Capital Investment

About this measure: DNRP invests significant financial resources into system improvements of the natural and built environment. The Wastewater Treatment Division is focusing capital investments on increasing reliability and expanding capacity of the wastewater conveyance and treatment system. The Parks Division has been primarily steering capital investments toward improvements in the regional trail network. Solid Waste Division capital projects have been targeting transfer stations improvement, while the Water and Land Resource Division has been investing in habitat enhancements and protecting homes and businesses from flooding.

In 2008 all King County departments were given direction for tracking the rate for achieving capital project milestones. Summary information about capital project delivery is provided below, as well as maps showing the locations of capital investments over recent years.

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Wastewater Treatment Division (WTD)

Capital investment summary

About this measure: WTD tracks accomplishment of scheduled major milestones for capital projects. In response to a county wide effort by the Office of Management and Budget (OMB) to track achievement of scheduled milestones for applicable CIP projects, WTD also reports this information to OMB twice a year. The milestones are the planned completion dates for planning, predesign, final design, implementation and close out of all capital projects.

2008 results: 71% of projects met their planned completion dates for major milestones in 2008.

2008 target: 75% of projects will meet the planned completion dates for major milestones

2009 target: 75% of projects will meet the planned completion dates for major milestones

Influencing factors: Scheduled project milestones entered into WTD's common project management database, Filemaker Pro, have been inconsistently maintained and updated by all project managers in the past. There have also been inconsistencies in the way individual project managers schedule milestone accomplishment dates. Therefore actual accomplishment dates for scheduled milestones have often not met the scheduled completion dates. New quarterly reporting requirements now prompt project managers to regularly check and update milestone schedules and log any reasons for schedule delays.

Strategy going forward: WTD is currently implementing a standardized project management approach based on Project Management International (PMI) standards. Increased accuracy in project scheduling is one of the key areas of focus in implementing these new project management standards. WTD project managers have taken training in PMI project management practices and will begin implementing these practices on their projects. This should result in higher accuracy in scheduling, and a higher accomplishment rate in meeting scheduled project milestones.

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Parks Division

Capital Investment Summary

About this measure: Parks capital investments in 2007 included rehabilitating aging bridge and trestle structures to ensure continued reliability, acquisition of new right-of-way to serve as future regional trail corridors, expanding existing trails to connect missing links to serve a greater number of users in the urban and rural areas.

This measure tracks the degree that capital projects meet design and construction milestones

2007 results: 62.5 % of scheduling milestones met

2007 target: 75% of scheduling milestones met

Influencing factors: Challenges associated with property acquisition and permitting slowed the completion of several projects and had a significant effect on hitting project development milestones

Strategy going forward: The Parks Division, and Facilities Management Division staff who develop capital projects for the Parks Division, will continue to seek efficiencies in the design and construction process to improve the degree of capital development milestones met.

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Solid Waste Division (SWD)

Percent of milestones achieved for Solid Waste Division capital projects

About this performance measure: This performance measure provides a snapshot of Capital Improvement Program (CIP) accomplishments. This is achieved by comparing actual expenditures for CIP projects reported in the King County Accounting Resources Management System (ARMS) with the projections for expenditures made at the beginning of the year. The target for this measure is for actual expenditures to be at least 75% of forecasted expenditures.

2008 Results: 88%

2008 Target: 75%

2009 Target: 75%

Influencing Factors: The main factor influencing the construction fund in 2008 was the reconstruction of the Shoreline Transfer Station (formerly First Northeast). Performance for the Landfill Reserve Fund in 2008 was driven by the final closure of Area 6 and development of Phase I of Area 7 at the Cedar Hills Landfill.

Strategy Going Forward: In 2009, the Division will continue to modernize the solid waste transfer system in preparation for the eventual closure of the Cedar Hills Landfill and transition to waste export. In 2009, site development will begin for the re-construction of the Bow Lake Transfer Station and construction of Phase II of Area 7 at the landfill will be completed. Planning will restart for the re-construction of the Factoria Transfer Station and is also expected to start for new transfer stations proposed for both north and south King County. In addition, an evaluation will begin for alternatives to extend the life of the landfill to complete planning for waste export.

Technical Notes: As of December 31, 2008, the overall CIP program had exceeded its performance target for this measure with expenditures at 88% of forecasted expenditures. The Construction Fund forecast was $12.9M and expenditures through December were $12.5M, or 96% of target. The Landfill Reserve Fund forecast was $14.7M and actual expenditures were $11.8M, or 80% of target. The 88% program performance figure is the weighted average of the forecasted performance for both funds.

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Water and Land Resources Division (WLRD)

Capital Investment Summary Restoring and Protecting Waterways

Every year, between 25 and 30 percent of King County generated surface water management fees are transferred to its capital budget for large and small projects to improve storm drainage and create or improve streams and wetlands. These projects aim to restore aquatic habitat and to protect public health and safety. Capital funds are also used to leverage grants from other sources and pay debt service on older, bond financed surface and stormwater improvement projects.

In 2007, eleven large habitat restoration and stormwater improvement projects, dozens of smaller projects, and four drainage emergency responses were completed. The Des Moines Creek high-flow bypass was constructed, completing this multi-year, multi-million dollar suite of regional projects that provide regional stormwater detention, improve stream habitat, restore fish passage, and reduce damaging flows from the creek. Water and Land Capital staff did the design work and construction oversight for a consortium including WSDOT, the Port of Seattle, and the Cities of SeaTac and Des Moines. East of Woodinville, the Cold Creek Natural Area Wetland Improvement project was constructed on County-owned land near Cottage Lake. Project costs totaling nearly $700,000 were contributed by the Williams Pipeline Company as mitigation for major natural gas pipeline improvements constructed in northern King County. This project was the first to be completed under the new Mitigation Reserve program created in conjunction with the Critical Areas Ordinance.

About this measure: Water and Land's Capital Projects Section does work for many different clients both within and outside of King County government. In 2006, the section developed a milestone measure to track its efficacy in planning for and meeting capital project goals. All projects include up to eight significant phases or milestones. This measure tracks completed project milestones compared those planned. Meeting and exceeding established planning targets suggests that this group is able to anticipate, compensate and/or overcome potential delays.

This is an important measure for section management to track since delays in project concept, design and construction can arise from the client, permitting agencies or other unforeseen variables. Ultimately this measure speaks to the efficacy of this group in successfully planning, managing, and completing projects.

2006 results: met ~70% of all planned milestones

2006 target: meet 70% of all planned milestones

2007 results: met 93% of all planned milestones (exceeded target by 137%)

2007 target: meet 70% of all planned milestones

2008 target: meet 75% of all planned milestones

Influencing factors: Uncertainty of project concept or design, changes in project scope, issues raised by the public and funding can all delay the implementation of a capital habitat restoration or public health and safety project.

Strategy going forward: Section management will continue to track staff response toward meeting planned milestones. When performance falls short of planned milestone targets, an investigation of the cause and possible solution to the hurdle will be pursued.

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