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DistrictDepartment ofTransportation
FY 2007 - FY 2012 Highway Trust Fund
1
The agency plans to continue its progress in theseand other areas in FY 2007 and will fulfill its mission byachieving the following strategic result goals:
1. Safety: Maintain a safe transportation system 2. Infrastructure: Maintain a secure and high quality
transportation infrastructure3. Accessibility and Flexibility: Enhance transporta-
tion mobility, access, and alternatives4. Project and Financial Management: Manage the
District's transportation resources responsibly5. Administration: Effectively manage the operations
of the Department
DDOT oversees 1,100 miles of roads; more than200 bridges; 65,000 streetlights; 135,000 city trees;1,580 traffic signals as well as responsibility for theDistrict's bicycle and pedestrian facilities, traffic andpedestrian safety and managing the District's publicspace.
Since achieving cabinet-level status in 2002, DDOThas positioned itself as one of the District government'smost innovative and visionary agencies, and has becomean emerging national leader in the provision of state andlocal transportation services.
This new stature has helped DDOT improve thecity's streets, sidewalks, alleys and bridges, and launchnew programs to address long-term transportationneeds. DDOT now repaves over 125 miles of roadsevery year, fills potholes within three business days, andclears snow faster that it has in years. DDOT intro-duced the DC Circulator in July of 2005 to link desti-nations and attractions in the central core ofWashington. Since its inception, ridership has increasedevery month. DDOT has also expanded its investmentsin programs to encourage and protect walkers and bik-ers. Each weekday nearly 40,000 District residents walkto work and there are over 25,000 trips by bicycle andDDOT is working hard to increase these numbers.
DDOT has also made infrastructure improvementsthat help revitalize distressed neighborhoods and changethe look and feel of communities. In partnership withthe Deputy Mayor for Economic Development,DDOT is helping lead the Great Streets Program thatwill transform some of the District's most distressedneighborhoods. After decades of neglect, the Districtfinally has the means to extend its downtown success toneighborhoods, unleashing the commercial potential ofmain streets and corridors throughout the city. DDOTis also in the initial stages of re-introducing streetcars in
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District Department of Transportationwww.ddot.dc.gov
FFYY 22000066 FFYY 22000077 %% CChhaannggeeDDeessccrriippttiioonn AApppprroovveedd PPrrooppoosseedd ffrroomm FFYY 22000066Operating Budget $39,995,123 $42,300,349 5.8Capital Budget (G.O. Bonds) $0 $14,405,000 n/aCapital Budget (Local Streets) $99,183,000 $67,000,000 -32.4Capital Budget (Highway Trust,Federal plus Local) $262,982,975 $289,616,136 10.1
The mission of the District Department of Transportation (DDOT) is toprovide reliable transportation facilities and services for residents, visitors,commuters and businesses so they can move safely and efficiently, whileenhancing quality of life and economic competitiveness.
FY 2007 Proposed Budget and Financial Plan
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the District. DDOT is working with neighborhoodseast of the Anacostia River to serve as a model for localneighborhood travel and provide needed access toMetrorail and building commercial development inAnacostia. Next, DDOT is moving out of the planningand into the implementation phase of the AnacostiaWaterfront Initiative (AWI). The AWI will revitalizeneighborhoods, enhance and protect parks, improvewater quality and increase access to waterfront destina-tions.
AAggeennccyy SSttrruuccttuurreeIn order to ensure that DDOT was positioned to suc-cessfully plan, construct, inspect, maintain and operateall transportation facilities and public rights-of-waywithin the District of Columbia, the Agency has reor-ganized into the following units, under the leadershipof the Office of the Director:■ Infrastructure Project Management Administration
is responsible for managing capital projects related tothe design, engineering, and construction of streets,bridges and other transportation infrastructure.
■ Transportation Policy and Planning Administrationis responsible for developing and implementingtransportation plans and policies to improve mobil-ity throughout the city.
■ Traffic Services Administration is responsible forplanning, operating, and maintaining the District ofColumbia traffic services infrastructure for the safeand efficient movement of pedestrians and vehiclesthrough the District's street system.
■ Public Space Management Administration isresponsible for managing the use and providing forthe maintenance of the public rights-of-way.
■ Urban Forestry Administration is responsible fordeveloping plans and specifications and implement-ing the design, development, care and maintenanceof the District's 135,000 trees.
■ Mass Transit Administration was previously a part ofthe Transportation Policy and PlanningAdministration and is responsible for processingfinancial transactions for WMATA construction andoperations, coordinating bus route and bus stop ser-vice changes, processing school transit subsidies,managing transit grants and para-transit grants, andproviding policy guidance to District members onthe WMATA Board of Directors. In recent years,the role of mass transit has expanded considerably,resulting in greater responsibilities and visibility ofthe functions of this office. Additional responsibili-
ties now include the planning and design of com-pletely new transit services, including the develop-ment and implementation of the DowntownCirculator Program, the development of newStreetcar Program, the development of several newtransit corridors, and directing the preparation of alight rail system feasibility study.
PPrrooggrraammss DDOT has organized the six aforementioned units intofour Performance-Based Budgeting Program areas:Infrastructure Development and Maintenance,Transportation Operations, Agency Management, andAgency Financial Operations.
IInnffrraassttrruuccttuurree DDeevveellooppmmeenntt aanndd MMaaiinntteennaanncceeThe Infrastructure Development and Maintenance pro-gram supports the planning, construction and mainte-nance of a high-quality transportation infrastructure. Tosupport this program, DDOT is implementing a pro-ject/program team approach.
Project management teams are comprised of a pro-ject management team leader co-team leader, projectengineers, staff engineers (design, bridge/structural, andgeneral), and planning and support staff (finance, con-tract, clerks and inspectors). DDOT gives each team aportfolio of projects and the necessary resources to sup-port them. This structure fosters ownership, account-ability and greater productivity.
The maintenance teams are also Ward-based. Theyare charged with not only responding to maintenancerequests, but also with being proactive in identifying andconducting on-the-spot infrastructure repair. In addi-tion, they play a supporting role in snow and ice removaloperations.
TTrraannssppoorrttaattiioonn OOppeerraattiioonnssThe goal of the Transportation Operations program is toprovide an efficient and diverse transportation systemfor District residents, businesses, and commuters so thatthey can travel effectively within the District ofColumbia.
The program regulates the public rights-of-way, andits uses, including traffic flow, parking and utility work.These responsibilities are accomplished by operating thetraffic signal system, developing parking policy to maxi-mize traffic volume or provide traffic calming, and per-mitting the lawful use of public space. Another facet ofthis program is the promotion of alternate forms of
FY 2007 - FY 2012 Highway Trust Fund
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transportation and the funding for developing a multi-modal transportation system.
AAggeennccyy MMaannaaggeemmeennttThe Agency Management program is responsible forarticulating the Department's mission and vision, andthen developing and coordinating DDOT's strategy forthe allocation of resources to achieve its mission. Theprogram provides policy direction, overall management,communications and executive direction to departmen-tal staff.
The program also is responsible for matchingFederal and local financial resources to planning objec-tives, and ensuring the timely implementation of trans-portation improvement plans and projects. The pro-gram provides the basic management support servicesrequired by the Department. These include employee-related services, contracting services, the use of informa-tion technology to enhance performance, purchasingservices, and analysis of departmental operations.
AAggeennccyy FFiinnaanncciiaall OOppeerraattiioonnssThe Agency Financial Operations program providesprovide comprehensive and efficient financial manage-ment services to and on behalf of District agencies sothat the financial integrity of the District of Columbia ismaintained. This program is standard for all perfor-mance-based budget agencies.
MMaannaaggeemmeenntt AAnnaallyyssiiss aanndd DDiissccuussssiioonn
CCoorree VVaalluueessOperating effectively in today's environment requiresan organization that is centered on certain core valuesthat management and staff have identified as keystonesto success. For DDOT, these core values are:
■ Safety: We believe that transportation is crucial tothe quality of life among District residents, and isvital to meeting this community's social goals. Asthe official steward of transportation facilities in theDistrict of Columbia, DDOT has a major responsi-bility to ensure that people and services move safelythrough the city.
■ Customer Satisfaction: We believe that our effortsshould revolve around meeting the needs and expec-tations of our customers -- residents and visitors tothe District of Columbia. We will strive to developnew ways to engage customers in the decision-mak-
ing process, accurately distill their expectations intoconcrete activities, respond quickly to their inquiriesand keep them abreast of how our initiatives affectthem.
■ Innovation: We believe in the importance of con-tinually striving to find faster, more effective andefficient service delivery mechanisms, and in build-ing an energetic organization that supports constantreevaluation of how it provides services. Initiativeand teamwork by all staff are encouraged andrewarded.
■ Employee Investment: We believe that our employ-ees are our most important assets. This organizationis built upon recognizing employee initiative andproviding professional development opportunitiesand all the necessary tools for employees to excel attheir assignments. DDOT managers are committedto coaching, evaluating and mentoring staff in theagency.
■ Transportation as a Means to an End: We believethat transportation facilities are tools to support theattainment of larger social and economic goals,including building safer communities and support-ing commerce, rather than ends to themselves.
OOuuttllooookk aanndd AAsssseessssmmeenntt
SSmmaarrtteerr,, FFaasstteerr aanndd MMoorree CCuussttoommeerr--FFooccuusseeddAfter years of under funding and instability, theDepartment of Transportation has made substantialprogress in its efforts to increase transportation safety,enhance infrastructure stewardship and improve mobil-ity for neighborhood residents and visitors to theDistrict. Included in these efforts have been initiativesto repave over 2,000 city blocks of neighborhood streets,improve management of utility cuts, enhance gatewaysto the District and improve access and safety formotorists, pedestrians and bicyclists.
While working to achieve these successes, it has beennecessary to simultaneously restructure the Departmentso that it can be more flexible, responsive, and efficient.This restructuring has been a major success. Not onlyhave we created a more teams and a Ward-based orga-nizational structure, but more importantly, we havereformed the way in which staff think about their jobsand their relationship to our mission. And we haveplaced a new emphasis on neighborhood involvementin transportation planning.
FY 2007 Proposed Budget and Financial Plan
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CCaappaacciittyy BBuuiillddiinngg EEffffoorrttssThe success of the agency's restructuring has been madepossible, in part, through continuing efforts to fillvacant positions. While the agency still struggles withhiring qualified staff, efforts taken in conjunction withthe D.C. Office of Personnel have somewhat improvedthis situation. We have also worked to hire staff to fillfunctions that once had to be ignored or were nonexis-tent, including a "frontline" roadway response unit (theRoadway Operations Patrol), bicycle and pedestrianprograms, Ward transportation planning, and an urbanforestry program. In its recruiting efforts, DDOT hasbeen fortunate to attract top-notch managers and staff.While the agency is still far from fully restoring staffinglevels, we are confident that the situation will continueto improve.
CChhiieeff AAccccoommpplliisshhmmeennttssIt is appropriate to highlight the Agency's achievementswhile acknowledging the magnitude of the task yet to bedone. Among our accomplishments
Streets and Alleys: In 2005, DDOT initiated aDistrict-wide alley and local street restoration program.Based on our survey of alley and roadway conditions, aprioritized list was developed to ensure we invest fundsin areas in the poorest condition first. These areas listedby ward on DDOT's website.
July of 2005 marked the completion of the rehabil-itation and beautification of Elvans Road, SE. Thereconstructed road, in a designated Hot Spot area ofconcentrated city services, now boasts new pavement,sidewalks, curbs and gutters and handicap access ramps,updated lighting and state-of-the-art water drainage.
Bridges: 2005 was a milestone year for the District'sbridges. The federal government and the WilliamsAdministration, with the support of the City Council,made substantial new multi-year, financial commit-ments to this key part of the District's transportationinfrastructure. Both the South CapitolStreet/Frederick Douglass and the 11th Street Bridgeswere major beneficiaries of federal funds distributed inthe transportation reauthorization bill, the Safe,Accountable, Flexible, Efficient Transportation EquityAct (SAFETEA-LU). Of the total of $143 millionspecifically allocated for District bridge and infrastruc-ture needs, $123 million is committed to the rehabilita-tion of the South Capitol Street Bridge and $17.6 mil-lion for upgrade of the 11th Street Bridge ramps as part
of the East Washington Traffic Relief Program(EWTRP). This will relieve congestion on Sousa Bridgeand Pennsylvania Avenue, SE, and divert through-traf-fic from local streets on both sides of the AnacostiaRiver. The District also dedicated 50 percent of annualoff-street parking tax collections to the EWTRP. Thesefunds, which generate roughly $15 million annually,will be securitized in FY 2008 to finance the gap ininfrastructure needs.
Other bridges upgraded or revitalized in FY 2005include:■ Anacostia Freeway over Naval Research Laboratory
Road■ North Capitol Street over Irving Street■ East Capitol Street over Anacostia River■ 16th Street Underpass at Scott Circle■ D & E Streets over the Center Legs of I-395.
In FY 2005, DDOT also received an additional $6million in the Federal Highway 2005 year-end redistri-bution of funds-the fourth highest redistribution amongthe 50 states. These funds are being used to provideimmediate repairs to the Theodore Roosevelt Bridge.
Last, the DDOT bridge inventory includes 214highway bridges and 15 pedestrian bridges. In order tobetter manage these assets, DDOT developed theTunnel Management System (TMS). The TMS is thefirst-in-the-nation comprehensive inventory of a juris-diction's tunnel assets, including structural, electricaland mechanical components allowing for a reliable andoptimized maintenance and rehabilitation schedule.
Streetlights: Last year, DDOT made substantialprogress in reducing the backlog of the obsolete andinferior streetlights. The problem-plagued series circuitswere replaced in:
■ Mount Pleasant■ Spring Valley■ Woodley Park■ along 3rd Street, SW■ Mt. Olivet Rd., NE■ Constitution Avenue, NW■ M Street, NE ■ Pierce Street, NE
Basic streetlight maintenance has been a long-stand-ing challenge for DDOT. To meet this need for consis-tent, reliable upkeep for all of the District's streetlights,DDOT is planning to award a multi-year asset man-
FY 2007 - FY 2012 Highway Trust Fund
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agement contract. It is also comprehensive, coveringstreetlights, alley lights, overhead sign lights, bridge nav-igation lights and the electrical operations that controlthe openings for the present Woodrow Wilson andSouth Capitol Street Bridges.
Traffic Signals: To minimize traffic snarls and gridlock,DDOT continued the retiming of the District's signal-ized intersections with expanded timing plans morefinely tuned to ever-changing traffic conditions.DDOT has more than doubled the number of trafficlight timing plans for the District's 629 signalized inter-sections. These reflect the variations in traffic conditionsdepending on time of day and the day of week.
Signal timing is a key part of the city's planning forevent and emergency evacuation. In FY 2005 DDOTfurther enhanced its ability to switch to 240-secondcycle length operation at all intersections on evacuationroutes.
Safety: Safety is always a top DDOT priority, for pedes-trians, motorists, bicyclists and for DDOT staff. Toreduce traffic and pedestrian accidents at forty danger-ous intersections, DDOT adopted the Highway SafetyImprovement Project. Seventeen of these locations weremade safer with new turn lanes, pavement markings,lane control signs, signal timing changes and a host ofdesign changes.
In 2005, DDOT installed almost 1,300 countdownpedestrian signals across the city and has a projectunderway to install pedestrian signals at the remainingintersections. In addition, DDOT placed almost 100pedestrian pylons at various intersections throughoutthe City to help drivers recognize pedestrian crossings.
Trees: DDOT's Urban Forestry Administrationachieved several milestones in FY 2005, pruning 18,278trees, planting 4,030 new trees and removing approxi-mately 2,200 dead or hazardous trees. The Districtmaintained its Tree City USA designation and intensi-fied outreach for community plantings and technicaladvice through relationships with the Casey Tree
Foundation, DC GreenWorks and Greenpeace for DC.
FFiissccaall CCoonnddiittiioonnss The availability of stable funding streams has also beenkey to the agency's recent successes. A clear mandatefrom the Mayor and Council to take all necessary stepsto rebuild and enhance the District's transportation net-works has been fully backed by the necessary financialsupport in the Local Roads Construction andMaintenance Fund - meaning that DDOT has theneeded tools to concurrently tackle several major localinfrastructure projects throughout the District. (Overthe last two years DDOT has managed to expand itsfinancial resources at a time when transportation agen-cies nationwide have been forced to contend with con-strained or shrinking funding for infrastructure pro-jects). This success in developing secure, directedsources of revenue to ensure the continued mainte-nance, stewardship and improvement of our publicspaces has been, and will continue to be, vital to theintegrity of the District's transportation program.
However, the financial outlook on the federal side isnot as optimistic. DDOT has made great progress inobligating and spending its Federal Highway funds overthe past five years and in strengthening its relationshipwith the Federal Highway Administration andTransportation Committees in Congress. So much sothat the District received the fourth highest 2005 redis-tribution among the 50 states as a percent of federalannual funds received. The District also received anunprecedented $147.5 million in earmarks in the trans-portation reauthorization bill, SAFETEA-LU. And,our annual apportionments under that bill are increas-ing by a total of 39 percent over the five year life of thebill, increasing DDOT's required local match.
At the same time, however, DDOT's HighwayTrust Fund (HTF), which provides the required 20 per-cent (approx.) match to federal highway funds, is pro-jected to be depleted by FY 2008. Figure 1 shows theHTF balances from FY 2006 to FY 2012.
FY 2007 Proposed Budget and Financial Plan
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DDDDOOTT''ss HHTTFF CCoommppaarreedd ttoo FFHHWWAARReeqquuiirreedd MMaattcchh Over the last few years, the District has relied on sub-stantial balances in the HTF to offset the impact ofdeclining gas tax revenues. Unfortunately, the balancesthat have sustained our match requirements in pastyears are no longer available and we will have troublefully leveraging federal highway funds unless we takesteps to mitigate this challenge. Our need to address thischallenge is driven by a continued demand among resi-dents for investments in local roads and will be especial-ly important as we fund larger transportation infrastruc-ture projects, such as our bridges.
In order to provide this stable funding source, theDistrict is dedicating fees to augment our gas tax collec-tions. The proposed new fees will provide a stable fund-ing base for our local match requirements over thecourse of our current capital plan through the followingchanges:■ Increasing Rights-of-Way rental fees by 20 percent,
resulting in an increase from $1.32 to $1.59 per lin-ear foot for aerial lines, and an increase from $0.88to $1.06 per linear foot for underground lines;
■ Increasing public space rental fees paid on under-ground vaults by 20 percent, resulting in an increasefrom 1.5 percent to 1.8 percent of assessed landvalue for first level vaults and an increase from 0.375to 0.45 percent for second and lower levels of vault;and
■ Charging cable companies Rights-of-Way fees at 20percent of the revised rates charged utilities.
Taken together, these broadly-applied fees will allowus to fully leverage available federal grants while provid-ing the resources necessary to repair and improve ourtransportation infrastructure. Furthermore, these feeincreases have been designed to maintain the competi-tiveness of the District's rates with respect to other juris-dictions.
VViissiioonn Not only is DDOT charged with maintaining andbuilding roads, but it also has a greater vision for its rolein furthering the turnaround of the District ofColumbia. Included in this vision are major initiativesthat have broad support from the community and theMayor and Council, including the construction ofstreetcars, implementing traffic calming measures inneighborhoods, supporting the AWI, restoring theDistrict's tree canopy and moving from a reactive to aproactive model of transportation infrastructure man-agement.
NNeeiigghhbboorrhhoooodd TTrraannssppoorrttaattiioonn PPllaannnniinngg -- GGrreeaattSSttrreeeettss Beginning in 2006, DDOT is initiating an excitingMayoral initiative to revitalize corridors in the city thathave yet to reach their potential. The focus of thisendeavor is the improvement of a neighborhoodthrough the vehicle of an investment in that neighbor-hood's public transportation infrastructure. Thisrequires balancing the need for pedestrian, bicycle and
($15,000,000)
($10,000,000)
($5,000,000)
$0
$5,000,000
$10,000,000
$15,000,0002006 2007 2008 2009 2010 2011 2012
HTF Balance
Figure 1Projected Highway Trust Fund Balance, FY 2006 - FY 2012
FY 2007 - FY 2012 Highway Trust Fund
7
vehicular movement; coordinating with the DeputyMayor for Planning and Economic Development, andcreating streetscapes that draw on each corridor's uniquecharacter. Community workshops that include citizens,businesses and nonprofit organizations will constitute amajor part of the development process.
AAnnaaccoossttiiaa WWaatteerrffrroonntt IInniittiiaattiivveeIn March 2000, Mayor Anthony Williams broughttogether 20 Federal and District agencies to sign theAnacostia Waterfront Initiative (AWI) Memorandum ofUnderstanding (MOU) and created an unprecedentedpartnership to transform the Anacostia River's water-front. The Office of Planning developed the AWIFramework Plan to establish the vision for this revital-ization effort. Using the Framework Plan as a guide, theDDOT continues to lead the effort of implementingthe AWI vision by planning, designing, and construct-ing transportation infrastructure. The transportationimprovements will provide access to the waterfront andassociated parkland, support new commercial and resi-dential development in the surrounding neighbor-hoods, and serve the transportation needs of the resi-dents and the region.
SSoouutthh CCaappiittooll SSttrreeeett CCoorrrriiddoorrSouth Capitol Street is a major urban arterial roadway,designed primarily to carry high volumes of motor vehi-cle traffic through the corridor. The street has becomea conduit for through traffic at the expense of servingthe immediate needs of the residents and businesses inthe corridor. Intersections along the corridor have someof the District's highest accident rates. Local access islimited and it is an underutilized commercial corridor.
DDOT plans to transform South Capitol Streetfrom an expressway to a grand urban boulevard. As partof this project, DDOT will replace the FrederickDouglass Memorial (South Capitol Street) Bridge on anew alignment and reconstruct several interchanges onthe south end of the corridor. New at-grade intersec-tions and streetscape improvements will increase acces-sibility between key activity centers and support eco-nomic opportunities along the corridor.
FFrreeddeerriicckk DDoouuggllaassss MMeemmoorriiaall ((SSoouutthh CCaappiittoollSSttrreeeett)) BBrriiddggeeThe Frederick Douglass Memorial (South CapitolStreet) Bridge is one the most heavily used connectionsin the District and has reached the point of being struc-turally deficient and functionally inefficient. Traffic vol-
umes across the bridge have greatly exceeded thoseanticipated when the bridge was constructed. Thebridge primarily serves as a vehicular crossing and dis-courages pedestrians and bicyclists. Major rehabilitationto the bridge is not cost effective and the existing bridgecannot facilitate the urban planning goals of theAnacostia Waterfront Initiative.
DDOT, working with the community, identifiedthe need to replace the Frederick Douglass MemorialBridge. The new bridge is envisioned to be an architec-turally significant signature bridge that will enhance theAnacostia Waterfront and the South Capitol StreetCorridor. It will improve access to Buzzard Point, thenew ballpark, Poplar Point, and the waterfront. Thenew bridge is part of planned transportation improve-ments to transform South Capitol Street into an urbanboulevard and appropriate gateway to the District'smonumental core. The federal government recognizedthe importance of this project and provided $137 mil-lion in earmarks. The cost of the new bridge is estimat-ed to be over $300 million with construction expectedto begin in 2011.
1111tthh SSttrreeeett BBrriiddggeessThe 11th Street Bridges were built with a partial inter-change, leaving a disconnect between theSoutheast/Southwest Freeway and the AnacostiaFreeway. As a result, the District's freeway network isincomplete and regional traffic is diverted onto localstreets, causing congestion and presenting safety con-cerns for residents.
The 11th Street Bridges Project provides the missingfreeway connections to improve regional traffic flow toand from downtown Washington. In addition to com-pleting the freeway interchanges, DDOT plans toreplace the two one-way bridges with two-way bridges;one to serve local and one to serve regional traffic. Thelocal bridge will improve local pedestrian, bicycle, andtransit access across the river and to the waterfront.Mayor Anthony Williams included the EastWashington Traffic Relief Act (EWTRA) in his FY06budget to provide an estimated $230 million in fundingfor the 11th Street Bridges Project. Additionally, thefederal transportation authorization included a $17.6million earmark for this project. The cost of the newbridges and interchange improvements is estimated tobe over $300 million.
SSttrreeeettccaarrssThe District of Columbia was once served by trolley
FY 2007 Proposed Budget and Financial Plan
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lines that ran through important corridors throughoutthe city. After the last lines ceased operations in the early1960s, the trolleys were replaced by buses that continueeven today to operate along the same corridors. Withdeteriorating air quality and new technologies that havemade streetcars a feasible option, DDOT, with the sup-port of the Mayor and Council, is pursuing develop-ment of streetcars along several corridors in the District.
A "starter line" from the Anacostia Metro Stationdown Firth Sterling and then South Capital to the firstgate of Bolling Air force base is currently being designedand is expected to begin service spring 2007. The street-car will operate in the street right of way and with autotraffic. The nearly 2 mile stretch will not only show theadvantages of streetcars at a relatively low cost, but willalso support the Anacostia Waterfront Initiative andother efforts to strengthen the neighborhoods and econ-omy of Southeast Washington.
FFuunnddiinngg SSoouurrcceessDue to the nature of capital projects, substantial projectbuild-up time and long lifecycles, a successful CapitalImprovements Program requires consistent, detailedand reliable funding. As an agency tasked with per-forming the functions of both a state transportationdepartment and a city streets department, DDOT issupported by several funding sources that reflect its dualrole as a state and local agency. These sources includethe following:
Operating:■ O-Type Revenue (parking meter collections and
public space rental fees)■ Federal grants (National Highway Traffic Safety
Administration and Federal Transit Administration)
Capital:■ Federal-Aid Highway funds (Federal Highway
Administration)■ District of Columbia Highway Trust Fund (motor
fuel tax receipts and a portion of collections fromRights-of-Way fees and public space rental feeslevied on underground vaults)
■ Local Roads Maintenance Funds (Rights-Of-WayRental Fees, off-street parking taxes, and publicspace rental fees derived from advertising revenue inthe District's bus shelters)
■ Local Capital Funds (General Obligation BondFunds)
OOppeerraattiinngg
GGrroossss FFuunnddssThe proposed FY 2007 budget is $42,300,349 repre-senting an increase of $2,305,226, or 5.8 percent fromthe FY 2006 approved gross funds budget of$39,995,123. There are 104.0 FTEs for the agency, nochange from the FY 2006 approved budget.
The proposed gross funds budget includes:$7,514,156 in Federal Grant funds, a decrease of$861,055 or 10.3 percent from the FY 2006 approvedbudget of $8,375,211; $33,851,525 in Special PurposeRevenues funds, an increase of $3,435,417 or 11.3 per-cent over the FY 2006 approved budget of$30,416,108; $700,000 in Private Grant funds, anincrease of $700,000 over the FY 2006 approved bud-get of $0; $0 in federal payments, a decrease of$990,000 from the FY 2006 approved budget of$990,000; and $234,668 in Intra-District funds, anincrease of $20,864 or 9.8 percent over the FY 2006approved budget of $213,804.
The proposed gross funds budget is comprised ofchanges in the following programs:
■ Infrastructure Development and Maintenance - agross funds budget of $12,812,928, an increase of$5,754,483 or 81.5 percent over the FY 2006approved budget of $7,058,445. This level of fund-ing includes a Federal Grants fund budget increaseof $116,400 or 2.6 percent over the FY 2006approved budget; a Special Purpose Revenue fundsbudget increase of $4,938,083 or 186.8 percentover the FY 2006 approved budget; a Private Grantsfund budget increase of $700,000 over the FY 2006approved budget; and an Intra-District funds bud-get request of $6,804, no change from the FY 2006approved budget. A budget increase of $4,938,083in Special Purpose Revenue funds is for the pro-posed reallocation of the funding for the Snow pro-gram from the Transportation Operations program.An increase of $116,400 in proposed federal grantfunding is primarily due to an increase in the UrbanForestry Administration (Tree) program grant fund-ing and a new grant from the Water and SewerAuthority (WASA) for FY 2007. The proposedgross funds budget for this program supports 21FTE's. This is an increase of 3 FTE's over the FY2006 approved level. These additional FTE'sinclude one continuing full-time and two term posi-
FY 2007 - FY 2012 Highway Trust Fund
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tions transferred from the TransportationOperations program.
■ Transportation Operations - a gross funds budgetrequest of $18,380,075, which is a decrease of$5,476,055 or 23.0 percent from the FY 2006approved budget of $23,856,130. The requestincludes a Federal Grant funds budget decrease of$977,455 or 23.1 percent from the FY 2006approved budget; a federal payments decrease of$990,000 or 100.0 percent; a Special PurposeRevenue funds budget decrease of $3,529,464 or18.9 percent; and an Intra-District funds budgetincrease of $20,864 or 10.1 percent. The budgetchange in Special Purpose Revenue funds is primar-ily due to increases in streetlight and traffic signalenergy costs for FY 2007, offset by a decrease for theproposed reallocation of the funding for the Snowprogram to the Infrastructure Development andMaintenance program and a decrease in personalservices to reflect the transfer of FTE's to other pro-gram areas. The decrease of $977,455 in FederalGrants reflects the full expenditure in FY 2006 ofcertain agency grants. These funds will not be avail-able in FY 2007. The gross funds budget request forthis program supports 43 FTE's a decrease of 17FTE's from the FY 2006 approved level. TheseFTE's were transferred to other agency programareas.
■ Agency Management - a gross funds budget requestof $10,249,144, an increase of $1,562,536 or 18.0percent over the FY 2006 approved budget of$8,686,608. An increase of $708,193 in fixed costsis primarily attributed to increases in rent, fuel, andjanitorial services, offset by slight decreases in tele-phone, security, and occupancy costs. Also, there isan increase of $858,742 for personal services to funda transfer of 12 FTE's from the TransportationOperations program to Agency Management as wellas to fund base pay and step increases. This pro-gram's budget request is comprised entirely ofSpecial Purpose Revenue funds.
■ Agency Financial Operations - a gross funds budgetrequest of $858,202, an increase of $464,262 or117.9 percent over the FY 2006 approved budget of$393,940. The increase is primarily due to thetransfer of 2 FTE's from the TransportationOperations program as well as other base pay andstep increases. This program budget request is com-prised entirely of Special Purpose Revenue funds.
CCaappiittaall
HHiigghhwwaayy TTrruusstt FFuunndd ((HHTTFF)) This account consists of federal-aid funds and motorfuel tax collections used to support investment on the44 miles of eligible federal-aid roads and highways.The HTF is used to pay the local match for obligatedFederal Aid projects, match future transportationgrants and the remaining balances are to be used forcapital improvements to local streets and roads.
LLooccaall RRooaaddss CCoonnssttrruuccttiioonn aanndd MMaaiinntteennaannccee FFuunnddCreated in FY 2002 and funded with rights-of-waycollections, this funding source allows the District ofColumbia to maintain the quality of its local streetsystem. Funds are dedicated for the maintenance andenhancement of all local streets. Beginning in FY2006, 50 percent of parking tax receipts were deposit-ed into this fund annually to support local road reha-bilitation and construction.
CCoonncclluussiioonnDDOT envisions itself as one of the top transporta-tion agencies in the country and is committed to mak-ing this vision a reality. Over the short term we willcontinue to enhance the quality of the District's trans-portation facilities, as well as the strength of our orga-nization. We will strive to work more quickly, moreefficiently and more effectively, and we will continueto provide the public with more opportunities formeaningful involvement in our activities.
Over the longer term, DDOT's goals are moreambitious. We will shift from being a reactive organi-zation, steeped in traditional thinking, to a proactive,innovative one that cures core problems rather thanjust the symptoms. Ultimately, we see ourselves elim-inating potholes before they ever develop rather thanresponding to pothole complaints more quickly.Rather than deal with angry neighborhoods and citi-zen associations, we want to involve them in the pro-ject development process from inception to ribboncutting and instill an organizational culture that treatsthe public as partners.
While DDOT has made great gains, much moreis left to be accomplished. The looming fiscal pres-sures of the coming years, as well as the difficulties ofmaintaining an ever-aging and deteriorating networkof transportation facilities will challenge us to be morecreative than ever. The public has recognized our suc-
FY 2007 Proposed Budget and Financial Plan
10
cess and has responded accordingly by dramaticallyincreasing its expectations of us. The ambitious goals ofthe District of Columbia Government to enhanceneighborhoods, revitalize long-blighted areas and restorethe social fabric of the community will require the useof approaches that do not ordinarily come naturally totransportation agencies. In spite of all this, the DDOTremains firmly focused on maintaining the gains alreadyachieved and striving to reach its vision.
HHiigghhwwaayy TTrruusstt FFuunndd ((HHTTFF))
BBaacckkggrroouunnddThe Department of Transportation is responsible for theimplementation of all capital improvements to streets,highways, and bridges (except those under the jurisdic-tion of the National Park Service, Pennsylvania AvenueDevelopment Corporation, and the Architect of theCapitol). Capital improvements to these facilitiesinclude:
■ Resurfacing and reconstructing deteriorated road-ways;
■ Resurfacing, reconstructing, and completing struc-tural repairs to deteriorated bridges;
■ Constructing missing links in the roadway network;■ Improving safety conditions;■ Improving traffic flow and roadside aesthetics; and ■ Installing and repairing signaling systems.
The inventory of streets and highways under theDistrict's jurisdiction extends approximately 1,421 cen-terline-miles of urban roads. The streets and highwaysconsist of two-lane residential streets up to multi-laneInterstates. There are 229 bridges eligible for FederalAid match, and they range from crossings over minordrainage ways to the interstate highway bridges over thePotomac and Anacostia Rivers. Approximately 400 ofthe over 1,100 miles of streets and highways are eligiblefor Federal Aid match. Federal Aid match is granted for(approximately) 80 percent of the construction, designand project management costs of an eligible roadwayproject provided that the District matches the remain-ing (approximately) 20 percent.
Over the past 25 years the District invested in excessof $5 billion in Federal and District capital funds fortransportation aid highway projects (not including spe-cial appropriations from the U.S. Congress for theWashington Transit system). Although the District
placed great emphasis on its transportation infrastruc-ture, investing a substantial portion of its capital financ-ing to the program, the District fell far short of meetingthe financial needs of the Federal grant matchingrequirements and the overall transportation improve-ment program. As a result, a backlog of deferred roadand bridge maintenance requirements developed rapid-ly and compounded at a greater rate than typical main-tenance efforts could sustain. Magnifying this problemwas the District's obligation to pay back the deferredlocal match to Federal grants and to match future trans-portation grants or forfeit Federal funding.
To bridge the gap, the District utilized other fund-ing sources to support its transportation infrastructureprogram. After the Federal Highway Administration(FHWA) funded the Barney Circle project and theDistrict was prepared to construct the highway in 1999,District residents voiced their opposition and forced theproject to be abandoned. The $173 million in fundingassociated with this project was redirected to the Districtto be used on other transportation projects. The use ofthis short-term funding stream ended in FY 2002, as allof the money was obligated towards projects by June2002.
Another, extremely successful funding source is theNational Congressional Infrastructure Fund (NCIF).Congress has appropriated over $22 million in capitalfunds to DDOT for road resurfacing on District localstreets. It has allowed DDOT to pave over 1,300blocks. However, this source is not guaranteed nor isthe amount consistent, therefore DDOT cannot planits program based upon this source.
DDOT has had some success in using GeneralObligation bonds (GO Bonds) to fund transportationinfrastructure improvements. However, given the sizeof the local share for transportation, the District couldnot continue financing its transportation needs exclu-sively through the issuance of GO bonds. In order tobridge the gap between financing and capital improve-ments requirements (and as mandated by theCongress), the Highway Trust Fund was established inFY 1995. Further progress was achieved in FY 2001,when the Local Roads Construction and MaintenanceFund was established to support the repair and mainte-nance of the local road network.
FY 2007 - FY 2012 Highway Trust Fund
11
DDiissttrriicctt ooff CCoolluummbbiiaa EEmmeerrggeennccyy HHiigghhwwaayy RReelliieeffAAcctt ooff 11999955 In FY 1995, as a result of the District's inability tofinance its local matching requirements under theFederal Highway program, the Congress passed "TheDistrict of Columbia Emergency Highway Relief Act of1995" (PL 104-21). Pursuant to the Act, the Districthas pledged proceeds of the Motor Fuel Tax to the HTF.The HTF's mission is to:
■ Pay back the waived local match;■ Pay the local match for obligated Federal Aid Match
projects;■ Match future transportation grants; and■ Use the remaining balances for capital improve-
ments to local streets and roads.
In addition, the HTF has been used to finance:
■ Local street "pot hole" repairs;■ A portion of the personnel costs related to the
implementation of the transportation program;■ Non-participating Federal Aid Match costs related
to transportation, such as sewer cleaning; and■ Storm drain improvements and retaining walls.
To assure that the District does not repeat the eventsthat gave rise to the District of Columbia EmergencyHighway Relief Act, four primary guidelines for ensur-ing accountability were established in FY 1999 and theywill continue to be utilized in the future. The fourguidelines are:
Guideline 1: Transportation projects are prioritizedbased on the following criteria:
1. The Bridge and Pavement Management System(BPMS) structural deficiency rating
2. Safety3. High accident location analysis4. Congressional and District mandates5. Air quality mitigation projects6. Lighting needs7. Traffic signal repairs 8. Aesthetics
Guideline 2: Cost estimates are determined for the fol-lowing factors:
1. Design
2. Project Management3. Construction
Guideline 3: Cash flow analysis is developed based onthe following factors
1. Possible beginning balances2. Prior year spending3. Planned agency expenditures4. Anticipated Motor Fuel Tax revenue
Guideline 4: Separate projects are created for the fol-lowing:
1. Projects funded in whole or in part by FederalHighway Administration grants with a correspond-ing local match (HTF projects)
2. Projects which are to be exclusively funded by theDistrict (local streets projects)
PPrroojjeecctteedd SSppeennddiinngg In view of the matching requirements of the HTF, priorto FY 2001, all local street capital improvements werefinanced with General Obligation bonds. Proceeds ofthe Motor Fuel Tax are now pledged in order to lever-age the Federal Highway Administration grants.
The FY 2007 HTF planned expenditures are basedon the following three expenditure priorities (responsi-bilities): 1. Federal Aid projects requiring a local match2. Salaries and Non-Federal Aid Match participating
cost3. 100 percent Local funded capital projects
Efficient use of scarce resources and accurate expen-diture projections, as well as monitoring of the actualcash flows for the HTF, are essential in keeping expen-ditures in line with projected revenues. DDOT defersimplementation of capital projects when necessary tomaintain a balance in the HTF. Two critical factorsaffecting the expenditure projections are:
■ Executing contracts in the prescribed manner and inaccordance with established guidelines
■ Ensuring that contractor payments are made in atimely manner
With the revised expenditures plans DDOT is cur-rently addressing the pressing transportation infrastruc-
FY 2007 Proposed Budget and Financial Plan
12
ture requirements of the District, utilizing its obligatedauthority from the Federal Highway Administration,and remaining within its expenditures constraints.
RReevveennuuee VVoollaattiilliittyyAs stated earlier, the HTF is dependent solely on theMotor Fuel Tax in order to:
■ Pay the current portions of local match for theFederally-aided projects;
■ Match future grants at the required ratio; and■ Meet other expenditures associated with road
improvements incurred by the HTF.
Historically, the Motor Fuel Tax has proven highlyvolatile. A number of economic, environmental, andconsumer factors impact Motor Fuel Tax receipts avail-able to the District over any given comparison period.Therefore, it is important to understand the significantrange of fluctuations in the Motor Fuel Tax receiptsfrom year to year. Moreover, the fluctuations do notreadily establish a pattern that is useful for accurate fore-casting of receipts.
Obligations for Federally matched projects must becarefully considered and monitored in light of the high-ly volatile motor fuel tax revenue stream. Although a"base-case" can be constructed using reasonableassumptions; it is important to note the extreme sensi-tivity of the HTF to minor changes in revenue esti-mates. This is particularly important given DDOT'shistoric strategy of maximizing obligations for federallymatched projects. As a result, careful monitoring of theactual cash flows from the Motor Fuel Tax are conduct-ed on an on-going basis to ensure that obligations foranticipated Federally matched projects do not exceedthe revenue base of the actual cash inflow from theMotor Fuel Tax.
LLooccaall SSttrreeeett PPrrooggrraamm -- TThhee MMaaiinntteennaanncceeFFuunndd
DDOT's Local Street Program has two sources of fund-ing. Historically, this program has been funded byGeneral Obligation Bonds. In FY 2001, the Council ofthe District of Columbia amended the Highway TrustFund Act of 1996 and established a separate fund fromthe General Fund named the Local Roads Constructionand Maintenance Fund (LRCMF). The LRCMF wasdesigned exclusively for the renovation, repair andmaintenance of local transportation infrastructure
including streets, alleys, sidewalks, curbs, gutters andstreetlights that are not eligible for Federal Aid. TheHTF Amendment Act of 2001 mandates include thefollowing provisions:
■ The LRCMF is separate from the General Fund.All revenue derived from the collection of the pub-lic rights-of-way user fees, charges and penalties, andall other revenues authorized to be collected by theDepartment of Transportation, shall be deposited inthe LRCMF without regard to fiscal year limitation.
■ Any excess monies remaining in the Parking TaxFund (after the requirements of section 3 of theHighway Relief Act have been met and remainingbalances not necessary for the purposes outlined inTitle 23 of the United States Code), as determinedby the 6-year projected trust fund performance,shall be deposited in the LRCMF.
■ The fees deposited into the LRCMF shall not revertto the General Fund of the District of Columbia atthe end of any fiscal year or at any other time, butshall be continually available exclusively for the ren-ovation, repair, and maintenance of local trans-portation infrastructure including streets, alleys,sidewalks, curbs, gutters and streetlights that are noteligible for federal aid.
CCaasshh FFllooww PPrrooffoorrmmaa -- HHiigghhwwaayy TTrruussttFFuunnddThe Cash Flow Proforma establishes estimated budgetsfor each category or phase of expenditure within theHTF transportation program. To produce an accurateCash Flow Proforma, several departments within theOffice of the District's Chief Financial Officer mustprovide timely and accurate up-to-date schedules andforecasts to DDOT for preparation of the Cash FlowProforma.
The Cash Flow Proforma is based on individualbudget and cost estimates for available subproject fund-ing. The specific cost estimate categories are as follows:
The Cash Flow Proforma includes actual beginningfund balances for the District's portion (local share) andthe Federal portion (Federal Aid). The initial beginningfund balances are based on fund balances as reported inthe District's Comprehensive Annual Financial Report.Future beginning fund balances are based on projectsthat are in the "pipeline" for implementation. This doesnot represent a backlog of projects awaiting futureaction. Rather, the pipeline (beginning fund balances)
FY 2007 - FY 2012 Highway Trust Fund
13
represents those ongoing projects that have been fund-ed by the District (approximately 20 percent) andmatched by Federal Aid (approximately 80 percent) butare not yet complete.
For budgeting and reporting purposes, it is necessaryto show these beginning fund balances. In this way,sources and uses are accurately noted and the magnitudeof the program is more clearly presented.
CCaasshh FFllooww PPrrooffoorrmmaa MMeetthhooddoollooggiieess
DDeetteerrmmiinniinngg IInntteerreesstt RRaatteess ffoorr uussee iinn tthhee HHTTFF aannddtthhee MMaaiinntteennaannccee FFuunndd FFoorreeccaassttssThere are several factors that determine the interest rateson District investments, including the state of the U.S.economy and the level of certain short-term interestrates established by the Federal Reserve. Therefore, it isdifficult to accurately predict what interest rates will bein the future. The best predictor of future interest ratesis current interest rates, given that all available informa-tion on the current and future condition of the econo-my and the financial marketplace are factored into thecurrent interest rates. However, due to the variablenature of interest rates, it is prudent to be conservativein estimating future interest rates. Given the District'spermitted investment instruments and the nature of theDistrict's pooled cash investments, the interest rates thatthe District earns on its pooled cash investments closelyapproximate the federal funds rate (the interest rate thatbanks charge each other for overnight loans). In con-sideration of the above, the Office of Finance andTreasury (OFT) executes the following procedures todetermine an annualized interest rate that theDepartment of Transportation (DDOT) can use forprojected interest earnings on funds held by the Districtin association with the Federal HTF:
1. Determine the Target Federal Funds Rate estab-lished by the Federal Reserve as of close of businesson the business day preceding the submission,December 31st, April 14th, July 14th, and October14th of each year.
2. Subtract 25 basis points, i.e., 0.25 percent, from theTarget Federal Funds Rate indicated in item "1"above.
3. Submit a memorandum from OFT to DDOT stat-ing that, as of the date of the memorandum anduntil further notice, the rate determined by the cal-culation in item "2" above shall be the annualized
interest rate used in its forecasts.
CCrreeaattiinngg tthhee CCaasshh FFllooww PPrrooffoorrmmaa DDOT identifies projects based on the District's Six-Year Transportation Actions and Investment Plan,Transportation Improvement Program, 20-YearFinancial Plan, and the Strategic Transportation Plan.These plans are based on data generated by the BridgeManagement System, the Pavement ManagementSystem, and safety and high accident location analyses.Also, projects are identified by congressional and CityCouncil mandates, air quality mitigation issues, lightingneeds and traffic operations improvements.
The costs of planning, design, project management,and the construction phases are inclusive components ofthe total cost of the project. The cost for each phase isbroken out into quarters within fiscal years. The sum ofall of the projects spending by phase is put into a spread-sheet to determine what the actual projected spending isfor each fiscal year. Once the cost for project phases isentered it is compared to the balance in the HTF todetermine if adequate financing is available to proceedwith all of the projects. The HTF Proforma is devel-oped from DDOT's spending plans and from the esti-mated revenues dedicated to the District's HTF. It isimportant to note that future projects in the out yearsmay not be reflected in the proforma, but will be includ-ed as spending estimates for those projects are analyzedand projected more accurately.
FFeeddeerraall AAiidd MMaattcchh OObblliiggaattiioonnThe District expects to receive over $150 million annu-ally under the pending federal legislation. The CashFlow Proforma model demonstrates that, assuming theagency manages within the subproject budgets, it willhave the necessary resources to meet the required localshare match for the projects undertaken through FY2007. Please note that any variances from the sub-pro-ject budgets in either negative construction costs, pro-ject management costs and/or non-participating costswill require a reduction or implementation delay ofother sub-projects defined in this budget.
In previous years, the assumption was to financesubproject negative variances from future additions ofother revenue and/or debt sources. The FY 1998Capital Budget acknowledged that the District's portionof the transportation program is funded exclusively withproceeds from the Motor Fuel Tax and therefore mustmanage and operate solely within the constraints of theMotor Fuel Tax revenue source. The FY 2007 Capital
FY 2007 Proposed Budget and Financial Plan
14
Budget continues to rely on that policy, as amended bynew revenue sources, and strives to ensure its full com-pliance.
SSuummmmaarryy It is clear that the District is on its way to a solid andstrong transportation program. It is also clear that theHTF has a key financial and programmatic role in theDistrict's overall transportation plan. This volume out-lines the financial resources necessary for the DDOT tocarryout its mission as outlined earlier and detailed inthe project description forms that follow.
If the District is to raise the standards for its trans-portation system, it will require enhanced local andregional funding. Focusing on the needs of the HTFwill certainly prevent a similar situation the Districtexperienced leading up to and including FY 1995.
Finally, the FY 2007 through 2012 CapitalImprovements plan and FY 2007 Capital Budgetemphasizes working together in order to succeed. It istherefore critical that the HTF connects these resourcesto create a better transportation infrastructure in theDistrict. In order to accomplish this, management mustbe diligent in adhering to the following principles andguidelines: ■ Maximizing the construction projects implemented
within the Transportation Program;■ Managing the HTF within the constraints of the
proceeds of the Motor Fuel Tax and new revenuesources;
■ Maintaining diligence in the review of sub-projectbudgets;
■ Paying close attention to the issues of coordinationof contract review and procurement processing; and
■ Becoming proactive in the implementation of con-tractual construction projects.
Highway Transportation Trust Fund Proforma
FY 2007 - FY 2012 Highway Trust Fund
15
Fe
dera
lD.
C. T
rans
p.Fe
dera
l
Trus
t Fun
d
Aid
TO
TAL
Trus
t Fun
d A
id
TOTA
LFY
200
5FY
200
5FY
200
5FY
200
6FY
200
6FY
200
6
Sour
ces
Beg
inni
ng B
alan
ce 1
$20,
633,
529
$358
,785
,553
$3
79,4
19,0
82$2
0,73
1,16
3$4
14,1
20,5
75$4
34,8
51,7
38
Int
eres
t Ear
ning
s 4
$526
,061
0
$526
,061
$618
,717
0$6
18,7
17
Mot
or F
uel T
ax e
t. al
. 2$2
5,91
2,07
4 0
$25,
912,
074
$27,
817,
000
0$2
7,81
7,00
0
Fed
eral
Aid
App
ortio
nmen
ts 8
$0
$145
,176
,561
$145
,176
,561
$0
$150
,060
,022
$150
,060
,022
Tota
l$4
7,07
1,66
4$5
03,9
62,1
14$5
51,0
33,7
78$4
9,16
6,88
0$5
64,1
80,5
97$6
13,3
47,4
77
Uses
Pro
ject
Man
agem
ent 5
$2,0
42,5
34
$8,2
24,7
29$1
0,26
7,26
3$5
,295
,912
$24,
524,
336
$29,
820,
248
N
on-P
artic
ipat
ing
Cos
t 6$1
,640
,891
0
$1,6
40,8
91$2
,388
,646
0$2
,388
,646
D
esig
n, S
ite, C
onst
r. &
Equ
ip. C
ost 7
$22,
657,
076
$81,
616,
810
$104
,273
,886
$32,
126,
206
$155
,500
,311
$187
,626
,517
Tota
l$2
6,34
0,50
1$8
9,84
1,53
9$1
16,1
82,0
40$3
9,81
0,76
4$1
80,0
24,6
47$2
19,8
35,4
11
ENDI
NG B
ALAN
CE 9
$20,
731,
163
$414
,120
,575
$434
,851
,738
$9,3
56,1
16$3
84,1
55,9
50$3
93,5
12,0
66
3 T
his
amou
nt re
flect
s th
e fe
dera
l car
ryov
er o
f uns
pent
obl
igat
ions
from
prio
r yea
r pro
gram
out
lays
.4
Int
eres
t ear
ned
on u
nspe
nt m
onie
s fo
r pla
nned
futu
re e
xpen
ditu
res.
The
rate
use
d fo
r cal
cula
ting
proj
ecte
d in
tere
st e
arni
ngs
is 4
.25
%.
5 P
roje
ct M
anag
emen
t con
sist
s of
sal
arie
s of
In-h
ouse
em
ploy
ees
and
cont
ract
ed c
onst
ruct
ion
man
agem
ent s
ervic
es.
7 C
onst
ruct
ion,
Des
ign,
Site
and
Equ
ipm
ent e
xpen
ditu
res
elig
ible
for F
eder
al A
id m
atch
.8
Obl
igat
ion
ceili
ng is
less
than
the
appo
rtion
men
t am
ount
. 9
End
ing
Bal
ance
(Fun
d B
alan
ce) -
is s
ourc
es o
f fun
ds le
ss u
ses
of fu
nds;
or t
otal
ass
ets
less
tota
l lia
bilit
ies.
1 T
he b
egin
ning
bal
ance
refle
cts
the
amou
nt o
f obl
igat
ions
car
ried
forw
ard
from
the
prev
ious
fisc
al y
ear i
n su
ppor
t of l
ong
term
Cap
ital I
nves
tmen
t.2
Loc
al D
istri
ct re
venu
es s
ecur
ed th
roug
h th
e co
llect
ion
of M
otor
Fue
l tax
es a
nd in
crem
enta
l am
ount
obt
aine
d fro
m th
e ne
wly
enh
ance
d R
ight
s of
Way
fees
(in
crem
enta
l 20%
), va
ult f
ees
(incr
emen
tal 2
0%) a
nd re
venu
e ge
nera
ted
by c
harg
ing
cabl
e co
mpa
nies
20%
6 N
on-P
artic
ipat
ing
Cos
ts a
re th
ose
cost
s no
t elig
ible
for F
eder
al A
id M
atch
and
incl
ude
over
head
cos
ts, u
tility
and
sew
age
repa
irs, a
nd c
onst
ruct
ion
enha
ncem
ent n
ot
cove
red
by th
e Fe
dera
l Hig
hway
Adm
inis
tratio
n. T
his
also
incl
udes
indi
rect
cos
ts a
ssoc
**It
isim
porta
ntto
note
that
futu
repr
ojec
tsin
the
outy
ears
may
notb
ere
flect
edin
the
prof
orm
a,bu
twill
bein
clud
edas
spen
ding
estim
ates
for
thos
e pr
ojec
ts a
re a
nalyz
ed a
nd p
roje
cted
mor
e ac
cura
tely.
**
High
way
Trus
t Fun
d Ca
sh F
low
Pro
form
a
FY 2007 Proposed Budget and Financial Plan
16
D.C.
Tra
nsp.
Fede
ral
D.C.
Tra
nsp.
Fede
ral
Tr
ust F
und
A
id
TOTA
LTr
ust F
und
Aid
TO
TAL
FY 2
007
FY 2
007
FY 2
007
FY 2
008
FY 2
008
FY 2
008
Sour
ces
B
egin
ning
Bal
ance
1
$9
,356
,116
$3
84,1
55,9
50
$393
,512
,066
$1
,260
,677
$296
,671
,717
$297
,932
,394
I
nter
est E
arni
ngs
4$2
11,7
29
0$2
11,7
29$0
0$0
M
otor
Fue
l Tax
et.
al. 2
$41,
559,
763
0$4
1,55
9,76
3$4
1,69
0,76
30
$41,
690,
763
F
eder
al A
id A
ppor
tionm
ents
80
$152
,264
,972
$152
,264
,972
0$1
54,5
04,6
38$1
54,5
04,6
38
To
tal
$51,
127,
608
$536
,420
,922
$5
87,5
48,5
30$4
2,95
1,44
0 $4
51,1
76,3
55
$494
,127
,795
Uses
E
st. P
roje
ct M
anag
emen
t 5$7
,362
,925
$3
3,47
4,12
0$4
0,83
7,04
5$7
,356
,076
$26,
374,
144
$33,
730,
220
E
st. N
on-P
artic
ipat
ing
Cost
6$2
,992
,016
0
$2,9
92,0
16$3
,280
,289
0$3
,280
,289
E
st. D
esig
n, S
ite, C
onst
r. &
Equ
ip. C
ost 7
$39,
511,
990
$206
,275
,085
$245
,787
,075
$44,
035,
116
$212
,388
,638
$256
,423
,754
T
otal
$49,
866,
931
$239
,749
,205
$289
,616
,136
$54,
671,
481
$238
,762
,782
$293
,434
,263
EN
DING
BAL
ANCE
9$1
,260
,677
$296
,671
,717
$297
,932
,394
($11
,720
,041
)$2
12,4
13,5
73$2
00,6
93,5
32
1 T
he b
egin
ning
bal
ance
refle
cts
the
amou
nt o
f obl
igat
ions
car
ried
forw
ard
from
the
prev
ious
fisc
al y
ear i
n su
ppor
t of l
ong
term
Cap
ital I
nves
tmen
t.
3 T
his
amou
nt re
flect
s th
e fe
dera
l car
ryov
er o
f uns
pent
obl
igat
ions
from
prio
r yea
r pro
gram
out
lays
.4
Int
eres
t ear
ned
on u
nspe
nt m
onie
s fo
r pla
nned
futu
re e
xpen
ditu
res.
The
rate
use
d fo
r cal
cula
ting
proj
ecte
d in
tere
st e
arni
ngs
is 4
.25
%.
5 P
roje
ct M
anag
emen
t con
sist
s of
sal
arie
s of
In-h
ouse
em
ploy
ees
and
cont
ract
ed c
onst
ruct
ion
man
agem
ent s
ervic
es.
7 C
onst
ruct
ion,
Des
ign,
Site
and
Equ
ipm
ent e
xpen
ditu
res
elig
ible
for F
eder
al A
id m
atch
.8
Obl
igat
ion
ceilin
g is
less
than
the
appo
rtion
men
t am
ount
. 9
End
ing
Bala
nce
(Fun
d Ba
lanc
e) -
is s
ourc
es o
f fun
ds le
ss u
ses
of fu
nds;
or t
otal
ass
ets
less
tota
l lia
bilit
ies.
**Iti
sim
porta
ntto
note
that
futu
repr
ojec
tsin
the
outy
ears
may
notb
ere
flect
edin
the
prof
orm
a,bu
twill
bein
clude
das
spen
ding
estim
ates
for
thos
e pr
ojec
ts a
re a
nalyz
ed a
nd p
roje
cted
mor
e ac
cura
tely.
**
2 L
ocal
Dis
trict
reve
nues
sec
ured
thro
ugh
the
colle
ctio
n of
Mot
or F
uel t
axes
and
incr
emen
tal a
mou
nt o
btai
ned
from
the
newl
y en
hanc
ed R
ight
s of
Way
fees
(in
crem
enta
l 20%
), va
ult f
ees
(incr
emen
tal 2
0%) a
nd re
venu
e ge
nera
ted
by c
harg
ing
cabl
e co
mpa
nies
20%
6 N
on-P
artic
ipat
ing
Cost
s ar
e th
ose
cost
s no
t elig
ible
for F
eder
al A
id M
atch
and
incl
ude
over
head
cos
ts, u
tility
and
sew
age
repa
irs, a
nd c
onst
ruct
ion
enha
ncem
ent n
ot
cove
red
by th
e Fe
dera
l Hig
hway
Adm
inis
tratio
n. T
his
also
incl
udes
indi
rect
cos
ts a
ssoc
High
way
Trus
t Fun
d Ca
sh F
low
Pro
form
a
FY 2007 - FY 2012 Highway Trust Fund
17
D.C.
Tra
nsp.
Fede
ral
D.C.
Tra
nsp.
Fede
ral
Tr
ust F
und
A
id
TOTA
LTr
ust F
und
Aid
TO
TAL
FY
200
9FY
200
9FY
200
9FY
201
0FY
201
0FY
201
0
Sou
rces
B
egin
ning
Bal
ance
1
($
11,7
20,0
41)
$212
,413
,573
$2
00,6
93,5
32
($9,
403,
408)
$195
,697
,682
$186
,294
,274
I
nter
est E
arni
ngs
4$0
0
$0$0
0$0
M
otor
Fue
l Tax
et.
al. 2
$41,
822,
763
0$4
1,82
2,76
3$4
1,95
5,76
30
$41,
955,
763
F
eder
al A
id A
ppor
tionm
ents
8$0
$1
56,7
79,5
77$1
56,7
79,5
77$0
$158
,347
,373
$158
,347
,373
Tota
l$3
0,10
2,72
2$3
69,1
93,1
50$3
99,2
95,8
72$3
2,55
2,35
5$3
54,0
45,0
55$3
86,5
97,4
10
Use
s
Est
. Pro
ject
Man
agem
ent 5
$4,5
86,9
96
$16,
550,
887
$21,
137,
883
$2,6
48,3
93$1
0,19
2,90
8$1
2,84
1,30
1
Est
. Non
-Par
ticip
atin
g C
ost 6
$2,3
70,3
68
0$2
,370
,368
$1,6
16,9
970
$1,6
16,9
97
Est
. Des
ign,
Site
, Con
str.
& E
quip
. Cos
t 7$3
2,54
8,76
6$1
56,9
44,5
81$1
89,4
93,3
47$2
2,68
4,56
0$1
13,5
58,7
38$1
36,2
43,2
98
Tot
al$3
9,50
6,13
0$1
73,4
95,4
68$2
13,0
01,5
98$2
6,94
9,95
0$1
23,7
51,6
46$1
50,7
01,5
96
END
ING
BA
LAN
CE
9($
9,40
3,40
8)$1
95,6
97,6
82$1
86,2
94,2
74$5
,602
,405
$230
,293
,409
$235
,895
,814
1 T
he b
egin
ning
bal
ance
refle
cts
the
amou
nt o
f obl
igat
ions
car
ried
forw
ard
from
the
prev
ious
fisc
al y
ear i
n su
ppor
t of l
ong
term
Cap
ital I
nves
tmen
t.
3 T
his
amou
nt re
flect
s th
e fe
dera
l car
ryov
er o
f uns
pent
obl
igat
ions
from
prio
r yea
r pro
gram
out
lays
.4
Int
eres
t ear
ned
on u
nspe
nt m
onie
s fo
r pla
nned
futu
re e
xpen
ditu
res.
The
rate
use
d fo
r cal
cula
ting
proj
ecte
d in
tere
st e
arni
ngs
is 4
.25
%.
5 P
roje
ct M
anag
emen
t con
sist
s of
sal
arie
s of
In-h
ouse
em
ploy
ees
and
cont
ract
ed c
onst
ruct
ion
man
agem
ent s
ervic
es.
7 C
onst
ruct
ion,
Des
ign,
Site
and
Equ
ipm
ent e
xpen
ditu
res
elig
ible
for F
eder
al A
id m
atch
.8
Obl
igat
ion
ceili
ng is
less
than
the
appo
rtion
men
t am
ount
. 9
End
ing
Bal
ance
(Fun
d B
alan
ce) -
is s
ourc
es o
f fun
ds le
ss u
ses
of fu
nds;
or t
otal
ass
ets
less
tota
l lia
bilit
ies.
**It
isim
porta
ntto
note
that
futu
repr
ojec
tsin
the
outy
ears
may
notb
ere
flect
edin
the
prof
orm
a,bu
twill
bein
clud
edas
spen
ding
estim
ates
for
thos
e pr
ojec
ts a
re a
nalyz
ed a
nd p
roje
cted
mor
e ac
cura
tely.
**
2 L
ocal
Dis
trict
reve
nues
sec
ured
thro
ugh
the
colle
ctio
n of
Mot
or F
uel t
axes
and
incr
emen
tal a
mou
nt o
btai
ned
from
the
new
ly e
nhan
ced
Rig
hts
of W
ay fe
es
(incr
emen
tal 2
0%),
vaul
t fee
s (in
crem
enta
l 20%
) and
reve
nue
gene
rate
d by
cha
rgin
g ca
ble
com
pani
es 2
0%
6 N
on-P
artic
ipat
ing
Cos
ts a
re th
ose
cost
s no
t elig
ible
for F
eder
al A
id M
atch
and
incl
ude
over
head
cos
ts, u
tility
and
sew
age
repa
irs, a
nd c
onst
ruct
ion
enha
ncem
ent n
ot
cove
red
by th
e Fe
dera
l Hig
hway
Adm
inis
tratio
n. T
his
also
incl
udes
indi
rect
cos
ts a
ssoc
High
way
Trus
t Fun
d Ca
sh F
low
Pro
form
a
FY 2007 - FY 2012 Capital Appendices
18
D.C.
Tra
nsp.
Fede
ral
D.
C. T
rans
p.Fe
dera
l
Trus
t Fun
d A
id
TOTA
LTr
ust F
und
Aid
TO
TAL
FY 2
011
FY 2
011
FY 2
011
FY 2
012
FY 2
012
FY 2
012
Sour
ces
Beg
inni
ng B
alan
ce 1
$5,6
02,4
05
$230
,293
,409
$2
35,8
95,8
14
$6,2
36,6
06$1
02,6
53,8
63$1
08,8
90,4
69
Int
eres
t Ear
ning
s 4
$229
,223
0
$229
,223
$259
,833
0$2
59,8
33
Mot
or F
uel T
ax 2
$42,
088,
763
0$4
2,08
8,76
3$4
2,22
2,76
30
$42,
222,
763
F
eder
al A
id A
ppor
tionm
ents
8$0
$1
59,9
30,8
47$1
59,9
30,8
47$0
161,
530,
155
$161
,530
,155
Tota
l$4
7,92
0,39
1$3
90,2
24,2
56$4
38,1
44,6
47$4
8,71
9,20
2$2
64,1
84,0
18$3
12,9
03,2
20
Uses
E
st. P
roje
ct M
anag
emen
t 5$4
,460
,249
$2
2,62
5,14
8$2
7,08
5,39
7$4
,460
,249
$22,
625,
148
$27,
085,
397
E
st. N
on-P
artic
ipat
ing
Cos
t 6$2
,501
,027
0
$2,5
01,0
272,
501,
027
0$2
,501
,027
E
st. D
esig
n, S
ite, C
onst
r. &
Equ
ip. C
ost 7
$34,
722,
509
$264
,945
,245
$299
,667
,754
$34,
722,
509
$264
,945
,245
$299
,667
,754
T
otal
$41,
683,
785
$287
,570
,393
$329
,254
,178
$41,
683,
785
$287
,570
,393
$329
,254
,178
ENDI
NG B
ALAN
CE 9
$6,2
36,6
06$1
02,6
53,8
63$1
08,8
90,4
69$7
,035
,417
($23
,386
,375
)($
16,3
50,9
58)
1 T
he b
egin
ning
bal
ance
refle
cts
the
amou
nt o
f obl
igat
ions
car
ried
forw
ard
from
the
prev
ious
fisc
al y
ear i
n su
ppor
t of l
ong
term
Cap
ital I
nves
tmen
t.
3 T
his
amou
nt re
flect
s th
e fe
dera
l car
ryov
er o
f uns
pent
obl
igat
ions
from
prio
r yea
r pro
gram
out
lays
.4
Int
eres
t ear
ned
on u
nspe
nt m
onie
s fo
r pla
nned
futu
re e
xpen
ditu
res.
The
rate
use
d fo
r cal
cula
ting
proj
ecte
d in
tere
st e
arni
ngs
is 4
.25
%.
5 P
roje
ct M
anag
emen
t con
sist
s of
sal
arie
s of
In-h
ouse
em
ploy
ees
and
cont
ract
ed c
onst
ruct
ion
man
agem
ent s
ervic
es.
7 C
onst
ruct
ion,
Des
ign,
Site
and
Equ
ipm
ent e
xpen
ditu
res
elig
ible
for F
eder
al A
id m
atch
.8
Obl
igat
ion
ceili
ng is
less
than
the
appo
rtion
men
t am
ount
. 9
End
ing
Bal
ance
(Fun
d B
alan
ce) -
is s
ourc
es o
f fun
ds le
ss u
ses
of fu
nds;
or t
otal
ass
ets
less
tota
l lia
bilit
ies.
**It
isim
porta
ntto
note
that
futu
repr
ojec
tsin
the
outy
ears
may
notb
ere
flect
edin
the
prof
orm
a,bu
twill
bein
clud
edas
spen
ding
estim
ates
for
thos
e pr
ojec
ts a
re a
nalyz
ed a
nd p
roje
cted
mor
e ac
cura
tely.
**
2 L
ocal
Dis
trict
reve
nues
sec
ured
thro
ugh
the
colle
ctio
n of
Mot
or F
uel t
axes
and
incr
emen
tal a
mou
nt o
btai
ned
from
the
new
ly e
nhan
ced
Rig
hts
of W
ay fe
es
(incr
emen
tal 2
0%),
vaul
t fee
s (in
crem
enta
l 20%
) and
reve
nue
gene
rate
d by
cha
rgin
g ca
ble
com
pani
es 2
0%
6 N
on-P
artic
ipat
ing
Cos
ts a
re th
ose
cost
s no
t elig
ible
for F
eder
al A
id M
atch
and
incl
ude
over
head
cos
ts, u
tility
and
sew
age
repa
irs, a
nd c
onst
ruct
ion
enha
ncem
ent n
ot
cove
red
by th
e Fe
dera
l Hig
hway
Adm
inis
tratio
n. T
his
also
incl
udes
indi
rect
cos
ts a
ssoc
High
way
Trus
t Fun
d Ca
sh F
low
Pro
form
a
