflect actual practices.  A decrease of $51,300 and 1.0 FTE senior engineering aide abolished to offset the increase of one materials tester position in Wastewater Capital Projects Management.  A decrease of $40,700 and 1.0 FTE administrative support assistant II transferred to Executive Office to better reflect actual practices.  An increase of $3,500,000 for annual treatment fees paid to Metro Wastewater Reclamation District resulting in an 11 percent increase over 2009.  A decrease of $798,200 in capital equipment purchases.  A decrease of $355,000 in construction materials.  A decrease of $238,300 in personnel services due to $145,700 in relinquished bonus pay and $92,600 in insurance costs.  A decrease of $106,000 in supplies and services for a reduction in disposal expenditures. The budgeted vacancy savings is $166,379. The budgeted furlough savings is $144,100

463

Operations

72100-5062000

Capital Improvements 72400-5061102 Sanitary Capital Improvements PA80010_131 PZ72610_128 PZ71810_126 PZ71810_170 PZ72610_129 PZ72610_130 PG71210_169 PZ72610_908 PZ72610_172

WW 50th and Washington Interceptor WW Annual Sanitary Sewer Improvements WW Critical Sanitary Sewer Lining WW Critical Sanitary Sewer Replacement WW Large Pipe Inspection and Rehabilitation WW Manhole Rehabilitation WW Montbello Sanitary Sewer Improvements WW Sanitary Master Plan Updates and Studies WW Water Quality Sewer Lining

Total for Sanitary Capital Improvements

$3,000,000 2,700,000 250,000 750,000 500,000 300,000 2,000,000 250,000 500,000 $10,250,000

72700-5061102 Storm Capital Improvements PA77610_313 PF70610_373 PH72510_316 PH71810_348 PC70710_701 PC70810_366 PC70810_324 PC70810_333 PH72510_314 PH71810_334 PH72510_362 PA77610_315 PH71810_347 PA77610_323 PH71810_363 PH72510_905 PH71810_372 PH72510_355 PC70810_908 PC70810_904 PC70710_702 PH72510_906 PH72510_914 PH71810_371

WW 11th Ave. - Elm to Holly WW 38th Avenue Underpass Drainage Improvements WW Asbury Outfall WW Bayaud Outfall (CCE) WW Citywide Curb & Gutter & Cross Pan WW Denver Union Station - Extension WW Denver Union Station - Upgrade WW General Storm Drainage Projects WW Glenbrook Detention Basin WW Hampden Heights, Phase II-Girard WW I-25 Center Avenue Outfall WW Jackson Street System WW N. University Outfall (CCN) WW Parkhill Storm, Phase IV WW S. Holly & Pacific Place outfall to Goldsmith G WW South Broadway Storm (Match) WW South Forest Street Outfall WW South Lowell Blvd. Outfall & Mullen WW Storm Drainage Master Plan Update WW Storm Drainage Master Plan Implementation WW Unimproved Alley Program WW Upper North Marston OSP Update WW West Harvard Gulch at Zuni (match UDFCD) WW Yale Outfall (Colorado to Birch) - PH71810_371

$1,000,000 1,300,000 6,750,000 1,400,000 2,000,000 1,900,000 1,700,000 2,500,000 1,000,000 1,600,000 500,000 500,000 1,200,000 3,300,000 1,000,000 500,000 3,000,000 1,975,000 250,000 250,000 875,000 80,000 250,000 1,000,000

Total of Storm Capital Improvements

$35,830,000

Grand Total of Capital Improvements:

$46,080,000

Storm Operations (72300-5060000)

$22,196,300

Storm Bond Payment (72900-5060000)

$2,467,300

464

Operations

72100-5062000

The Storm Operations budget of $22,196,300 includes:  $13,500,000 in reimbursements to Sanitary Operations (72100-5062000) for costs of labor and materials expended for stormwater operations. This is an increase of $7,000,000 over 2009 as a result of a study that analyzed actual costs and brought the reimbursement up to date.  $2,467,300 transfer to Storm Bond Payment (72900-5060000).  $6,229,000 for costs billed by Public Works – Street Maintenance ($5,534,000) and Parks and Recreation –Parks and Planning ($695,000) for maintenance costs related to stormwater-related facilities in streets, alleys, and parks. The amount billed is $343,000 more than for 2009.

Capital Equipment Item Jetting unit (Ref. nos. 10-005 and 10-006) Television trucks (Ref. nos. 10-003 and 10-004) Miscellaneous minor equipment

465

Quantity

New/Replacement

2 2

Replacement Replacement

Public Works – Wastewater Management Enterprise Fund Right-of-Way Services

72100-5064000

Agency Description In order to achieve better coordination and service delivery, and in light of the pending organizational changes due to the creation of Development Services, Wastewater reviewed its structure and resource allocation. Development Engineering Services has been renamed to Right-of-Way Services to better reflect the nature of the organization’s programs. A Project Controls Office has been established in Right-of-Way Services and will include the staff from Capital Projects Management (72100-5065000) and its associated non-personnel budget. The Quality Control Lab was closed in 2009 and its staff has redeployed to Surveying, Project Controls and the Asphalt Plant (67100-5054000). Right-of-Way Services manages all activities associated with private development and use of the City's street right-of-ways, as well as all issues pertaining to development-driven changes affecting stormwater conveyance, sanitary sewer and water quality requirements per applicable policies, rules and regulations and statutes. This office determines developer-required improvements and reviews private development plans for regulatory compliance in the areas of transportation, wastewater, survey and right-of-way management. Administration provides overall managerial support and direction to the section. Administration performs all activities relating to policy interpretation and development, budget and high-level agency coordination. Surveying and the City Surveyor, administer all of the City's land surveying needs including right-of-way management and review of land development matters. This office is responsible for maintaining surveying records as well as easements, dedication, land survey plats and vacations. Inspection assures construction of high quality infrastructure by providing permitting and inspection services to private developers and utility contractors. This section manages the short-term use of the City's right-of-way by contractors and vendors through the issuance of various permits. Additionally, the office permits and inspects private development projects in conjunction with the private use of wastewater lines connected to the City's system. Development Services reviews all design phase concepts and plans for conformity to the City's adopted standards, regulations, and ordinances. This office determines developer-required improvements and reviews private development plans for regulatory compliance in the areas of transportation and wastewater. Right-of-Way Permitting and Enforcement manages all activities associated with private development and use of the City's right-of-way. This office determines developer-required improvements and reviews private development plans for regulatory compliance in the areas of wastewater management. Project Controls provides programmatic oversight on all capital and bond-related projects. The primary functions are program integration, contract management, scheduling, budget management, cost estimating, training, and management of the integrated design and construction contract. In addition, this office performs right-of-way and public project plan review; sets Public Works’ construction, transportation and water quality standards; and reviews, approves and manages testing documentation.

Performance Measures Survey Vacations Dedications Subdivision reviews Land survey plats

466

2008 Actual

2009 Estimated

2010 Objective

37 34 56 1,210

30 75 70 1,400

35 30 65 1,050

Right-of-Way Services

72100-5064000

Performance Measures

2008 Actual

2009 Estimated

2010 Objective

Development Services Rezoning Site plans (i.e. PBG, PUD, MPUD, GDP, GSP) Sanitary studies Sanitary plans Drainage studies Drainage plans Combination drainage/sanitary plans

67 309 55 51 115 106 24

150 425 48 44 110 100 25

50 200 50 60 115 105 25

Inspection Construction permits

511

500

500

Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Survey Inspection Development Services Right-of-Way Permitting & Enforcement Project Control Office

Personnel Complement (Budgeted) Administration Survey Inspection Development Services Right-of-Way Permitting & Enforcement Project Control Office

2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$3,595,057 104,033 144,056 47,645 0

$3,952,432 276,642 34,469 44,259 0

$3,807,600 305,473 0 78,227 0

($144,832) 28,831 (34,469) 33,968 0

(3.7%) 10.4% (100.0%) 76.7% 0.0%

$3,890,793

$4,307,802

$4,191,300

($116,502)

(2.7%)

$140,947 1,923,450 1,324,504 18,545 483,346

$158,444 2,040,760 1,486,148 148,725 473,725

$220,374 769,834 1,251,575 1,020,611 530,727

$61,930 (1,270,926) (234,573) 871,886 57,002

39.1% (62.3%) (15.8%) 586.2% 12.0%

0

0

398,179

398,179

0.0%

$3,890,793

$4,307,802

$4,191,300

($116,502)

(2.7%)

1.00 10.00 11.00 9.50 9.00

1.00 19.50 15.00 0.00 7.00

2.00 9.00 13.00 8.50 8.00

1.00 (10.50) (2.00) 8.50 1.00

100.0% (53.8%) (13.3%) 0.0% 14.3%

0.00

0.00

4.00

4.00

0.0%

40.50

42.50

44.50

2.00

4.7%

467

Right-of-Way Services

72100-5064000

Significant Budget Changes  An increase of $246,600 and 3.0 FTE engineer positions to the Project Controls Office that transferred from Wastewater Capital Projects Management (72100-5065000) to better coordinate the management of the capital projects.  An increase of $71,700 and 1.0 FTE management analyst position transferred from Wastewater Operations (5062000) to reflect actual practices.  A net increase of $19,700 and 0.0 FTE that includes the addition of two material tester positions that transferred from Right-of-Way Services (01010-5032000) and the abolishment of a construction survey engineer and a senior engineering aide.  Decrease of $140,700 and 1.0 FTE senior engineer transferred to Wastewater Operations to better reflect actual duties.  A decrease of $85,000 and 1.0 FTE staff engineer position that transferred to Wastewater Capital Projects Management (72100-5065000) to better reflect actual practice.  A decrease of $52,050 that resulted from downgrading an engineer position to staff land surveyor to better reflect actual duties.  A decrease of $68,400 in personnel services due to relinquished bonus pay.  A decrease of $34,000 in fuel expenditures due to reduced prices and a rate lock in 2010. The budgeted vacancy saving is $61,217. The budgeted furlough savings is $65,284.

Capital Equipment None.

468

Public Works – Wastewater Management Enterprise Fund Capital Projects Management

72100-5065000

Agency Description Capital Projects Management provides planning, programming, design and construction, and project management services for the City's wastewater infrastructure. In order to achieve better coordination and service delivery, and in light of the pending organizational changes due to the creation of Development Services, the Project Controls Office staff and associated non-personnel budget were allocated to Right-of-Way Services (72100-5064000). Administration provides the overall management and direction of Capital Projects Management. Administration also includes administrative support staff for the agency. Wastewater Project Management provides planning, storm and sanitary sewer program management, project development, design and construction management, and inspection for federal, capital, and bond projects to improve neighborhood quality, service levels, and to invest in the quality of life for Denver residents. The office also reviews public/private project and development plans for consistency with applicable planning and engineering standards, and addresses issues pertaining to development-driven changes affecting storm water conveyance, sanitary sewer and water quality requirements per applicable policies, rules and regulations and statutes. Senior staff currently represent the City in planning, design, and construction processes with the Urban Drainage and Flood Control District, and Metro Wastewater Reclamation District, and various local jurisdictions. Major Projects Management Office is the City and County of Denver's representative for major projects such as the Denver Justice Center, the RTD FasTracks program, the Better Denver Bond Program, the development of the Central Platte Campus at the old General Chemical site, and other projects. The office represents citizens, businesses and institutions of the City and County of Denver during the design and construction of vertical capital projects, and is responsible for the resolution of issues between the contractor or project owner and any of the various City agencies which may be impacted by the respective projects. The office responds to concerns raised by Denver residents and businesses and seeks to achieve mutually agreeable solutions to issues. The office also provides supplemental support and oversight for other city agencies such as Parks and Recreation, Environmental Health, and Theatres and Arenas to assure that their needs and the needs of their customers are addressed as projects advance; and is the lead for supporting the Office of Emergency Management with Emergency Support Functions 1, 3 and 12 (Transportation, Infrastructure, and Energy).

Performance Measures

2008 Actual

2009 Estimated

2010 Objective

93%

92%

92%

28 28 27/96% 28/100% 4

30 32 29/95% 29/95% 4

30 32 29/95% 29/95% 4

Wastewater Project Management Design and Construction Implementing the Capital Improvement Program (CIP) and Bond projects on schedule and within budget Number of projects initiated Number of projects completed Number/percentage of projects completed on time Number/percentage of projects completed within budget Number of completed plans or studies that include an infrastructure recommendation

469

Capital Projects Management Budget Highlights Expenditures Personnel Services Services and Supplies Capital Equipment Internal Services and Misc. Budget Savings

Administration Project Management Major Projects Project Controls

Personnel Complement (Budgeted) Administration Project Management Major Projects Project Controls

72100-5065000 2008 2009 2010 Actual Appropriated Recommended

$ Change

% Change

$2,524,289 888,944 54,517 9,206 0

$3,793,970 448,189 17,490 27,451 0

$3,746,062 413,923 0 46,615 0

($47,908) (34,266) (17,490) 19,164 0

(1.3%) (7.6%) (100.0%) 69.8% 0.0%

$3,476,958

$4,287,100

$4,206,600

($80,500)

(1.9%)

$1,099,726 2,377,231 0 0

$444,122 3,246,479 213,354 383,145

$483,225 3,517,322 206,053 0

$39,103 270,843 (7,301) (383,145)

8.8% 8.3% (3.4%) (100.0%)

$3,476,958

$4,287,100

$4,206,600

($80,500)

(1.9%)

4.00 29.00 0.00 0.00

4.00 31.00 1.00 3.00

4.00 34.00 1.00 0.00

0.00 3.00 0.00 (3.00)

0.0% 9.7% 0.0% (100.0%)

33.00

39.00

39.00

0.00

0.0%

Significant Budget Changes  An increase of $147,700 and 1.0 FTE engineer/architect supervisor position created as a result of an increase in capital projects.  An increase of $85,000 and 1.0 FTE staff engineer position that transferred from Wastewater Right-of-Way Services (72100-5064000) to better reflect actual practice.  An increase of $73,300 and 1.0 FTE materials tester position that transferred from Right-of-Way Services (01010-5032000).  A decrease of $246,600 and 3.0 FTE engineer positions transferred to Right-of-Way Services (72100-5064000) Project Controls Office to better coordinate the management of the capital projects.  A decrease of $17,500 for one-time capital equipment purchased in 2009. The budgeted vacancy savings is $79,491. The budgeted furloughs savings is $64,853.

Capital Equipment None.

470

Public Works Wastewater Management Enterprise Fund

72000-5060000

Statement of Net Assets ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

Assets Current Assets Cash and cash equivalents Investments

$13,795

$4,701

$6,163

24,992

18,806

0

Receivables (net of allowances) Accounts

11,058

9,843

9,204

Accrued interest

164

148

100

Due from other funds

128

115

908

Inventories

301

291

305

$50,438

$33,904

$16,680

$30,479

$22,778

$22,778

14,207

14,207

14,207

639,588

645,404

673,791

Total Current Assets

Capital Assets Land and construction in progress Buildings and improvements Improvements other than buildings Machinery and equipment (Accumulated depreciation) Construction in progress Net Capital Assets Bond issue costs and other assets, net

Total Assets

471

14,088

14,577

14,425

(209,613)

(223,458)

(237,301)

0

27,237

14,683

$488,749

$500,745

$502,583

274

254

234

$539,461

$534,903

$519,497

Public Works Wastewater Management Enterprise Fund

72000-5060000

Statement of Net Assets ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

Liabilities Current Liabilities Vouchers payable

$1,210

$850

$616

Construction payable

1,847

3,695

3,671

Bonds payable

1,235

1,300

1,365

Accrued liabilities

770

847

680

Due to other funds

3,187

3,819

3,454

Deferred revenue

13,402

10,402

8,530

Compensated absences

658

665

591

Payable to Metropolitan Wastewater

748

728

750

$23,057

$22,306

$19,657

23,015

21,778

20,408

1,829

1,996

2,070

$47,901

$46,080

$42,135

$462,857

$474,221

$477,368

28,703

14,604

$491,560

$488,825

Total Current Liabilities Bonds payable Other accrued liabilities

Total Liabilities Net Assets Invested in capital assets, net of related debt Unrestricted

Total Net Assets

472

(5) $477,363

Public Works Wastewater Management Enterprise Fund

72000-5060000

Statement of Revenues, Expenses and Changes in Fund Net Assets ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

Operating Revenues Charges for services

$76,590

$76,340

$76,900

$76,590

$76,340

$76,900

$20,454

$22,499

$23,165

14,515

16,903

17,530

1,579

1,093

1,684

Depreciation and amortization

12,603

13,845

13,843

Metropolitan Wastewater Reclamation District

25,995

29,316

34,615

$75,146

$83,656

$90,837

$1,444

($7,316)

($13,937)

Total Operating Revenues Operating Expenses Personnel services Contractual services Supplies and materials

Total Operating Expenses Operating income (loss) Nonoperating Revenues (Expenses) Investment and interest income

$1,966

$691

$205

Disposition of assets

6

(15)

0

Interest expense

0

0

0

Other revenue (expense)

0

0

0

Total Nonoperating Revenues (Expenses)

$1,972

$676

$205

Income (loss) before contributions and operating transfers

$3,416

($6,640)

7,690

3,924

Capital grants and contributions Transfers out

(15)

Change in net assets

$11,091

($13,732) 2,295

(19)

(25)

($2,735)

($11,462)

Net Assets, January 1

$480,469

$491,560

$488,825

Net Assets, December 31

$491,560

$488,825

$477,363

473

Public Works Wastewater Management Enterprise Fund

72000-5060000

Statement of Cash Flows ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

$76,685 (37,562) (20,193) (6,603) $12,327

$74,569 (47,683) (22,181) 632 $5,337

$74,875 (54,755) (23,628) 632 ($2,876)

($14)

($19)

($25)

($14)

($19)

($25)

($1,180) (7,212) (20,895) 5 (1,250) 1,932

($1,235) (1,847) (20,918) (15) (1,209) 3,924

($1,300) (3,695) (10,782) 0 (1,208) 2,295

($28,600)

($21,300)

($14,690)

($22,222) 42,966 2,504 $23,248

($12,373) 18,559 702 $6,888

($37,613) 56,418 248 $19,053

$6,961 6,834 $13,795

($9,094) 13,795 $4,701

$1,462 4,701 $6,163

Cash Flow From Operating Activities Receipts from customers Payments to suppliers Payments to employees Interfund activity payments to other funds Net cash provided (used) by operating activities

Cash Flow From Noncapital Financing Activities Transfers in Transfers out Net cash provided (used) by noncapital financing activities

Cash Flow From Capital and Related Financing Activities Principal payments Payments on capital assets acquired through constructi Acquisition and construction of capital assets Sale of capital assets Interest paid Contributions and advances Net cash provided (used) by capital and related financing activities

Cash Flow From Investing Activities Purchases of investments Proceeds from sale of investments Interest received Net cash provided (used) by investing activities

Net increase (decrease) in cash and cash equivalents Cash and cash equivalents - January 1 Cash and cash equivalents - December 31

474

Public Works Wastewater Management Enterprise Fund

72000-5060000

Statement of Cash Flows ($ in thousands)

2008 Actual

2009 Estimated

2010 Recommended

$1,444

($7,316)

($13,937)

12,603 (305) 663 0 19 561 (264) 96 (2,490) 0 0 $12,327

13,845 1,215 13 10

13,843 639 (793) (14)

(360) (3,000) 77 632 (20) 242 $5,338

(234) (1,872) (167) (365) 22 0 ($2,878)

Reconciliation of Operating Income (Loss) to Net Cash Provided (Used) by Operating Activities Operating Income (loss) Adjustments to reconcile operating income to net cash provided by operating activities: Depreciation and amortization Receivable, net of allowance Decrease (increase) in due from other funds Decrease (increase) in inventories Decrease (increase) in prepaid items Increase (decrease) in vouchers payable Increase (decrease) in deferred revenue Other liabilities Increase (decrease) in due to other funds Increase(decrease) in payable to Metro Increase(decrease) in compensated absences Net cash provided (used) by operating activities Noncash Activities Assets acquired through capital contributions Unrealized gain (loss) on investments Capital assets acquired through accounts payable

$5,757 268 1,847

475

[This Page Intentionally Left Blank.]

476