If productivity, efficiency and information management are real objectives, this study reveals that much needs to be done. While most of the survey participants indicated they either used computers or had computer assets available, a significant proportion reported that their management systems were primarily manual or hand-processed. This indicates that department operations were not being properly managed, but rather "reported". Manual systems fail to provide management oversight because the volume of data is either difficult or impossible to analyze on an on-going basis. For example:

The study reveals that only 31% of the departments track employee productivity. Similarly, only 45% track equipment costs, and only 26% maintain an inventory or material control system. Of this group, over 50% track productivity, equipment and inventory by hand, although most have computers available. They simply lack specialized software needed to accomplish these tasks.

Departments were more effective in project management, however. Almost 70% track project costs, 83% schedule projects in advance, 83% budget individual projects, and 52% allocate project costs. As with employee, equipment and inventory management, nearly 75% of the departments that do track project management use manual systems that simply record information... and don't help analyze it.

A common thread developed from survey results. Department heads are very aware of the situation they face and are acting to solve the problem. Many turned to computers, but discovered a computer system doesn't solve the problem if it fails to address the specific issues facing the department. In an effort to improve management control, these departments typically adopt a "patchwork" approach: several separately-operating software applications, each designed to do one task or function. Fleet management is an example. It performs fleet management, but that's all it does.

This patchwork approach has been shown to be inefficient, prone to errors, and fails to provide meaningful management reports needed to make informed decisions.

To illustrate: virtually all departments had access to computers, but lacked specialized management software needed to do the job. The most commonly-used software was word processing (95%), budgeting (63%), accounting (50%) and payroll (72%). These weren't the computer applications most wanted, however. The most-wanted software application was Pavement Management, with User Tracking and Project Management software tying for second place. Several cities were looking at GIS mapping software, but few had the software installed.

It became clear that innovative solutions require more than better accounting or "number crunching" software. Computers/computer automation isn't the answer, in and of itself. A strategy must be developed.

Indeed, a focus is essential in today's economy. With the streamlining of government and significant revenue cuts, cities and local governments are amont the first to feel the effects. Cities operate with a relatively stable budget. When costs for labor, equipment and material increase, it is difficult to absorb these increases in today's tight budget environment. Additionally, federally mandated programs continue to increase. Many times, these programs are not funded and the cities must not only bear the costs of implementing these programs, but also allocate manpower to track information and prepare volumes of government reports.

This report provides a blueprint on how cities can operate more efficiently and be more productive. The authors wish to thank the cities that participated in the survey. Their comments, observations and action plans form the basis of this report. The conclusions developed from the responses are the author's and were developed to offer a plan on how cities can streamline operations, improve productivity, and be more cost-effective.

The "bottom-line" is simple and straightforward. In order for city street departments to operate more effectively, we need to provide them with the tools they need. Survey results support the efforts being done at the department level and identify specific actions that will improve department operations.