Jefferson National Expansion Administrative History

Part IV: Custodial Services

During the late 1970s, a small custodial staff worked under the supervision of Michael J. Cooke. In August 1981, Shad Collier was hired as custodial supervisor, and served throughout the 1980s in that capacity. At the time of Collier's arrival, there were three work leaders, no foreman, and sixteen employees, working under cleaning schedules established by Building Services and HVAC foreman John Patterson. [203] Shad Collier explained:

The place of the custodial crew in a Park Service operation is unique, in that the employees of this division experience an extensive amount of public contact, and must be able to answer visitor questions and give directions, as well as complete projects involving cleaning the facility, carefully considering visitor safety as they work. This unique balance of assigned duties is combined with naturally occurring unassigned duties, making these jobs more extensive and important than they might ordinarily be. [204]

The cleanliness of a National Park site, no matter how large or how extensive the visitation, is the one thing that is sure to be scrutinized by the visiting public. It is a job which cannot be faked. It was imperative, therefore, in a high-visibility park such as JEFF, that the custodial staff and supervisor be of the highest quality.

In the mid-1980s, a program called A-76 was instituted, in which competitive bids for maintenance services were submitted, with contracts being awarded to the low bidders. All maintenance positions were described and put out on bids. "We went through a lot of paperwork to bid on our own jobs," recalled HVAC foreman John Patterson. "As it turned out, the custodial services were the easiest to manage as a block of work which could be contracted out. These services were also easier to monitor." [205] The best of the bids submitted to JEFF for custodial work turned out to be from the National Park Service, to whom the contract was awarded. Superintendent Schober recalled:

A-76 was probably, after all our griping and everything, one of the finest things that happened to us. When I first got here my biggest concern was those bookends sitting at the end of the ramp up against the wall, and I found out they were custodians that sat up there very quietly, one at each end of the ramp. And so I would talk to the chief of maintenance about: "Don't you think we have too many custodians?"

"Oh, no. Not at all. Almost not enough."

"Well I see so many sitting around."

"Yeah, but, see, the beauty of them is that if you have a spill, or anybody gets sick, or anything goes wrong, they can tackle it just like that."

Well, within my concession contract I negotiated to have the concessioner supply individuals to mop up the drink spills, to make change, to keep emptying the trashcans, and to pick up the empty cans. We not only got a percentage of their take, but we made sure there were individuals down under the Arch to help take the pressure off our custodians.

When A-76 came in we had to compete against outside bidders. What they did was take the work scope for the custodians in the Arch, and send out invitations for someone to bid on it. How much this would cost, how many people, and all of that. We in like manner could bid along with them. If we could win the award then there is no outsider. By us having to compete, we must have dropped, and I am guessing, ten to eleven custodians, and I have not seen the quality of the operation suffer . . . the whole Arch stays in pretty good shape. It's good maintenance, it's good quality individuals. But it shows you every once in a while we have to be proven wrong. And that's what A-76 did for us. [206]

A-76 staffing levels for the Custodial Division were completed by 1985. The employees met the intent of the contract, keeping the facility in an amazingly clean and presentable condition, despite the heavy visitation the site received. [207] Staff training produced a cleaning standard that far exceeded earlier, pre-A-76 standards, and effective supervision provided the tools for upgrading the operation. [208] As a result of the A-76 process the division was compelled to accurately establish task directives, which included the frequency of work, and establish quality control for all phases of the work. The implementation of the Maintenance Management System further advanced the ability of the custodial team to track costs and efficiently plan the tasks to be accomplished. [209]

Custodial services within the Museum of Westward Expansion under the Gateway Arch were expanded during 1987, with areas of responsibility changed to more fully utilize the talents of the staff and provide more timely correction of maintenance deficiencies. Touch-up painting of areas around baseboards and under multiple seating areas were performed on a daily basis by the custodial staff after these changes. [210]

The special use permits issued for after-hours use of the Arch and the Old Courthouse affected the custodial staff directly, for they were responsible for administering the permits and representing the maintenance division at these events. [211]

The Gateway Arch complex was flooded during and following the July 4, 1987 holiday, which caused additional work for the division. The museum shop, Arch lobby and Arch west hallway carpeting were quickly reconditioned following the flooding incidents. [212]

Custodial workers Kathryn Rogers and Athlene Ryales dust exhibit text prisms, Museum of Westward Expansion, May 1979. NPS photo by Norman Messinger.

After a year of monitoring the MMS, final adjustments were made in 1988 to refine the system, bringing the performance standards of custodial employees to a higher level. The entire custodial crew combined efforts in order to clean out the accumulated trash and debris in the area scheduled for the new 70mm theater in just three days time. Wall washing in the Old Courthouse, in preparation for the Victorian Christmas celebration, was completed in six work days and facilitated the areas to be painted by the HVAC division. [213]

Various construction projects heavily impacted the Custodial division throughout 1988. Dust from the installation of the fee collection area and the queuing area caused additional work and scheduling for the crew. [214] When the carpeting was removed during the queuing system installation, the contractor was incapable of cleaning the existing terrazzo to an acceptable condition. The custodial crew rose to the challenge and successfully restored the terrazzo to its original beauty. [215]

During 1989, the new theater excavations caused constant problems through the daily mud, dust, noise, and exhaust, and created tracking problems in the interior areas of the Arch lobby and museum. Associated breathing problems from the motorized equipment used on the project also had an impact. Additional work scheduling was necessary in some areas, and tasks were sometimes repeated as many as three or four times an hour to keep the facility presentable. [216]

Water intrusion played a part in the additional work of the division. On four occasions, staff members were called in to contain and clean up flooding. In each case the facility was clean and ready for visitation by morning. Two custodial staff members were assigned to the Ulysses S. Grant NHS to clean the home for an open house. They stayed within time constraints to complete the project. [217]

Conclusion

Maintenance at Jefferson National Expansion Memorial provided extraordinary challenges throughout the 1980s. Unique construction projects, extensive heating and air conditioning maintenance, an urban forest ecosystem, the essential cleaning and grooming of the site for the visiting public, and a one-of-a-kind transportation system occupied the time and resources of the four major units of the JEFF maintenance staff. Their continued success was a tribute to park management, especially the overall supervision of Facility Manager Bob Kelly. In the words of Superintendent Jerry Schober: "I think that Bob Kelly has been a good addition. He was brought in here before I came. I think he put together a pretty dog-gone good staff, and of course this staff is unique because of the tram operation and the other unique services we offer." [218]

Custodian Max Martinez buffs the floors of the tram ramps, Gateway Arch visitor center. NPS photo by Al Bilger.