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D.S.N.Y.ANNUAL REPORT 2002-2003

NEW YORK CITY DEPARTMENT OF SANITATION

The City Of New YorkDepartment of Sanitation

Michael R. Bloomberg, Mayor

John J. Doherty, Commissioner

2 Message from Mayor Michael R. Bloomberg 3 Message from the Commissioner

4 Executive Committee5 Uniformed Chiefs

6 First Deputy Commissioner7 Blizzard of ‘03

8 Chief of Staff PIU- EPU8 Permit Inspection Unit8 Environmental Enforcement Unit8 Personnel Management Division

9 Office of 1st Deputy Commissioner9 Bureau of Cleaning and Collection

12 Enforcement Division13 Division of Safety and Training15 Bureau of Waste Disposal16 Waste Prevention, Reuse and Recycling

19 Bureau of Long-Term Export

20 Bureau of Financial Management and Administration

22 Bureau of Legal Affairs

24 Support Services

27 Equal Employment Opportunity Office

28 Bureau of Public Information and Community Affairs 28 Public Information29 Community Affairs

30 A Glimpse of Sanitation History31 Sanitation Employees On Active Duty

32 Credits

D.S.N.Y. ANNUAL REPORT

2002-2003

DSNY ANNUAL REPORT 2002-2003 1

2 DSNY ANNUAL REPORT 2002-2003

Message From Mayor Michael R. BloombergEach year, millions of tourists from around the globe visit New York City to enjoy its many attractions, its theatre, its arts and cultur-al gems, its fabulous cuisine and so much more. But another reason they come to our city is because it is safe and clean. And forpart of that success, we must recognize the dedicated work of the thousands of men and women who work for the New York CityDepartment of Sanitation.

Every day, New York's Strongest collect and transport more than 12,000 tons of solid waste. They mechanically sweep our citystreets, which are cleaner now than they have been in the last 30 years. They also pick up hundreds of tons of recyclables that areprocessed into new resources, making us the largest urban recycling program in America. And let's not forget that in the bitter coldof winter, this same dedicated workforce keeps snow and ice off of our 6,000 miles of roadways so that business can go on as closeto usual as is humanly possible.

This is no small assignment. New Yorkers demand professional services from their uniformed civil servants. And Sanitation deliv-ers!

In fact, they are the only municipal service that still makes house calls. Put the cans and plastic bags out at curbside, and they getemptied.

It's a daunting and challenging assignment. And day in and day out, Sanitation proves that no job is too difficult.

When the tragedy of 9/11 struck, Sanitation was there within hours of the collapse of the Twin Towers to assist in the rescue opera-tion and haul away millions of tons of debris to be carefully examined by investigators at the former Fresh Kills Landfill. When theBlizzard of February 2003 dumped nearly two feet of snow on our city, Sanitation dug us out. In fact, they had every street in thefive boroughs plowed at least once within 24 hours of the end of the snowfall…a modern day record.

The Department of Sanitation has a remarkable record of achievements. All New Yorkers should be proud of the Strongest andshould support them in keeping our city clean. I do!

Michael R. BloombergMayor


Message From the Commissioner

John J. DohertyCommissioner

I am very pleased and honored to present to you the New York City Department of Sanitation'sCalendar Year 2002 and FY '03 Annual Report.

Calendar Year 2002 was a year of triumph, strength, and revitalization. Completing the massiveGround Zero recovery operation marked a new beginning, not only for our Department, but for allNew Yorkers. Our motivation and pursuit for excellence never ceased. In fact, we once againdemonstrated why we are known as "New York's Strongest."

During FY '03, the street cleaning rating by Operation Scorecard improved over FY '02 and ended thedownward trend that started in FY '00. Waste collection productivity was the best since the two-worker program started in 1981.

FY '03's snowfall of 55 inches, particularly the "Blizzard of '03" on February 16th in which 24 inchesof snow blanketed the City, proved to be one of the busiest seasons for the Department in recentmemory. The snow removal operations after the February blizzard were handled in record time withprofessionalism, dedication, and by using new equipment, such as our 10 snow melters.

The men and women of Sanitation at every level and title must be congratulated for their efforts inmaking Calendar Year 2002 and FY’03, very productive for the Department.

My appreciation for a job well done!

John J. DohertyCommissioner

Michael BimonteFirst Deputy

Commissioner

Vito A. TursoDeputy Commissioner

Public Information

Lorenzo CipollinaDeputy Commissioner

Administration

Robert Orlin Deputy Commissioner

Legal Affairs

Fernando CamachoDirector

EEO

Harry SzarpanskiAssistant Commissioner

Long Term Export


THE CITY OF NEW YORKDEPARTMENT OF SANITATION

EXECUTIVE COMMITTEE

Danny WalshChief of

Engineering

Rocco DiRicoAssistant Commissioner

Support Services

THE CITY OF NEW YORKDEPARTMENT OF SANITATION

UNIFORMED CHIEFS

CHIEFS

Martin BellewDirector

Waste Disposal

Anthony EtergineosoDirector

Cleaning & Collection

Wallace WilliamsDirector

PersonnelManagement Division

OTHER RANKING CHIEFS

Ron GerlichSpecial Assistant to the

First Deputy Commissioner

Bernard SullivanChief

Cleaning Operations

Renzo FerrariChief

Bureau Operations

Peter McKeonChief

Collection Operations

Steven HarbinChief

Safety & Training

David NatiDirector

Operations Management Division

Michael MucciDeputy DirectorWaste Disposal


FIRST DEPUTY COMMISSIONER

The First Deputy Commissioner directs the operations of the Department. Daily cleaning, refuse and recycling collection, waste dis-posal, enforcement activities, and recycling and waste prevention operations, are all controlled through the First DeputyCommissioner's office.

The Bureau of Cleaning and Collection provides daily curbside refuse collection services for every residential household, publicschool, and many large institutions in NYC.

The Personnel Management Division works in conjunction with Human Resources concerning all Department employees.

The Bureau of Safety and Training is responsible for all training, both administrative and operational, to ensure that employees havethe knowledge and skills to perform their jobs safely and effectively.

Lastly, the Bureau of Waste Disposal is accountable for managing the waste export program.

First Deputy Commissioner Michael Bimonte


On February 16, 2003, New York was hit with the fourth worst snowstorm in recorded history, blanketing the city with 24 inches ofsnow. By the end of the season, snowfall totals were 55 inches for FY'03. For 33 straight hours, the city received continuous snowfall startingFebruary 16th and ending February 18th. At its end, the "Blizzard of '03"had dumped over two feet of snow on 6,300 miles of city roads, enoughto fill Yankee Stadium almost 100 times.

Nearly 5,000 men and women of the Department worked around theclock using 350 salt spreaders; 60,000 tons of rock salt; 1,700 collectiontruck plows; and 200 front-end loaders. By 6PM on the storm's final dayall city streets had been plowed at least once - a modern era record forDSNY.

One of the highlights of this enormous storm was the use of ten snowmelters, which the Department purchased several years ago. Each melter,purchased in FY '02, cost an average of $183,000. The Department allot-ted 2 melters for each borough.

The powerful machines run on Diesel fuel 24 hrs/day melting 60 tons ofsnow an hour at a rate of 240 gallons/minute. The water is released intothe sewers, travels to the City's sewage treatment plants where it is treat-ed before being released into the surrounding waters.

A noteworthy feature, which is extremely central to our Department, isthe internal screen inside the machine that clutches garbage hidden in thesnow. This ensures that water released to the sewer system is trash-free.

FY '03's snow budget was $19.7 million. However, because of the sever-ity of the season, the Department spent $41 million. A total of 5,297Work Experience Program (WEP) Workers and Citizen EmergencyLaborers were hired to aid the Department in shoveling bus stops, firehydrants, and corner caps allowing more Sanitation workers to plow thestreets.

Mayor Bloomberg along with Commissioner Doherty highly applaudedand commended the efforts of the thousands of dedicated men andwomen of the Department whose extraordinary snow clearing work keptNew York City buzzing as usual.

BLIZZARD OF 2003Sanitation Crews Battle The Blizzard Of 2003


PERSONNEL MANAGEMENT DIVISION

The Permit and Inspection Unit (PIU) isresponsible for the issuance of permits andenforcing the regulations of solid waste trans-fer stations and fill material operations in NewYork City. The PIU has 17 EnvironmentalPolice Officers and 5 Supervising Lieutenantswho conduct regular inspections to ensurecompliance with the rules and regulationsgoverning solid waste transfer stations.

Fill Material Operations (FMO's) FMO’s consist of the grading, leveling, sur-charging and compacting of fill materials forthe purpose of land alterations and improve-ment. The PIU issues permits and conductsregular inspections of FMO's to ensure that fill material and not solid waste destined for disposal at a licensed landfill, is used to gradeand fill lands within New York City.Additionally, the PIU plays a critical role inidentifying and closing illegal dumpsites.

Through the Permit and Inspection Unit's rig-orous enforcement efforts, the number of per-mitted transfer stations have declined from 96facilities in 1996 to 69 permitted facilities in2002.

In calendar year 2002, the PIU conducted over 6,030 inspections of SolidWaste Transfer Stations and FMOs and issuedover 4,636 NOVs, of which over 100 wereissued for illegal operating and illegal dumping infractions. In CY02 the Unit alsoimpounded 70 vehicles for illegal dumpingand operating transfer stations and FMOswithout the required permit.

For FY 2003, the PIU conducted over 6,650inspections and issued over 5,500 NOVs andimpounded over 80 vehicles for illegal dumping and operating transfer stations andFMOs without the required permit.Summonses issued to transfer stations havepenalties ranging from $2,500 to $10,000 and

are heard by the New York CityEnvironmental Control Board. In total, thePIU has brought in well over $1 million inrevenue generated from the issuance of NOVsto solid waste transfer stations and FMOs.

CHIEF OF STAFFPERMIT AND INSPECTION UNIT

PMD works closely with the Bureau of Human Resources regarding the hiring of new Sanitation Workers, promotions and demotions, and all personnel actions regarding Department employees.On April 20, 2002, approximately 3,000 Sanitation Workers took the Promotion to Supervisor Exam .

The Environmental Enforcement Unit (EEU)enforces Local Law 70 & 75 governing the stor-age, transportation, and improper disposal ofasbestos and regulated medical waste as well ashazardous waste. The EEU conducts SolidWaste Removal Plan inspections of hospitalsand nursing homes to ensure proper disposal ofregulated medical waste.

The unit consists of 2 Lieutenants, 7 Officersand 1 Industrial Hygienist. (One of our officer'sis assigned to the Office of EmergencyManagement as an Interagency Coordinator).

In calendar year 2002 the unit responded to 482emergency incidents, conducted 1,382 inspections, and opened 33 new asbestos and regulated medical waste cases.

In fiscal year 2003 the unit responded to 592emergency incidents, conducted 1,020 inspec-tions, and opened 59 new asbestos and regulat-ed medical waste cases.

The EEU responds to incidents and opens casesinvolving chemical waste, asbestos material,and regulated medical waste including needle-stick injuries involving sanitation workers.

Summonses are primarily adjudicated at theEnvironmental Control Board and violators aresubject to penalties of $2,500 to $25,000. Theunit works closely with local, state, and federalenvironmental and law enforcement authorities.

ENVIRONMENTAL ENFORCEMENT UNIT

The breakdown of those titles was:

Sanitation Workers 6,370Supervisors 1,018GS1s 157GS2s & GS3s (SCAs) 68GS4 and above 12Civilians (various titles) 1,944Total 9,569


BUREAU OF CLEANING AND COLLECTION

Refuse CollectionThe Department provides regularly scheduledcurbside and containerized refuse collectionservices for every residential household, publicschool, public building, and many large institu-tions in New York City. Curbside sites are col-lected either two or three times per week andcontainerized sites are collected from one tothree times per week depending upon individ-ual need which is based on population density.

In 2002, the Department assigned 5,000 truckseach week to collect approximately 53,000 tonsof curbside residential refuse and assigned 420containerized trucks to collect an additional7,000 tons. The amount of refuse generated bythe 8 million residents of New York City is sub-ject to seasonal variations.

The Department allocates weekly truck andtonnage targets to each of its 59 districts to bet-ter manage our productivity. These targets areclosely monitored to ensure that productivityimprovement goals are met.

School CollectionThe Department collects refuse each school dayat all New York City public schools that receivecurbside service. The Department, in coopera-tion with the Board of Education, utilizes ourdual bin collection trucks each school day. Allpublic schools that receive daily curbside col-lection service also receive daily recyclingservice.

In addition to regular school refuse, mixedpaper is collected on Monday, Wednesday andThursday and metal is collected on Tuesday andFriday. The overall diversion rate for the 2001-2002 School Year was 17.0% The diversion rate

for the 2002-2003 School Year to date is 12.4%

Housing Authority Trucks Each week, Department collection trucks areassigned to provide one additional refuse col-lection service above the regular district collec-tion frequency to all New York City HousingAuthority (NYCHA) developments.

Recycling CollectionThe Recycling Program, which started inNovember 1986, is an integral part of theDepartment's overall operation.

The primary goal of the Department's recyclingcollection operations is to reduce the amount ofwaste that must be exported outside of the City.The Department's recycling collection opera-tion consists of several programs: curbside col-lection, containerized collection, bulk metalrecycling, tire disposal, self-help bulk sites,special waste sites, and chloroflurocarbon(C.F.C.) evacuation.

In July, 2002, some long standing Recyclingprograms were suspended due to the City's fis-cal crisis. They included glass and plastic recy-cling collection, leaf and yard waste collectionand Christmas Tree collection.

Curbside and Containerized Collection ProgramsThe curbside and containerized recycling pro-grams involve the collection of two separategroups of recyclables. The mixed paper collec-tion trucks collect corrugated cardboard, maga-zines, catalogs, newspapers, phone books, writ-ing paper, envelopes, food boxes and cartons,and all other household paper items. The metal

collection trucks collect aluminum products,metal cans, wire hangers, large metal appli-ances such as refrigerators and stoves, and otherhousehold products that are substantially allmetal.

The curbside collection program collects anddiverts 8,000 tons of recyclables per week fromthe waste stream. The containerized programcollects an additional 1,000 tons of recyclableseach week. Approximately 1,700 trucks areassigned weekly to service both the curbsideand containerized locations throughout the city.

All districts receive weekly recycling collec-tion. The recycling diversion rate, that is theamount of recyclables diverted from the over-all waste stream, in 2002 was approximately15%.

Dual Bin Recycling CollectionThe Department has expanded its successfuland productive dual bin recycling collectionprogram, in which mixed paper and metal, arecollected at the same time by utilizing a collec-tion truck that has two separate sides, one foreach material. There are currently 22 Dual Bindistricts. The most recent district, BrooklynSouth 18, began operations on April 15, 2002.

Bulk Metal RecyclingIn addition to curbside metal collection, theDepartment maintains large metal bulk contain-ers at several sites throughout the city to receivemetal items from Department trucks, other cityagencies, and the general public. A vendor iscontracted to remove these large metal bulkcontainers on a scheduled basis. As a result,approximately 2,500 tons of bulk metal is recy-cled annually.

Household Refuse Collection


Derelict Vehicle OperationsThe Derelict Vehicle Operations (DVO) Unit mon-itors the reporting and removal of derelict aban-doned vehicles from City Streets, Lots, Parkways,and Expressways & Main Thoroughfares.

A vehicle is considered abandoned if it is left on acity street for more than six hours without licenseplates. Vehicles are also deemed derelict when they meet a certain criteria, which vary according to theage and condition of the vehicle.

In fiscal year 2002, a total of 13,196 vehicles wereremoved by city-contracted vendors. This has gen-erated $639,888.20 in revenue resulting from thesale of these vehicles to our contracted vendors. Inaddition, other vehicles such as derelict trucks,vehicles impounded by the New York City Police,Transportation Departments, and non-passengervehicles such as boats, trailers and abandonedcontainers, were processed by D.V.O. and removedby city contracted vendors.

The Derelict Vehicles Unit is also responsible fortransporting intra-agency vehicles to repair loca-tions. It also assists in transporting specialty equip-ment throughout the city (i.e. Snow Melters,Distribution of New Front End Loaders and HeavyEquipment etc.)


Street CleaningEach year, the Department of Sanitationdeploys mechanical brooms to sweep over46,000 scheduled mechanical broom routescovering over 6,000 miles of city streets.During 2002, the Department assigned 434basket trucks to empty the over 25,000 litterbaskets located on city streets.

In 2002, Mayor Michael R. Bloombergdeclared a drought emergency for the City ofNew York.The Department was required tomodify its street cleaning operations. Withthe exception of the World Trade Center area,flushing operations ceased and the use ofwater in mechanical sweepers was prohibitedcitywide.

The Department sought, and was granted avariance by DEP to tank up mechanicalsweepers with well water in areas with lowscorecard cleanliness in Manhattan, Bronxand Brooklyn.

As part of its community service program, theDepartment of Probation worked in collabora-tion with the Department of Sanitation toassign low level probationers to providemeaningful community service. These work-ers were assigned as street cleaners to addressand improve conditions in low scorecard com-munities in the Bronx, Brooklyn, and StatenIsland.

Scorecard Cleanliness RatingsOn a monthly basis, the Mayor's Office ofOperations rates each of the sanitation dis-tricts and sections for street cleanliness.Trained evaluators inspect and rate theamount of surface litter on randomly selectedstreets and sidewalks in comparison to a pho-tographic standard. By evaluating the resultsof the scorecard data, the Department ofSanitation is able to assess its street cleaningperformance and can implement operationaladjustments and develop service deliveryplans and strategies best suited for a particularcommunity when necessary. By using score-card data to compare district ratings, seasonalfluctuations, motorist compliance and currenttrends, the Department can improve the effec-tiveness of its operating standards. The overallcitywide average for FY 2002 was 84.2.

Adopt-A-Basket ProgramThe Adopt-A-Basket Program continues toexpand citywide. In 2002, over 1,046 Cityowned litter baskets were adopted by programparticipants. Under the program rules, indi-

viduals agree to "adopt" and bag refuse fromproblematic overflowing litter baskets. Inturn, the Department of Sanitation providesprogram participants with a supply of linersand schedules collection services for theaffected baskets as needed.

Donation of Private Litter BasketsThe Department of Sanitation has receivedinquiries from various private organizationsseeking to purchase and donate custom wastereceptacles. In 2002, the Sunset Park DistrictManagement Association, the East MidtownBID, Murray Hill Association, and CouncilMember John Liu purchased custom litter bas-kets and transferred ownership of these recep-tacles to the City of New York. These recep-tacles, which bear the private organization andDSNY logo, are situated on sidewalks forpublic use.

Installation of Anti-Litter SignsIn 2002, the responsibility of processing andinstalling anti-litter signs changed from theLot Cleaning Division to the CleaningPlanning Unit. This reorganization allowedfor prompt handling of sign installation for all"No Dumping,” "Don't Litter, Please,” and"Clean Up After Your Dog" sign requests, andincluded maintaining a computer database ofthe work performed. To record sign installa-tion requests and assignments completed, signrequest functions were added to the ActionCenter complaint system.

New Street Cleaning Rules The Department's Cleaning Planning Unitcontinues to work in conjunction with theDepartment of Transportation to replace out-dated, street cleaning rules and parkingrestriction signs with new signs containingaccurate information. The new street cleaningsigns establish uniformity on a citywide basisand reduce the time for sweeping and mostmetered areas. To date, the Department hasimplemented the hour and a half sweepingprogram in 48 of the 59 districts citywide andwas introduced to five districts in 2002.

In a continuing effort to maintain street clean-liness, street cleaning rules were expanded toinclude the following areas: beneath theGowanus Expressway from 36th to 53rdStreets; both sides of Broadway from HoustonStreet to Canal Street; Delancey Streetbeneath the Williamsburg Bridge; the east sideof 11th Avenue from West 18th to West 21stStreet; and the east side of 12th Avenue from

BUREAU OF CLEANING AND COLLECTIONCLEANING OPERATIONS

West 22nd Street to West 30th Street. Theinstallation of the parking signs will allowSanitation mechanical sweepers to gain curbaccess and maintain general cleanliness tothese once neglected areas.

Suspension of Street Cleaning Rules In November 2002, the New York CityCouncil approved Intros. 6 and 37, adding theAsian Lunar New Year, Purim, and AshWednesday to the list of days in which alter-nate side parking rules are suspended. TheCity suspends alternate side parking regula-tions for both street cleaning purposes andtraffic flow on 32 legal and religious holidays.This includes suspension of street cleaningregulations at metered spaces. For informa-tion about the new simplified Alternate SideParking Regulations call the hotline at (212)or (718) CALLDOT (225-5368).

Derelict Vehicle

BUREAU OF CLEANING AND COLLECTIONCLEANING OPERATIONS

New Policy and Administrative Procedure (PAP 2001-02) Issued for the Classification of Derelict Vehicles In the past year, the Department has implemented its new Policy and Administrative Procedure 2001-02. Its chief aim is to clarify the classification and eligibility of derelict vehicles for inclusion into the Derelict Vehicle Program. The new procedure provides specific definitions for categories used to determine whether a vehicle is a derelict. Derelict vehicles found on city streets create litter conditions, health issues and community complaints. The new Policy and Administrative Procedure has helped Field Officers expedite the removal of these eyesores and potential hazards.

Lot Cleaning DivisionThe Lot Cleaning Division manages the Neighborhood Vacant Lot Cleanup Program, an initiative that has been funded for more than 20 years by the United States Department of Housing and Urban Development (HUD) to reduce urban blight in low and moderate income areas. This federal grant has enabled the Department of Sanitation to clean vacant lots, surrounding premises of city-owned buildings littered with garbage, debris and bulk refuse to meet the City's Health Code standards. Monthly cleaning schedules keyed to community boards are based on the following priorities: health emergencies, preparatory cleaning for other CD-funded lot related programs, and community board requests. In FY 2002, 6,046 vacant lots were cleaned. Of this figure, 4,674 were city-owned and 1,372 were privately owned.

During periods deemed as snow emergencies by the City of New York and when a snow fall has reached a depth of three or more inches, CD resources will be re-directed to snow cleaning duties. Personnel and equipment will be utilized in Community Development eligible areas. Snow clearing work will involve opening of streets in the service district to allow for the passage of emergencyservice vehicles, food and fuel deliveries, public transportation, school buses, and other non-emergency services. Personnel will also be assigned to pedestrian and public safety needs such as salting and clearing of crosswalks, step streets, bus stops, and fire hydrant areas.


Mechanical Broom Cleaning Operation

ENFORCEMENT DIVISION

The Enforcement Division comprised ofSanitation Police Officers ("SPOs") andSanitation Enforcement Agents ("SEAs"), mon-itors compliance with administrative, recyclingand health laws governing the maintenance ofclean streets, illegal dumping, and the properstorage and disposal of waste and recyclablematerials by both residents and commercialestablishments.

Until November 2002, the EnforcementDivision had an average of 101 SPOs and 57SEAs. In December, SPOs were reduced to 56and SEAs were increased to 100.

SPOs are Sanitation Workers and Supervisorsthat are fully trained peace officers. SEAs arecivilians who undergo a comprehensive classroom and field-training program.

In calendar year 2002, the EnforcementDivision issued 368,652 Notices of Violation("NOVs"). Supervisors at the Bureau ofCleaning and Collection issued an additional130,997 NOVs for a grand total of 499,649.

Posting UnitThere are five SEAs dedicated to enforcingillegal posting violations. In 2002, 25,824NOVs were issued citywide for illegal posting.

Canine UnitThe Enforcement Division has a Canine Unitthat is dedicated to patrolling the five boroughsand issuing NOVs for other quality of life violations such as failure to remove caninewaste, unleashed dogs, littering and noxiousliquids. In 2002, over 5,332 NOVs were issuedfor these violations.

Illegal Dumping Task ForceThe Illegal Dumping Task Force is comprisedof an Inspector, 7 Lieutenants and 33 SPOs. In2002, Task Force personnel impounded 221vehicles and issued 534 NOVs for illegaldumping.

Vacant Lot UnitThe Vacant Lot Unit monitors the cleanliness ofvacant lots throughout the City. Owners ofvacant lots found to be in violation of theadministrative code are issued NOVs. In 2002,this unit issued 13,289 NOVs.

Auto Auction UnitThe Auto Auction Unit is responsible for theauctioning of unclaimed vehicles resulting fromillegal dumping impounds. For 2002, 20 vehicles were sold at auction for a total of$9,962.

Sanitation Police Officers Enforce Dumping Restriction Laws

The five most common infractions, which represent 66.7% of the total for which NOVswere issued, are as follows:

Dirty Sidewalk 190,91918" into the Street 45,244Failure to Recycle 42,339Illegal posting 28,653Loose Rubbish 25,910


The Division of Safety and Training is respon-sible for all training, both administrative andoperational, to ensure that employees have theknowledge and skills to perform their jobssafely and effectively in a hazard free workplace. The Division develops and maintainsseveral programs which emphasize safe workpractices and accident prevention, investigatesinjuries and accidents to identify the con-tributing factors, conducts job-specific orien-tation programs for new and recently promot-ed employees, and conducts Department-wideworkshops in the areas of management devel-opment and computer training.

DST is helping to develop the EmergencyResponse Division (ERD), a unit of employ-ees who will be specially outfitted and trainedto respond and work safely at a disaster sitewhere DSNY support may be needed.Employees in the ERD Unit will receive spe-cialized training in the use and care of all per-sonal protective equipment (e.g., gloves, gog-gles, masks, respirators) issued for their pro-tection.

A special emergency response vehicle is beingretrofitted to meet ERD needs. This vehiclewill be equipped with emergency supplies andan inventory of personal protective equipmentto ensure that safeguards are immediatelyavailable to protect the health and safety ofDSNY emergency responders.

Critical Driver ProgramThe Division of Safety and Training continuesto monitor the license status of all Departmentof Sanitation employees. General Order 98-10 specifically assigns the Division theresponsibility to issue complaints, carry outsuspensions, and place employees who losetheir driving privileges into the status of leave

Snow TrainingEach year, we train and refresh Boroughand District personnel on snow policies and procedures. In 2002, we trained 2473 employees in the following:

Snow Inspector & Special Snow Clerk

Load and Dump for Snow Removal

Truck Measuring for Snow Removal

Plow and Chain Attachments

Front End Loader and Snow Blower Training

without pay until they secure a valid license.

Defensive Driving Course(DDC)During 2002, the Department offered theNational Safety Council's D.D.C. course.This course, given by accredited Safety andTraining Officers, entitles all attendingemployees a 10% insurance reduction andlicense point removal, if applicable. 7 classeswere given and 152 employees attended.

New Sanitation Worker CDLCandidate TrainingThis program is designed to assist candidatesin securing their commercial driver's licenseprior to their employment date. The new can-didates have achieved an 85% rate of successpassing the test.

Uniform Training for New-Hires andPromotions, two classes were given.New Supervisor: 1 class, 44 promotedNew General Superintendent:1 class, 13 promoted

Truck Measuring UnitEach year the Truck Measuring Unit conductsclasses for snow removal. This unit also measures all City owned salt and sand pilesfor accurate stockpiling information andreordering.

They are liaisons for the Department's PrivateCarters Liaison Unit and the Fiscal ServicesDivision.

Other truck measuring programs include:measuring containers, trailers and compactortrucks that dump at Department facilities andissuing special decals; inspecting and measur-ing trucks and containers for the various paperrecycling programs and landscapers for theStaten Island Compost site; and inspectingand affixing decals to all City vehicles thatdump at any of the waste transfer stations andthe Housing Authority Program.

DIVISION OF SAFETY AND TRAINING


Sanitation Safety Training

Snow Training at CRS Prepares SanitationPersonnel To Battle Storms

Right-to-Know Training (RTK)Federal and state laws require that every employee attend RTK training. The course identifies potential hazards in the work place and how to guardagainst exposure and use products safely. Class content is specific to the employee's job title and work environment. DST conducts "special-topic"RTK training, such as "West Nile Virus" when needed.

In 2002, a total of 189 employees participated in special refresher and update training classes.

Computer TrainingThe Computer Program offers training for both the mainframe (SCAN) and business software such as Microsoft Office, LOTUS, WordPerfect, E-mail, database management and navigating the Windows Operating System.

There were 15 classes given in a variety of software programs to 157 employees. Our SCAN training for field personnel included 12 classes for 214 employees.

Management Skills TrainingThe Management Skills Training Program is composed of more than 20 courses designed to sharpen participants' management skills. Based on personal goals and development needs, managers choose the courses they want to attend.

EEO and Workforce Diversity TrainingThe Department of Citywide Administrative Services (DCAS) and the Equal Employment Opportunity (EEO) Office require that all employeesreceive training in their rights and responsibilities under the EEO laws, the Department's guidelines for preventing harassment in the work place, andhow to work cooperatively with others as a member of a diverse workforce.

College Degree InitiativesDST, in conjunction with the Commissioner's Office, has extended the avenues for DSNY employees to attend college. In addition to the John JayCollege program, employees now can choose to attend Empire State College (ESC), a State University of New York (SUNY) member.

Both the John Jay College and Empire State College programs provide employees with the flexibility to attend college, while holding a full-time job.Both programs are designed to fit into the changing work schedule of this agency.

DIVISION OF SAFETY AND TRAINING


Wrecker Training

sion of the processing plant the DSNY iscapable of processing up to fourteen (14)million standard cubic feet per day. Thisincrease in the processing of gas for benefi-cial use will allow flaring to be discontinued.

End Use DevelopmentIn the summer of 2001, the Department ofCity Planning released a Request forProposals for an international design compe-tition for the Master Plan for the Fresh KillsLandfill. The competition was organized inassociation with the DSNY, Parks andRecreation Cultural Affairs, and theMunicipal Arts Society, as well as the NewYork State Departments of State andEnvironmental Conservation. Six multi-disci-plinary consultant teams were selected to par-ticipate in the Competition.

The Agency proceeded with its consultantselection through a negotiated acquisition,pursuant to the City's Procurement Rules, andreleased a Solicitation for Services in June2002. The three eligible teams were:Philadelphia, PA, Field Operations; NewYork, NY, JMP Lanscape; London, UK, JohnMcAslan and Partners; and Los Angeles, CA,RIOS Associates, submitted proposals inSeptember 2002. These will be evaluated andranked in accordance with criteria for excel-lence published in the solicitation.

The Master Plan contract awarded to theselected consultant should be in place by the

middle of 2003.

Waste ExportIn fiscal year 2002, the DSNY has exported11,140 tons per day of the City's residential andinstitutional waste. The DSNY has contractswith seven different private vendors who oper-ate fifteen putrescible waste disposable facili-ties. Of these facilities, thirteen are transfer sta-tions and two are resource recovery plants. Thebreakdown of these facilities are as follows:within the City limits there are four transfer sta-tions located in Brooklyn, two transfer stationslocated in Queens, and one transfer stationlocated in the Borough of the Bronx. In near-byNew Jersey, there are six transfer stations andone resource recovery plant. On Long Islandthere is one resource recovery plant that theDSNY utlizes.

Waste Management EngineeringThe Waste Management Engineering divisionof the DSNY is responsible for the engineer-ing, remediation, closure construction, andenvironmental management of the Fresh Killslandfill.

Landfill ClosureWith the official end to the WTC operation inJuly 2002, the DSNY was able to shift itsfocus back to closure activities in Section 1/9.Revised grading plans were developed to han-dle this debris and final designs are beingmodified to reflect these changes. Sub-basegrading continued in Section 6/7 usingapproximately two (2) million cubic yards offree Inter-Agency cover soil. Closure con-struction at Sections 6/7 is expected to contin-ue for about five (5) years, while constructionat Section 1/9 is scheduled to be completed inseven (7) years.

Leachate ControlIn Fiscal Year 2002, the DSNY completed thesupplemental leachate control systems inSections 2/8 and 3/4. These systems haveincreased the leachate collection efficienciesat these two (2) closed units of the landfill by100%.

Landfill Gas Control With the completion of the gas transmissionline allowing methane gas to be recoveredfrom Sections 2/8, 3/4, and 1/9 and the expan-

Landfill Gas Control


The unusually dry and mild winter of 2001-2002 allowed the World Trade Center RecoveryProject to continue unabated. The searchprocess was refined to the point where all mate-rial brought from Ground Zero was examineddown to ¼''. This allowed all the agenciesinvolved in the operation to feel confident thateverything humanly possible was done torecover victim remains and personal effects.

Through the joint efforts of DSNY, NYPD, FBI,and several other City, State, and Federal agen-cies, 4,250 pieces of human remains, and over9,000 personal belongings were recovered.Several hundred victims were and continue tobe identified through the remains.

A total of 1,460,888 tons of World Trade Centermaterial was brought to Fresh Kills directly bytruck or by DSNY barges. Existing MarineTransfer Stations at Hamilton Ave., Brooklynand 59th Street, Manhattan were utilized aswell as temporary loading facilities at Pier 6and Pier 25 in Manhattan, which were operatedby Weeks Marine using additional DSNYbarges. 185,727 tons of steel was removed and

shipped to Hugo-Nue Schnitzer recycling cen-ter. 1,275,171 tons of material was ultimatelylandfilled following the search project.

In addition, a total of 1,420 WTC vehicles weretaken to Fresh Kills. Of those, 14 were returnedto the owner/insurance company. 17 wereplaced in museums and 1.389 were transportedto metal recycler Hugu-Nue Schnitzer fordestruction.

The World Trade Center recovery project cameto a close on August 21, 2002, as the last loadof steel was removed for recycling. A formalclosing ceremony led by Governor Pataki andMayor Bloomberg was held on July 15, 2002.

Following recovery operations, all barges,equipment, and facilities were cleaned andinspected by the United States EnvironmentalProtection Agency (USEPA) DSNY personnelapplied a foot of cover recycling. This wasaccomplished through the coordinated effortsof Fresh Kills personnel, Derelict VehicleOperation (DVO), Port Authority Police, andthe National Insurance Crime Bureau.

Some structural steel was used in memorials byStates and Communities throughout theCountry, many of whom made contributions tothe City following September 11, 2001. Themost notable of these were two 30 ton pieces ofsteel to be used in the construction of the UnitedStates naval vessel, the "U.S.S. New York."

Upon the completion of the WTC RecoveryProject, Fresh Kills was again, officially closedby Governor Pataki. While closure work willcontinue for several years to come, Fresh Killswill no longer landfill solid municipal waste.Sub-grade filling will be completed shortly inSection 6/7, using soil from Inter-Agency coverprogram. This Section will then be ready forfinal capping. Sub-grade work will continue tobe necessary throughout the landfill. The "rockcrusher," which recycles concrete from Cityconstruction, will continue to produce stone foruse in access roads throughout Fresh Kills.

BUREAU OF WASTE DISPOSAL

SOLID WASTE MANAGEMENT

BUREAU OF WASTE PREVENTION, REUSE AND RECYCLING

The Bureau of Waste Prevention, Reuse andRecycling (BWPRR) plans, implements, andevaluates recycling, composting, and wasteprevention programs. In July 2002, glass andplastic recycling was suspended, in addition tothe Department's leaf collection and compost-ing programs. These cutbacks greatly impact-ed many of the BWPRR's operations, includ-ing public education, composting, and materi-al processing.

Public Education and OutreachThe Public Education Unit within BWPRRworks to increase public participation in recy-cling and waste prevention through on-goingoutreach and education. In 2002, BWPRR dis-seminated information on recycling and wasteprevention through a variety of ways, includ-ing mailings, the Sanitation Action Center,community outreach, the Department's twowebsites (www.nyc.gov/sanitation andwww.nycwasteless.org), recycling pages ineach borough's Verizon Yellow Pages, as wellas posters on collection vehicles.

In 2002, BWPRR distributed over 553,000pieces of recycling information to the public.In addition to recycling decals and flyers,BWPRR also distributed award-winning edu-cational materials to NYC schools. BWPRR'sschool materials include the NYC Teachers'RRResource Kit, “RRR You Ready?”- a com-prehensive Reduce-Reuse-Recycle activityguide for New York City Teachers, as well asthe “TrashMasters!” comic books for grades2-3 and 4-6 which present the basics of recy-cling and waste prevention from a student'sperspective.

In honor of its public education efforts, theSolid Waste Association of North Americaawarded BWPRR the 2002 Silver Award forPublic Education Excellence and the 2002Gold Award for School Curricula Excellence.

2002 Golden Apple AwardsBWPRR's 2002 Golden Apple Awards pro-gram included the following three school con-tests:-TrashMasters! Reduce & Reuse Challenge:Rewards winning schools for implementingthe most successful and innovative waste pre-vention practices. -TrashMasters! SuperRecyclers: Recognizesschools that have implemented model schoolrecycling programs. -TrashMasters! TeamUp to CleanUp:Acknowledges schools exhibiting the mostextensive and original neighborhood cleanupprojects.

Submission requirements for all three contestscalled for schools to present their students'efforts in a binder with essays, photos, draw-ings, and other documentation. A judgingcommittee for each contest reviewed thebinders and assigned each a score.

NYC WasteLe$$ WebsiteIn conjunction with the New York CityPartnership for Waste Prevention, BWPRRcreated the NYC WasteLe$$ website(www.nycwasteless.org), which providesextensive suggestions for how New Yorkerscan prevent waste as individuals, in govern-ment, and in business.

In 2002, BWPRR updated the design and con-tent of the NYC WasteLe$$ government sec-tion of the site, which focuses on how govern-ment agencies can prevent waste, improverecycling, save energy, reduce toxics, incorpo-rate environmental concerns into purchasingpractices, and measure the effectiveness ofcertain waste prevention practices. The gov-ernment section also contains information onwhat other agencies are doing to preventwaste, the laws and directives that pertain tosolid waste management, and sources foradditional information.

NYC Stuff ExchangeThe NYC Stuff Exchange telephone hotline(1-877-NYCSTUFF) continued to promotethe reuse of second-hand goods by providinginformation on stores and organizations thatbuy, sell, repair, or accept donated goods forreuse. The menu-driven automated telephonesystem started as a pilot in Staten Island in1999 and expanded citywide in 2001. Over15,000 organizations and businesses are listedon the service. In 2002, BWPRR updated theservice script to make it more user friendlyand installed an in-house recording station.

Materials for the ArtsMaterials for the Arts (MFTA), a program ofthe Department of Cultural Affairs, with addi-tional funding from the Departments ofSanitation and Department of Education, con-tinues to provide donated used goods to artsand cultural organizations, nonprofits witharts programming, government agencies, andschools.

Since doubling the size of their warehouse in2001 with a move to Long Island City, MFTAhas performed extremely well, increasing boththe number of donors and recipients, withouta growth in staff. Tonnage figures haveremained high (average of 48 tons each monthfor a total of 576 tons in 2002). MFTA sees100 recipient groups a week, and betweenforty to sixty teachers visit the facility weeklyto take advantage of the vast amount of mate-rials available for classroom projects. MFTAcontinues to spread the word about reuse andwaste reduction through community eventsand professional development workshops foreducators. A proposal to further develop a pri-vately funded website (www.MFTA.org) ispending.

NY Wa$teMatchThe mission of NY Wa$teMatch(www.wastematch.org) is to foster environ-mentally sound economic developmentthrough innovative waste-reduction andresource-recovery strategies. NY Wa$teMatchpromotes its mission through the followingmethods: providing businesses with wasteassessments and waste-reduction technicalassistance, running an on-line MaterialsExchange, as well as conducting research anddevelopment on reuse and recycling opportu-nities for durable goods.

BWPRR oversees the NY Wa$teMatch pro-gram in conjunction with the City Universityof New York and the NYC IndustrialTechnology & Assistance Corporation. NYWa$teMatch receives additional support fromthe Environmental Services Unit of theEmpire State Development Corporation.

Swana Awards



In 2002, NY Wa$teMatch conducted approxi-mately 20 waste assessments, half of whichled to technical assistance projects that result-ed in significant cost savings for the partici-pating businesses. Approximately 50 otherorganizations participated in the on-lineMaterials Exchange in 2002, diverting a totalof 3,420 tons of waste. Participants in theMaterials Exchange saved more than$680,700 due to recycling revenues, avoidedwaste disposal costs, and reduced raw materi-al/product purchasing costs. In 2002, NYWa$teMatch initiated an upgrade to its web-site, which is expected to be completed inApril 2003.

In 2002, NY Wa$teMatch undertook a newarea of research: deconstruction as an alterna-tive to traditional construction and demolitionrecycling/disposal. Deconstruction entailscarefully removing building materials intactso that they may be used again. A grant fromPolytech University launched the project,which was followed by another a grant fromthe U.S. Environmental Protection Agencythat continues through fall 2003.

Paper Recycling ContractsUnder the terms of an agreement executed in1995, the New York City IndustrialDevelopment Agency issued $120 millionworth of revenue bonds to provide Visy Paperwith the financial assistance it required to con-struct and operate a linerboard mill on StatenIsland. As feedstock for the mill, the Citycommitted an amount equal to all of the paperthat DSNY collects at curbside on StatenIsland and in Manhattan.

DSNY trucks the paper collected on StatenIsland directly to the mill. From the 59thStreet Marine Transfer Station (MTS) bargesthe paper collected in Manhattan to the mill'sdock. Visy pays DSNY's operating costswhenever the MTS system is used to deliverpaper to the mill. In calendar year 2002, Visypaid $1.4 million in MTS costs for DSNYpaper and $0.6 million for commercial papershipped through the MTS. These paymentsare dollar-for-dollar reimbursements and donot constitute revenue.

Since the start of deliveries Visy has, at itsown expense, conducted two waste composi-tion studies, analyzing thirty truckloads ofmaterial from Staten Island and thirty truck-loads from Manhattan that were diverted fromthe MTS. The first study, conducted inSeptember 1999, found a contamination rateof only three percent. The second study, con-ducted in October 2002, found a similar con-tamination rate of 3.03 percent, extremely low

by industry standards.

In December 1999, DSNY awarded fiveRecovered Paper revenue contracts for theacceptance, processing, and marketing of papercollected at curbside in Brooklyn, the Bronx,and Queens. The competitive demand for paperamong these five contractors increased in 2002,particularly with some Brooklyn districts nowdelivering to Visy.

As with the Visy agreement, there is a floorprice (in this case $5.00 per ton) and estimatedmarket revenue is set off against the contrac-tor's processing cost. The five Recovered Paperprocessors, like Visy, have running credit bal-ances, which until zeroed out, would keep rev-enue at floor-price levels. However in this case,the contracts were designed to respond morequickly to changes in market condition, featur-ing a three-month rolling average of marketprices, rather than the twelve-month rollingaverage used in the Visy agreement. As a result,these contractors will use up their credit bal-ances quicker than Visy and will therefore paymore than the floor price when conditions arefavorable. At the start of 2002, the total creditbalance for all five contractors was $2.6 mil-lion. At the end of 2002, it had been reduced by34 percent to $1.7 million.

Metal, Glass & Plastic (MGP) Recycling ContractsDSNY had contracts in place that were overduefor termination. BWPRR received bids forreplacement contracts and had submitted aRequest for Award to the ACCO on

January 10, 2002, but in February the Mayorannounced his plan to suspend MGP recyclingfor eighteen months rather than commit Cityfunds to paying the tens of millions of dollarsthe new contracts would cost.

The announcement was followed by fourmonths of negotiation with the City Council.

Local Law 11 of 2002 mandated that DSNYresume collecting plastic and glass by July 1 of

2003 and 2004 respectively. It also created atemporary task force to explore more econom-ic ways of recycling and charged it with report-ing to the Mayor on December 15. The twonew contracts needed to restore plastic andglass collections were drafted in record time,despite numerous obstacles. The bids wereopened on December 4, giving the task forcemore than a week to evaluate the results.

Residential Mixed Metal andBulk Metal ContractsAlthough DSNY suspended its collection ofplastic and glass on July 1, 2002, it did not sus-pend its collection of metal, the most valuablecommodity group in MGP. Fortunately, sinceMarch 2001, BWPRR had in place two con-tracts with Hugo Neu Schnitzer East (HNSE)for the processing and marketing of BulkMetal. The company had already shown itselfto be a solid team player when just six monthslater, it responded to the City's emergency needfor additional services to set up an around-the-clock satellite plant at Fresh Kills for theremoval and processing of metal from theWorld Trade Center.

Residential Mixed Metal posed some entirelynew problems for HNSE. A plant designed toshred trucks and automobiles simply is not con-figured to handle loose masses of small, light-weight tin and aluminum cans. Contaminationwas also a special concern of both parties. NewYorkers would have to change their habits ofeight years, and there was neither time noradvertising funds to retrain everyone overnight.

The answer was to eliminate contamination atthe point of collection. Sanitation Workerswere given strict orders not to load anythingbut pure metal; but mistakes happen and toomany mistakes would end the program.Therefore DSNY and HNSE agreed that Julywould be a trial period, allowing HNSE to han-dle enough Residential Mixed Metal to deter-mine its impact on operations and costs. Theparties would then sit down and negotiate anamendment to the contract.

HNSE had few complaints, and on August 6(after negotiations between HNSE andBWPRR) the ACCO approved a modificationagreement with an initial term of one year.Under the provisions of the agreement, HNSEreceives a credit of $17 per ton against the BasePrice for Residential Mixed Metal (RMM)delivered by DSNY trucks, and a credit of $7per ton for RMM delivered by barge, althoughDSNY has yet to use the latter means of deliv-ery.


Recycling Collection

The Floor Price of the contract remains at$30/US Ton, so DSNY has succeeded inextracting the metal from MGP and in makingthat metal a revenue source. During the lasthalf of 2002, BWPRR delivered 41,900 UStons of Residential Mixed Metal to HNSE andreceived $1.3 million in revenue.

The Bulk Metal Removal contract, however,was the basis for the agreement executedbetween HNSE and DSNY in September2001, following the events of 9/11. BetweenSeptember 2001 and October 2002, HNSEremoved 194,323 US Tons of Bulk Metalfrom Fresh Kills, including vehicles, and paidthe City $2.9 million for that material. Of thetotal amount processed, 69,027 tons wereremoved in calendar 2002, worth $1.0 millionin revenue to the City.

Fall Leaf CollectionIn 2002, due to budget cuts, DSNY did not runits fall leaf collection program.

Landscaper MaterialAt the compost site at Fresh Kills, theDepartment accepts yard waste, comprisedprimarily of grass, leaves, and brush from pri-vate landscapers. The brush is ground and thematerial is incorporated into the windrows atthe site. In 2002, the site received approxi-mately 2,900 loads of landscaper material,weighing nearly 6,000 tons and measuringapproximately 19,000 cubic yards.

In 2002, the Department distributed a total of7,800 cubic yards of compost and 240 cubicyards of mulch from its Fresh Kills facility. The Department of Parks and Recreationreceived the majority of the material, with theDepartment of Transportation and DSNYitself taking a smaller amount of this total.

Compost Giveback ProgramBefore the program was cancelled due tobudget cuts in July 2002, every spring and fall

BWPRR distributed free compost and sold dis-counted compost bins to NYC residentsthrough the NYC Compost Project-a compostoutreach and education program run throughthe City's botanical gardens. The compost dis-tributed at these giveback events was madefrom the leaves and yard waste DSNY collect-ed through its fall leaf program.

The last giveback events were held in spring2002. To promote the ten events organizedthroughout the five boroughs, BWPRR mailedand distributed over 116,000 flyers. A total of6,855 residents attended the spring 2002 give-back events, taking home 1,370 cubic yards ofcompost and purchasing 935 backyard-com-posting bins.

Bulk Compost DeliveryIn the spring of 2002, 340 cubic yards of com-post were delivered to 44 groups before fund-ing was cut in July 2002.


Sanitation Worker Collects Recyclable Refuse.

Christmas TreesIn January 2002, the Department collected211,863 Christmas trees weighing 1,702.54tons from all five boroughs of the City. Thiswas slightly less than 2001's total of 239,483tons.

The trees were collected during a two-weekperiod in January and brought to the compostsites where they were shredded to make mulch.

Compost Made Of 2002’s Christmas Trees


BUREAU OF LONG TERM EXPORT

Bureau ResponsibilitiesThe Bureau of Long-Term Export is responsible for the development of the environmentally sound, reliable and efficient long-term waste export sys-tems described in the City’s approved Comprehensive Solid Waste Management Plan Modification (the Plan) prepared by the Bureau with the assistanceof other Department Bureaus and consultants. As a general matter, the Bureau is also responsible for the development and modification of ten-yearcomprehensive solid waste management plans that provide for the management of all solid waste generated in the City and that meet the solid wastemanagement policy objectives of the New York State Conservation Law. Already in progress, the advancement of long-term waste export projects willbe a central element of the City’s next ten-year Plan to be developed by the Bureau for the ten-year planning period of 2003 through 2012. The Bureaualso provides engineering and oversight for a number of capital projects the Department has implemented in compliance with Plan milestones.

Long-Term Plan for Waste Export As set forth in the Plan, the long-term waste barge and rail export system will rely on the use of existing marine transfer stations (MTS’s) and a mixof public and private waste transfer facilities in the City. Under this system, Sanitation-managed waste will be exported out of the City by barge orrail from the borough in which it is generated and disposed at state-of-the-art facilities that allow the receipt of New York City waste.

Specifically, under the currently approved Plan, roughly half, or approximately 6,500 tons per day of Sanitation-managed waste is propsed to bebarged from five MTSs to a privately-built and operated enclosed barge unloading containerization facility in Linden, New Jersey (Linden EBUF).From Linden, containerized waste is to be transported by rail to remote landfills. The other half of the Sanitation-managed waste collected each daywill be exported from a number of other public and private waste facilities modified or developed through the City’s procurement processes.

Staten Island MTS Plans


BUREAU OF FINANCIAL MANAGEMENTAND ADMINISTRATIONThe Bureau of Financial Management andAdministration develops and monitors the Department's portion of the City's TotalFinancial Plan, provides and ensures ade-quate controls over financial and humanresources, analyzes and recommends strate-gies to improve the Department's financialposition by reducing costs or raising rev-enues, promotes technology or improve infor-mation quality and customer service, and pro-vides other necessary support services whichhelp the Department's other bureaus toachieve their missions. 2002 was a challeng-ing year for the Bureau as increasing fiscalconstraints required all the bureaus to re-eval-uate how to achieve their mission in a budget-tightening environment.

Planning and BudgetThe Bureau of Planning and Budget developsand monitors the Department's $1 billionoperating budget, develops the Department'sportion of the Mayor's Management Reportand is one of the Department's primaryliaisons to oversight and outside agencies.The Operations and Management Divisiondevelops, plans, and monitors performance ofmajor changes to the Department's services.

For much of 2002, Planning and Budget wasfocused on the increasing financial constraintsplaced on the Department. The Bureau ana-lyzed the potential programmatic impact ofmandated budget reductions. In consultationwith the Mayor's Office of Management &Budget and the Department's Legal Affairs,the Bureau recommended that as a result ofthe added cost to the Department to collectrecyclables, the temporary suspension of plas-tic and glass recycling.

The Bureau developed productivity numberswhich will be the basis for negotiations for anew uniform labor agreement. The Bureaualso managed the consultant contract whichhelped produce the EnvironmentalAssessment Study that allowed theDepartment to move forward on awardingwaste export contracts to vendors.

Capital Budgetand Engineering SupportIn Fiscal Year 2003, the Department achieved143% of its performance target which was thebest of all city agencies. The Bureau success-fully initiated the commitment of the follow-ing projects: the awarding of contracts to pur-chase 59 mechanical brooms; 27 salt spread-

ers; and 17 front loading collection trucks; theconstruction of the Manhattan 4/4a/7 Garage;the construction of the temporary garage forManhattan 5; the installation of methanol fuel-ing stations at five garage facilities; and thedemolition of the Southwest BrooklynIncinerator to allow for construction of theSouthwest Brooklyn Export Facility.

Human ResourcesThe Bureau of Human Resources is responsi-ble for processing all personnel and payrolltransactions for DSNY employees as well asfor administering health benefits and theDepartment's photo identification system. In2002, this database was expended to capturethe photos of close to 5,000 DSNY employeesat various field locations throughout the City.From July through October 2002, the Bureau'sstaff finalized the separation of 219 DSNYemployees who participated in the EarlyRetirement Incentive Program offered by theNew York City Employees' RetirementSystem. Lump sum payments for terminalleave and accrued time balances were com-puted and initial payments were made. InDecember for the first time in over ten years,the Department laid off 80 employees. TheHuman Resources staff conducted layoffinformation sessions for the trade titleemployees assigned to the Fresh Kills Landfillwho were designated for layoff. Lump sumpayments to these employees were computedand paid 27 days after their termination dates.

Fiscal ServicesThe Bureau of Fiscal Services provides theDepartment's essential financial managementand control functions. This includes thepreparation of the annual expense and revenuebudgets, the processing of purchase ordersand payments for goods and services, and thebilling and collection of various Departmentfees.

Medical DivisionThe Medical Division ensures that employeesare fit to perform their jobs by conducting pre-employment medical examinations, clinicallymonitoring sick leave usage, monitoring med-ical treatment resulting from line-of-dutyinjuries, randomly testing for drugs and alco-hol use and managing the EmployeesAssistance Unit.

During calendar year 2002, the clinic had14,429 visits, the Supervised Sick Leave Unit

checked over 19,000 instances by visitingemployees residences, made 53,916 telephonechecks and wrote 1,443 complaints.Additionally, the Employee Assistance Unithad 1,344 employee visits for a variety of rea-sons including substance use, psychologicaltroubles, stress, and marital problems. TheDrug and Alcohol Testing Unit conducted7,678 tests for 13 mayoral agencies, as well asthe Health and Hospital Corporation and theNew York City Housing Authority. The LODIBilling Unit processed 10,889 medical billspaying out a total of $1.77 million.

Labor RelationsThe Labor Relations Office is responsible for;representing the Department at collective bar-gaining; contract interpretation; grievancehearings and arbitrations held beyond theDepartment level; Labor/Management meet-ings; safety committee meetings; conductinggrievance hearings at the Department level;overtime cap extensions; and engineeringassignment differentials. Additionally, thisoffice is the Fair Labor Standards ActCoordinator, a member of the Medical ReviewBoard who meets with other oversight agen-cies to resolve labor related issues.

In 2002, the Bureau met with the Mayor'sOffice of Labor Relations and the affectedunions to resolve issues related to layoffsresulting from the closure of the Fresh KillsLandfill. The office participated in collectivebargaining with Sanitation Workers,Sanitation Chiefs, District Council 37AFSCME, clerical employees, attorneys,accountants, EDP titles, Motor VehicleOperators, and blue collar trade titles.

Engineering AuditThis bureau performs an independent pre-audit of all payments for construction con-tracts, equipment purchases, and constructionrelated professional services contracts. Thisaudit ensures that the payment reflects the val-ues of the goods and services provided inaccordance with the terms and conditions ofthe contract. The Bureau also monitors com-pliance with requirements for participation byLocal, Small, and Minority Owned business-es.

In 2002, the bureau audited total paymentsexceeding $490 million dollars, including$250 million for payments related to the wasteexport program.


Management Information ServicesThe Management Information Service Bureau (MIS) supports the mainframe, personal computing resources, and needs of the Department. MIS alsomaintains the Department's portion of the City's Website, NYC.gov/sanitation.

During 2002, the Bureau developed Row-Tow System, a significant extension to the already highly successful Derelict Vehicle System, which is theadministrative backbone to the City's process of tagging and removing 20,000 abandoned vehicles from the streets of New York. This system cap-tures information on abandoned vehicles of higher value generated by the Police department and communicates "pick-up" and "re-check" informa-tion to the 59 Sanitation District and Derelict Vehicle Offices. It also maintains records on an estimated 2000 vehicles processed by the Row -Towprogram.

MIS supported the citywide expansion of export by integrating several newly designated export and recycling vendor facilities and recording andreporting the Department's productivity in its monitoring system. This system integration allows each district to monitor the unloading and produc-tivity of Sanitation trucks in real time and facilitates the prompt reconciliation and payment of millions per year in invoices from the export and recy-cling vendors.

As an ongoing Government initiative, the Bureau is continually refining the Department's Web presence. The website has become fully operationalfor NewYork City residents to learn their collection schedule, make appointments for servicing discarded refrigerators and air conditioners, requestsfor cleaning of vacant lots, reports missed collections, and many more functions previously available only through personal telephone contact with311.

In 2002 over 200,000 service requests were received from NYC residents and processed directly via the nyc.gov/sanitation Web facility. The MISBureau is leading the city's efforts toward modernizing the telephone communications services while taking advantage of cost savings afforded by theuse of new technologies. The Bureau successfully implemented a rollout of Voice over Internet Protocol (VoIP) based telephone technology for over700 telephones in several administrative buildings.

Using this technology not only improves telephone functionality and work efficiency, but also provides significant telecommunications cost savings.

BUREAU OF FINANCIAL MANAGEMENT ANDADMINISTRATION

Management Information Services Personnel Test New Technologies.


BUREAU OF LEGAL AFFAIRS

The Bureau of Legal Affairs is the Department'sin-house legal department. It provides legalcounsel in such areas as procuring and manag-ing contracts, drafting and enforcing statutesand regulations, and regulating solid wastetransfer stations. The Bureau also serves as theDepartment's liaison with the City Council andState Legislature, manages the Department'sCity Environmental Quality Review processes,coordinates the Department's responses toFreedom of Information Law requests for doc-uments, and provides litigation support to theCity Law Department in connection with law-suits involving the Department. Finally, theBureau is the Department advisor on the legalaspects of its environmental compliance efforts.

Contracts, Bid Solicitations,and Requests for ProposalsThe Bureau of Legal Affairs and the AgencyChief Contracting Officers (ACCO) work withthe contracting officers in the other Bureaus todevelop and draft contracts, bid solicitations,and requests for proposals to obtain the myriadservices the Department needs. These servicesinclude the export and recycling ofDepartment-collected waste and the construc-tion, repair, rehabilitation, and demolition ofDepartment facilities, including garages, closedincinerators, and the Marine Transfer Stations.As part of the waste export contracting process,the Bureau reviews the permits and "HostCommunity Agreements" for all proposed dis-posal sites to ensure that the sites are authorizedto receive out-of-state waste.

The other contracting responsibilities of theBureau and the ACCO include obtaining LawDepartment approval of all solicitations anddocuments, resolving disputes with contractors,determining contractor responsibility andintegrity, and serving as the liaison between theDepartment and the Mayor's Office ofcontracts.

Environmental EnforcementThe Bureau of Legal Affairs works closelywith the Department's environmental enforce-ment units, providing legal advice and interpre-tation of the Department's statutes and rules, aswell as representing those units in civil pro-ceedings at the Environmental Control Board(ECB). The Bureau focuses on defending sum-monses issued to transfer stations which areessential for short-term waste export. It alsoappeals adverse decisions and works with theCity Law Department when, and if, the casesadvance to the courts.

Key Bills Signed By MayorBloomberg Temporary Emergency Suspension ofRecycling, Intro. No. 201-A (A LOCAL LAWto amend the administrative code of the city ofNew York in relation to the collection of desig-nated recyclable materials. - Introduced byRequest of the Mayor).On July 1, 2002, Mayor Bloomberg signed intolaw Intro. 201-A which amends Chapter 3 ofTitle 16 of the Administrative Code by adding anew subchapter 7. Local Law No. 11 of 2002amends Local Law No. 19 of 1989 as follows: - Suspends the collection of glass, plastic andbeverage cartons as designated recyclablematerials for a period of time beginning July 1,2002. Plastic and beverage cartons are sus-pended until June 30, 2003, and Glass is sus-pended until June 30, 2004.- Suspends the Local Law No. 19 tonnage man-dates by requiring Sanitation to maintain FiscalYear 2002 tonnage amounts for those recycla-ble materials whose collection has not been sus-pended. -After the period of suspension, Sanitation shallbe required to maintain fiscal year 2002 ratesunless other standards are agreed upon by theCouncil and the Mayor.- Allows Sanitation to suspend glass, plasticand beverage containers without the designa-tion of other recyclable materials. - Creates a temporary Recycling Task Forcecomposed of six mutually agreed uponappointees (three by the Mayor, three by theCouncil). This Task Force shall issue a reportto the Mayor and the Speaker by December 15,2002, that examines and makes recommenda-tions to improve recycling in New York City.Temporary Recycling Task Force- Extension ofTime to Submit Report Intro. No. 325-A (ALOCAL LAW to amend the administrative codeof the city of New York, in relation to the tem-porary task force on recycling - In Conjunctionwith the Mayor).

On December 19, 2002, Mayor Bloombergsigned into law Intro. 325-A which amends sub-division of section 16-325 of the AdministrativeCode, as added by Local Law No. 11 for theyear 2002. Local Law No. 46 of 2002 amendsLocal Law 11 as follows: -Extends the submission date for the temporaryRecycling Task Force to issue a report to theMayor and Speaker from December 15, 2002,to February 21, 2003. This report will examineand provide recommendations to improve recy-cling in New York City.

Enhancement of Littering LawsIntro. No. 70-A (A LOCAL LAW to amend theadministrative code of the city of New York, inrelation to civil penalties for violations of thelittering law.On January 7, 2003, Mayor Bloomberg signedinto law Intro. No. 70-A amending sections 16-118, 16-120 and 16-123, of the AdministrativeCode by creating an incremental violationschedule for repeat offenders. Local Law No. 1of 2003 amends the above sections as follows:-Creates repeat offender fines for those whoconsistently violate the above sections a sec-ond, third or subsequent time, within a twelvemonth period. -A second violation of 16-118 (except the pro-vision that applies to property owners) carries aminimum fine of $250 while a third violationminimum fine is $350. A second violation of16-120 carries a minimum fine of $100, while athird violation minimum fine is $200.-A second violation of 16-123 carries a mini-mum fine of $150, while a third violation mini-mum fine is $350.

Employment and Disciplinary MattersThe Office of Employment and DisciplinaryMatters (OEDM), known as the Advocate'sOffice, provides legal advice on employmentand personnel matters, represents theDepartment in all disciplinary cases heard atthe Office of Administrative Trials andHearings (OATH), handles medical separations,and serves as the Department's liaison with theLaw Department on employment-related litiga-tion.

Deputy Commissioner Bob Orlin



Amendments to the Poster LawIntro. No. 146-A (A LOCAL LAW to amend theadministrative code of the City of New York, inrelation to unlawful posting.)On January 7, 2003, Mayor Bloomberg signedinto law Intro. No. 146-A amending section 10-119, 10-120, 10-121 and adds a new section 10-121.1 to the Administrative Code. Local LawNo. 2 of 2003 amends the Poster Law as fol-lows:-Expands the definition of the manner in whicha poster or other printed material can be illegal-ly affixed to street furniture to now includestickers or any other innovative way peoplemay find to affix printed material;-Expands the definition of street furniture andother property that may not be posted on, tonow include traffic devices, traffic stanchions,traffic signs- including the poles, trafficdividers and tree pit protection devices;-Increases the fine for a first offense from $50to $75 and from $100 to $150 for a second andeach subsequent offense;-Adds clean-up costs to the civil penaltiesimposed by the Environmental Control Board;-Creates a Citizen Reward Program to assistwith Poster Law enforcement; and -Grants the Sanitation Commissioner the powerto subpoena telephone company records todetermine the identity of the individual or busi-ness responsible for the posting.

Intro. No. 240-A (A LOCAL LAW to amend theadministrative code of the City of New York, inrelation to unlawful posting.)On April 11, 2003, Mayor Bloomberg signedinto law Intro. No. 240-A amending section 10-121 of the Administrative Code. Local Law No.29 of 2003 amends the Poster Law as follows:-Doubles the fine imposed from $75 to $150 forthose who illegally post to a tree by means ofnailing or piercing the tree by any method.

Definition of Fill MaterialIntro. No. 393-A (A LOCAL LAW to amend theadministrative code of the city of New York, inrelation to the definition of fill material.)On July, 14, 2003, Mayor Bloomberg signedinto law Intro. No. 393-A amending section 16-130(a)(7) of the Administrative Code. Local Law No. 45 of 2003 amends the City'sdefinition of fill material as follows:-Expands the definition of 'fill material' toinclude asphalt millings.-Alternate Week Recycling; and Suspension ofRecycling of Glass and Yard Waste

-Intro. No. 485-A (A LOCAL LAW to amendthe administrative code of the city of New York,in relation to the frequency of collection of des-

ignated recyclable materials and in relation tothe collection of glass and yard waste.On July 16, 2003, Mayor Bloomberg signedinto law Intro. No. 485-A amending sections16-305.1 and 16-325 of the AdministrativeCode . Local Law No. 50 of 2003 amends theCity’s Recycling Law as follows:-Authorizes the Sanitation Commissioner totemporarily suspend the weekly collection ofrecyclables in all local service delivery districtsfrom July 1, 2003 through March 31, 2004. -Reinstates glass recyclables collection to theCity's recycling program no later than March31, 2004, instead of June 30, 2004 specified inLocal Law No. 11 of 2002. -Suspends the collection of yard waste as a des-ignated recyclable material beginning July 1,2003 and ending no later than June 30, 2004.

Rules Promulated By The Department

Interim Siting Restrictions for Permitting Newand Expanded Solid Waste Transfer Stations.On November 17, 2003, the Department pub-lished a Notice of Adoption of the Department'sfinal interim transfer station siting rules in theCity Record. The interim siting rules restrictthe permitting of new putrescible and non-putrescible solid waste transfer stations, and fillmaterial transfer stations until the Departmentexamines the findings of the Commercial WasteStudy. The interim siting rules become effec-tive on December 18, 2003, and will expire onJuly 31, 2004.

Thereafter, the Department will promulgatefinal siting rules based, in part, on the findingsof the Commercial Waste Study to be releasedin March 2004.

Street Fair Rules This rule amends sections 14-02 and 14-03 ofChapter 14 of Title 16 of the Rules of the Cityof New York to include disposal costs as a reim-bursable cost to the Department from streetevent sponsors or their representatives and ven-

dors whenever the Department is required toprovide cleaning and collection services duringor at the conclusion of street events. The newrule became effective on June 19, 2003.

Residential and Institutional Recycling Rules.Pursuant to Local Law No. 11 of 2002, this ruleamends the Department's residential andagency/institutional recycling rules underSections 1-08 and 1-09 of the Rules of City ofNew York by re-designating plastics and bever-age cartons as designated recyclable materials.Following a thirty day comment period andpublic hearing held by the Department onAugust 4, 2003, the final rule together with aStatement of Substantial Need for EarlierImplementation were published in the CityRecord and simultaneously became effective onAugust 22, 2003.

Litigation SupportThe Bureau of Legal Affairs provides litigationsupport and serves as the Department’s liaisonwith the Law Department in connection with alllawsuits in which the Department is a party.These cases range from simple workers com-pensation claims to complex environmentalactions. The Bureau’s assistance is instrumen-tal in the City’s litigation successes.

BUREAU OF LEGAL AFFAIRS

Mayor Bloomberg signs bill as CommissionerDoherty looks on.

SUPPORT SERVICES

Equipment Operations is the largest B.M.E.Division and is the direct link to the Bureau ofCleaning and Collection (B.C.C.) and theBureau of Waste Disposal (B.W.D.). Its varioustrade titles are distributed among the CentralRepair Shop (C.R.S.), 4 borough repair shops,73 B.C.C. district locations, and the Fresh KillsLandfill.

Equipment Operations is responsible for directing and coordinating repairs, scheduling preventative maintenance and upgrade pro-grams, allocating staffing and resources, creat-ing vehicle specifications, vehicle acquisitions,and vendor warranty repairs.

Personnel at district locations complete minorrepairs (brakes, periodic maintenance), whereasborough shops are responsible for larger jobs,such as major component (engines and trans-mission) exchanges, heavy electrical work, andany other labor intensive repair that can not beefficiently handled at the district location.

The Central Repair Shop is one of the country'slargest non-military repair facilities. C.R.S. iscapable of completing any type of vehiclerepair ranging from an engine oil change to acomplete vehicle refurbishment. CRS handlesthe overflow from the borough repair shops,fleet-wide upgrade programs, componentrebuilding and any major metal work projectthat would limit a borough shop's repair flexi-bility. There are many repair shops containedwithin C.R.S. Shops include chassis, body,forge, passenger car, tire, major component rebuild-

ing, and minor component rebuilding shops.The rebuilding shops are capable of rebuildingvehicle components such as engine, transmis-sions, hydraulic cylinders, rear end differen-tials, pumps, electrical accessories, fuel injec-tors, seat assemblies, and radiators.

The Fresh Kills repair shops are responsible forthe repair and maintenance of B.W.D.'s equip-ment that includes heavy duty off road vehicles(the same as those used in mining operations),hydraulic excavators, compactors and sweeperboats.

Blizzard of 2003Historically the February time frame is themost active snow period and 2003 was certainly no exception. Severe snow conditions began appearing by Thursday,February 13, 2003 and DSNY shifted gears tobattle the storm. Supporting the Department'sactivities was the Bureau of Motor Equipment(BME) and the Bureau of BuildingMaintenance (BBM).

Equipment Operations2,349 vehicles were returned to service fromfleets that were battling the snow. 481 weresalt spreaders.

Building Maintenance492 snow related emergency repairs were respondedto such as overhead door repairs, clogged drains andno heat problems.

Snow Melting Operations With close to twenty inches of snow on theground, there was too much to simply push outof the way, it had to be actually melted. TheDepartment put all ten of its snow melters intoservice. Four were in Manhattan, two inQueens, two in Brooklyn, one in the Bronx andone in Staten Island. BME supported opera-tions for a total of 815 hours and 207,825 cubicyards of snow was melted and put in the sewersystem in an environmentally friendly manner.

Routine Maintenance on an Easy Pack Collection Truck

Materials ManagementWarehouseThe Department's warehouse operationassumed around the clock operation in supportof operations.759 Plow parts issued1,962 Tire chains issued

Central Repair Shop (CRS)Operations1265 Tires issued and delivered38 Front End Loader Buckets issued32 Front End Loader Cutting Edges issued39 Front End Loaders Buckets repaired14 Plows issued16 Plows repaired


SUPPORT SERVICES


Military OperationsNumerous members of our workforce havebeen activated in support of Operation IraqiFreedom and Operation Enduring Freedom.

Facility DemonstrationRepresentatives from Con Edison have touredour facilities and are basing the planning fortheir new facility on concepts Support Serviceshas built into their facility construction.

License PlatesThe State of New York changed the design ofvehicle license plates. During this period, aBME person and a BCC supervisor changed thelicense plates on 3,400 vehicles and coordinat-ed all the paperwork within the Department andwith the State of New York.

Transfer StationsThe snowstorm might have been the mostnotable activity during this period but not theonly activity for Support Services. In the wakeof the Fresh Kills Landfill closure solid wastewas 'exported' or trucked away for disposal.

Support Services participated in exploringlower cost alternatives for disposing the City'strash. In May and June BME planned, fabricated and executed a test using existingbarges and a Marine Transfer Station (MTS)The results showed that sealed containers couldattain a 20-ton payload with minimal com-paction. This testing illustrates that this tech-nology is feasible and has potential to reducethe costs for waste disposal.

WTC Last Piece CeremonyB.M.E. personnel provided the skill and expertise to assist in New York City's WorldTrade Center Site Last Piece Removal ceremony that was attended by numerous dignitaries. The bunting used on the vehicles,that were ceremoniously decorated for the procession was stitched together and installedby B.M.E. tradespeople.

ExportB.M.E.'s trade personnel have had a crucial rolein insuring that Sanitation's equipment meetsthe interstate permit requirements and the relia-bility to meet this challenge. Due to the dis-tance of the dumpsites from the vehicle's hous-ing location, B.M.E. staffs and outfits road rigtrucks with the tools, parts and equipment need-ed to address vehicle emergencies that occurwhen vehicles are in route.

NY Power AuthorityIn a joint effort with the New York PowerAuthority, The Central Repair Shop,Queensboro Shop and Manhattan Boro Shopwere selected to be part of an energy conserva-tion program. All building air conditioningunits and all non-essential shop lights were shutoff on twelve separate days at 1:00 PM, andturned back on at 7:00 PM, reducing New YorkCity's peak load for those days. $54,800 inenergy savings was realized.

City-wide TestingEquipment Operations facilities and B.M.E.metal trade supervisor's and machinists expert-ise were instrumental in proctoring a weldingexam that was held in C.R.S. B.M.E. personnelconducted a destructive examination of eachcandidate's work to determine if the work metthe standards required for the candidate toreceive a certified welding license. The result-ing list of passing candidates will ensure thatwelders licensed in New York City possess theskills required of a journeyman mechanic.

Engine Dynamometer ProjectMajor component shops updated the enginedynamometer and testing lab room with twonew dynamometer and computerized testingequipment. This will allow the testing and opti-mization of rebuilt computerized electroniccontrolled diesel engines, which are currently inour fleet, prior to their installation vehicles.

Snow Preparation 2002In B.M.E. snow is a year round activity. Duringthe spring and summer months BME devotesresources to overhaul snow fighting equipment.Salt spreaders, snow melters, snow blowers,front-end loaders, and snow plows are broughtinto the various repair shops located throughoutthe city for maintenance in preparation for thefollowing winter. This equipment is highlysubject to the corrosive effects of the salt that isused throughout the winter. Mechanisms thatposition and move plows, buckets, and blowersrequire servicing. Brake systems, power traincomponents, and hydraulics are overhauled.Each piece of equipment is road tested and cer-tified for use during the winter snow watch.This level of attention and preparation providesequipment that is ready for operator's use toclear ice and snow from the City's streets.

Vehicle Acquisition and Warranty DivisionThe Vehicle acquisition and Warranty Divisionconsists of four sub-units, Alternative Fuels,New Equipment, Warranty, and Engineering.

The Alternative Fuels unit conducts researchand support for the over 800 alternative fueledvehicles in the Department's fleet as well asinvestigate Clean Diesel initiatives and aftertreatments.

The New Equipment unit inspects new vehiclesbeing purchased by the Department, determinesif they meet design specifications, and initiatespayment process. During Calendar Year 2002,723 new vehicles were brought into the fleetinventory.

The Warranty Division is responsible for sched-uling, monitoring and verifying vehicle warran-ty claims and recalls on the vehicles in theDepartment fleet.

The Engineering Unit, working in conjunctionwith the operating Bureaus, designs and draftsthe specifications for an average of 600 piecesof Capital Equipment, totaling $65 Million dol-lars, bought annually. This unit consistentlyseeks to open the competitive bidding processto more manufacturers. The limited number ofheavy-duty vehicle manufacturers make this atop priority. Vehicle designs and specificationsutilizing standardized modern technologiesallows for bids that are more competitive andmaximizes the number of qualified bidders.The Engineering Alternative Fuel units conductresearch and development to identify the latesttechnological advancements for inclusion onvehicles being added to the fleet while ensuringthey have the capability to withstand thedemands of our vigorous duty cycle.

Equipment AvailabilityThroughout the Blizzard of 2003 snow eventan in-service availability rate of 89% for col-lection trucks, 97% for salt spreaders and 92%for front-end loaders was sustained. BCC wasable to resume door-to-door collection as wellas relay/export work very quickly.


SUPPORT SERVICESClean Air InitiativesB.M.E.'s Vehicle Acquisition and WarrantyDivision (VAWD) Alternative Fuels R&DProgram is currently exploring various alterna-tive technologies to help reduce air pollution.The New York City Department of Sanitationhas always been a leader in mobile source emis-sion reduction initiatives. In addition to keep-ing the streets of New York City clean, theDepartment has also taken various measures toensure that the air quality in the City is alsoclean by utilizing the latest emission controltechnologies in it's vehicles. Currently onehundred percent of the Department's diesel fleetutilizes fully computerized low-emission dieselengines. The Department of Sanitation isamong the first fleets to test diesel particulatefilters (efficient in reducing particulate matterfrom diesel engine exhaust) and ultra-low sul-fur diesel fuel.

Sanitation is the first City Agency to useethanol (E85) fuel in its fleet. Currently thereare two E85 fueling facilities located in theBronx with additional facilities planned for theremaining boroughs.

Bureau of BuildingMaintenanceThe Department of Sanitation has over 200locations throughout the city. They include dis-trict garages, section stations, marine transferstations, facilities within the Fresh Kills land-fill, repair shops and office buildings. TheBureau of Building Maintenance (B.B.M.) isresponsible for providing both routine mainte-nance and emergency repairs of these facilities.

In addition, B.B.M., is responsible for the paint-ing and lettering of DSNY vehicles and equip-ment. B.B.M. consists of a wide variety oftrade employees including blacksmiths, carpen-ters, electricians, laborers, painters, plumbers,machinists, steamfitters, and welders.

Administration Fiscal Services and Computer SupportThe Administration Division is responsible forBME's personnel, payroll, timekeeping andauditing, time and leave reporting, overtimetracking, performance evaluations, disciplinaryhearings and travel arrangements.

Fiscal Services handles the accounting func-tions for BME. This unit serves as the liaisonwith the Agency's central budget unit andensures fiscal procedures are in compliancewith the City requirements.

This unit is also responsible for fleet reporting,inventory and the Agency's license platesthrough a direct D.M.V. link. Daily fleet statusand fleet size are monitored, tracked and report-ed. This unit also follows up on the Agency'ssummonses through bureau liaisons.

Computer Support maintains the network con-necting BME facilities and providing supportfor Bureau and Citywide applications includingFMS, MCMS and the Fleet ManagementSystem.

This unit has undertaken huge initiatives inupgrading the current infrastructure and indeveloping new software applications.

AchievementsIn one of the coldest winters in many years,B.B.M. responded to and completed 668 heatrelated repairs. In 2002, B.B.M. introduced acomputerized work order system which pro-vides B.B.M. management and trade supervi-sors with direct access to up-to-date informa-tion on any of the 14,000+ jobs received eachyear. The introduction of an automated workorder system, distributed over the B.B.M. LocalArea Network, enables B.B.M. tradeSupervisors to track individual jobs fromrequest to completion.

Additionally, the Network provides a means formore efficient allocation of staffing for the dayto day operations. Highly critical jobs such asgarage doors during snow season, HVACthroughout the year and electrical and plumbingwork are more easily tracked and prioritized inthe new system.

Hybrid-Electric Refuse TruckA hybrid-electric vehicle (HEV) blends thepower of an internal combustion engine and anelectric motor to propel the vehicle. Allison andMack are currently building a prototype hybrid-electric refuse collection truck utilizing a MY2002, Mack cab-chassis similar to a DSNY col-lection truck. Mack will use this vehicle todemonstrate the versatility of hybrid-electrictechnology to the Department of Sanitation.The vehicle will be ready for demonstration bythe end of 2003.

CNG Fueling StationThe Department owns and operates a fleet ofvarious types of vehicles. Within this fleet area number of vehicles that can be operated uti-lizing CNG as an operating fuel (collectiontrucks, street sweepers, utility vehicles and pas-senger cars).

The department's objective is to establish anadequately sized and centralized CNG fuelingfacility to meet the fueling requirements of aportion of this fleet.

The CNG fueling station will be located on53rd Ave in Woodside, Queens. The facilitywill be designed to accommodate Queens Westdistrict garages 2, 3, 4 and 6. The station willhowever, be capable of fueling CNG vehiclesfrom other Queens DSNY locations as well.

Vehicle Testing &Analysis Facility

With the onset of stricter regulations governingmobile source emissions and advancements invarious fuels and emission control technolo-gies, the Department of Sanitation has awardeda contract for the construction and installationof a heavy-duty state-of-the art Vehicle Testing& Analysis Facility. This lab will be located inthe Department's Central Repair Shop inWoodside, Queens. The objective of this test-ing facility is to allow the Department to per-form independent testing of various advancedemission control technologies, in-use testing,alternative fuels, and conduct research anddevelopment projects.

CRS REPAIR SHOP

EQUAL EMPLOYMENT OPPORTUNITY OFFICEThe mission of the Equal EmploymentOpportunity Office (EEO) is to ensure equalityof opportunity. This is accomplished througheducating managers and workers regardingtheir responsibilities to support and adhere tothe Department of Sanitation’s EEO policy andCode of Conduct. As a consequence, the EEOOffice helps to maintain a better work environ-ment and provides a forum for resolvingemployee disputes that disrupt the workplace.

The EEO Director reports directly to theSanitation Commissioner. The success of theDepartment’s EEO program is directly relatedto the ardent support of the Commissioner ofSanitation for equality of opportunity and hisanti-discrimination stance. The Office isstaffed by a Director, a Senior Investigator, anInvestigator and a Clerical Associate. TheDirector is responsible for developing and mon-itoring the implementation of the Department’sEEO program. The Commissioner has chargedthe EEO Director with the specific responsibil-ity of the strict enforcement of the Department’szero tolerance harassment policy.

The EEO Office investigates all complaints ofdiscrimination filed by applicants or employees.The Director reports the findings of the EEOinvestigation to the Commissioner and recom-mends steps to resolve complaints. While theEEO Office investigates many allegations ofdiscrimination, the EEO staff spends a signifi-cant amount of their time counseling and edu-cating employees.

The last eighteen years have demonstratedthat many complaints made to the EEO Officeare not, necessarily, issues of discrimination.Many complaints of discrimination turn out tobe labor/management issues having to do withjob assignments or seniority. The EEO Officeoften tries to mediate these complaints. Whenmediation fails EEO directs the labor/man-agement complaints to where they can beresolved, such as the employees union. Othercomplaints result from the lack of communi-cation skills on the part of the peopleinvolved. In these cases, the EEO staffattempts to also act as a mediator trying toassure that the parties involved can work outtheir differences.

The mission of The Equal EmploymentOpportunity Office (EEO) is to ensure equalityof opportunity. This is accomplished througheducating managers and workers regardingtheir responsibilities to support and adhere tothe DSNY’s EEO policy and the Department'sCode of Conduct. As a consequence, the EEOOffice helps to maintain a better work environ-ment and provides a forum for resolvingemployee disputes that disrupt the workplace.

From 1982 through present, 299 formal com-plaints were filed (those filed with externalhuman rights agencies) charging theDepartment of Sanitation with discrimination.Of the 299 formal complaints, the Departmentreceived 158 "no probable cause" determina-tions. Twenty complainants went on to obtain aright to sue. Fifty-two complaints were admin-istratively closed due to the lack of substance ofthe charges and twenty-seven complaints werewithdrawn by the complainants. Thirteen com-plaints were conciliated and 20 were dismissed.

During the same period of time there have beennine "probable cause" findings where theDepartment of Sanitation has been charged withdiscrimination and where an outside agencybelieved that sufficient evidence existed to saythat it was probable that the individual filing thecharge was discriminated against. Of thesenine "probable cause" findings, six were basedon the issues of disability and were the result ofNew York City's Medical Standards and not theresult of an overt act of discrimination on thepart of the Department. One probable causecomplaint was based on each category of color/race, sex and age.

Discrimination complaints filed against DSNYhave, over the last twenty years, shown a year-by-year decline. While no level of discrimina-tion is acceptable, 299 formal complaints in thepast twenty years with nine probable causefindings, show that in 97% of all the formalcomplaints, discrimination was not substantiat-ed. Our goal is to have zero probable causefindings against the Department, but a 3% prob-able cause rate is encouraging and demonstratesthat the Department's zero tolerance toward dis-

crimination is working.

During Fiscal Year 2003, eleven (11) com-plaints of discrimination were filed internallyby DSNY employees with the Department'sown EEO Office. Investigations were conduct-ed in each case and three of the 11 complaintsresulted in a probable cause determination. Ineach of the three cases, EEO recommendedstringent, disciplinary measures to be takenagainst the respondent. All three complaintswere sexual harassment issues. It should alsobe noted that 72% of the internal complaintsfiled with the EEO Office involved charges,which were unsubstantiated.

In addition to the internal complaints, the EEOOffice also investigated and prepared aresponse to complaints by applicants, employ-ees and former employees which were filedwith external human rights agencies. DuringFY '03, ten complaints were filed at an externalagency. To date, six were resolved in FY'03;they resulted in one no probable cause determi-nation and five dismissals. (However, dis-missals by a human rights agency often result inthe complainant being granted a "right to sue"and the charges are pursued in court).

The EEO Office works closely with theDepartment's Training Division. Together theyprovide extensive managerial, supervisory andnew employee EEO training. During recentyears, the Department of Sanitation has con-ducted EEO Awareness training for all of itsuniformed Supervisors and Sanitation Workerstotaling approximately 9,000 employees. TheDepartment believes that along with theCommissioner's zero tolerance discriminationpolicy, training plays one of the most importantroles in the success of the Department's EEOpolicy.



OFFICE OF COMMUNITY AFFAIRSThe Office of Community Affairs (OCA) is the Department's liaison toelected officials, the City's community boards, merchants groups,Business Improvement Districts, civic organizations, business associa-tions, schools and the general public. Our Community Affairs staffrepresents the Department at community meetings and forumsthroughout the city, servicing as the Department's ambassador to thecommunity. In addition, the office provides support services to theDepartment's Bureau of Operations by preparing materials regardingneighborhood issues, providing pertinent data on the number and typesof complaints and service requests, recommending necessary action,and coordinating development and planning of both community andSanitation programs. This office also serves as the Department's liai-son to the Mayor's Community Assistance Unit, Mayor's Office ofIntergovernmental Affairs, Mayor's Anti-Graffiti Task Force, Mayor'sOffice of Correspondence Services, the New York City Citizen ServiceCenter, the City's Business Improvement Districts and the Council onthe Environment.

Sanitation Action CenterIn Fiscal Year 2002, The Sanitation Action Center staff handled over207,000 calls and Service representatives processed over 190,500requests for service and complaints. During the same period, theSanitation Action Center processed more than 23,000 requests forDepartment literature and recycling decals. In Fiscal Year 2002, thepublic accessed Sanitation Action Center's automated information sys-tem more than 300,000 times.

On-Line Service FormThe Department, working with the E-Government Office, launched anon-line service form that may be used to schedule appointments forCFC gas recovery from appliances being discarded. On March 20,2001, additional on-line service forms were added. During Fiscal Year2002, residents filed over 10,800 on-line service requests, which wereprocessed by the Sanitation Action Center's representatives. In FiscalYear 2003, residents filed over 22,300 on-line service requests -- a 106percent increase over Fiscal Year 2002.

The Office of Public Information is the Department's ambassador and voice, representing the Department of Sanitation internally, to the media andthe public at large. Additionally, the Office of Public Information oversees the historical recording of Department events through the utilization of itsAudio/Visual Photography Units.

BUREAU OF PUBLIC INFORMATION AND COMMUNITY AFFAIRSOFFICE OF PUBLIC INFORMATION

Commissioner Doherty speaks with the press concerning the Blizzard of 2003.

In 2002 & 2003, the Office of Public Information:

·Responded to over 3,400 local, national, and international print, radio, tele-vision and film media inquiries including major outlets such as NBC NightlyNews with Peter Jennings, BBC News, and Reuters.

·Liaison to major television networks programs and major movie productionstudios

·Coordinated and developed scripts, awards etc. for Sanitation promotion andaward ceremonies.

·Distributed 250 hand-decorated gloves from young students at the MonteoElementary School in Manteo, NC. Department garages, shops, and officesreceived a pair of gloves commemorating September 11, 2001 efforts.

·Coordinated Department-wide New York City Strongest's/Billy FundHoliday Toy Drive. Over the last two years, more than 4,800 toys for totswere distributed city-wide.

·Recorded and distributed print and video clips throughout the Department ofSanitation on a daily basis.

·Coordinated and managed over 200 television interviews with the media.


Transition to New York CityCitizen Service Center Telephone Number- 311Throughout 2002, the office of CommunityAffairs worked with DoiTT (Department ofInformation Technology and Telecommunications)and the Mayor's Office on the transition to theNew York City Citizen Service Center's tele-phone number 311.

Existing staff and vacant lines were transferredto NYC Citizen Service Center and theDepartment trained over a dozen new employ-ees for 311 duty. By early December 2003,most general public phone calls that wouldhave been handled by Sanitation's ActionCenter were transferred to the New York CityCitizen Service Center's telephone number,311. The Sanitation Action Center continues tohandle specialized inquiries, website com-plaints and service requests forms, fulfilling allliterature requests and serving as a liaisonbetween the local DSNY districts and bureausand 311. In Fiscal Year 2003 -- July 2nd toDecember 2nd , prior to the transition to 311 --Action Center staff handled over 105,000phone calls. In Fiscal Year 2003, ActionCenter/311 staff processed over 217,000 serviceand complaint requests. In addition, over26,000 requests for literature and recyclingdecals were handled.

The Central Correspondence Unit (CCU)responds to and maintains records of all gener-al correspondence from the public and lettersforwarded to the Department from the Mayor'sOffice of Correspondence Services.

The CCU is responsible for tracking incomingcorrespondence, transmitting the written com-plaints or requests for service via theDepartment's e-mail messaging system to theappropriate districts and bureaus for action, aswell as accumulating necessary information forresponse.

Correspondence that pertains to areas outside ofSanitation jurisdiction is also redirected andforwarded to the appropriate responsibleagency. Letters may include requests for serv-ices or information, requests for Departmenteducational signs suggestions from the public,complaints about service delivery, commenda-tions for employees, comments on service per-formance, and requests for lot cleaning servic-es.

During Fiscal Year 2002, the CCU responded to over 3,200 letters/e-mail messages. DuringFiscal Year 2003 the CCU responded to 3,175letters/e-mail messages.

Boro Park OutreachIn 2002, the Department of Sanitation conduct-ed an extensive outreach effort in Boro Park toeducate and assist the community in improvingthe area's cleanliness. This effort includedSanitation outreach staff personally visitinglocal merchants on the commercial strips inBoro Park to inform and educate them regard-ing Sanitation Regulations. Copies of theDepartment's Digest of Codes, translated intoYiddish, were widely distributed among arearesidents.

Special ProjectsDSNY at Gracie MansionOn August 19th, over 500 DSNY membersattended a barbeque on the grounds of GracieMansion. Uniformed and civilian employees ofevery rank and title were represented at theevent and enjoyed Mayor Bloomberg's hospi-tality. All employees had a chance to have theirindividual photograph taken with MayorBloomberg and Commissioner Doherty. TheOffice of Community Affairs coordinated theevent with the Mayor's Office of SpecialEvents.

Matisse/Picasso ExhibitThe Office of Community Affairs coordinatedthe distribution of tickets that the Museum ofModern Art donated to City employees for aprivate viewing of its Matisse/Picasso exhibiton April 10, 2003.

BUREAU OF PUBLIC INFORMATION AND COMMUNITY AFFAIRSOFFICE OF COMMUNITY AFFAIRS

Community OutreachChinatown CleanlinessFor the last nine years, the Office ofCommunity Affairs has been working withthe Council for a Cleaner Chinatown in aneffort to improve cleanliness conditions inChinatown. By entering into a partnershipwith this organization, we are able to educatethe community, assist in clean ups and partic-ipate in various outreach efforts.

Department representatives attended a pressevent, held on July 25th, to announce theAugust 3rd "Greater New York ChinatownClean-Up Day." At this event, the DSNYmobile information van showed theDepartment's anti-litter public announcementvideo tape, featuring Chi Dong, aChinese/American member of theDepartment, delivering our message inCantonese. This public announcement hasalso been dubbed in Mandarin.

The Office of Community Affairs participat-ed in and coordinated this event.

AA GGlliimmppssee ooff SSaanniittaattiioonn HHiissttoorryy

Sanitation Crew tackles a snowstorm with historical plow half a century ago.

Shoveling the streets of New York City by hand was a tedious yet typical task for Sanitation Workers in the 1920’s and 30’s



New York CityDepartment of Sanitation

D.S.N.Y. Headquarters125 Worth Street

New York, N.Y. 10013

Address Written Correspondence toCentral Correspondence Unit

137 Centre Street, New York, N.Y. 10013

D.S.N.Y. Telephone Information Community Liaison Unit

(646) 885-DSNYNYC Citizens’ Service Center

311

D.S.N.Y. Website http://www.nyc.gov/sanitation

CreditsEditor- in- Chief

Vito A. Turso,Deputy Commissioner

Project Management TeamAlfred Ferguson, Assistant Chief


Keith Mellis, General Superintendent

Public Information

Graphic Artist/Layout DesignJohn Johnston,


EditorTaryn Duckett,

Public Information

Photography and ImagingMichael Castellano, John Pampalone,

Alan Harris, Mike Falco

ProductionLouis Seeley,

SupervisorD.S.N.Y. Reprographics

D.S.N.Y.ANNUAL REPORT 2002-2003

NEW YORK CITY DEPARTMENT OF SANITATION

The City Of New YorkDepartment of Sanitation

Michael R. Bloomberg, Mayor

John J. Doherty, Commissioner

d.s.n.y. - new york · dsny annual report 2002-2003 3 message from the commissioner john j. doherty...

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