02-07-2017 City Council Study Session Packet
City of Grand Island
Tuesday, February 7, 2017
Study Session Packet
City Council:
Linna Dee Donaldson
Michelle Fitzke
Chuck Haase
Julie Hehnke
Jeremy Jones
Vaughn Minton
Mitchell Nickerson
Mike Paulick
Roger Steele
Mark Stelk
Mayor:
Jeremy L. Jensen
City Administrator:
Marlan Ferguson
City Clerk:
RaNae Edwards
7:00 PM
Council Chambers - City Hall
100 East 1st Street
Grand Island Study Session - 2/7/2017 Page 1 / 128
City of Grand Island Tuesday, February 7, 2017
Call to Order
This is an open meeting of the Grand Island City Council. The City of Grand Island abides by the Open
Meetings Act in conducting business. A copy of the Open Meetings Act is displayed in the back of this room
as required by state law.
The City Council may vote to go into Closed Session on any agenda item as allowed by state law.
Invocation
Pledge of Allegiance
Roll Call
A - SUBMITTAL OF REQUESTS FOR FUTURE ITEMS
Individuals who have appropriate items for City Council consideration should complete the Request for
Future Agenda Items form located at the Information Booth. If the issue can be handled administratively
without Council action, notification will be provided. If the item is scheduled for a meeting or study
session, notification of the date will be given.
B - RESERVE TIME TO SPEAK ON AGENDA ITEMS
This is an opportunity for individuals wishing to provide input on any of tonight's agenda items to reserve
time to speak. Please come forward, state your name and address, and the Agenda topic on which you will
be speaking.
Grand Island Study Session - 2/7/2017 Page 2 / 128
City of Grand Island
Tuesday, February 7, 2017
Study Session
Item -1
Presentation and Discussion Concerning the Public Works
Department
Staff Contact: John Collins, P.E. - Public Works Director
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PUBLIC WORKS
February 7, 2017
Public Works Department Overview
John Collins, P.E.
City Engineer/Public Works Director
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Public Works is responsible for
constructing and maintaining
the City’s Infrastructure
2
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Public Works
24 x 7 x 365 operation
Numerous Federal and State
Mandates
85 positions with widely
varied skill sets
8 Divisions:
•Administration
•Engineering Services
•Fleet Services
•Transit
•MPO
•Solid Waste
•Streets
•Wastewater
3
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2017 Budget Summary
Just under 20% of City’s
$214M Budget
Excludes expenses paid directly by
others such as NDOR - not tracked
in the City’s budget
Admin $ 432,417
Solid Waste $ 3,239,975
Wastewater $ 22,840,677
Fleet $ 1,372,101
MPO $ 361,425
Streets $ 6,136,612
Engineering $ 1,037,174
CIP $ 5,618,102
Parking District No. 1 $ 68,280
Parking District No. 2 $ 21,000
Transit $ 791,622
$ 41,919,385
4
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•MPO and Transit functions were added with divisions created; Transit is not staffed
•Administration and Engineering Divisions were separated during this period
5
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12% - 3.3 SqMi increase in size;
26 SqMi in 2006 to almost 30 SqMi in 2016
10% - 83.61 Lane Miles from 2006-2016
Asset Value is in development; example: street
pavement value is $462,124,000 (2016 IMS
Pavement Evaluation Report)
The City is Growing
6
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Revenue
*Note some sources may have been combined
7
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PUBLIC WORKS
Solid Waste Division
Landfill on Husker Highway @ Hall /
Buffalo County Line
Transfer Station on Old Potash Hwy
Yard Waste Site North of Transfer Station
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PUBLIC WORKS
Enterprise Fund
Receives no funding from General Fund
All Revenues are generated from tipping fees
One of the few Divisions with competition
Serves residents and non-residents
9
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PUBLIC WORKS
Transfer Station
Commercial haulers and general public
utilize this site
Waste is hauled from the transfer station to
the landfill for disposal
Located at 5050 West Old Potash
(one mile west of City limits)
10
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PUBLIC WORKS
Yard Waste Site
Accept grass, leaves, & trees from residents
for free year-round
Screened compost sold for $5 per cubic yard
Wood chips sold for $1.50 per cubic yard
Located adjacent to transfer station property
11
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PUBLIC WORKS
Landfill
Mainly utilized by commercial haulers
Hand unloading of materials not allowed
Located at Hall County/Buffalo County line
(approx. 18 miles west of Grand Island)
12
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Landfill Transfer Station Yard Waste Site Collection
Ames, IA
$52.75/Ton
$126.12/Ton (out of county) (Waste to Energy Facility) x x Private
Iowa City, IA Yes $42.50/Ton
$47.50/Ton (Non -residents) x x
Collected at curb for a fee
Public
$47.70/qtr
Jefferson City, MO X x Yes Franchised with Republic Services $50/qtr
Lawrence, KS X x x
Collected at curb for a fee
Public
$59.25/qtr
Rapid City, SD Yes
$59/Ton
Yes
only for recyclables Yes Public
$56.04/qtr
Manhanttan, KS X x x Private
Sioux City, IA X Yes $44/Ton Yes-Not Free $30/Ton
Private
$48.90/qtr
St. Joseph, MO Yes $44/Ton X Yes $44/Ton Private $48.90/qtr
Cheyenne, WY Yes $57.65/Ton Yes $63.85/Ton
x- YW
Curbside collection
$21.90/qtr
Public $66.15/qtr
Grand Island, NE Yes $32.14/Ton Yes $38.21/Ton
Yes
Free disposal for
residents year round
Private $46.50/qtr
Array City Comparison
13
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PUBLIC WORKS
Regulatory Permits/Compliance
Transfer Station
-NDEQ Title 132 Operating Permit
-NDEQ Storm Water Management Plan
Landfill
-NDEQ Title 132 Operating Permit
-NDEQ NPDES Permit
-EPA/NDEQ Title V Air Quality Operating Permit
-EPA/NDEQ Greenhouse Gas Operating Permit
14
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PUBLIC WORKS
0
40,000
80,000
120,000
$0.00
$1,500,000.00
$3,000,000.00
$4,500,000.00
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
Expenses
Revenues
Tons
$360k final bond
payment – saved $38k
in interest / fees
15
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PUBLIC WORKS
11.05
12.05 12.05 12.05 12.05 12.05
12.7 12.7 12.7 12.7 12.7
9
10
11
12
13
Fiscal Year
STAFFING
Solid Waste Superintendent (1)
Accounting Technician (1)
Solid Waste Division Clerk (1.5)
Foreman (2)
Equipment Operator (6)
Seasonal Workers (1.2)
TOTAL (12.7)
16
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PUBLIC WORKS
Landfill Cell 3 Expansion Project
Restricted fund expected to
cover entire cost of this project
Engineering/design this current
fiscal year
Cell 3 will provide disposal for
the next 15-20 years
17
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PUBLIC WORKS
Wastewater Division
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PUBLIC WORKS
FACILITIES
Plant-3013 E. Swift Road
14 lift stations
225 miles pipe
4,300 manholes
19
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PUBLIC WORKS
Wastewater Enterprise Fund
User Fees
Televising Pipes
Bonds
Septage, Grease
Credit Card Rebate
Permit Fees
Assessment Fees (Assessment, Tap
and Interest)
Clean Water State Revolving Fund
(CWSRF)
Laboratory (Commercial Testing,
Extra-Strength Surcharge and Fines)
Receives no funding from General Fund
Revenues include:
20
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PUBLIC WORKS
BUDGET
Revenue includes bonds/loans
21
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Array Cities Rates
Base Rate per month
cubic feet (cf) Rate per 100 cubic feet (cf) Monthly Average
Residential Bill
St. Joseph, MO $33.40 /mos. (city limits)
$78.38 / mos. (outside city limits)
$4.98 / 100 cf (city limits)
$11.38 / 100 cf (outside city limits) $ 70.95
Lawrence, KS $12.10 / mos. (city limits)
$12.91 / mos. (outside city limits)
$5.17 / 100 cf (city limits)
$6.20 / 100 cf (outside city limits) $ 51.08
Manhattan, KS $20.60 for first 200 cf $3.10 / 100 cf $ 43.97
Iowa City, IA $8.15 / mos.
(includes the first 100 cf) $3.99 / 100 cf $ 38.23
Jefferson City, MO $10.72 / mos. (city limits)
$32.16 / mos. (outside city limits) $3.22 / 100 cf $ 35.00
Grand Island, NE $8.24 / mos. $3.28 / 100 cf (city limits)
20% surcharge outside city limits $ 32.97
Sioux City, IA $3.96 / mos. $3.73 / 100 cf $ 32.08
Ames, IA $10.71 / mos. $2.74 / 100 cf $ 31.37
Cheyenne, WY $4.61 for 5/8" water meter
50% surcharge outside city limits
$3.31 / 100 cf (city limits)
50% surcharge outside city limits $ 29.57
Rapid City, SD $3.48 for 5/8 total meter charge $3.25 / 100 cf $ 27.99
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PUBLIC WORKS
STAFFING – FTE
(includes all wastewater staff)
2011 Council Directed Reorganization nearing completion
Comparable with Array
and
NEIWWPCC Guidelines
for GI sized facilities
23
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PUBLIC WORKS
Array Cities – Staffing
City Population Average
MGD FTE
Ames, IA 61792 6 17
Iowa City, IA 73415 9.66 20
Jefferson City, MO 43330 8 17
Lawrence, KS 90811 8.5 41
Rapid City, SD 72638 8.5 17
Manhattan, KS 55000 5 17
Sioux City, IA 82684 12.92 24
St. Joseph, MO 76967 24 50
Cheyenne, WY 62448 8.3 24
Grand Island, NE 50000 9 19.5
Plant Staffing Comparison
24
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PUBLIC WORKS
Regulatory Permits/Compliance
NPDES Permit
Discharge Monitoring Reports
40 CFR 135 Lab Tests
Pre-Treatment Permits
Sludge Testing & DMR
Effluent Metals and Toxicity Testing
NPDES Dewatering Wells
Storm Water Pollution Prevention Plan (SWPPP)
Air Pollution Permit
OSHA
25
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PUBLIC WORKS
Internal Service
FLEET SERVICES DIVISION
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PUBLIC WORKS
FLEET SERVICES DIVISION
Emergency Operation Repairs (24/7)
Specialized/Production Equipment
Security
Warranty repair on “LADDER 1”
27
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PUBLIC WORKS
FACILITIES
Fleet Services Office & Shop Garage –
1111 W. North Front
6,000+ SF shop area
7 Bays
2 Hoists
Service Pit
Welding Area
Fuel Island
28
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PUBLIC WORKS
FACILITY IMPROVEMENTS
Shop LED Lights, FY 2013
Welding Area Vent Hood, FY 2013
Tire Machine, FY 2013
Fuel Dispenser Replacement, FY 2014
New Server, FY 2014
CFA (Fleet Management Software) Upgrade, FY 2015
Scan Tool, FY 2016
Ceiling Dry Wall, FY 2017
Fuel System Software Upgrade, Planned FY 2017
Shop Area Painting, Planned FY 2017
Before
After
29
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PUBLIC WORKS
STAFFING
Foreman (1)
Mechanic (3)*
Accounting Tech (0.5)**
TOTAL (4.5)
*AFSCME Union
**IBEW Union
Fleet Services Approved Staffing Level FTE FISCAL YEAR
6.75 6.75 6.75 6.75
6
4.5 4.5 4.5 4.5 4.5 4.5
0
1
2
3
4
5
6
7
8
30
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PUBLIC WORKS
BUDGET
$0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
$1,600,000.00
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Budget
Revenue
Personnel & Operating
Expenses
Capital Expense
31
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PUBLIC WORKS
REVENUE
$0.00
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
Monthly Billings
October 2015-October 2016 Goals
Billable Hour Efficiency at or
above 80%
Parts Mark-Up at or below
commercial repair shops
Fuel Mark-Up at or below
commercial pumps
1% of Operating Budget
32
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PUBLIC WORKS
CASH BALANCE
$0.00
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
$140,000.00
$160,000.00
$180,000.00
End of Month
Cash Balance
October 2015-October 2016
Monthly Billing
Cost of Business
Capital Purchases
Cash Needs
33
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PUBLIC WORKS
PROGRAMS
Fuel
Preventive Maintenance
Large Repairs
Parts Inventory
Towing
34
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PUBLIC WORKS
ARRAY COMMUNITY COMPARISON
Municipal Airport
Public Transit
Schools
Surrounding Communities
Outside, Government Agencies
Customers Vary
Equipment Replacement Fund
Equipment Procurement
Responsibilities Vary
FTE based on Population
FTE based on Number of Units Maintained
35
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PUBLIC WORKS
Metropolitan Planning Organization (MPO) Division
Grand Island Area
Metropolitan Planning
Organization
(GIAMPO)
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PUBLIC WORKS
Metropolitan Planning Organization (MPO)
Required in Urbanized Areas (UZA) over 50,000
Regulated by Federal Law
Federally Funded by USDOT (FHWA/FTA) 80%
Transportation Policy-making and Planning
Responsible for Regional Transportation Planning and
Coordination
37
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PUBLIC WORKS
GIAMPO Policy Board
Required to have a decision-making “policy body”
Comprised of elected and appointed officials representing
local, state, and federal government and agencies
Sets regional long-term transportation policy and approves
work products
38
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PUBLIC WORKS
GIAMPO Technical Advisory Committee
An advisory body to the Policy Board which provides
technical support and recommendations
Comprised of staff-level officials of local, state, and
government and agencies
39
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PUBLIC WORKS
GIAMPO Staff
Provide information and support to the Policy Board
and Technical Advisory Committee
Prepare required state and federal documents
Manage the planning process
Coordinate transportation studies and projects
40
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PUBLIC WORKS
MPO Products
Time Horizon Contents Update
Requirements
UPWP 1 Year Planning Studies, Tasks,
Budget Annual
LRTP 20 Years
(minimum)
Future Goals, Strategies
& Projects
Every 5 Years
TIP 4 Years
(minimum)
FHWA, FTA, and
Regional Significant
Projects
Every Year
41
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PUBLIC WORKS
Funding
Federal government (FHWA, FTA) – 80%
Local government (Grand Island) – 20%
Total Expenditures
State FY2014 – $115,775
State FY2015 – $90,543
State FY2016 – $306,823
42
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PUBLIC WORKS
STREETS DIVISION
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PUBLIC WORKS
STREETS DIVISION
Streets & Alleys
Drainage
Right-of-Way
Snow and Ice Removal
Traffic Control
Bridges
44
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PUBLIC WORKS
FACILITIES
Streets Division Office and Main Yard – 1111 W. North Front
Leased from the Union Pacific Railroad.
20-year lease approved by City Council in December 2003 for $75,822
Due for renegotiation (if desired) in 2023 and budgeted in FY 2024.
“West Yard” - 2124 Old Lincoln Hwy
Owned by the City
Salt storage dome (800 ton capacity), traffic signal shop, sign shop, equipment storage buildings,
laydown yard.
New five bay building (2013), install gutters, roof repair, separation of welding and wood
working areas, wash bay improvements, and “soft” remodel of a dedicated traffic signal shop.
45
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PUBLIC WORKS
STAFFING
28 28 28 28
25
23.5 23.5 23.5 23.5 23.5 23.5
21
22
23
24
25
26
27
28
29
Streets Division Approved Staffing Level by Fiscal Year FTE Street Superintendent (1)
Foreman (2)
Sr. Maintenance Worker (2)*
Sr. Operator (5)*
Operator (5)*
Maintenance Worker (5)*
Traffic Signal Tech (2)*
Accounting Tech (0.5)**
TOTAL (23.5)
*AFSCME Union
**IBEW Union
46
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PUBLIC WORKS
BUDGET
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Personnel
Operating
Capital Outlay
Streets Division Actual Expenses by Fiscal Year
FY 2016-2017 reporting transitioned from General Fund to Special Revenue Fund (Gas Tax); but no
actual change in revenue.
47
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PUBLIC WORKS
OPERATING BUDGET
General Operating
Snow and Ice Removal
Street Maintenance
Expenses include range of items from Street Repair Materials to Contractor Services to
Landscaped Median Water Fees. Three largest line item expenses (10-year average):
Resurfacing Project - $664,817
Contracted Concrete Repair - $607,710
Street Light Utilities - $328,640
Drainage Maintenance
Traffic Controls and Safety
Non-Capital Projects
48
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PUBLIC WORKS
“STREETS” REVENUE
Funding Sources obligated for roadway maintenance and/or construction
Highway Allocation (Gas Tax Fund, requires 25% local match)
Motor Vehicle Fees (Gas Tax Fund)
Motor Vehicle Property Tax
Motor Vehicle Local Sales Tax
NDOR Urban Maintenance Agreement
Road Incentive Payment
Federal Fund Purchase Program, Bridge (New in FY 2015)
Federal Fund Purchase Program, Surface Transportation Program (New in FY 2016)
49
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PUBLIC WORKS
LANE MILES
Calculation to apportion Highway Allocation Funds (gas tax) to municipalities
Total Population (50%)
Total Motor Vehicle Registrations (30%)
Miles of Traffic Lanes of Streets (20%)
Determined using the below guidelines
Miles of lanes based on the width of the travel way only
Public Streets (no alleys) that are Existing and Open to Traffic
Gravel Streets receive 2-Lane credit
10’-20’ wide = 1 lane 40’-49’ wide = 4 lanes 70’-79’ wide = 7 lanes
20’-29’ wide = 2 lanes 50’-59’ wide = 5 lanes 80’-89’ wide = 8 lanes
30’-39’ wide = 3 lanes 60’-69’ wide = 6 lanes 90’-99’ wide = 9 lanes
50
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PUBLIC WORKS
LANE MILES 761.64 866.19 921.72 750
770
790
810
830
850
870
890
910
930
950
*Increase is fairly consistent from 2006 to 2016 at a little over 1% or 10 miles/year
Somewhat faster during the preceding 10 years
51
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PUBLIC WORKS
EQUIPMENT
$6 Million estimated value for fleet of equipment and vehicles.
Backhoe (1)
Skid Steer (2)
Front End Loader (3)
Tractor, Large (2)
Tractor, Small (1)
Motor Grader (4)
Street Sweeper (4)
Dump Truck 10 YD (8)
Dump Truck 5 YD (3, 2 in winter)
Salt Truck (3, 4 in winter)
Pickup ½ Ton (8)
Pickup ¾ Ton (2)
Pickup 1 Ton + (2)
Aerial Lift Truck, Insulated (1)
Aerial Lift Truck, Non-Insulated (1)
Platform Lift Truck (1)
Sewer Flush/Vac Truck (1)
Milling Machine (1)
Grade All (1)
52
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PUBLIC WORKS
EQUIPMENT
$1 Million estimated value for Attachments and Small Equipment.
Asphalt Zipper (1)
Air Compressor (3)
Crack Sealing Kettle
Sign Making Equipment
Mower Deck (skid steer)
Mower Deck (tractor, 4)
Conflict Monitor Tester
Vactor Nozzles and Camera
Weed Spraying Tank and Spray Bar (2)
Thermoplastic Applicators and Pre-Melters (2)
Sand Blaster
Paint Shaker
Concrete Saws
Mastic Kettle
Snow Heaver (2)
Utility Locator
Groover/Grinder
Paint Machine (2)
Broom
Routers
Rock Saw
Trailers
Forklift
Drop Hammer
Vee Plow (2)
Snow Plow (13)
53
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PUBLIC WORKS
PROGRAMS
Pavement Maintenance & Repair
Concrete Pavement Repairs
Asphalt Pavement Hot-Mix Patching
Crack & Joint Sealing
Mastic Sealing
Pothole Patching
Resurfacing Project
Right-Of-Way Maintenance
Grading Gravel Streets & Alleys
Street Sweeping
Mowing
Weed Spraying
Adopt-A-Road/Litter Pick-up
Curb Milling
Driveway & Sidewalk Inspections
Bridge Maintenance
Guardrail Repair/Delineation
Deck Repairs
Inspections
54
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PUBLIC WORKS
PROGRAMS
Traffic Control
Traffic Signal Maintenance
Street Lighting…Utilities Overhead Division
Sign/Barricade/Delineator Maintenance
Tree Trimming & Removal
Work Zone Traffic Control
Pavement Markings
Drainage
Storm Sewer Cleaning
Catch Basin Cleaning
Detention Cell Cleaning
Ditch Grading
Locates
Snow & Ice Removal
Salting
Plowing
Specials
Flags & Banners
Special Event Traffic Control
55
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PUBLIC WORKS
FUNCTIONS
BY
SEASON
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PUBLIC WORKS
FUNCTIONS BY SEASON
NON-SEASONAL FUNCTIONS
Traffic Regulation Changes (parking, speed limits)
Sweeping Call-Outs (spills and accidents)
Locates
Sign Repairs
Curb Milling
Banners & Flags
Bridge Inspections
New Street name signs
Traffic Control Plans
Traffic Signal Call-Outs
Alley and Gravel Street Grading
Driveway & Sidewalk Inspections
Adopt-A-Road bag collection
Underpass Walkway Clean-Up
Downtown & Special Event Area Sweeping
Special Event & Block Party Traffic Control
57
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PUBLIC WORKS
CONTRACTED WORK
Concrete Pavement & Storm Sewer Repair, annual contract
Asphalt Resurfacing, annual contract
Snow Removal, annual contract (residential areas)
Pavement Markings, annual contract
Specialty Items, as-needed
Guardrail Repair
Fine mowing
Boring
Pump Repair
Tree Removal
Excavator
58
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PUBLIC WORKS
WORK LOAD
Pavement Markings contracted
beginning in 2014 (freed 3
workers for 4 months or 1
FTE).
Added Storm Sewer Cleaning
program (-2/3 FTE).
Net gain 1/3 FTE
19.5
20
20.5
21
21.5
22
22.5
23
23.5
24
24.5
800
820
840
860
880
900
920
940
2007200820092010201120122013201420152016*2016FTE Lane Miles Lane Miles vs. "Production" FTEs
Lane Miles
FTE
59
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PUBLIC WORKS
PAVEMENT
NETWORK
EVALUATION
GASB 34 Requirement
3-Year cycle
Pre-2013, Crack Count
2013,2016 Complete Objective
Evaluation
2016 State Highways added
Results used for Planning
60
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PUBLIC WORKS
ARRAY COMMUNITY COMPARISON
Responsibilities Vary
Traffic Division
Storm Sewer Maintenance
Urban Forestry
Budgets Vary
Funding, Revenue Sources
Capital vs. Non-Capital Expenses
Equipment Replacement Fund
Storm Water Utility
Programs Vary
Staffing Levels
Equipment
Goals (Level of Service)
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
Population (10,000)
FTE per 10,000 Population
61
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PUBLIC WORKS
Engineering Services Division
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PUBLIC WORKS
Provide technical services and assistance for public improvement projects
Design, project management, and limited field inspection as staffing allows
Internal design
Manage consultants
Plan review of improvements for developer proposed projects
Technical support to Streets Division for planned maintenance projects
Provide engineering and project management support to Wastewater Division
(GIS) data collection for inventory and asset management
Activities
63
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PUBLIC WORKS
Data collection
Traffic volume counts on streets and intersection
GPS survey information to evaluate solutions for problems
Manage program for data collection of city-wide street conditions
Develop project concepts and budgets
Develop projects to maintain or repair existing infrastructure
Manage paving and sewer districts from request to
implementation
Respond to public requests
64
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•Standards
•Accounts Payable/
Receivable
•Traffic
•Drainage
•Design
•Construction
Management
•Conditional Use Review
•Development/Subdivision
Review
•Oversize/weight Permits
•Sanitary Sewer
Connect/Disconnect
•License agreement
•Street Opening Permit
•Right of Way Permit
•Responsible Charge
•Environment
•Public
Notification/Hearing
•Site Obstruction
•Street Closure
•RFP/RFQ
•Consultant Management
•Pavement Management
•Asset Management
•GIS
•Bridge Program
•Sidewalks
•Pedestrian Crossing
•Site Review
•Geometric analysis
•Parking
•Capital Improvement
Program (CIP)
•Surveys
•Property acquisition
•Right-of-Way/Easement
Vacations
•Storm Water Regulations
•Public Event Applications
•Block Party Requests
65
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Requirements
Apply for National Pollutant Discharge and Elimination System
Permit (permit is valid for 5 years)
Develop and Implement a Stormwater Management Plan (SWMP)
7 required Minimum Control Measures (MCMs)
Develop goals and evaluate effectiveness of the SWMP
Submit Reports to Nebraska Department of Environmental Quality
(NDEQ)
Stormwater Management Program (SWMP)
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Seven Current Control Measures
MCM 1 - Public Education and Outreach
MCM 2 - Public Involvement/Participation
MCM 3 – Illicit Discharge Detection and Elimination
MCM 4 – Construction Site Stormwater Runoff Control
MCM 5 – Post-Construction Stormwater Management
MCM 6 – Pollution Prevention/Good Housekeeping
MCM 7 – Wet Weather Monitoring
Minimum Control Measures
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PUBLIC WORKS
Some efficiencies
from reorganization
Typically 2 or 3
vacant positions and
difficulty recruiting
Administration
excluded (2 FTE)
from all years
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PUBLIC WORKS
Similar Services
Other Cities observe
private construction
of street, drainage,
or sanitary facilities
Other Cities have a
Traffic Engineer
GI 3 FTE below
average
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CIP for Street, Drainage and Wastewater
*2017 Actual is estimated
70
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Permits
Subdivision Plats
71
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PUBLIC WORKS
Parking District No. 1 –
Downtown Parking Lots
Snow Removal
Landscaping/Sprinkler Repairs
Utility Services
Vandalism
Litter Cleanup
Garbage disposal
Tree trimming/replacement
Pothole patching
Pest Control
Parking District No. 2 –
Downtown Parking Ramp
Snow removal
Landscaping/Sprinkler Repairs
Utility Services
Vandalism
Litter Cleanup
Garbage disposal
Tree trimming/replacement
Backflow
5 Year Maintenance Assessment
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PUBLIC WORKS
Transit Division
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PUBLIC WORKS
History
2012 - Designated recipient for FTA 5307 (Urban) transit funds.
2013 – Interlocal agreement for Hall County Transportation to provide services
using unexpended FTA 5311 (Rural) transit funds during a transitional period.
June 2016 – Contract with Senior Citizens Industries, Inc. $638,430 for Portal to
Portal Demand Response service from 6:00am to 5:00pm
November 2017 - Transit Needs Analysis Report Completion
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PUBLIC WORKS
FTA Reimbursement
Prepare and manage state and federal grant
applications
Submit required federal reports
Oversee transit related programs
Ensure compliance with FTA Annual
Certifications and Assurances and the FTA
Triennial Review
Manage transit operations contract
Administration/Planning 80% Federal
Capital Projects 80% Federal
Operating 50% Federal
Activities
Each year there is the potential of a state
grant up to 25% of Operating costs; this is
competitive and subject to the availability
of state funds
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Lawrence, KS Cape Girardeau, MO Jefferson City, MO
Urbanized Area Population 88,053 people 52,900 people 58,533 people
Service Area City of Lawrence City of Cape Girardeau Cape Girardeau County City of Jefferson City
Governance Lawrence City Commission Cape Girardeau County Transit Authority (CGCTA) City Council
Service Type
Fixed Routes (6 am to 8 pm Mon to Sat)
Night Line (8 pm to 6 am Mon to Sat)
Deviated Fixed Routes (6 am to 6 pm Mon to Fri and 9 am to 5 pm Sat)
Demand Response Vehicles (24 hours a day,
6 ½ days a week)
Fix Routes (6 am to 6 pm Mon to Fri)
Handi-Wheels (6 a.m. to 5:30 p.m. Mon to Fri)
Operations Service Contractor CGCTA City of Jefferson City
Vehicle Ownership City of Lawrence CGCTA City of Jefferson City
Vehicle Maintenance Service Contractor CGCTA City of Jefferson City
Staffing
City – 2 Full-time Administration Positions
Service Contractor – 1 General Manager, 75 Drivers and 4 Reservationists
CGCTA – 2 Full-time Administration Positions,
50 Drivers, 6 Dispatchers, and 3 Maintenance Workers
City – 2 Full-time Administration Positions, 20 Drivers, 2 Dispatchers, and
3 Maintenance Workers
Small Urbanized Area Comparisons
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FTE Array Comparisons
City or Agency FTE Provider FTE Comments
Ames, IA 157 City System partnership between Iowa State University, ISU
Student Government & Ames, IA
Iowa City, IA 50 City System
Manhattan, KS unknown 44 A nonprofit is the contracted service provider
Sioux City, IA unknown 12.3 City provides fixed route - para transit is
contracted
Rapid City, SD 29.75 City System
Jefferson City, MO 27.5 City System
Cheyenne, WY 17 City System
Lawrence, KS 3 91 similar to GI
St. Joseph, MO 1.5 53 similar to GI
Grand Island, NE 0 10.78
*Transit is not yet staffed
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PUBLIC WORKS
Constructing and maintaining Grand Island’s
Infrastructure…
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Page | 1
Public Works Department Overview
The Public Works Department is a 24 hour a day, 7 day a week operation handling almost 20% of the City’s budget and
maintaining the majority of the City’s assets. The 8 divisions include:
• Administration
• Engineering Services
• Fleet Services
• Transit
• MPO
• Solid Waste
• Streets and Drainage
• Wastewater
The Transit Division is new, created because of a federal requirement that the City be the agency receiving FTA funds for
MSA designated areas. This was formally handled by Hall County
The MPO is new, created because of a federal mandate that urban areas with a population greater than 50,000 have an
MPO.
The 2017 budget can be summarized as follows:
Admin $ 432,417
Solid Waste $ 3,239,975
Wastewater $ 22,840,677
Fleet $ 1,372,101
MPO $ 361,425
Streets $ 6,136,612
Engineering $ 1,037,174
CIP $ 5,618,102
Parking District No. 1 $ 68,280
Parking District No. 2 $ 21,000
Transit $ 791,622
$ 41,919,385
This includes only funds covered by the City Budget, and excludes direct payments by others as occurs with some federal
programs.
One of the hidden costs is the deterioration of infrastructure. Infrastructure is similar to vehicles, repair and
maintenance costs increase over time and performance diminishes until you finally replace it; scheduled preventive
maintenance/repair/replacement is usually much less expensive than emergency repair/replacement. The Asset
Management System under development will track this and be able to predict deterioration and provide budget
estimates for each asset class.
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The recent Pavement Survey provided this information for our streets. It estimated the value of the pavement at
$462,214,000 and the amount needed for surface treatments at $2,980,000. The sum of all pavement activity cost
about $3 million annually, and the surfaces are in reasonably good condition (5 to 10 points above the regional average
of 60 to 65).
As indicated below, Public Works has numerous revenue sources. The green spikes are bonds, primarily related to
Wastewater. The orange hovering around $10 million is sanitary sewer fees. The blue line that goes negative in some
years is property tax.
The City grew 10% to 12% from 2006 to 2016: increasing by 3.3 square miles and 84 lane miles. Work for each division is
directly proportional to the size of the City.
Staff has decreased in Fleet Services, and Streets and Drainage.
Engineering Services has had increases and decreases in staff. The level for fy 2017 is deceptive in that 1.75 FTE were
intentionally left vacant, which would be a total FTE of 7 or a reduction of 1.25 from the beginning of the period.
Solid Waste staff rose to meet increased demand.
Wastewater staff increased to meet demand and changed to comply with a Council directed reorganization, which is
nearing completion.
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From 2007 to 2017 the following awards were received:
• Engineering Division – 2013 Concrete Pavement Construction Best Local Project
• Wastewater Division – 2013 Certificate of Appreciation
• Engineering Division - 2014 Central Platte Natural Resources District Community Conservation
• Wastewater Division – 2014 Certificate of Appreciation
• Wastewater Division – 2014 Gold Safety
• Wastewater Division – 2014 Scott Wilbur Outstanding Facility
• Wastewater Division – 2015 Certificate of Appreciation
• Wastewater Division – 2015 Silver Safety
• Wastewater Division – 2015 Scott Wilbur Outstanding Facility
• Wastewater Division – 2015 WEF Laboratory Analyst Excellence
• Engineering Division – 2016 Concrete Pavement Construction Best Urban Street Project
• Streets Division – 2016 NELTAP & APWA Winter Maintenance Motor Grader Second Place
• Streets Division – 2016 NELTAP & APWA Winter Maintenance Motor Grader Third Place
• Wastewater Division – 2016 Certificate of Appreciation
• Wastewater Division – 2016 Silver Safety
• Wastewater Division – 2016 Scott Wilbur Outstanding Facility
• Wastewater Division – 2016 Scott Wilbur Large Facility Best in Class
• Wastewater Division – 2016 Scott Wilbur Innovation
Depending on duties, Public Works employees require specialized training, certifications, and licenses, most of which is
required by federal and/or state law. Most of these require annual training and/or testing to retain.
Certifications:
• ACI Concrete Field Testing
• AICP (American Institute of Certified Planners)
• Asbestos Supervisor
• ASE A1 Engine Repair
• ASE A2 Automatic Transmission/Transaxle
• ASE A3 Manual Drive Train & Axles
• ASE A4 Suspension & Steering
• ASE A5 Brakes
• ASE A6 Electrical/Electronic Systems
• ASE A7 Heating and Air Conditioning
• ASE A8 Engine Performance
• ASE A9 Light Vehicle Diesel Engines
• ATSSA Traffic Control Supervisor
• ATSSA Traffic Control Technician
• DOT ABS Brake System
• Elgin Sweeper Technician
• Engineer-In-Training
• First Aid/CPR/AED
• Foaming
• HAZWOPER (Hazardous Waste Operations and Emergency Response)
• MIG Welding
• NASCO PACP MACP LACP
• NDOR Asphalt Field Technician
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• NDOR Earthwork Tracking
• NDOR Erosion and Sediment Control
• NDOR Plant Technician Level 2
• NDOR Responsible Charge
• Rail Safety
• Sacramento State Collection Systems Methods for Evaluating and Improving Performance
• Sacramento State Operations and Maintenance of Wastewater Collection Systems 1
• Sacramento State Operations and Maintenance of Wastewater Collection Systems 2
• Sacramento State Manage for Success Effective Utility Leadership Practices
• Sacramento State Advanced Wastewater Treatment
• Sacramento State Operation of Wastewater Treatment Plants 1
• Sacramento State Operation of Wastewater Treatment Plants 2
• Sacramento State Industrial Waste Treatment
• Spartan Chassis Technician (Fire Truck)
• SWANA MOLO (Solid Waste Association of North America Manager of Landfill Operations)
• ISME Traffic Signal Technician
• Vactor Combo Unit Technician
• Wastewater Treatment Facility Operator Class 2
• Wastewater Treatment Facility Operator Class 4
• Water Operator Class 6
• Work Zone Flagger
There are plans for obtaining APWA (American Public Works Association) certification for the Department. The
Wastewater Division has completed several steps toward this.
Licenses:
• CDL Class A
• CDL Class B
• Department of Health Water Well Monitoring
• Electrical Contractor
• Journeyman Electrician
• Pesticide Applicator – Aquatic Pest Control
• Pesticide Applicator – Right-of-Way Pest Control
• Professional Engineer
• Street Superintendent – Class A
There are a number of interdependencies between Public Works’ Divisions and even other Departments, so that
activities and changes in one affect others.
Public Works is more visible than most City Departments, directly interacting with everyone in the City (residents and
visitors). As a result we receive numerous request and complaints each day. All are investigated and distributed for
action within the activities listed herein.
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Engineering Division
Staffing
Administration Division Staff were excluded for consistency.
Wastewater Staff housed in Engineering were excluded as the function was part of Wastewater until late 2011 and
inclusion would skew year over year comparisons.
The skill sets needed for this work are uncommon in the Grand Island area making it difficult to find qualified applicants;
it is not unusual for a position to be vacant for more than a year. Engineering typically has 2 or 3 vacancies at any time.
Array Comparison
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Page | 6
It is reasonable to conclude that Grand Island’s staffing level is near the bottom of the City’s array, but there are many
differences in organization and environment that must be examined to draw more detailed conclusions. The absence of
a Traffic Unit and an Inspection Unit account for much of this difference.
A comparison based on infrastructure would be more appropriate, but measures were inconsistent between
municipalities. In general, our array had higher population Cities with less infrastructure than Grand Island.
Cost avoidance is an important role of the licensed engineers; about 10% or $8million was saved on the recent
Wastewater projects.
Capital Project Expenditures
2017 actuals are estimated. Actual expenditures are limited by budget, and unless something unusual occurs, should
always be less.
Annual expenditures have typically ranged from a few hundred thousand to $5 million. The combination of the large
wastewater rehabilitation projects and increased streets and drainage projects caused this to spike over $25 million, a
factor of 5 over the previous peak. The increase in streets and drainage projects was due to the very large backlog
(there was very little construction in the prior 10 years). The increase in wastewater projects was due to two factors:
1. Poor design and construction practices as exhibited in the Northeast Interceptor which failed after only 35 years
(design life is 50 years and typically this type of pipe lasts more than 80 years); and
2. Poor operation and maintenance as exhibited by the old headworks building. The building lasted the 50 year
design life, but typically it would have been possible and economical to renovate. Evidence is that staff
performed all of their assignments, making this a management failure. The two primary contributors to failure
were: a) inspection and exercise of several critical components did not occur; and b) for extended periods the
plant was operated beyond reasonable parameters.
It takes City staff 7% to 10% as much time as the consultant to manage the consultant, depending on the size and
complexity of the project. This work load is anticipated to decrease for the next 5 years:
• Wastewater projects should diminish over the next 5 years until the South Interceptor project becomes
necessary. We are attempting to extend this time with several small projects addressing critical defects.
• The need for streets and drainage projects remain, but the work will diminish due to a combination of reduced
funding and state project expense.
Note that the staff responsible for handling wastewater projects operated independently of the Engineering Division and
were located at the Wastewater Treatment Plant until 2011; combining staff has increased expertise and improved
output.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Budget
Actual
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Page | 7
Engineering programs and activities:
The Engineering Division is an eclectic collection of programs and duties. Many of the functions are mandated by
federal and/or state government and further defined in numerous publications. There are a number of statures that
define the duties and limitations of the City Engineer, but these are very general and have less practical effect than the
other requirements.
Standards – compile design/construction standards to meet local needs without violating numerous laws, standards,
practices, judicial rulings and such. This is effort intense. Several standards have been updated over the last 5 years, but
many are 1960/70 vintage. Inadequate or outdated standards reduce life of infrastructure, and increases costs for
contractors as well as the City.
Traffic – staff can handle the basic activities, but the City lacks the expertise and equipment for most. As the array
comparison indicated, it is unusual for a City the size of Grand Island not to employ a dedicated Traffic Engineer and
support staff. Common duties include:
• Traffic counts
• Turning counts
• Warrant analysis
• Intersection modeling
• Collision analysis
• Speed analysis
• School zone analysis
• Pedestrian crossing analysis
• Traffic signal phasing plan
• Pedestrian signal phasing plan (included with traffic signal when both are together)
• Traffic signal coordination plan
• Traffic Signal Construction Design & Construction
• Network analysis (i.e. how will implementing a sign or speed limit in one location affect other locations)
• Develop and maintain a City traffic model
We receive many traffic related requests/complaints, most of which must be investigated to ensure the safety of the
public and avoid potential liability.
Drainage –
• Asset inventory, including flow lines
• Drainage model
• Establish elevation at strategic points so that local drainage can be designed to flow properly and grade can be
reset
• Review drainage in developments
Design – most of this is outsourced as the City has neither the expertise nor staff to handle the quantity of work
required over the last 5 years. Projects designed by City staff have cost about one third as much to design as those
handled by consultants, and there was no consultant management overhead. It takes 7% to 10% as much professional
staff time to manage the consultant as it takes the consultant to perform the work; past failure to properly manage
consultants is one of the primary causes of the high construction and engineering cost, poor asset performance, and
early asset failure we have experienced.
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Construction Management –
• Project observation – for projects of any size a record of activities on site is not only needed to ensure the
contractor fulfills his contract, but also to identify reasons for problems found later. This is usually handled by a
sub professional.
• Project Inspection – completed work is inspected to ensure it was completed according to contract. Larger
projects require professional or paraprofessional inspectors to examine the work at critical points.
• Testing – samples of various materials are collected and submitted to labs for testing, electrical or mechanical
devices are tested for function, and some infrastructure may be tested for load or capacity.
• Change orders
• Invoice verification and processing
• Constructability review and value engineering – two activities that are usually performed together prior to final
design and often performed at critical points during construction.
Conditional Use Review – ensure City assets are not jeopardized and that there is no unusual danger to the public.
Development/Subdivision Review – ensure sidewalks, streets, drainage, and wastewater infrastructure meet City
requirements and that a functional grading plan is developed, and ensure a traffic plan is developed when needed.
Over size/weight Permits – ensure city assets are not damaged by large vehicles, and that when damaged, assets are
repaired properly.
Sanitary Sewer Connections and Disconnections – permits to ensure the wastewater collection system is not damaged
and accommodate new buildings and renovations.
Driveway Permit – ensure public safety and infrastructure integrity while accommodating new street and drive
connections.
License agreement – ensure safety is maintained, infrastructure is not harmed, and liability is not increased while
accommodating private infrastructure on public property.
Street Opening Permit – accommodate the needs of excavators and ensure the safety of the public and integrity of the
streets and rights-of-way.
Responsible Charge – throughout each project there is a quantity of documentation required by NDOR and FHWA; this
must be performed by a certified Responsible Charge.
Environment
• Assessment - inspecting property and researching its history, and testing to identify environmental issues.
• Clearance - a long process to acquire federal approval; the details vary depending on a number of factors.
• 404 – federal permit for construction impacting wetlands.
Public Notification/Hearing – many activities require public notification and/or hearing to comply with state and/or
federal law; the details vary greatly depending on each situation.
Site Obstruction – areas along roads, especially at intersections must maintain clear site zones to allow safe vehicle and
pedestrian usage; objects must be evaluated and when necessary altered to maintain this area.
Street Closure – close streets to accommodate public and private construction and ensure safety.
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Page | 9
RFP/RFQ (Request for Proposals/Request for Qualifications) for Professional Services – ensure all City, State, Federal and
Professional requirements are met in a consistent process; and ensure all activities are properly scoped so that the
product meets the actual needs of the City. Past weakness here has created some of the issues we have been
addressing.
Consultant Management – ensure the product complies with the contract and meets the needs of the City. Poor
management during design created several instances of mismatched units at the Wastewater Treatment Plant, which
increased operating costs and wear, while contributing to early failure in the collection system; both directly contributed
to rate increases over the last few years.
Right-of-Way Permit – authorize work within the rights-of-way (sidewalk construction, driveway connections, drainage,
etc.).
Pavement Management – assess the condition of each street segment and determine which to treat and the most cost
effective treatment. This also provides the street value portion of the GASB 34 report.
Public Event Applications – review races, parades and other public events taking place on the City’s rights-of-way to
ensure public safety.
Block Party Requests – Coordinate requests to use streets for block parties to ensure public safety.
Asset Management – a collection of activities including: assessing the condition (i.e. grade) of each asset, determining
the life cycle, tracking work orders, tracking costs, programing maintenance and replacement, and such with the goal of
predicting costs and preventing failures. Public Works is implementing Cartegraph to record this.
GIS – a number of tasks such as creating a geospatial inventory of assets which can be used to model drainage or
wastewater flow, study traffic, support asset management and other such functions of the City.
Bridge Program – ensure structures are inspected in accordance with federal requirements and take action to repair
when necessary.
Sidewalks – ensure developments meet the City’s sidewalk requirements and ensure sidewalks meet federal ADA
requirements and retrofit existing sidewalks as necessary. Address safety issues as reported.
Pedestrian Crossing – ensure all pedestrian crossings meet all safety requirements, including warrants for traffic control.
Site Review – review the individual lots for compliance with drainage and street access; this is not normally done due to
staffing limits. Drainage deficiencies are investigated on a complaint basis and corrected when possible.
Geometric analysis – ensure the streets can be safely navigated by the anticipated traffic; determine how intersections
should be shaped to operate properly.
Parking – ensure street parking is designed/constructed safely and ADA requirements are met; manage Downtown
Parking District 1 and Downtown Parking District 2.
Capital Improvement Program (CIP) – develop and manage the CIP to comply with numerous regulations, meet the
City’s needs and schedule to optimize cost efficiency.
Surveys – staff collects basic survey information for the initial design or for staff work; elevations for flowlines is a typical
example. Detailed surveys are contracted due to skill and staffing limits.
Property acquisition – staff often negotiates for simple acquisitions, but large and/or complex acquisitions are
contracted.
Right-of-way/Easement Vacations – review easement/right-of-way vacations as requested and prepare related actions.
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Storm water Program
This program is federally mandated by Environmental Protection Agency (EPA) and further regulated by Nebraska
Department of Environmental Quality (NDEQ). This is an expanding collection federal mandates intended to control
water quality and discharge. The City established this program in 2005 at the direction of the NDEQ. The state provided
a grant of about $100,000 annually in the early years, but this has been reduced each year and is now about $30,000.
There is 1 FTE assigned to this program (Storm water Program Manager) and the work is occasionally supplemented by
other staff. The City has a June 2018 deadline for implementing new regulations focused on localized treatment and
detention rather than regional facilities and runoff; this has been pushed to January 2017 for some communities such as
Kearney. The extent this will increase work is currently indeterminate, but we anticipate handling it with existing staff.
Polluted storm water runoff is commonly transported through Municipal Separate Storm Sewer Systems (MS4s), from
which it is discharged untreated into local water bodies. To prevent harmful pollutants from being washed or dumped
into an MS4, operators must obtain an NPDES permit and develop a storm water management plan.
• Phase I, issued in 1990, requires medium and large cities or certain counties with populations of 100,000 or
more to obtain NPDES permit coverage for their storm water discharges.
• Phase II, issued in 1999, requires regulated small MS4s in urbanized areas (populations of 50,000 to 99,999), as
well as small MS4s outside the urbanized areas that are designated by the permitting authority, to obtain NPDES
permit coverage for their storm water discharges.
Since being issued a NER300010 MS4 permit in January of 2006 the City of Grand Island has been continually working
towards the goal of fully implementing the Storm Water Management Plan (SWMP). The plan was written with a large
focus on the education of the local community. Programs developed under the SWMP focus on meeting federal and
state regulatory requirements while creating reachable goals and outcomes in pollutant reduction. Currently the City of
Grand Island is working with other small MS4s across the State to develop a new MS4 permit similar to the 2006 permit,
but with increased focus on Post-Construction Water Quality designs and controls requiring new developments to treat
storm water before discharging it into the storm sewer collection system.
Requirements
• National Pollutant Discharge and Elimination System Permit from the NDEQ (valid for 5 years)
• Develop and Implement a Storm Water Management Plan (SWMP) which must be submitted within 180 days of
permit application and reviewed annually to maintain program effectiveness.
• Develop goals and evaluate effectiveness of the SWMP
• Submit Annual Reports to (NDEQ) with results illustrating program compliance with measurable assessments
and activities.
Current SWMP has 7 required Minimum Control Measures (MCMs)
1. Public Education & Outreach - educate the public on pollution prevention, inform them on changes to program,
2. Public Involvement/Participation - involve public in program changes and implementation.
3. Illicit Discharge Detection & Elimination
• Detect, Investigate, and Eliminate non-storm water discharges, including illegal dumping into the MS4
• Perform Dry Weather Screening of storm water outfalls biannually
• Perform Investigations into reports of illegal dumping and discharges, Initiate corrective measures
• Inspect permitted connections to the MS4
• Educate and Train citizens and city staff on illicit connections
4. Construction Site Storm Water Runoff Control
• Develop and Implement a program to ensure operators of “construction activities” are adequately
protecting storm water runoff
• Review/approve all storm water pollution prevention plans
• Perform inspections of all construction activities inside the MS4 boundary, initiate enforcement actions
if required
• Ensure minimum requirements are implemented for 6 areas of concern (Sediment and Erosion Controls,
Soil Stabilization, Dewatering, Pollution Prevention Measures, Prohibited Discharges, Surface Outlets)
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5. Post-Construction Storm Water Management
• Develop and Implement a program to ensure locally owned and operated storm water treatment
controls are developed on sites > 1 acre in size
• Review/approve all Post-construction Site Plans for performance standards
• Perform quarterly and annual inspections of all private and public treatment facilities inside the MS4
boundary
• Goal is to have more privately owned and maintained storm water treatment measures saving the City
in upkeep and maintenance costs
6. Pollution Prevention/Good Housekeeping
• Assess and Inventory municipal facilities and activities for storm water pollution risks and prevention
measures
• Inspect “high priority” facilities to ensure pollution prevention measures are adequate
• Coordinate with streets division to develop and implement a storm sewer inlet/pipe/catch basin
cleaning strategy
• Storm inlets are labeled with a visible pollution prevention message
• Train and educate city employees involved in pollution prevention
7. Wet Weather Monitoring
• Develop standard operating procedures for baseline wet-weather monitoring
• Continue to test for pollutants to assess BMPs for effectiveness
• Conduct water sampling at major outfalls during rain events > .75”
• Test water from major outfalls in a lab for 14 individual pollutants
• Alter BMPs based on findings and continually test for effectiveness
Proposed Future Permit will be reduced to 5 MCMs, should be in effect August 2017
1. Public Education, Outreach, Involvement, and Participation
2. Illicit Discharge Detection & Elimination
3. Construction Site Storm Water Runoff Control
4. Post-Construction Storm Water Management
5. Pollution Prevention/Good Housekeeping
Grant has decreased over time
$10,000.00$25,000.00$40,000.00$55,000.00$70,000.00$85,000.00$100,000.00$115,000.00
07 08 09 10 11 12 13 14 15 16
20% City Match
State Grant
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Page | 12
Metropolitan Planning Organization Division (MPO)
The Grand Island AREA Metropolitan Planning Organization (GIAMPO) was established in 2013 and is mandated by the
federal Department of Transportation (DOT). The Federal Highway Administration (FHWA) is the primary regulator, with
sister agencies Federal Railroad Administration (FRA), Federal Transit Administration (FTA), and Federal Aviation
Administration (FAA) contributing additional regulations. The MPO is 80% federally funded with 20% local match;
usually the 20% is divided among all of the transportation providers in the MPO area, but Grand Island City provides
100% of the match. MPOs are usually a separate agency similar to the EDC; this is likely to happen once the population
reaches 100,000 (the division between a small MPO and a full MPO). One FTE is dedicated to this function, and other
employees provide assistance.
GIAMPO has the smallest staff, but at a size that is adequate at this time. There are a number of differences in the
MPOs covering our array, one of which is that many cover more than one municipality. Manhattan, Kansas is the MPO
most similar to GIAMPO.
A Metropolitan Planning Organization (MPO) is a federally mandated and federally funded transportation policy-making
organization that is made up of representatives from local government and transportation providers. The United States
Congress passed the Federal-Aid Highway Act of 1962, which required the formation of an MPO for any urbanized area
(UZA) with a population greater than 50,000. The Grand Island Urbanized Area exceeded 50,000 persons in the 2010
Census with a population of 50,440. The land area for the Grand Island Urbanized Area is 28.1 square miles.
MPOs were created to ensure that existing and future expenditures of federal funds for transportation projects and
programs are based on a continuing, cooperative, and comprehensive (“3‑C”) planning process. Statewide and
metropolitan transportation planning processes are governed by federal law (23 U.S.C. §§ 134–135). Transparency
through public access to participation in the planning process and electronic publication of plans now is required by
federal law.
The MPO is a transportation policy-making and planning body for the metropolitan region. It carries out the multi-
modal transportation planning for the region. The MPO is responsible for regional transportation
planning/coordination.
The Grand Island Area Metropolitan Planning Organization (GIAMPO) was established by a designation agreement. The
Governor of Nebraska designated the GIAMPO as the official MPO for the Grand Island Urbanized Area; the formal
transportation planning body for the Grand Island metropolitan area. As of 2015, there are 408 MPOs in the United
States. GIAMPO is the first metropolitan planning organization designated by the State of Nebraska in over three (3)
decades.
City Population MPO FTE
Ames, IA 61792 1.5
Iowa City, IA 73415 4
Jefferson City, MO 43330 2.5
Lawrence, KS 90811 2.5
Rapid City, SD 72638 3.5
Manhattan, KS 55000 2.5
Sioux City, IA 82684 4
St. Joseph, MO 76967 2
Cheyenne, WY 62448 4.5
Grand Island, NE 50000 1
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The GIAMPO is responsible for transportation planning activities within a geographic area identified as the Metropolitan
Planning Area (MPA). The GIAMPO approved its current MPA in May 2014. The MPA encompasses the City of Grand
Island, the Village of Alda, portions of Hall County, a portion of west of Merrick County, and the anticipated urbanized
area in 2040.
Below is a map that shows the MPO growth boundary. The MPA is shown in the blue area. The Grand Island Urbanized
Area is shown in the yellow area.
There are four MPOs in Nebraska, including GIAMPO. The other MPOs are Council Bluffs Metropolitan Area Planning
Agency, Lincoln Metropolitan Planning Organization, and Siouxland Interstate Metropolitan Planning Organization.
Omaha - Council Bluffs Metropolitan Area Planning Agency
(MAPA)
• Bi-state MPO – Nebraska and Iowa
• Established in 1967
• Urbanized area is 725,008 people in 2010.
• Land Area is 271.2 square miles.
• Transportation staff includes 6 people.
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Lincoln Metropolitan Planning Organization
• Established in 1974
• Urbanized area is 258,719 people in 2010.
• Land area is 88.5 square miles.
• Transportation staff includes support from three city
departments.
Siouxland Interstate Metropolitan Planning Organization (SIMPO)
• Tri-state MPO – Nebraska, Iowa, and South Dakota
• Established in 1965
• Urbanized area is 106,494 people in 2010.
• Land Area is 54.4 square miles.
• Transportation staff includes 3 people.
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GIAMPO Organization
A MPO is required to have a decision-making “policy body”. The GIAMPO Policy Board is the regional legislative body
governing the MPO. This board is comprised of elected and appointed officials representing local, state, and federal
government and agencies. There are 9 voting members and 2 non-voting members. The City of Grand Island's Mayor
serves as the Chair. The Vice-Chair is elected from the voting membership of the Policy Board. The Policy Board sets
regional long-term transportation policy and approves work products.
The GIAMPO Technical Advisory Committee (TAC) is a staff-level committee of local, state, and federal government
agencies and organizations. There are 9 voting members and 11 non-voting members. The TAC provides technical
support and recommendations to the Policy Board. Subcommittees can be formed to provide technical support and
recommendations to the TAC. There is currently a Bicycle and Pedestrian Advisory sub-committee.
The City of Grand Island's City Engineer/Public Works Director serves as the MPO Director. The MPO staff is comprised
of the MPO Program Manager. The MPO Program Manager is responsible for providing information and technical
support to the Policy Board and Technical Advisory Committee, preparing required state and federal documents,
managing the planning process, and coordinate transportation studies and projects.
MPO Work Products
The primary MPO work products include the Unified Planning Work Program (UPWP), Long Range Transportation Plan
(LRTP), and Transportation Improvement Program (TIP).
The UPWP is a federally required document that describes how the federal planning funds allocated to the GIAMPO will
be used and what planning activities the MPO staff will undertake for the state fiscal year. The time horizon of this
document is one year, and it is updated annually. The GIAMPO completed its first UPWP in 2014.
The LRTP is a 25-year plan which provides a list of transportation projects to meet the future transportation needs in the
Grand Island metropolitan region. The time horizon of this document is at least 20 years, and it is updated every five
years. The GIAMPO completed its first LRTP in April 2016.
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The TIP is a short-range program that identifies transportation projects using federal transportation funds and/or
regionally significant to be implemented in the Grand Island urban area over a five year period. The time horizon of this
document is at least four years, and it is updated annually. The GIAMPO completed its first TIP in April 2016.
Other MPO Products include the following
• Public Participation Plan
• Annual MPO Self-Certification
• Annual Listing of Obligated Projects
• Performance measures tracking
• Travel Demand Model
• Corridor and other major studies
Funding
MPO work activities are funded by the federal government (Federal Highway Administration and Federal Transit
Administration) at 80 percent and the local government (City of Grand Island) – 20%. Below are the MPO total
expenditures for state fiscal years 2014 through 2016.
• State FY2014 – $115,775
• State FY2015 – $90,543
• State FY2016 – $306,823
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Transit Division
This division manages and oversees the activities and operations of transit for the City of Grand Island and Hall County.
This is a discretionary program, but has many federal mandates when transit is implemented. One of these regulations
prevented Hall County from continuing the program in the urbanized area (where the majority of usage exists) when the
City became an MSA. The programed moved to the City in 2013 and the City has been working to meet the federal
requirements. The MPO Program Manager supplemented by others has been handling this program. A fulltime
employee is now needed to meet federal requirements and ensure federal funding is not lost. The FTE will be fully
dedicated to administration and planning which is funded 80% federal and 20% local.
History
In 2012, the City of Grand Island became the designated recipient to receive FTA 5307 (Urban) transit. At that time, FTA
5311 (Rural) transit funds funded transit operations in the City of Grand Island, and Hall County received these funds
from the Nebraska Department of Roads.
In 2013, the City of Grand Island and Hall County entered into an interlocal agreement for Hall County Transportation to
continue to operate services within Grand Island using unexpended FTA 5311 (Rural) transit funds during a transitional
period.
In June 2016, the City began operating services through Senior Citizens Industries, Inc., the same contractor that had
provided services when the County operated this program.
FTA 5307 (Urban) Transit Funds
The Urbanized Area Formula Funding program (49 U.S.C. 5307) makes federal resources available to urbanized areas for
transit capital and operating assistance in urbanized areas and for transportation-related planning. An urbanized area is
an incorporated area with a population of 50,000 or more that is designated as such by the U.S. Department of
Commerce, Bureau of the Census.
Since 2013, the City of Grand Island has received an annual allocation of FTA 5307 (Urban) transit funds. From FY 2013
to FY 2016, the City has received $2,819,292.
The program available balance is $2,414,522. Two grants have been awarded, and they are the following:
• $304,770 is programmed towards Transit Operations from July 1, 2016 to June 30, 2017
• $100,000 is programmed towards the Transit Needs Study.
Federal Allocation
FY 2013 $695,823
FY 2014 $704,800
FY 2015 $703,126
FY 2016 $715,543
Total $2,819,292
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Eligible projects under FTA 5307 (Urban) transit funds include the following:
• Planning 80% federal
• Capital 80% federal
• Operating Assistance 50% federal
Work Activities
Transit Program activities include:
• Prepare and manage state and federal grant applications.
• Submit required federal reports such as quarterly Financial Status Reports and Milestone Progress Reports.
• Oversee transit related programs such as the Title VI Civil Rights Program Requirements.
• Ensure compliance with the FTA Annual Certifications and Assurances and the Triennial Review. FTA Annual
Certifications and Assurances means the City of Grand Island will comply with all federal laws, regulations, and
requirements, follow applicable federal guidance, and comply with the applicable Certifications and Assurances
for a grant application award. A Triennial Review is the process by which FTA meets its statutory obligation to
review and evaluate completely every three years the performance of a recipient of FTA 5307 (Urban) Transit
Funds. Grand Island is scheduled to have their Triennial Review in the summer of 2018.
• Manage the local transit operations contract with Senior Citizens Industries, Inc.
The MPO Program Manager with significant assistance from other employees has been filling this function with
significant support from other staff, but the limited time is making it difficult to meet federal requirements.
Transit Service Operator
Senior Citizens Industries, Inc. is contracted to provide transit service for the general public within the City of Grand
Island and Hall County. The total contract amount for State FY2016 is $638,430. The funding sources for this contract
are federal, state, and local funds. Services consists of Portal to portal demand response service (Dial-a-Ride) Monday
through Friday from 6:00 a.m. to 5:00 p.m. with a $2.00 boarding fee.
FTE Array Comparison
City or Agency FTE Provider FTE Comments
Ames, IA 157 City System partnership between Iowa State University, ISU
Student Government & Ames, IA
Iowa City, IA 50 City System
Manhattan, KS unknown 44 A nonprofit is the contracted service provider
Sioux City, IA unknown 12.3 City provides fixed route - para transit is
contracted
Rapid City, SD 29.75 City System
Jefferson City, MO 27.5 City System
Cheyenne, WY 17 City System
Lawrence, KS 3 91 similar to GI
St. Joseph, MO 1.5 53 similar to GI
Grand Island, NE 0 10.78
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Comparison to Other Small Urbanized Area Transit Programs
Transit Programs are managed differently among small urbanized area. Below is a comparison with Lawrence, KS, Cape
Girardeau, MO and Jefferson City, MO in relation urbanized area population, service area, governance, service type,
operations, vehicle ownership, vehicle maintenance, and staff.
Transit Needs Study
GIAMPO is conducting a Transit Needs Study in order to plan public transportation services in the future as a result of
moving from a designated rural to urban community.
Below is the schedule of activities for the Transit Needs Study.
• RFQ Submittals Deadline Nov. 17, 2016
• Notification of Selection Dec. 20, 2016
• Issue Notice to Proceed Feb. 15, 2017
• Regional Transit Needs Analysis Plan Adoption Nov. 2017
This plan will have preferred transit alternative, budget and implementation plan
Lawrence, KS Cape Girardeau, MO Jefferson City, MO
Urbanized Area
Population 88,053 people 52,900 people 58,533 people
Service Area City of Lawrence City of Cape Girardeau
Cape Girardeau County City of Jefferson City
Governance Lawrence City Commission Cape Girardeau County Transit
Authority (CGCTA) City Council
Service Type
Fixed Routes (6 am to 8 pm
Mon to Sat)
Night Line (8 pm to 6 am Mon
to Sat)
Deviated Fixed Routes (6 am to 6 pm
Mon to Fri
and 9 am to 5 pm Sat)
Demand Response Vehicles (24 hours
a day, 6 ½ days a week)
Fix Routes (6 am to 6 pm Mon to
Fri)
Handi-Wheels (6 a.m. to 5:30 p.m.
Mon to Fri)
Operations Service Contractor CGCTA City of Jefferson City
Vehicle
Ownership City of Lawrence CGCTA City of Jefferson City
Vehicle
Maintenance Service Contractor CGCTA City of Jefferson City
Staffing
City – 2 Full-time
Administration Positions
Service Contractor – 1 General
Manager, 75 Drivers and 4
Reservationists
CGCTA – 2 Full-time Administration
Positions, 50 Drivers, 6
Dispatchers, and 3 Maintenance
Workers
City – 2 Full-time Administration
Positions,
20 Drivers, 2 Dispatchers, and 3
Maintenance Workers
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Streets Division
The Street Division provides for the maintenance of safe and efficient driving conditions for the traveling public by
keeping over 900 lane miles of roadway in a good state of repair, maintaining traffic control devices, mowing and
drainage maintenance, as well as, performing snow and ice removal.
The Streets Division maintains facilities and buildings on two campuses:
• Streets Division Office and Main Yard – 1111 W. North Front
This property is leased from the Union Pacific Railroad. A twenty-year lease was approved by City Council in
December of 2003 for the amount of $75,822.00; if renewal is desired it should be negotiated in 2023 and
budgeted in FY 2024.
This facility has been slowly updated through the years with the most recent updates being motor grader room
ventilation installation, light fixture upgrade to LED, and installing a sink, cabinet, countertop in the breakroom.
• West Yard - 2124 Old Lincoln Hwy
This property is owned by the City of Grand Island and houses the salt storage dome, traffic signal shop, sign
shop, and several equipment storage buildings. Time, effort, and funds have been spent on keeping the facility
as functional and safe as possible over the last few years. These updates include a new five bay building
(unheated), installing gutters on an existing building where ice accumulation was a problem, roof repair,
separation of welding and wood working area, wash bay improvements, and “soft” remodel of a dedicated
traffic signal shop including access to City Network and phone service.
Staffing
Street Superintendent (1)
Foreman (2)
*Sr. Maintenance Worker (2)
*Sr. Operator (5)
*Operator (5)
*Maintenance Worker (5)
*Traffic Signal Tech (2)
**Accounting Tech (0.5)
TOTAL (23.5)
*AFSCME Union
**IBEW Union
28 28 28 28
25
23.5 23.5 23.5 23.5 23.5 23.5
21
22
23
24
25
26
27
28
29
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
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The most significant change in FY 2016-2017 budget was separating the Streets Division’s accounts from the General
Fund by creating a specific Gas Tax Fund. This transition will not impact the operation and maintenance budget
allocation but will better illustrate the use of funds that are restricted to the maintenance and construction of the City’s
roadway network.
Operating
The Streets Division Operating Budget is grouped into sections; General Operating, Snow and Ice Removal, Street
Maintenance, Drainage, Traffic Control, and Non-Capital Projects.
Operating expenses include funds for a range of items from street repair materials to contract services to water bills for
landscaped medians. Below are the three large line items in Streets Operating budget and the ten-year average costs.
• Resurfacing Project - $664,817
• Contracted Concrete Repair - $607,710
• Street Light Utilities - $328,640
Revenue - Revenue sources obligated for “Street” maintenance and/or construction.
• Highway Allocation (Gas Tax Fund, requires 25% local match)
• Motor Vehicle Fees (Gas Tax Fund)
• Motor Vehicle Property Tax & Local Sales Tax
• NDOR Urban Maintenance Agreement
• Road Incentive Payment
• Federal Fund Purchase Program, Bridge (New in FY 2015)
• Federal Fund Purchase Program, Surface Transportation Program (New in FY 2016)
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Personnel
Operating
Capital Outlay
Streets Division Actual Expenses by Fiscal Year
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761.64 866.19 921.72 750
770
790
810
830
850
870
890
910
930
950
Lane Miles
Lane miles are part of the calculation to apportion Highway Allocation Funds (gas tax) to municipalities:
• Total Population (50%)
• Total Motor Vehicle Registrations (30%)
• Miles of Traffic Lanes of Streets (20%)
Lane Miles are determined using the below guidelines.
• Only existing streets that are open to traffic qualify for lane mile credit.
• Alleys are not considered streets; therefore they are not to be included.
• Medians are not included in the width of a street; only travel ways.
• Paved shoulders should not be included in travel way width.
• Earth and gravel roads receive 2-lane credit regardless of width.
• Paved streets (asphalt, concrete and brick) receive credit using the following:
10’-20’ wide = 1 lane 40’-49’ wide = 4 lanes 70’-79’ wide = 7 lanes
20’-29’ wide = 2 lanes 50’-59’ wide = 5 lanes 80’-89’ wide = 8 lanes
30’-39’ wide = 3 lanes 60’-69’ wide = 6 lanes 90’-99’ wide = 9 lanes
Equipment
Functioning production equipment is critical for successful performance of Streets’ activities. With an
estimated value of $7million this is a major investment, and a significant annual commitment of funds.
Large Equipment – Estimated Value: $6M
• Backhoe (1)
• Skid Steer (2)
• Front End Loader (3)
• Tractor, Large (2)
• Tractor, Small (1)
• Motor Grader (4)
• Street Sweeper (4)
• Dump Truck 10 YD (8)
• Dump Truck 5 YD (3, 2 in winter)
• Salt Truck (3, 4 in winter)
• Pickup ½ Ton (8)
• Pickup ¾ Ton (2)
• Pickup 1 Ton + (2)
• Aerial Lift Truck, Insulated (1)
• Aerial Lift Truck, Non-Insulated (1)
• Platform Lift Truck (1)
• Sewer Flush/Vac Truck (1)
• Milling Machine (1)
• Grade All (1)
*Includes Capital Ave. widening
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Ancillary Equipment – Estimated Value: $1M
• Weed Spraying Tank and Spray Bar (2)
• Asphalt Zipper (1)
• Snow Heaver (2)
• Vee Plow (2)
• Broom
• Rock Saw
• Drop Hammer
• Concrete Saws
• Mower Deck (skid steer)
• Mower Deck (tractor, 4)
• Routers
• Paint Machine (2)
• Groover/Grinder
• Crack Sealing Kettle
• Mastic Kettle (en route)
• Air Compressor (3)
• Sand Blaster
• Trailers
• Sign Making Equipment
• Forklift
• Paint Shaker
• Thermoplastic Applicators and Pre-Melters (2)
• Vactor Nozzles and Camera
• Utility Locator
• Conflict Monitor Tester
Programs
Non-Seasonal Functions
Activities based on Season
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PAVEMENT MAINTENANCE AND REPAIR
The City is responsible for safety of motorists and can be held liable if damage or collisions occur due to poor
maintenance. Financially, we are required to maintain infrastructure assets at (or above) the condition level established
and disclosed by the governing body (GASB 34). To meet the GASB 34 requirements the City has the pavement
condition assessed on a three-year cycle.
The Streets Division is also responsible for surface maintenance of several State Highways within the City Limits through
an annual maintenance agreement with the Nebraska Department of Roads.
Concrete Pavement Repair
Average 9,344 SY
One crew within Streets division does the majority of the large/complicated repairs averaging over 9,000 SY/year.
Complicated repairs include intersection reconstruction, storm drain repairs, and bridge deck repairs.
Annual contract to complete concrete panel replacement, curb and gutter repairs, and storm sewer repairs.
Improvements/Changes:
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• 2012, Streets began doing larger projects versus just panel replacement with a goal of completing one major
project a year. Since that time we have completed the following larger projects:
• Eddy St Underpass Pavement Patching
• Sycamore Underpass Pavement Patching, walkway repair, and led lighting
• 13th St westbound – Webb to 281
• Anna St Intersection Improvement – Locust to Elm
• Walnut St – Division to Charles
• Faidley Ave eastbound – Webb to Custer
• 2013, Upgrade skid steer to larger unit with high flow hydraulics and tracks.
• 2013, Rock Saw attachment procured and allows pavement to be removed more quickly.
• 2013, Upgrade to crew cab pick-up to fit the 5-person concrete crew making it more efficient to move the crew
around instead of multiple vehicles.
Asphalt Pavement Patching
Average 2,475 tons/year
Asphalt Patching is completed by one crew within the Streets Division that averages 2,475 tons/year and had its most
productive year in 2016 placing over 4,000 tons. This function is only performed when hot-mix asphalt is available from
a local asphalt plant. This is considered a hot weather function and the majority of the work is completed in the
summer.
Improvements/Changes:
• 2013, Purchase of Asphalt Zipper; Faster milling times and saves on wear/tear of large milling machine.
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Crack/Joint Sealing & Mastic
Average 36,673 lbs. /year
25,000-35,000 lbs/year used on new concrete patches to seal joints and cracks on roadways to reduce the intrusion of
water. This activity is not practical when the surface is covered with moister.
Mastic application is a material to crack sealant but includes fine aggregate. Mastic can be used to patch potholes,
“bridge” thermal cracks in asphalt pavements, and fill pop-outs and large cracks in concrete pavement.
The Streets Division begin using mastic in 2015, and has since placed over 45,000 LBS. This material has shown potential
to be a more permanent fix for potholes compared to UPM (cold asphalt mix) and is best placed in the cool/cold
weather.
Improvements/Changes
• 2017, New mastic kettle ordered and delivered in December 2016. A kettle was rented prior to this purchase
and cost around $8,000 for two months rental.
Pothole Patching
Average 24 tons/year
Potholes filled throughout the year; potholes typically become more prevalent in the winter due to the freeze thaw
cycle. A cold patch product is placed in the holes and compacted to aid in service life.
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Resurfacing
Annual asphalt resurfacing and surface treatment project performed in partnership with the Engineering Division.
Right-of-Way Maintenance
Grading
Average 816 miles/year
Gravel streets are graded seasonally in the fall/winter and as needed or by request the rest of the year. Gravel alleys are
graded by request. Depending on the weather conditions throughout the year, gravel is hauled and placed on the gravel
streets to maintain the structure.
Street Sweeping – EPA Stormwater Pollution Prevention Best Practice (until becomes mandated due to Stormwater
Quality requirements)
Average 3592 miles/year
City-wide street sweeping is performed in the spring and fall with four sweepers. During the summer months sweeping
is accomplished with one sweeper/operator. Last year the sweepers covered approximately 2,500 miles and brought in
3,500 CY of material. The downtown area may be swept more often depending on special events held in the area. The
Streets Division sweeps the downtown area prior to events such as the Harvest of Harmony Parade, Downtown
Christmas (weather permitting), and car shows.
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This function can be considered part of the drainage program. Debris left on the roadways will eventually enter the
storm sewer and may slow or block drainage of the streets. Sweeping is our front-line preventive measure for
maintaining the City’s storm sewer infrastructure.
Mowing– Best Practice, City Code
Average 2747 miles/year
Mowing right-of-way is completed in the summer months with three mower/operator units used full time. Ditches and
detention cells are mowed throughout the year typically in the late fall or winter.
Weed Spraying– Best Practice, Noxious Weed Control Act
Paved islands and medians are sprayed annually to eliminate weeds. Larger areas such as detention cells and right-of-
way is on-going.
Spraying was contracted after the Hall County Weed Authority discontinued spraying for the City, but this was
unsuccessful. Streets is implementing a spraying program with staff.
Improvements/Changes include:
• 2016, Four Streets employees received pesticide applicators license.
Adopt-A-Road– Best Practice
Program is done in partnership with Clean Community Systems of Grand Island.
The Adopt-A-Road Program is an anti-litter program intended to build community pride and assist in welcoming visitors
to our City. Adopting a road is a partnership between citizens and the City by agreeing to keep it free of litter. This
program offers individuals and groups a way to make a very positive impact on the appearance of their community
without a large time commitment. Participants are asked for a twice-a-year clean-up of their adopted roadway.
Groups/Organizations are recognized with an official Adopt-A-Road Sign with a name plaque at each end of the adopted
roadway section which is seen by all motorists/pedestrians that travel the adopted section of roadway. The Streets
Division customizes and installs the adopt-a-road signs and retrieves the full bags once a section of roadway has been
completed.
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Curb Milling – Best Practice
Average 2734 feet/year
The Streets Division uses it large milling machine to grind the curb for the approach when new driveway are constructed
or existing driveways are widened.
Sidewalk & Driveway Inspections – City Code, Best Practice
A permit is required to construct or repair driveways and sidewalks. The permittee is required to contact the Streets
Division for an inspection prior to placing any materials. The inspector verifies that the City Standards have been
followed.
Snow and Ice Control – Best practice, City Policy
Average 1,092 hours/year
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Average 927 cubic years/year
Average 788 tons/year of salt
The Snow Plan is updated each year. Snow emergency routes are plowed after two inches of accumulation and
residential streets are plowed after three inches of accumulation. The Streets Division works 24-hours a day until streets
are cleared. This is accomplished by working two 12-hour shifts and gaining equipment operators from Utilities and
Wastewater.
Four salt trucks place salt along each of 4 routes. Salt is placed at varying rates based on pavement temperature,
ambient temperature, time of day, and the weather forecast; if temperatures drop below 10 degrees F the salt is
pretreated with liquid calcium chloride. The time to complete this has increased as the City has grown, and we
anticipate dividing the City into 5 routes and adding a 5th truck in the next 5 years.
We are continuing to research the numerous liquid anti-icing and ice fighting options to determine which are most
advantageous. The biggest hurdles to changes are the initial investment and limited staffing.
Improvements/Changes include:
• 2012 – 1st Annual Winter Operations meeting
• 2012 or 2013 – Snow emergency status page added to City website. Facebook/twitter used to inform public of
snow emergency status and progress.
• 2013, Vee Plows purchased for loaders
• 2013, undercoating added to salt trucks to prevent further rusting
• 2013 & 2014, new salt spreader box for salt truck (re-used chassis)
• 2014, windrowing downtown streets while plowing emergency routes
• 2015, additional operator added to the night crew
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• 2015-2016, Ice slicer integrated into salting application
• 2016, undercoating added to all dump trucks to prevent rusting
• 2016, change from straight plows to reversible plows for all truck plows
Traffic Control – Federal Highway Administration requirements and Institute of Traffic Engineers best practice
standards.
Traffic Signals
Average 3,138 hours maintenance
78 signalized intersections (79 with the addition of the Stolley Park/Adams signal)
41 school/pedestrian signals and flashing yellow signals
3 Coordinated Corridors
41 School/Pedestrian/Bike Trail Crossings & Advance Flashing
Routine maintenance and repairs are performed by the Streets Division. Annual preventive maintenance includes
cabinet cleaning and replacement, detection camera cleaning, pole/mast arm crack and welds inspections, conflict
monitor testing, and LED lamp replacement.
Streets staff include two certified traffic signal technicians. FHWA, ITE staffing level recommendation is 30-40 signals
per technician for agencies that operate a minimum of 150 signals.
The utility bill for the traffic signals is part of the Streets Division operating budget. In 2016, approximately
$19,700 was spent on power for the City’s traffic signals.
Improvements/Changes
• 2012, Relocated all traffic signal inventory, tools, etc. to a central “signal shop” located at the West Yard
• 2013-2014, Internet access added to the signal shop
• 2014, Addition of quiet zone to the downtown area. The signal technicians were tasked with monthly
inspections of the wayside horns as well as any repairs or maintenance that is required.
• 2015-2016, Traffic Signal timing software upgrade to Tactics and database backup on City Hall servers
• 2015, Began use of Cartegraph for managing traffic signal assets and tracking work history.
• 2015, Began bench testing new cabinets before installation.
• On-Going, software and hardware upgrades to replace outdated or obsolete technologies
• 2016, New bucket truck insulated for safety while working with electricity, a two-man bucket, and material
handling job.
Street Lighting
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The City of Grand Island Utilities maintains the majority of the street lights within the City Limits. There is a section of
the Hwy 281 corridor in which the street lights are maintained by Southern Power District. The street lighting utility bill
is part of the Streets Division operating budget. In 2016, approximately $340,000 was spent on power for the City’s
street lights.
Signs/Barricades/Delineators
Average 3,884 signs/year
Approximately 8,400 signs are maintained by the Streets Division. Signs are replaced when knocked down or
significantly damaged. The Manual on Uniform Traffic Control (MUTCD) is the guideline by which signs are placed and
maintained. A blanket sign replacement method is used to bring the City’s traffic control signs into compliance with the
MUTCD; with the highest priority on regulatory and warning signs. Under the current program signs are assumed to
meet minimum reflectivity standards for ten years. When blanket replacement is performed on a section of roadway it
is also used as an opportunity to review sign relevance and clean up areas with excessive signage.
The Streets Division is equipped to produce traffic signs. This equipment is used to make specialty signs for work zone
traffic control and re-use/re-cover large overhead signs. A number of overhead signs are re-covered each winter to
meet new MUTCD reflectivity requirements and improve visibility.
Barricades and delineators are also maintained and repaired. In the past year, Streets checked and repaired all broken
barricades within the City.
Improvements/Changes include:
• 2011-2012, Blanket sign replacement initiated to meet new 2009 MUTCD reflectivity requirements
• 2013, Sign producing software/ hardware upgrade to include updated MUTCD requirements
• 2014, One-way system signing re-worked to meet new MUTCD requirements.
• 2014, Initiated adding block numbers when re-covering overhead signs
Tree Trimming and Removal
ROW tree trimming is performed on an as-needed basis this is determined if the trees are causing visibility problems
with traffic control signs or motorists.
Some tree removal is done in the ROW most of this is done around box culverts and in drainage ditches. In that regard,
this could be considered part of the drainage maintenance program. There are trees that were purposely planted or
scrub trees that are within the ROW that is maintained by Streets and if these trees need removed that falls under
Streets responsibility.
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Temporary Traffic Control (Work Zones)
Streets sets up and maintains all temporary traffic control for their work zones. In the last three years the majority of
the staff has become Certified Traffic Control Technicians and six have achieved Certified Traffic Control Supervisors.
Temporary traffic control is regulated by the MUTCD and plays a significant role in the day to day operations of the
Division. Traffic control has become a high priority to maintain safe conditions for the traveling public as well as the
workers within a work zone.
Streets supplies traffic control for special events such as the Harvest of Harmony Parade, Race for Grace, and the State
Fair Marathon.
After hours Streets checks other work zones and rectifies deficiencies.
Improvements/Changes include:
• 2011, City Ordinance No. 9289 to include temporary traffic control of unattended workzones be checked both
day and night. Streets added this to the work schedule to ensure requirements were meet at night, weekends,
and holidays.
• 2012 – Purchase crash attenuator to improve safety and meet requirements while working on high speed
roadways (over 45 mph).
• 2016 - All Streets field staff are American Traffic Safety Services Association (ATSSA) trained on traffic control
and we currently have five (5) ATSSA certified traffic control supervisors.
Pavement Markings
Pavement markings consist of a variety of materials including: paint, cold plastic, and thermoplastic. Historically Streets
employees striped all roadways each year (including arrows and lane lines) but in 2014 most this function was
contracted. Two benefits of using contractor services are working at night to reduce traffic disruption and the ability to
reassign staff to other programs; in this case, storm sewer cleaning.
Streets still places pavement markings for concrete/asphalt patches, downtown parking stalls, raised islands, curbs,
school crosswalks, and parking changes/restrictions.
A groover/grinder was purchased to allow the Streets Division to place permanent pavement markings where
appropriate such as high traffic intersections. Thermoplastic pavement markings are placed on newly overlaid streets in
high traffic areas.
Improvements/Changes include:
• 2014, Eliminated unnecessary pavement marking (arrows) at signalized intersections for an estimated savings of
over $16,000 per year.
Drainage - EPA Stormwater Pollution Prevention Best Practice (will soon be mandated with the new Stormwater Quality
regulations)
Storm Sewer Cleaning
Average 3,273 hours/year cleaning
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Average 6,413 feet/year flushing pipes
The Streets Division previously cleaned catch basins twice per year but did not have the equipment to clean the pipes.
With the procurement of a new combination vacuum/flusher truck, a crew of two started begin the process of cleaning
the storm sewer pipes as of 2014. Storm sewer and catch basin failures (breaks) are repaired by the concrete crew on
an as-needed basis.
Catch Basin Cleaning
Average 2,572 hours/year
Catch basin cleaning takes place in the spring and fall each year with the goal of cleaning half the City each time and
focusing on the areas with large number of trees; this program was suspended for a short time when the storm pipe
cleaning was added until a viable routine could be developed.
Outfall Ditches/Roadway Ditches/Detention Cells
Ditches and detention cells are mowed seasonally after the right-of-way is completed. Detention cell low-flow liners are
cleaned on an annual basis in the winter. Streets installs concrete low-flow liners when time and weather allows.
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Locates – Nebraska State Law Required, statute 76-2301:2331
Average 464 locates/year
Locates are preformed to protect City infrastructure that is buried underground. Typically performed by the Traffic
Signal Crew, both storm sewer and traffic signal assets are marked. Once the locate tickets are received there is a forty-
eight hour time limit for completion. The quantity of locates varies widely depending on the time of year; during
construction season, there are days when this takes 100% of a crew.
Improvements/Changes include:
• 2014, Began receiving electronic tickets (email) instead of faxed copies. Traffic Signals and Storm Sewer added
to the list of City of Grand Island utilities on each ticket. Now responding to every locate request via e-mail or
physical locating.
Bridge Maintenance – FHWA requirements
Bridge Inspections
The City of Grand Island owns and maintains 25 bridges. A biennial inspection by a certified bridge inspector is required.
Structurally deficient bridges have additional inspection requirements; with the replacement of the Blaine St Bridge, the
City currently has no recorded structurally deficient bridges. Maintenance work is generated from inspections.
Deck Repairs
Deck and joint repairs are completed as needed. These repairs are part of the pavement repair program.
Guardrail Repair and Delineation
Guardrail is a key safety feature for bridges when properly installed and maintained. If installation or repair is done
incorrectly, guardrail can become a hazard. Since repairs are key to proper function, a specialty contractor is hired to
complete most repairs. The number of guardrail repairs varies from year to year but is typically low. Therefore, the
investment in equipment, training, and inventory of parts is not cost effective.
Guardrail is a fixed object within the clear zone and has specific delineation standards. The bridge delineators assist
motorists with identifying bridge rail in low visibility and make a safer roadway. Prior to 2015, very few if any of our
bridge guardrail were delineated properly. Since that time, Streets has been rectifying a few bridges each year and will
continue until they are complete.
Improvements/Changes include:
• 2015 – Rail delineation completed on all S. Locust bridges, south of Hwy 34.
• 2016 – New W-Beam rail installed on Stuhr and Stolley Bridge
• 2016 – Rail delineation completed on Stuhr/Stolley Bridge, Blaine St Bridge over diversion, and all Shady Bend
Bridges.
Specials – Community Tradition
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0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
Population (10,000)
FTE per 10,000 Population
Flags and Banners
Streets Division staff puts up and takes down American Flags in the down town area for Memorial Day, 4th of July, and
Veterans Day.
Seasonal Banners placed and taken down as follows:
• Welcome/State Fair Banners – South Locust
• Harvest of Harmony Banners - Downtown
• Holiday Banners – South Locust St
Special Event Traffic Control
Streets Division assists with traffic control plans and installing traffic control devices for block parties and community
events including:
• Race for Grace
• State Fair
• State Fair Marathon
• Harvest of Harmony Parade
Array - FET per 10,000 population.
Budget, staffing level, division of responsibilities vary between communities. Some of the differences include:
• Higher cost items such as street light utilities, traffic signal utilities, annual resurfacing project, and equipment
replacement were tracked in separate funds, rather than in Streets Division operating budget.
• All but one Array Community had a separate Traffic Division that was responsible for traffic signals, pavement
markings, signs, and special event traffic control.
• Six of the communities had a Storm Water Utility Fee for storm water drainage maintenance, drainage
improvements and/or NPDES permit compliance. In Grand Island this expense is divided between Streets
Division and the Engineering Division. Note that drainage related complaints are common.
• City ROW trees were maintained by an Urban Forestry Division or as part of the Parks Division in six of the Array
Communities. Grand Island performs little routine tree maintenance other than to address trees blocking traffic
control signs or effecting driver visibility.
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Fleet Services Division
Fleet Services is an established Internal Service providing equipment and vehicle services to 450 plus units owned by
various City Departments. The primary purpose is to repair production equipment that is needed to perform services
and functions within each department, provide equipment repairs during emergencies (24/7), and repair security
sensitive equipment (such as police vehicles); the Fleet Services Division has also been cost competitive.
Warranty repair on “LADDER 1”
The Division is responsible for purchasing parts and supplies to make repairs as well as purchasing and dispensing fuel
for the City’s fleet. Additionally, the Division operates a preventative maintenance program which provides routine oil
changes, warranty checks, and other manufacturer recommended preventive maintenance tasks based on equipment
use.
The Fleet Services Division maintains and is located at the shop garage: 1111 W. North Front Street.
The 6,000 square foot shop houses seven bays; two bays are equipped with hoists to accommodate cars. One bay has a
hoist for pickups. Another bay has a large hoist that will accommodate pickups, ambulances, and a few trucks. There is
also a truck service pit. These areas are utilized for the service and repair of various sizes of vehicles and equipment.
There is a welding and fabrication area that has a drive in bay.
Shop Garage Floor Plan
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Fleet Services has been updating the shop garage and equipment to meet safety requirements, technology advances,
and promote a positive work environment. The following are completed and planned facility updates:
• LED Lights, 2013 - Shop overhead lights replaced with LED light fixtures.
• Welding Area Vent Hood, FY 2013 - Install welding area vent hood to reduce the amount of welding exhaust
fumes from entering the main shop area.
• Tire Machine, FY 2013 - New machine to find leaks and repair tires; capable of handling larger tires than
previous machine.
• Fuel Dispenser Replacement, FY 2014 - Replace all four dispensers located at Fleet Services.
• New Server, FY 2014 and CFA (Fleet Management Software) Upgrade, FY 2015 - The CFA version being used by
Fleet Services was obsolete and therefore upgraded. Prior to the software upgrade, Fleet Services needed to
replace its database server. Wastewater also required a server upgrade at that time so Fleet was able to split
the costs and share a server with the treatment plant.
• Scan Tool, FY 2016 -The upgraded scan tool gives Fleet Services the ability to diagnose and clear more electronic
codes. This tool also has the ability to work with larger trucks which the old tool lacked.
• Ceiling Dry Wall, FY 2017 - New drywall over existing ceiling drywall.
• Fuel System Software Upgrade, Planned 2017 - Fueling system software is obsolete and is planned for an
upgrade to avoid a major shut down of the entire fueling system.
• Painting, Planned 2017 – Painting the new ceiling drywall is underway as winter work for staff (contractor
quotes were too high. After the ceiling is completed, the walls will be painted when time allows.
Staffing
Foreman (1)
Mechanic (3)*
Accounting Tech (0.5)**
TOTAL (4.5)
*AFSCME Union
**IBEW Union
The Repair Shop Mechanics are ASE certified; including ASE Master Automotive Technician and ASE Master
Medium/Heavy Truck Technician certifications. Repairing equipment during emergencies is a core function, and staff are
on-call in the winter for snow and ice events.
Fleet Services Approved Staffing Level FTE FISCAL YEAR
6.75 6.75 6.75 6.75
6
4.5 4.5 4.5 4.5 4.5 4.5
0
1
2
3
4
5
6
7
8
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Grand Island Study Session - 2/7/2017 Page 119 / 128
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$0.00
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
$140,000.00
$160,000.00
$180,000.00
End of Month
Cash Balance
October 2015-October 2016
Funds
Fleet Services is an Internal Service Fund that strives to be financially self-sustaining by billing for parts, labor, and fuel to
the departments which it serves. The graph below depicts revenue, operating expenses, and larger capital expenses.
Ideally revenue will exceed expenses but there are two reasons it may not:
1. more funds were expended than recouped (an actual loss); and
2. high cost repairs/sales during the last 2 months of the year which will not be recouped until the next fiscal year
(an accounting loss).
Since Fleet Services invoices for parts and labor on a monthly basis there is can be a large amount of expenses going out
before the revenue is received. For example, fuel is a large purchase item for Fleet Services averaging $9,000 per
delivery. A late September 2016 purchase of fuel increases the fiscal year expenses substantially but the revenue will
not be collected until the fuel is sold and bills are paid which can take two months.
The End of Month Case Balance graph depicts how a good month or two of sales can bring down the cash balance
quickly and then recover. Note the large drop in cash balance from November 2016 to December 2016, caused by a
onetime worker compensation expense charged in December. In prior years this was divided into equal monthly
payments so the cash balance impact would be smaller.
$0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
$1,600,000.00
Revenue
Personnel &
Operating Expenses
Capital Expense
Fiscal Year
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$0.00
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
Monthly Billings
October 2015-October 2016
Labor rates and parts mark-up rates are evaluated each fiscal year and fuel prices are evaluated after every purchase.
Goals include:
• Mechanic billable hour efficiency at or above 80%.
• Parts mark-up rate at or below private shops.
• Fuel mark-up per gallon to be at or below commercial pump prices.
• Net profit of 1% of operating budget (not including capital outlay).
The cash balance is used for capital outlay, large building improvements, large equipment purchases, and fuel system
upgrades.
Changes/Improvements
• FY 2013, Base Fee was eliminated. Labor rates, parts mark-up rates, and fuel rates were adjusted.
• FY 2016, Surplus equipment disposal service made available for other divisions.
Programs
Fuel
Fleet Services manages a fueling island equipped with three underground storage tanks and eight pumping stations. City
departments, including the Police Department, Streets Division, Fire Department, and Utilities Department use this
facility on a 24-hour basis to fuel vehicles and equipment. The electronic fueling system requires users to enter the
vehicle number and meter reading before fuel will be dispensed. This information is used to schedule preventive
maintenance work and produce a monthly fuel bill for each Department. In 2016, Fleet Services’ average monthly fuel
purchase was 9,000 gallons of ethanol and 6,400 gallons of diesel.
Preventive Maintenance
Fleet Services sends out a weekly notification of equipment due for service. Preventive maintenance services range
from oil changes to warranty work that is only required at specific manufacturer’s recommended intervals.
Large Repairs
A good preventive maintenance program deters large repairs. The decision to make large repairs with staff or contract it
depends on the type of repair needed and the current work load within the shop.
Parts Inventory
Commonly needed parts are kept on-hand for faster turnaround times. The inventory of parts is managed closely to
reduce the amount of “cash” on the shelves. Inventory is done regularly to keep up with demand and a complete parts
inventory and value is submitted as part of the City’s fiscal year audit. At the end of FY 2016, Fleet had a parts inventory
value of $110,700.
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Towing
Fleet Services provides a towing service for all City Departments. The service is frequently used to assist the Police
Department with parked/stalled vehicles or vehicles moved to the Law Enforcement Center as evidence. The wrecker is
also commonly used to move city-owned equipment due to breakdowns or accidents. Wrecker towing is billed at a flat
rate per trip.
FTE
Note that quantity of equipment was not available for many cities. The number is based on that listed in the budget and
may not reflect equipment utilized.
Budget, staffing level, division of responsibilities vary between communities. Differences include:
• Some Cities had full time staff responsible for managing an equipment fund and procuring new equipment.
• A few communities had Municipal Airports with equipment serviced at their central garage.
• Sioux City, IA noted services were provided for the City, Airport, County, State, Federal Agencies, Schools,
Regional Transit, and Surrounding Communities.
0
100
200
300
400
500
600
700
800
Iowa City, IA Grand Island, NE Ames, IA Manhattan, KS Cheyenne, WY
Number of Units
Units per FTE
0
1
2
3
4
5
6
7
8
9
Population (10,000)
FTE per 10,000 Population
FTE based on Population
FTE based on Number of Units Maintained
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Solid Waste Division
The transfer station and landfill are licensed through the Nebraska Department of Environmental Quality
(NDEQ) as solid waste facilities. This means that liquid materials will not be accepted. This would eliminate all paint, gas, oil, and liquid chemicals from being placed in the loads.
In addition, the State and Federal government has mandated bans on other materials such as tires and white
goods (refrigerators, stoves, washers, dryers, hot water heaters, dehumidifiers) and tires. The transfer station
and landfill will remove these items and recycle them for the customer for a fee or the customer may recycle
them at a location of their choice. PCB containing materials and lead acid batteries cannot be accepted.
Common materials accepted by the Solid Waste facilities are:
• General household garbage
• Furniture
• Construction and demolition materials
• Shingles
• Cardboard
• Plastic
• Clothing
• Toys
• Lumber
• Insulation materials
• Pallets
• Railroad ties
• Carpet
• Metals
Transfer Station
Located at 5050 Old Potash Highway, Grand Island, Nebraska 68801
Hours of Operation:
Mon-Fri 7a.m.-4p.m.
Sat 7a.m.-noon
Most of the general public utilizes the Transfer Station site, which is located just 3 miles west of Grand Island,
at the corner of Monitor Road and Potash Highway. The Transfer Station is the proper site for manual
unloading of materials, and is also the location for the Yard Waste Site.
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Yard Waste Site
Grass, leaves, and tree branches are accepted at the Yard Waste Site at no charge to residents.
The Yard Waste Site is located on Monitor Road, which borders the Transfer Station property to the East.
Hours of Operation:
Mon-Fri 10:00 a.m.-6:00 p.m.
Sat 8:00 a.m.-4:00 p.m.
Yard waste to be disposed of, must be clean of waste and debris. Residential customers who bring in grass, leaves, and tree branches are responsible for ensuring that their load is secured so as to prevent littering
along the roadways, for dumping out plastic bags, discarding bags into a dumpster, and unloading their own
vehicle. Free disposal of yard waste is only for homeowners and renters, not contractors for hire.
The finished compost is sold for $5.00 per cubic yard and wood chips can be purchased for $1.50 per cubic
yard to help defer costs.
Landfill
Located at 19550 West Husker Hwy, Shelton, Nebraska 68876
Hours of Operation:
Mon - Fri 7:30a.m. - 4:00p.m.
Sat - 7:30a.m. - Noon
The landfill is the disposal site that actually buries waste materials. It is located approximately 18 miles west of
Grand Island near the Hall/Buffalo County line.
This facility is open to the public, however loads that enter this site must be unloaded hydraulically. No
manually unloaded vehicles are allowed at this site.
Clean Community System Partnership
The City of Grand Island has contracted with the Clean Community System (CCS) for over 30 years to
coordinate recycling efforts, household hazardous waste collection facility, educational outreach programs,
neighborhood clean-up events and many other activities to beautify the City of Grand Island.
This year, CCS staff again worked with the City and other organizations to ensure that the City of Grand Island
and surrounding areas work together to promote a cleaner environment for us and for future generations.
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Wastewater Division
Wastewater Treatment Facility
The Wastewater Treatment Facility (WWTF) operates under the terms and conditions of its NPDES (National Pollutant
Discharge Elimination System) Permit. The NPDES Permit is negotiated with the Nebraska Department of Environmental
Quality (NDEQ) and approved by the Environmental Protection Agency (EPA). Most of the functions performed by the
Wastewater Division are driven by the terms and conditions of our NPDES Permit.
The limits in an NPDES Permit are driven in large part by the body of water discharged to. The limits become more
lenient as the size of the receiving body of water increases. The Grand Island WWTF NPDES Permit contains some of the
most stringent limits in the State of Nebraska, because the receiving bodies of water, the Wood River and the Platt River
are perennial (occasionally dry). More stringent limits translate to higher capital costs, higher O & M costs and
potentially higher staffing levels; and usually higher rates. Omaha and Lincoln have more lenient ammonia limits
because they discharge to larger bodies of water.
The replacement costs of Wastewater assets is:
• WWTF: 13.1 MGD x $12/gallon = $157,200,000
• Collection System: 225 mile x 5,280 ft/mile x $150/ft = $178,200,000
• 4,300 manholes x $10,000/manhole = $43,000,000
• 14 lift stations x $500,000 = $7,000,000
Total Estimated Replacement Cost (i.e. value): $385,400,000
The WWTF has an NPDES Permit rated capacity of 13.1 MGD (Million Gallons per day); a population equivalent of
131,000. We are currently treating a population equivalent of 77,000 +/- people because of the City’s high industrial
discharge.
The WWTF was designed to meet secondary limits – 90% removal of Influent TSS and BOD5; but typically meets tertiary
limits – 95% removal of the Influent TSS and BOD5 though the facility has no Tertiary Filter. As an example, the following
pollutant removal took place during FY 2016 (October 1, 2015 – September 30, 2016).
• BOD5 – 97.5%
• TSS – 93.5%
• Ammonia as N – 99.6%
The current WWTF NPDES Permit contains limits for chlorides and conductivity that are effective January 1, 2021. We
should be able to meet the chloride and conductivity limits provided our industrial dischargers meet the chloride and
conductivity limits in their respective NPDES Permits; but there is little margin for overages. Sampling indicates water
softening is a significant source of chlorides. We are investigating the possibility of offering rebates to customers that
exchange old salt inefficient water softeners for new salt efficient water softeners.
Sanitary Sewer Collection System
The Sanitary Sewer Collection System consists of 225 miles of sanitary sewer lines, 4,300 Sanitary Sewer Manholes and
14 Lift Stations. A small percentage of the sanitary sewer pipe is over 100 years old; the design life for vitrified clay
sanitary sewers is 50 years. $250,000 to $350,000 is budgeted each year for collection system rehabilitation.
The EPA has an informal metric for Sanitary Sewer Collection System Operations and Maintenance – 4 SSOs (Sanitary
Sewer Overflows) per 100 miles of sanitary sewer collection system. The City is well below this, rarely experiencing
SSO’s.
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The EPA developed the CMOM (Capacity Management Operations and Maintenance) program mandating a proactive
approach to Sanitary Sewer Collection System Operation and Maintenance. We are complying with most CMOM
requirements. The exception is a FOG (Fats, Oils and Grease) program, which is in development and should be
implemented this year.
Personnel
The Grand Island Wastewater Division has 27 approved positions, 7 of which anticipate retiring in the next 5 years.
Staffing levels compare favorably to our Array of Cities and to the NEIWPCC (New England and Interstate Water
Pollution Control Commission) Guide.
Our NPDES Permit mandates 24/7/365 day coverage. Coverage was being met using 8 hour shifts. We negotiated a six
month MOU (Memorandum of Understanding) with the wastewater bargaining unit for 12 hour shifts for the
wastewater operators. 12 hour shifts were rolled out in August 2015. The MOU was extended to the end of the current
contract based on the feedback from the wastewater operators.
Major Projects
Projects included:
• SCADA Enhancements
• Primary Clarifier Rehabilitation
• Aeration Project – Blower Replacement, automated controls and diffuser replacement
• Headworks Project – Mechanical Bar Screen, Influent Pumps. Grit Removal
• Asset Management
• South and West Interceptor
• 4th & 5th Eddy to Vine
• North Interceptor Phase 1
• North Interceptor Phase 2
• Abandon Lift Station #2
• Abandon Lift Station #8
• Abandon Lift Station #10
• Abandon Lift Station # 13
• Abandon Lift Station # 15
• Abandon Lift Station # 19
• Wildwood Sanitary Sewer
• 281 Sanitary Sewer
• SID #2 Sanitary Sewer
• Add Lift Station # 25
• Add Lift Station # 26
Automation played a role in the SCADA Enhancement Project, Aeration Project, Headworks Project, Wastewater
Treatment and Sanitary Sewer Collection System Asset Management Projects. Automation improves efficiency and
lowers costs.
The NDEQ will be adding BNR (Biological Nutrient Removal- Phosphorus/Nitrate) requirements to our NPDES permit in
the near future. Dr. Chon is configuring Bio-Win (Wastewater Modeling Software) to our WWTF. Among other things he
will be looking at the impact BNR requirements will have on our WWTF and the potential cost impact. We intend to start
setting money aside money in a second restricted account for BNR removal.
The 2013 Master Plan recommended the design and construction of the South Interceptor in two phases to
accommodate growth. The Lift Station #20 project currently under design is the first step.
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Funds
We developed monthly variance reports comparing actual costs to budgeted costs during the Fall of 2013. It is good
practice to know if we are above or below budget and why. That report has been tweaked several times since then. The
existing Wastewater Chart of Accounts did not reflect our current organizational structure and reduced the effectiveness
of the monthly variance report. We met with Finance and modified our Chart of Accounts to reflect the current
organizational structure.
The equipment inventory of 2012 identified a number of vehicles that were no longer needed, and several that were no
longer cost efficient. As a cost control, excess vehicles were disposed and older ones scheduled for replacement.
We financed the first half of our wastewater infrastructure program using conventional municipal bonds. We received
$40,000,000 in CWSRF (Clean Water State Revolving Fund) loans from the NDEQ for the second half of our wastewater
infrastructure program. The interest rate is 2.25% for Green (reduce carbon footprint) and 2.5% Non-Green projects.
Wastewater rates are comparable to those in the City Array, several of which plan to increase rates in the next year.
Base Rate/Month cubic feet Rate/100 cubic feet
Average
Monthly
Bill
St. Joseph, MO $33.40 in city, $78.38 outside city $4.98 in city, $11.38 outside city 70.95$
Lawrence, KS $12.10 in city, $12.91 outside city $5.17 in city, $6.20 outside city 51.08$
Manhattan, KS $20.60 for first 200 cf $3.10 43.97$
Iowa City, IA $8.15, includes the first 100 cubic feet $3.99 38.23$
Jefferson City, MO $10.72 in city, $32.16 outside city 3.22 35.00$
Grand Island, NE 8.24 $3.28 in city, 20% surcharge outside city 32.97$
Sioux City, IA $3.96 / mos.4 32.08$
Ames, IA $10.71 / mos.$2.74 31.37$
Cheyenne, WY $ 4.61 for 5/8" meter, 50% surcharge
outside city $3.31 in city, 50% surcharge outside city 29.57$
Rapid City, SD $3.48 for 5/8 total meter charge $3.25 27.99$
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NPDES permit limit comparison Omaha, Lincoln and Grand Island
Permit Expiration Date
Permitted Flow Rate (MGD)
Monthly Average Daily Maximum Monthly Average Daily Maximum Monthly Average Daily Maximum Monthly Average Daily Maximum
Flow Report Report Report Report Report Report Report Report
Temperature Report Report Report Report Report Report Report Report
Monthly Average 7 Day Average Monthly Average 7 Day Average Monthly Average 7 Day Average Monthly Average 7 Day Average
cBOD 25 mg/L 40 mg/L 25 mg/L 40 mg/L 40 mg/L 60 mg/L 40 mg/L 60 mg/L
1240 kg/day 1983 kg/day 2593 kg/day 4148 kg/day 4542 kg/day 6813 kg/day 11021 kg/day 16532 kg/day
TSS 30 mg/L 45mg/L 30 mg/L 45 mg/L 45 mg/L 65 mg/L 45 mg/L 65 mg/L
1488 kg/day 2231 kg/day 3111 kg/day 4667 kg/day 5109 kg/day 7380 kg/day 12399 kg/day 17910
Total Nitrogen Report Report Report Report Report Report Report Report
Total Phosphorous Report Report Report Report Report Report Report Report
Daily Minimum Daily Maximum Daily Minimum Daily Maximum Daily Minimum Daily Maximum Daily Minimum Daily Maximum
pH pH 6.5 9.0 6.5 9.0 6.5 9.0 6.5 9.0
Monthly Average Daily Maximum Monthly Average Daily Maximum Monthly Average Daily Maximum Monthly Average Daily Maximum
E.coli E.coli # 126/100 mL Report # 126/100 mL Report # 126/100 mL Report # 126/100 mL Report
Interim Spring Ammonia 8.3 mg/L 21.9 mg/L
(March 1 - May 31)619.3 kg/day 1621.2 kg/day
Interim Summer Ammonia 3.0 mg/L 7.9 mg/L
(June 1 - Oct. 31)243.6 kg/day 637.8 kg/day
Interim Winter Ammonia 9.8 mg/L 25.7 mg/L
(Nov. 1 - Feb. 28[29])787.6 kg/day 2061.8 kg/day
Final Spring Ammonia 1.11 mg/L 1.95 mg/L 5.7 mg/L 14.36 mg/L 53.7 mg/L 155.3 mg/L 40.5 mg/L 61.1 mg/L
(March 1 - May 31)57.0 kg/day 100.3 kg/day 495 kg/day 1247 kg/day 5419 kg/day 15658 kg/day 8895 kg/day 13417 kg/day
Final Summer Ammonia 0.98 mg/L 1.87 mg/L 3.0 mg/L 5.9 mg/L 40 mg/L 100 mg/L 34.1 mg/L 55.5 mg/L
(June 1 - Oct. 31)49.0 kg/day 93.4 kg/day 273 kg/day 535 kg/day 3894 kg/day 9736 kg/day 7474 kg/day 12160 kg/day
Final Winter Ammonia 2.30 mg/L 3.93 mg/L 5.6 mg/L 12.8 mg/L 89.3 mg/L 210.8 mg/L 64.7 mg/L 99.1 mg/L
(Nov. 1 - Feb. 28[29])107.3 kg/day 187.1 kg/day 511 kg/day 1172 kg/day 8440 kg/day 19905 kg/day 13785 kg/day 21115 kg/day
Interim Chloride, Total Report Report ******
Report Report ******
Spring Final Chloride, Total 230 mg/L 390 mg/L ******
(March 1 - May 31)11807 kg/day 20027 kg/day ******
Summer Final Chloride, Total 230 mg/L 389 mg/L ******
(June 1 - Oct. 31)11499 kg/day 19473 kg/day ******
Winter Final Chloride, Total 230 mg/L 380 mg/L ******
(Nov. 1 - Feb. 28[29])10725 kg/day 17733 kg/day ******
Spring TRC - Outfall 001 **0.011 mg/L 0.020 mg/L 0.1 mg/L 0.27 mg/L 0.08 mg/L 0.2 mg/L
(March 1 - May 31)**0.956 kg/day 1.737 kg/day 11 kg/day 28.80 kg/day 17.66 kg/day 46.24 kg/day
Summer TRC - Outfall 001 **0.011 mg/L 0.020 mg/L 0.13 mg/L 0.33 mg/L 0.09 mg/L 0.23 mg/L
(June 1 - Oct. 31)**1.000 kg/day 1.778 kg/day 14.12 kg/day 36.97 kg/day 22.00 kg/day 57.58 kg/day
Winter TRC - Outfall 001 **0.011 mg/L 0.020 mg/L 0.1 mg/L 0.27 mg/L 0.07 mg/L 0.19 mg/L
Nov. 1 - Feb. 28[29])**1.007 kg/day 1.803 kg/day 10.19 kg/day 26.67 kg/day 16.02 kg/day 41.93 kg/day
Spring TRC - Outfall 001H **0.024 mg/L 0.065 mg/L ****
(March 1 - May 31)**3.27 kg/day 8.86 kg/day ****
Summer TRC - Outfall 001H **0.023 mg/L 0.061 mg/L ****
(June 1 - Oct. 31)**3.13 kg/day 8.31 kg/day ****
Winter TRC - Outfall 001H **0.023 mg/L 0.061 mg/L ****
(Nov. 1 - Feb. 28[29])**3.13 kg/day 8.31 kg/day ****AmmoniaChloride & ChlorineFlow & T.cBOD, TSS, TN & TPDecember 31, 2019 June 30, 2019 March 31, 2018
Omaha WWTF (Papillion Creek)
March 31, 2018
13.1 27.4 30.0 72.8
Omaha WWTF (Missouri River)Grand Island WWTF Lincoln WWTF (Theresa st.)
Grand Island Study Session - 2/7/2017 Page 128 / 128