PB-234 140
DALLAS' MUNICIPAL SOLID WASTE MANAGE
MENT SYSTEM: A CASE STUDY
Applied Management Sciences
Silver Spring, Maryland
1973
DISTRIBUTED BY:
National Technical Information Service
U. S. DEPARTMENT OF COMMERCE
5285 Port Royal Road, Springfield Va. 22151
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BIBLIOGRAPHIC DATA
SHEET
1. Report No.
EPA/530/SW70C
PB 234 140
4. Tide .ind Subtitle
Dallas' municipal solid waste management system; a case
study
5' Report Date
1973
6.
7. Author(s)
8. Performing Organization Kept.
No.
9. Performing Organization Name and Address
Applied Management Sciences
962 Wayne Avenue
Silver Spring, Maryland 20910
10. Proiect/Task/Vork Unit No.
11. Contract/Grant No.
68-03-0041
12. Sponsoring Organization Name and Address
U.S. Environmental Protection Agency
Office of Solid Waste Management Programs
Washington, D.C. 20460
13- Type of Report & Period
Covered
final
14.
15. Supplementary Notes
16. Abstracts
This study examines solid waste collection and disposal in Dallas, Texas. The
background of the system, including location, geography, demography, climate,
form of government, and the solid waste management agencies is described, and the
characteristics of the system, including the services, equipment, and finances
are discussed.
17. Key Words and Document Analysis. 17o. Descriptors
Waste disposal, urban areas
17b. Identifiers/Open-Ended Terms
17c. COSATI Fie Id /Group
18. Availability Statement
19. Security Class (This
Report)
SS1F1ED
121. No. of Pages
UN.CLA5
curity Cli
20. Security Class (This
Page
UNCLASSIFIED
FORM NTIS-39 (REV. 3-721
USCOMM-DC 14B52-P72
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NOTICE
THIS DOCUMENT HAS BEEN REPRODUCED FROM THE
BEST COPY FURNISHED US BY THE SPONSORING
AGENCY. ALTHOUGH IT IS RECOGNIZED THAT CER-
TAIN PORTIONS ARE ILLEGIBLE, IT IS BEING RE-
LEASED IN THE INTEREST OF MAKING AVAILABLE
AS MUCH INFORMATION AS POSSIBLE.
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DALLAS' MUNICIPAL SOLID WASTE MANAGEMENT SYSTEM
A CASE STUDY
This final report (SW-70c) describes work performed
for the Federal solid waste management program under contract no. 68-03-0041
to APPLIED MANAGEMENT SCIENCE, INC.
and is reproduced as received from the contractor
U.S. ENVIRONMENTAL PROTECTION AGENCY
1974
jo,
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This report has been reviewed by the U.S. Environmental
Protection Agency and approved for publication. Approval
does not signify that the contents necessarily reflect the
views and policies of the U.S. Environmental Protection
Agency, nor does mention of commercial products constitute
endorsement or recommendation for use by the U.S. Government.
An environmental protection publication (SW-70c)
in the solid waste management series.
ii
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FOREWORD
Solid waste management systems are an integral part of the
environment of nearly every citizen in the United States. Yet
until recent years, these systems have not received the attention
other visible residential services have enjoyed. This historical
neglect has resulted in systems which may not be cost-effective,
especially with respect to the rising cost trends encountered in
solid waste management activities. These trends arise from two
principal factors:
* Environmentally sound disposal methodology is being
enforced or strongly encouraged; as a result, disposal
sites and needed equipment are now expensive to procure
and operate.
* The collection function is highly labor intensive.
Thus, the costs of unskilled labor, which have been
rising to meet socioeconomic demands, have had
enormous impacts on local agency budgets.
This rise in cost pressure has forced all levels of
governmental organizations to consider more closely the management
and costs of solid waste management activities.
Because efforts to upgrade solid waste management practices
are in their infancy, there is still an obvious lack of data
bases for evaluative and comparative analyses. This case study
is one in a series of case studies of solid waste management
systems which has been conducted under the sponsorship of the
Office of Solid Waste Management Programs, U. S. Environmental
Protection Agency. Kenneth Shuster and Cindy McLaren served as
EPA project officers on the case study reported herein. The
purpose of these case studies is to fill in this data gap with
actual case histories of how cities are handling their solid
waste problems.
Concerned agencies at all government levels, as well as
private firms, will be able to assess information of the following
types. :
* The management and operating characteristics of
public sector solid waste management systems.
* The institutional forces which give rise to these
characteristics.
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* Those techniques that have been or are being applied
to enhance the measures of productivity, aesthetics,
level of service, and environmental control.
These agencies and firms can then use these comparisons
to upgrade their systems according to the norms achieved in other
cities of similar size, geographical location, and operational
and institutional characteristics.
--ARSEN J. DARNAY
Deputy k&biAtant bdm
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TABLE OF CONTENTS
Chapter Page No.
1 INTRODUCTION 1
2 SYSTEM DESCRIPTION ABSTRACT 4
3 FINDINGS AND CONCLUSIONS 11
3.1: Findings 11
3.2: Conclusions' 14
4 BACKGROUND OF THE SYSTEM 15
4.1: Location, Demography, Economic Base,
and Climate 16
4.2: Form of Government and Organization 18
4.3: Solid Waste Management System History 19
4.4: Agencies Impacting Dallas' Solid Waste
Management System 22
5 SOLID WASTE SYSTEM CHARACTERISTICS 26
5.1: Sanitation Operations 27
5.2: Street Operations 39
5.3: Quality of Service 42
5.4: Turnover, Tenure, and Absenteeism 44
5.5: Inner City 47
5.6: Disposal Methods - Present and Planned 51
5.7: Equipment Description 61
5.8: Financial Aspects of the Dallas Solid
Waste System 65
APPENDICES: Appendix A: Dallas Ordinance Prescribing
Solid Waste Storage and
Collection 77
Appendix B: Enabling Ordinance to Initiate
User Charge System 97
Appendix C: Anti-Litter Ordinance .... 101
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LIST OF ILLUSTRATIONS AND TABLES
Figures
1
2
3
4
5
Title Page No.
Data Sources and Information Types 3
Organization Chart of the Dallas City Government 20
21
Organization Chart - Department of Street
and Sanitation Services
Absenteeism vs. Time of Year
Census Tracts Within the City of Dallas with a
Median Income of Less than $3, 999
Disposal Site Locations in the City of Dallas
50
52
54
Tables
1
2
3
4
6
7
10
11
Title
Collection
Disposal
Monthly Charges for Combined Collection
Solid Waste System - Manpower Equipment
Allocations by Function and District, 1971
Total Daily Time for Several Representative
Routes
Monthly Mixed Refuse Collection (tons)
Efficiency/Productivity Data for Dallas' Solid
Waste System
Monthly Trash/Collection
(estimated tons)
Daily Percentage of Weekly Total for Trash
Collection
Street Cleaning Division Requests for Service
(One Month - October, 1972)
Refuse Calls Received by the Communications
Center During FY 1971-72
6
9
29
30
33
34
35
38
38
40
43
vi
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LIST OF ILLUSTRATIONS AND TABLES (Cont'd)
Tables Title Page No.
12 Monthly Turnover Data for Sanitation Employees,
FY 1971-72 45
13 Type of Terminations for Unclassified Employees
for the Months of October, January, April, and
July - FY 1971-7Z 46
14 City of Dallas - Employment Distribution by Years
of Service - Department of Street and Sanitation
Services - Sanitation Division 43
15 Dallas Disposal Site Data 53
16 Authorized Positions, Disposal Division 55
17 Normal Location of Disposal Equipment 1972 57
18 Dallas Annual Disposal Activities 58
19 Dallas Disposal Efficiencies 59
20 Number and Type of Vehicles Used in Residential
and Commercial Collection 61
21 Number and Description of Trash Vehicles 62
22 Current and Proposed Operating and Depreciation
Rates for Various Types of Equipment 63
23 Assessed Value and Tax Rate on all Taxable
Property 1962-71 67
24 Disposal User Charges, 1972 69
25 Annual Collection Expenses by General Cost
Accounts; Fiscal Year 1969-71 71
26 Annual Disposal Expenses by General Cost
Accounts; Fiscal Years 1969-71 73
27 Annual Screet Cleaning Expenses by General
Cost Accounts; Fiscal Years 1967-71 74
vii
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INTRODUCTION
The solid waste management system of Dallas, Texas is one in which
problems are recognized and resolved well before they assume serious pro-
portions. Furthermore, the management personnel in the city continue to
seek methods to improve the operations of the system, equate the charges
to the level of the service, reduce job hazards, and maintain positive worker
morale.
Several years ago, the Division of Street and Sanitation Services was
created as a parallel division to the Division of Public Works. Since that
time, a system of user fees has been implemented in both the collection and
disposal functions as a step toward establishing a self-supporting operation.
Presently, the collection fees do not completely defray the costs for this
activity but considerable study is being given to a graduated fee structure
which will equate the service charges with the level of service elected by
the customers. Although the graduated fee policy will not result in a uniform
level of service, such as all curbside or all carry-out, it will meet with
minimum citizen resistance.
The disposal operations in Dallas are currently performed at ten
landfill sites, two of which are wholly reserved for city collection fleet and
resident use. Private sector collectors are charged for disposal at the re-
maining eight sites on an equitable basis. The revenues derived from this
fee system are considerable and partially defray the disposal operation costs.
The solid waste system management is aware of the relatively high costs of
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operating ten disposal sites and is currently seeking to establish three new
facilities at county locations convenient to the city. The relative success
of this project will be determined, to some extent, by the level of resistance
offered by the residents in the vicinity of candidate sites .
From these efforts, it is clear that system management is aware of
potential problem areas associated with its solid waste activities. It is
apparent that considerable research efforts have been performed to find
attractive and realistic solutions to those problems before they become
crises. There is every reason to expect that this highly professional approach
will be continued.
The case study of Dallas, Texas was performed using a carefully
structured data gathering technique. Initial contacts were made by both
Office of Solid Waste Management Programs and Applied Management
Sciences personnel and interviews were scheduled to be convenient for the
city personnel. During these interviews, notes were taken and tape record-
ings were made after obtaining the permission of the interviewees. Extensive
efforts were taken to require a minimum of city personnel and whenever
possible, existing documentation was solicited to support the general dis-
cussions. Figure 1 presents the titles of the people interviewed in Dallas,
the dates of these interviews, and the types of the information obtained.
The structure of this report consists of five chapters, including the
ty'
introduction. Chapter 2 is a systems description abstract which snopsizes
A
the characteristics of the city and the collection and disposal systems. Chapter
3 presents the findings of the case study effort and identifies potential pro-
blem areas. Chapter 4 is a description of the city in terms of those para-
meters which can affect solid waste management operations. Finally,
Chapter 5 reports the characteristics of the solid waste system in considera-
ble detail. All aspects of the system are discussed and appropriate tabular
data arc presented.
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TITLES
DATE
INFORMATION TYPE
Director, Department of Street and Sanitation Services
Operations Analyst, Dep; rtment of Street and Sanitation Services
Administrative Assistant, Department of Street and Sanitation Services
Safety Supervisor, Department of Street and Sanitation Services
Director, Action Center
Assistant Director, Southern Christian Leadership Conference
Research Assistant, Che-mbcr of Commerce
Director, Personnel Department
Assistant to City Manager for Research
Assistant Director, Action Center
Director, Department of Equipment and Communications
Chief, Street Maintenance Division
Chief, Disposal Division
(Chairman, Committee on Environmental Quality (League of Women
Voters)
"Chairman, A Beaut iul Clean Dallas (ABCD)
20 Nov.
20 Nov.
21 Nov.
21 Nov.
21 Nov.
21 Nov.
21 Nov.
21 Nov.
21 Nov.
22 Nov.
22 Nov.
22 Nov.
22 Nov.
30 Nov.
30 Nov.
General System Characteristics, Problem Areas,
History
Basic Manpower and Equipment Data
Financial Data and Financial Practices
Accident and Safety History
Quality and Service
Alleged Discrimination in Personnel and Service
City Background Information
Pcrtinant Data . Tenure, Turnover, Absenteeism,
Injuries
Background Data on City Financing
Low Income Areas in Dallas
Financial Data and Operating Policies for Equipment
Street Cleaning Operation
Disposal Operation Data
Overview of System
Information on Vagrant Wa ste
* Telephone Contact
E 1 : DATA SOURCES AND INFORMATION TYPES
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SYSTEM DESCRIPTION ABSTRACT
City:
Contacts:
Dallas
John Teipel
Ronald Ottwell
John Finley
Robert McMillen
Mr. Bullock
Mr. George
Sharon Morrison
Pierson Ralph
Dean Vanderbilt
Charles Griffith
Myron Meader
Harold Bird
James Kelley
Director, Department of Street & Sanita-
tion Services
Operations Analyst, Department of Street
& Sanitation Services
Administrative Assistant, Department of
Street & Sanitation Services
Safety Supervisor, Department of Street
& Sanitation Services
Director, Action Center
Assistant Director, Southern Christian
Leadership Conference
Research Assistant, Chamber of Commerce
Director, Personnel Department
Assistant to City Manager for Research
Assistant Director, Action Center
Director, Department of Equipment
Services
Chief, Street Cleaning Division
Chief, Disposal Division
Dates of Visit:
Mrs. Herbert Wincorn-Chairman, Committee on Environmental
Quality League of Women Voters
Mr. Dub Moore - Executive Director, A Better Cleaner
Dallas
November 20 - November 22
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Population
Demography:
Date
1970
I960
1950
Total
844, 000
680,000
434,000
White
626,000
550,800
Other
218,000
129,200
Area:
Density:
Mileage:
295. 6 Square Miles
2855 Residents per Square Mile
Roads - 4401 miles
Alleys - 1436 miles
Collection: Table 1
Miscellaneous: The collection system operated in the City of Dallas
is remarkably effective. This finding has several basic reasons.
The system is managed by professional and conscientious personnel
who operate an effective management information system. Second,
the city does not tolerate violations of its litter laws and the ordinances
regarding litter are comprehensive and are enforced. Third, both
the city population and the commercial sector appear to cooperate
well with the Department of Street and Sanitation Services.
Disposal: Table 2
Miscellaneous: There are ten sanitary landfill disposal sites being
used by Dallas. All sites lie within the city, are on privately owned
property, and are operated by the Disposal Division. Two of the
sites are open to the public and there is a disposal fee; the others
are restricted for city use. The city recognizes the limited
remaining lifetime of these sites and is currently studying the
feasibility of securing three large sites in the surrounding county.
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TABLE 1
COLLECTION
~"" ^-^Cpllection Function
Collection Variables ""-^^^
Number of Routes
Crew Size
Frequency of Service
Point of Collection
Method of Collection
.
Stops
Residential
Mixed Refuse
432
Two to Three
2/week
70 percent alley
28. 3 percent curb
1.7 percent carry-
out
Nothing special
Variable during
r i 1 V 7 1- I 7 te.
Monthly Average
was 203, 040
Trash-/
63
2
1 /week
Curbs ide
Alley
Right-of-Way
Handloading
Street Cleaning
150,000
Street Miles/Yr.
1
1 /month
Streets
Mechanical
Sweepers 27
Street Vacuums 9
Flushers 8
Litter picker 4
Support trucks 4
Bulky Items
8 Rotobooms
8 Support Trucks
1 per vehicle
As required
Curb
Portable
Roto boom
Clamshell
Crane
All solid waste except putrecibles and bulky items. Trash items are too large for mixed
refuse collection and too small for bulky collection.
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TABLE 1 (JCont'd)
COLLECTION
^ ^. Collection Function
Collection Variables "~-~^^^
Service Limitations
Incentive System
Find Source
Wage Scales (Hourly)
Unions
Residential
Mixed Refuse
Container size
less than or
equal to 50 gal.
and 75 pounds
None
60 percent from
user charge
40 percent from
General Fund
A-l \ 1 -t-J
Driver: $3.37
Helper: $2. 63
AFSCME
and
Operating
Engineers of
America
Trash
None
General Fund
222 070 lest 1
Driver: $3. 37
Helper: $2.63
Same
Street Cleaning
None
General Fund
N/A
Same
Bulky Items
None
General Fund
N/A
Same
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TABLE 1 (Cont'd)
COLLECTION,
^^Cpllection Function
Collection Variables - ^^^
Annual Cost
COMMENTS
Residential
Mixed Refuse
$7. 1 Million
Commercial
customers are
collected on
residential routes,
There are an
addition?.! ten
pure commercial
routes serving
the central busi-
ness district.
Trash
Shared with
Mixed Refuse
Trash
operations are
augmented on
Wednesdays by
Mixed Refuse
creus and
trucks.
Street Cleaning
$1.8 Million
Mechanical
street cleaning
activities
only. Collection
is mostly
inorganic
Bulky Items
Shared with
Mixed Refuse -
00
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TABLE 2
DISPOSAL
-"x^D.sposal Site
Disposal Date. ^*""^»»^^
T\pe
Prepared
Capacity
(cubic jards)
Real locQi- ;
(cub.c vardWdd))
tr
Expected L ietirr.c
'(years)
Operc'.ir.;; Costt.
(Ircli-d..-.y C\er lead)
Start-up Cob t
Local 10.-.
Oocratina Co-.'s-J Publir Sitcs
Cocri'ir.': Co: Is- 3 City Sit i:s
1
Public
Landfill
11-i.OOO
2.500
3.5
$1 865 269
Walrut '.ill
Publ.c Site
i
Pjb it
Laivilill
354. 9JO
1.500
11
South L jop
Puohc S'tc
$939.026
3
City
Landfill
533.600
300
1.5
Second Avenue
City Site
$6-15.921
4
59.000
635
1
Piincll
City Site
5
10S, 100
550
3.5
Kicst
City Site
* .Estimates on April 30, 1972
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TABLE 2 (Cont'd)
DISPOSAL
""" ^Disposal Sitr
D.sposal Data ^^""~-~«^^
Type
Preoared
Cap.ic.ty
(cuaic yards)
Real load:rg
(ct.oic jards/May)
Expected Lif<::irre
I years)
Operalirg Costs
(I-cludi-.g Overhead)
I Siar'-up Cosi .
Location
Oo^ratin? Costs - Puohc Sites
Operaf.r.s Costs - Citv Sites
6
Z7.300
J75
.25
Elam
C:ty Site
7
46.000
325
1.25
O^vis
City Siti-
8
7.600
150
3.25
West Dallas
CUy Sitf
9
14.800
100
2
Killau^h
fRrimh)
10
NA
NA
\A
Licfield
(Brush)
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FINDINGS AND CONCLUSIONS
3.1: Findings
The solid waste management system in Dallas was found to be operated
in a highly professional and competent manner. In particular, it is managed
with both foresight and strategy, which is a combination that, until recently,
has not be'en found in many systems. Normal solid waste activities are
measured and anaylzed with reasonable precision and meaningful records of
critical aspects are maintained. The system is continuously being modified
to meet the dynamic conditions found in the City. The professional personnel
are now engaged in the task of transforming operational system parameters
into a model which is compatible with electronic data processing equipment.
The problems of disposal site procurement are being addressed at this time,
even though the current sites have an estimated aggregate lifetime of between
five to ten years.
There are no aspects of solid waste management that are neglected
for consideration. The most recent example of this attitude was the
implementation of both collection and disposal user charges which, in
addition to increasing the revenue to the General Fund, is the first step in
equating solid waste services to their actual costs. At this time, the service
charge for collection is insufficient to completely pay for the system operation,,
but steps are being taken to eliminate this disparity. The disposal user
charge is directed primarily at private sector organizations and residents
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living exterior to City limits. Again, the revenues from these sources do
not defray the disposal operation costs. However, it appears that the users
of these sites are charged fairly according to the service and convenience
received.
The quality of fairness is also found in the manpower aspects of the
system. In many public sector collection organizations, the driver of the
vehicle does not collect and receives higher pay for an admittedly easier
job. This situation is typically built into the system for three reasons. First,
the driver position represents a promotional position and a pay raise level in a
system which is admittedly career ladder poor. This is an essential incentive in
most cases. Second, the driver is generally considered to be a "skilled"
laborer (equipment operator) and is usually given more responsibility. Thus,
the driver is typically not only responsible for the vehicle (fueling, oil checking,
tire checking, cleaning, etc.), but also for the safe operation of the vehicle
and conduct of the crew members, for the on-route direction of crew members,
and in general for seeing that the assigned task gets done. And third, is the
inconvenience of having the driver climb up and down from the cab to perform
collection operations. This is not only wearing on the driver but may be in-
efficient in terms of delay resulting from his non-productive time moving from
cab to storage to hopper to storage to cab. Sometimes safety considerations
from frequent stepping down from the cab or leaving the vehicle unattended
determine the decision for the driver not to collect. Other reasons exist but
are generally "status" and "role" oriented which are not operationally justified.
Dallas is taking steps to keep the promotional level and have the driver assist
in collection by modifying existing vehicular equipment such that the driver
can step in or out of the cab. This practice.has the additional benefit of cutting
back the crew by one man and will reduce collection costs.
The normal problems of employee turnover and absenteeism are
found in the Department of Street and Sanitation Services. Records are
kept or. each of these in order to spot trends and plan for future manpower
needs. The roots of these problems, however, are apparently not being
12
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addressed at this time as there appears to be no necessity to do so. Absen-
teeism is reasonably predictable, is not too high, and the system is sufficiently
flexible to adapt to the changing daily staff levels. Turnover is high, but
the labor pool in the City is sufficiently deep to provide laborer personnel.
It appears that until required staff levels cannot be met, there will be little
incentive to solve these problems.
Job safety is also under study in Dallas. There is a safety engineer
on the staff of the Department whose principal task is to reduce both
vehicle and employee accidents. The approach taken is to eliminate as
many potential hazards with respect to the equipment as possible. The
feeling is that because of the nature of the work, there will always exist
job safety problems. However, if the equipment is made fool-proof, a
significant number of hazards will be eliminated. A particularly important
step that LS now being taken is the installation of safety gates to protect the
crewman against accidential dismemberment by the packer mechanism.
With few exceptions, the people of Dallas cooperate well with the
Department of Street and Sanitation Services. This factor may be the result
of either the attitudes of the residents or the enforcement of litter laws or
both. The attitudes of residential customers are not easy to determine, but
the cooperation of commercial customers was readily observable. The
appearance of the waste set out by commercial establishments was exceptional.
In many cases, plastic bags are used and these are carefully packed, sealed,
and neatly stacked at the curbside for collection. Litter laws are not
unusual in large cities, but they are rarely formally enforced. The Department
has a Litter Control Division whose sole task is to inspect public and private
properties and to write up violation citations when required. This does not
appear to be a common practice in other cities, and seems to be highly
effective.
There are now two potential problem areas that may become more
significant. The first of these is the procurement of disposal sites exterior
to the City limits. The landfill sites now being used are depleting, and there
appears to be little hope of finding additional sites in the City. There are
several large tracts in the surrounding county that would be suitable.
13
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However, the people living adjacent to these areas may not wish to have a
nearby disposal operation and they could attempt to block City efforts. The
magnitude of this problem is not known inasmuch as the City appears not to
have publically announced its intentions. A related problem is the distance
that crews will have to travel in the event sites remote to the City are secured.
This will involve a major districting and routing plan and this is currently
being examined. It is quite possible that transfer stations will be employed
which would certainly ease the burden of potentially lengthy travel times
for collection crews.
The second potential problem area is concerned with labor-management
relations. The existing turnover and absenteeism rates indicate that there is
discontent among the collection workers. Because union influence is very low
(the state of Texas prohibits its cities from formally recognizing unions) there
is no nucleus around which organized actions can readily form. However,
there is now a minority group organization in the City that is actively attacking
alleged discrimination practices by city employees, notably the police. This
same organization was both active and effective in the sanitation worker actions
in Memphis and Atlanta several years ago. At this time, the activities of the
Department of Street and Sanitation Services are not a priority item, but it should
not be assumed that this will continue indefinately.
3.2: Conclusions
There are several explanations for the success of the solid waste
management system in Dallas. The management is competent and farsighted
enough to solve problems before they assume large proportions. Professional-
ism, however, is necessary but not sufficient to ensure a successful system.
Success can only come if the staff is allowed to implement its plans.
The Department of Street and Sanitation Services does not have many of
the constraints facing similar agencies in other cities. The Department does
not have to negotiate with organized labor. The city is growing and its housing
and population arc relatively youthful. Newer housing is designed to accommodate
sufficient waste storage, and the attitudes of the residents are responsive to the
needs of the solid waste system. Finally, the solid waste system management
actively influences legislation. This fact is reflected in the change to user charge
financing and in the enforcement capabilities given to the Depar'rnenLfor litter
control.
14
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BACKGROUND OF THE SYSTEM
The City of Dallas was incorporated on Feburary 2, 1856, and is the
second largest city in the State of Texas. The City is located in North Cen-
tral Texas, a section of the state characterized by rolling hills, and is
approximately 250 miles from the Gulf of Mexico at an elevation of 500 to
700 feet above sea level. The Dallas Standard Metropolitan Statistical Area
consists OJL over one and a half million people living within the City and in
the Counties of Dallas, Collin, Denton, Ellis, Kaufman, Grayson, Johnson,
Tarrant, and Rockwall. It is a major financial center for the southern
United Stabes, and is the headquarters for 201 insurance companies with
assets totaling nearly $4. 0 billion and the two largest banks in the southern
U.S. , east of Los Angeles. The manufacturing firms in Dallas employ 20. 3
percent of the workforce with approximately 65 percent of these employees
being employed in the production of durable goods. The leading durable goods
industries are electric-electronic equipment, transportation equipment, and
non-electrical machinery. The major non-durable product industries are
food and kindred products, apparel and finished products, and printing and
publishing. In addition, Dallas is the home of the famous Nieman-Marcus
retail chain.
The City of Dallas is a rapidly growing urban center. The population of
the Dallas SMSA has increased by 39. 1 percent between I960 and 1970, making
it the eighth-fastest growth area in the United States. At the same time, the
Dallas Central Business District has continued its vigorous growth with the
construction of 33 new office buildings, representing an increment of 13
million square feet of floor space since World War II. Construction will
15
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begin on two new buildings, each rising over 50 stories, in the coming
year (1973).
Dallas appears to have a problem of securing sufficient landfill sites.
Currently, the City operates ten landfills within the corporate limits. How-
ever, the Department of Street and Sanitation Services anticipates that four of
these sites will be depicted by the end of 1973. Thus, the problem of securing
additional landfill sites looms as a major problem are for the Department.
Another problem facing the Department is personnel. Currently, the turnover
rate for the Department as measured by the number terminations per year
relative to the workforce is 81.6 percent. In addition, a new effort by the
unions to organize the labor force is anticipated in 1973.
4.1: Location, Demography, Economic Base, and Clmiate
The corporate limits of Dallas currently include 296 square miles of
land area with approximately 4400 miles of paved streets and an additional
1400 miles of alleys. In 1952-53, the land area of the City was 170 square miles
so it is clear that the City is annexing land to support its economic growth.
The population of the City of Dallas has grown at a rate of 39 percent
between 1960-1970, which is equal to the rate of growth of the Dallas Standard
Metropolitan Statistical Area. The black percentage of the population increased
from 19 percent in I960 to 24.9 percent in 1970.
As the population has grown, the tax base within the City has also
shown rapid growth, increasing by 46 percent during this interval. This
has allowed the City government to maintain the tax rate at a relatively low
level. In 1962, the City tax rate was $1.56 per $100 valuation, and in 1971,
it was $1.87, an increase of approximately 20 percent. This sound tax base
and rapid growth have made the City financially secure and not highly dependent
upon state or federal funds.
The high level of Dallas' economic activity is reflected by the fact that
in the southern half of the United States east of Los Angeles, Dallas ranks first
among Standard Metropolitan Statistical Areas in:
16
-------
Wholesale sales and trade mart facilities
Manufacturing employment and number of factories
Size of banks, landing capacities of individual banks, and
total volume of banking business
Postal receipts and air mail volume
Number of headquartered companies with $1 million or
more in net worth.
Toteil employment has increased by 54.6 percent in the Dallas SMSA
between I960 and 1971 with the manufacturing labor force rising with an
annual average of 7000 employees during this period. For the 20-year
period of 1948 to 1967, wholesale trade increased by a 5-year average rate
of 32. 7 percent. By all economic indices, Dallas has experienced strong
and rapid economic growth in the past decade.
The continued growth of Dallas, as a major urban center, is further
guaranteed by the construction of the new Dallas-Fort Worth Regional Air-
port which is strategically located equidistant from the four major population
centers in North America -- New York City, Chicago, Los Angeles, and
Mexico City. The first phase of this 18,000 acre airport is expected to be
completed in 1973. Upon completion, this new airport will be the largest air
terminal in the world, capable of conveniently handling 55 million passenger
boardings a year and more freight than any seaport in the world handles
today.
The climate of Dallas is characterized by a high mean annual tempera-
ture of 6b.8 degrees, with a wide variance about that figure. The coldest
month is January with a mean temperature of 45. 9 degrees, and it is warmest
in August with a mean temperature of 85. 0 degrees. There are, however,
on the average, 94 days a year in which the temperature rises above 90
degrees.
The mean precipitation is 34. 55 inches with an average relative humidity
of 63 percent. The heaviest rainfall normally occurs in the spring during
April and May. Snow is a rare event and is unimportant as a source of moisture
in the area. Snow does, however, create major traffic problems when it
17
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does fall in the area. Freezing rain occurs more frequently and is considered
to be an important problem.
4.2: Form of Government and Organization
4.2.1: Form of Government
The citizens of Dallas elect 11 council members every two years.
It is the duty of the City Council to run the affairs of the City. The members
are all elected on a city-wide basis, but eight members must reside in the
districts from which they are elected. The person, elected as member of
Council, Place No. 11, shall be the presiding officer and serve as the Mayor
of the City of Dallas. He may vote on all matters but does not possess any
veto power. The actual strength of the Mayor depends upon his personal
attributes and the influence he has with the other members of the Council.
A primary function of the Council is to select the City Manager.
The City Manager is the chief administrative and executive officer of
the City. He translates the policies determined by the Council into action,
and enforces all ordinances and resolutions related to those policies. He
appoints 22 department heads who are directly responsible to him for their
actions. The City Manager also acts as the Budget Commissioner. He
receives budget estimates from the various departmental heads, consolidates
these into a City budget, and submits to Council a budget estimate of the
expected revenue of the City and the expense of conducting the City affairs.
for the coming fiscal year. The estimated budget includes the following
information:
(1) An itemized estimate of the expense of conducting each
department, division, office, board and commission;
(2) Comparison of such estimates with the corresponding items
of expenditure of the last two fiscal years, and with the expendi-
tures of the current fiscal year plus an estimate of expenditures
necessary to complete the current fiscal year;
(3) Reason for proposed increases or decreases of such items of
expenditure compared with the current fiscal year;
18
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(4) A statement from the City Manager of the total probable income
of the City from taxes for the period covered by the estimate;
(5) An itcmization of all anticipated revenue from sources other
than the tax levy;
(6) The amount required for the payment of principal and interest
on the City's debt;
(7) The total amount of outstanding debts, with a schedule of
maturities;
(8) Such other information as may be required by the Council.
In preparing the budget estimate, the City Manager receives help from the
Department of Revenue and Taxation, and the City Auditor. The City
Council gives final approval to the budget.
4.2.2: Organization
The municipal organization chart, shown as Figure 2, illustrates
a normal organization structure for large cities operating under a Council-
Manager form of government. Figure 3 illustrates the organization of the
Department of Street and Sanitation Services. A more detailed chart is
unavailable due to a recent organizational change which created three
separate departments out of the previous Department of Public Works. This
change was made because the former Department of Public Works was
regarded 1o be too large to be managed efficiently. The reorganization
retained the D.P. W. and created two new departments, the Department of
Street and Sanitation Services, and the Department of Engineering. Within
the Department of Street and Sanitation Services there has been some re-
organization, but Figure 3 basically illustrates the Department's current
organization.
4.3: Solid Waste Management System History
The most recent significant impacts on the solid waste management system
in Dallas occurred in the past year as two major events took place. The first event
was the reorganization of the Department of Public Works into three separate
19
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A Mar nay
Secretary
Memorial
Auditorium
Planning
and
Or ban
Development
Equipment
and
Automotive
Service*
Personnel
Weight*
nd
Meaaure*
ClUiene
Eli
ct
cur
Cowtcll
AW
Auditor
Municipal
Court
Judge*
lot*
City
Manager
APR.
Aviation
Fin
.Health
Communi-
cation
Service*
Croeeroad*
Center
inti
Library
Tranall
Park
Admlnletrativo
Police
Drban
JUhabilitatloi
Public
Work*
Strict
and
Sanitation
Service*
Engineering
Revnu.
ad
Taution
Cr.il
Scnrlco
Radio
Dafejnaa
Tra
Co*
tfie
trol
Data,
Service e
Actioo
Caaler
Purchaelng
Public
Utllltlo*
Water
Vtilltl**
FIGURE 2: ORGANIZATION CHART OF TME DALLAS CITY
GOVERNMENT
20
-------
DIRECTOR
ADMINISTRATION
ASST TO TKE DLR
COMMUNICATIONS
(1) COMN SUPV 8
(9) DISPATCHER 6
(M TELE CLERK 5
STREET RECORDS
(1) RECORDS SUPV 9
(2) CLERK 6
(!) CLERK /.
201 ACCOLNTINC
(1) ACCOUNTANT 12
(1) SEXICR CLERK 7
SANITATION RECORDS
(! ) RECORDS SUPV 8
(2) CLERK 6
(2) CLERK 4
ASST DIRECTOR
STREETS
STREET MAIHT1
DIVISION
ST. SECY. 6
STREET CLEANING
DIVISION
FLOOD CONTROL
DIVISION
DEPT STAFF
(1) ADM ASSISTANT !<
(1) CIVIL EI'GR 15
(1) ADM ASSISTANT 12
(1) SAFETY SUPV 12
(1) R-O-W AGENT 11
ASST DIRECTOR
SANITATION
1
AT ION
SIGN
1 ST. SECY. u|
1
REFUSE DISPOSAL
DIVISION
LITTER
DLVI
FIGURE 3: ORGANIZATION CHART - DEPARTMENT OF STREET AND SANITATION SERVICES
-------
departments, one of which was the Department of Street and Sanitation
Services, This upgraded sanitation responsibilities from division to a
i
department status in the organization of the city. The Director of the
department reports to the City Manager as a peer of the Directors of the
two other departments.
The second event occurred on January 1, 1972, when the department
shifted to a partial user charge for collection and disposal activities in
order to avoid a city tax increase. The revenue from the user charge is
expected to cover about 60 percent of total sanitation expenses, with the
remaining revenues coming from the General Fund» It is anticipated that
within the next two to three years the system will be completely dependent
upon user charges for funding. A description of the current charges for
both collection and disposal is presented in Chapter 5.
4.4: Agencies Impacting Dallas' Solid Waste Management System
There have been four groups which have had recent impact upon the
Department of Street and Sanitation Services. Basically, these have been
local groups; there has been little state or regional influence. While the
City of Dallas contemplates securing landfill sites outside the city limits, a
formalized regional plan has not yet been developed. At the state level there
appears not to be any formal involvement with the city's collection and
disposal systems.
4.4.1: A Beautiful Clean Dallas (ABCD)
A goal of "A Beautiful Clean Dallas" is to enhance the appearance of the
city by reducing the amount of vagrant waste (litter). This organization has
been urging the city to increase the number of litter receptacles in the city,
but has met with only limited success. The Department of Street and
Sanitation Services, while wishing to cooperate with ABCD, has been unable
to respond in strength due to cost constraints. Money for extra litter
receptacles has not been allocated in the budget. A plan to place advertising
on the receptacles and thus reduce or eliminate the initial cost of the con-
tainers was vetoed by City Council as a City Ordinance forbids commercial
advertising on city property.
22
-------
The ABCD group is also concerned about the current method of
collecting waste from the receptacles. This job is currently handled by
three separate agencies; The Department of Parks, Department of Public
Works and The Department of Street and Sanitation Services. They feel a
better and more efficient job could be accomplished if one governmental
agency was given complete responsibility.
4.4.2: League of Women Voters
The Committee on Environmental Quality of the League of Women
Voters claims that it was instrumental in influencing the Department of
Street and Sanitation Services to start a paper salvage program. This
program basically consists of a special collection of old newspapers once a
week. This program, which has now been operating for a little over a year,
has met with little financial success. In all months of operation, except one,
there has been a net deficit budget. For the calculation of gross income for
the program, the League urged, and successfully obtained, an income measure
which reflected the external or social benefit of the program. This income
measure was designated as $1. 20 per ton relief to landfill costs. Without
this measure of external benefits, the program would appear even less
successful on a financial basis.
The Department of Street and Sanitation Services is encouraging a
shift to plastic bags as a convenient and reliable trash container. The League
is generally opposed to this shift since the plastic bags are not biodegradable.
Rather, they would prefer to see the Department choose paper bags which
are as strong as the plastic bags. Paper bags are currently used in the
suburban community of Farmers Branch with great success. Their only
drawbacks as compared to plastic bags are that they are a little more
expensive, and are harder to close.
Finally, the League has urged the Department of Street and Sanitation
Services to continually check their landfills for compliance with required
safety and public health regulations. The League of Women Voters feels
that not all the landfills are being operated on a sanitary basis. This
statement was made as a result of on-site visits and conversations with
municipal employees.
23
-------
1.4.3: Southern Christian Leadership Conference
The Southern Chrislian Leadership Conference feels that it is
difficult for blacks to either obtain jobs in the Department or to
be promoled to higher positions of responsibility. The SCLC also feels
that net enough men were serving on a truck. The representative
interviewed felt that the system in Memphis with four to five men per
truck was ideal. He was against the current three-men-per-truck
system and was totally opposed to the planned reduction to two men per
truck.
4.4.4: Unions: American Federation of State, County, and Municipal
Employees, and Operating Engineers of America
The two unions, which have currently organized a portion of the
Department of Street and Sanitation Services employees, have not been
able tc exert any noticeable pressure on the Department. Their membership
rolls in 1he Departmenl are very small with only 25 employees enrolled in
AFSCME and 61 employees enrolled in the Operating Engineers out of a
departmental total of 1024 employees. This limited membership, plus the
24
-------
state statute that prohibits the City to engage in collective bargaining reduces
the power of each union and currently makes them relatively insignificant
pressure groups.
25
-------
SOLID WASTE SYSTEM CHARACTERISTICS
The solid waste management system that is in operation in the City
of Dallas is functionally similar to corresponding systems in many other large
cities. Waste that has a putrescible fraction is collected as mixed refuse on
a regular basis. Trash wastes are both formally and informally collected,
depending on the location. Formal collection represents that waste intentionally
set out. Informal collection is largely a street litter control activity. Streets
and alleys are swept and flushed on a regular basis, and consequently, the
vagrant waste problem is addressed by both the Street Cleaning and Sanitation
Collection Divisions of the Department of Street and Sanitation Services.
This chapter sets forth the solid waste management activities per-
formed in Dallas. Crucial aspects of manpower, inner city problems,
disposal operations, equipment policies, and financing are discussed in
discrete sections. Because of the recent separation of solid waste activities
to be performed by a separate department, a considerable amount of data
was aggregated from a variety of sources. Consequently, there will be some
inconsistencies in the presentation, but these have been either adjusted or
discrepant data has been identified by footnote.
26
-------
The Department of Street and Sanitation Services is responsible for the
collection of essentially all solid waste generated in the city that is not collected
by the private sector. The small exception are some litter receptacles which
are collected by other city agencies. To carry out these programs, the De-
partment has created two separate solid waste operations - Street and Sanitation.
Within Street Operations, there are three Divisions -Maintenance, Cleaning,
and Flood Control. Similarly, within Sanitation Operations, there are three
Divisions - Collection, Disposal, and Litter Control. Like many other cities,
Dallas calls upon the Department for emergency snow and ice removal; how-
ever, unlike most cities, Dallas requires that its Department of Street and
Sanitation Services maintain a Major Emergency Plan whereby men and equip-
ment are prepared to assist other city personnel in emergency conditions re-
sulting from floods, wind damage, building collapse, fire, and accidents. In
addition, the Department is responsible for the collection of trash from wire
containers located on city street corners in high-density areas, and in removal
of high weeds and grass bordering streets, residential, and business areas.
5.1; Sanitation Operations
Three collection functions are performed by Sanitation Operations, two
of which are done by the Sanitation Collection Division. The Litter Control
Division is responsible for the inspection of "blight" conditions on private
property and the issuing of citations for violation of the litter ordinance.
5.1.1: Sanitation Collection Division
This Division is responsible for the collection of mixed refuse, garbage,
rubbish, trash, ashes, and yard wastes from private dwellings, duplexes,
some apartments, and some commercial establishments that do not receive
service from private contractors. It is also responsible for the removal of
dead animals and special pathological wastes. The Division does not collect
construction or demolition wastes, animal or agricultural wastes, or sewage
treatment residues. For organizational purposes, the Division has divided
its collection responsibilities into two separate categories - mixed refuse
(residential and commercial), and trash collection. Trash collection includes
27
-------
all items too large to be handled by compactor equipment, yard waste, and
similar discards. The mixed refuse crews collect trash on Wednesdays where-
as the officially designated trash collectors operate five days per week.
Mixed Refuse Collection
Duties and Level of Service
The duties of the mixed refuse collection personnel in the Sanitation
Collection Division, as well as all other responsibilities of the Department,
are stipulated in Ordinance 13772 and an amendment, Ordinance 13796, of
the Dallas City Code (see Appendices A and B). The Division is required to
collect all mixed refuse from both private and commercial customers requesting
service provided that wastes are stored in proper containers. In no case
will Division personnel collect mixed refuse in containers exceeding fifty
(50) gallons or seventy-five (75) pounds. Metal, plastic, and paper con-
tainers are allowed; and, some customers (approximately 1 percent) use
plastic bags. In FY 1971-1972, almost all mixed refuse was collected at
the curbside (98.3 percent, up from 95.2 percent in the previous year). The
remainder was carried out by collection crews. Management reported that
the average distance for carry-out was about 50 feet.
Direct user charges are assessed for the collection service. Residential
units are billed $1. 50 per month for alley /curbside pick-up and $5. 00 per
month for take-out. This billing differential clearly accounts for the drop in the
fraction of the carry-out customers. Commercial rates are determined by
the number of containers and frequency of collection (Table 3).
Special services (unscheduled and extraordinary- collections) for both
residential and commercial sources are provided, and the Department operates
a Sanitation Customer Service within its offices to handle all customer requests.
Special collections arc made of yard wastes and bulky items too large to be handled
by regular trash crews. All special services are performed on a cost plus
15 percent basis.
28
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TABLE 3
1 /
MONTHLY CHARGES FOR COMBINED COLLECTION
Ouanl ilv
Number of Colic
of Soliil Waslp Prr Week
No. of 10 C. il-
)on Cnnt.iinri s Gallons
1-5
6-10
11-15
16-20
21-25
26-30
100
200
300
400
500
600
Culiic
Yards
1/2 $
1
1 1/2
2
2 1/2
1
2
4.00
8.00
11.00
14.00
17.00
20.00
1 -!-iCv.ncrs tif coiru-"orcial establishments may rliou^o
\ 15 pcici'nt ln^uic coinmriu «.mrnt uf service.
1
I"
1
Commercial
client* must
choose amonn 2,
3, or
3
$ 6.00
12.00
16.50
21.00
25.00
30.00
c,,,,^
6
$12.00
24.00
33.00
42.00
51.00
60.00
to be billed cost
6 collections per
(
Cost for Each
CtiM< clion
pur Week
$2.
S4.
S5.
$7.
$8.
00
00
50
00
50
$10.00
plus
week .
Manpower/Equipment Allocations
Collection crews consist of a skilled collection and transport driver
and either one or two unskilled collection laborers. The Department is cur-
rently studying the feasibility of reducing all crews to one driver and one
laborer. Approximately 865 of the Collection Division's 904 personnel are
assigned to mixed refuse collection. The equipment used for mixed refuse
collection activities consists primarily of sixteen and twenty yard packers
and a smaller number of special collection vehicles. Table 4 gives the
details of the manpower and equipment allocations within the Department.
There are currently 432 mixed refuse collection routes, and each
collection crew is assigned two routes. In FY 1971-1972, there were 235,005
residential units (201, 837 single dwellings, and 33, 168 dwelling units in duplexes
and apartments), and 12, 338 commercial locations served. Collection at all
residential units is made twice a week, Monday, Tuesday, Thursday, and
Friday. On Wednesday, the mixed refuse crews are assigned to trash collec-
tion details as well as certain street cleaning operations. Commercial
29
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TABLE 4
SOLID WASTE SYSTEM
MANPOWER EQUIPMENT ALLOCATIONS BY FUNCTION AND DISTRICT, 1971
(Autaurized)
[_ Collection Division
'.V.aroo^er , Vixed Rcti.sc ard Trash 1 Trasli
. --^LC L
D. strict ~---^ 1'
I5-.S-..-:ct M |,
3:s-..-:ct p2 ;
E.s:r.c-. =3
r
D. strict "4 ||
i
TOTAL L
F
LM CC
b [ 12 ' 65
*
5
5
20
15 50
10 , 50
10 . 57
4IJ J222
C
165
131
131
150
ST
577 i 1
AS
1
RBO;RUO
i
i
2
2
6
3
3
b
6
IS
TD
0
0
3
0
3
TR
0
0
0
12
12
St-i ' : C.oaninc Div-.
-------
TABLE 4 Continued
"pii-t Cii -niPi; Duii HIP
T-nct on .... ... , ,
p.NH!".t ljcr»0lli i 1 ( luuptnup (J"l\
Lull i Conlrul
Tivi in
7~"r~--~.i.': S A LM.'SSC ,'LN Src MLMI 1C LTDISTJAS
:> s::ic: 1 1
i
D st::c: "2
! '
D »-.! .ct 3 ! 1
D .,.. ct ->4 \ i
ior\L 2 i i 10 ! i n 2 :i i
E,u.v..M.
C ij-p-.-ir Scooters (1 cu.vd'.) ;
"i'l \ r.sss" .*iii c Loading
(1C c- c.)
1 . r'-j Is" (!0 c i. \d. )
I -. . -«; (3: cj ,1.)
: o '5>. r1 or j i ' C CM. \c. )
I'.cVcrs - Re:- Loacing !
20 cu. >d. vitn 3 cu. yd. 1
'oppor)
:>ic'.ers - !vc:r Loading
(JO rv. '.J. )
T- «' c-3 -Si" Loudi-g
(23 c-. -!.)
C i - - ..'! r o!j'jno5
1. -af \ .icuu-is
! 'ec-a-'.c-'.l St -ect S1 ccocrs 1
''cc- -:;-i '.l!e\ S i.cpcrs !
"P. i-c^lTi-iS.icocrs '
St-ci-. ri.-,' c-s (15CO sailor.)
a^tor Vo \ers
Modifnid Tractor Mower
(slope;
Support Trucks (5 and 10
cu. vd. diirrs trucks)
1
1
sS
i
2
1
1
CL
Othor
SPS SUP AVCIIVS
i
i ;
i
: !
1
i :
i :
1 1
1
Total
X
29 S
Z-.0
240
Z3<=
2' 8 ! ' 5 ' 16 /TZBT
3
5
13
-1
\
i
;5
2
25
11;
! 24
1 9
22
5
i *
TOTAL |
0
1 1
44
4
12
401
* Not assigned to districts - appears as a column total with no column
entries.
-------
TABLE 4 Continued
DEFINITIONS FOR HEADERS
AC - Alley Cleaning Crewman
ANC - Animal Collection Crewman
AS - Assistant Superintendent
C - Crewman
CC - Crew Chief
CL - Clerical
CLM - Curb Leadman
EPC - Emergency Pick-up Crewman
ETD - Emergency Truck Driver
F - Foreman
FLM - Flusher Leadman
HC - Hand Cleaning Crewman
HLM - Hand Cleaning Leadman
1C - Inlet Crewman
INS - Inspector
LM - Leadman
LVO - Leaf Vacuum Operator
MC Mower Leadman
MLM - Mower Leadman
PCO - Push Cart Operator
RBD - Rotoboom Driver
RBO - Rotoboom Operator
S - Supervisor
SLM - Street Leadman
SMC - Slope Mower Crewman
SPS - Special Services Personnel
SS - Sector Supervisor
SSC - Street Sweeper Crewman
ST - Scientific, Technical Staff Member
SUM - Summer Mower Crewman (Temporary)
SUP - Supplies Personnel
TD - Truck Driver
TR - Transfer Station Crewman
ZS - Zone Supervisor
32
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establishments may choose either 2, 3, or 6 collections weekly. For
scheduling and manpower/equipment allocation purposes, the Department has
divided the metropolitan area served by the collection crews into four districts.
The workday is eight hours (6:30 a.m. to 2:30 p.m. ), and crews are expected
to complete their assigned route each day. Table 5 shows time breakdowns
for several routes on which data were available.
The Sanitation Collection Division facilitates the shipment of solid
wastes to the disposal sites from certain areas by operating a transfer station
which allows the contents of five packer trucks to be placed in one 35 cubic
yard trailer.
TABLE 5
TOTAL DAILY TIME FOR SEVERAL REPRESENTATIVE ROUTES
Crew
Route Size Yard to Route Route
413
414
415
416 3
417
418
419
4110
4111
2
2
2
2
2
2
2
2
' Excludes
garage at
1 5 mm.
12 min.
IS m n.
1 6 nun.
17 mm.
IS m.n.
! 8 mm.
1 J nun.
18 mm.
t.me at the
the erd of
4 hrs
4 hrs
4 hrs
4 hrs
5 hrs
3 hrs
4 hrs
4 hrs
2 hrs
disposal site
the workday.
Collection
. 25
. 25
. 42
. 48
. 51
. 20
. 21
. 40
. 40
but
mm.
mm.
mm.
min.
mm.
mm.
mm.
mm.
mm.
includes
Travel Time
1 hr.
1 hr.
45 min.
35 min.
2 hours
1 hr. 45 min.
1 hr.
1 hr.
1 hr.
1 hr.
1 hr.
55 mm.
45 mm.
50 min.
35 mm.
35 mm.
time necessary to
/ Lunch and
Breaks
1 hour
hour
hour
hour
hour
hour
hour
hour
1 hour
travel from the
Time at
Landfills
12
12
12
12
12
12
12
12
12
min.
min.
mm.
min.
min.
min.
min.
min.
mm.
the disposal site
Total
7:37
7:24
8:12
3:01
9:15
6:45
7:41
7:42
6:00
to the
Efficiency and Productivity
Data on the quantities of mixed refuse collected are quite accurate because
an average of 8 out of 10 municipal collection vehicles are weighed at the disposal
sites. The Division is currently collecting about 36,000 tons of mixed refuse
per month. Table 6 presents monthly mixed refuse data for the past three
years.
33
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TABLE 6
MONTHLY MIXED REFUSE COLLECTION (estimated tons)
1968
October 30,405
November 27,892
December 32,255
January
February
March
April
May
June
July
August
September
Monthly
Average 30,184*
Three months
**
Nine months
1969
35,373
30,134
36,057
29,255
27,472
30,564
34,601
38,235
33,147
33,456
32,168
34,557
32,918
1970
36,115
31,067
35,690
33,228
31,034
37,974
37,708
35,956
40, 074
37,671
35,674
37,757
35,829
1971
37,421
34,488
37,330
30,432
28,316
34,622
35,479
34, 642
37,035
35, 983
39,179
35,732
35,055
1972
32,127
33,365
40,895
32,331
38,796
39,217
35,823
37,417
31,907
**
35,764
The data in Table 6 indicates that collection quantities exhibit seasonality,
but no growth since 1970. The total amount collected over the last reported
12-month period was 431, 137 tons. The Department reports that there are
approximately 588 customers on the average route. Given this data, the
average crew collects 9.6 tons of mixed refuse daily, which is equivalent to
33 pounds per stop, on the average. These collection quantities necessitate
the average crew making 3 trips to the disposal site daily. Each trip takes
approximately 35 minutes, and is about 6 miles one-way.
In 1971, the cost of mixed refuse and trash collection was just under
$7. 1 million, of which $5. 1 million (or 72%) represented labor costs. Efficiency
and productivity for the Sanitation Collection Division are summarized in Table 7.
34
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TABLE 7
EFFICIENCY AND PRODUCTIVITY DATA
».
-
""
~
o
UC
f
0 C
« i
* £
u
i 1
X 0
e -^
C » u
o u c
a
U
a
u
i **» *
3
"oof
uuu.
n
0
a
n
a
0 °
«i £
iiu 5
N. Collvctiun Function
Parameter N.
Pooul.rion Served .
No. ol Reaid. or Coivm. Units '
Street Miles.
Alley Mile- 1
Area [so. mi.)
Pop. density (peo/sq. mi.)
Annual Amounts Collected
Lbs./u-iil/uk
Lbs. /person/day
Point of Collection
Freq. of Collection
Type of Storage Container
Ave. Dist. to Disp. Site
Avg. Miles Driven/truck/day
Avg. Hours worked/day
Direct men
Crews
Crew size
Trucks
Ave. «ages and fringe for laborers
Ave. wages and fringe for drivers
Stop!i /Crew /Day
Tons/Crew/Day
Coll . Cost/resid. umt/yr.
Coll. Cost/person/yr.
Coll , Cost/ton/ yr.
Total Coll. Cost/yr.
Typr b No. of Disp. Sites
Total Disp. Cost/yr.
Total Cost/yr.
Coll. Expense as % of tot. Exp.
Coll. labor expense AS % of tot. Coll.
Coll. equip, expenmi as % of tot. Coll.
Proc. b Disp. expense as % of tot. Exp.
Proc. b Disp. labor expense as % of
tot. Disp.
Mixed Refuse Collection
431,137 tons (est.)
65.28
2.81
Allcy/Curbsidu 98.3%
Carryout (backyard) 1.7%
Residential: 2/wk;
Commercial 2, 3, or 6/wk.
Any container < 50 gal. and
<75 Ibs.
6 miles
18 miles
8 2 i
432
2 or 3
216
$2.63/hour
$3.37/hour
588
9.6
$ 27.
$10.
$ 10.
$7,070
Trash Collection
844,000
254.000
5.800
Z65. 6
3,179
222,070 tuns (est.)
33.63
1.45
Curbsidc, Backyard,
Alley
I/ week
6 miles
8 , ,
126.=-'
63
2
63
$ 2.63/hour
$3.37/hour
" 4 /
8.0
83
47
82
,000
10 Landfills'
$1,584,947
$10,434,947
84.8
76.6
21.9
15.2
52.1
Street Cleaning
120,000 miles (est.)
-
Curbs, Sidewalks,
Rights-of-Way
I/ month
.
12 miles
8 (2 shifts)
225
33
1,2, or 3 -depending on equip.
103l/
tt.fi.
N.A.
.
-
$ 5.87
$ 2.11
$11.87
$1.780,000
Ul
-------
LEGEND FOR TABLE 7;
Includes approximately 10, 000 commercial units. Also, the total number of
dwelling units in Dallas is about 303,000. Approximately 50,000 dwelling
units are served by private contractors (essentially all high-rise).
The authorized total for both collection functions is 904 men which includes
supervisory personnel.
/,
4 /
See Table 4 for breakdown
222,070 tons/year Q n.~ . ,
= * = 8.043 tons per truck per day
63 trucks x 260 S*YJ. + 216 trucks x 52 ^LJL8.
year year
Of the ten disposal sites, eight are restricted for city and resident use. Two
of these are brush sites. The remaining two sites are open for any agent that
wishes to dispose of waste and fees are collected.
36
-------
Current and Future Developments
At the present time, the Department is developing a vehicle scheduling
computer program in order to optimize its manpower /equipment allocations.
In addition, l.he city plans to expand its transfer station operations as the
available landfill sites (there are currently ten) are filled, and sites further
away from neighborhood collection routes must be used. Also, the Sanitation
Collection Division is studying the feasibility of using plastic bags and the
possibility of milling refuse to achieve greater volume reduction.
Trash Collection
Duties and Levels of Service
Crews collecting rubbish, yard wastes, and bulky materials
normally operate five days a week, although some crews do work on Saturday.
Collection from residential and commercial units is made principally on
Wednesday when full-time trash crews are supplemented by the Division's
mixed refuse crews. During the other weekdays, the trash crews concentrate
their collection activity on vagrant litter and street wastes.
Manpower/ .Equipment Allocations
Because mixed refuse and trash collection activities are performed by
many of the same personnel, it is difficult to segregate those employees within
the Sanitation Collection Division whose responsibilities are strictly trash
collection. Trash crews are allocated 63 pieces of equipment ("Bobtails",
Open Trailers, and Clamshell Kotobooms), and there are approximately 40
people (principally drivers of the above equipment) who are assigned specifi-
cally to this collection function. The remainder of the personnel (mainly crew
chiefs and crewmen) are shared with mixed refuse collection. Table 4 summar-
izes the manpower/equipment allocations.
Efficiency and Productivity
The Division is currently collecting about 18,000 tons of trash per month.
Table 8 presents monthly data for the past three years. The relative activity
of the trash collection function during the week can be seen in Table 9.
37
-------
TABLE 8
MONTHLY TRASH COLLECTION (estimated tons)
1968
October 16,226
November 12,227
December 11,523
January
February
March
April
May
June
July
August
September
Monthly
Average 13,325*
Three months
**Nine months
1969
16,412
15,172
15,483
18,231
20,005
15,288
21,090
20,190
21,600
19,830
15,259
16,119
17,889
1970
18,187
17,984
19,737
16,896
18,324
18,817
24, 096
24, 668
22,972
23,874
17,031
19,222
20,151
1971
19,277
17,850
18,981
19,281
20,678
24,588
20, 642
21,081
22,916
20,581
22,781
23,917
21,048
1972
15,801
17,188
20,718
16,649
19,978
20,191
18,438
19,262
16,539
18,307
TABLE 9
DAILY PERCENTAGE OF WEEKLY TOTAL FOR
TRASH COLLECTION
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Total
1968
5.6%
5.5
58.5
13.7
6.9
9.7
100.0%
1969
4.6%
5.3
54.2
14.8
7.9
13.2
100.0%
1970
9.4%
10.3
48.1
14.9
13.4
3.9
100.0%
1971
9.9%
10.3
46.7
15.7
15.0
2.4
100.0%
38
-------
As can be seen, Saturday collections are quite small and are dropping,
and there is a. trend toward more balanced collection for the remainder of the
week. Wednesday still remains the principal trash collection day, however,
increased trash collection on Monday, Tuesday, Thursday, and Friday suggests
that vagrant wastes and street litter, which are collected primarily on these
days, may be increasing. All other productivity data appear in Table 7.
5.1.2: Litter Control Division: Duties and Level of Service
This Division is responsible for the inspection, notification, citation,
and removal program covering general litter and high weeds on private
property. As of December 1, 1972, the Division has been responsible for
handling junked automobiles. From the Department's Annual Report:
"The basic function of the Division is to serve as the
primary instrument of municipal government for
influencing the establishment and maintenance of high
standards of cleanliness of grounds in those locations
where litter is deemed excessive for the over-all-wel-
fare of the citizens. "
The Division does not actually perform any solid waste collection, but
rather oversees solid waste removal through its inspection programs and its
quasi-regulatory powers.
5.2: Street Operations
Only one "solid waste" function is performed by Street Operations, and
that is street cleaning. Other functions which are the responsibility of
Street Operations involve street maintenance and repair, and flood control.
5.2.1: Street Cleaning Division
Duties and Level of Service
This Division is responsible for cleaning (sweeping, flushing, mow-ing,
etc.) all thoroughfares, streets, alleys, rights of way in Dallas along with
the sidewalks, plazas, and other public gathering places in the Central
Business District. Litter and weed control on public property and the
removal of roadway spillage is also the responsibility of the Division. Also,
plans have been developed for emergency response to snow, ice, and high
-------
water conditions, as well as other natural and civil emergencies. Special
requests for service are handled if possible, and Table 10 presents data
for October, 19*72. (A Management Information System has just been
developed for this type of data.)
The Division is also responsible for the Department's leaf pick-up
program, which begins each year around October 15. In addition, the street
cleaning crews are responsible for the placement of 200 open-top litter
barrels throughout the City and the removal of their contents twice a month.
TABLE 10
STREET CLEANING DIVISION REQUESTS FOR SERVICE
(One Month - October, 1972)
Alley Cleaning 21
Street Cleaning 52
Right of Way Cleaning 54
Weed Removal 14
Roadway Hazards 399
Manpower/Equipment Allocations
The Division reports that a systematic cleaning schedule has been
developed which "insures that the entire City is swept at least once a month. "
With over 5, 800 miles of streets and alleys, the street cleaning crews must
work over 10,000 lane-miles per month. Approximately 230 employees are
authorized, and the Division's 103 pieces of equipment consist primarily of
sweepers, vacuums, flushers, and tractor mowers. Table 4 summarizes
the manpower/equipment allocations. The entire City is made up of 33
street cleaning routes. Some of the routes (principally in the downtown,
Central Business District) receive more than "once a month" service. In
fact, some routes are traversed by five or six mechanical sweepers daily.
In addition, the streets and sidewalks of the downtown Central Business
District are hand swept and water flushed every night of the week (including
Sunday) by a special night crew of about 50 employees.
40
-------
Efficiency/Prod activity
For the month of October, 1972, the Division reported that 11, 343
miles of streets and 915 miles of street rights-of-way were cleaned. There
were, however, several sections of the City which received little, if any,
service during that month. At any rate, the above reported data is equiva-
lent to approximately 150, 000 miles annually.
The Department budgeted $1. 78 million to this function of which $1.17
million (or 66%) was allocated to labor costs. This works out to just under
$12 per mile/year, and an annual per capita cost of $2. 11. Once again,
Table 7 summarizes the efficiency/productivity data for the Street Cleaning
Division.
Future Prospects
Most of the Division's innovative efforts seem to be concentrated in its
mowing operations. A program has been set up to replace its old, worn
tractors. Several of the new tractor mowers are "flail" type in order that
the Division can assess the feasibility of the new type mower. In an attempt
to cut labor costs, several herbicide sprayers will be used in the future to
suppress plant growth around guard rails, utility poles, etc., where mowers
cannot reach.
41
-------
5.3: Quality of Service
The quality of service provided to the residents of Dallas is very high,
a fact which is strongly supported by the cleanliness of the City. It is noted
in the section of this chapter discussing the inner city that this may not be
the case in certain areas, and this allegation will be discussed at that point.
By and large, however, the City is exceptionally litter free and the Department
of Street and Sanitation Services responds rapidly to all complaints and re-
quests .
Complaints of sanitation services are received at two locations in
the City: at the Action Center which is in the City Hall, and at the Com-
munications Center in the offices of the Department. Most complaints
are received at the Communications Center, but those that are not are
transmitted by a Telautograph (Facsimile) machine from the Action Center.
It is estimated that in excess of 500 calls per day are received, which
include requests to start service, where to place containers, requests for
street repair, and requests for dead animal collection, as well as normal
complaints. To provide this link with the customers, the Center is manned
by five telephone clerks and nine dispatchers.
Table 11 presents the fraction of calls to the Communications Center
during FY 1971-72 which were related to solid waste management activities.
Dead animal collection calls occur with the greatest frequency, representing
about fifty percent of the requests. Of interest is the behavior of the incidence
of complaints about the collection service fee when this system was initiated
in January, 1972. The number of these complaints started before the system
was implemented, peaked out in the month following implementation, and then
dropped to a mid-summer low. It is enlightening to observe the time rate of
change of attitute resulting from a system impact such as the implementation
of a user fee.
Actual complaints about the quality of service cannot be separated
from the figures presented in Table 11 since many of these calls rep-
resent requests for service rather than complaints. Taking the garbage
collection calls as a "worst case" index, the complaints are therefore less
than or equal to .019 percent of the average number residential services
performed in a month.
42
-------
TABLE 11
REFUSE CALLS RECEIVED BY THE COMMUNICATIONS
CENTER DURING FY 1971-72
Garbage Collection Service
Trash Collection Service
Dead Animal Collection
Crew Service
Collection Service Fee
Total Calls and Complaints
Oct.
'71
339
154
2.318
145
-
2,956
Nov.
'71
336
204
2.131
128
-
2,799
Dec.
71
380
104
2.218
134
150
2,986
Jan.
72
371
172
1,929
175
3,332
5.979
Feb.
72
268
460
1.983
194
3,750
6,655
Mar.
72
434
1.313
2.402
190
3,140
7,479
April
72
377
506
2,273
156
1.583
4,895
May
72
417
695
2,403
156
639
4,310
June
72
500
1,062
2.740
143
492
4,937
July
'72
363
1,060
2.793
132
496
4,944
Aug.
'72
597
657
3, 175
151
385
4,965
Sept.
72
337
337
2.251
126
596
3,647
Annual
Totals
4.719
6,724
28.616
1.830
14,563
56,552
Monthly
Averages
393
560
2.384
152
1,213
4,712
-------
5.4: Turnover, Tenure, and Absenteeism
The Personnel Department of the City of Dallas maintains active
records on departmental turnover on a monthly basis. In addition, tenure
data was provided for the Department of Street and Sanitation Services
with *. special computer run. The Department of Street and Sanitation
Services maintains their own absenteeism data on a weekly basis.
5.4.1: Turnover
The Department of Street and Sanitation Services terminates approxi-
mately 71 employees a month within the Sanitation Division. The monthly and
annual turnover averages are about 6.7 percent and 81 percent respectively
and are quite high when viewed in this perspective. Table 12 presents the
number of terminations and the number of new appointments for each month
during FY 1971-72.
Terminations generally appear to be high in the summer months and
low in December and the spring, but without any longitudinal data, it is
difficult to detect any definite trend. Table 13 indicates the various
reasons laborers leave their job. Unfortunately, the largest category,
Dismissal Other, is too general and does not supply us with detailed Infor-
mation. It is strongly suspected that most of the terminating personnel
In this category simply failed to show up for work. However, the reasons
of Health, Another Position, or Leaving the City are significant explanatory
variables.
Table 12 also reveals the number of new appointees by their racial
or ethnic backgrounds. Surprisingly, 52.3 percent of all new unclassified
employees are black. Chlcano appointments represent 9.7 percent of all
new laborers hired, and white laborers represent 38.0 percent.
44
-------
TABLE 12
MONTHLY TURNOVER DATA FOR SANITATION EMPLOYEES, FY 1971-72
Month
Oct. 71
Nov. 71
Dec. 71
Jan. 72
Feb. 72
March 72
April 72
May 72
June 72
July 72
August 72
Sept. 72
Average
Worker
Class
1 (cla;,s
2 (unclz
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
?
.
Total f»
Employees
i /
ifiedH-' 1()49
ssifiedji'
1072
1078
1;39
1065
1031
1006
1033
1090
1061
1025
1028
1056
Number
Terminations
1
71
1
69
1
36
1
48
1
77
2
81
1
45
4
40
4
115
2
49
6
123
4
97
2.3
70.9
Number of Appointments
Total
1
84
7
70
2
43
_
48
6
51
1
45
1
38
_
90
4
95
3
79
5
91
4
79
2.83
67.75
White
3/
41
26
-
21
_
22
_
23
_
13
-
18
-
35
_
30
_
26
_
26
_
28
25.75
Black
I/
37
.
38
-
14
_
21
_
24
_
28
-
15
-
44
-
53
_
47 '
_
58
_
46
35.42
Chicano
!/
6
-
6
-
8
-
5
_
4
_
4
-
5
-
11
-
12
_
6
_
7
_
5
_
6.58
i
-------
TABLE 13
TYPE OF TERMINATIONS FOR UNCLASSIFIED EMPLOYEES FOR THE MONTHS
OF OCTOBER, JANUARY, APRIL, AND JULY - FY 1971-72
TYPE OF
TERMINATION
Resign
Dismissal
Retirement
Disability
Death
TOTAL
REASON FOR
LEAVING OCT. 71
Leaving City 3
Another Pooition 13
School 2
Health 3
Dissatisfied with
job
Other 4
Health
Dissatisfied with 1
job
Other 45
-
Health
-
71
JAN. 72
7
7
-
-
1
2
-
-
29
-
1
1
48
APRIL 72
-
10
'
3
1
2
-
-
28
1
-
-
45
JULY 72
1
6
4
3
2
1
-
32
-
-
49
TOTAL OF
FOUR MONTHS
11
36
2
10
5
10
1
1
134
1
1
1
213
% OF TER-
MINATIONS FOR
THOSE MONTHS
5.2
16.9
1.0
4.7
2.4
4.7
.5
.5
62.9
.5
.5
.5
-------
5.4.2: Tenure
Table 14 illustrates the number of years in which Sanitation
Division (collection, disposal, litter control) employees have been employed
by the City of Dallas. Grades 04 through 22 are classified positions, and
grades 54 through 65 are unclassified or laborer positions. For our pur-
poses, the interesting grade is number 56, Sanitation Crewman or Truck
Driver Tandem Axle and Semi-Trailer. Predominantly, this class is
composed of sanitation crewmen. The percentage of employees within-this
classification with less than one year tenure is 52. 8 percent. It is within
this class that most of the turnover within the Sanitation Division occurs.
Therefore, the magnitude of the turnover problem discussed in the pre-
ceding section is less than indicated. It is a relatively small group of em-
employees continually turning over, which yields such" a hig'h divisional
turnover figure.
5.4.3: Absenteeism
The Department of Street and Sanitation Services maintains data on
the percentage of workers absent on a weekly basis. These statistics are
graphed in Figure 4. It is interesting to note the downward trend in the
first quarter of the fiscal year, resulting at a yearly low during the last
week of December. The reason for this trend has two probable causes.
First, workers try to accumulate capital for the holiday season, which
they can only do by working each day. The second reason is that workers
must report to work the day before and after a holiday (except for annual
leave) in order to be paid for the holiday. Thus, there is an added financial
incentive to come to work during this period.
The relatively low figures for the weeks in June are not readily
explainable. Turnover was very high for that month and perhaps the new
employees were more conscientious of their duties.
5.5: Inner City
Within the boundaries of the City of Dallas there is no specific area
which is referred to as the "ghetto" or "inner city" area. However, a
review of the median income of census tracts within the city reveals a
47
-------
TABLE 14
CITY OF DALLAS
EMPLOYMENT DISTRIBUTION BY YEARS OF SERVICE
DEPARTMENT OF STREET AND SANITATION SERVICES
SANITATION DIVISION
11/20.
GRADE
04
OS
06
07
08
09
10
1 1
12
13
14
16
17
19
22
TOTAL
35
45
TOTAL
54
55
56 _
57
61
62
63
64
65
TOTAL
FINAL
1
I o-i
2
5
2
14
2
1
1
2
t
30
8
266
8
11
9
1
303
333
333
'Grade
1-2
1
7
1
4
2
1
2
18
t
t
2
3 .
82
6
16
I
12
1
121
141
141
2-3
2
3
2
8
3
2.
-
20
45
1
16
1
13
78
98
98
classes
3-4
I
4
3
1
1
1
11
6
30
2
12
7
.1
58
69
69
4-5 5-6 6-7 7-8
1
2
10
2
1
1
1
18
1
1
20 ,
1
16
6
4
49
67
6.7
described
1 1
3 1 S
1 1 2
1 I 1
1 1
1
849
1 1 1
10 8 6
2 1
9 IS 2
1 6 1
23 31 10
31 35 19
31 35 19-
on following
YEARS OF SERVICE OVER FIi
8-9 9-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20 8L
4SI221 21231
25 2 3242 2
112 2
3 211211 .1
12 11
1 1
1
1
till S 7 4 7 6 6 6 6 4
3111 2 11
1
77 3213222
1 1 1
86615123351
142 12 1
1
21 18 9686 66691
32 29 14 13 12 13 12 12 12 IS S
32 29 14 13 12 13 12 12 12 IS S
page.
1 7
1 10
S
4
1
3
1 1
3 31
2
2 6
3
1 12
2
3 25
6 56
6 56
-------
TABLE 14 (Continued)
Grade
Job Classifications
Classified
04
05
06
07
08
09
10
11
12
13
14
15
16
17
19
22
35
45
Laborer
54
55
56
57
61
62
63
64
65
Clerk 4
Clerk 5
Clerk 6
Sanitation Area Leadman, Automotive Equipment Operator
Clerk 8, Carpenter 8, Foremen 8
Sanitation Area Foremen, Sanitation Special Services
Supervisor 9
Operations Analyst, Administrative Assistant, Sanitation
Area Foreman
Customer Services Supervisor, Assistant Sanitation Dis-
trict Supervisor 11
No Job Classification (NJC)*
Sanitation District Supervisor 13
NJC
Assistant Sanitation Services Superintendent 15
NJC
Sanitation Services Superintendent 17
NJC
NJC
NJC
NJC
Watchman, Laborer A, Spotter, Disposal Site
NJC
Sanitation Crewman, Truck Driver Tandem Axle and
Semi-Trailer
Mechanical Aid D, Rotoboom Truck/Trailer Driver
Sanitation Crew Chief A
NJC
Sanitation Crew Chief B, Sanitation Animal Truck Driver
Carpenter Rough
Transfer Operations Trailer Driver 65
1) Certain categories of employees did not have a job description. For classified
employees, this was generally top level management.
Source: Personnel Department, City of Dallas
* No Job Classification
49
-------
w
u
U
w
H
£
w
CO
cq
Nov Dec Jan Fob Mar Apr May
TIME OF FISCAL YEAR 197
June July Aug Sept
1-1972
FIGURE 4: ABSENTEEISM VS TIME OF YEAR
50
-------
fairly largo low-income area. Figure 5 illustrates the census tracts in
the city for which 1he median income is less than $3,999. This area is
commonly referred to as South Dallas and had a total I970 population of
I 7)3,415 peoole.
The Department of Street and Sanitation Services does not provide
any special services in this area. The normal collection of two pickups
per week is provided, and there do not seem to be any collection prob-
lems associated with this service. However, recent litter legislation has
been enacted to improve the condition of vacant lots in this area as well
as in the remainder of the city.
There have been comments from two different sources that the
quality of service in South Dallas is not as high as in the other areas of
the city. The Southern Christian Leadership Conference feels that the
Department neglects South Dallas in their collection activities as service
is not provided regularly. In addition, according to the Committee on
Envi ronmen l~a I Quality of the League of Women Voters, the citizens in this
area have had many complaints about the level and quality of service.
Wi t~hout a personal survey of collection activities in all of Dallas,
it would be difficult to resolve this question. A possible explanation is
thai the Department does discriminate against the citizens in South Dallas
oy providing irregular collection. This is the view held by the Southern
Christian Leadership Conference. On the other hand, the problem may
be the result of citizen apathy toward proper solid waste storage techniques.
If waste is not stored correctly, the sanitation crews could refuse to
collect, c. situation which would precipitate claims of partial service. The
c'jesricr, of fault becomes very complicated under this type of constraint
and, to date, no one has called for the services of a fair witness.
5.6: Disposal Methods - Present and Planned
The Disposal Division of the Department of Street and Sanitation
Services practices sanitary landfill for disposal of solid waste. All waste
types, with the exception of certain hazardous materials, are accepted at the
51
-------
DALLAS COUNTY
CENSUS TRACT MAP
1970
* The darkened area consists of 34 census tracts and denotes the areas with less than $3,999
annual median income.
FIGURE 5- CENSUS TRACTS WITHIN THE CITY OF DALLAS WITH A MEDIAN INCOME OF
OF LESS THAN $3,999 ACCORDING TO THE I960 CENSUS.
52
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disposal sites. Until quite recently, waste petroleum oil was allowed, but
it was decided that this material was too toxic and flammable for landfill
disposal.
Actual tonnage records are kept only for mixed residential refuse
hauled by City vehicles. Trash hauled by the City and miscellaneous refuse
hauled by private firms are recorded by cubic yards which are recalculated
in terms of tonnage by survey. Compacted landfill density is estimated to
be approximately 1000 pounds per cubic yard.
There are now ten sanitary landfill sites being operated by the City.
The names, average disposal rate, and estimated remaining lifetimes are
presented in Table 15. Figure 6 indicates that all locations currently lie
within the Dallas City limits. All sites are located on private property,
usually at no cost to the City, because most owners desire the fill. All
disposal operations, however, are the responsibility of the Disposal
Division,,
TABLE 15
DALLAS DISPOSAL SITE DATA
Sites
Walnut hill Public Site 1
South Loop Public Site 2
Second .4 vi;iuc City Site 3
Pinncl Citf Site 4
Kiest Ci-y Site 5
Elam Ci y Site 6
Davis Cit> Site 7
W. Dalles Site 8
Killougti Site (Brush) 9
Linfield (f)rush) 10
Overall Totals /
ESTIMATED ON OCTOBER 31. 1971
Capacityi/
Prcnarcr
223,000
390, 700
678.200
107.700
133.000
61.900
87. 900
36,700
5,400
NA
1.72-i.SOO
Fill Rate
CY/Day
2,600
2,000
770
635
600
400
375
200
60
NA
7,6-10
Completion
Date
April 1976
May 1983
March 1974
May 1973
Oct. 1975
Nov. 1988
Oct. 1973
Sept. 1975
Sept. 1973
NA
2260.1/8
ESTIMATED ON APRIL 30, 1972
Capacity
Prepared
114.000
354,900
533.600
59.000
103. 100
27,300
46,000
7,600
14,800
NA
1.265,300
Fill Rate
CY/Day
2,500
1,500
800
635
550
475
325
150
100
NA
7,035
Completion
Date
Jan. 1976
May 1983
Jan. 1974
May 1973
Oc*. 1975
Sept. 1972
Oct. 1973
Sept. 1975
JuJy 1973
NA
180 Days
If The site capacity, in cubic yards, that could be used if site preparation activities such as clearing and
excavation were to be temporarily discontinued.
J2/ Neglecting the Linfield brush site.
The Disposal Division has a current authorized manpower strength of
135 positions including a Superintendent, an Assistant Superintendent, and two
District Supervisors. Not all positions are filled, as indicated by Table 16,
which presents detailed personnel strength for fiscal years 1970-71, and
1971-72. The upward shift in classified personnel coupled with the downward
53
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c
FIGURE 6: DISPOSAL SITE LOCATIONS IN THE CITY OF DALLAS
54
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TABLE 16
AUTHORIZED POSITIONS, DISPOSAL DIVISION
FY
Personnel Strength at the End of the Year
Classified Personnel
Disposal Superintendent
Asst. Disposal Superintendent
Administrative Supervisor
, Disposal District Supervisor
Accountant
Party Chief
#Disposal Foremen
*Equipment Operator 8
*Equipment Operator 7
Instrurnentman
Clerk
Draftsman
Toll Attendant
Chainman
Total
Unclassified Personnel
Trac. Crl. 80 HP Less
Mech. Aide D
Weighman Tr. Scales
Oper. Trainee A
Spotter Disposal Site
Watchman
Total
1970-71
1
1
0
2
0
0
7
36
17
0
1
0
0
0
~6T
3
5
5
3
24
11
51
FY 1971-72
1
1
1
2
1
1
8
40
11
1
1
1
9
0
^78
1
4
5
3
18
10
~4T
Change Percent:
0
0
+ 1
0
+ 1
+ 1
+ 1
+ 4
- 6
+ 1
0
+ 1
+ 9
0
+13 +20.0
t
i
1
- 2
- 1
0
0
- 6
- 1
-10 -19.6
Total
Total Division
Disposal Equipment
Compactors
Draglines
Graders
Turna pulls
Turnadozers
F. E. Tractors
Bulldozers
Total
51
116
7
4
2
8
5
12
3
41
41
119
7
4
2
9
5
11
3
41
TlO
+ 3
0
0
0
+ 1
0
- 1
0
0
-19.6
+ 2.5
0
*Classified 11-14-71
55
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shift in unclassified personnel indicate that the newly created Toll Attendant
job absorbed some men from the spotter positions. Toll Attendants became
a necessity when the City initiated a disposal charge earlier this year.
Disposal Division personnel operate 41 different pieces of equipment
which are described in Table 17. Some of these machines are not assigned
to any particular site; they are manned by two district mobile crews which
travel from site to site performing trenching operations. This practice
fully utilizes the rather expensive heavy equipment required for trench
landfill techniques.
Of the ten landfill sites being operated by Dallas, eight are restricted
for city collectors and residents. Two of these are city brush sites. The
remaining two sites are public and will accept waste from any hauler, in-
cluding private sector collectors. These firms are encouraged to use the
public disposal facilities inasmuch as the user charge system introduced in
January of 1972 provides a substantial income to the city.
Table 18 presents the annual disposal activities for fiscal years
1970-71, and 1971-72. Data of Table 18 indicates that disoosal of refuse
hauled by city vehicles increased slightly during this two year interval, but
that refuse from other sources declined significantly. This observation for
non-city disposal is explained by the implementation of the fee system,
which apparently forced some private collectors to seek other sites. This
trend is further supported by a drop from 67, 057 to 44, 278 tons delivered to
public sites by private firms for the months of December 1971, and January
1972. Since the first of the year, however, private sector deliveries have
been slowly rising, which may indicate that the city is competitive with its
fee schedule, and that some private firms acknowledge the convenience of
the City ooe ration.
Table 19 presents disposal costs for all of the landfill operations during
fiscal years 1970-71, and 1971-72.
56
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TABLE 17
NORMAL LOCATION OF DISPOSAL EQUIPMENT 1972
Northwest District
Walnut Hill
7978 Cat F.E. Loader 977
9941 Int. Bulldozer TD 25
0945 Cat F. E. Loader 983
0946 AC Tractor HD16DP
1919 Cat F.E. Loader 983
1929 Hyster Compactor C 451A
2974 Cat Compactor 862B
Mobile
9920 Maintainer Gallon 104HB
9935 Turnapull Letourneau D
9937 Turnadozer Letourneau C
9942 Northwest Dragline 2 yd.
0962 Turnapull Letourneau D
0963 Turnapull Letourneau D
1928 Turnadozer Letourneau C
2927 Turnapull, Wabco
2973 Turnapull, Wabco
2980 Koehring Dragline 1 yd.
Pinnell
2969 Cat F.E. Loader 983
2977 Cat Compactor 82 6B
Nomas
7979 Cat F.E. Loader 977
West Davis
0943 AC F.E. Loader 12 G
Southeast District
South Loop
0944 Cat F.E. Loader 983
0947 AC Tractor HD16DP
2970 Cat F. E. Loader 983
2975 Cat Compactor 826B
2978 Cat Compactor 826B
Mobile
8923 Maintainer Huber 10D
9934 Turnapull Letourneau D
9936 Turnadozer Letourneau C
0959 Turnadozer Letourneau C
0960 Turnapull Letourneau D
0961 Turnapull Letourneau D
2971 Turnapull, Wabco
2979 Koehring Dragline, 1 yd.
2981 American Dragline, 2 yd.
Second Avenue
7984 FWD Compactor SF-17
1918 Cat F.E. Loader 983
Kiest
0942 AC F.E. Loader 12 G
2976 Cat Compactor 826B
Brush Sites
9938 Turnadozer Letourneau C
Elam
1935 Cat F.E. Loader 983
57
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TABLE 18
DALLAS ANNUAL DISPOSAL ACTIVITIES
Refuse Hauled by
Second Avenue
Pinnell
Kiest
Elam
Davis
W. Dallas
Sub-Total
Refuse Hauled by
Walnut Hill
South Loop/
Linfield -*-'
W. Dallas
Coit-2- , i
Highland-^-',
Killough
FY FY
1970-71 1971-72 Change
City to Sanitary Landfills (Tons Weighed)
113,557 108,969 - 4,588
97,557 92,660 - 4,897
83,858 90,873 + 7,015
46.098 72, 627 + 26,529
62, 151 48,006 _ 14, 145
6,869 5,169 - 1,700
410,090 418,304 + 8,214
City to Trash Sites (Tons Calculated from CY
115,438 104, 128 - 11,310
29,646 60,647 + 31,001
11,435 10,532 - 903
16, 198 26,652 + 10,454
10,958 17,799 + 6,841
23,575 0 - 23,575
7,656 11,266 + 3,610
Percent
- 4.0
- 5.0
+ 8.4
+ 57. 5
- 22.8
- 24.7
+ Z. 0
Fill Consumed)
- 9,8
+104.6
- 7.9
+ 64.5
+ 62.4
0
+ 4.7
Total Refuse Hauled by City (Tons)
Refuse Hauled by
Second Avenue
Pinnell
Kiest
Davis
W. Dallas
Walnut Hill
South Loop,
Linfield -L'.
Highland -2-'
Total Refuse Hau
Total All Refuse
% Other
624,996 649,328 + 24,332
all Others to Sites (Tons Calculated from CY
12,723 8,858 - 3,865
2,943 0 - 2,943
0 5,471 + 5,471
16,592 12,018 - 4,574
5,546 2,812 . 3,734
436,632 381,769 - 54,863
303,056 242,415 - 60,641
25,295 1,713 - 23,582
1,200 0 - 1.200
led by Others (Tons)
804,987 655,056 -149,931
Received at All Sites (Tons)
1,429,983 1,304,384 -125,599
56.3 50.2 - 6.1
+ 3.9
Fill Consumed)
- 30.4
0
C
- 27.6
- 57.0
- 12.6
- 20.0
- 93.2
0
- 18.6
- 8.8
Average Tons Per Day 3,918 3,564 - 354
_L/ Brush Sites 58
No Longer Used
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TABLE 19
DALLAS DISPOSAL COSTS
Record of Costs Per
Public Trash Sites
Walnut Hill
South LOOD ,
I, infield 1-'
Average (weighted)
City Landfill Sites
Second Avenue
Pinnell
?Ciest
Elam
Davis
W. Dallas
Average (weighted)
City Brush Sites
Coit ' 2 i
Highland
Killough
Average (weighted)
City Average
Expenditures
Total
% Personnel
% Vehicles
% Other
Site, Unit Cost Per
FY 70/71
$ 0.94
1.17
1.89
$ 1.06
$ 1.35
1.21
1.30
1.34
1.36
1.82
$ 1.34
$ 0.94
1.45
0.89
$ 1.22
$ 1. 16
$1,653,775
49.01
45.87
5.12
Ton
FY
$
$
$
$
$
$
$
By Site
71/72
1.30
1.40
4.06
1.37
1.39
1.50
1.29
1.15
1.74
1.55
1.41
1.03
0
1.78
1.47
!. 39^-'
$1,808,061
52.08
43.29
4.63
Charge
$+
4.
+
$+
$+
+
_
_
+
-
$+
$+
+
$+
$+
$+154
+
_
-
0.36
0.23
2.17
0.31
0.04
0.29
0.01
0.19
0.38
0.27
0.07
0.09
0
0.89
0.25
0.23
,286
3.07
2.58
0.49
Percent
+ 38.3
+ 19.7
+ 114.8
+ 29.2
+ 3.0
+ 24.0
- 0.8
- 14.2
+ 27.9
- 14.8
+ 5.2
+ 9.6
0
+ 100.0
+ 20.5
+ 19.8
+ 9.3
Now being used as a city brush site
No longer used
Cost per ton would have been $1.31 without the $104,018 spent on the Fee
System.
Note: The above cost includes all overhead distributed on a tonnage basis .
59
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These costs also include the expense of implementing the user charge system.
Exchidin» City brush site operations, the lowest costs in fiscal year 1970-71
were obtained at the two public sites which disposed the large non-city refuse
volume in addition to city waste. Although these low costs are not as signi-
ficant during the following year, the values do lie below the total site averages.
The more favorable costs being found at the public sites should not suggest
that the other sites are not operated as well; rather the public sites receive
niGi e s'.asLt: foi the £i.\i'u uiaiipuwer/equipment alignments.
The City is initiating some recycling programs. The only one j>er-
formed during the disposal operation is a pilot plant for the recovery of
ferrous metals. About $600.00 was recovered during the first month's
operations, but the program cost is not known so a cost/benefit comparison
cannot be made.
There are three problems that the Disposal Division must deal with.
First, the available site lifetimes are short. Second, there is a large fleet of
heavy equipment required for the operation of the ten disposal sites. Third,
theje is a "high local water table, which is certain-to cause leachate.problems.
The City is addressing all three of these conditions on a priority basis.
The leachate problem cannot be inexpensively solved by technical
means. The City has taken steps to prohibit the disposal of certain wastes
(waste oils), but cannot easily expand the list to include other hazardous
materials. This problem may be alleviated with the simultaneous solution
of the landfill site requirements. The large fleet required for disposal
operations v.-ay also find partial solution by the procurement of a smaller
number of larger sites.
The Department of Street and Sanitation Services is working to locate
disposal sites to meet future needs. Potential sites are being considered
exterior t'i ti.c City limits in the northwestern, northeastern, and south-
eastern corners of the County. The Department is confident that site pro-
curement will not be difficult but, nevertheless, is proceeding at a fairly
unobtrusive level. It is suspected that the City will purchase large tracts
of land in the relatively near future for use in the next decade.
60
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5.7: Equipment Description
The Department of Street and Sanitation Services in Dallas maintains
approximately 240 "garbage trucks" for the collection of mixed refuse.
Only 219 pieces of this equipment are used on a normal collection day, with
the other vehicles being maintained as spare trucks. Table 20 presents
the number and type of vehicles the Department uses in their collection
operations. Sixty-two of the 20-cubic yard side loading packers have been
modified for step-in operations so that they may be operated by two-man
crews. The Department plans to eventually have all their side loaders con-
verted for two-man operation. The Department also operates autos for
supervisory personnel.
TABLE 20
NUMBER AND TYPE OF VEHICLES USED IN RESIDENTIAL
AND COMMERCIAL COLLECTION
NUMBER
DESCRIPTION OF VEHICLE
3
5
6
7
55
2
25
116
One Cubic Yard Cushman Scooters
10 Cubic Yard "Pak Rats" (Packers)- Side Loading
10 Cubic Yard Open top "Bobtails"
35 Cubic Yard Open top 6 wheel trailers
16 Cubic Yard Side Packers
20 Cubic Yard Packers-Rear loading with 3c.y. hopper
20 Cubic Yard Packers-Rear loading
20 Cubic Yard Packers-Side loading
219 - Total
A breakdown of the spare equipment was not available.
61
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In addition, the Department operates 63 pieces of trash removal equip-
ment as described in Table 21. This equipment is used to collect brush,
garden \\aste, and large bulky items. Eight of the 35 cubic-yard trailers are
assigned to the rotoboom bulky waste loaders.
TABLE 21
NUMBER AND DESCRIPTION OF TRASH VEHICLES
NUMBER
DESCRIPTION OF VEHICLE
7
40
3
63
10 Cubic Yard Open Top "Bobtails"
35 Cubic Yard Open Top 6 Wheel Trailers
Clamshell Rotobooms
5 and 10 yard Open Top Dump Trucks
Total
A detailed breakdown on the number and type of disposal equipment
is prcccntcd in the disposal section cf this chapter. Section 5.8.1 provides
basic information on the costs of equipment operated at the landfills.
5.7.1: Financing and Cost
The Department of Street and Sanitation Services rents its motor
vehicle equipment from the Department of Equipment and Automotive
Services. The rental rate is based on the cost of operation plus a depreci-
ation expense. Depending upon the vehicle, the expenses are either calculated
on a per-mile or per-hour rate. These rates for various pieces of equip-
ment operated by the Department are presented in Table 22. As can be
seen, the cost varies considerably by the type of equipment utilized. The
proposed rental increments reflect the rising costs of both operating and
replacing equipment. Rising replacement costs are especially apparent
for heavy disposal equipment.
62
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TABLE 22
CURRENT AND PROPOSED OPi:RATING AND DEPRECIATION
I'.ATFS FOR VARIOUS TYPES OF EQUIPMENT
EQUIPMENT OPERATING RATE DEPRECIATION TOTAL RATE
DESCRIPTION Current Proposed Current .Proposed Current Propuou...
Passenger Car - A. C. $ . 065 pm $ . 065 pm $. 035 pm $. 0475 pm $.10 pm $.11 75pm
2 Ton Truck - Service and Dump . 155
3 Ton Truck - Service and Dump .210
TrasK - Trailer - 30 yd. .220
Garbage Packer Truck - 20 yd. .330
Garbage Transfer Truck - Trailer .300
.165 .060 .065 .215
.280 .075 .085 .285
.250 .065 .105 .285
.360 .115 .170 .445
.350 1 .250 1 .430 _|_ .550
Street Flusher 1.35PH 2. 00 PH . 60 PH . 90 P
Street Sweeper 4.25
Dragline - 1/2 yd with operator 7.00
Dragline - 3/4 yd with operator 5.50
Dragline - 1 yd with operator 6. 00
Dragline 2 yd - no operator 6. 50
1/2 yd loader 1.00
1-1/1! yd loader 2.50
Leaf Machine 1.50
Turnapull - Landfill 5.50
Landfill Compactor 5. 00
Landfill Frontend loader - 4-1/2 yd 6.00
Landfill Frontend loader - 2-1/2 yd 5.00
Trailer Mounted Frontend Landfill 1-1/2 yd 2.50
Bullcloz*--- - Track Mov-: ' 700 h. «. 5.50 .
4.50
8.00
5.50
6.00
7.50
1.00
3.00
1.50
5.00
5.00
7.50
6.00
3.00
5.50 .
1.50
2.00
2.50
3.00
4.50
.50
1.50
.75
2.50
4.50
5.00
2.75
2.00
2 50 .
1.50
2.35
4.50
4.50
7.75
.67
1.50
.90
3.50
6.30
5.83
3.86
2.50
5.00 .
.23
.365
.355
.530
.780 JL
H 1.95 PH 2.90 PH
5.75
9.00
8.00
9.00
11.00
1.50
4.00
2.25
8.00
9.50
11.00
7.75
4.50
8.00 .
6.00
10.35
10.00
10.50
15.25
1.67
4.50
2.40
8.50
11.30
13.33
9.86
5.50
10. *0 .
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5.7.2: Maintenance Policy
The preventive maintenance procedures for the vehicles are performed
at the four storage areas or garages. Each driver checks his vehicle every
morning and has it repaired immediately if he finds anything wrong. Every
eight days each vehicle receives a lubrication and/or an oil change depending upon
the condition of the vehicle. At this time, there is also a visual examination by
the mechanic for any mechanical defects. Every 10,000 miles all four wheels
are pulled and the brakes and front-end are checked. In addition to this scheduled
maintenance, there is a yearly inspection as required by the State of Texas.
This rigorous maintenance policy has allowed the Department to main-
tain a relatively small reserve fleet, and each service area generally has no
more than five spare packer trucks at any one time. Two labor shifts ensure
that servicing will be done promptly each day so that the equipment is not
tied up in the repair shop. Vehicles having breakdowns are towed into the
shop immediately unless they can be repaired on the road.
5.7.3; Equipment Replacement Policies
The Department of Street and Sanitation Services works closely with
the Department of Equipment and Automotive Services when replacing exist-
ing rolling stock or expanding the fleet. The Department generally employs
a 5-year or 60,000-mile depreciation schedule on major collection vehicles.
The decision to replace existing vehicles is made by the head of the Depart-
ment of Equipment and Automotive Services. This decision is based upon
the simple economic rationale of comparing the annual cost of repairs to
the depreciated value of the vehicle. When these costs exceed the value of
the vehicle, it is disposed by auction through sealed bids.
The decision to purchase additional vehicles is initially made by a
Division Head in the Department of Street and Sanitation Services. He
carries his request first to the Assistant Director of the Department who,
if he agrees, sends it on to the Department Head. The Department Head
decides if the additional equipment is necessary. If he agrees, the request
64
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is taken to the City Manager who decides on the value of the new equipment
and takes the request to the City Council. The Council ultimately decides
on the request to purchase additional equipment.
5.8: Financial Aspects of the Dallas Solid Waste System
The municipal solid waste system of Dallas currently relies on one
source of revenue for its operations, the General Fund. The fund is
generated by various taxes and fees levied by the city government. Although
not specifically earmarked for solid waste activities, the current user
charges for collection and disposal do represent a substantial source of
revenue to the General Fund. The collection fee schedule of $1 .50 per month
f&r curbside service and $5.00 per month for carry-out service provides
slightly over 60 percent of the revenue required for the solid waste collection
operation. The actual collection cost is $2.47 per month per dwelling unit,
and plans are being considered to increase the service charge to $2.50 per
month per dwelling unit for the basic service within five years. Under this
rate structure, the collection operation would be virtually self-supporting
even though the operating revenues would continue to flow from the General
Fund. The fees obtained from the disposal operation partially defray the
costs of these activities.
The budgetary process for the Department of Street and Sanitation
Services begins with the Administrative Assistant to the Department head.
He aggregates and consolidates the six divisional (street cleaning, street
maintenance, river levee maintenance, collection, disposal, and litter con-
trol) budgets to form the Department Budget. During the development of
the Department Budget, the Administrative Assistant maintains fairly direct
contact with the budget office for advice and consultation. In addition, ceil-
ings are imposed and any overruns must be justified. This completed Budget
must be approved by the Department Head before it is sent to the City
Manager. Accompanying the Department Budget are supporting documents
justifying any proposed increases or decreases from the previous year's
Budget, an itemized estimate of expense, and an itemization of all anticipated
revenue from user charges. The City Manager reviews the Department's
Budget, and incorporates it into the City Budget. Both the City and Depart-
ment Budgets are presented to the City Council for final approval on the
65
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August each fiscal.year, and again, supporting documents are transmitted
with the actual Budget. The City Council then votes on the Budget for the
upcoming, October 1 to September 30, Fiscal Year.
The Department of Street and Sanitation Services rents their vehicles
from the Department of Equipment and Automotive Services. This expense
is financed through the Operating Budget. The Capital Budget is reserved
for large-?cale expenditures, such as the purchase of new landfill sites.
Currently, the Department has no outstanding long-term debt.
In order to clearly present the financial aspects of the Department of
Street and Sanitation Services, this section will be divided into two distinct
parts. First, the sources of revenue available to the Department will be
presented. This will include a discussion of the current user charge rates.
Secondly, information will be presented on the level and type of expenditures
made by the Department during their operations.
5.8.1: Sources of Revenue
The ultimate source of funds for the Operating Budget of the Depart-
ment of Street and Sanitation Services shifted significantly when user
charges were initiated on January 1, 1972. For the last fiscal year, the
total revenue generated by this new source was $2, 867,288. Taxes and
other fees supplied an additional $3, 338, 959 for the Sanitation Collection
Division's Operating Budget. Similarly, for the Disposal Division, $650,620
was received from disposal user charges and $1,114, 392 from taxes and
other lees. The user charge figures, however, represented three-fourths
of a fiscal year.
Gi-neral Fund
Revenue for the general fund is derived through the levy of various
taxes and fees upon tbe residents of Dallas. An ad valorem property tax is
the most important source of revenue for this fund. Table 23 presents
this tax rate along with the assessed valuation of city property for a number
of years. The proportion of the 1971 city tax rate of $1. 87 distributed to
the General Fund was 63.6 percent. This represented $56,353,903 which is
approximately one-half of the total amount of the General Fund.
66
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TABLE 23
ASSESSED VALUE AND TAX RATE ON
ALL TAXABLE PROPERTY 1962-71
Fiscal Period
1962
1963
jOAj
1965
1966
1967
1968
1969
J970
1971
Assessed Value
2,549,381,828
2,679,774,283
2.829.238,116
2,970,701,574
3,127,379,846
3,315,265,313
3,430,247.616
3,625,065,821
4,580,379,343
4,738,653,833
City Tax Rate
1.56
1.56
1.60
-1.70
1.79
1.79
1.79
1.90
1.75
1.87
Total Tax Rate
4.56
4.61
4.65
4.97
5.44
5.71
5.79
6.04
5.68
5.79
Total tax rate is the summation of the City Tax, School Tax, County
Tax, State Tax, Hospital Tax, District Tax, and Junior College Tax.
SOURCE: Annual Financial Report, Fiscal Year 1970-71
The total tax rate represents the summation of the various components
which constitute the tax rate structure in Dallas. The other components,
besides the City Tax, are generally earmarked for specific purposes such
as schools or hospitals. The City Tax has essentially remained as a constant
proportion of the total tax rate structure. In 1962 the City Tax represented
34 percent of the total tax structure, and in 1971 it dropped only to 32 percent.
The significant growth in the tax base has made large tax rate increases
unnecessary during the past ten years. The assessed property value within
the City of Dallas increased by 46 percent between 1962 and 1971. At the same
time, the City Tax rate increased by only 20 percent and the total tax rate by
27 rjcrcunt.
User (^harije ContribuLion
The: enabling legislation for user charges, Ordinance 13772 of the City
of Dallas, was passed in the fall of 1971. The user charges, which are
67
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included on the monthly water bill, were initiated January 1, 1972. This
new source of revenue for the General Fund was instituted to avert a tax
increase. It was also felt that the initiation of user charges would equalize
the service provided to all citizens. Prior to user charges, approximately
11, 500 residents received high-level carry-out service. The new user
charge system, however, billed carry-out service at a rate considerably
higher than curb service and as a result, within nine months, the number of
carry-out customers had dropped to 3, 500 residents.
This is a very good illustration of the advantage of user charges as a
revenue source. As in a free market, people pay for the level of service
which they desire, and the price is directly related to the cost of providing
that service. This eliminates the subsidization of a group of citizens at the
expense of all other residents.
The new City Ordinance specifies charges for both collection and
disposal operations. The charge for collection service varies by the type
of establishment and the level of service desired. For residences and
duplexes, the basic charge is $1. 50 per dwelling per month for alley or
curb service. Carry-out service is billed at the rate of $5. 00 per month.
Handicapped persons, however, may obtain this service at the base rate
if they meet certain specified requirements. The basic charge for apart-
ments is $1.50 per dwelling per month for alley or curb service, with
carry-out service being provided at $4.00 per dwelling per month. Alter-
natively, the owner of an apartment may elect to be charged on the basis
of cost plus 15 percent. The charge for commercial establishments varies
by the amount of solid waste collected and by the number of collections made
per week. Table 5 illustrates these rates of charge. Again, an owner
may wish to select the service at a rate of cost plus 15 percent. For either
apartments or commercial establishments, the owner may elect to haul his
o\\n waste avay or contract to a private hauler.
The disposal charge rates established by the Department of Street and
Sanitation Services are illustrated in Table 24.
68
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TABLE 24
DISPOSAL USER CHARGES, 1972
Category
Type Vehicle or Waste
Charge per
Load
£,arth, rocks, and inert material suitable for
cover of refuse No Charge
B
Passenger cars, station wagons, and
pickups used by Dallas resident owners
to haul owner's waste
No Charge
Passenger cars, station wagons, and
pickups used by non-Dallas resident
owners to haul owner's waste
$ 1.00
D
Commercial Pickups and Panel Trucks
and Single Axle Trailers
1.00
Trucks, Two Axle with cargo bed
length less than 15 feet, or Trailer
Two Axle
3.00
Trucks, Three Axle or Truck, Two Axle
with cargo bed length 15 feet, or greater
5.00
Trucks, Semi-Trailers or Roll off
Containers
7.00
H
Truck. Compactor, 30 C. Y. or less
9.00
Truck, Compactor, Greater than 30 C.Y.
11.00
Any load including tires or waste rubber,
additional charge per load
3.00
69
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The revenue generated from all user charges in 1971-72 was
$3, 517, 90S, and the gross is expected to be $5, 600, 000 in 1972-73. This
latter figure appears to be rather high. Based upon user charge revenue
for the three-quarter-year experience, the calculated revenue for a full
year would be $4,690,544. This is approximately one million dollars less
than the estimated gross revenue figure. Without a significant increase
in either rates or customers, it is difficult to reconcile the magnitude of
tins difference. Using the estimated gross revenue figure, total user
charges could finance 61.2 percent of the total direct budgeted collection
and disposal costs. With the calculated figure, user charges represent
only 51.4 percent of total direct expenses.
5.8.2: Expenditures
The expenditures of the Department of Street and Sanitation Services
are monitored by means of regular weekly, monthly, and annual accounting
statements. There are three weekly accounting statements. One weekly
printout monitors the cash flow, giving all commitments and disbursements
from the previous '.vesks. Another weekly activity report gives information
by the specific type of expenditure and indicates the transaction code, trans-
action type, date, reference number, and vendor name for cross reference
to actual receipts. Finally, there is a weekly printout of outstanding purchase
orders. The monthly report is a budget statement listing appropriations,
disbursements, and commitments for the month. The annual accounting
statement presents all appropriations and expenditures by major expense
categories for each division. The major expenditures for the collection
activities are presented in Table 25.
The two major expenses for the Department are labor costs and vehicle
rental expenses. From these data, however, an interesting trend is apparent.
The Department may be trying to become more capital intensive as indicated
by the percentage of the budget expended on vehicle rental. This has increased
from 18. 9 percent in 1968-69 to 21. 9 percent in 1970-71. At the same time,
the labor expense has decreased from 80 percent to 76.6 percent. It is
7U
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TABLE 25
ANNUAL COLLECTION EXPENSES BY GENERAL
COST ACCOUNTS; FISCAL YEAR 1969-71
Fiscal
Year
1970-71
1969-70
1968-69
Personnel Expense
Type of Labor
Classified
Unclassified
Classified
Unclassified
Classified
Unclassified
$ Cost
563.438
4,460,877
400,893
4,410,794
349,188
4,114,180
%
76.6
78.2
80.0
Supplies
$
23,144
32,994
23,245
%
.3
.5
.4
Service
$
76,897
70,720
34,616
%
1.2
1.1
.6
Vehicle Rental Expense
$
1,436,207
1,235,436
1,055,106
%
21.9
20.1
18.9
Total
6,560,563
6,150,837
5,576,355
SOURCE: Department of Street and Sanitation Services, City of Dallas, Management Information Sheet
for Solid Waste Collection Program; Fiscal Years 1969,70,71.
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possible, of course, that these trends may be accidental, but indirect
evidence would seem to confirm our hypothesis. It is recalled that the
Department is in the process of converting all its side loaders to step-in
cabs. This will allow the Department to use two-man crews instead of
three-man crews for collection. The conversion will cut down on the labor
expense but at the same time increase the cost of equipment. The net
effect is an anticipated cost savings to the Department as they turn to a
more capital-intensive operation.
The disposal expenses for fiscal years 1969-70, 1970-71, and 1971-72
are presented in Table 26. It is clear from the data that the cost of the
disposal operation is equally split between equipment and manpower. The
fact that the cost of the operation is relatively constant is also evident.
The increment of $154,286 between FY 1970-71 and FY 1971-72 is reflected
by the fact that additional equipment and labor were required for the transi-
tion to the user-charge system.
The street cleaning operations represent a nominal expenditure in
Dallas. Table 27 presents data on the costs from FY 1967 - 68 to
FY 1970-71. The figures for the first two years are exact; the third and
fourth year information is based on estimated and proposed costs,
respectively. The costs for street cleaning activities are rising as a con-
sequence of both labor and equipment. The increments are not large and
reflect the inflationary trends that have been observed over the past few
years.
72
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TABLE 26
ANNUAL DISPOSAL EXPENSES BY GENERAL
COST ACCOUNTS; FISCAL YEARS 1969-1971
Fiscal
Year
1971-
1972
Note 2
1970-
1971
Note 2
1969-
1970
Note 1
Personnel
$ Cost
941, 7C7
810,533
829,410
%
52. I
49.0
50. 3
Vehicles
$ Cost
782, 797
758,600
776,569
<"c
43. 3
45.9
47.1
Other
$ Cost
83,557
84, 642
43,402
°/c
4.6
5. 1
2.6
Total
$1, bOt>, 061 '
1, 653,775
1,649,381
Note 1: Data taken from management information sheet, Field Operations, Public Works
Department, Refuse Disposal Division.
Note 2: Data taken from Summary of FY 1971-1972 Operations City of Dallas, Department
of Street and Sanitation Services, Refuse Disposal Division.
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TABLE 27
ANNUAL STREET CLEANING EXPENSES BY GENERAL
COST ACCOUNTS; FISCAL YEARS 1967-1971
Fiscal
Year
1970-71
1969-70
1968-69
1967-68
Pe rsonnel
$ Cost
884,200
922,500
808, 188
718,761
%
65.2
68.6
66.8
69.5
Supplies
L $ Cost
2, 550
2,550
3,908
2,433
%
.19
.19
.32
.24
Maintenance
Equipment
$ Cost
650
650
1,493
698
%
.05
.05
.10
.07
Miscellaneous
(Equipment rental)
$ Cost
469,000
419,250
395,572
311,825
%
34.6
31.2
32.7
30.2
Total
$1,356,400
1, 344, 950
1,209, 161
1,033,627
SOURCE: Annual Proposed Budgets for FY 1969-1970 and FY 1970-1971
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APPENDICES
75
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APPENDIX/A
DALLAS ORDINANCE PRESCRIBING SOLID WASTE STORAGE
AND COLLECTION
76
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APPENDIX A
j'. i Cit'>'.i.ii IM c iii-!!i'.; 1'i.v'ir i.i .':il..il.ir'l. '* > I'l \ ' ..!'. of tin l',.vj--.(d O.'n-
of CivJl ri.'l CiJiiiuil OnUi..!.:. . of lI'C Cltv c-I b.ill-.'i, .is i MC ncKI, by icvl'.lnn
.'^ctic.-, ]i, 2, 2Uc l'-.rk',; piovldJni, n definition
of UK Diicctoi of :,. .L!,ii.!< i . ul of S:iiiU.iLlrn Sf i ,-!i_i:r; dflfLi..c the dc-fr.U-
r.'wa of Cliy SaiiiL.ii ijn Cru1, providing a nc-.1 ilcf ji.l'.lon foi )i.i('.ouc &crvlcu;
[icvJ.I: .,-. for .i|>;ii:c' ! liy llic; 1'irccLoi of ijiilL.il. i c> \ oi uiidcTj.iciind
ruVibi^1!, cr tr.i;,'i ci .'.L.tJucrs; psoviding that cicrpt o-i i-.r-cli mlr-lly
rccPpc.icKi no IJcl r'ull ba .iCLiiclicd to the co:itnl"cr; prcvJdlnr,
Cli.'pUr 1C for ccrLjiii :iutl.orl :alion<;, dircctlo'"!, rf.iprovjls, or designations
by tic DJicctor of 'j-.iltatiou; dclcilng any reference to tl.c Director of Public
Vorl.s; redefining tlic curb/street pickup location; providing, for redefined con-
ditions zr.d location for pickup of rubbish or tras'i; provlsiii" for prohibition
of placing tree cuttiiigo in alleys; removing certain restrictions for disposal
of col id vjGte nalciial by efforts and expense of oi-ncr or occupant; requiring
the bii eelly collection ot solid wastes containlnc putrcscioic material from
f.partincnLs and coiuiicrcial estdjlishncnts; dclccing tlic requireraonc of persons
having an attendant on duty ii the doimtotm area during cert.iin hours to handle
containers; elarifylr.c the rethod of charging for sanitation service; clarifying
authori 'tJ use of City's disposal facilities, picviding a n; tliod of charge to
npartccnts by election on the basis of cost plus 15"; deleting the charge at
the dispor.ril site for liquid wastes; authorizing the granting of credits for
vacant dwelling units in complo.es uhich contain cuo c^cllin;, units (previously
three i!vclling units); providi'i^. for notice of illi'Eilly cunpcd solid waste
by certified nail rather than registered mail; providing for use of City Tax
rolls for determining the calJiij address; providiri; for a scvcrability clause;
repealing; all ordinances or paits of ordinances inconsistent or in conflict
herewith; providing for a fine of not more than TWO HUt.DRrH DOLLARS ($200.00)
for each violation hereof; providing for nn effective date; and providing the
revised oidlnnncc to read a<; ret forth herein.
BE IT OKUAliill) BY 1I1U C11Y COUI.'CIL Of T11K CITY OF DALIAS:
SCCIIO'4 1. Uiai Chapccr IS of the 1960 Riwi-^d Code of Civil and Criminal
Oidln.ini.i-a of tin: City of Dallas, be and It i~. hereby omeiul-.l to read as follows:
77
Reproduced from
best available copy.
-------
/.i.ll.i1 I. ll 1,1.1. 1.! ll. . : ..i Ml.l l> i'.'.
c i;t-2. ; i..ii i !>". .
5 '! -3. .' ' r l.i' . ' . f.is '.- : !i' i ' I'.irv: ' i1 .
S Jl.-'.. i:. , ' M . . . .. . .1 i r: .' , . ,ic -.-i ; i- !' r>«.i
i . 11' , i ' . . ' i . .
5 1S-5. !' , . ' ' . >.. : f . ' .''..:.; i ...! of '..' Y v. I r pjici 1 !
|'.'\.I,MI il., . i i !li-: *<. . ' c..- -..?.'. ! ,: il.!)'1!,'"!!!-, .
S J'-i-Ci. !: .'!. ;!>,. i. r ,-. s..,;i ..|.« i, .. ,J 01 =0! J \ - ic fro i tlic
§ 16-7. i.,u: I I'.;; c;iJi":-"i .i:.i! r...-0'..il cC clcsd .-.
S J8-8. Sp, i-l I j nip, s-jlul .'.'i- r.irf-inl". i ot li.incilcd by r.tic Sanitation
S.'-v'f -. o' i , r : , of 'n!l.i ..
§ 10-<3. Si- 1.1 Tyl'i;; c :.ir "^ for r.ani t;iL inii M rvicc.
5 lo-l j. r _...'! ill .1 . . . ; . . . , !" _--i i!. , > ,.iL or r.i
-------
f ..r ' i . ' ' . ;. ' i.. i1 . , . ii. i- . . 1.1; : . .1...
! ...... ' _. " _ ' .'...!.: !',.!:. , 1 1- f.f , li. ( !>
t r "iM . . .. . i . :>.i ! .
!._;_ '_''___ " ' ' '-' "' !'1 1% I "'"-i : T oi :'.!' L .:: '',-!,) t. -t Ion
Si 1 1 in1, f.r .-MI '. .i'. ;'o.-l- ' 1 1 .'-.'* COT. hl:j.
]-,.!<> ».-j v .>.-!. The a-v i I'niijii the li.ilJ?1! city linitu bouiu'cd by t!io
vv:.L J IPI: of in-.:1 ().> ^Lii-rL, r'. vOiii.li line oi .ill propi.ri.iii, on Lhc souLli
nJt!o of Vc i-. '.11.01, thi> <.,--' Ifnc of I'c.'.il Pricct, rn:l tl-.o couch line of
C i' :-..i-l\'c.fl(. > i.-.i..!o,i.
]'i.L;i.' -'-'_. r"''- l J ' ''-:. !!, CL'.) G^.'.ltaL'u i bci /;cc c-plo/ruo
in in iiii.'.itc pro;v:l,. Lo Collect f.ri'ia.^c.
]Kiji]/_x. A slri.'cCuL.-i Ir.c-sl.'d for Lhc uic .11:1! occup.'-icy as two fanily
unit:..
IMC]] i.i_; I' :! . IwcJlins u-ilc JS dcfincu by the SuQillns Code.
Food Esrn'iJl -.Ivcnr.. Cafe, restaurant, or other sinijar establishment
cervine C?Jd oi food products, including quick service drivu-ir.s wliere food
Is prepared or icrvcd.
C.irhvr'j. Solid waste cc-u'sti::; of putroscible ml- ;1 and vegetable
vasLo frioiiajT rcsultir.j, fro"? the liindlins, preparation, r.ooking end conr,iL-.,n-
tio^ of food, including vrstc ntcrials fror. ir.itkcts, storage facilities,
hc-.cli. t "- siilr. of procure ard other food products (Article 4477-7, V.T.C.S.).
inpr.rlly (*i"-pH --.olifl ITS '.p. Any solid i.vstc placed on properties with
or vJthout the consent of the o -ner or person in control viicre such waste con-
stitutes i nuisance dctrincnt.il to the public health and welfare.
Institution or Inntitutlrr.-l. Any chuich, church butJJlnc tr structure
housing aiy cliaritalilc, philrntliroplc or clecn'osynary imJert.iklnj,, or ony
V^n_2.rrr_. The person Jn charge of real c.'.tatc used for apartnent, instltu-
tioiul or coi.'cicial purpo^cj.
M.imul folli-i Mo.u His service rciidctctl in collcctirj Itu-ilclpal solid
waste from containers, vhlcli containers can be hnnUlcd in part by men picking
up the contnlr.i-r-. nf, dint l.i.-.u ! hrd from plckinc up cont.nlni'rs hy incchanlcil
roann .nnd vhlc!i roiitalncis nrv coo Jnrr.e for h.iitdllnf, by rnitual means.
MiiM.1_f'_l' il i>l lil_ i.-.i'M P . ^'nlJd w.istc trsul tlup, fro-n PI Incidental to
i.umlcJp.il,, cc iiinliy, tr.iJi , l.i" lin."-.i , oiul ircirntlo.i.il nrilvlLlca, im-l
Reproduced From gr«is
best available copy. ^U& <9
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.Street., ^ny public Llioiuut.lif.iio for the p.itr.jgc of vehicle and pedestrian
traffic.
Vr hi (!(".. Any wheeled ccnvi-ynnci1.
Sec. 1B-3. Rer.'»^-''t.im'. ropt.ilnrrr. fbr r.olld waste r.iatcrtali.
(A) Every person occiipjinR n residence or duplex and every owner of an
apartment shall provide such prcr-ise with a sufficient number of solid waste
containers or rcocpt.iclcs to provide Cor the peak output of municipal coltd
wastes from tho-.c prcniscs, as is hereinafter provided.
(B) Garbage containers or receptacles shall be watertight and constructed
of c solid and durable z---- "- vef',1, plastic or paper material.
(1) In the case of those containers which are manually emptied
by the Sanitation Service employees of the City of Dallas, no such
containers shall exceed five (5) cubic feet In capacity and the com-
bined weight of the waste and metal container shall not exceed seventy-
five (75) pounds and the combined weight of the waste In plastic or
paper container shall not exceed fifty (SO) pounds.
(2) Underground garbage containers are prohibited for use In the
City of Dallas unless the Installation Is specifically approved by the
Director of Sanitation.
(3) All containers (except plastic or paper bags or other sack-
type containers) shall be provided with suitable lifting handles on
the outside and a close-fitting or other approved cover equipped with
a handle.
(a) The container shall not contain any Inside structures,
Euch as bands or reinforcing angles or anything within the container
to prevent the free discharge of the contents. Containers that have
deteriorated or that have become danogcd to the extent that the
covers therefor will not fit securely or that they have jagged or
sharp edges capable of causing Injury to Sanitation Services cnployccs
or other persons whose duty It Is to handle such containers shall be
condemned by the City of D.illas mid if such containers are not
replaced after notice to the oimcr or user, such container:) will
be removed along with tlic contents llirreof.
80
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(l») The 11J Miall b(_ clo::u-fittlii!; and :.h.iH rumnln In place
covering the container or receptacle nt all liner, whrn there- is any
material In the container. The lid r.i.iy be .ill ached by an appropriate
cicaiia to the rack upon which the containers arc placed or Co an adja-
cent fence or oilier appropriate fixed object in order to prevent lids
from getting into the pathway of vehicles. Fxccpt on mcch.inic.illy
emptied receptacles, no lid shall be attached to the container itself.
Containers, which have tlic lida directly attached to them constitute
a hazard Lo Sanitation Services employees engaged in the collection
of solid waste and shall be condemned by the City of Dallas and if
such attachments are not removed after notice to chc owner or user,
cuch containers will be removed along with the contents thereof.
(4) Plastic or paper refuse bags or sack-type containers shall be
constructed of a material and in a manner conforming to the standard City
of Dallas specifications therefor as approved by the Director of Sanitation
And on file in the office of the City Secretary. All bag or sack-type
containers shall be secured at Che top to prevent spillage.
(C) Rubbish or Crash containers or receptacles shall be constructed of a
suitable durable natcrial.
(1) In the case of those containers which arc manually emptied by
the Sanitation Services employees of the City of Dallas, no such container
shall exceed five (5) cubic feet in capacity and the combined weight of
the waste and metal container shall not exceed seventy-five (75) pounds
and the combined weight of the waste in plastic or paper container shall
not exceed fifty (50) pounds.
(2) Underground rubbish or trash containers arc prohibited for use
in the City of Dallas unless the installation is specifically approved
by the Director of Sanitation.
(3) Containers for snail, loose rubbish or trash items shall cither
conform to the requirements for garbage containers or shall consist of a
basket, cardboard box or burlap bag provided that the container Is durable
enough to hold the contents during the collection process and provided the
capacity of thr cunt.11 nor cli.il 1 not exceed five (3) culilc feet, jnd that
the conhlnuiJ uol^iiL of the small, IOOMC it run of ruMilch nnd trnih and the
31
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container ch.ill r.ot cx.ccrd fifty (SO) pound.,, find further pmvldc-d clue
the container not be overloaded to tlic point u'.icrc spillage orcuro from
overflow, wind, or handling.
(A) Flastlc, p.iper or otlicr bap or sack-type container:; for small,
loose items of rubbish or trash shall be secured at the top to prevent
spillage.
Sec. 18'i. Rpp.ulatJn". the collection of solid waste p.itcrials from residences
and c!>ip'c"r'»-
Regulating collection and removal by Sanitation Services of the City of
Dallas:
(A) General: It shall be the duty of every occupant of any residence
or duplex to provide a sufficient number of solid waste containers, at the
place designated by the Director of Sanitation for collection of municipal
solid vaste from the particular premises and to provide adequate capacity for
the solid waste placed out for collection without overloading the capacity
of the containers provided therefor.
(1) All containers shall conform to the requirements of
Coction 1S-3 herein.
(2) All collection of solid waste materials from residences
or duplexes shall be by City of Dallas Sanitation Services crews and
such service shall not be performed through any other person.
(B) Placement of containers for alley collection service for garbage:
Except as may be otherwise specifically authorized by the Director of Sanitation,
it shall be unlawful for any person to place any container within any alley
within the City, and in cases where the garbage is to be collected from the
alley outlet, containers shall be placed entirely within the lot line and
adjacent to, but not in, the alley or other public utility easement or public
way utilized for this purpose. Suitable racks for containers shall be pro-
vided by the occupant of cny premises where racks arc deemed by the Director
of Sanitation as necessary to prevent overturn or spillage by the actions of
nnlm.ils, vjud or other similar enures.
(1) In the event a fence without a Rate separates the alley
from thr lot vlieic the container in located, a plat Conn rack Cor the
container or coiil.nlncra thall l>c constructed so lli.it the Lop of the
contnlncra cli.nl 1 be not lowm than level with the top of Lite fence
62
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nor lili;ln r tli.m f Ivi- fevt .ibavc the bcato.n of the fence or the
nt llic fence.
(2) l.'licic a yaLc 1'. provided In UK- fence, the containers shall
be placed .it Lhc fence Ju;,L Inside the. E.ICC.
(3) In chc event a fcnco. is constructed with nn inset space for
Che placcnent of solid v.iute containers outside tlic fence, but inside
the .Lot line, container!, placed therein shall be protected from over-
turn or spillage by a rack as specified by the Director of Sanitation.
(C) Placrrcr.c of garb.-ge containers far collection w!-crc r.o alley exists:
Where a residence or duplex 1:; not served by flu alley, public utility enncncnt
or other public vjy in the rcir or alongside thereof, all containers shall be
placed Just behind the curbllnc of the struct abutting such property, but shall
not be placed In the street or on the sidewalk, or in any cianner placed where
the containers will interfere with vehicular or pedestrian traffic.
(1) Where garbage Is collected from the street curblinc adjacent
to the property, containers shall be placed there no earlier than six
o'clock (6:00) p.m. of the afternoon preceding the collection day and
must be rcr.ovcd to a point at the side or rear of the structure not
latei than eight o'clock (8:00) a.m. of the day following collection.
(2) Where special conditions exist which subject containers so
1 placed to overturn and spillage, the Director of Sanitation nay, at his
discretion, require such containers subject to overturn and spillage
to be placed in a portable or noveable rack.
(D) Placement of garbage containers for packout or drivc-in collection
service: Garbage containers shall be placed at locations and under such condi-
tions approved by the Director of Sanitation for packout or drive-in collection
service by the Sanitation Services of the City of Dallas.
(E) Placement of rubbish or trash or brush for collection service: Rubbish
or trash or biur.h .13 defined herein shall normally be collected from the alley
vhcn it Is paved and from the street when tlic alley la not paved or when no
alley exists.
(1) Where rubhlr.h or trash or brush io collected from the alley,
public utility easement or public way ,-incl not fro.n the- street, all rub-
bish, tui:.li or brush r.lull be placed at the property line, hut Eli.il 1
not be pl.ired in uuch i\ r .inner as to olcitruct or interfere with vc-liiculnr
or pnli-'iti Inn traffic.
Reproduced from
best available copy.
63
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(?) Ulioii- n.liM'.'i or lr.-v.li or liMu.li Ii. not rnllocLt-d fion the
allry, j'uMic utility ra-:u. i-nl or other public v.y, but is collected
fron the street., it :.li.ill be. placed just behind tlir Lurbllne of the
abutting ttrcct as drjicnitcd by the Director of Sanitation, but r.hall
not be placed in the 'street or on the sidewalk In sucli a runner as to
obstruct or interfere with vehicular or pedestrian traffic.
(3) Where the quantity of brush sec out for collection is excessive,
the DJlector of Sanitation shall determine the arount of brush to be
collected at any one tire, the day of its collection and any other matters
pertaining to brush collection in order not to disrupt nomal service
to other premises.
(4) Rubbish or trash consisting of snail, loose items shall be
placed in an approved container as specified in Section 18-3.
(S) Rubbish or trash consisting of large, bulky items, such as furni-
ture, appliances, or tree cuttings shall not be placed out for collection
In an alley, whether paved or unpavcd, but shall be placed at the street
as epcciflcd herein.
(C) All boxes and cartons, shall be broken down and bundled where
directed by the Director of Sanitation, and no bundle shall exceed fifty
(50) pounds in wclcht for collection by Sanitation Services crews of the
City of Dallas.
(7) Rubbish or trash collection service shall not be rendered as a
pacUout collection service.
Sec. 18-5. Keral.itlnr. t'le collection nnd rer.mv.il of rolld u-nstc. r.iterlnls
fron ni'.irti i':'ts . i.v.ti tutnv. ai'd cor-rrc:nl estaliJ J'.!~ 'dies.
Tlic c.onual collection and tcnoval of nolle! waste catcrials from apartments,
institutions and commercial establishments, as defined herein, sh.ill be performed
by Sanitation Services crcu-s of the City of Dallas only where the containers con-
form to the requirements of containers for residential or duplex collection ser-
vice, as specified in Section 10-3. Ri'bblsh or trar.h collection shall not be
rendered liy the Sanitation Scrvlccn of the City of Djllas as a pnckouC collection
service. Tlic owner or occup.int of the picmiscs i.h.ill h.ivc the o;>l ion of dispos-
ing of solid w.iblv mtPiJ.ilr. tlitoiii:>i h)'. cum efforts .nnd nt liiu oi/n nxpcn'-.e or
may conli.ii.1 with |>i-i<.oiii who .ire pcii.iltlcd to collect .
-------
imtcrJ.'K .T. piuvJili il In L'uc Cmic. I-tilld v;.i&rr- tint contain my putt picllile
ci.itcil.il i,ha]l be coll'-cLOu .1 r.liiJiuu.' uC two tliu- , lit a seven d.iy period. 'Ihc
plni c i nl of ( onf.iliiLl foi co] J ret Ion from .i| .in ii>-nt houses , i n-.tll utions ,
and ro...icici.-.l cM.-ilill:! " urn r.'i.tJl lie npprovrJ by tlic Diicctor of Sanitation.
Sec. 3T _Ji_ TUV' 't tr ilir r olJt-rMon nnd rcn-ov-il of *;oH(l w.i-.to from the
clou'iito./n area.
(A) llic collection of solid vijitc materials from the downtown area, as
described herein, shall be governed by all the nilc«. and rof.iiJntl.ons pertaining
to ai'.ii Clients, iii*il llutions ond coii.Ticrci.-il cstiiblar.hn-ciiLs, except that no solid
waste SMtTj.-'l'i or cmitrincrs of any kind shall be pl.iccd for collection on
the pu'jiic streets, sidewalks, alleys or cascncnts of the City prior tc six
o'clock (0:00) p.n. and all containers must be removed to a location inside the
bull ding situated on the promises by not later than eight o'clock (3:00) p.m.
Alternatively, any person w!io O-TIS or occupies any premises within the downtown
arcs, as described herein, shall have the option of placing such solid waste
materials in containers, as set forth herein, for collection no earlier than
nine o'clock (9:00) p.u. and all such containers ir.ust be removed to a location
insiOc the bu(.ldii
-------
of dead .mJu:,I l>oJin :.l. ill lie a ncrvlcv of the City of Dull.is and :,li.il] be
furr.i-.liet? cjioa rvquor.t or iioHfic.ition 1> any intcic'.icil p.irty.
Sec. I8-S. 2l" c* I*'11"!.'_"' '''_'"-'-M-II.'''1 r ri '1" not li'inllr.! by t.'-e ^-i 111.11!on
Sf-rvici.--. or l_lic CUy oI __[i. JJ_..'JI
»*
(A) General: Tlic scope of die service rendered by the Sanitation Services
of the City of Dallas in the collection and removal of solid waste ir.itcrliils is
intended, In general, to serve the needs of dwelling units and their directly
related activities, opci.n ing businesses, and corv.-ercial cslnblif'Toni.'i except
as excr.pi.od fieri the provl: Jens of Uii:; Chapter. It is. considered to be beyond
the scope of such service lo collect or remove solid waste materials generated
by clearing, construction, demolition .ind other such solid waste materials re-
sulting frcri an activity beyond the i>copc described above.
(B) Solid waste materials which will not be collected and removed by the
Sanitation Services of the City of Dallas as a regular service:
(1) Rock, scrap building materials or other trash resulting fron
construction, remodeling or destruction by fire, the elements, acts of
Cod, or other cause resulting froa a general cleanup of vacant or improved
property or trees, brush and/or debris cleared fron property in preparation
for construction or occupancy shall not be collected and rccovcd by the
City as a regular service, but these materials nust be rccioved at the
expense of the owner or developer.
(2) Industrial wastes resulting frora manufacturing or processing
operations, including waste from food and vegetable produce houses, poultry
dressing establishments, neat processing and ncnt packing plants isust be
disposed of by the oi.Ticr or occupant of the building, business or premises
where such wastes originate in the manner prescribed by state law and any
other applicable ordinance. The Director of Sanitation shall determine
what wastes fall within the above industrial cKi'.slficatiou.
See, lfl-0. Spcclfyliip, cinrr.r". for smiitnllon service.
(A) Mc-LliO'J of chnri-.Ing .ind bill In;; for SaulL.ilicm Service1::
(1) A aanllntJon service cli.ncc nhnll l>o n.idc for the1 following:
(.1) All ili:r-lllnp, unll-. In the CUy of Dillac whlrli .ire served
wlLli water d'-l Ivi-inl uiuk-r .111 arllvt- waliT nrcnunt of Lhu l.'.nrcr Utill-
tli-3 Ik'i'.ii tmciit of thr Clly ot I).illn3.
66
Reproduced front
best available copy.
-------
(li) All dnlH:v i iff. In Llit Cl!l ri! Ij.OJ... i-;.UIi .uu served
vllli i, iiili..il of Lin- Clly ol" KM! i..
(r) All li-i:., ['.in .!, ,! in a manner
vrhlcli vJI) Mil1. iM.ii c"c.Lo 'I:-':. fo:s ruiJ iliT'-." r?p.-.r.-ic'>- fru > Liic
vntci Mil. Lin charge": .ini! fen l.orcin t^t.-'Mj'.bed n:'d .-".rhorliod slialJ
be billed to t)-c pnrty In wliOic nar:c the water no'vice ccn-rction if,
itikcn wr.crc the puc"ilscs me leLvcd with water and/or sever and shall
be billed to t!ic party In control of the prcniscs at other locations,
end li LhJs fact cannot be ascertained, the bill shall be directed to
the record o-nc-r of such prcij^cs. The party who is so billed and to
vlion crd/or for i;ho:.i tho services arc ciadc available shall be indebted
to the City for slid services nnd shall be obligated to r.akc payrient
therefor as herein pro\-idcd. Pic bill will bccoae delinquent tin (10)
days after it is icn'Jnrc-1. To: L.-.e puipoup of this Section 18-9, the
vorj "party" shall r.ioan person, partnership, corporation, association
or any other legal entity.
(2) In addition to all other legal remedies available for the collec-
tion of a debt, the following actions and rcnedi.cs arc authorized for delin-
quent payment of the charges herein authorized:
(a) The Sanitation Services may refuse to pick up and dispose
of the rarbnco =nd rubbHh (or Lras'.i) at the delinquent location;
(b) The water and/or sewer service, if any, serving the delin-
quent picnlscs in que-.ti.o-i mny be shut off and terminated.
(c) After January 1, 19/2, a chnrcc of ten percent (10") of
th<- total net bill sliall be- added in tl-c event of delinquency.
(1) All collections by tho r.itcr Utlliticr. Urparincnt '.Iiall be applied
first lo the water utilHlor; chaif.fs, and the cusLcincr sliall be dcur.icd
to hnvc piitl ::i.ch v.itcr uLiHtiu!. cliaif.cn flr-.t In the cvunC nny question
chould .iiJ-.c Jii lo liow oviti.t.iiulln,; |i.il.inrei should \jf co.i|>c>'iCil and applied.
(.») AU pifiRiii l.'.itu UtlJUlcj Ui'p.iHui-iiL rniloiiei': lo bf
hilled hciriimlrr i.li ill he .iiitoi.i.u lc.il ly [il.ici-d on tin- Mlllni', for
S7
-------
PaiilC.it Ion Si-ivlri" rh.n >.'" i if .-.'isiHc .-i tti \i\nt\ui or n[-LVM.'in Llie CJl> .iiul such ui .Luiiifirf.
(b) All i'i c".i i't l.'.iu-i ULllill. : }',u;ii.inry cl'i'ii-iJL-. ujicii Leiiiiliia-
tiou cf b.iuJL.iiy 'crviccs .ir.O/oi v.iirr f-c-rvlr.- n.iy be iipplicd tu ,iny
aiai>uiiLs due cillitT for S.mJ caL'<>u Crrvicc" chiir.cii or Ccos of Water
Utllitiou liiUs.
(c) All ll.i'.i i UtililJcs Si rviccs conlLicit hcrcnCtci cnLfrcd
into liTi-icii tli iL i1.' i^rLncni ape! Hie cuslonici -.li.iH conL.iin an njrec-
"tn!. t'l"1!. I'/y {ju.'i ".'./ I'^j'ocii U,.IM Lc.iv.iiinLir.ii of c.iiii lary i.crvjrc
and/cr i-aLcr i.civicr: r.i/ he &;<,>] itil Lo SonitnLJon Services fees ond
cliarprs PIIC! to V.iici ULiliLlcs chnvges that linve become due.
(B) Cc.icral rc[;u]ntlo:i<::
(1) EsLnbliclunenL of service charges will be b.u.cd upon tlie current
use of the property rather than being based upon the zoning.
(2) There shall be no proraLton of service ch.irgc-s for a portion of
a billing period. The initial billing shall be made concurrent vith the
initial vatcr billing. The final billing for sanitation charges will be
for a full billing period.
O) Exi-'-p* c.~ set. foit's herein, csllccti^i) burvici. shall be pLOvidcd
by the Sanitation Services of the City of Dallas for all residences and
duplexes and for all manual collection from apartments, and such seivicc
shall not be contracted or performed by other than the Sanitation Services.
(C) Schedule of service charges:
(1) A collection service charge is hereby established for all resi-
dences and duplc\cr> rnd including all mobile type dwelling units as
follows:
(a) Alloy or curb collection service for ivunicipal solid
waste - $1.50 per rit:cll Ing unit per r.ionth
(b) Collection rc-ivlct: foi I'lnJcipal solid vaste including
packovit or di Ivc-in service - $5.00 per duelling unit per month.
(2) A collicilo:'. service charge will be rude for all .Tpartncnt1;
which receive ui.Mu.il collection service from the Sanitation Services of
the City of U.ill.r. .V, follows:
(a) AlK-y, cuili or drJvii-lu collection .'.ervJcc for Municipal
rolld r.i.lc - Vl.l'U I1'1' duul ll:i|; unit pel tioiilli
Reproduced from ^!^ ?'<
best available copy. 1UP °°
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(') ';MI-I- -M't IP'IM ( .) [i ('MM: it I ! i Inn 'Civli i l>u i.'inJ-
Clp.'il Ml).I i-i.-v (Isini ]»<.it I n.v. .ip;>. n-vil b\ tin- IKi.iloi of
S.nnJl I li ) - :'..0li I-i i1 .'111!", n-.'ll !: i si.-.lli.
I'l 1 'I lo III.* I f i -I. L ,; of I'. i Jin: to lr i!i iji'J, ill' c 'Hi 1 of &iich IJMII-
r-cnt -ii;1 i1 i%d !(> ! dim en! c i tl.r bJSl.'. p1' c t pin. Jiflifii \. ici'iit (JV ).
*
(3) A i.cj ]i-cl Inn ^civlr.o tli;ir:,c I'lll lie t-ido Cor nil co.-.crclal
Lfll.'j] 1 .li.'i iii -. fur .i!l coi ]« LL !f,n oiivicr \>if ic'ul by llic: P.irJ t.i1.i^n
Scl\ice:, of Ll'C ClLy of B.ill.i'i .. fol]o.;:.:
q!1. ..,-. ,,,
j.\.. o. ?o r..
r«.i' Ir- ,.!.-
1- 5
6-10
11-15
16-20
21-25
26-30
TA!1 1
COM ') ' SI-
il .
r-illr. ir
100
200
3CO
/.GO
500
GOO
>: oi "()-,j''i.
Cn'j '.'c
Yirds
1/2
1
1 1/2
2
2 1/2
3
1 C ". ':' : S
NT'M'X OP
2
$ /i. 00
8.00
11.00
l/i.OO
17.00
70.00
COI MTTJ fi\
3
$ C.OO
12.00
16.50
21.00
25.50
30". 00
1 - ,.:! r;
f,
$1?.00
24.00
33.00
42.50
51.00
CO. 00
Prior Co the rc.vlnrin,', of the service to UP ch.irged, the1 owner of such
co-nerclal cot.ibl ir.i. cnt nay tlcct Co be ch'n^cd on the b.ibis of COBL
plus fifteen ;.vcc.;: (15"0 .
(A) tlisccllancous colloction service charges will bo as follow:.:
(a) Pub 1 if. housing tn.ny be chnifcd P.S apartments.
(h) C'michos, clJnics, hospitals, public buildings, and
schools rill be charccd as corj.crci.nl locations.
(c) Unscheduled anil/or extract dlr.ary service such as collectio.i
of materials resulting from builtlinr, pcmlt work or originating fron
vacant property uill be cli.irQcd at cost plus'fifteen percent (152).
(;>) Sanitation service clinrRC credit:- will be granted for v.icant
or moccupied ci ell Ing unite in corplcxrs i-blcli contain tuo (2) or iroic
dwclliiiy u.iils upo-i ir-cc-Jpf froii tlic nppllcnnt of proof of such vacancy
meeting ccil.tln uulior-i nq-iji crcnls spcLificil by tin- Diicrtor of Sanitation,
but, Micli cn.llt'. ilinll be linutcd to only those units vhich arc coiitJmi'iir.ly
vacant or unuccii|>lcJ for tlilily (30) da>s or i.iorc; except tli.it vacancy
credit will not bo all own1 vhc-rt' chnrj-.t- arc nndc on tin- l>.i:.ls of cost
II]L: flfli r.i p, ici-,.1 (lj*.) .
Reproduced from
best iivailable copy. %jfft|y
89
-------
(C) r.ic'ruul "i ilrlvc-ln -.'i.' let foi riilnlii h.iiuiic.ippid pvi'.osin
wct-lur, 1-iifom n-(| 1 1 ( -i.-iii'. vp-r !(!< fu7 ,il]iy i-r mrb c'llli'rl I < :> "X'rvJcc.
(7) Any rppj li-.iitt foi ->nJi ciiilit inu!"i p u 'i;.i .iph (5) or foi bucli ic-
ituci-J r.ilc u,u!(.f p '.r.v.r.ii'h (f>T - ' f'^'-1 "ho Jiitrntlu i illy ii'.iUcb any nlsrcpro-
Eic-.it.it ton In n.iy x'rirtin ;t-.iu.-. M rc'iuJrc'I by urh uniform irquLrrnfnts
shnll In- j^'jilty of .' i iiJc i.i.ior d.-J upon conviction Lliurcof slnll be
subjoci to a fini- put Lo C^CCL.! Vi.-o linndird ni.11.ni-. (??i)0.0fl).
Sec. )C-1 1- _ 1'c-ul.irtuj. 1 lie pioff M-y*. ->"'\ dl'ipci'.nl of '.olid t'.u.Lc- n.-tcrlnls.
(A) GuicrcL rccuK'Llons: All cnibngc and rubbish or crash or other solid
waste nolcilals cust bo processed and/or disposed of at a location rnd in a man-
ner approved by the Director of Sanitation. All landfill operations, including
disposal prccfdures and dcter-ilratjon of acceptable users, are tlic icnponsibiJ ity
of the Di icctor of Saiiii.iLlon or his suchorizcd representative.
(1) Except upon approval by tha Director of Sanitation, the use of
dlspostl sites, tJ.nisfcr statio.ii, or other dicposnl facilities operated
by tli.- C^ty of n.-ll-" i'. rcstri-:r ' to tho d!r.;""-..-1 nf Vurl-J;'.il Eoli^
Waste originating in tl.c City. Fntry to such facilities is restricted
to the followinc persons:
(a) employees of Sanitation Services in the performance
of their duties for the City;
(b) persons hauling Municipal Solid Waste orijjinatinc
fro.n their plnce of residence;
(c) employers of co-^icicial haulc rs operating under n
valid hauling poinlt issued bj the City .T-, provided by the
Code;
(d) o:ip1o>i'cs or o.."ioi , of busine'.-.c', haul Ins fluiiiclpnl
Solid V'antc p.rnci.itcd or ic:,nlting from thr: opprntlon of r.ucli
Upon icrjucr.t, pon.ons rntcrJnj-, such disposal f.icilKlrs shall pior.cnt
to nny S.in It.it li^n I'.c-i vJ in, riplo,rp at luch d 1 pu ,il f.iciliLy, a v.illd
ihJvei 'i. llcnr.i' *' proof of ir'.n'i'ii' y OL a v.iliil co -lorcial lianllnp,
pciiilt.
Reproduced from
best available copy.
90
-------
(?) j !) | i i 1,1 i !! i i i HI tyi! .1 i 11 > c,)i i .'i i >! ii I. |in ,il :i 111 for
Miy I'd']!' ''ii" no (.. i li 'ii I;1 pii"si i: ,' me.1. tl" ..i cui uj .il Jon
of .'.rr.ip i-i'j-l, j.l.iji,, n.iil;, Lin 'i, huiiii, '.'.i.lr and r.iiM;1.! in every
dfiC) jpi Ion; -i.'il the n--i! of tini-l's, vehicles nnJ li.. ivy i.i.icliinoiy to
<»
nnvc, >oi. ow, Inry and i'i:.pfi-.on fiilciJiic, upon
any '.i:cli :.lti rl.ill bo toncli'GJvcly pio-irecl to Invp nsMnocl the rn.l
of Injury 11 .I'K'Cti i' wJLli iir ik'Mi11 Ii.;, fi«r- rurli li.i/.inl- nul il.nur-ir, .mil
by Ills or l.iv ncLicins in iMttiiiij: upi.p ',uch '.ito, .iiM for .uid in consider-
ntion of Lli.1 I'liii'sMo.i p.i.uicJ by tiic t'liy of Dnll.'"i to enter upon such
site, pvi-ry nr-i-nn r-hitl COVL-'IP' ,<1"'J !T '.'.cr1"!!!! to IMVC covinantcd not
to :.uc aivl to ii-.t!ci aify, save li.-.n.Ocnf anj tlcfc-rd the City oC Dnll.is, its
a,~cn:s, officci^ end ci. 1'Joyct:. Cion mil .if.ainst any .--..id all clnii.s of any
nature whatsoever for injury or dnnjgc to person or propeily, vhcther
ie.nl or a'.^cifcd, nrislns; out of or rrr.ultinc fron the entry by such
Versou urcn nny City opcir.tnd dicpobal site.
(B) Processing nnd disposal, of solid v/aste materials by private persons.
firns, or corpoi jt Ions Eh nil be permitted only after application h.is been made
to the director of imitation .ir. complying with all applicable City, County
and State regulations pertaining to solid u.i",te procesuing and disposal opera-
tions.
(1) Tl e Diicctor of Sanitation shall have the auttiority to curtail,
temporarily suspend, or permanently halt any solid unsto processing or
disposal operation being conducted by any private person, firm or corporation
which doe:: not conform to the rcquire-iiMics of City, County or State rccula-
tions pcrlninlnp, thorcco or r.hnll in nny manner jcopordire tlic public health,
cafcty nml volf.irc anJ to mlr.t.iin tli.it restrict Jon until, in his Judgment,
tidcinitc ncM'.'.ires have been r.ilrn to assure that removal of the ctirlailpont
or Guspcir.Uiii n-:.triclioir; wall not Jeopardize the public health, safety
01 u-clfnie.
(2) Tlic Diicctor of S.ii.i t.itiun shall li.ive the authority to caur.c
lo be rcjuclt-d fi>r procc1* .nif. or dlr.pus.il any ii.iicrl.il wliJcli, in hia
JiiJl.iirnt, L-uiilc! rii'.->lo n i\n [..met* l>y ic.i.on of IT.I! . . Lon, dl ..n:rce.il>le
odors, 01 i-'iiM I'pci.ite in iiili> the pinrr '.'.lin. ni dl .)<>..il f.n 11 11 i<"i
lci.oi'c ni .idvprM-ly .iffi-i'l Ihc pulil I c hc-.ilth, '..ifL'ty ami ucl f.tio.
Reproduced from
best available copy. %|^ 91
-------
(C) ]',.(. .)!> .1.' 1J.: i., .1- IML- ii.il-. hy ll.- < lly of
.- .:
(1) IL i!i. 'i 1 !.< iini.T ful l.'f .v.v I'll .(i to t.ilr, 1 1 ivjf IM i.irry
fi.vy fioi -.ij ,.'u^i- J.i;. o; i! , j >il f.icllity d; IT.-UI'I by '-'if1 (lily of
pi
IVtl l.ni: iTiy r..!.!?."1'!1, inliMnh, ii."i.-.!i pr otN-i solid U-IMI- r.ilci i.il, aittclc,
LliJiiR, or obji'ct r.Ilu.ucd Lhcrcon, vlicLhcr or not care h-ii i.-niicrary vnlue,
wifiibut. puoi >iiLLL-ii |i'.rni.-.',Jr.:i ,:nd apjiroval of Lhc DJiccLor of S.initalinn.
In praGccuiio.T f '..ilcn, rriovi'J or carrJod .T-JJ- other than a-. r.c.'C-i
iIc'.ci'iLci! liciciu or <\s "niUclc", "Llii!ic"i or "itc:3"f an:. ami Panel Tiurks and Single A\lc Traileir. -
§1.00 per lo.id
(I) Tiucku, Ti.-o A\lc ulLh c.irt.o lieil loii|;th Ics^ than 15 fret, or
Trailer IV o Axle - $3.00 per load
(I1) Triirlu, lime A 1 c oi 1 1 in 1 , Two Axle with r.iir.o l-cil li-ni'.lh
IS ft. oi r.1'1.il«i' ~ $ri.0i) |'«'i loul
Reproduced frotn ^^ 92
best available copy. Br*1B
-------
((.) Tin. I , ' i . I I i it It i . 'i I "'] c-rf Ciml .ilin i:. - ' /.CO |> i lo.id
(K) 'iiinl, Pi - .- I.-IMI , ill ('.',. ui ](. j - '.';.')(! ju r ) -'.id
(!) 1n.«.! . O' ...i. toi, C.I.- "i: Ih-i 11 C.Y. - ?.]J.(O j-rl Joi.!
£J) /ny ]:i.u! :i.. In !J'i(> UK . fi w !P iiili'.i^i - ?3.CO r.!.'.: 1 1on.il
rli.ii [ c i- -i 1" ul
(K) Di:.,".' -il .- ivl.e el. n. -.!i-)l t .- ]i..y'-]c by ''>' of tK To] ]u..lrn;
ric-lhoJs: (I) c. -.!i .'t t' i. ili'.po'.il r.Jtr, (P) ap, T <.',<: J.~i c r^upoiis
vhleh si- '! \-f ..iil'11j r. i j-ui-:!i.-> .c at .V-C.T. i :. - , i.i^'.ficJ Ly
the I)iiv-U>j ol &.HIJI-: :vr i i al ' »"i i '. i '' .tf iTnr'f.rl y .
(M l.'otice to if.-.ovc: It nluJl be the duty of the Director of Sanitation
of the City of Dal]ji; to notify the owner or agent for r.cinagcRcnt purposes
of any pii'Mte prcnU.en vithin the City upo.i wiiich any solid waitc rateiial
has btcn illce-"1lly ,>lacct! or disposed to rc-iovc sucli solid waste n.aterials
within ten (10) cJn/s. This notice shall be in wiitlng and r.ay be served on
the O-..IHT OL fcciit by handlnc. it to him in person or by Certified Hail addressed
to cucli o. per or n^cnt at his post office address as shoun on the tax rolls
of clir City or County of Dall.ir. , or v,hcrc such addicss is not i.ho.;n, then
by notice by publication in a paper in f.encral circulation in the City of
Dallas as mny as two (2) rimer uilhin ten (10) consecutive days, provided
that Mich notice li. not necessary wlwn such var.tc material is dcterriined by
the DiiixLor of 1'ul ] ic Health to be ;n iR-.acdi.iCc health hazard.
{ ) };ii3urc to co.iiilj vlth rc~iov.nl notice: The failure by cither the
owner 01 Mich a.".tnt, .!-. the c.i~c r.ay be, to coi.iply with the notice: ret out In
the piivrdinc section, f.li.ill reiulci s.uch poison fullty of a iiiniVi.ir.intu and
cacli nicli person '.h.-ll bp dot-mod (.uijty of .1 nr-puaic offoif.c for each and cvory
day 01 |u>ition tln.-ic.ir dnrlnp, vlilrli tlic. vlol.itinn i ; conliiuicJ 01 pi-iiilttccl ,
anil upon the convli I lo.i of ,iny i.m li vlnt.it Ion, 1,111 h p< r-.on «.hall be punir.h.ili]i»
*y n flnp »«T nut iuiii» Ilii-i Twc liu...|i-. .1 (f?()0.0'>) I1.'1 1 i-. .
93
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(O . i 11 . ' ' . -i .. -i i. . !> ! . i. r i- i; i1 r, ..
(I Jjl IM i ''', i li . . i | >U If. c ' .!>(' !:.; . i , . . i I < i; In
i' ~ :<: , . i. "i i . . i 11 -I" .1 ' :! > . i i ' >K h i i i-i
.!' nt ' ^ i , . i. pii.pvily vjin.u the City ni D.ill.-i'..
{?) C1 .' L" 11- j. ' .-.!' colK'ti'il I; llu; City fur 'n]id VIMC r."irrlnl
«>;'ict j<- . ir inv.iJ : .'. '. ,: oi 'f .--nl j -1, v>- ; 0 ! :-. (;''>.On) for c-j<.Ii
i ' : 11 r>v.il en 'Oil (.'.'i.e r.Micii.il.. s.lnll !». li.vji.!, ,T. .c.'.r-i-.l ^nJ
c'. r ' -L such pi .',> i lj c.uli LJmc :.ucli cojlcctjo.j .i.n! rc;.-ov.'l of .so] xd
w.i;.rt! i.etc j\K '.ii.'l i be |i.:! fi i."J, piovidtd tli.nt nn ntl'it it .'.nJ c'lAif.c can 1 =
i'-vji-J, ."-M ,r .il .TU| rolUt;cil M^.iinsL such |irti'isr:s fen ti'O act.u.Tl aJJitJonnl
Co-.I for o i-1 folltction ;-u' ic'-ov.il. The c'.i-nsi's piovjdcl for herein shall
l>i IcvicJ, !"',:-,s(fd and cc.'l]:cfi.J by the Director of Re\wiir and T.ixotion of
tlic City or !'. ']ns, aiid if ,>:. ;>c:ison <;hii]l f.ij] to pay cjcli cliarf.fs PO .'isrcised
wltl.ln th . Ly (30) days aftnr piopcr noLlci>, the Dlrcctoi of Revciiiuo and T.i^.itlon
of tlit Ca., «..r l.Mlljs \.i"il .'i]i!, with the County Clerl. cC U^llas; Couiily, Texas,
» Ftatr: .: '. '. y llio l)ii-(!.::o: c.' ^.-".lit-.tidii, r.oLLjng out t!.e c^ponscK Llut tlic
City li.i1; ..,r..ncd pursu.i.it to tlie provision1; of thii Section, and the- City
of D^ll.-1. r' 3) I tlu'rcby pn f.->ct .T 1'riviJcfi-d Uon on tlio piop^ity involved,
fcond o:'l) Lc- tny liens r-iJ 3 K-ns for i,iitr:i jnprovcncnl'., to secure tlic
ev.^Ciisc i« '_"-' CHy, tocctl-ii iJth ten (101.) percent interest from the date
Mic'n PS.I 'C'i ! is due."
SFC.i^C. ?. Should .'.i-; section, bulistcLicn, scntcnci'1, piovision, clause
01 i-1'r.-.r.i li. l-oJil to lie i'lv.ili.! for aisy if.ii.o.i, s.ich holtUni. i.hall not render
ip^.'U.! . y (-LIK: irctici., .M'sod ion, r.oi'ti-nco, prt'vlrJo.i, clause or phraso
i'f llilE O '-n , ( i an,i r,,T t. fnr thi:, jHiriio1 t> .ire doemcJ 11> be scvoralilc.
Sn.Lif. 't. 'Hi.it T!! 01 ; i.-i'icou or p.lit1 f (hi , On! i nit r -,liil] l-r |. Mty of .1 nl-.dcii .i.ior, .ind n,'^!! conviction llutiof,
.lull ! ',.-(! So n fli-- i-f nnr rum- tli m T-.o llui.'li r.l p.lJ.in (JPOfl.OO) for
i T> h \!l-.l
«.li ill d i i '.< :; '.I'p.ii ! ! d i >-.
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APPENDIX B
ENABLING ORDINANCE TO INITIATE USER CHARGE SYSTEM
96
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9/12//?DK»rT S'j
APPENDIX B
OUOII"il!Ct l.'0._J_li'_5_6.
An Ordinance diiwnJing CIIAI'll.l: lo 'T.'J.'IICH'AL LOLID HASTES," of the TOGO Revised Code
of Civil and Criminal Ordinances of Hie City of Dallas, Texas, as amended; transfering
the enforcement of weed regulation1., lo the Department of Street and Sanitation Services;
providing fur grass to be included in the regulations; providing for a change in the
t,ellicd of serving notice; ruppaling Sections 19-118 through 19-1P1 of CHAPTER 19;
providing for a fine not to exceed TIJO lltliuRCD DOLLARS ($200.00) for each violation;
providing a savcrubility clause, and providing October 1, 197?. as the effective date.
BE IT and the roar or side parkway between the property line
ami tlic alley patei.snl or traveled way; provided that where the alley is not open
lo liaffic lliut tiic parkway in sucli cases shall be considered to be between tiie
property line and tnc center lim of the alley. Any premises, upon which woods
or (,1,'V., ore per, it Led to grow lo a height greater than twelve (12) inches, shall be
den :il a nuisance as a fire hazard and as dangerous to public health. It likewise
i.' .11 I'.: i-'il-1 .Tul fui1 nny c.i.^i 01 jiii-o'i in cfitrol of rny [Tf'iss's wit'ii; t'-c City
ti 1' \.'v L>! , G; ' ,; u;i i1.: , >.iiir'. ?flir tlic-y have I-L.MI cut., .mil it shall be
tlic- ]. 01 iji.i;-. fn.i si'ch piii i'''. jflur tlicy h.ivu been cut.
[.'i'. 11-11 .._Jl'i'". I\f_t1"!f r_.'1s. I'1 rii"-JJ'1.1 jiii'l n-iMViil of i.'pptl-: or pr.iss.
It shall bo tin: duty ol uny uwiii-i- or prison in control uf any occupied or unoc-
ci.'i'i-'.l I'ni.i'.i- ti- cut iiiul ici-iv.- iill \;ci'Js ciml grjss as oflon as m.iy lie ncc.rsi.ary
t'.i c»..',)|y willi tin l'"'"''|iMfi iirlinn; |i-i>vidfd, tli.it the rfnnvinq »ind cutting of
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HOtiJs or gi.-oi «»t Idiot u'i;c In r'.>."iy throe (3) i.^i I.1., slull be decix-d to be in com-
pliance with l!i is icclio.i. IL sliill !>i' iho duty uf uny ounce or person in control
of any uccisp'.uu or ui.o.u.|iU'J priiii.r '-i lo uso every prcca.. ion, In order to prcwht
tiic weeds or yiass frer, 'jrii.'infj on r.:;c!i pscmiscs :>o as to bccoiiu a nuisi>ncc.
Sec. in-lb. Unty of din cl j)of5j ;_> ' 'l.'L1' 1-1''f"1 services or firu mrshall.
Tlic Director of Street and Sanitation Scrvicrs shall enforce tho provisions of
this Article, provided, thiit where ,1 fire hazard exists, the provisions of Sections
'18-13 and 18-14 shall be enforced by the fire narslnll.
Sec. 'io-lu. i.Jtico to r'j jq i;-:cc!s - if i-.'ico to o;njr.
It shall be the oVo of tlic L'n lc.-.- of Street and Sanitation Services to notify
t'.e o,,m.r or purson in control of ai.y prcmses \/ithin the Cityj not Hcd'cated to a;i
egricuHural u;e, o.i winch arr cjro-;iM.; weeds or yrcss in :inol bo lojnu and the certified letter is returned by
the UiiiJxu Slato; To-.tdl jjrvict:, tlic-n l>y publication as many as tuo (2) tires I'itlun
ten (10) consccutnc djyr in the offirvl nci/spcpar as adopted by tl.o City Council.
Sec. 13-17. City_ nv.ml pf_ -..."cds - r L^I_ pmor's failure to do so or at o.mcr's
iqij'iilLSj... ......
Upon the fciluru ci" tlii1 O'.;ner or p -rson in con'.rol to comply with tlic notice, as
set forth in Section Ki-U". of this Arnclc, or upon the written request and authoriza-
tion of such o.:ncr or psrsmi in control so notified, it shall bcconu the responsibil-
ity of the Director of Street and Sanitation Service; to have the woods or grass cut,
ral.cd end reiovcd 0,1 all rrnpcrty witlnn tic City of Dillas.
S".'C._JC-_18. fluro^s to hn I'-^iPcl^c'c. , .T>"'inr. t such proporty, l.ipn_ on jii n
__ """"
A cNargc of 7..cr.ty-fivc ($2^.00) Dollars for each cutting, raking, anJ removal
of kft'i o1" i :v: .'.ill 1 1 .'i'J. J^M-.L,-.' -':,'i collocli1:! "jr.inr.t pro, ,-i ly each tinw
Si1"" C'l'.lii'^, :..' i..ij uiivl i >'! 'ihiill I..- ;_ Tun oJ, . ' c, - I1:-.1 ai'uc: ctii. ii iut fjri-'ii
tl .. i 7 '.''> :; 'i .> ("cot. C i:.-ctj of KMI.J in.-t. i'\CL>':J 71. iJ sfjii.n c feet, thr; additional
ctk-i IJL' of Tun "iJ W/IOO ('.'.'iO) iJjll.n'. o,'.-ill !,-(.- lovuil, ."-.sosbc:d ,^11 1 collected for
Cw'v-h adJi tii>n.jt. In the i vent th.it
th.iL- .110 o1." luict ions iJ^ii ii-j trees, shn1!-. ., iMShes, bnr.ii, i'xc.ivatio:i'. , fou:iJjt:oii5,
cie, jl i-jhi.J sli IT tin CG or j'iy otlicr SHiil.'i ii'.'.lr.ict 10.1, nil jildHiona) (,!nr«n' ''i.ill lit;
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IcvU'J, a^stiicd and collected again-I such premises for the actual additional costs
resulting fiut.i the lunJliii'j of tlitsc obstructions. Tlic charges provided herein r.lull
be levied, iisscibcd and collected hy the Director of Revenue and Taxation of the City
of L.illas. If any person ihall fail to pay the clianjcs so assessed within thirty (30)
days after being notified, the Director of Revenue and Taxation shall file, with the
County Clerk of Dallas Cou:ity, Texas, a statement l>y the Mayor of such expenses. The
City of L'allas shall have a privileged lien on the prcnises, second only to tax liens
and liens for street, inprovcivjnts to secure the expenditures so ir,ade and ten (10) percent
interest on the amount froiii the date payient is due. For any such expenditures, and
Interest, suit r-.-^
/iibiili.iil Vi ly /iLLuin.y
SEP 18J972
,,
'-.: \>y
i:ir,.'.M: Mi 11.
C .)'< ""
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onw:.'.r.ci: no.
An Ordinance amend in.r, Section 7A-lfl| "Duty of landowner to maintain
property free of litter," and Suction 7A-?0, "Clearing of litter from
private propuit}; penalty for violation of cluster; enforcement of chapter,"
of CHAPTER ?A| "AI.TI-LITTEi; lllUIUTIOXfl,1' of the 19uO Revi.-.cd Code of
Civil JIM Crii'iir-ul Oi Jiuaud r. uf tno City of Dal] a:, "CAI.S, as av.ended;
prti.j.din,; Tor r.d Jit] oral stiriil-nds for a landowner or person in control of
}it'i v.ite property to naintain property freo of litter; providing for en-
foi-cc'-~:it of C'JM'lT.l 7A by t('e director of r.trcvt r.nd sanitation cervices;
providing a pcralty not to exceed $200.00; providing a cavincs clause; pro-
nj: a sevcTohility clan.-.c; r.r ! providing an effective date.
BS IT (XIUMI.TD BY Tit: CIVY COUl.X'II, Of1 TIIS CITY 0? D\LUS, TEX^S:
S'lCTIOII 1. That Socticn 7A-1B, "Duty of o»;nor to ra.intn.in j:roperty
-o ri-o*: mui," of C-AJ:; ; 7.., "/.r,Ti-i.rr7rr( K^ULMTO:,."," of the 1960
.'.-d Colo of Civil mid Crirnul Ordinances of the City of Eallcs, Tewis,
as e'lcjx'o'j, is cuTndcd to rend c.s follows:
"Soc. YA-lO. ' l.vly of lan.lff.'ni'r to rtiii'.nin piaperty fret* of litter.
It aball li'1 unlcivrfiil for any ovnor or pcr:,on in control of private
piopci'.y to p).cc; Orpor.it; throw; permit to accuciulatc; or pcrrut or cause
to lie placod, dcponitcd or throtm, any Jitter on said private property or
in or on ;uiy c,ntLt.-!- or jwil.v.xy artjnccnt to said private property or on one-
hfil f of t!:at port' on of an nl)cy adjacent to a'ud private property, unless
tin: :,:. ha.j l-2i."i d<-;o^iUil in c.uthui i^i-c pru.ac M.'cc]il'K.]c-". for collection.
r.'JCVlO!, ?. II. .t r.rr.tir-i V\-M0, "rid;! in." of litter fro", p'-ivatc proji-
crty; jn.iij.lly Jm- '. ir»l iticn of tiiiiiLcr, Liifoieun-.-nt ol ch'iptcr," of Ci'Al'lT.v
7A, "AI.VI-I li'i'i .< '; .'ii.M'IO.'-.," of the Ilovi-.e.l Code of Civil and Criminal
Ouliii.Mv.c-. of th'.- City 01 lullii'., Trxis, as nmcivJcJ, is aiicndcd to read as
f. ill (.;-': '
"!.: c I i . . i!i . i1 .j! i . , '
(ii) ll'ti'i l" n . !. '!.. IMuitoi uf .'.'.'lit nii'l ' in 1 1 nt I nn Pr
._._._ - . __ _ _ __. ^
lull T'.Lilv II- i- .! i "i | ' .1 1:1 ciiiilinl uf j<:i\ili' I'.ni'i'i t y, r.mh to
101
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Include any putter or parlcvny riiljncci'.t to HUH! private pioucrty nr one-
half of thct poi lion of on alley mJJacent La L.ud private piopcrly, upon
which litter hds been throvn or deposited ta remove it within ten (10)
days and to thereafter maintiin said private property, nny putter or
porkvoy adjacent to said property, and one-half of that portion of on
alley adjacent to said private property free of litter. This notice shall
be In vritin^ ar.d ir?y be served upon the owner or person in control of
private property by hind ing it to him in person, or to nn ddult person at
his place of business or residence, or by certified letter addressed to
such owner or person in control of private property at his post office
address. No ovner or person in control of private property shall 'fail,
neclect or refuse to property dispose of litter upon the private property,
In or on any cu^tcr or pjrkway adjacent to slid private property, or on
one-half of that portion of an nllcy adjacent to said private'property
vithin ten (10) dlys after notice as herein provided, and to thereafter
minima such property free of litter.
(b) P^mli « fpr vir.i'r this chaplir shall be cnlorccd by the
fire marshal. Any police officer of the city shall enforce the terms and
co htsvir. of th>- L1 _'.(: i lieu n \ia]c.uiou ocv.uis in ft jiubl xc place, .'-.ii'l
In fliMtjon thole'. , rny ii-'nbcr ol tl.o pai1. i.itiol of tho city is ani'Ohcrcd
to cnfiiici. tlic tc;, r, ; i.-l co i.Ulip !-. of this cli.'i'tcr vhcn a \iolutim orcus's
in nny public \?i', 1:1 the city."
S!:CT]0.'l 3- Yl'nt any jioinon v!o violate:, .iiiy proviijonr yf this aiJiii-
iinc" ciiall be r.iMltv ol' n nii.'.dom-j.nu-r and ujon co'ivictton tli'ii-of, :.li»ll bo
-j l> flu.' in!, to cxcccJ T. 0 llll.MM.H AIiH IM/lfO (,' VC'.^.I
102
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SECn".:
II. AUJC DICKI,-1.', Cit-
Ci"
ll.-o'J C. S!i:rfc
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U09Q3
103
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