Page 14 - Demo

14continuedOver the past four years I have encouraged pavement management. The relatively simple spreadsheet pavement management system (PMS) I have promoted has been used by several counties. I am confident those counties will realize the value of the PMS as they gather and update data over the next few years. For most counties, pavement conditions can be assessed and rated in just two or three days each year. This is a small commitment to obtain valuable data to show decision makers and the public why proposed pavement maintenance or rehabilitation projects are needed. The ultimate purpose of a PMS is to use taxpayer money wisely. The focus is on spending your limited funds so as to maintain or improve the condition of the overall paved road network and not spending all your money on the worst pavement sections in your road network.Like bridges, culverts also need to be periodically inspected and rated on condition, waterway adequacy, and road safety issues associated with the culvert. These inspections should guide decisions on which culvert replacement and maintenance projects are needed. Like the PMS, periodically inspecting culverts and documenting results provides valuable information to support proposed culvert projects. It shows decision makers and the public you know what you are doing (%u201clooking smart%u201d). If you do not have inventories and some type of management system for your infrastructure assets, you should develop them. Your taxpayers deserve no less. A management system can be extremely simple or more involved, depending on each county%u2019s situation. For example, some counties have only a mile or two of pavement and a formal PMS is not needed. Other counties have extensive paved road networks that merit a more sophisticated, perhaps commercially developed PMS. However, all counties have infrastructure assets and can benefit from systems to document the assets they own (i.e., an inventory) and the condition of those assets.Hiring and Retaining EmployeesIn order to thrive, road departments need a capable and stable workforce. Every county struggles to hire and retain qualified personnel, whether for equipment operator positions or department leadership positions. The federal regulations requiring a commercial driver%u2019s license to operate equipment and drive dump trucks does not help the situation, although it seems many counties have adjusted by providing the required training in-house and by increasing wages towards meeting the demand for CDL operators.Of course, lower wages and salaries than those available in the private sector are a major factor in the inability of counties to attract road department personnel. But money is not the only factor in attracting and retaining employees, as working conditions are also a significant factor. Working under a supervisor or supervisors with whom the employees share mutual respect goes a long way in elevating an employee%u2019s job satisfaction. This applies whether the supervisors are crew leaders, superintendents, road supervisors, county engineers, county administrators or county commissioners. Having reliable equipment and access to the resources needed to successfully complete job tasks increases job satisfaction. Recognition for a job well done elevates job satisfaction for every employee, whether they are a laborer or department head. For all personnel and their families, quality of life is important. Available housing, recreation opportunities, and quality schools are all factors in attracting employees and in the employees%u2019 satisfaction with working for the county. PROVIDING QUALITYROAD AND BRIDGECONSTRUCTIONPRODUCTS SINCE1963WELBORN SALES, INC3288 S. Avenue CSalina, KS 67401www.welbornsales.com800.823.2394WE KNOW KANSAS ROADSFOLLOW US!