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storage can ruin the pure salt. The D.P.W. uses a sand/salt mix of 3 units of sand per 1 <br /> unit of salt. This mixture is not only better for the environment, but cost-effective for the <br /> Town. <br /> Projected Needs in 2004 <br /> Within the next ten years, site facilities to dispose, store and handle soil, material and fill <br /> will be needed. Additional material storage area will be needed with the cemetery <br /> expanding north onto the D.P.W.s property. The capping of the Town Disposal area is <br /> prompting the need for a material storage area; if the landfill is capped by 2004, it should <br /> be considered for this purpose. A portion of the second cemetery site could be considered <br /> for a materials storage site as well. In addition, the D.P.W. will need a newlace to dump <br /> P <br /> road sweepings and drainage cleaning, due to the fact that the State considers road <br /> sweepings as hazardous material. <br /> Projected Needs in Buildout <br /> Another bay, an addition of an 80'x 20' or 1,000 square feet, should be added onto <br /> maintenance garage. A portion of the capped landfill should be considered for use by the <br /> DPW as a materials storage yard, and a long term storage area for waste materials This <br /> would still provide room for the creation of park and recreation facilities. A more detailed <br /> space needs study should be conducted once the landfill is actually capped. <br /> Fiscal capabilities <br /> To limit property tax expenditures on D.P.W. operations, the Director has started to put <br /> y <br /> together an enterprise account for general/any public works. Such a system would need <br /> to worked out by the D.P.W. Director, Town Accountant, Selectmen and Town counsel. <br /> This system would be based on a specified schedule rate system for the use of a dump <br /> truck, loader, other equipmentper day, plus individual labor. The labor fees would be in <br /> vicinity of the prevailing general wage for this type of industry. Right now the <br /> Department is not being reimbursed for this type of work, which does not provide the <br /> ability to account for depreciation of equipment. It would allow them tog et dollars for <br /> new equipment when necessary. <br /> When private roads become converted to Town roads, the D.P.W. must then maintain <br /> them. To keep costs down, the D.P.W. has acted as the contract � P g manager, posting annual <br /> g <br /> sub-contracts to private companies for aspects of these projects. one suggestion, if it <br /> could be legally worked out, would be establishing linkage fees so that the cost of the <br /> work is pinpointed to the individuals/organization who are benefiting from such work. <br /> This concept is some way similar to the betterments the Water District charges to <br /> residents who have mains installed on their streets. <br /> There are some potential grants available that may provide funding for D.P.W. buildings <br /> and operations, One is the Public Works Economic Development (PWED) grant from the <br /> state, which is being sought by the Town for road, bike path and other transportation <br /> projects. The Federal Department of Transportation, through its Public Work Division, <br /> has a grant program for Public Works and Infrastructure Development. Cities and town <br /> can apply for these funds. <br /> Although these two grants appear road-related they could helpp fund a number of needed <br /> Public works projects, possibly freeing up money for improvements to the D.P.W. <br /> Building. <br /> P <br /> uilding. The use of impact fees should be considered as well, although more research is <br /> 9 <br />