The survey indicated several significant trends relating to computer automation. While a majority of those surveyed had computer assets available, it became clear that computer software applications were not providing meaningful management information.

For example, the most common computer software was word processing, followed closely by budgeting, accounting and payroll software. Considering the close ties to the finance office, these accounting functions are basically reporting systems used to administer department accounting at the city level.

The most desired software applications were specialized programs, such as pavement management, project management, work orders and user comments/complaints. Only a small segment of the departments were using these applications, although a majority wanted to implement these systems.

A major focus of the study dealt with how cities are automating their street departments. In the last several years, there has been significant improvement in the department's automation effort. Computers are now more common and departments heads have purchased a variety of software applications to better manage the department.

However, it became clear that most cities lack a comprehensive information plan to implement automation. The various software applications operate independently of each other. Individual software solutions have created a patchwork approach to computer automation.

With few exceptions, the street departments felt a specialized program was essential to improve productivity and cost-effectiveness. Such a system should utilize a leading-edge approach, called Activity-based costing. Such a system should integrate the various functions of the department and promote a single-source document, such as work orders or Daily Work Reports ("time tickets"). This single source document allows one entry to automatically maintain several essential tasks or functions. In other words, one entry in a Daily Work Reporting module automatically updates project, equipment, labor, inventory and other files.

Daily Work Reports ("time tickets") and work orders form the basis of activity based costing. Each entry captures detailed information. Collectively, these entries manage all the major areas of a department and identify trends. They permit data queries, such as how much was spent on pothole repair costs in the north side of town in the last six months? And, which equipment items are due maintenance or should be replaced, rather than repaired?

Using the Daily Work Report approach makes sense because, in most instances, departments already use "time tickets" of some sort. It's used to pay employees. Adding other information, such as what equipment or inventory was used and how much, and work done, expands the use of the "time ticket" as a source document and promotes single entry data collection. It captures mission-essential information the department needs to manage operations.