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1 PUBLIC WORKS ro~o
ANNUAL REPORT
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F UFNTON PUBLIC WORKS DEPARTMENT
I ANNUAL REPORT
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FISCAL YEAR ENDING SEPTEMBER 30, 1973
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PREPARED BXi
Co RAY JACKSON
ADMINISTRATIVE ASSISTANT
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INTRODUCTION
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The Public Works Department presents its annual report fur the fiscal
year 1973 for your review and information. During the year, several in-
novations were made and several problems arose.
One of the problems was the loss of three department superintendents late
in the year. Pedro Parsons, Garage Superintendent, retired after 33
years of employment with the City) however, the City was very fortunate
to have a man within the department capable of filling the position.
Jack Howard, Assistant Garage Superintendent, was promoted to Superinten-
dent. Mike Anderson, Solid Waste Superintendent, and Jerry Hodge, Street
Superintendent, left the City to take better paying positionsin other
cities. Greg Anderson with the Police Department was promoted to fill.
the Solid Waste position, and Joe Erwin, a former nenton Fire Marshall,
was rehired to fill the position of Street Superintendent, The recruit-
meet of these three men is in keeping with the City's policy to promote
I( from within then City organization whenever possible.
In addition to the loss of the superintendents, the department experienced
a high personnel turnover at all levels of employment. This can be at-
tributed primarily to low wages which is probably the major problem within
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the public Works Department.
This report is only a'brief summary of the Department's activities and does
not attempt to discuss the detailed operations of the department and its in-
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torrolations with other departments of the City. The objective is only to
present you with an overview of the problems and accomplishments of the de-
partment.
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DEPARTMENT OF PUBLIC WORKS
CITY MANAGER
JIM WHITE
DIRECTOR OF PUBLIC WORKS
JACK OWEN
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I MACHINE SHOP SUPT SOLID WASTE SUPT STREET 8 BRIDGE OARAOE SUPT
SUP' T
J.D,KEARNS OREO ANDERSON JOE ERWIN JACK HOWARD
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MACHINE SHOP
MACHINE SHOP SUPT
J.D. KEARNS
i Ll-CHINIST I - WELDER
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MACHINE SHOP
Using the number of employees as the unit of measurement, the Machine Shop
is the smallest operational department in the City of Denton organization.
The Machine Shop is comprised of only three employeest however, they pro- 1
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vide a vital service to the other City departments and make a major con-
tribution to the City as a whole. 1
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The nature of Machine Shop business is dependent upon other departments
within the City organization. The Machine Shop is at the disposal of the
various departments, and it is prepared to react to routine or emergency
tasks. Individual jobs range from a simple 15 minute welding operation
to "„he design and fabrication of equipment such as custom bodies for
utility trucks. Accomplishments and shop productivity are diffl.oult to
measure. The shop completed 1,313 jobs, such as theme just mentioned, and j
repaired 74 parking meters during the year. This compares to 1,354 jobs
and 149 parking meters a year ago. one major accomplishment during the
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year was the conversion of a million gallon water storage reservoir to
a diesel fuel storage reservoir for the Utility Department.
- Along with progress come problems, and the Machine Shop encountered such
things as material shortages, i.e. nuts, bolts, washers, welding eleotrobes,
and steel. The increasing price and slow delivery of steel has bean of
significant concern. Another hinderance has been the lack of adequate
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` storage space for bulky items such as pipe and steel.
I An important employee, the shop welder terminated after six years with the
I a City to take a better paying job in private industry. This was a logs of
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one-third of the shop's labor force and caused a critical manpower shortage
until a new welder was recruited and trained. As in other departments,
w it has been difficult to retain quali£ed, skilled workers and compete with
private industry in the labor market.
There are no plans for any major expenditures in the coming yearn however,
it is recommendod that, at the earliest possible date, the Machine Shop
be moved to the Service Center which would facilitate its use by the other
departments
The $38,400 budget for fiscal year 1974 is a $2,570 increase over last year
and can be contributed primarily to higher prices and general inflation;
however, an additional $1x000 was budgeted for roof repairs and for re-
paintl.ng the interior of the building and the equipment. Any available
extra effort and funds will be utilized in maintaining and operating existing ' y
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equipment and facilities,
As is the major objective every year, the Machine Shop is,striviny to pro-
vide even better service in 1974, '
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I' MACHINE SHOP BUDGET
Actual Budget Budget
FY '73 FY '73 FY '74 Jul
80 PERSONAL SERVICES $ 29,215 $ 31,858 $ 33015
t 81 SUPPLIES
396 $70 700
83 MAINTENANCE OF STRUC-
TURES & EQUIPMENT 1090 1050 11050
85 SERVICES 21401 11950 1,975
88 INSURA140H 308 152 160
91 CAPITAL OUTLAY PLANT
AND EQUIPMENT 356 250 300
TdZ'ALt $ 33,367 $ 350830 $ 38,400 ;
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SOLID WASTE DEPARTMENT
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SOLID WASTE
SOLID WASTE SUPT
GREG ANDERSON
SECRETARY
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ALICE OAiiZA
ASSISTANT SUPT
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E, H, BLAND
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RESIDENTIAL FOREMAN L~►NOfIL1. COMMERCIAL FOREMAN }
I RAYMOND SHORT OPERATORS JACKIE SMITH
9.4RIVER5 I DRIVERS
1 CCOLLECTORS Fe COLLECTORS t
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80LID WASTE COLLECTION AND DISPOSAL
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Fiscal year 1973 was a year of accomplishment for the Solid Waste Depart- I
ment. The most significant accomplishment in residential service was
¢ the implementation of the ourbside plastic bag collection system. As
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a result of this system, customer complaints have been reduced drasti-
cally to less than two (2) per day. Collection routes have been reduced
from nine routes to six and provides for the collection of trash and
household garbage at the same time, whereas the old system required se-
b" pa.rate collection runs. The crews had to work one-half day on Saturday {
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to keep up with the trash. Now the crews do not work on Saturdays which
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creates an additional 10% decrease in labor cost. '
The major complaint prior to use of the plastic bags was "misses". With
the carryout system, the collectors had to learn and remember where each r
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customer kept his garbage can. Now with the curbside system, not more
than twenty (20) such complaints are received each month.
The commercial collection has been greatly improved through the purchase
and use of stationary packers which enable the implementation of the
roll-off packer system. This system enables one man to service twelve
large businesses per week. Total man hours required for the job is only
forty (40) as compared to one hundred sixty (160) man hours a year ago.
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In addition, hand pick-up routes have been reduced from three routes to
two routes, with the area around the City square comprising the majority
of the one route, Since the area around the square is very congested, it
is difficult to containerize that area. More detailed planning will be
required to solve the downtown collection problems,
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An indicator of the increased efficiency of the department is the amount
of debris collected compared with miles traveled by the collection trucks,
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During fiscal year ending September 30, 1972, approximately 139,000
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cubic yards of debris were collected in approximately 244,000 miles
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traveled. This fiscal year ending September 30, 1973, approximately
151,000 cubic yards of material were collected in approximately 189,000
miles traveled. Some additional 120000 cubic yards of material were
w collected with 05,000 fewer miles traveled) This was accomplishe,l with
the bag system being in effect only six months and prior tothe elimination
of the one-half day on Saturday.
Significant problems encountered this fiscal year were such things as
dogs and cats tearing open the plastic bags and scattering debris over
the area. The Solid Waste Collection Department adopted the policy of
cleaning rip the scattered debris from all bags furnished by the City. M
I The Animal Control officers have worked very closely with the collection
department to catch the stray animals, but torn bags continue to be 4 ,
a major problem. '
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An anticipated problem was the inability of some handicapped people to
place the bags at the curb. The collection department gives approval
for "carry-out" service to handicapped people unable to carry their
bags to the curb, although very few have asked for this service.
On the commercial routes, the stationary packers have increased efficiency
as indicated earlier] however, a potential problem exists in that the
department has only one roll-off truck for emptying the stationary pac-
kers, When the truck is not operatable, the packers must be emptied by
hand. Another truck is planned to be secured by replacing one of
the
surplus rear-end packers,
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Another problem of commercial collection has been the lack of enough
commercial containers, Three hundred were ordered and received during
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rw the yeart however, two additional trucks are needed (and are on order)
for servicing the containers before the containers may be distributed
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and. put in use. In addition, the two container trucks now in use are
in need of a complete overhaul.
Once the additional 300 containers are placed in use, there will be a
tall
total of 600 containers distributed throughout the city. This increases
the need for a container maintenance crew to repair and paint the
500 containers on a continuous basis, Presently there is no such crews
however, it is anticipated that personnel can be provided through the
labor saving methods mentioned,
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Increased operating efficiency in the Solid Waste Department can be,
in part, attributed to an overall improved
personnel situation. Fiscal ,
year 1973 experienced an attrition rate of 88%. This is a decrease
of approximately 38% over last year. Primarily, this is the result of
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implementing the curbside plastic bag collection system and the inoreasing
of wages. Absenteeism is no longer a significant problem, and employee
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morale is noticeably higher,
The department was able to purchase some badly needed equipment and
ve- hicles during the fiscal year. Fourteen stationary packers to serve busi-
ness and industry were purchased during the year and put in operation
soon after the beginning of fiscal year 1974, Three hundred (300) oom-
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mercial containers were purohased during the year, and as stated earlier,
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are awaiting the arrival of two new side loading roll-off container
trucks before distribution is mado to the customers. Revenue Sharing funds
were used to purchase this equipment,
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Currently, the department has 27 trucks In its inventory, but only eight
of them are listed in good condition. The remai;ing 19 are in need of
y overhaul or trade in.
The problem of excessive accidents continues to be of major concern. Re-
placing the carry-out cans with plastic bags has not produced the desired
6'I results in reducing accidents. Fiscal year 1972 experienced 45 accidents
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/ and fiscal year 1973 experienced 54. in an effort to better control ac-
cidents, a safety program is being designed and implemented in fiscal
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year 1974.
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In addition to the safety program, numerous other plans are in the making ,
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ceived from customers, a radio equipped packer truck was purchased
in October and placed in service to answer complaints and to eliminate J:
other problems before complaints are received. M
Also in October, three tractor trailer rigs, with twice the eapaoity of
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the other residential trucks, werq purchased and put in use on three
of the routes which reduces the number of trips to the sanitary landfill
J y and conserves fuel and manpower.
Another plan to be implemented in 1974 which will further reduce miles
traveled and conserve fuel is the redividing of the collection routes,
The City will be divided geographically in half with the northern !
w•. half being serviced on Monday and Thursday and the southern half on Tues-
day and Friday, (see map on page 14
There are plans to purchase a dump truck for the landfill to be used to
transport dirt for covering up the garbage. This is presently done with
° the tractor-loader and is a very slow process, it also ties up a tractor
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that is needed to push the garbage into the landfill. The dump truck is
f' tj be equipped with a radio which will serve as a means of communica-
tion with the service center, presently there is no method of communica-
tion, other than driving out to the landfill.
There are ssveral other plans for fiscal year 1974 that are contingent
k~ upon the results of the Regional Solid Waste Study being conducted by
the North Central Texas council of Governments. The study should be com-
pleted in the first half of calendar year 1974. A plan to conduct an
in-house engineering evaluation of the landfill should get underway in
1. early 1974 and will furnish such information as a soil analysis, drainage,
1.a finished contour lines, life expectancy of the landfill, and future use
of the existing landfill after its depletion.
To comply with State Health requirements, it will be necessary to con-
struct an all weather road leading into the landfill and a
portable fence
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to catch windblown paper. it is anticipated that these two requirements
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If the City of Denton is to continue to operato the sanitary landfill,
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serious consideration should be given to the purchase of a self-loading
scraper which will remove and transport dirt, and to the purchase of a
custom-made compactor to more densely compact the garbage which will
extend the life of the present landfill site.
The total proposed budget for fiscal year 1973 was $550,625.004 The
year and actual figures were $561,317.00. This is $10,692 over the pro- r.
posed budget. The over-expenditure was primarily caused by the late
arrival of the plastic bags and the inability to obtain delivery of new f
trucks on order. As a result, the complete implementation of the labor
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PI saving means made available by the plastic bag system was not Coln-
plated until October 1,
1973. The maintenance of the equipment was
greater than anticipated because of the late arrival Of new e
These two sections of quipment.
the budget reflect an over-expenditure of $15,000.
Although there are many problems yet to be solved and numerous
improve- manta to
I; be made, the department has made great strides forward during {
the past yearn and is
oa proud that the operating effioienay has increased
~r and that complaints are fewer than ever before.
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EFFECTIVE OCTOBER It 1973
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SOLID WASTE DEPARTMENT
RESIDENTIAL COLLECTION SCHEDULE
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SOLID WASTE COLLECTION BUDGET
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Actual Budget Budget
Fy 173 FY 173 FY '74 a
80 PERSONAL SERVICES $ 292,194 $ 284,789 $ 276,539 I
81 SUPPLIES 97,670 100,420 1080000
83 MAINTENANCE OF STRUC- 55,101 48,162 32,550
F TURES & EQUIPMENT
85 SERVICES 35,691 42,575 41,350
i 88 INSURANCE 3,381 31409 3,055
89 SUNDRY 613 600 300
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91 CAPITAL OUTLAY 14,494 8,537, 21300 I
PLANT & EQUIPMENT
TOTAL( $ 499,144 $ 488,492 $ 464,094
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SOLIn WASTE DISPOSAL BUDGET
Actual Budget Budget
Fy '73 Fy '73 F'Y '74
80 PERSONAL SERVICES $ 28,325 $ 27,076 $ 27,606
8I SUPPLIES 2,067 1,750 2,300
~ H3 MAINTENANCE OE' STRUC- 14,655 16,400 10,900
TUBES & EQUIPMENT
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'x 85 SERVICES 11x920 12,506 12,bU0
88 INSURANCE 396 401` 516
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91 CApI'TAL OUTLAY ,r,_, 4, 810 4, 000 2, 000
PLANT & Et~UIPMENT
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TOR'AL $ 62,173 $ 62,133 $ 55, 922`
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STREET AND BRIDGE DEPARTMENT
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STREET AND BRIDGE
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STREET & BRIDGE SUP'T
JOE ERWIN
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J. MI LLIGAN
ASSISTANT SUPT I
TOMMY CARTER
3 SWEEPERS
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{ PATCHING FOREMAN INSPECTOR B DRAINAGE MAINTENANCE FOREMAN
H, KING FOREMAN A. M. FORESTER
R. COEFEY
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I 10-OPERATORS 3-OPERATORS 6-OPERATORS
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STREET AND BRIDGE
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f~ Fiscal year 1973 brought both changes and accomplishments to the Street
Department. In an effort to repair much of the damage caused by the un-
usual amount of wet weatherp the department laid some 45,930 square yards
t of hot mix overlay, an amount over seven and one-half (7h) times the
amount of overlay for fiscal year 1972• The map on page 24 reflects
the streets included in the overlay program.
The summer sealcoating program protected approximately 330,380 square
yards of streets, primarily in the North Texas University area, This was
accomplished despite asphalt shortages, traffic congestion while the
university was in session, and problems with a deteriorating asphalt sto-
rage tank. (See map on page 24..)
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j The patching crew almost doubled their out-put for the year as compared
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to the prior year. During fiscal year 1972°1973, 32,192 square yards {
of streets were repaired, ranging from chug holes to utility cute.
During t':a year, 16,030 square yards of streets were completely recon-
structed. Also, some 1020 miles of unpaved streets were graded, and ap-
proximately 3850 cubic yards of gravel were used to improve the condition
of unpaved streets, Approximately 18,330 cubic yards of debris, dirt,
mud, brush, etc. were removed from the streets and easements. Mud from
newly subdivided areas, and other areas where proper vegetation does not
exist, continues to be a problem, A Study should probably be made to
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determine a method to minimize the soil erosion from such areas,
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The fall season kept the Street Department busy picking up 4,605 cubic
yards of leaves bath manually and with the Vac-A11 truck on loan from the
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Water and Sewer bepartmant.
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P4 Administratively, a permit program was implemented during the year pursuant
I to a city ordinance which required contractors, plumber, and utilities to
obtain ,
permits for street excavations. The ordinance provides an ef-
feetive means of controlling repair of excavations in City streets. The
information is kept in a street inventory file and offers indicators of
street conditions in various areas. There were 842 such excavations during
the year.
From March through May, the Street nepartmant participated in gathering
data on drainage conditions in Denton for the Community Development De-
partment to be used in the upcoming city wide drainage study, immediately
after gathering the drainage data, the Street Department contracted with
Jim Neal Company of Seagoville, Texas, for a vegetation control program to
reduce undesirable vegetation such as Johnson Grass, Sun Flowers, Ragweed,
Cattails, and Willows. The
program included most of the twenty-three miles
of major drainage ditches in the city limits of Denton. In the past,
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the Street Department had attempted to keep the ditches free of weeds
and vegetation with graders, loaders, trucks, and a dragline. The vege-
tation control program greatly reduced the need for this type mechanical
cleaning,
Unfortunately, the Street Department experienced new problems during fis-
cal year 1973. One major problem which had not been experienced in past
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years was, and is, material shortages. Work crews have waited from five
days to two weeks on shipments of asphalt and oil before soma projects
could continue, There were 140,000 less square yards of sealcoating com-
plated during the year as compared to last
year primarily because of ma-
terial shortages,
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h Another major problem was the extreme cold and bad weather which reduced
the number of workdays, and therefore, decreased productivity. The
two freezes damaged many streets and increased the need for additional
street repairs. Excessive rain during the summer months further damaged
the streets, impeded progress, and created additional drainage problems.
In addition to the weather, the need for additional equipment and the need
to replace worn out equipment have been significant problems. A "Grade-All"
'j for cleaning out ditches is needed for more efficient cleaning and tore-
duce manpower. Presently ditch cleaning is accomplished with three or
four different pieces of equipment, none of which were designed for the
job.
The department is also in need of a Vacuum Sweeper for the dual purpose
I of street sweeping and leaf pick-up. Presently, as stated earlier, leaf ;
pick-up is accomplished with a Vac-All truck borrowed from the Water and
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sewer Department. The two street sweepers have been retained beyond
their useful service life and have been inoperable at least 608 of the
f time. Maintenance cost of the two sweepers for the year was $14,177.00.
Although a bid for neW sweepers was awarded during the year, they had
not been delivered at the end of the fiscal year.
Attracting and retaining good, dependable, qualified workers has been a '
problem. The turnover rate for the year was 1218. There were 39 fermi-
nations for the year and 35 of these were classified Equipment operator I
with a starting salary of $355.00 per month. An informal questionnaire
was administered to 19 of the street employees listing 10 job complaints,
and 18 out of, the 19 listed low wages as their number one complaint.
The Street Department did not have an excessive problem with accidents,
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There were only four accidents for the fiscal year, and only one of these
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resulted in lost time, which amounted to five days, However, a need {j
does exist for an organized safety or accident prevention program within
the department.
The Street Department's proposed budget for fiscal year 1973, which included
$60,242.00 for the Traffic Control Department, was $567,621.00. The ac-
tual amount expended was $552.683.00. The 1974 proposed fiscal budget is
$532,733.00, which does not include Traffic Control nor any funds for over-
size streets in new subdivisions. Effective October 1, 1973, the Traffic
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)A Control Department was transferred to Community Development. (See bud-
get page 23 .1
' Among the plans for fiscal year 1974 is the installation of a time clock
w„ to facilitate record keeping and control tardiness. Inclement weather
activities includes an equipment familiarization program. Other plans in-
olude a more extensive public relations program between the department
and the citizenry. improved record keeping procedures are being considered
and some new methods are anticipated.
1 Streets such as Bolivar and Eagle Drive are currently in need of ex-
tensive maintenance and probable complete reconstruction. The cost of
this project is of such magnitude that funds were not budgeted in fiscal j
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year 1973 nor have they been included in fiscal year 1974. Serious con-
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sideration should be given to this project in fiscal year 1975.
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The year for the Street Department was not as productive as desired) how-
ever, in view of the adverse conditions with which the department had to
contend, many accomplishments were made and the department looks forward
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to a better fisoal year 1974.
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STREET & BRIDGE BUDGET
Actual Budget Budget
FY 73 FY 173 FY '79
80 PERSONAL SERVICES $ 212,638
f~a+ $ 222,862 $ 257,119
81 SUPPLIES 11,916 160048 17,950
83 MAINTENANCE OF STRUC-
TURES & FQUIPMENT 151,207 130,571
1.00,100
3 85 SERVICES
89,803
97,850 97j950
88 INSURANCE
60058 41544 S,214 ,
89 SUNDRY
2,452 _ 500 500
91 CAPITAL OUTLAY
PLANT & EQUIPMENT 20,937 t
35,004 _ 23,900
TOTALr
`I $ 495,011 $ 507,379 $ 532,733
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TRAFFIC CONTROL DEPARTMENT BUDGET
Actual Budget Budget
ir. FY 173 FY '73 FY 174*
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„a 80 PERSONAL SERVICES $ 19,994 $ 22057 $ 23,149
gl SUPPLIES 374 11245 540
83 MAINTENANCE OF STRUC-
TURES & EQUIPMENT 210556 21,125 210025
85 SERVICES 21610 2,770 30776
88 INSURANCE -0- 374 370
91 CAPITAL OUTLAY
PLANT & FQUIPMRNT 11,771 45,640
TOTALS $ 57,672 $ 60,242 $ 49,550
* TRAFFIC CONTROL DEPARTMENT WA9 TRANSFERRED TO THE COMMUNITY DEVEL°
OPMENT DEPARTMENT EFFECTIVE!, OCTOBER 10 1973. r
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y ;l, _,!gg CITY OF DBNTON sTRN~TS
FISCAL YEAR 1973
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CITY GARAGE
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74 p.259 2 5
GARAGE
GARAGE SUPT
JACK HOWARD
OFFICE AID
w WALTER LIOERT
SHOP FOREMAN
STANLEY NELSON '
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s DAY SHIFT Ni0H7 SHIFT a
8•ME0HANICS 2- MECHANICS
I•MECHAN HELPER
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GARAGE
The City Garage functioned extremely Well under adverse conditions
during fiscal year 1973, and has several accomplishments to its cre-
dit. one such accomplishment was the completion of the plan for a second
shift preventive maintenance program. Under the program, routine service
~.eM
such as oil change, lubrication, tire change or rotation, and minor
engine tune-up are accomplished at night so that more mechanic time is
available during the day for major repairs and emergency breakdown. Due
t to difficulty in recruiting qualified mechanics for the night shift, the
program was not implemented until November, 1973.
Another improvement was a new system for receiving, storing, and issuing
parts within the Garage. As a result, improved bookkeeping procedures
were possible.
€ Along with these improvements, there were two physical additions to the
Garage. The parts storage capacity was increased by the construction of
II additional space above the present parts room, and in July, a waiting a{{
room was built, which also serves as a refreshment area for the garage
{I
employees.
One of the major problems faced by the Garage Department during the year
! was to hire and retain good qualified mechanics, The 'City's present
j starting salary range for mechanics is $455.00 to $478.00 per month. Area
service stations pay up to $600 for mechanics with similar skills, and ga-
rages pay considerably more for trained mechanics.
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. 27
Worn out equipment and lack of proper equipment have been critical pro-
blems during the past year because funds were not available to purchase
r
the needed equipment. An example is the air compressor which is inopera-
tive a considerable amount of the time] and when it is operating, is
slow and inefficient. A new compressor is badly needed to operate the
air wrenches, air jacks, tire breaker, car wash, and various other
j pieces of equipment.
A problem similar to the material shortages experienced by the Street
Department has been one of parts shortages by the Garage. considerable
difficulty and delay has been experienced in obtaining automotive and other
- equipment replacement parts. In several instances, the supplier has had
to wait on the manufacturer to produce the needed part, which has
resulted in the Garage waiting 60 to 90 days for delivery, in a few cases,
vehicles and other equipment were out of operation for this period. Also,
late delivery of new vehicles and quipment purchased by the various de-
partments during the year forced extended utilization of old equipment,
and created an additional repair and maintenance load for the Garage De- a
{
partment.
The personnel situation has been very good with the exception of turn-
over, Ten mechanics terminated during the
year with most of them leaving
r
for higher paying jobs, The turnover rate is not unique to the Garage.
I
All public works departments have suffered from excessive turnover and will
probably continue to do so until the city can pay salaries competitive with
private area business. other personnel activities such as absenteeism
i
and accidents have been favorable, only four sick days were reported for
E the entire Garage and the recorded six minor accidents caused no lost time.
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28
Lack of funds for higher salaries and new equipment has been a major r
t~
problem] however, the outlook for fiscal year 1974 is a little brighter.
The proposed budget for 1973 was $96,706 as compared to $115,546 for 19741 I" which provides an increase of $18,840. Of this amount, $6400
is allocated
for the purchase of new machinery and equipment, and the major part of
} the balance is for the salaries of two additional mechanics.
In addition to the plans for purchasing new equipment, plans have been A
1 made to expand second shift activities to include limited repairs as j
well as preventive maintenance.
Although no funds are available for implementing the plan, there is a
great need to expand the physical size of the Garage. Mechanics have +
frequently moved outside the Garage to worst on vehicles because of limited
space. in addition, storage space for parts and tools remains inadequate, I
even with the added construction last summer. Adequate space is essential
f
j to the efficient operation of the Garage. f'
i a
f In summary, the Garage has performed well with the equipment, material, s
{ ) and personnel available. Parts shortages are beyond the control of the
Gityr however, increased salaries and additional equipment can eventually
be solved and should greatly enhance the operating efficiency and service
capability of the City Garage.
3
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29
GARAGE
. 1
Actual Budget
FY 73 Budget
FY '73 FY 74
i ? 80 PERSONATE SERVICES $ 75,652 rw 81 SUPPLIES $ 83,018 $ 96,621
2,448
83 MAINTENANCE OF 2,149
2,025
G STRUC-
TURES & EQUIPMEFJT
1695 966
85 SERVICES 940
8,358 8,464
- 88 INSURANCE, 90015
829 511
91 CAPITAL OUTLAY 545
PLANT & PQUIPMENT
f! `_-_--1L867 1 598
--L--- 6 .4 0 0
TOTAL:
t $ 90,854 $ 96 706
$115,546
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