City of Weatherford
FY 2016
An ANNUAL REPORT
City of Weatherford
FY 2016
An ANNUAL REPORT
Ta
TABLE OF CONTENTS
City Manager 08 City Council
10
Organizational Chart 12 Recognition and Awards 14 Financial Update 16 Departments 20 Capital Transportation Projects 20 Communications and Marketing
22
Economic Development 24
Electric Utilities 26
Emergency Management 28 Fire Department 30 Human Resources 32 Information Technology 34 Municipal and Community Services
36
Parks, Recreation and Special Events
38
Planning and Development 40 Police Department 44 Public Library 46 Transportation and Public Works
48
Water/Wastewater and Engineering
50
www.weatherfordtx.gov 303 Palo Pinto St. | Weatherford, TX | 76086 4 ANNUAL REPORT | 2017
ELEMENTS OF THE CITY Number of Employees
415
An
Symbol Name
ANNUAL REPORT
El Tr Hu Mu 34
ELECTRIC UTILITIES
3
43
HUMAN RESOURCES
MUNICIPAL SERVICES
20
TRANS AND PUBLIC WORKS
Pa Pu Wa Ca Fn 30
PARKS, REC & EVENTS
18
PUBLIC LIBRARY
49
WATER, WW AND ENG
1
CAPITAL TRAN PROJECTS
23
FINANCE
Po Em Ec Fi 84
POLICE DEPARTMENT
1
EMERGENCY MANAGEMENT
2
ECONOMIC DEVELOPMENT
60
FIRE DEPARTMENT
Co In Pl 2
COMM AND MARKETING
7
INFORMATION TECHNOLOGY
15
PLANNING AND DEV
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CITY MANAGER
City Manager
Sharon Hayes
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w e i v e R c i d o i r e P A
is t r o p e r l a nnu a s ’ d r o f r e he eat h t r W e f h o t r y u t i f he C ol t o o t t f o n o e i v i t a t c c i mun ave m h o e The obje c l W a . i t t n n e e ess r nm e n v a o g s l a a c e o v l r n t ion i a t y n c t o se e n m e r e l a p p e im h rans t t f n o e l e a s o g d t he n s a t n h o i g i cit y’s s l n h a g i p rt h o ble ex p e a r k r s i a h m T e . ’s r r d a r e o f y r t e s h viewed a t p a t his of We s s t t c r e o j f o r f e p is d t e a n h i b t m y o of many t c i mun and m s o s c e c a c e u r s a , o We . t s e n u e n i z hard wor k i t t n i o c c its to d n o n i a t n f e f t a n i t s cil y n m u o s c i t a I c ouncil , . y g b n r ivi ped h o l t e v d e n d a s g e i n ing. n l po l ic n a a i l c f l our ishi p n a e n g i n f ong g-ra n r o t l s f o e h e t c n e a d in t e r r i o p p s obser v m n i a e r h t at st h e g t d s e l t n w o e n m k h mpl is o . c t hat ac u c o a y e h h t t i w h t s sult ed wi e s r a e e l s o p h m t a I hare s o t d e t i c ex 2016 and yes a H n o r a h S ger a n a M y t Ci 2017 | ANNUAL REPORT 9
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City Council
CITY COUNCIL
The City Council consists of a mayor and four council members. The Mayor and council members are elected at large and serve staggered terms of three years. Places 1 and 2 are up for election in the same year. Places 3 and 4 are up for election in the same year. Mayor is up for election the following year.
Craig Swancy Mayor Jeff Robinson Mayor Pro-Tem/Place 2
Heidi Wilder Place 1
Dale Fleeger Place 3
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Kevin Cleveland Place 4
Government is a trust, and the officers of government are trustees, and both the trust and the trustees are created for the benefit of the people. - Henry Clay
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Or
Organizational Chart
ORG CHART
Deputy City Manager James Hotopp
City Secretary Malinda Nowell
Planning and Development Craig Farmer
Electric and Warehouse Joe Farley
Capital Transportation Projects Terry Hughes
Water, Wastewater and Engineering Rick Shaffer
Parks and Recreation Shannon Goodman
Police Dept. Mike Manning
Fire Dept. Paul Rust
Transporation and Public Works Manny Palacios
Code Enforcement
Field Operations
Building Inspection
Street Operations
Main Street
Traffic Operations
Consumer Health
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City Manager Sharon Hayes
Assistant City Manager Brad Burnett
Assistant to the City Manager Krista Beach
WEDA Dennis Clayton
Comm. and Marketing Blake Rexroat
Finance
Emergency Management Cody Mulloy
Public Library Chris Accardo
Accounting
Human Resources Diana Allen
Animal Services Dustin Deel
Risk Management
Information Technology and GIS Troy Garvin
Municipal and Community Services Steve Bates
Sanitation
Budget and Purchasing
Facilities Maint.
Municipal Court
Fleet Maint.
Customer Service Financial Analyst 2017 | ANNUAL REPORT 13
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RECOGNITION AND AWARDS
Recognition and Awards
COMMUNICATIONS AWARDS The City of Weatherford brought home the Award of Honor for annual report under 75,000 population at the Texas Association of Municipal Information Officers (TAMIO) Conference. This was the City’s first state level award for communications and marketing.
TREE CITY USA The City of Weatherford is celebrating its recertification as a “Tree City USA” by the Arbor Day Foundation. To be honored with this outstanding designation, a community must meet the criteria of: sound urban forestry management, have a community tree ordinance, spend at least $2 per capita on urban forestry and celebrate Arbor Day. The City of Weatherford currently celebrates Arbor Day at the annual Weatherford Blooms Home and Garden Festival in historic downtown.
SOUTHERN LIVING BEST PLACE TO RETIRE Weatherford was selected as one of the best place to retire by Southern Living magazine in 2016. The list contained 15 locations with Weatherford ranking number 2. The magazine also recognized Weatherford as being famous for its cutting horse industry and its low cost of living.
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EXCELLENCE IN PUBLIC SAFETY The City of Weatherford Police Department was awarded the prestigious Texas Law Enforcement Best Practices Recognition Award from the Texas Police Chiefs Association. The Law Enforcement Recognition Program is a voluntary process where police agencies in Texas prove their compliance with 164 Texas Law Enforcement Best Practices. These Best Practices were carefully developed by texas law enforcement professionals to assist agencies in the efficient and effective delivery of service, the reduction of risk and the protection of individuals’ rights.
TOP OF THE LIST FOR WASTEWATER MANAGEMENT The City of Weatherford Water and Wastewater Department received the Water Environment Association of Texas award for Wastewater Treatment Plant of the Year. The award is presented to a municipal wastewater treatment plant in Texas that has consistently exhibited outstanding performance of daily activities beyond the normal call of duty. The award is a category No. 2 for plants with flow rates of 1-15 MGD. Applications are evaluated based on performance criteria and compliance violations, staff training and certifications, safety record and program, and several other criteria. Weatherford met or exceeded all performance criteria with zero violations and zero loss-time injuries. It should also be noted that all plant staff are certified operators.
BEST IN FINANCIAL REPORTING Continuing a long-standing tradition of financial integrity, the City of Weatherford was once again awarded the Leadership Gold Circle Award for Financial Transparency from the Texas Comptroller’s Office. Local government transparency provides taxpayers a visible look at where the money goes.
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Financial Update
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FINANCE
The adopted FY17 budget represents the City of Weatherford’s blueprint of the programs and services it will provide to its citizens. The budget process is an ongoing exercise in balancing revenues and expenditures while giving City stakeholders an opportunity to evaluate its priorities. The overall strategic direction of the City is what dictates where resources will be placed. Valued input from City Council, citizens, and staff are necessary to make this a plan for success. The most recent adopted budget, FY 2016-2017, allocates $45,710,099 in anticipated revenue and $3,143,665 in accumulated fund balance to services across the City. Initiatives addressed in this budget include conducting a citizen survey to aid in future strategic planning decisions, upgrading public infrastructure across the City, evaluating funding mechanisms for services enjoyed by non-residents, preparing a new comprehensive plan and land use survey, completing development in Weatherford’s Heritage Park and downtown area, re-evaluating the City’s approach to marketing and tourism, planning for a comprehensive vehicle and major equipment rotation fund, evaluating long-term compensation plans and revitalizing the library. Soon-to-follow is a comprehensive capital improvement plan, which finance staff is currently developing. 1% LICENSES $624,917 1% FINES AND FORFEITURES $529,000 2% INTRAGOVERNMENTAL REVENUE $899,794 3% OTHER TAXES $1,465,000
6% USE OF RESERVES $3,143,665 10% SERVICE CHARGES $4,933,726 12% MISCELLANEOUS REVENUE $5,793,850 15% TRANSFERS AND OTHER SOURCES $7,536,902
23% SALES TAXES $11,173,000
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21% PROPERTY TAXES $10,417,328
5% INTERGOVERNMENTAL SERVICES $2,336,582
City expense breakdown:
47% Personnel $22,996,287
35% Contractual $17,000,218
7% Supplies/Maintenance $3,624,236
11% Capital Outlay $5,233,023
It is imperative to the budgeting process that staff not only look one year out, but multiple years. To do this, Weatherford’s finance team provides projections for revenues and expenditures for five years beyond the budget year. While it isn’t intended to be a forecast of future events, this five-year forecast does help provide key decision-makers a visual of the possible long-term effects of financial decisions and external factors. Major initiatives shown in this forecast are modest pay and personnel increases, continuing the vehicle rotation and efforts to diversify general fund revenue by capturing portions of annual sales tax increases for non-recurring projects. Overall, the City of Weatherford is thriving. Significant growth in both residential and commercial developments has bolstered the City’s property and sales taxes exponentially. Accompanied by modest tax rate increases, Weatherford has rapidly increased its financial security in a short period of time. As previously mentioned, it is imperative that staff and Council be careful to use this growth wisely. Staff should only propose to add positions where absolutely necessary, and should take care to plan for future expenses such as capital expansion, facility maintenance, information technology advancements and vehicles/major equipment. Fortunately, Weatherford benefits from a forward-thinking staff and Council. This professional team will continue to look for efficient and practical ways to make this already prosperous community even more prosperous.
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When we have
purpose and
believe in a vision, it is fulfilled by who we are and what we do. -Dan Brokke
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Mission The members of the City Council are committed to serving the people of Weatherford, helping them enjoy the best quality of life of any City in North Texas through an improved infrastructure and appearance, a diversified local economy that generates expanded revenues—and Weatherford’s status as a contemporary hub of Parker County, all the while maintaining its small town feel.
Vision Weatherford, Texas, is a service-oriented, yet still “small town” community that upgrades its infrastructure, celebrates and shares its rich history and fosters quality economic growth—in a fiscally-responsible, even revenue-generating fashion.
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Capital Transportation Projects
CAPITAL TRAN PROJECTS
WHAT WE DO The Transportation and Public Works Department ensures that the long-term strategic goals of Weatherford’s Comprehensive Plan are maintained by providing direction and oversight of new infrastructure development. The department covers transportation projects resulting from the Citizens’ Capital Advisory Committee, and all other public works services for the City of Weatherford. Terry Hughes Director
SERVICES WE PROVIDE The City of Weatherford has a mulitude of capital improvement projects that require ongoing support and evaluation. However, other services are offered, including: • • • • •
Permit issuance for any construction within the public right-of-way Traffic and investigative reporting to the Transportaton Advisory Board Information sharing, research and legal description preparation for maps Plan reviews and pubic improvement oversight Public street and road maintenance via the Neighborhood Street Improvment Program
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PROJECTS COMPLETED: • Worked with the Planning Department and the Economic Development Department to develop the City’s first Tax Increment Reinvestment Zone (TIRZ) • Implemented the first TIRZ public/private partnership to construct a portion of Kirkpatrick Drive adjacent to the new Academy and Hobby Lobby stores • Completed the final project of the $54,000,000 Weatherford/TxDOT Pass-Through Toll Program • Completed funding agreements with NCTCOG/TxDOT for Phase II of the Town Creek trail system • Completed one year service as Vice-Chair of NCTCOG Bicycle and Pedestrian Advisory Committee • Completed one year as a member of the NCTCOG Surface Transportation Technical Committee • Initiated discussions with TxDOT to develop a Highway Turn-Back program within the City of Weatherford
PROJECTS IN PROGRESS: • Amend and Update the 2013 Transportation Thoroughfare Plan • Develop a complete streets policy • Implement the TxDOT Highway Turn-Back Program • Continue to pursue transportation funding sources through NCTCOG and other venues
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Communications and Marketing
COMM AND MARKETING
WHAT WE DO
Blake Rexroat Director
Communications and Marketing is responsible for planning and conducting community relations programs for the City of Weatherford. Activities include production of the annual report, website development, internal/external communications and social media oversight. Communications and marketing also respond to media requests and assist with special events to promote local tourism while working with other departments to promote education and outreach initiatives.
SERVICES WE PROVIDE Communications and marketing collaborates with citizens and local partners to: • • • • •
Reinforce and increase the City of Weatherford’s visibility in the public Increase community engagement outreach efforts Advance and protect the City of Weatherford’s mission and vision Serve as a consultant on Capital Project Planning Develop and evaluate tourism programs
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PROJECTS COMPLETED: • Tourism website (www.experienceweatherford.com) and brand campaign to strategically assist in increasing Hotel Occupancy Tax dollars • Sponsor/Partner Program to strategically increase revenue for City sanctioned events and engender positive relationships with local and/or regional businesses • Built, led and completed Experience Weatherford promotional video • Established partnership with Texas Christian University (TCU) student-run advertising and public relations agency for the Experience Weatherford social media campaign • Completed year one of the TCU Certified Public Communicator program via the Bob Schieffer College of Communication to develop an overall strategic communications plan for the City of Weatherford - Plan will be complete in August 2017 • Researched, developed and established a social media policy • Collected and input all City social media pages into Archive Social program to comply with public records law • Acquired a production printer in collaboration with D AR R AWINNE6 Information Technology to alleviate the need for W 201 external printing, thus saving taxpayer dollars • Completed employee art project entitled “Caution! Artists at Work” that was led by SiNaCa Studios co-founder and City employee, Tim Todd • Completed Emergency Communications Plan (ESF 15) in collaboration with Emergency Management, Police Department, Fire Department and Fire Marshall’s Office • Graduated first class from Citizen University with 10 graduates
PROJECTS IN PROGRESS: • Researching, developing and establishing a Stategic Communications Plan in collaboraton with the TCU Certified Public Communicator program via the Bob Schieffer College of Communication • Rebranding and updating Employee Relations Guide • Researching, developing and establishing a public communication policy • Researching, developing and establishing a style guide brand policy • Experience Weatherford social media campaign
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Economic Development
ECONOMIC DEVELOPMENT
WHAT WE DO The Economic Development Department leads the organization for the promotion, marketing, attraction and retention of the local and regional economy.
MISSION
Dennis Clayton Director
Attract, assist and sustain quality economic development in the City of Weatherford that enhances the quality of life for our citizens, while preserving our unique spirit and cultural heritage.
VISION Weatherford: The Regional Leader in economic and community development, offering an unparalleled environment to own and operate a business.
TAG LINE Weatherford TX – The Western Gateway Business Centre of the DFW Metroplex .
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PROGRAM DEVELOPMENT: 101 Prospects: 28 Local; 51 DFW; 3 In-State; 11 (3 Int’l) Out-of-State; 7 NTCAR (DFW). • 50 Retail; 22 Commercial/Services; 21 Industrial; 8 NTCAR/TX ICSC (retail) Expo-Dallas. 67 Site Visits: 1,903 jobs; est. $260.75MM CI; 24 Local, 27 DFW; 7 In-State; 9 Out-of-State. • 38 Retail; 22 Commercial/Services; 7 Industrial 9 New Business Locations/Expansions: 165.4K SF/$27.5MM CI/226 jobs; 2 Local; 3 DFW; 2 In-State; 2 Out-of-State 1) QT Travel Center - 7K SF/$4MM CI/15 jobs 2) Downtown NEZ “Justice Burger” restaurant - 2.5K SF/$50K CI/15 jobs 3) Raising Cane’s Franchise restaurant - 5K SF/$1MM CI/15 jobs 4) Downtown NEZ “Jordan Taylor & Co.” Home Décor and Gifts - 9K SF/$200K CI/7 jobs 5) Flying Tire Bicycles - 2.4K SF/$65K CI/4 jobs 6) Slim Chickens restaurant - 3.5K SF/$650K/20 Coming in 2017: 7) Academy Sports + Outdoors – 66K SF/$11MM CI/85 jobs 8) Hobby Lobby – 55K SF/$7MM CI/30 jobs 9) 10.19 Downtown Weatherford Dev., LLC 102 Houston Ave.; 15K SF – 3 story office, historic downtown reconstruction, $3.0MM CI, 35 Jobs Grand Openings: • Power Service Products 103K SF Fulfillment Center • Justice Burger restaurant • Jordan Taylor & Co. Home Décor and Gifts • Flying Tire Bicycles • Vintage Café & Museum – Phase II • Weatherford Ridge SC – Ph III: Kay Jewelers & Firehouse Subs • WRMC/CHS 10-year Community Service Celebration, Nov. 4th – WEDB presentation by Pres. Randall Young; QuikTrip 7K SF Travel Center • Roger Williams CDJR Automall – November 4th • Film Alley Weatherford – November 18th
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Electric Utilities
ELECTRIC UTILITIES
WHAT WE DO The Electric Utilities Department oversees electrical system planning, construction and maintenance, electrical substations and distribution system, overhead and underground electric crews, power plant, SCADA and the fiber optic system.
MISSION STATEMENT Joe Farley Director
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The mission of the City of Weatherford’s Electric Department is to provide reliable electric service at a competitive price with exceptional customer service.
PROJECTS COMPLETED: • Completed a solar power purchase agreement with Garland Power & Light for approximately ten percent of our wholesale power supply needs • Constructed the new West Loop Substation which adds 60 MW of capacity to the electric system for a cost of approximately $5.2 million • Replaced the “North” substation transformer at our North Weatherford Substation due to a failing load tap changer for a cost of approximately $750k • Upgraded our Lake Weatherford Substation from 69kV to 138kV which required replacing one substation transformer for an approximate cost of $750k • Completed the construction of electric feeders out of the West Loop Substation on Ric Williamson Highway from Interstate 20 to Mineral Wells Highway • Completed the construction of the Lamar Street feeder out of the Live Oak Substation • Completed the installation of seventy percent of the new advanced metering system (AMS) electric meters • Replaced legacy substation communication systems at two substations: North Weatherford and West Loop
PROJECTS IN PROGRESS: • Perform a Transmission Cost of Service Study in order to reduce our wholesale power supply costs • Enter into a wholesale power supply contract for one-third of our power supply needs in order to replace an existing contract that will expire at the end of 2018 • Complete installation of West Loop Substation electrical feeders • Continue replacement of existing electric meters with AMS meters • Replace legacy substation communication systems at Live Oak and Railroad Substations • Begin installation of communication system to field devices • Upgrade recloser and meter databases
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EMERGENCY MANAGEMENT
Emergency Management
WHAT WE DO The City of Weatherford’s Office of Emergency Management (OEM) is charged with coordinating the City’s emergency management program. This is accomplished by developing emergency plans, offering disaster preparedness training, conducting drills and exercises and participating in public education programs.
SERVICES WE PROVIDE Cody Mulloy Emergency Management Specialist
To achieve our mission of creating a resilient community, the Office of Emergency Management provides many services to the public in addition to tasks for the City. Services include consultations on disaster planning for local business upon request as well as conduct public speaking engagements on the importance of being prepared. The Office of Emergency Management also provide instructional courses on how to be prepared for severe weather and disaster situations. An example of this is the how to prepare a 72hr kit class.
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PROJECTS COMPLETED: • Competed a city-wide full scale exercise in partnership with Weatherford Regional Hospital, Weatherford ISD, and Parker County • Conducted two 72-hour kit building classes for the public • Engaged in four public speaking engagements on preparedness with local groups • Hosted four Emergency Management trainings for City staff • Successfully completed the 2nd Citizens Fire Academy • Worked with a 3rd party contractor to conduct a city-wide radio needs assessment • Established an Active Shooter Policy for the City of Weatherford and in partnership with the Weatherford Police Department began an Active Shooter Training Program for City employees • Participated in a region-wide emergency operations center assessment study • Began creating the City of Weatherford’s Emergency Operations Plan • Began the planning process for creating the City’s debris management plan
PROJECTS IN PROGRESS: • Complete the City of Weatherford’s Emergency Operations Plan • Complete the City’s Debris Management Plan • Begin work on the City’s Continuity of Operations Plan • Continue to identify training needs for City staff • Develop an exercise program to test departmental preparedness • Conduct a city-wide full scale exercise • Continue to grow the public outreach program • Compete the 3rd Citizens Fire Academy • Secure funding for an outdoor warning system
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Fire Department
FIRE DEPARTMENT
WHAT WE DO The Weatherford Fire Department serves to protect and enhance the quality of life for the citizens of Weatherford through a comprehensive program of services involving Fire and Rescue, Fire Inspections, and Fire Prevention and Education. We hope visitors to our site will find it informative.
MISSION Paul Rust FIRE CHIEF
The Weatherford Fire Department is a progressive organization comprised of professionals who have accepted the mission of delivering superior services to all we serve.
VISION The Weatherford Fire Department will be recognized as leaders in our profession and as role models in our community. We will continually strive to improve our services by investing in allinclusive training, comprehensive education, and state of the art equipment. We will stay true to our values and hold one another accountable in pursuit of excellence.
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PROJECTS COMPLETED: • Obtained an improved ISO PPC rating for our citizens from a 3 to a 2 on a 10-point scale. A PPC rating is the major factor insurance companies use in settling homeowner insurance premiums. • Initiated the Huguley’s Mobile Firefighter’s Assessment Program, an annual medical surveillance program for our firefighters. To date, Huguley reported that the first group (one-third of total members) are “fit for duty”. • Developed a leadership training program for all supervisors within the department to prepare current and “next generation” leaders for supervisory roles, equipping them with knowledge and skills to effectively manage and lead employees. • Developed training programs to educate tele-communicators in fire department dispatch operators for new hires and annual continuing education. • Expanded the public fire safety education program to include the additional risk group of the elderly. • Completed the second Citizens Fire Academy Class. • Updated the Fire Department webpage and created a new Facebook page.
PROJECTS IN PROGRESS: • Implement an annual pre-incident planning program allowing firefighters to gather critical information on “target hazard” facilities, prior to the occurrence of an emergency incident. • Continue development of the Leadership Training Program for supervisors.
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Human Resources
HUMAN RESOURCES
WHAT WE DO The Human Resources Department administers, develops and directs employment policies for all departments within the City. The division arranges and conducts employment training and provides training tools for supervisors and managers.
MISSION Diana Allen Director
The Human Resources Department recruits, develops and retains a high-performing workforce and fosters a healthy, safe and productive work environment for employees in order to maximize individual and organizational potential and position The City of Weatherford as an employer of choice.
VALUES • Maintain confidentiality and ethical behavior • Communicate honestly and constructively with others; work with each other to resolve issues in a prompt, fair and equitable manner; respect the ideas, roles and talents of all City of Weatherford employees • Maintain an open, inclusive and non-threatening environment; treat everyone with respect, courtesy, dignity and integrity • Infuse humor into our workplace • Recognize, reward and celebrate success
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PROJECTS COMPLETED: • Provided support to 414 employees in the areas of benefits, retirement, conflict resolution and compensation • Processed 2857 individual applications for 57 job openings • Started a Benefits Committee that has a representational segment of employees coming together to review our current plan to help us maintain a competitive, fair and equitable benefits package in the most cost-effective manner possible • Started a Performance Management Committee to discuss the best manner possible for giving timely and personalized feedback to employees through open communication and collaboration with supervisors and peers • Held information meetings for employees at all locations to explain the Healthy Initiative reward program • Partnered with Campbell Clinic to offer a convenient means for employees to complete their annual Wellness exams • Oversaw the inspection and certification of handheld fire extinguishers and fire alarms and suppression systems • Facilitated and oversaw training such as new hire orientation, leadership training through Strategic Solutions for directors and front line managers and safety training for all departments plus “Handling Irate Customers” for employees with direct customer contact • Hosted the Annual Benefits Fair to educate employees on their benefits for the upcoming year as well as give them access to other benefits such as Legal Shield, American Fidelity, Nationwide, EECU and two local banks. Flu shots were also available at no charge to employees and their families. Frost Benefit Services was introduced to employees. • Open enrollment took place over five days at various City building locations to better serve the employees and make sure they had the coverage best suited to their needs
PROJECTS IN PROGRESS: • Implement a new performance management program for all departments • Complete an employee engagement survey • Develop and implement a new pay classification system
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Information Technology
INFORMATION TECHNOLOGY
WHAT WE DO
Troy Garvin Director
The Information Technology Division manages the Wide Area Network (WAN), which involves networking hardware and software troubleshooting, network device upgrades, contract negotiations, fiber optic coordination, data management, and network administration duties. The GIS system is used by internal employees and outside consultants to make decisions and recommendations regarding infrastructure improvements and changes. HelpDesk/ PC Support performs PC hardware and software troubleshooting, incident management for all city staff, HelpDesk problem resolution for approximately 1,200 computers, thin clients, phones, mobile, and network connected devices throughout the city.
OVERALL DEPARTMENT GOALS • Implement and maintain technology solutions that improve the delivery of quality services to our citizens • Ensuring responsive communication and improving customer service through effective deployment of technology • Provide timely and accurate information to City Council, city staff, and citizens through the continued expansion of GIS and web-based technologies
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PROJECTS COMPLETED: • Integrated pavement analysis application with the enterprise asset management system to analyze real-time street conditions • Upgraded several key Geographic Information Systems (GIS) applications to their current release • Deployed 115 new workstations and mobile computers across several departments including Animal Shelter, Fire, Police, and others • Deployed 70+ in-car cameras to the police fleet to enhance officer safety and promote transparency • Completed the implementation (phase 1) of an Electronic Content Management system for the City Secretary’s office • Migrated the on-premise enterprise email infrastructure to the government cloud-based Office 365 environment • Resolved 1,936 support tickets and service requests for departments throughout the organization • Conducted the first phase of an information security risk assessment that included the utilities SCADA IT infrastructure, assets, and applications
PROJECTS IN PROGRESS: • Electronic Content Management (ECM) – Following the successful ECM implementation, the IT team will position this system for expanded use throughout the enterprise • Public Safety Body-Worn Camera Deployment – Deploy 50+ body-worn cameras for the Police Department in support of their public safety initiatives • Call Center System – Implementation of this system will leverage existing phone hardware allowing the Utility Billing department to better serve citizens and increase efficiency of employees • Deployment of Skype for Business – The implementation of Skype for Business throughout the enterprise will update an internal communications system and provide the benefits of utilizing Microsoft cloud-infrastructure • Antivirus/Antimalware – With the ever evolving threat of virus, malware, and ransomware attacks, Information Technology will be implementing the latest technologies to safeguard the City network and computer systems • Parker County Appraisal District (PCAD) Data Replication – Develop and enable real time data transfers between the City and PCAD to supply updated property data that benefits the City’s planning and development efforts • ArcGIS Explorer for Mobile Devices – The implementation of this new mobile application will provide access to GIS data to all City employees to increase efficiencies • Warehouse Meter Database – The GIS team will streamline, develop workflows, and create a centralized website that will be embedded into the enterprise asset management system • Land use Database – Create land use GIS layer to be utilized for Planning and Zoning Comprehensive Plan. This data will include current and prior land use and zoning overlays such as historical, neighborhood districts and structure life cycles 2017 | ANNUAL REPORT 35
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Municipal and Community Services
MUNICIPAL SERVICES
WHAT WE DO The City of Weatherford’s Municipal and Community Services is responsible for overseeing operations of the Animal Services, Facility Maintenance, Fleet Maintenance and Sanitation divisions. Animal Services was integrated into Municipal and Community Services department in fiscal year 2017.
Dustin Deel Director
ANIMAL SHELTER: The City of Weatherford’s Animal Services division runs and operates the Weatherford Parker County Animal Shelter (WPCAS) and is responsible for the Animal Control inside the city limits. Animal Services also contracts with the City of Aledo, Hudson Oaks, and Willow Park to provide animal services to their respective residents. The city also contracts with the unincorporated Parker County to intake animals from the county to the WPCAS. The Weatherford Parker County Animal Shelter works hard every year to surpass the progress made the previous year. This fiscal year, WPCAS saw an increase of 12.7 percent in the total number of all animals coming into the shelter, as well as a total increase of 16.1 percent in the total number of animals with a positive disposition. This could not have be achieved without the support of our community, city, volunteers and staff.
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3500 3000 2500 2000 1500 1000 500 0 -500
2011
2012
2013
2014
2015
2016
Adoptions
Euthanasia
Rescued
Return-to-owners
Linear (Adoptions)
Linear (Euthanasia)
FACILITIES MAINTENANCE DIVISION: The Facility Maintenance Division is responsible for maintaining and sustaining the integrity of all city-owned buildings such as plumbing, minor electrical issues, etc. as well as contracting out larger projects. Facility Maintenance also oversees custodial services of some city buildings. In FY2016, the division completed 706 work orders for the city.
FLEET MAINTENANCE DIVISION: Responsible for maintenance of all vehicles and equipment in the General Fund and Solid Waste departments (excluding Utilities and Fire). Preventative maintenance is a large portion of what Fleet Maintenance deals with. By keeping this work in house, the city is able to reduce down time and costs to the City. • 584 service requests Completed • 195 preventative maintenance requests • 236 scheduled maintenance requests • 75 unscheduled maintenance requests • 44 in-field calls • Averaged 3.7 labor hours per service request
SANITATION DIVISION: The City of Weatherford’s Sanitation Division provides solid waste collection services to the private residents and some commercial firms of Weatherford to ensure a clean and healthy environment and contribute to the cleanliness of the city. The Sanitation Division also provides curbside bulk and brush (furniture, tree limbs, lumber, etc.) pickup for residents. The sanitation division has curbside recycling and electronic recycling programs that enables the city to divert materials from the landfill. • Serviced 9,917 homes within the city limits of Weatherford • 10,242 total tons of household solid waste picked up • 3,396 bulk and brush collections requests • 2,330 tons of bulk/brush picked up • 1,496 total customers participating in Recycling Program • Diverted 409 total tons of household waste from landfill due to our recycling program, thus saving approximately $7,280 Major Goals FY2017 • Establish a new sanitation crew to accommodate growth • Construct a brush site to divert materials from landfill
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PARKS, REC & EVENTS
Parks, Recreation and Special Events
WHAT WE DO The Weatherford Parks, Recreation and Special Events Department is committed to enriching the quality of life through exceptional programs, parks and facilities while preserving the community’s natural environment for the enjoyment of current and future citizens.
Shannon Goodman Director
CHANDOR GARDENS Chandor Gardens completed renovation of the mansion which included refinishing of the wood flooring in the great room and repair of the entry archway with an installation of a new handrail. The gift shop had a complete renovation to offer new promotional items within the shop. In the Gardens, the silver garden pergola was completely replaced with new lighting. A new ADA entrance ramp to office was rebuilt as well. This year has been especially successful for special events which includes the Autumn Art Walk attended by nearly 400; Goblins in the Gardens attended by nearly 600; Annual Holiday Open House attended by almost 800; Chandor Gardens Foundation Inaugural Reception attended by approximately 100 in which an initial concept plan for 13.5 undeveloped acres of Chandor property was presented; the Spring Fling attended by almost 400; Mother’s Day Luncheon attended by 150; and the Butterfly Release attended by over 300. Each year Chandor Gardens receives various donations which include: Over 20,000 tulip, hyacinth and daffodil bulbs and assorted bulbs; 5,000 caladium bulbs from Abbott IPCO along with 40 flats of assorted annuals from Kenneth Cranfill; and funds for a wet wall system for the greenhouse by Parker County Master Gardeners.
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HERITAGE PARK Heritage Park proudly announced that important projects are completed which includes the North Lot parking and the Amphitheater. The completion of these important projects allows an area to hold special events such as: First Monday Trade Days every month attended by approximately 6,000 during the weekend; Tuesday Nights at the Food Court attended by 250; Movies in the Park at the Amphitheater attended by 300; Concerts in the Park at the Amphitheater attended by 1100; Holiday in the Park Event attended by 8,000; and Spark in the Park Event attended by 10,000 on the grounds.
RECREATION Recreation activities have taken an upswing this year to include: Weatherford Lions Club Fishing Clinic at Love Street Park; Adult Softball Leagues at Holland Lake Ball Fields; Cherry Pool Activities and Lessons; Blastball games at Cartwright Ball Field; Scuba Dives for Beginners at Cherry Pool; Disc Golf Tournaments; Winter Trout Stocking at Holland Lake; Flag Football Leagues; Facility Rentals; Parker County Tennis Camp; Weatherford Little League Seasons; Youth Baseball Tournaments at Holland Lake Ball Fields; and KIDFISH at Holland Lake Park. The highlight of the year was the completion of 12 horseshoe pits at Love Street Park with Weatherford Noon Lions Club which allows all age groups to enjoy this fun recreational activity.
PARKS The Parks Maintenance Crews are the mainstay of this department and have completed numerous projects in the parks to include: Installation of new fountains at Holland Lake Park; Installation of hand rails at the new restroom and placing new playground equipment at Cherry Park; parking lot and gated entrance at Quanah Park; Installation of decorations for holidays at downtown quadrants each season; north lot parking & Amphitheater at Heritage Park; Installation and set-up for Holiday in the Park event at Heritage Park; Set-up and worked at Spark in the Park event at Heritage Park; removal of vacant house next to Event Center at Heritage Park; replaced split-rail fence at Isaac Parker Memorial Monument at Weatherford Lake; installed scoreboard for Weatherford Little League at Soldier Spring Ball Fields; installed bleachers for Weatherford Little League at Soldier Spring Ball Fields; preparation of property for Veterans Memorial at Soldier Spring Park; graded and seeded fields at Cartwright Park; landscaped Mount Pleasant School grounds; and built dog kennels for Animal Shelter.
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Pl
15
Planning and Development
PLANNING AND DEV
WHAT WE DO Staffs or supports seven boards and commissions and works with city departments and outside agencies to facilitate, negotiate and regulate private development. Working with other departments, develops future projections and plans for growth, physical requirements, and quality community development for the City of Weatherford and its Extra-Territorial Jurisdiction.
Craig Farmer Director
SERVICES WE PROVIDE • Building Inspection and Permitting • Code Enforcement, providing code and building expertise to the Building Standards Commission • Consumer Health and food establishment inspections • Historic Preservation, staffing the Historic Preservation Commission • Long-range planning, staffing various advisory committees • Main Street Program, staffing the Main Street Board and supporting the Downtown Association • Zoning and subdivision platting processes, staffing the Planning and Zoning Commission and Board of Adjustments
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MAJOR ACCOMPLISHMENTS: Total Valuation of Development Processed by Permits Issued 2012 2013 2014 2015 2016 $40,657,516 $44,273,375 $65,070,461 $78,922,588 $102,903,755 New Housing Starts 2012 2013 2014 2015 2016 109 189 192 198 211 (900 new homes in the last 5 years)
MAJOR GOALS: • • • • • • • • • • •
Continue meeting/discussing/modifying codes and ordinances with realtors and developers Increase level of enforcement on repeat or multi-violation Code Enforcement cases Develop more community informational outreach brochures Complete transfer of Consumer Health to Planning and Development and use Trak-It permitting Clarify mobile food vendor and itinerate vendor ordinances Distribute 2017 Historical Downtown Business Map Focus on downtown lighting, crosswalks, sidewalks and parking Add downtown customer and visitor parking in underutilized public and private lots Simplify and improve site development process Complete General Plan Update zoning regulations/use charts to implement General Plan – Downtown, Fort Worth Highway, etc.
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Pl
15
PLANNING AND DEV
Planning and Development
BUILDING INSPECTION • Completed two year process transferring/scanning paper files and commercial plans into digital format • Cross-trained building inspections in code enforcement procedures and regulations • Launched mobile software to help facilitate information in the field • Performed 9,237 building inspections
CODE ENFORCEMENT • Hired/trained new staff and obtained required state code officer certification • Improved content and access to informational handouts • Coordinated legal process to improve enforcement process through compliance focus and use of warning notices • Revised documentation and archiving process to retain prior cases • Visited with 2,627 citizens, opened 622 cases and demolished, forced the remodeling or initiated legal process on 20 substandard structures
CONSUMER HEALTH • Adopted updated food establishment rules and regulations in Texas Administrative Code, effective Oct. 11, 2015 • Distributed 15,000 flyers entitled “Protect Yourself from Mosquitoes” in the May 2016 utility bills • Implemented new Retail Food Establishment Inspection Report from Texas Department of State Health Services • Performed 651 inspections: 338 routine; 54 compliance; 23 complaint; 115 temporary; 22 child care facility; 60 commercial swimming pool/spa; and 39 pre-opening
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HISTORIC PRESERVATION: • Adopted Historic Preservation ordinance and initiated Historic Preservation Incentives Program for homes and businesses • Successfully orchestrated 100th anniversary of Bankhead Highway Celebration, showcasing City of Weatherford as visitor destination and encouraging residents and visitors to come downtown • In collaboration with the Texas Historic Commission, held state-wide Bankhead conference showcasing Vintage Events Center and Weatherford
MAIN STREET/DOWNTOWN: • Opened Main Street Office at the Vintage Car Museum • Facilitated organization of Weatherford Downtown Business Alliance of Texas (WDBAT), representing numerous businesses in Central Business District (CBD) • Numerous major enhancements made, such as redevelopment of Carter Ivy Building, opening 15 new businesses including Vintage Car Museum and Events Center • Worked with Economic Development, Historic Preservation Commission, Planning and Zoning Commission and Council to approve zoning and historically compatible elevations for Houston Centre and construction in 2017 • Weatherford Main Street represented at numerous workshops, conferences and trade shows throughout Texas • Supported tourism and events by encouraging businesses, industries and individuals to partner in downtown, festivals and events sponsored by Weatherford
PLANNING AND ZONING • Held 20 Planning and Zoning Commission meetings with 56 agenda items including plats and zoning cases • Attended 11 Development Advisory Committee Meetings with the development/building community to discuss development issues • Amended and improved masonry requirements and accessory building requirements • Updated and revised more accurate use charts with new retail and office districts • Revised a more enforceable tree ordinance, set for approval after FY15-16 • Completed processing platting and zoning of significant projects such as Weatherford Town Center, which includes Academy, Hobby Lobby and 102 Houston Centre
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Police Department
POLICE DEPARTMENT
WHAT WE DO The Weatherford Police Department is directed to preserve law and order and enforce our society’s laws and ordinances. It is our mission to create a high quality of life and provide a safe, secure and sanitary environment for the citizens of this community. Our goal shall be to make the City of Weatherford a safer and better city in which to live, work and play.
Mike Manning Police Chief
ACHIEVEMENTS • Received the Texas Law Enforcement Best Practices Recognition Award from the Texas Police Chiefs Association. • Received grant funding from the Office of the Governor, Criminal Justice Division to fund Mental Health Officer Training for Police Officers. • Received grant funding from the Office of the Governor, Criminal Justice Division to provide 33 body worn cameras to front line officers. • Received grant funding from the Office of the Governor, Criminal Justice Division to install digital video storage needed to download video from body worn cameras and store this video as evidence for court. • Replaced all police patrol in-car camera systems. • Held our first two Junior Police Academies. • Lowered the City’s crime rate. UCR Part 1 Crime Data
UCR Offenses 1000
900
800
800
600
750
786
740 667
667
600
400
485
500
200 0
749
700
400 2010
2011
2012
2013
2014
2015
2016 YTD
Criminal Homicide
Forcible Rape
Sex Offenses
Robbery
Assault: Aggravated
Burglary
Theft
Motor Vehicle Theft
Total Reportable Offenses
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300 200 100 0
2010
2011
2012
2013
2014
2015
2016 YTD
STATISTICS: • Overall totals for the City’s Part I Uniform Crime Report (UCR) for violent crimes stayed the same when comparing FY2015 (49) to FY2016 (49). However, increases in offenses occurred in criminal homicide, sexual assaults, and robberies and a decrease was seen in aggravated assaults. Part I Violent Crimes include criminal homicide, rape, robbery and aggravated assault. • The City experienced a 12 percent decrease in Part I UCR Property Crime comparing the FY2015 (682) to FY2016 (597). Property Crimes are those classified as Burglary, Theft and Auto Theft. • The Criminal Investigations Division has an average of a 22 percent case clearance (suspect arrested or exceptionally cleared), and a 20.9 percent case closure rate (cases unfounded or received a non-prosecution from reporting person) for a total of 42.9 percent of cases closed. • The PD made 1225 arrests with 1976 different charges. The PD also detained 66 juveniles. • The PD experienced the following call related activity: • 48,898 calls for service and other officer initiated calls • 1771 motor vehicle accidents reported with 1369 of these accidents being worked or a blue form provided • 1683 alarm calls with 1325 false alarms • 14,852 calls for service where more than one officer was dispatched • 11,121 traffic related vehicle stops. • The Department telecommunications received: • 16,818 (FY2015) compared to 16,827 (FY2016) 9-1-1 telephone calls • 68,729 (FY2015) compared to 70,169 (FY2016) administrative telephone calls • The PD is currently authorized 58 full-time police certified personnel (down from 60 FY2013) and two paid reserve officers • Currently two vacant sworn positions • Hired replacements for five sworn positions this year • Anticipating up to three retirements in FY2016
MAJOR GOALS: • Increase the number of certified law enforcement officers. • Increase de-escalation training for both sworn and civilian personnel. • Develop a succession plan for the police department due to the high number of employees who are eligible to retire. • Reduce traffic accidents and traffic related complaints. • Continue to improve quality of life for citizens by creating a low tolerance for criminal activity or any other activity that disturbs our citizens’ well-being. 2017 | ANNUAL REPORT 45
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Public Library
PUBLIC LIBRARY
WHAT WE DO The Weatherford Public Library provides free library services for Weatherford and the Parker County community and informs, enriches, supports and empowers its citizens by promoting lifelong learning opportunities and a love of reading.
Chris Accardo Director One of the most impactful changes we made at the library in FY2016 actually started in midFY2015. We hired a new librarian (designated the Community and Events Librarian) in June 2015, and one of the primary mandates for that position was to create meaningful educational and recreational programs for adults. By the beginning of FY2016, that programming was planned and ready to go. Four new recurring monthly events were formed: Coloring for Adults, Needlework, Book Club, and Afternoon Cinema. Additionally, several one-time events were held over the course of the year, including classes on edible landscapes, composting, selfdefense, nutrition, and homebrewing of beer. The largest addition to programming for adults was the Adult Summer Library Challenge. In its inaugural year, the Challenge registered 420 participants, who completed different reading and library usage tasks for chances to win prizes. In all, attendance at the 100 library-sponsored events totaled 2,608. The last time we offered a reading program for adults was in the spring of 2010. The Youth Services department increased its programming, too, adding a second pair of storytime sessions on Fridays. Attendance at children’s events ballooned from 10,396 in FY2015 to 15,234 in FY2016. In FY 2016, the library received several minor facility improvements designed to directly improve the experience of library users. The first was the automation of the entryway doors. We had received numerous complaints from library visitors that the double set of manual-only doors were difficult to navigate for people with physical disabilities, wheelchairs or walkers, strollers and/or armloads of books. The second was the lowering of a drain opening in the men’s restroom that had, over time, risen above the floor level and made cleaning the restroom
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difficult and more time-intensive. The third was the installation of new material return chutes in the exterior drive. One of the existing chutes did not function at all and the other leaked when it rained. We explored major facility improvements through a formal needs assessment process facilitated by Dewberry Architects. The needs assessment included four focus group meetings and two community input sessions, plus a community survey that garnered 537 responses. After the final design charrette held with Weatherford City Council members, the Weatherford Public Library Board, City staff and other stakeholders, Dewberry recommended a renovation and expansion of the existing facility from 17,000 square feet to nearly 50,000 square feet, at a projected capital cost of $12,387,342 (at 2016 costs). On June 20, we hosted a 40th birthday party for the library building, which opened in 1976. The staff development focus for the year was customer service, and in October the entire staff completed a professional training session with Webucator, while select staff members received additional monthly management and leadership training with Jon Stigliano. Physical materials checked out: 322,980 Digital materials checked out: 24,261 Total materials checked out: 347,241 New library accounts opened: 3,967 Reference transactions: 11,581 Visitors to the library: 136,199 Desktop computing sessions provided: 20,692 Desktop computing hours provided: 24,054 Wireless computing sessions provided: 66,257 Wireless session hours provided: 14,105 Number of external events (not sponsored by library) held in library: 274 Attendance at external events: 4,402 Summer Reading Challenge (Kids and Teens) registrations: 1,541 Summer Reading Challenge total hours read: 22,175
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Transportation and Public Works
TRANS AND PUBLIC WORKS
WHAT WE DO
Manny Palacios Director
The Transportation and Public Works Department is committed to providing services and infrastructure in a quality manner through the use of modern engineering and management practices with a team of people dedicated to professional excellence and customer satisfaction. We strive to accomplish these tasks efficiently, effectively and with accountability to the community we serve. We also ensure that the long term strategic goals of Weatherford’s comprehensive plan are maintained by providing direction and oversight of new infrastructure development.
SERVICES WE PROVIDE • Issue right-of-way construction permits for any work within the public right-of-way • Investigate and present to the Transportation Advisory Board various traffic related issues/ requests • Provide information, research and prepare legal information and maps to the public and other departments • Review construction plans and inspect right-of-way public improvements • Coordinate various activities and projects with other local, county and state entities • Improve and maintain public streets, drainage and traffic signs through a Neighborhood Street Improvement Program
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PROJECTS COMPLETED: Administration • Implemented new R.O.W. Construction Permitting and registration form • Established and adopted new R.O.W. Management Ordinance • Continued updating new work order system Field Services • Acquired new Autodesk software for CAD design on rehab street projects • Continue contracting inspection services to provide quality control and prompt inspections Traffic • Continue updating street name signs to meet Federal and State guidelines up to 85 percent completed • Acquired new sign plotter to produce a more efficient and cost effective traffic signs • Placed over 3,500 LF of pavement markers (buttons) to provide long lasting and durable pavement markings Streets • Reconstructed over six miles (31,680 LF) of City roadways for a total of 24 projects • Performed over 1.5 miles (7,920 LF) of preventative maintenance by utilizing microsurfacing and slurry seal application • Placed over 450 LF of storm drainage system with curb inlets and drainage structures • Constructed City’s first roundabout to help stream flow traffic and pedestrian safe through intersection • Received and executed over 479 citizen requests for potholes, tree trimming, and emergency out-calls, etc.
PROJECTS IN PROGRESS: Field Services • To perform the most accurate and reliable construction plans for in-house projects • To provide the best quality control inspection services for public infrastructure Traffic • To maintain City’s street signs and pavement markings for the safe and efficient movement of traffic through our City street network • To provide safe and effective traffic control to our motorists, community and emergency entities Streets • Protecting the investment in public streets through preventative maintenance and reconstruction of streets. • Provide assistance to other departments with various work orders on special projects and emergency situations 2017 | ANNUAL REPORT 49
Wa 49
WATER, WW AND ENG
Water, Wastewater and Engineering WHAT WE DO
The Water, Wastewater and Engineering Department manages the treatment and distribution of drinking water, and the collection and treatment of wastewater for customers in the City of Weatherford. The department also provides wholesale water and wastewater services for the City of Hudson Oaks. Overall, the utility manages a staff of 49 employees with an annual budget of $12.9M and $5.3M for water and wastewater, respectively. The utility is comprised of six departments – Administration, Water Treatment Plant, Rick Shaffer Water/Wastewater Maintenance, Water/Wastewater Director Rehabilitation, Engineering, and Wastewater Treatment Plant. Together, these departments operate and maintain a 14 MGD water treatment plant, 4.5 MGD wastewater treatment plant, 275 miles of water pipelines, 208 miles of wastewater pipelines, 8 pump stations, 9 water storage tanks and 24 wastewater lift stations.
AWARDS Water Environment Association of Texas Award for Wastewater Treatment Plant of the Year
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PROJECTS COMPLETED: Regulatory • Developed a Nitrification Action Plan to comply with new TCEQ regulations • Conducted and passed three-year TCEQ inspections at both the water and wastewater treatment plants Operations and Maintenance • Produced over 1.4 billion gallons of drinking water • Observed significant reductions in non-revenue water partly due to the new automated metering system (AMS) water meters that the utility is installing, and ongoing maintenance to find and repair leaks • Installed chemical feed system for reduction of manganese and iron, as it relates to water color issues • Installed over 3,000 new AMS water meters to improve accuracy and reduce non-revenue water • Continued participation in a voluntary program with TCEQ to reduce the frequency and magnitude of sanitary sewer overflows, through which staff performed camera inspection of 88,800 feet, smoke-testing of 66,700 feet, Vac-Con cleaning of 26,600 feet and jetting of 476,300 feet of wastewater mains during 2016 • Completed major electrical, SCADA and site upgrades to Lift Station #15 • City crews replaced over 6,700 linear feet of water and sewer mains – many in coordination with the TPW department • Upgraded the control panel for the U.V. system at the wastewater treatment plant to reduce energy costs Capital Improvements • Completed construction of 16 inch water line to extend service to Ric Williamson Memorial Highway • Submitted TCEQ Water Right permit application for reclaimed water project • Received over $1.5M in grant money from TWDB for reclaimed water project • City staff designed eight capital improvement projects, and managed 15 other consultant projects • Conducted approximately 870 plan reviews for projects initiated by developers and property owners Public Outreach • Developed several new webpages on the City’s website to publish master planning studies, allow contractors to download bid documents electronically and overhaul the water conservation program information • Collected over 600 pounds of medicine from residents in the Take Back Meds Program, for the second year in a row, which serves as an important step in protecting our water supplies 2017 | ANNUAL REPORT 51
Wa 49
WATER, WW AND ENG
Water, Wastewater and Engineering
PROJECTS IN PROGRESS: Regulatory • Continue to meet all regulatory requirements for water and wastewater service Operations and Maintenance • Replace chemical storage tank and chemical piping insulation at water treatment plant • Conduct preventative maintenance on critical equipment at the water treatment plant to improve system reliability • Install 4,000 new AMS water meters • Perform camera inspection of at least 16 miles of wastewater mains in designated water sheds, and repair problem areas as necessary • Replace 9,500 linear feet of water and sewer mains with city crews • Implement new maintenance program of water and wastewater easements Capital Improvements • Complete design and start construction for several water and sewer projects to extend service to newly annexed areas along Ric Williamson Memorial Hwy and Old Brock Rd • Construct 30 inch water transmission main along Oak St to improve the water distribution system • Secure TCEQ water rights permit, TCEQ discharge permits and start construction of the reclaimed water system • Major overhaul of the SCADA system at the wastewater treatment plant • Complete the Wastewater Collection System Master Plan Public Outreach • Develop new webpages for capital improvement plan (CIP) projects to inform the public of ongoing projects • Develop an educational program about proper oil and grease disposal within the household • Expand the Pretreatment Program to include addressing household pollution prevention
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Water Production (MG)
WATER PRODUCTION
2000 1500 1000 500 0
FY2013
Retail
FY2014 Wholesale
FY2015
FY2016
Total Water Sold
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Strategy is one’s commitment to a
future. It goes beyond ideas to action. vision of the
- Dan Brokke
DEVELOPED DEVELOPEDBY BYTHE THE COMMUNICATIONS COMMUNICATIONS AND ANDMARKETING MARKETING DEPARTMENT. DEPARTMENT.
54 ANNUAL REPORT | 2017