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i this field will often accept a cost of bet eexi W to 60 percent of the cost of buyin new. For anything over 60 percent, experts agree unanimously that it is, t worth it to refurbish. When evalua i ig the cost-effective- ness of refurbi- ing, remember t subtract any resale value you d be giving up by not tr in - the ve- hicle for a new one. Product Inf ation Networ (P1N) from it eport entitled Vehicle e- fur 's ment: Avoid Pitfalls While S ing Dollars. It is one of approxi- mate items on fleet mana nt in PI N's da se of o , 00 prod- uct �,call d servic uations for the pubs . For detai this Re- po (800) 223 -0740. IV • • • Stormwater Management (Continued from page 127) neighborhood flood damage was also very helpful. By relating the neighborhood prob- lem to the overall city problem we J Over 25 Attachments available now! • 50" - 60" snowblowers • 60" - 72" - 84" Angle plows with heavy duty trip edge • 50" - 60" V -plows • 60" - 72" Power angling sweepers • 175 - 225 gal Rear mounted water tanks and sprayer booms (Mall flushers available) • 74" - 88" Mott designed and manufactured industrial flail mowers • 5 models of salt /sand spreaders for front, rear, or over axle mounting • 7211- 82" Triumph sickle bars • Triumph under guardrail mower • 60" - 7211- 83" - 99" Heavy duty single deck rotary mowers Technical information • Two diesel engines available: 56 HP naturally aspirated 64 HP Turbocharged • Four wheel drive hydraulic diff-lock • Heavy duty outboard planetary axles • Frametess all cast construction • Two -man deluxe ROPS cabin with full instrumentation • Front and rear P.T.O. standard • Front and rear Category 13 -PT linkage • Hydrostatic articulated steering, two cylinder closed system • Fully synchronized transmission, 8 forward and 4 reverse speeds with shuttle shift Holder of North America 2079, Bank Place, Ottawa, Ont. Canada K1V 8A8 (613) 523 -8951 Telex: 0533734 For details circle No. A -119 on card 150 showed the people in each commu- nity that a comprehensive stormwater management program was neces- sary. Residents could see that the stormwater problem was not isolated — it existed in their own neighbor- hood, as well as in other neighbor- hoods throughout the city. Additional presentations were made to the chamber of commerce, the board of realtors, and the city manager's environmental advisory council, giving the proposed program even more public exposure. Implementing the Utility An updated progress report pre- sented to the city council in May 1984 included the following: ♦ A report outlining the status of stormwater management and the justification /alternatives for a com- prehensive program; data gathered from the regional stormwater agen- cies; an explanation of the utility con- cept, the public participation efforts, and the proposed rate structure. ♦ An ordinance implementing the utility. ♦ The volume containing the functional requirement maps. ♦ The drainage finance study. With the formal legislation process underway, two public hearings were held. Although some individuals voiced their disapproval of the pro- posal, no organized groups lobbied against the utility. Following the hear- ings, the council voted in favor of es- tablishing the new public works divi- sion. The new ordinance established a chapter on management and fi- nance in the Cincinnati Municipal Code, a rate structure, and a method for collecting revenue. The ordinance provides for: 1) the collection of stormwater service charges 2) the establishment of prop- erty classes within the city, rates and rate - -calculation method, and 3) a pro- adjusting charges Toun to Abe able. Responsibility for storm drainage was previously scattered over several city departments and creating a cen- ter to assume full responsibility for stormwater management was im- perative to the success of the new util- ity. However, at the same time it was necessary to avoid creating a new bureaucracy. With the division of stormwater management utility within the de- partment of public works as this cen- ter, it would not be necessary to hire a new engineering staff and support personnel. Purposely, the staff was to be kept small, and no new mainte- nance organization would be built. Resources within the city would be used, along with private contractors. PUBLIC WORKS for September, 1986