HomeMy WebLinkAbout2016-07-18 Agenda with BackupMonday, July 18, 2016
City of Denton
Meeting Agenda
City Council
10:00 AM
City Hall
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Work Session Room
After determining that a quorum is present, the City Council of the City of Denton, Texas will convene
in a Work Session on Monday, July 18, 2016 at 10:00 a.m. in the Council Work Session Room at City
Hall, 215 E. McKinney Street, Denton, Texas at which the following items will be considered:
1. Work Session Reports
A. ID 16-889 Receive a report, hold a discussion and provide staff direction regarding the Street
Maintenance Department and Traffic Operations Division's Annual Programs.
Attachments: Exhibit 1 - Street Department 0 and Non OCI Expenditure History
Exhibit 2 - 20 Million Dollar 2012 Street Improvement Bond Program
Exhibit 3 - 24 Million Dollar 2014 Street Improvement Bond Program
Exhibit 4 - CitV of Denton Comparison to Other Agencies (Section 3.4, IMS 2014
Exhibit 5 - Presentation on Streets and Traffic
B. ID 16-888 Receive a report, hold a discussion and provide direction regarding Transportation
Operations.
C. ID 16-880 Receive a report; hold a discussion,
preliminary FY 2016-17 Proposed Budget,
Year Financial Forecast.
Attachments: Exhibit 1 Presentation
Exhibit 2 Preliminary Priority Spreadsheets
Exhibit 3 July 1st Supplemental Listing
2. Concluding Items
and give staff direction regarding the
Capital Improvement Program, and Five
A. Under Section 551.042 of the Texas Open Meetings Act, respond to inquiries from the City
Council or the public with specific factual information or recitation of policy, or accept a proposal
to place the matter on the agenda for an upcoming meeting AND Under Section 551.0415 of the
Texas Open Meetings Act, provide reports about items of community interest regarding which no
action will be taken, to include: expressions of thanks, congratulations, or condolence; information
regarding holiday schedules; an honorary or salutary recognition of a public official, public
employee, or other citizen; a reminder about an upcoming event organized or sponsored by the
governing body; information regarding a social, ceremonial, or community event organized or
sponsored by an entity other than the governing body that was attended or is scheduled to be
attended by a member of the governing body or an official or employee of the municipality; or an
announcement involving an imminent threat to the public health and safety of people in the
municipality that has arisen after the posting of the agenda.
NOTE: The City Council reserves the right to adjourn into a Closed Meeting on any item on its Open
Meeting agenda consistent with Chapter 551 of the Texas Government Code, as amended, or as
otherwise allowed by law.
City ofDenton Page 1 Printed on 7/14/2016
City Council Meeting Agenda July 18, 2016
CERTIFICATE
I certify that the above notice of meeting was posted on the bulletin board at the City Hall of the City of
Denton, Texas, on the day of , 2016 at o'clock (a.m.) (p.m.)
CITY SECRETARY
NOTE: THE CITY OF DENTON CITY COUNCIL WORK SESSION ROOM IS ACCESSIBLE IN
ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE CITY WILL
PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE HEARING IMPAIRED IF REQUESTED
AT LEAST 48 HOURS IN ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE
CITY SECRETARY'S OFFICE AT 349-8309 OR USE TELECOMMUNICATIONS DEVICES FOR
THE DEAF (TDD) BY CALLING 1 -800 -RELAY -TX SO THAT A SIGN LANGUAGE
INTERPRETER CAN BE SCHEDULED THROUGH THE CITY SECRETARY'S OFFICE.
City ofDenton Page 2 Printed on 7/14/2016
City Hall
City of Denton 215 E. McKinney St.
- Denton, Texas 76201
www.cityofdenton.com
,
DENTON
File #: ID 16-889, Version: 1
DEPARTMENT:
CM/ ACM:
Date:
Water Utilities
Howard Martin
July 18, 2016
Legislation Text
Agenda Information Sheet
SUBJECT
Receive a report, hold a discussion and provide staff direction regarding the Street Maintenance Department
and Traffic Operations Division's Annual Programs.
BACKGROUND
The Street Maintenance Department
The Street Maintenance Department (aka the Street Department) has the responsibility for the maintenance of
the City's roadway system including all publicly owned street pavements, curbs and gutters, public sidewalks,
bridges and guardrails. The Street Department is funded by the Street Improvement Fund and is the only
Department or Division funded by this Fund created in FY 2012 (by Ordinance 2011-154 on September 20,
2011 and subsequently amended by Ordinance 2013-219 on September 10, 2013). Prior to the creation of the
Street Improvement Fund, the Department was funded out of the City's General Fund.
The Street Department has a staff of 40 full time employees with an annual Operations and Maintenance
Budget of over 11.1 million dollars in FY 2015/2016. The primary functions and activities of the Street
Department are:
• Asphalt Pavement Maintenance
• Concrete Pavement Maintenance
• Curb and Gutter Repairs/Replacements
• Sidewalk Repairs/Replacements
• Bridge Maintenance, Repairs and Replacements
• Guardrail Repairs/Replacements
• Snow and Ice Removal
• Emergency Response and Support during Storm Events.
The City of Denton's roadway network consists of 426.4 miles of asphalt and concrete streets with an
estimated replacement value of 385 million dollars, making this one of the largest asset the City owns and
manages. It is estimated that there are approximately 1,000,000 vehicle trips using this roadway network
City of Denton Page 1 of 7 Printed on 7/14/2016
povveied by I_egivt9i IN
File #: ID 16-889, Version: 1
system every day.
To help manage this large asset, the Street Department periodically conducts a comprehensive pavement
condition survey every 6 years to observe and document pavement conditions for every street segment in their
roadway system. Each street segment (consisting of a single street from one intersection to the next) is given a
score referred to as an Overall Condition Index (OCI) with a 0 to 100 rating. These ratings are used in
conjunction with the City's GIS data base and mapping software along with a Pavement Management Software
program to help assist staff in managing the roadway network assets.
The City's pavement management system uses two software modules from Cartegraph called Pavement View
and Pavement View Plus. What this software allows the city staff to do, in conjunction with our periodic
overall street condition surveys, is to track the benefits associated with various street maintenance work
activities over time and to perform various what if scenarios on funding levels and their impacts over time on
overall street condition OCI levels. It also assists staff in identification of various street improvement
candidates for inclusion in the annual O&M budget funded programs or bond funded reconstruction programs
since recommended street improvements are tied to a fairly narrow range of street OCI levels. Since it also ties
to the street department's work order and job cost tracking process, it also allows the staff to keep track of
project costs, modify average unit costs, and help manage cost estimating and the budget preparation processes.
Staff has been using this software for the past thirteen years ever since the first comprehensive street condition
survey was performed in 2003. To date, the City has conducted three comprehensive street condition surveys,
in 2003, 2009 and in 2015.
In the early years of the Water Utility's management of the street maintenance program, Overall Condition
Index (OCI) improvements were funded by a portion of the Street Department O&M budget, GO and CO debt
issuance and for a brief period, through the DCTA Enhanced Local Assistance Program (ELAP). OCI
improvements include, pavement overlays, street reconstruction, crack sealing, concrete panel replacements
and asphalt micro seals. Routine street maintenance such as pothole repairs and base failures do not improve
the OCI of a street and would be analogous to repairing a broken water main with a repair clamp. It fixes a
short term defect or problem to keep the asset in service but does not extend the life of an asset like a pipeline
rehabilitation or replacement would. Additional street programs like bridge repair, guard rail replacement,
sidewalk repairs and replacements, street closures and barricades, snow and ice removal, etc. are other
examples of Street Department O&M funding needs that are not considered OCI investments in extending the
life of the street assets. The estimated portion of the total street maintenance O&M budget that is non OCI type
expenditures is approximately 30 to 50 %. This can vary depending upon many variables but staff would
typically expect about 2/3rd of the O&M budget be directed toward OCI preventative street maintenance
functions and about 1/3 rd to go to fund other street department programs.
Exhibit 1 shows the various OCI and non OCI funding sources and expenditure history for the past twelve years
from FY 2004 through FY 2016. This exhibit shows the recent progress made in increasing the funding of the
street OCI program but also demonstrates how much of this is currently dependent upon debt funding as
opposed to annual reoccurring income revenue. In the past, debt funding through COs and GOs has been
limited to only funding street reconstruction projects and has not been used for funding other street
maintenance activities.
The first two comprehensive pavement surveys conducted in 2003 and 2009 clearly indicated that the City had
a larger than desired percentage of its streets that had deteriorated to a point they could not be salvaged with
routine street maintenance using a mill and overlay. These streets required a much more expensive
City of Denton Page 2 of 7 Printed on 7/14/2016
povveied by I_egist9i I;,
File #: ID 16-889, Version: 1
reconstruction effort and debt funding was used as a means to reduce this "backlog" (typically defined as a poor
or very poor street with an OCI less than 45) in the interim as funding gradually increased in the annual O & M
budget. This increased funding was accomplished by the policy decision of the City Council in creating the
Street Improvement Fund and dedicating the growth in income in the utility franchise fees to be used solely for
the Street Improvement Fund. This funding strategy "capped" the use of the utility franchise fee income at 6.2
million dollars for use in the General Fund while the growth in this revenue stream was dedicated to the Street
Improvement Fund.
As the City of Denton continues to try and get its street backlog under control and funded in the short term
through debt funding, there has been a longer term strategy proposed to gradually shift the remaining 6.2
million dollars in franchise fees that is still used for balancing the budget and funding other city programs in the
General Fund and moving these funds incrementally over a period of time (8 to 10 years) into the Street
Improvement Fund. This proposal would impact available funding in the General Fund but it would provide
the City of Denton with a funding plan to more fully address street maintenance needs on a long term
sustainable basis and help prevent the potential for funding levels to gradually decline over time through the
budget process. This is what occurred previously from approximately 1970 through 2005 when funding for the
Street Department fell to approximately 5 % of the General Fund revenues. The utility franchise fee income
represented approximately 15 % of the General Fund prior to the creation of the Street Improvement Fund and
would keep the city's streets in better condition and allow them to be maintained at a lower cost, since more
expensive street reconstruction projects could be delayed through more O & M funding for preventative
maintenance programs. This pavement asset management approach is often referred to as a "Best First" vs a
"Worst First" strategy since lower cost preventative maintenance work (Crack Seals, Micro Seals and Mill and
Overlays) are done earlier in the street pavement life cycle to extend service life and improve ride quality.
Differed street maintenance programs that result in excessive street backlog results in a much greater
investment in more expensive street reconstruction. This proposal to gradually transfer the remaining 6.2
million dollars of utility franchise fee income from the General Fund into the Street Improvement Fund is
articulated in the City's Strategic Plan:
Key Focus Area 2: Public Infrastructure
Strategic Outcome 42: Improve Overall Condition Index (OCI) from an average of 65 to 70 by 2025
with a backlog of reconstruction projects of not more than 15% (Dataset: Average OCI street
assessment score).
Key Action Step 1: Transition all franchise fee revenue to the Street Improvement Fund over the next 8-
10 years (Finance).
Key Action Step 2: Transition the funding of street reconstruction activities from bond funding to
revenue funding for the smaller street projects (Finance).
Since the City's street maintenance program has been historically underfunded, the City was faced with a very
large backlog of deteriorated streets that could not be maintained and had to be reconstructed. In 2005, the
City's bond program included 9.6 million dollars for street reconstruction. In 2012, the City voters approved a
20 million dollar street reconstruction bond package for 4.0 million dollars over a five year period (2013, 2014,
City of Denton Page 3 of 7 Printed on 7/14/2016
povveied by I_egist9i I;,
File M ID 16-889, Version: 1
2015, 2016 and 2017). This bond package funded 208 street segments (a length of street from one intersection
to the next intersection and can be from two lanes to six lanes in width and varying in length from under 250
feet to over a few thousand feet in length). These 208 street segments represented at that time about 20% of the
failed street segments in need of reconstruction. Exhibit 2 has a map and a listing of the proposed street
projects included in the 2012 bond package for street reconstruction. So far 82 street segments have been
completed and 8 other street segments are currently under construction from the 2012 street reconstruction
bond program.
In 2014, the voters approved a larger and more diverse bond program designed to address infrastructure needs
for the community that included an additional 24 million dollars for street reconstruction over a six year period
(2015, 2016, 2017, 2018, 2019 and 2020). This 24 million dollar program was designed to ramp up the 2012
bond program from 4.0 million per year to 6.0 million per year beginning in 2015. This funded an additional
195 street segments that represented at that time about 28% of the unfunded backlog of failed streets within the
City of Denton that were not included in the 2012 bond program. Exhibit 3 has a map and a listing of the
proposed street projects included in the 2014 bond package for street reconstruction. So far 7 street segments
have been completed and 25 other street segments are currently under construction from the 2014 street
reconstruction bond program.
It is staff's recommendation to only use debt funding as a funding source for:
1. Street reconstruction projects only.
2. A funding source to play catch-up on differed street maintenance programs.
3. To be used as an interim solution to help transition to a more sustainable revenue funded annual street
maintenance program.
The 2015 comprehensive pavement survey, analysis and final report by IMS has been completed recently. The
final report will be provided to the City Council through an Administrative Staff Report and if desired, staff can
also schedule a separate City Council work session item to go over the report in greater detail. A couple of key
findings from the study are:
• The increased funding levels in street maintenance had stabilized the prior trend in declining overall
average OCI scores and coupled with new development the network average OCI was 65.
• Backlog remains above the desired target of 10 to 15% and was observed to be 20%.
• Collector streets were observed to be in poorer condition compared to arterials while residential streets
tended to be either very good to excellent or poor (or very poor).
• Streets are proving to last a little longer than earlier projected in the earlier models and the annual costs
require to maintain the roadway network has dropped slightly to 10.5 million per year for OCI
improvements.
This is one of the key benefits of routinely conducting pavement network surveys. This provides the City of
Denton with a calibrated model for managing a pavement asset management program from a financial planning
and capital implementation and coordination perspective.
City of Denton Page 4 of 7 Printed on 7/14/2016
povveied by I_egist9i I;,
File #: ID 16-889, Version: 1
The study also has a benchmarking comparison and analysis on Section 3.4 of the report (Exhibit 4) showing
where the City of Denton's current pavement conditions and funding levels compare with 47 other agencies
that IMS has performed pavement management studies on in the past. The agencies are ordered based upon
average OCI scores and the City of Denton is ranked 33rd out of 48 agencies on OCI rating and has one of the
highest backlog percentages of all of the other agencies. The analysis also shows that the current O & M
funding level is inadequate to sustain the roadway network condition unless the current level of debt funded
street reconstruction effort is added to this annual total. The comparison also demonstrates that agencies with
higher average OCI scores and lower backlog (i.e. "best first" preventative maintenance dominated programs)
have a lower overall cost per lane mile to maintain their street network than cities like Denton that have a lower
average OCI score and much higher backlog to manage (i.e. a deferred maintenance "worst first" maintenance
program dominated by more expensive street reconstruction projects).
Other emerging issues/challenges facing the Street Department more recently include:
• Increased public demand for alternative transportation facilities for pedestrians, bicyclists and
handicapped individuals.
• Utility coordination for major street reconstruction projects both internally and with private franchise
utility entities.
• High demand and competition for skilled construction labor, heavy equipment operators and technical
support personnel in the metroplex.
• High demands being placed upon the private sector venders, material suppliers and contractors in the
area that have historically been used by the City of Denton to outsource major portions of the Street
Department's projects and workload.
The Traffic Operations Division
The Traffic Operations Division has a total of 12 full time employees with an annual O & M budget of
approximately 2.1 million dollars in FY 2016 with supplemental one time funding packages of an additional 0.8
million dollars. The primary responsibilities of this division are to manage and maintain:
• Traffic control signals at 116 signalized intersections.
• Flashing beacons at 44 locations for school zones, pedestrian crossings and advance warning lights.
• 17,354 Traffic signs.
• 1,432,391 linear feet of pavement markings.
In addition to these primary responsibilities, the Traffic Operations Division staff also performs these functions:
• Monitors and records traffic volumes through use of traffic counters.
• Annually inspects traffic signal structures to insure structural integrity and look for signs of cyclic
fatigue failure due to wind loading.
• Installs and/or hires and oversees contractors in the construction of new and/or replacement signalized
intersections.
• Maintains wireless communications and Automated Traffic Management System (ATMS).
• Installs and maintains all traffic signal preemption equipment for exclusive use by fire and police
emergency response vehicles.
City of Denton Page 5 of 7 Printed on 7/14/2016
povveied by I_egist9i I;,
File #: ID 16-889, Version: 1
• Reviews traffic related issues for all new developments.
• Assures compliance with federal, state and local codes, standards and ordinances.
• Responds to citizen inquiries, complaints and requests.
• Conducts reflectivity studies for all signs to insure visibility at night.
• Works closely with the City's Traffic Engineer, City Engineer and Engineering Services staff to
provide, install and maintain new signage for intersections, no parking zones, pedestrian crosswalks,
school crossings etc. to respond to the changing needs of the community and new transportation related
capital projects.
The Traffic Operations Division plays a very important role in insuring public safety for the motoring public,
pedestrians and bicyclists within the City of Denton and aides significantly in accident prevention/reduction
through the performance of their daily duties. For example, the staff insures all traffic signs meet the Manual
on Uniform Traffic Control Devices (MUTCD) for consistently and familiarity to the motoring public and are
periodically inspected to meet federal requirements for light reflectivity standards for adequate visibility during
nighttime hours.
Similar to the Street Department, the Traffic Operations Division uses a Cartegraph software program called
Traffic View to track maintenance work orders on all of their assets. Using hand held portable devices, all
signs are located, given a unique identifying numbering system, located on GIS using GPS coordinates along
with an installation date, maintenance history, repair costs and other relevant data to help keep track of these
smaller assets in the city street right of ways.
Some of the issues and challenges that the Traffic Operations Division currently is faced with include:
• Funding for new traffic signals for a growing community with increased traffic congestion. Many
intersections throughout the City of Denton currently have enough traffic to meet warrant conditions for
installation of a traffic signal instead of being managed by two way or four way stop signs but there is
not sufficient funding available for installing these new signals. In some instances, the City has helped
mitigate these costs by installing less expensive (slack wire span) traffic signals in advance of TexDOT
highway widening projects to establish an existing signal presence to help leverage TexDOT funding
for a more permanent traditional (pole and mast arm) traffic signalized intersection with the TexDOT
highway project.
• Funding for modernizing and replacing existing signalized intersections due to aging infrastructure and
reduced reliability, pedestrian safety and ADA compliance. The City currently owns and maintains 116
signalized intersections with an average age of 19 years. Thirty three (28%) are at least 30 years old
while a total of forty nine (42%) are at least 20 years or older. The estimated life span of a modern
traffic control signal system is between 20 to 30 years with some components having a useable life of
10 years while the pole structures may last up to 30 plus years with proper annual inspections.
• As the City of Denton continues to grow, the asset management responsibilities of the Traffic
Operations Division continues to grow. It often difficult to keep staffing levels and annual O & M
budgets in pace with this growth.
• Most of the larger asset replacement projects (traffic signals) are currently debt funded through COs or
GOs and would be funded at a lower overall cost through annual revenues in the O & M Budget.
• There is an increased public demand for alternative transportation accommodations for bicyclists and
City of Denton Page 6 of 7 Printed on 7/14/2016
povveied by I_egist9i I;,
File #: ID 16-889, Version: 1
pedestrians. As the City of Denton works to expand these facilities through its capital planning and
implementation efforts, the maintenance of these new facilities needs to also be considered in the
Traffic Operations O & M Budget.
• ADA compliance represents a growing demand for improvements for handicapped citizens at signalized
intersections. Most of the City's older traffic signals are not compliant with current ADA design
standards.
There is a growing desire for the City of Denton to have better traffic management for emergency management,
events and growing traffic congestion through the development of an Intelligent Traffic System (ITS). These
systems are more commonplace in newer urban environments but require significant investments in
communication and control infrastructure and require modern traffic signals to build this type of system.
STRATEGIC PLAN RELATIONSHIP
The City of Denton's Strategic Plan is an action -oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public
Infrastructure; Economic Development; Safe, Livable, and Family -Friendly Community; and Sustainability and
Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council
agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Public Infrastructure
Related Goal: 2.2 Seek solutions to mobility demands and enhance connectivity
EXHIBITS
1. Street Department OCI and Non OCI Expenditure History
2. 20 Million Dollar 2012 Street Improvement Bond Program
3. 24 Million Dollar 2014 Street Improvement Bond Program
4. City of Denton Comparison to Other Agencies (Section 3.4, IMS 2016 Road Survey Report)
5. Presentation
Respectfully prepared and submitted:
Tim Fisher
Assistant Director Water Utilities
City of Denton Page 7 of 7 Printed on 7/14/2016
povveied by I_egist9i I;,
Ln
CD
1
k.0
CD
$
T-
0
11
00
CD
1
(IT)
CD,
1
CD
T -i
1
r -i
r -q
1
N
rHi
t
Irn
r--1
t
Tt
r -i
I
Ln
rH
I
�_O
T--4
Tzr
Ln
t-0
r-
c
Vt
w
w
11-
CD
m
Ln
Q0
lf
N
rH
00,
Ml
0
N
0
N
0
N
r14
rq
N
vzr
0)
N
W -t
r -I
�o
r -%j
;,o
LO
N
0
tT
r --A
0
Ct)
rn
b
0
a)
4zt
d
VH
to
LD
N
00
00
(7)
N
VH
0:
--
Lf)
I
I
I
I
--
-1
1
iA-
0
to
Z
0
0
0
x
Lr)
CT)
0)
r -
r -4
iH
ry)
V)
ro
m
O
0
0
0
C)
c
0
0
0
C)
00
0
0
0
C)
V)
0
I -H
I�zt
0
co
Ul)
0
0
0
0
+o
CZ
x
rq
r --i
00
00
r-
ol
Ln
Ln
L-01
kl
N
to
Ln
rl
LLJ
c
--i
N
r-4
'zt
M
0)
T:r
,H
LO
N
r -i
00
oo
r-,
od
to
a)
rq
m
i
F4
Ln
�,o
Ln
Q)
r --
CD
C
0
Ln
r-
�o
tlo
TH
k4o
N
r--4
ol
0
C-4
(-4
Cq
t-4
N!
N
rn
M
KT
Ln
tD
r,
0
00
rH
m
110
m
0)
1%-
--1
00
TH
0)
LL
m
kD
a)
00
N
10
0
00
M
lr�
N
00
r-,oo
Zo
m
o
C
r�j
r�l
r�j
rA
i�ll
v --j
4�
0
loo
m
r-.
00
0
rq
rq
M
tct
M
k.0
Ln
loo
oo
�-b
Lb
Ln
r,4
Ln
co
a)
u,)
M
lzt
rH
til')
M
tl'
M
--i
(Y)
rH
ro
rn
zt
vi-
zt
-zt
v)
t -o
r--
co
o
r --i
co
r-4
r--4
Ln
CD
1
k.0
CD
$
T-
0
11
00
CD
1
(IT)
CD,
1
CD
T -i
1
r -i
r -q
1
N
rHi
t
Irn
r--1
t
Tt
r -i
I
Ln
rH
I
�_O
T--4
Tzr
Ln
t-0
r-
w
(7)
0
r --i
N
m
l7f
LA
0
N
CD
N
0
N
0
N
0
N
0
N
0
N
0
N
0
r4
CD
N
0
N
0
N
Street Bond Program 2013-17 - Status updated on June 22, 2016
DENTON
Legend
�N 2013-17 Completed (82 segments)
MENEEME 2013-17 In Progress (8 segments)
,air 2013-17 Remaining (118 segments)
L _ ; City Limit
e
NOT TO S—E
0 0.5 1 2
Miles
Street Bond Program 2015-20 - Status updated on June 22, 2016
DENTON
Legend
lovirim 2015-20 Completed (7 segments)
NEENEM 2015-20 In Progress (25 segments)
ENEWI �� 2015-20 Remaining (172 segments)
i_._._! City Limit
e
NOT TO S—E
0 0.5 1 2
Miles
3.4 DENTON COMPARISON TO OTHER AGENCIES
The following table presents the steady state versus actual funding levels of various agencies that use
similar reporting and analysis software. The list is by no means representing all agencies that use a
pavement management system, but rather is a sampling of what other agencies are doing.
Agency Funding Comparison
Controlling Controlling Actual Actual
Mileage Budget Budget Funding Funding Rate Funding Network
Agency State Year (m i) PCI Backlog ($M/yr) Rate ($/mi) ($M/yr) ($/m i) Ratio % Index Comments
Agency CB
CA
2016
344
80
0%
3.00
9,000
3.50
10,000
111
80
Fully funded
Agency E
TX
2014
128
77
2%
0.80
6,000
0.80
6,000
100
75
Fully funded, excellent backlog
Agency EA
CO
2015
39
77
0%
0.70
18,000
0.20
5,000
28
77
Underfunded but solid backlog
Agency B
SD
2014
40
76
4%
0.35
9,000
0.35
9,000
100
73
Fully funded
Agency MF
OR
2014
270
76
2%
3.00
11,000
2.28
8,000
73
75
Slightly underfunded, very low backlog
Agency IB
CA
2016
45
76
1%
0.95
21,000
1.00
22,000
105
75
Low Backlog, solid PCI, fully funded
Agency P
TX
2014
381
75
2%
3.75
10,000
0.43
1,000
10
74
Underfunded, but solid backlog
Agency GI
NE
2013
284
74
1%
2.50
9,000
3.00
11,000
122
73
Fully funded
Agency FT
CA
2015
504
73
7%
7.25
14,000
5.00
10,000
71
68
Slightly underfunded, low backlog
Agency S
AZ
2015
896
72
1%
8.00
9,000
9.40
10,000
111
71
Well funded, looking to improve
Agency ST
WA
2015
75
72
1%
0.95
12,700
1.00
13,300
105
71
Fully funded, solid PCI, low backlog
Agency F
NO
2012
438
72
9%
6.00
14,000
4.00
9,000
64
66
Underfunded
Agency SV
WA
2015
436
72
10%
7.50
17,000
3.08
7,000
41
65
Underfunded - looking for alternate funding
Agency GI
AZ
2014
905
72
4%
7.50
8,000
2.83
3,000
38
69
Underfunded, but solid backlog
Agency BR
MO
2016
87
72
1%
0.88
10,000
1.34
15,000
150
71
Well funded, solid PCI, excellent backlog
Agency PO
ID
2016
247
71
2%
1.10
4,000
1.00
4,000
100
69
Fully funded, excellent backlog
Agency SS
GA
2015
297
71
7%
4.25
14,000
3.10
10,000
71
66
Slightly underfunded, increasing backlog
Agency CC
MO
2016
82
71
4%
0.90
11,000
1.45
18,000
164
68
Good PCI and Excellent Backlog
Agency FS
CO
2014
60
70
1%
0.63
10,000
0.20
3,000
30
69
Underfunded, but solid backlog and PCI
Agency SF
SD
2015
772
70
4%
16.00
21,000
13.90
18,000
86
67
Slightly underfunded, solid backlog and PCI
Agency LAC
NM
2016
102
69
5%
1.70
17,000
3.95
39,000
229
66
Fully Funded
Agency LY
CO
2016
114
69
3%
1.30
11,000
0.65
6,000
55
67
Underfunded, but solid backlog and PCI
Agency MC
SD
2014
353
69
4%
4.00
11,000
4.00
11,000
100
66
Fully funded, solid backlog and PCI
Agency H
TX
2015
155
69
2%
1.53
10,000
1.00
6,000
60
68
Underfunded, solid backlog and PCI
Agency SB
CA
2016
42
67
14%
0.80
19,000
0.50
12,000
63
58
Under funded, solid PCI, working to control Backlog
Agency P
WA
2015
24
67
7%
0.28
11,000
0.50
21,000
191
62
Well funded, solid backlog and PCI
Agency RC
OK
2015
156
67
4%
1.40
9,000
1.40
9,000
100
64
Fully funded
Agency B
WA
2014
140
67
15%
1.50
11,000
0.60
4,000
36
57
Backlog a concem, Underfunded
Agency D
GA
2013
147
66
23%
3.00
20,000
2.00
14,000
70
51
Underfunded, increasing backlog
Agency L
CO
2014
160
66
15%
2.30
14,000
2.30
14,000
100
56
Backlog a concern
Agency B
OK
2015
121
66
6%
0.95
8,000
0.95
8,000
100
62
Fully funded
Agency WF
TX
2012
170
66
15%
1.40
8,000
0.66
4,000
50
56
Underfunded, decreasing PCI
Agency DN
TX
2016
426
65
20%
10.50
25,000
5.67
36,000
64
52
Backlog a concern, Underfunded
Agency KW
FL
2012
65
65
7%
0.75
12,000
0.75
12,000
100
60
Fully funded and working to increase PCI
Agency BV
OK
2012
152
65
11%
1.25
8,000
1.25
8,000
100
58
Fully funded
Agency GL
AZ
2015
747
65
5%
15.50
21,000
8.00
11,000
52
62
Underfunded, but solid backlog
Agency FC
GA
2015
162
64
10%
2.25
14,000
2.38
15,000
107
58
Fully funded, working to control backlog
Agency LO
CO
2016
105
64
11%
1.85
18,000
1.40
13,000
72
57
Actual funding to be determined, working to increase PCI
Agency C
CO
2012
443
64
12%
6.00
14,000
5.00
11,000
79
56
Slightly underfunded
Agency PTC
GA
2015
111
63
5%
1.40
13,000
1.50
14,000
108
60
Fully funded, low backlog
Agency LC
NM
2012
455
63
17%
5.60
12,000
3.00
7,000
58
52
Underfunded and concerned about backlog
Agency O
CA
2014
410
61
9%
7.50
18,000
5.10
12,000
67
55
Underfunded
Agency B
GA
2013
118
60
17%
1.30
11,000
1.50
13,000
118
50
Slightly underfunded, increasing backlog
Agency LB
CA
2014
786
60
21%
30.90
39,000
14.80
19,000
49
47
Severely Underfunded, High Backlog
Agency V
CA
2012
472
60
14%
7.50
16,000
2.50
5,000
31
52
Underfunded and concerned about backlog
Agency T
WA
2016
746
59
11%
28.50
38,000
17.60
24,000
63
53
BL Control, underfunded, sharp B/L Increase expected
Agency LC
PA
2012
102
59
15%
1.00
10,000
0.75
7,000
70
50
Underfunded
Agency CB
TX
2015
179
51
20%
2.00
11,000
1.00
6,000
55
41
Underfunded, concerning backlog
Average: 16,300
In comparison to other agencies, Denton's control budget requirement of approximately $10.51VI/year
($25,000/mile) is well above the sample average of $16,300. This is consistent with a network that has a
moderate average condition coupled with higher than desired backlog.
IMS Infrastructure Management Services Denton Report Rev3.doc Page 37
Figure 22 compares the overall network health of various agencies by comparing funding against an
aggregation of Network PCI and Backlog. The X axis is the Network Index — a relative scoring of the
overall pavement condition and backlog. An agency with a OCI of 100 and no backlog would score a
perfect Network Index of 100. A very well managed network would score above 71, while one in healthy
condition would fall between 58 and 71 representing a OCI score of 65 with no more than 10% backlog
up to a OCI of 75 with only 5% backlog. The minimum target Network Index is 51 representing a OCI of
60 with 15% backlog.
Denton's current Network Index is 52 placing it at the lower end of the Minimum Target Zone (shown as
the red circle around the blue diamond). At the current level of funding ($6.67M/year), the network would
drop into the critical zone (shown as the thick black vertical line) with an index of 47 (solid red circle).
125 - -
e..
10a -j Nd t, vrvO dy 6 trader#
Figure 22 — Network Index
h@59 2�@VtCO@i i?2V@?�'. h2d rescnt
Imp - scMretfuzRlnvY^...d ave
—YO,Y:O,r gf., {t -ding t0 Pet,,,n
80 90 100
IMS Infrastructure Management Services Denton Report Rev3.doc Page 38
Al!lent) IUOWOABd
0
H
oil
CL
L
a
CLo
0
LO
0
LO
s
m
�
3
£
O
oo
0
=
EA
o
Q
O
N
U
o
0
60-
0
0
°o
°O
LL
a°
a°
w
d
d
Al!lent) IUOWOABd
0
H
IA
m 00 r- 0 m Ln r-4 Q V)
ry N N �t m N �t r�4 H cc M
LL Lr) r- 00 S7 C) 1-1 co 1-1 U') (o Ln r-4
c6 6 ceLri r-- Lri r--: 00 0
C) m 0 It H �o 00 00 C) r1i H
0 cli CD a) 0 QD r1i 1-1 (.0 r14 0 Lf)
ryL6 cr C4 zz� ryi r,� 06 U -1 ID
-LA � -LA
�0-
0 0
m
o rH Ln
-1
r4
LA
Q)
v
0 Ln
ca rn o o 0
0 0 cc 0
0H c- r� C� CD
Lr) —
co 0 0 H r 0 H :i- CC Lf)
cy) m
Q -0
Q)ti n
.0
r4
4-j x VI H 0000 r- 0 Lf) Lr) Lo Cr r1i 0 Lf) rH
Wj " N q m r7) q -A m r -j --i no
clr-� cl Ili l75 rl lyi rW Lri Lq
oca r- m m rl r- m r- co r -
Ln H = w m m CNJ 0
00
u C� C� Lrp r-- 'Ci 'C� c tl 'C� N C� ri C7
0 N N N m m Ln ko r
0 =
ru r Lr r31 1 C) r- r- r- t 1 0 CD
LL li- k.0 1-1 00 0 Ln �.c li- m
Q) c cr 06 rl r� 6 06 re r4 ca -
Q) —U Ln m r, m m N m Asa m r, m
Q) 0 n b� -i k -k n :� -k
a rH -H rl rH rH rH r4 r-4 r i rn d It
0
4-j z
00 rn r- X 0 N N M ,I- M ea Ln
H H II r- m m It m r, 0 N r-
r rl� :� C ` cv -i r-- ry Ui
00 -1 W 0 W Ln r4 Ln W M -I Ln
m m m m Ln r- 0 d Ln r- x
Ln rc r" Do c) q c i N rig -zi- Ln 4c
4m (D r- w m o r� 4 LA
0 0 0 �j 0 LD . . . . . .
LL
City Hall
City of Denton 215 E. McKinney St.
- Denton, Texas 76201
www.cityofdenton.com
,
DENTON
File #: ID 16-888, Version: 1
DEPARTMENT:
CM/ ACM:
Date:
Transportation
John Cabrales, Jr.
July 18, 2016
Legislation Text
Agenda Information Sheet
SUBJECT
Receive a report, hold a discussion and provide direction regarding Transportation Operations.
BACKGROUND
Transportation Operations supports transportation related planning activities for the regional transportation
infrastructure to improve mobility and enhance air quality; all of which impacts the quality of life and
economic vitality of the City of Denton and surrounding region. Transportation Operations works directly with
the Texas Department of Transportation (TxDOT) on regional surface transportation projects or TxDOT on -
systems projects to include but not limited to the 35Express Project, Loop 288 west, FM 426 and FM 1515
(Airport Road). Transportation Operations also coordinates with Denton County Transportation Authority
(DCTA) regarding regional and local public transportation service levels with the A -train service and Denton
Connect bus service.
The Bike and Pedestrian Coordinator is included as part of the Transportation Operations Department and
works closely with the Planning and Development Department, Engineering Services, Parks and Recreation
Department and Street Division in facilitating bike and pedestrian infrastructure. The Bike and Pedestrian
coordinator plays an important role in receiving and dispersing input to citizens as well as working closely with
the school district, both universities and DCTA to enhance pedestrian and bicycle infrastructure throughout the
City.
Recent Accomplishments of the Department include:
• TxDOT approval to advance the Loop 288, Brinker and Mayhill amendment to the 35Express Project
• Partnered with DCTA to improve passenger amenities for the DCTA Connect System
• Implemented bicycle and pedestrian education events and outreach
• Coordinated partnership with DCTA and DISD for transportation options to Ryan High School
• League of American Bicyclists - Honorable Mention as a Bicycle Friendly Community
The Department's multi-year strategy includes:
• Improve the City of Denton's position as a leading Active Transportation community in Texas - Assist
in further development and implementation of infrastructure to improve alternative transportation mode
share from 4.7% to 7% by 2020
City of Denton Page 1 of 2 Printed on 7/14/2016
povveied by I_egivt9i IN
File #: ID 16-888, Version: 1
• Attain Bicycle Friendly Community Designation
• Update the Pedestrian and Bicycle Linkage Component of the Denton Mobility Plan
• Enhance community outreach efforts to improve bike and pedestrian safety
• Enhance regional relationship with TxDOT and improve mobility infrastructure in North Texas
STRATEGIC PLAN RELATIONSHIP
The City of Denton's Strategic Plan is an action -oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public
Infrastructure; Economic Development; Safe, Livable, and Family -Friendly Community; and Sustainability and
Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council
agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Safe, Liveable & Family -Friendly Community
Related Goal: 5.5 Provide alternative modes of transportation
Respectfully submitted:
Mark Nelson
Director of Transportation
City of Denton Page 2 of 2 Printed on 7/14/2016
povveied by I_egist9i I;,
City Hall
City of Denton 215 E. McKinney St.
- Denton, Texas 76201
www.cityofdenton.com
,
DENTON
File #: ID 16-880, Version: 1
DEPARTMENT:
ACM:
Date:
Finance
Bryan Langley
July 18, 2016
Legislation Text
Agenda Information Sheet
SUBJECT
Receive a report; hold a discussion, and give staff direction regarding the preliminary FY 2016-17 Proposed
Budget, Capital Improvement Program, and Five Year Financial Forecast.
BACKGROUND
The purpose of this Work Session item is continue the preliminary discussions with the City Council regarding
the FY 2016-17 Proposed Budget, Capital Improvement Program, and Five Year Financial Forecast. This
discussion will provide an opportunity for the City Council to give additional policy direction to assist in the
preparation of the FY 2016-17 Proposed Budget. Over the next two weeks, staff will work to finalize the FY
2016-17 Proposed Budget and Five Year Financial Forecast recommendations. The final version of the
financial plan will be submitted to the City Council with the City Manager's recommended budget at the end of
July.
Three items are attached to this report, the presentation for discussion, preliminary priorities of General Fund
supplemental packages and the list of all General Fund supplemental packages by departments that was
distributed to City Council on July 1, 2016. Handouts of the spreadsheets from Exhibit 2 will be distributed
during the work session to facilitate this discussion.
STRATEGIC PLAN RELATIONSHIP
The City of Denton's Strategic Plan is an action -oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence; Public
Infrastructure; Economic Development; Safe, Livable, and Family -Friendly Community; and Sustainability and
Environmental Stewardship. While individual items may support multiple KFAs, this specific City Council
agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Organizational Excellence
Related Goal: 1.1 Manage financial resources in a responsible manner
EXHIBITS
Exhibit 1 - PowerPoint Presentation
City of Denton Page 1 of 2 Printed on 7/14/2016
povveied by I_egivt9i IN
File M ID 16-880, Version: 1
Exhibit 2 - Preliminary Priority Spreadsheets
Exhibit 3 - July 1st General Fund Supplemental Listing
Respectfully submitted:
Chuck Springer, 349-8260
Director of Finance
City of Denton Page 2 of 2 Printed on 7/14/2016
povveied by I_egist9i I;,
Q
(n
O
U >1
fo 4-JU
ro
Ero
O U
U
4-J (n
O O
C: 0-
ro
� L
U �.
4-J (o
fo (J)4-' U
(n
O a-
-0
0 (a
C: 0-
:3
:3 X
LL w
ro
W
L
a -J
U
L e-\
4-J un
V)
L
N
Lfo
>�
O
o)
_ (n
N �
O
N —
CD CD
L •_
N1
L
a--� is
O Q
O (�
U C:
CD
U
•f
C:
O
Efo
(n
x
(a
C:Q)C:
N
mro
E
(a
0--o
0)
O
(a
�+
fo
N(o
N
U
N
(a
N
Q
a -J
N
E
=
L
O
-a
_0
Q)
N
>
.N
L
i
Z
=3
(o
0)
U
i
O
L
V)
E
O
O
L-
U
ateJ
ateJ
z
41�_
�_
U
N
4
4
a`
u
U)
ro
ro
U
fo
E
.O
fo
Ln
V)
�
�
U
0)
=3
_0N
U -
fo
m
VJO
O
O4-1
�}��
'v
=3
Q
L
ro
^
O
O
L
—
C:
p
E
0
0-0
a -J
�--�
L
a -J
V)
-
-0
4-d
L
N
O
U
N
A
L
N
,�
.
u
o
X
(n
u
U
U
-
L
a
�
O
UQ0-Cc4-JW
ro
N
O
N
KH
U)
Q)
a -J
U)
L
U
L
U)
,O
(1)L
0
Q
L
U
•�
(a
-0
Q
C:
ate
-+
Tmmq
O
M
E
4-J
—
O
c
w
Q
N�
4-
=3Q
`�
O
cn
+J
o_—
o
0)
-0
0
=3
N
-0
U-
0
=3
fo
�
L
N
N
N
rl
rl
rl
rl
rl
rl
rl
rl
0000
•
N
N
N
N
LL
LL
LL
LL
AM
KH
Ln
a- J —_
V) • U
:3 C:
0) :3
:3 O
Q U
o M Uo
L 0) >
O E •c: Q)
L 4-1 E
ro
4-J M a)
a--)
ON O =3
U : 0)N �IZ-
Ln >, m -0 L 0)
N M m J) O
>' U N E
r' fo =3 fO
w w D I
6m4 _=3 0) Q =3
cn
3
ra •fo C: O =3
> m cn N o Q
•�' _ o- � E
ism)0 L O u O
r�
L ��a�`-
wmmmmmi -0 -
ro
iL u m m
W
I
LA
r-1
}
LL
a
LL
N
on
a
Q
Q
m
Ln
rl
Ln
0 Ln
O M
O N
N
N
r -I
N
L6
M
O
O
Lr
r,
0
O
'., O
Ln
N
0
O
'.... Lr
to
N
0
O
r-
O
N
0,
rl
h
le
ei
CD
O
O
Lr]
Lf
M
O Ln
11
O
O
O
O'
Q1
Ln
O M
N
O
O
O
O
'..
�--�
O N
l0
Ln
O
Ln
N
, N
Ln
N
m
I\
Ln
W
Ln
',, ''., at ''..
N
N
N
M
0
t
OD
yi
�
++
O
C
N
V
ONC
Q
Q
L
U_
>
C
j
Q
>
U
o
ODE
Y
E
Ln
t
—
_v
f6 U
M O
N
C
U
LL
DD
i
ai (6
W
N
ECCU
u0)
Q
a 3
E
°
o
?
O
+�
O
m
U u
O
O
ULn
O
�,
C
cn
Ulu)2
a
N
Q
a-
o
.
W
d
CD
+
C
C
(U
�
N
�
—
U
t
O
W
LL
U
CC
N
C
N
C
d
'
a
C
CL
E
=
O�P-
N
N '6
0
+l
f6 f0
O- O-
f6
O-
f0
O_
C
co
C
ca
p C
D O
O
D
u
CU
Q
N LJ
(A
J
LL --!:L:
LL
LLLL
C
C
Q
''..
C w
+�O U
C
U �
O v
a EC
7 _ C
LL O
>. C U
4-. i
N o
u O -0
Ld fo
i U
L
N m
0
N
a
a
V
0
0
Ln
C
LL
7
C
E
Q
O
v
v
0
m
CL
C
O
Lr)
C
C
C7
u
_O
m
C
d
E
IZ
0
C1
>
d
4
C
0
CE
C
O
U
ALO
W
U
L
3
O
N
i
N
s
O
0
L
LL
M
3
LL
Li
H
m
Y
U
m
CL
7i
E
Q
3
N
n
!'I
Lo
0
N
LL
N �
0
ti
2
CL
O
co
to
I
I
Ln
M
L
O
N
N
f1
O
Ln
-1
L
M
0)
O
m
',,
O
O
1�
O
O
Ict
M
',,
O
M '......
N
I�
-;t
W
r -I
r4
O
O
O
0
O
Lo
O
O
O
O
O
O
Ln
O
O
L
Lr1
O
W
L11''....
N
Ln
M
0)
O
O
M
e
a
a
e
e
a
e
c
O
L
4'
s
Ln
O
U
S
E
a
U
N
LL
0
a-
o
0
4,
—
'�
Q
U
oc
a
E
m
o
W
U)
(UO
tiO
._ .Lu'�
0
C
G
V)
V
U
ti
LO
L
C
N
LL
Q 41
E
C
CU
N
o
++
c
a,
U
u
U
?
Q
v
0
Q
Y
Q
LL
a
m°
CL
Er
LU
a
s
W
Ln
O
m
C:
U
Ln
E
o
+1
o
U
cco
G
v'
U
Y
V/���
y
cu
E
>�
��
�O
Ln
Ln
i
lF
m
a
aF+
LQ
CL
3
N
Q
I Q
LL6
fL6
1
4,
+�
E
E
E
o
a
a
41
N
>-
O
c
N
E
aiLL
7
N
O
O
O
OL
1
O
m
CL
LJ
o
o
U
a
U
o
Cc
Qu_uo
_Uo
CL)
V)L
LL.
LLL
H
'.., H
H
U
F-
N �
0
ti
2
CL
Ln
N
h
h
m m
w
W
W
W
W
w
.--i
-:dlW
W
M
LD
h
[t
tl'
a' t
ci
-q
til
N
N
O
O
h
W
ri
N
N
N
N
o Ln
m <D
N
V
N
W
N
W
N
W
h
l
Ct
LTl
m
1-tcr
a --I
-q
W
c -I
m
LD
;:�
W
Ol
.-I
V
R
N
V
a -d
d' 'a
rl ri
W
N
N
0
N
W
V
1n
V
I
LD
Ol.
j]
{ On
L
W
c
V i Ln
ht
Cl
--
N
: M
V
Ln
LD
:LD
LD
LD
h
W
al
d'
Ln Ln
LD
LD
h
h
W
O
N
N N
N
N
m
m
M
m
m
M
m
m
m
m
m
m
Ln
h
Ln
o
: o
m
N
o
o
O
W
Ln
m
V
O
Ln
M
c -I
h
o
0 O
h
m
o
W
O
W.
o
O
h
h
O'
cP
o;
o
c
tV Ln
c; m
w
h
ei
V
o
c
o
C
N
W
O
N
W
W
h
o
cr
o
Ln
dT
ri
N
Ln
m
ct
N
h
O
c
o O
O O
m
.-t
it
r+%
O
aQ
e -I
n
O
O
c-1 -
V
b
cl
O
Ln
d' `'e
N
.--I g M
W
lm
o
O
:Ln
h
N
O
m
w
Ln
N
m
N
o
h LD
N
emj
cP
kn
O
CP':
m
h
h
m
<D
W
c -I
N
O
C
M
O
-4
::M
vi
h:
N
ri
m
�
O
a-1
O
N
h
O
Ln
h
h
�
Lo
Ol
0
H -
hp..
I.
N
ij
9
o oo
O W
C
:.
r4
N
v
Ol
�:
m
ho
o
CN
N
L`n
m
O W
::h
h
N
O
N
':..cl
N
h
en
#,
s
O7
O
N
9
:h
Ln
h
Ln
o
w a -i
m
N
o
O
W
N
N
m
V
ol
Ln
m
ri
O
O
o O
h
m
O
m
O
W
Ln
O
h
h
V
C-
c
o
C
h m
c N
W
h
c -I
V'
O
c
o
o
:h
LnO
w
W
N
W
h
O
D�
O
L11:ri
�T
N
Ln
M
ct
o
O:
O
O�
O O
c c
m
N
et
h
O
W
m
01
O
O
ri;
5t:
N
a '....
O
Ln
d'
N
W m
W
m
O'
m
m
N
O
m
ID
Ln
"
m
O
c
h m
N
M
V
01
o
ch'';.
of
h
h
V' :
h:
.-i
m
N
W
o h
W N
ri
N
LD
cP
m
O
N :.:
cP
V
m
N
N
Ln
O
a --f
O
r -I
O
-1
o
Ln
h -I
h
w
m
H
O
m
v
OO'
O
O o
O
O
O
O
O
O
O
O
y
S
O
O
O
O
O
o
O
O
O
J
LD O
O
O
`.O
O
o
O
O
O
-
CS
O
O
u)
C?
a-1
LD
Ln
Ln
m : N
ci
.-I
N
ci
a --I
14
N
c -I :
r-1
,r,•1
ri
O
rq
N
La
m
a
aa)
v
L
c
�
LL
N
o
O
mo
N
bDXwu-
9 oD
rL
0
c
`
®o
O
a
c
c
c
o>
°
a
nu
®
LL
O
-o
: ar
ar
;.to
O
_
v
u
�
—
Ln Q
C
QUI
ry
C
iz V
N
-
g
a1
C£
C
N
VI
C
C
: to
fa
'�
C. E
O
Y
O
w
Q/
N u
>
C
rD
�+
C
C
O
N
Itl
u C
C
: O
'�
ry
tl)
E
C
L
C
C
: p
O
La
Y
—
C
V 61
�
,�
7 t'
V
d
—
D.
al
m
}
aLn
❑-
a N
m
O
:w
06
m
Y
ai Lu
a.
v:
t
to
@®
®-
X v
a
c
w
>
rvC
'a
>
C:
(] O
j� C
V
O
CL'
[6
Ci.
y
C
C
al
H
'O
'
ab O
i
fa
N
O
O
U
O y
w
C T
O
fa
M
O
O
LL O
rvV m
m
Q)
•�
Y
N
>
N
g
E
U ".
®
L%1
Q
C�Q-
am
QJ
L
oo
LU
C
C Fu
T
m:
C
g
cN�
C
C
Q
O
$ t4
N
A
a
Q
<$
C
C
al
O_ 4
to
d
a/
O
C w
L6
C
C
E
C
: C
~
C
V
al
U
T
O 1Z
1]
J
L
Q
N
r.,
C
w
aJ
C
.0
Vl:
Q_•
.�
Q
u
O
o D
N
ac n
m
@
X
w
n
J�
°ca
N
a
v
o
�°
°
m
(a
uo
z
°
N
w_
w
al
o
m
aa1
O
u al
T
p
~
C
u
E
E
v
u'
N
8
00
L
v
ro
CC ro
O
ro
L
O
::>
Lss
u
Lo
al
u
al O
p
cc
O
a
a
aJ
al w
O
a
C
i
ro a!
m
O
O
O
•V
W
LL
d
F-
0.
d
LL
lJ
W
H. I-.•
G
''�
Q
Z
— u
m
d d
J
J
U
LT
=
C
N
N
m
d'
Ln l0
h
W
lT
Oc-I
N
-I
M
V'
M
w
rh
W
(3)
O
•-L
N M
ct
Ln
lD
h
W0)
`y
ci
c
c.L
ry
r-1
N
N
N s N
N
N
N
N
N
N
7
V
V
N
V k V
s
t
d'
`
R
IT
N
V
V
Lni
m
m;
;r
m
m
cr
r•1
v
U
v
i
c
_U
v
� ®
N
r
LL
al
O
O"
d
O
O
(
C
al
C
C
O
O
w
Y
j
O
N
_
Q
c
—
m
O
y
C
a
O
U
ai
oo
V
E
U
E
C
QC
ro
o
e
=
v
_—
0: 7
v
d
a
U
m
u
u
C
a)
YI U
v
o
_
a
w
v
a
:.V
w
V
_
a
o
C
'o
C
c°0
C
C
S
`-
i.L
O
O
O
N O
a,
O
H
_
O
O
w
C
0
al
s+
',.
w
-
�':. ro
C
ro
LI
ro
E
u
U
7
7:.
a
4.
U
4. eJ_
w
m
F`
h
w
n.
a
m
Lu
Q
U
g
a h,
d
a
LL
-AL-8
'..
tA,
C
O C
'V
O O ii
•�
x
a h x
N
C N c Ij
ue4u
r,4 N N
O
o
l0
a
�n
o
o
O
N
N
Ln
v
lc
M
M
m
.-I
N
m
I�
N
I�
O
.--�
m
a
Il
.--I
m
C
m
.-I
l0
O
.--�
o
oo
00
M
N
O
00
00
N
o
000
M
M
O
N
o
m
O
m
o
c -I
ul
l0
O
o
o
O
O
o
o
a
Il
N
m
Lr
m
m
n
u
oo
o
0 0
N
00
O
00
N
Mo
In
In
r
Ln
Ln
N
o
M
N
V1
w
O
.
m
N
:T
N
N
M
N
V
N
O
O
�n
C
.ti
O
O
O
In
V
w
m
N
N
M
N
N
O
O
O
O
O
O
O
o
Ln
OO
OO
O
a
O
v
N
O
n
T
O
O
n
v
N
o
o
�n
16
C
.
Lr
o
o
o
06
Ln
V
of
o
o
m
ri
o
o
M
ri
N
06
M
rn
N
00
M
O
O
N
u
O.
E
C
5
E
O-
U
O
u
v
>
0J
E
v
E
c
M
o O
E
o
o
w
N
M
:5
LE
C
a
O
O
u
v
O
U
p
O
L
O
N
U
Y
�
—
K
N
Oo
a
Y
s
`�
E
c
E
�
°
v
bA
E
J0
E E
r°o
ro
r
U
>,
O
a
wU
y0 v
v
O.
C
v
a+ p
F- 2
o
°
U v>iI
I
C
°
C
°
11
>
0
O
O
lo
u
w
>
v
v
v
v
v
u
v
c
v
E
E
a
E
a
E
a
>
O
O
>
v
O
>
v
O
>
v
fl
E
M
E
M
m
o
o
o
T
o
o
o
E
o
m
m
m
E
m
w
w
w
y=j
d
d
y=j
y=j
U
V=
a
N
m
O
o
m
N
.-I
o
N
o
O
o
O
N
N
Ol
v
O
O
O
L(1
O
Ml(1
C
L(1
N
.--I
toi
T
.-I
.-I
l0
M
N
O
n
I�
O
l0
N
V
00
n
IA
O
�o
m
I�
.ti
O
C
O
C
O
O
O
O
N
o
o
N
O
M
w
a
c�
vri
rn
Ir
c
c
Ni
w
O
l0
O
M
T
N
C
l
N—*
V
o
N
O
Oo)
,
O
M
C
L(1
N
0
m
0
N
M
j
O
O
O
O
Il
V
p
oo
IA
M
N
L(1
M
N
N
oo
:T
of
m
00
.--�
m
O
O
n
M
Lq
O
O
0
Il
O
n
M
oo
n
N
V
Ln
N
M
.-I
C
0
o
U v
u
N
O
v
E
w
N
c
O
r
—
LL
wro
f0
v
O
C
�
-
O
v
O
f0
u
u
QJ
QJ
O
o
u
u
o�
c
>
uc
O
v
C
v
W
�
�
o �
c
V1
u
E
�
o
J
n
v �
> '�
U
—
v
E
C
E
Y
i
v
2
C
H
C
U
C
H
C
Z
C
a
C
U
C
p
v
a
E
v
°
'c
-
°A
F
0
Y
Y
Y
Y
Y
Y
Y
m
Q
00
in
°
v
r
c
U
u
u
v
D
O
O
O
O
oo
O
O
O
O
M
O
M
Ol
M
O
M
Ol
N
M
N
N
O
O
O
l0
o
O
O
l0
m
l0
w
N
m
l0
I,
w
N
O
o
O
M
m
l0
M
N
m
l0
n
M
N
O
o
O
M
.--i
M
N
l0
.�
M
N
l0
o
O
O
l(1
o
O
O
l(1
N
C
l(1
.�
N
C
l(1
o
O
OL(1
T
o
O
O
T
o
O
M
o
O
L(1
M
o
�(1
N
M
N
o
�(1
N
M
N
O
o
O
M
O
O
O
O
M
Ol
.--i
C
.-I
0
0
.--I
C
:T
oo
o
O
l0
O
O
O
u
w o
O
�(1
C
O
O
of
O
O
O
O
�(1
C
O
O
of
O
O
C
.--i
M
N
O
O
O
I�
.ti
O
C
O
C
O
O
O
O
O
L(1
O
O
I,
O
O
O
oo
a)
O
.--I
u
f0
j
U
o
U v
u
c c
O 1
wro
C
u
>
o�
a+
v
f0
U v
C
ro
V1
u
E
O1
>.
E
v
J
n
v
"O
O
a
p
v
.2
E
v
°
'c
-
°A
o
a io
'�
c
v
J
Q
00
in
°
v
r
c
U
u
u
v
u UFt:C
io
U
v
O.
.�•
2
c
v
E
c
v
E
c
v
E
c
v
E
c
v
E
c
v
E
c
v
E
c
v
E
c
v
E
c
v
E
c
v
E
a
v
0
v
s
v
0
v
a
v
0
v
a
v
0
v
a
v
0
v
a
v
0
v
a
v
0
v
a
v
0
v
a
v
0
v
a
v
0
v
a
v
0
v
o O n O m
O O O M
Ol O Ol O 00
of O 00
m a Ov
O N
rn
o O n O M
rn
rn o m o cl
of O 00
m a o v
O N
M
N
Il N
n
Ln
O O O N
a o 0 obi
L(1 O 00
C O IA
o a
c -i ri
O M
M
N
N
rl
M
00 N
O
M rn
ri
O O
L'� Li
O M
O
f0
O
U
c
E
f0
O O Y
f0
bll
v
C E C O
U O_
E � a m
C O v
Y L 0
OJ Q
c c c c
E E E E
f0 f0 f0 f0 Q
a a a a F
v v v v 0
M M M M F
v v v v j
I�
�(1
�(1
C
I�
O
O
O
O
oo
O
O
M
M
w
ti
oo
m
v
rn
ti
m
N
m
N
O
O
O
N
O
O
T
.--I
a
O
T
M
O
c -I
N
N
m
c -I
N
.--I
O
I,
oo
m
O
M
Il
O
l(1
M
m
I,
O
O
c -I
O
m
l0
a
O
m
.--I
N
0
O
m
O
N
M
m
M
m
rl
O
O
O
O
l0
o
o
O
O
l0
O
O
O
O
O
ti
o
o
O
O
O
O
O
O
O
O
O
m
o
o
O
O
O
O
M
O
M
N
0
a
vi
N
Do
o0
vi
o�
N
a
ti
N
w
M
M
IA
Il
M
N
N
M
O
m
O
N
l0
I�
I�
Il
l0
N
O
M
O
Ol
N
c -I
M
Ol
N
m
O
o
.--I
O
O
N
c -I
C
n
N
rl
O
o
.--I
O
O
L(1
N
M
�
�(1
n
O
o
N
O
O
N
c -I
M
wc-I
M
m
T
O
o
N
O
O
O
N
c -I
l0
O
N
O
C
v
bYA
v
G
o
N
O
O
l0
N
O
�
:T
oo
O
o
O
O
o
O
O
O
0
.ti
o
O
O
O
o
m
v
v
kc
Gi
M
N
V
O
Ol
IA
N
M
00
N
Ol
w
ri
O
N
a
O
�
�
v
O
�
"O
�
p
a
U
o
O
v
bA
L
f0
bA
C
Y
f0
O
Y
p
U
�'
a
i
O_
C
O
o
p
O
u
p
w
O
u
"O
Y
v
c
v
OJ
v
O
v
a
io
c
u
U
a
U
v
v
O
�n
in
�
o
oa
-o
v
Y
u
f0
o
E
U
Q
E a
vii
r
a°
v
0¢
a
o
u
a
F
1 n n 0
O �(1 I� �
� M � M
O -61 -61 O
c
O O O O
U U U U
F- r r r
O N
O O^
O O
m a
�o a
c
v
E
N
v
C
u
12
F-
5 O
UH
u O
F
F-
0
�n
�(1 O IA O O O O c -I
c -I O N O O O lc N
of O oo O O O O N
o o N o^ rn T
�(1 O IA O O O O c -I
c -I O N O O O l0 N
of O oo O O O O N
O l0 w ul O m C
O O O O O O
M O M O O ON N
c -I O N O O of N
n
O O O O
Ln o N N O o
P, O N
O
Ln
Ln
oo oo
� O
O O
O
f0
O T C
E bA O
-0 v
a [2 `°
c in °c E v
oov v
u
N v C v T Q
U
U Q d
CO N
E
UK C N
� Y
cr
bA bA
`p E
U U a a w
Y u
O O
c c
v v
o O
f0 f0 N N N
u u a
E E > > > > >
E o Q C C C C C
U U 0
u u F
m u u u u u
a a D
O
O
O O
O
O
O
O
O
O
O
O
O
O
O
m
O
m
.ti
m
v
of
o
o
o
o
O
o
O
O
o
O
O
o
O
O
O
m
m
O
m
l(1
rl
l(1
M
rl
c -I
c -I
IA
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
L(1
O
Il1
O
of
oo
M
m
Ln
O
O
O
O
O
O
O
O
O
O
O
O
O
IA
c -I
l(1
of
N
V1
N
C
bA
in
bA
c
�
E
v
v
i
N
�
�
o
>
0
>
a
v
v
v
Vl
v
Y
v
Y
>
U
m
m
O
?
OC
3
N
O
w
OO
Q
O
`
a
N
U
O
v
w
-a
v
i
O
v
C
C
C
C
C
C
O
.N
O
.N
O
.N
O
.N
O
.N
O
.N
a
a
a
a
a
a
c
c
c
c
c
c
.O
O
O
O
O
O
O
a
O
a
O
a
O
a
O
a
O
a
F
O
c
c
c
c
c
c
m
F-,
r
r
r
r
r
v=
�(1 O IA O O O O c -I
c -I O N O O O lc N
of O oo O O O O N
o o N o^ rn T
�(1 O IA O O O O c -I
c -I O N O O O l0 N
of O oo O O O O N
O l0 w ul O m C
O O O O O O
M O M O O ON N
c -I O N O O of N
n
O O O O
Ln o N N O o
P, O N
O
Ln
Ln
oo oo
� O
O O
O
f0
O T C
E bA O
-0 v
a [2 `°
c in °c E v
oov v
u
N v C v T Q
U
U Q d
CO N
E
UK C N
� Y
cr
bA bA
`p E
U U a a w
Y u
O O
c c
v v
o O
f0 f0 N N N
u u a
E E > > > > >
E o Q C C C C C
U U 0
u u F
m u u u u u
a a D
O
O
O
O
O
O
00
O
O
M
O
O
O
O
O
O
O
O
O
O
O
O
.--I
a
O
C
O
C
N
a
O
O
O
C
O
0)
rn
IA
N
O
O
O
O
O
O
O
O
n
n
O
O
O
O
O
O
O
m
0
0m
O
O
O
O
O
O
O
O
O
O
O
O
O
O
c -I
a
O
0
ON
0
a
O
M
O
O
O
C
N
0
0
0
0
0
0
0
O
n
O
O
O
O
O
O
0
n
N
Irl
A
C
O
O
O
N
N
O
N
N
rl
00
M
O
o
a
N
a
m
T
n
N
0
0
0
N
O
v
O
v
C
�
0
4,�
L
u
o
0
a
c
—
o
¢
(D
u
�
ro LL
v
un
a
v
LL
v
v
2
°
v
io
C
u
u
Vt
O
Vt
O
N
U
y
v
o E
E
v
a
c
-c>
L
L
d
O
Y
t0
C
C O
3
v
bA
LL
"O
J
m
w
E
u
v
v
O
Q
sem+
'E
E
v
-o
E
a}v
O
O
"O
O
O
E
a
'u
'u
'u
'u
'u
'u
'u
'u
'u
'u
—
F
O
c
c
c
c
c
c
c
c
c
c
v
F
co
O
U
O
U
O
U
O
U
O
U
O
U
O
U
O
U
O
U
O
U
U
u
V1
O
0
O
Ln
N
T