Stories of TYMCO^® Sweepers in Action

San Antonio's Story
(. . .Continued)

Cleaning San Antonio: An Environmental System that Works
From Public Works December 1996, p. 13, 53-55

Street Cleaning
Street cleaning has been associated with positive effects on the environment for many years. An accurate evaluation of the effectiveness of street cleaning programs must go beyond simple visual inspections of the streets for cleanliness. The positive impact on the environment, as well as increased street life-cycle, must be included in any comprehensive evaluation of the program's effectiveness. The level of street cleaning practices significantly affects water pollution control by removing potential pollutants from the runoff before it enters the Municipal Separate Storm Sewer System. Philosophically, the appearance of the streets may constitute a high profile; however, environmental protection must be emphasized as one of the most important results of cleaning streets regularly and effectively.

Each community has unique characteristics and must be evaluated on their own merits. Climate, precipitation, level of construction activity, soil cover, soil type, roadway construction, right-of-way, infrastructure design, traffic, and maintenance all have an impact on the environmental aspects of street cleaning. Material typically found on the streets appears to be largely local and of urban origin and is not usually affected by remote sources. Removal of these materials has a significant impact on water quality.

San Antonio has initiated a street cleaning program and this article illustrates the collaborative, cost-effective program that has been implemented. The street cleaning program is a component of San Antonio's Storm Water Management Program.

Background
In September 1995, the San Antonio Public Works Department assumed the existing street cleaning operation previously performed by SAWS and limited to the downtown area. Ten employees and six sweepers (two regenerative air and four conventional) were transferred to the city. This preliminary phase of the operation accounts for 60.64 gutter miles x 312 cycles per year or 18,920 lane miles. The transition was accomplished swiftly, smoothly, and with no interruption of service--thanks to the full cooperation of city and SAWS personnel.

The transition of the street cleaning operation from one organization to another was not without challenges, however. City-owned facilities were needed to accommodate the new city street cleaning operation and since the existing operation provided for street cleaning in the central business district only, a site within the general vicinity was preferable. A one-acre site previously used during the construction of the San Pedro Creek Flood Control Tunnel (SPCT) was identified as an appropriate site. It lies within 100 ft of the SPCT outlet structure, is in an industrial-zoned district, and is within two miles of the city's central business district.

Primary Challenge
The primary challenge associated with this site was the existence of two historically significant structures, which were cleaned, secured, and fenced-off. The remainder of the site was then cleared and paved. A mobile office trailer for staff and crew is being leased until permanent office space can be identified. Meanwhile, the Office of Historic Preservation is evaluating the feasibility of rehabilitating the existing historic buildings for office space.

The next step was to install awash rack to clean the sweepers. Streets and Drainage Manager Armando "Rocky" Aranda, Jr. designed a street cleaner wash rack that includes a multi-chambered, environmentally-safe water filtration system, (another key element of the NPDES permit). The water is then discharged from this initial treatment process into the sanitary sewer for further treatment and to provide for water quality monitoring before being discharged into "Waters of the United States." According to Aranda, "Once the water is discharged into the sanitary sewer system, the quality of the effluent is free of solids and any contaminated waste."

It is noteworthy to point out that this service center was designed, constructed, and operational within 30 days.

Program Implementation
The previous level of street cleaning service that had been provided by SAWS was specifically geared toward the visual appearance of street cleanliness in the central business district only. Both organizations determined that SAWS did not have the capability to adequately address the magnitude of the requirements as set forth in the NPDES permit. Therefore, the city, in cooperation with SAWS and ITXDOT, developed a progressive plan to address the need for street cleaning throughout the entire San Antonio community. The street cleaning program is being implemented in phases to accommodate funding constraints.

In May 1996, the operation was expanded from the original 10 employees and 4 aging conventional main broom elevator-type sweepers by adding 15 employees and 12 new TYMCO Model 600 REGENERATIVE AIR SWEEPERs. Because most of the city streets had not been cleaned for many years, preparatory measures were required to remove vast quantities of well-established vegetation and silt build-up. This was accomplished, in part, by using front-end loaders in conjunction with motor graders to clear the gutters of accumulated debris, to reestablish drainage/runoff flow-lines, and to eliminate situations that were causing water ponding. This thorough preparatory work allowed for the rapid establishment of a standard street cleaning schedule. This measure also provided for compliance with the NPDES permit before the deadline.

Phase l-Arterial Classified Streets. The FY 1995-96 Budget funded 15 additional employees, 12 new TYMCO Model 600 Sweepers (purchased from an aggressive formal advertisement process), operational activities, and miscellaneous capital for support equipment and tools. A total of 798 center-line miles or 3,192 gutter miles of arterial classified streets are being cleaned a minimum of four times annually. Phase 1 was fully operational on June 1, 1996 at a total cost of $2.25 million.

Phase2-Collector Classified Streets. The FY 1996-97 Budget includes 13 additional employees, 6 new TYMCO sweepers, operational activities, and miscellaneous capital for support equipment and tools. Included in this phase, 447 center-line miles or 1,790 gutter miles of collector classified streets are committed to be cleaned four times annually. Phase 2 is scheduled to be fully implemented by June 1997 at a total cost of $l.1 million.

Phase 3-Residential Classified Streets. The city's residential streets, which account for 2,659 center-line miles or 10,636 gutter miles, will be cleaned twice annually. Personnel and equipment requirements are currently being evaluated and this portion of the street cleaning program is scheduled for implementation over a three-year period beginning in 1998 at an estimated cost of $2.38 million.

The street cleaning operation is expected to be fully implemented by the year 2000.

Performance Measures
It is important to note that the EPA is allowing municipalities as much flexibility as possible with their storm water management plans with the philosophy that these plans will evolve and mature over time. After only three months of operation involving the central business district and the Arterial Street Cleaning Program, we have established an excellent database and reporting system. Our NPDES reports are compiled weekly, and are incorporated within the standardized Governmental Accounting Standards Board performance measure format--which includes input, output, efficiency, and effectiveness measures. These data allow for analysis of our performance relative to local conditions as well as providing an effective tool to compare our street cleaning operation with others around the country.

The initial reports included extraordinary preparatory work performed in the first cycle. Subsequent cycles are expected to be more cost-effective as we will be on a standard schedule and will not be removing previous years accumulation of material from the streets. A key element of this street cleaning story was the extensive training offered by Waco, Texas-based TYMCO and Jack Curtis of Industrial Disposal Supply (IDS) of San Antonio. The employees that were hired for the street cleaning operation had little or no significant street cleaning experience, and no experience whatsoever with the new street sweepers that had been purchased. Consequently, the training program provided by TYMCO and IDS was absolutely necessary to achieve optimum utilization of resources and technology. This training was accomplished quickly, at no cost, and has proven to be very effective.

TYMCO and IDS continue to be valued partners by providing ongoing support and technical assistance to our city forces.

To continue the operational efficiency, TYMCO, IDS, and city staff work closely to maintain minimum standards and to anticipate future needs. Staff meets monthly with factory technicians, operators, mechanics, and management. The results are open dialogues regarding changes, problems, questions, and possible solutions to issues relating to the improvement of efficiency and service levels for the program. Drivers take better care of their vehicles and both driver and vehicle are "on-the-street" for longer periods of time.

This municipal/corporate partnership demonstrates how a successful operation can be implemented when everyone is committed to value, excellence, and quality. This in turn results in a substantial savings to the citizen-taxpayer.

In conclusion, the results to date include successful project development, multi-agency collaboration, and compliance with the NPDES permit. These results are due to teamwork and a prevailing attitude to do get the job done right the first time. The vision, support, and leadership of the city council and of each of our partners, SAWS, TXDOT, TYMCO, and IDS have enabled the public works department to implement the street cleaning program quickly and in a manner that citizens appreciate.

Not only are we fulfilling the requirements of the NPDES permit, we also have additional capability to deal efficiently with customer service issues such as special work, requests, event clean-up, and 24-hour emergency hazardous material spill response. These capabilities are not always available with traditional street cleaning contractors.

The street cleaning programs in other cities have reported an estimated 10 percent reduction in pollution problems in the receiving waters. Based on the data collected, to date, we expect to achieve these reduction levels as well. The cost of a street cleaning program appears to be high when showing only a 10 percent reduction in pollution, but the secondary effects of public support and compliance with storm water management programs is much more significant. The most critical aspect of this program as well as other storm water management programs is public awareness and cooperation in overall pollution-source control.

San Antonio's street cleaning program has been well received by the general public, and the arterial streets are evidence that a sound street cleaning program can be both pleasing to visitors and residents alike while being environmentally beneficial. (Continue On ...)

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