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BUILDING A STRONG COMMUNITY TOGETHER.
CONTENTS City Manager 06 City Council
08
Organizational Chart 10 Recognition and Awards 12 Financial Update 14 Mission and Vision 17 Departments Capital Transportation Projects Communications and Marketing
18 20
Electric Utilities 22 Emergency Management 24 Fire Department 26 Human Resources 28 Information Technology 30 Municipal and Community Services
32
Parks, Recreation and Special Events
34
Development and Neighborhood Services
36
Police Department 40 Public Library 42 Transportation and Public Works
44
Water/Wastewater and Engineering
46
2 ANNUAL REPORT | 2017-18
2017-18 | ANNUAL REPORT 3
STRONG
COMM 4 ANNUAL REPORT | 2017-18
UNITY
2017-18 | ANNUAL REPORT 5
CITY MANAGER The beginning of the new year always has an element of excitement and hope. Whether it is a personal or professional goal, it is always essential to reflect, contemplate and tackle new challenges. As a city, we continue to experience significant growth and strive to promote the needs of the community and this organization. As cliché as the phrase may sound “doing more with less” is undeniably the basis of what we have been entrusted to achieve.
Each city department is focused on meeting and exceeding our citizen’s needs. Our employees take pride in both the organization and the community. This year we will began building the strong community initiative. Although it will be different for each group, the common thread is focusing our efforts on helping each other and the community meet our full potential.
This organization has so many new projects on the horizon and I look forward to each new opportunity. I want to thank the council, boards, commissions, staff and our citizens for helping to build such an exceptionally stable and inspiring community.
Sharon Hayes, City Manager 6 ANNUAL REPORT | 2017-18
2017-18 | ANNUAL REPORT 7
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. The Mayor is up for election the following year.
Craig Swancy Mayor Jeff Robinson Mayor Pro-Tem/Place 2
Heidi Wilder Place 1
Curtis Tucker Place 3
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Kevin Cleveland Place 4
THE NUMBERS 63 Ordinances 30 Resolutions 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 2017-18 | ANNUAL REPORT 9
ORGANIZATIONAL CHART
Deputy City Manager James Hotopp
City Secretary Malinda Nowell
Development and Neighborhood Services Craig Farmer
Electric and Warehouse Joe Farley
Capital Transportation Projects Terry Hughes
Water, Wastewater and Engineering Rick Shaffer
Police Dept. Lance Arnold
Parks and Recreation Shannon Goodman
Fire Dept. Paul Rust
Transportation and Public Works Manny Palacios
Building Inspection
Field Operations
Code Enforcement
Street Operations
Consumer Health
Traffic Operations
Main Street
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City Manager Sharon Hayes
Assistant City Manager Brad Burnett
Assistant to the City Manager Krista Peacock
Economic Development Kristen Pegues
Comm. and Marketing Blake Rexroat
Finance Kyle Lester
Public Library Chris Accardo
Human Resources Diana Allen
Animal Services Dustin Deel
Information Technology and GIS Troy Garvin
Municipal and Community Services Dustin Deel
Facilities Maint.
Accounting Budget and Purchasing Financial Analyst Municipal Court Utility Billing
Human Resources Tim Todd
Fleet Maint. Waste Mgmt.
Emergency Management Cody Mulloy
Risk Management 2017-18 | ANNUAL REPORT 11
RECOGNITION AND AWARDS
RECOGNITION OF OUTSTANDING PLANNING BY THE TEXAS CHAPTER OF AMERICAN PLANNING The APA-Texas Chapter Awards Committee chose Weatherford’s General Plan as the recipient of the Chapter’s 2018 Comprehensive Planning Award. The award promotes the work of planners, planning officials and students in the state by recognizing exemplary work at the annual planning conference.
TEXAS AMATEUR ATHLETIC FEDERATION CITY OF THE YEAR The Texas Amateur Athletic Federation (TAAF) recognized the Parks and Recreation professionals in the City of Weatherford who contribute to the success of community recreation. The Parks efforts spent running TAAF programs and leagues, paired with their willingness to host large regional tournaments, led to the recognition.
2018 BRANDING IRON AWARD This award is given by the Texas Library Association (TLA) to honor “creative marketing and public relations projects and activities.” Each year, TLA gives out one award and one honorable mention in several different categories, including advertising, printed promotions, and special events. WPL’s quarterly Event Guide won the 2018 Honorable Mention for the Printed Promotions category.
2017 ACHIEVEMENT OF EXCELLENCE IN LIBRARIES AWARD This award is given each year based on ten criteria, including reading programs, literacy support, and workforce development for the previous year’s activities. In February 2018, WPL received this award for 2017. WPL has applied for the 2018 award as well, having met all of the criteria. That award will be announced in February or March 2019.
12 ANNUAL REPORT | 2017-18
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 Blooms Home and Garden Festival.
CERTIFICATE OF ACHIEVEMENT FOR EXCELLENCE IN FINANCIAL REPORTING PROGRAM (CAFR PROGRAM) The GFOA established the Certificate of Achievement for Excellence in Financial Reporting Program (CAFR Program) in 1945 to encourage and assist state and local governments to go beyond the minimum requirements of generally accepted accounting principles to prepare comprehensive annual financial reports that evidence the spirit of transparency and full disclosure and then to recognize individual governments that succeed in achieving that goal. The goal of the program is not to assess the financial health of participating governments, but rather to ensure that users of their financial statements have the information they need to do so themselves.
DISTINGUISHED BUDGET PRESENTATION AWARD PROGRAM (BUDGET AWARDS PROGRAM) GFOA established the Distinguished Budget Presentation Awards Program (Budget Awards Program) in 1984 to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting and then to recognize individual governments that succeed in achieving that goal.
2017-18 | ANNUAL REPORT 13
FINANCIAL UPDATE The adopted FY19 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, FY2018-2019, allocates $59.5 million in anticipated revenue and $7.1 million in accumulated fund balance to services across the City with most being capital-related (i.e. funds designated for one-time expenditures). Initiatives addressed in this budget include some departmental restructuring, upgrading public infrastructure across the City, evaluating funding mechanisms for services enjoyed by non-residents, adhering to our new comprehensive plan and land use survey, continuing 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, integrating a new Enterprise Resource Planning System, and making plans to initiate large-scale capital improvements. 1% LICENSES $748,004 1% FINES AND FORFEITURES $479,200 2% INTRAGOVERNMENTAL REVENUE $1,286,404 2% MISCELLANEOUS REVENUE $1,236,218
10% SERVICE CHARGES $5,797,524
3% OTHER TAXES $1,595,000
11% TRANSFERS AND OTHER SOURCES $6,705,959 12% USE OF RESERVES $7,100,000 14% INTERGOVERNMENTAL SERVICES $8,230,804
24% SALES TAXES $14,000,000
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21% PROPERTY TAXES $12,287,075
City expense breakdown:
42% Personnel $25,059,545
6% Supplies/Maintenance $3,277,864
19% Contractual $11,481,610
33% Capital Outlay $19,647,310
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 look does help provide key decision-makers with a visual to 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 and property taxes for non-recurring purposes. 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.
2017-18 | ANNUAL REPORT 15
TRUE TE
E EXAS 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.
2017-18 | ANNUAL REPORT 17
CAPITAL TRANSPORTATION PROJECTS WHAT WE DO Capital Transportation Projects ensure 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.
SERVICES WE PROVIDE The City of Weatherford has a multitude 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 Transportation 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 Improvement Program.
18 ANNUAL REPORT | 2017-18
Terry Hughes Director
PROJECTS COMPLETED: • Completed the design of Katlyn Drive and finalized ROW acquisition for the new road adjacent to the new Honda of Weatherford motor complex. The final roadway is scheduled for opening and operation in January 2019. • Completed the construction of Phase II of the Town Creek Trail System which starts at Holland Lake and extends south to Washington Drive. This is an additional mile of trail added to the city’s current 3.25-mile system. • Completed the construction of the Upper Holland Lake Watershed Detention System which now acts as a regional detention system for the watershed south of Interstate Highway 20 and adjacent to the Trace Ridge Addition. • Completed construction of the new debris catchment system located at Roger Williams Auto Complex for the Holland Lake watershed. • Completed real estate acquisition for the Timber Creek project. • Started construction of the Black Warrior Creek Channel Stabilization project. • Completed ROW acquisition of BB Fielder Road with construction starting in early 2019. • Completed traffic signal at the intersection of BB Fielder Road with FM Highway 1884. • Completed implementation of the City’s new Complete Streets Program. • Received final funding approval for the northern by-pass of the downtown plan from NCTCOG and TXDOT. • Received funding for a beautification project along FM Highway 51 (South Main Street).
PROJECTS IN PROGRESS: • • • •
Start design of northern by-pass of the downtown plan. Start construction of the BB Fielder extension. Start construction of South Bowie Drive improvements. Continue efforts to receive funding for transportation and drainage projects.
2017-18 | ANNUAL REPORT 19
COMMUNICATIONS AND MARKETING WHAT WE DO The Department of 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 communications and social media citizen engagement. Communications and Marketing also responds to media requests and assists with special events to promote local tourism while working with other departments to promote education and outreach initiatives.
SERVICES WE PROVIDE • Deliver accurate information that informs the public, citizens and employees. • Utilize and discover ways to better communicate within the scope of new technological advances that can improve overall City communication and create conversations with the public. • Promote the Experience Weatherford tourism brand. • Engage and maintain better relationships with news media, both locally and regionally. • Ensure citizens, public, businesses, employees and elected officials are notified in the case of an emergency or crisis.
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Blake Rexroat Director
PROJECTS COMPLETED: • Official trademark acquisition for 2 marks on the new City brand/logo/slogan through the United States Patent and Trademark Office (USPTO). • Neon Cloud economic development video and Chandor Garden video. • Experience Weatherford Partner/Sponsor Program raising $60k-$80k for quality of life events. (Ongoing) • Employee EDGE internal magazine. (Ongoing) • Designed and launched the Heritage Square Weatherford website (www.heritagesquareweatherford.com) • Aquired over $98.50K in earned (free) news media. See charts below for additional details. • Increased free social media exposure compared to paid traditional news media exposure. • Designed new Weatherford PD patrol vehicles in collaboration with Chief Lance Arnold. • Designed new Weatheford PD uniform patch in collaboration with Chief Lance Arnold.
PROJECTS IN PROGRESS: • Working with Troutman Sanders LLP on obtaining official trademarking for 2 remaining City of Weatherford logo marks from the United States Patent and Trademark Office (USPTO) • Neon Cloud tourism and retail video. • Neon Cloud Strong Community videos (7 total). • PEG fund research and reinstatement for the City. • Facebook Live weekly updates on City business each Tuesday at 11 a.m. • Hire new Communications and Marketing Coordinator to replace the departure of Tim Todd to HR.
VALUE OF COMMUNICATION AND MARKETING EFFORTS: *Software (Meltwater) does not pull data for Weatherford Democrat.
2017-18 | ANNUAL REPORT 21
ELECTRIC UTILITIES WHAT WE DO The Electric Department is responsible for electric system planning, distribution system construction and maintenance, substation maintenance, fiber optic system construction and maintenance, supervisory control and data acquisition of the electric system, utility dispatch and warehousing.
MISSION The mission of the City of Weatherford’s Electric Department is to provide reliable electric service at a competitive price with exceptional customer service.
ELECTRICAL SYSTEM Residential Customers 12,666 Commercial Customers 2,290 Total Customers 14,956 System Peak - Winter 114.6 MW System Peak - Summer 100.7 MW Purchased Power 440,641 MWh System Electrical Losses 3.00% System Average Interruption Duration Index 38 minutes Customer Average Interruption Duration Index 81 minutes
22 ANNUAL REPORT | 2017-18
Joe Farley Director
PROJECTS COMPLETED: • Replaced high pressure sodium lights with LED lighting fixtures. Currently, 52 percent of lighting has been replaced. • Designed and installed the electric system for 10 commercial buildings, 6 residential subdivisions, and 1 commercial subdivisions. • Designed and completed the removal and relocation of all open wire secondary to various blocks of East View, Fort Worth Hwy., Anderson Street, 400 through 700 blocks of W Spring, 400 through 700 blocks of W Bridge, 500 through 800 blocks of W Water, 200 and 300 blocks of Case Street, 600 and 700 blocks of North Street, and street light circuits on the east side of S. Main from Lee to Owens. • Designed, installed, and extended the 1803 distribution feeder along Fort Worth Hwy. • Designed and installed the overhead primary distribution system on I-20 from Bethel Road west to South Bowie Drive. • Designed and rebuilt the underground primary system into several sections of Oak Wood Addition, Oak Wood North Addition, and Valley Trail Drive. • Completed installation of fiber to West Loop Substation providing SCADA, internet, phone, and video surveillance. • Completed installation of security cameras in all electric substations. • Completed installation of the electric automated metering system. • Successfully completed annual warehouse inventory with only a 0.1% loss.
PROJECTS IN PROGRESS: • Continue replacement of existing high pressure sodium street and rent lights with LED fixtures. • Design and install the electric systems for commercial buildings, commercial subdivisions, and residential subdivisions as needed. • Design and implement the removal and relocation of all open wire secondary system wide. • Design and complete the distribution line on Bethel Road from BB Fielder Road to Phase I & II of Weatherford Heights Addition. • Design and install the western loop distribution feeders along both sides of the western loop from Union Pacific Rail Road Bridge to Peaster Highway. • Design and install the distribution feeder along I-20 west from the western loop to Pilot Truck Stop. • Design and install the distribution feeder from Pilot Travel Center to and around Browder Lane and tie into the existing distribution feeder line on I-20 east. • Design and install the distribution feeder along the 1700 block of Fort Worth Highway to the 2800 block of Fort Worth Highway. • Design and install the distribution feeder on White Settlement Road from the Lake Substation to Oak Ridge Drive. • Design and install the distribution feeder along the south side I-20 east from Ric Williamson Hwy approx. 7,000 feet. • Design, rebuild, and install the underground primary system into sections of Valley Trail Addition, Briarwood Addition, College Park Apartments, and new Roundabout at College Park Drive and Martin Drive. • Implement a web portal so that customers can view their electric consumption information as provided by the automated metering system. • Implement electric distribution staking software: Milsoft/Partner • Implement barcoding system for the Warehouse. • Annual warehouse inventory loss of 1% or less. 2017-18 | ANNUAL REPORT 23
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 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 provides instructional courses on how to be prepared for severe weather and disaster situations. An example of this is the “How to Prepare a 72-hour Kit Class.”
24 ANNUAL REPORT | 2017-18
Cody Mulloy Coordinator
PROJECTS COMPLETED: • Competed a citywide full scale exercise in partnership with Weatherford Regional Hospital, Weatherford ISD, and Parker County. • Conducted 6 Tabletop exercises. • Engaged in 3 public speaking engagements on preparedness with local groups. • Hosted 3 Emergency Management trainings for City staff. • Secured an Outdoor warning system for the City • Conducted active shooter drills for City employees. • Implemented Salamander Live resource tagging and tracking program.
PROJECTS IN PROGRESS: • • • • •
Finalize the City of Weatherford’s Emergency Operations Plan. Continue to identify training needs for City staff. Improve and grow exercise program. Continue to grow the public outreach program. Complete the installation of the outdoor warning system.
2017-18 | ANNUAL REPORT 25
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 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 all-inclusive 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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Paul Rust Fire Chief
GENERAL GOALS: • Mitigate Emergencies through Prevention – Promote fire and life safety through education and code enforcement. • Mitigate Emergencies through Operations - Respond rapidly to emergency incidents and provide effective firefighting, rescue, and first responder emergency medical services. • Prepare Department Members through Training and Professional Development .
PROJECTS COMPLETED: • • • • • • •
Obtained an ISO PPC 2 for our citizens. Developed a leadership program for all supervisors. Expanded our public safety education program to senior adults. Administered an annual firefighter medical assessment program. Successfully completed two Citizen Fire Academies. Appointed an Assistant Fire Chief of Operations. Promoted three members to Fire Captain to assist with Training.
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. Objective is complete, program is ongoing. • Update all fire department policies and procedures to agree with “best practices.” Objective is in progress. • Build a peer-support team to promote wellness to all department members. Objective is complete, program is ongoing.
Response times in this graph is for emergency incidents only. The time starts when the fire department receives notification of an emergency and ends when the unit arrives at the scene.
2017-18 | ANNUAL REPORT 27
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 We use the Human Resources Culture Compass to foster the City of Weatherford as the Employer of Choice. N - Nurturing talents and skills S - Security (Benefits, longevity, etc.) E - Embracing Individuality (Diversity and Inclusivity) W - Winning attitude (Customer Service, Positivity, Respect)
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. 28 ANNUAL REPORT | 2017-18
Diana Allen Director
PROJECTS COMPLETED: • Posted 63 job openings and processed 2124 individual applications. • 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, Nation Wide, as well as the EECU and two local banks. Flu shots were also available at no charge to employees and their families. • 56 service awards were given out from 5 years of service to 35 years of service. • Completed city wide Harassment and Ethics Training. • Started an Emerging Leaders class that meets monthly for top performers to give them the skills to be the next generation of leaders at the City. • Crafted a Performance Evaluation Guide and met with departments individually to instruct them on the new process put in place for appraising the employee’s performance. All employees received an evaluation. • Conducted “Stay Interviews” with several departments to find why the employees chose to stay with the City and what could prevent them from leaving in the future. • Completed a salary survey for 25 job titles that were not included in the salary survey completed by Ray and Associates the previous year. • Jon Stigliano held two workshops open to everyone in the City on Behavioral Styles and Communication. • Hosted “Four Lenses” training for directors taught by the North Central Texas Council of Governments to learn how to value diversity and the unique perspectives of others. • Educated employees from each department that act as the liaison to the HR Department to maintain uniformity with all HR processes.
2017-18 | ANNUAL REPORT 29
INFORMATION TECHNOLOGY WHAT WE DO The core purpose of the Information Technology Department is to connect people with technology. Innovative solutions, responsive communications, and accessible information are the strategic-guardrails that help guide and facilitate that purpose. All efforts related to Network/Infrastructure Management, Service Desk Operations, GIS Functions, and Solutions Support focus on the end-user experience and efficiency.
VISION The IT Department functions as an enabler of City departments to facilitate costeffective business solutions, accurate decisions, and timely citizen response.
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 the 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.
30 ANNUAL REPORT | 2017-18
Troy Garvin Director
PROJECTS COMPLETED: • Completed a detailed requirements assessment to replace older software packages with a modern Enterprise Resource Planning (ERP) system. • Analyzed and evaluated modern public safety software solutions that will better support effective and efficient public safety processes for law enforcement and fire services. • Upgraded Partner Soft and Milsoft Electric Modeling Software to the current release. • Developed and Deployed Public Animal Shelter Website • Developed Fire Pre-incident application to better inform and prepare first responders about potential hazards before arriving on scene. • Completed deployment of MyWeatherford Mobile Application for citizen engagement • Integrated Cityworks Asset Management Software and WinCAN Sewer Inspection Solution for Water and Wastewater Utilities. • Replaced the Multi-Function Printer/Copier fleet with a new feature-rich, high-performance, and costeffective solution. • Deployed 60 new workstations across several departments including Electric Utilities, Water Utilities, Engineering, and IT. • Resolved 1,830 support/service requests for departments throughout the organization. • Replaced aging wireless network infrastructure to increase reliability and improve signal coverage.
PROJECTS IN PROGRESS: • Parker County Appraisal District (PCAD) Parcel Integration – Integrate PCAD and City GIS parcel data to create a seamless flow of information between entities. • GIS Software - Upgrade ESRI Enterprise Software latest release / Upgrade Cityworks Asset Management Software to the latest release / Upgrade AFO Fiber Software to latest release / Upgrade Milsoft Electric Model Software to latest release • Enterprise Resource Planning (ERP) Implementation – Begin a multi-year implementation of an innovative, modern ERP system to support core business processes. • Computer-Aided Dispatch/Records Management System (CAD/RMS) Implementation – Finalize selection and begin implementation of a CAD/RMS that facilitate best-practices and allows adherence to national reporting standards for public safety. • Update Security Camera and Access Control Systems – Replace an aging security camera system with a more efficient, better performing system to support facility monitoring and safety. • Auto-Attendant Expansion – Implement new phone auto-attendants for multiple departments to improve customer self-service and operational efficiencies. • High-Availability Systems – Deploy new server solutions to maintain system uptime and provide technical-operation flexibility.
2017-18 | ANNUAL REPORT 31
MUNICIPAL AND COMMUNITY SERVICES WHAT WE DO Municipal and Community Services (MaCS) Department consists of multiple divisions within the City of Weatherford. Those divisions are Animal Services, Custodial Services, Facilities Maintenance, Fleet Maintenance and Solid Waste and Recycling.
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 Cities 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. Some notable accomplishments and events this year were: • Bachelorette Emily Laszczak raised over $67,000 for the Parker County Today Bachelorette event. • Over 5700 animal intakes. The shelter finished the year with a 96% live release rate! • Adopted out 1,942, animals, returned 951 animals back to their owners, 858 animals went to rescues, 567 trap neuter return, 486 barn cats, and 80 animals were returned to owners in the field. • Spayed and neutered over 3500 animals. • 144 volunteers served over 11,000 hours of volunteer service during FY18. • Construction began including new roads, moved utilities, and new fencing as part of the Giving Second Chances Capital Campaign.
32 ANNUAL REPORT | 2017-18
Dustin Deel Director
FACILITIES MAINTENANCE The Facilities 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. Facilities Maintenance also oversees custodial services for most of the City buildings. Some of the major projects completed in FY 18 include repairing Fire Station 3 after a vehicle struck the building, created a new office at Old City Hall for the Assistant Director of Parks and Recreation, repairs to Fire Station 1 and Chandor Gardens after ice storm, Police Department security fencing installed, City Hall carpet replacement, City Hall restroom remodel, Transportation, Public Works security entrance, Old City Hall remodel is almost complete.
FLEET MAINTENANCE On August 31, 2018 the City Garage closed its doors. MaCS admin personnel are currently looking at hiring a Fleet Maintenance manager to help recreate the Fleet Maintenance program for the City of Weatherford. Once this program is recreated MaCS is hoping to create some uniformity throughout the City for how Fleet Maintenance is handled.
SOLID WASTE AND RECYCLING The Solid Waste and Recycling Division (SWRD) provides Solid Waste and Collection services to the private residents and some commercial firms of Weatherford to ensure a clean and healthy environment. The SWRD provides voluntary curbside recycling, electronics recycling, and brush and bulk collection. Some major projects completed by the SWRD this year include the cleaning up of non-conforming receptacles that were on many curbsides throughout the City and brush cleanup after a major ice storm that occurred in February 2018. The City is wrapping up its Solid Waste and Recycling Financial and Operational Study. In addition to the study the City is completing, there is also a Regional Waste Characterization Study that the City is participating in to help identify some low hanging fruit that can be targeted to increase recycling participation and proper recycling.
2017-18 | ANNUAL REPORT 33
PARKS, REC AND SPECIAL EVENTS WHAT WE DO
Shannon Goodman Director
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.
CHANDOR GARDENS • Completed renovation of Dragon Fountain. • Completed Garden Restroom Restoration. • Replaced Silver Garden Cedar Elm Tree with a donation from the Chandor Foundation after Ice storm damage. • Installed new AC System in Mansion. • Hosted Texas Association of Botanical Gardens & Arboreta annual meeting • Special Events in the Garden included: • Autumn Art Walk, Goblins in the Garden, Annual Holiday Open House, Cache Expo Event • Visitors to the Gardens – Approximately 10,000
PARKS AND CITY PROPERTIES • Developed a Lake Weatherford Parks & Trails Master Plan. • Marshall Park - Completed the renovation to include new amenities: Splash Pad, Pavilion, Playground, Parking, Sidewalks, Retaining Walls, Signage, Landscaping and Tree Plantings. • Soldier Spring Park – Veterans Memorial - Collaboration with the American Legion, Gold Star Families, and Veteran of Foreign Wars to build a lasting memorial for veterans. • Heritage Park • Naming of Playground to “Friendship Playground”. • Additional picnic tables were added to the Playground area. 34 ANNUAL REPORT | 2017-18
• Love Street Park • New Wheelchair accessible swings and ADA safety surface were installed at the playground.
RECREATION • Programs • Blastball – 80 participants, 3 & 4-year-old, Introduction to softball, Cartwright Field. • Adult Softball Leagues – 26-33 teams each season, Holland Lake Sports Complex. • Tournaments – 13 weekend tournaments a year, Holland Lake Sports Complex. • Renamed Girls T-Ball to “John Chesney Field”, Soldier Spring Sports Complex • Winter Trout Stocking – Holland Lake stocked with trout December, January, February each year for all ages. • Tennis Summer Camps – 147 participants, Tennis Courts Soldier Spring Sports Complex. • Pickleball – 40 to 50 participants on weekly basis, all ages, each Wednesday, Tennis Courts, Soldier Spring Sports Complex. • Horseshoes – 15 to 20 on weekly basis, 215 Tournament participants, 6 Tournaments • Yoga in the Park – new program, Instructor available. • Nerf Wars - 50 participants per battle, Partnership with D.A.R.T. Nerf Club, Heritage Park every 3rd Sunday. • Geocache Parks Series – 650 participants, 10 different parks. • Hosted TAAF Region 4 Regional Track Meet – two-day events, 1,300 children participated, over 3,500 spectators. • Received TAAF Regional City of the Year Award. • Cherry Park Pool • Learn to Swim – 1477 participants, Certified Instructors. • Water Aerobics - 42 morning/73 evening participants, Certified Instructors. • Weatherford Swim Team – 105 participants, participated in circuit, regional & state meets. • Hosted TAAF Region 4 Circuit Swim Meet – 400+ participants from various cities. SPECIAL EVENTS • • • • • • •
Holiday in Park - 8,000 attendants. Movies in the Park – average of 400 attendants at each showing at Amphitheater. Kid Fish – 250 participants. Blooms – 100 vendors/ 3,000 attendants. Spark in the Park – 12,000 in attendances to listen to Dalton Domino and Josh Weathers. Concert Series in the Park – averaged 500 attendants at each concert. Food Park Lounge Nights - Averaged over 300 attended per night, March had over 1,000 attendants to eat delicious food and listen to local musical entertainment. • Keep Weatherford Beautiful Trash Off Event - 99 volunteers participated, 1,831 lbs. of litter collected • First Monday Trade Days – up to 8,000 visitors each month; 95% of vendor spaces occupied. • Other private events hosted at Heritage Park. - 54 SOCIAL MEDIA AND ONLINE ACTIVITY • Top 3 Social Media Posts • Holland Lake Trout Stocking Video – 105,900 people reached – 16,200 responses • Movies in the Park flyer with all dates – 43,300 people reached - 4,600 responses • Holiday in the Park flyer – 25,600 people reached – 1,392 responses • 2,794 new followers gained – which brought us to a total of 11,024 2017-18 | ANNUAL REPORT 35
DEVELOPMENT AND NEIGHBORHOOD SERVICES WHAT WE DO Staffs supports 7 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. Specific functions are: • 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 the Board of Adjustments.
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Craig Farmer Director
MAJOR GOALS: • Update adopted codes to 2018 International Code Council set of codes. • Fine-tune Code Enforcement processes to abate nuisances along corridors and address vacant substandard structures. • Mobilize Code Enforcement Officers with vehicle mounted computers connected to City’s permitting and inspection software through wireless technology. • Clarify mobile food vendor and itinerate vendor ordinances. • Finish Historic Resource Survey of all historic buildings, correct Texas Historic Commission computer mapping and data base for Weatherford historic sites/places. • Focus on downtown lighting, crosswalks, sidewalks and parking. • Finalize and implement new subdivision ordinance. • Simplify and improve site development process including amending tree ordinance. • Update zoning regulations/use and design guidelines to implement General Plan – Downtown, Ft. Worth Hwy. etc.
MAJOR ACCOMPLISHMENTS Old City Hall Remodel City Manager’s Office initiated the remodel of the old Art Museum into counters and office. The goal is to relocate Building Inspections, Code Enforcement, Consumer Health and the Fire Marshall. Construction is complete and the facility should be open in January. Total Valuation of Development Processed by Permits Issued 2014 2015 2016 2017 2018 $65,070,461 $78,922,588 $102,903,755 ($36M WISD) $72,131,650 $116,974,011 New Housing Starts 2014 2015 2016 2017 2018 192 198 211 212 215 (1028 new homes in the last 5 years)
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BUILDING INSPECTION • • • •
Hired new Chief Building Official in September Cross-trained building inspections in code enforcement Launched mobile software to facilitate code information in field Performed 9,964 building inspections
CODE COMPLIANCE • Improved Substandard Building abatement process. • Coordinated legal process to improve enforcement through a focus on compliance and use of warning notices. • Revised documentation and archiving process on prior cases. • Visited with 2,243 citizens, opened 1,080 cases and demolished, forced the remodeling or initiated legal process on 27 substandard structures.
CONSUMER HEALTH • Outsourced Consumer Health inspections to Bureau Veritas in June 2018. • Started converting paper health records to electronic format • Performed 440 inspections including food service establishments, child care facilities, commercial swimming pools and new business openings. • Revised/simplified food truck permitting and inspection process
HISTORIC PRESERVATION • Co-hosted third annual Bankhead Highway Celebration, showcasing Weatherford as visitor destination. • Worked with Historic Preservation Commission to showcase and help raise funds for restoration of Prince Memorial Church. • Worked with Historic Preservation Commission and others to identify historic structures in Weatherford and correct Texas Historical Commission database and maps.
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MAIN STREET/DOWNTOWN • • • •
Assisted new downtown businesses, including Zeno’s Restaurant and new Houston Place building. Obtained permission for county and privately-owned lots to be public parking for downtown visitors. Attended State Fair of Texas promoting great things Weatherford offers businesses and visitors. Promoted downtown events and coordinated with Chamber of Commerce, Parks Department and others to achieve one event downtown per month during 2018. • Managed and showcased Main Street Facebook page, with 1,300 ‘likes’ and followers. • Became Film Friendly Texas Community, certified by the Texas Film Commission. • Moved offices to historic Wright Home. Remodel of Old City Hall has created two new public restrooms and drinking fountains for the downtown. Opening in December, they will not only be available for shoppers during business hours but also for special events.
PLANNING AND ZONING • Finalized General Plan adopted by Planning & Zoning Commission and City Council in January 2018. • Won Texas Chapter of American Planning Association’s Award for Weatherford General Plan, one of two statewide awards for a plan. • Staffed 48 Council, Commission and Board of Adjustment meetings with 100 agenda items including plat, zoning, and appeal cases • Held 39 Development Review Committee meetings to review with property owners/applicants’ development proposals • Attended 5 Development Advisory Committee Meetings with development/building community to discuss development related issues • Worked with consultants and other departments to amend and update subdivision ordinance for adoption in early 2019. • Completed processing platting and zoning of significant projects such as Burnett Equities, a multi-use residential/commercial complex off I-20. • Developed PD template ordinance utilized in five (5) Planned Developments to ensure higher-end, multifamily and commercial projects.
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POLICE DEPARTMENT WHAT WE DO Our mission is to enrich our community through exceptional professionalism, collaboration and commitment to proactive policing. The Department works in partnership with our community to proactively address the conditions that give rise to public safety and quality of life issues such as crime, social disorder, and fear of crime. We are a recognized agency through the Texas Law Enforcement Best Practices Recognition Program.
PROJECTS COMPLETED: • Partnered with the Children’s Advocacy Center of Parker County to assign a Detective to liaison with the staff at the Center. • Started the Coffee with a Cop program meeting with citizens monthly for open dialogue at multiple business throughout the City. • Members of the Department participated in a Habitat for Humanity build for a local family. • Implemented the Return Home Safe Program for seniors. • Started a Law Enforcement Explorer Post for young people ages 14-20 to help them develop skills in leadership, self-confidence and discipline. • Added a new School Resource Officer and a new K-9 Officer. • Conducted multiple Citizen Response to Active Shooter training sessions with local businesses, organizations, and churches. • Successfully implemented the Data Driven Approaches to Crime and Traffic Safety.
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Lance Arnold Police Chief
PROJECTS IN PROGRESS: • Complete implementation of the Lexipol policy management platform. • Complete the implementation of a new Computer Aided Dispatch and Law Enforcement Records Management System. • Implement a system to track proactive Community Engagement.
BENCHMARKS
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PUBLIC LIBRARY Chris Accardo Director
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.
In March 2018, Weatherford Public Library was awarded the 2017 Achievement of Library Excellence Award from the Texas Municipal Library Directors Association. This award indicates that the library meets or exceeds statewide standards in ten different categories: service enhancements, cultural programming, marketing, serving underserved populations, literacy support, Summer Reading Programs, community involvement, workforce development, digital inclusion, and staff training. This is the second year in a row that Weatherford Public Library received this award. WPL partnered with The Friends of the Weatherford Public Library to write a $10,000 grant application to the Union Pacific Foundation for local history digitization, and that grant was awarded. In June 2018, WPL introduced the Beanstack Reading App, which allows Summer Reading participants to keep track of their reading using a computer or personal electronic device. Beanstack resulted in a massive increase in the number of reading hours reported, from 21,385 hours in 2017 to 26,764 hours in 2018.
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The Texas State Library and Archives Commission released a five-year comparison report (FY2012-FY2017) on library performance across the State. Weatherford Public Library fared very well in this report. The following table illustrates WPL’s metrics compared to statewide averages:
Despite a 25% service population increase over the period, WPL still kept operating expenditures well below the average, increasing only 4% over the entire five-year span. Circulation slightly decreased, although not to nearly the extent statewide circulation did. The circulation decrease was an expected result of the economy’s emergence from the recession of 2007-2009, as consumer confidence rose and dependence decreased on public libraries for reading material. Reflecting WPL’s stronger focus on providing educational and cultural events, event attendance increased at nearly three times the statewide rate. WPL did see a steep decrease in library computer workstation usage, as Internet access became more broadly available across the library’s service area and mobile device usage blossomed. During the same time period, use of WPL’s wireless Internet connection rose sharply. WPL did not begin tracking wireless Internet usage until FY2013, and statewide comparison statistics are not available, but from 2013-2017, WPL’s wireless usage increased a whopping 696%! FY2018 Key Performance Indicators Physical materials checked out: 313,950 Digital materials checked out: 31,364 Total materials checked out: 345,314 New library accounts opened: 3,998 Reference transactions: 10,967 Visitors to the library: 135,932 Desktop computing sessions provided: 15,976 Desktop computing hours provided: 16,103 Wireless computing sessions provided: 57,372 Wireless session hours provided: 14,711* (estimated) Number of library-sponsored events: 460 Attendance at library-sponsored events: 20,390 Summer Reading Challenge (Kids and Teens) registrations: 1,312 Summer Reading Challenge total hours read: 26,764
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TRANSPORTATION 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, safe 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 • Processed over 500 right-of-way construction permits and over 350 citizen service requests. • Established meetings with HOA and neighborhoods to build Strong Communities Goal. • Continued implementing new pavement management system. Field Services • Surveyed, designed, and prepared construction plans for 16 street and storm drainage rehab projects. • Continue contracting inspection services to provide quality control and prompt inspections for development projects. Traffic • Continue updating street name signs to meet Federal and State guidelines. • Placed or replaced over 195 street signs and placed over 35 new street sign toppers on neighborhoods. • Placed over 32,00 LF (6.06 Miles) of pavement markings (e.g. markings, buttons, crosswalks, etc.) on City streets. Streets • Reconstructed over 4 miles (75,000 SY) of City roadways for a total of 24 projects. • Performed over 2.14 miles (34,912 SY) of preventative maintenance by utilizing micro-surfacing and slurry seal application. • Placed over 400 LF of storm drainage system with curb inlets and drainage structures. • Received and executed over 308 citizen requests for potholes, tree trimming, and emergency out-calls, etc.
PROJECTS IN PROGRESS: Administration • To provide the best customer service to our citizens, stakeholders, and co-workers. • Assure all TPW team members have the best available resources and performance objectives in place. 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.
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WATER, WASTEWATER AND ENGINEERING WHAT WE DO The Water Utility provides water and wastewater service for customers in Weatherford’s service area. We also provide wholesale water and wastewater service for the City of Hudson Oaks. With a staff of 52 employees, the utility is comprised of six divisions – Administration; Water Treatment Plant; Water/Wastewater Maintenance; Water/ Wastewater Rehabilitation; Engineering; and Wastewater Treatment Plant.
MISSION We strive to provide reliable, high-quality, and affordable water and wastewater service for our customers through proper planning for future growth, securing dependable long-term water supplies, promoting water education and conservation, maintaining our existing systems, and improving our treatment capabilities.
SERVICES WE PROVIDE • Operate and maintain a 14 MGD water treatment plant. • Operate and maintain a 4.5 MGD wastewater treatment plant. • Operate and maintain a water distribution system of 285 miles of pipeline, 8 pump stations and 9 water storage tanks. • Operate and maintain a wastewater collection system of 212 miles of pipeline and 25 lift stations. • Perform electrical and SCADA maintenance for water and wastewater systems • Engineering design, and inspection, of water and wastewater projects. • Review design plans and permits for water, wastewater, streets and stormwater infrastructure for private development projects. • Public education on water conservation practices, watershed protection, and wastewater disposal. 46 ANNUAL REPORT | 2017-18
Rick Shaffer Director
PROJECTS COMPLETED: Water Purification Plant • Produced 1.6 billion gallons of drinking water in FY18. • Upgraded the bulk chlorine storage supply to increase staff and public safety by converting to a vacuum feed system and adding automatic valve controllers that can remotely close in the event of a leak. • Maintained the cost to produce treated water below the 4-year average. Wastewater Treatment Plant • Treated over 770 million gallons of wastewater. • Received draft TPDES permit from TCEQ for reclaimed water project. • Maintained cost to treat wastewater below the 4-year average. W/WW Maintenance • Completed installation of new automated metering system (AMS) water meters to improve accuracy and reduce non-revenue water. • Conducted over 3,000 tests and samples on the water distribution system to monitor water quality. • Reduced overall non-revenue water to less than 7%. • Continued participation in a voluntary program with TCEQ to reduce the frequency and magnitude of sanitary sewer overflows, through which staff performed 21.1 miles of camera inspection; 20.2 miles of smoke-testing; 4.1 miles of cleaning; and 38.3 miles of preventative jetting of wastewater pipelines. • Installed water and wastewater pipelines to serve future expansions at Weatherford Animal Shelter. • Assisted Fire Department in emergency response to large Parker County fires. • Responded to 2,700 work orders for water, and 1,250 work orders for wastewater. W/WW Rehabilitation • City crew replaced/installed ~6,000 linear feet of water and wastewater pipeline, at ~82% of contractor unit cost. • Contractors replaced 12,600 linear feet of existing water and wastewater pipeline. • Eliminated lift station #2, reducing operation, maintenance and replacement costs. • Coordinated with Transportation and Public Works Department to schedule water and wastewater projects with planned street improvement projects to reduce overall costs. Engineering Services • Provided ~1,350 plan reviews for projects initiated by developers. • Designed seven water and wastewater projects. • Managed 19 water and wastewater projects designed by consultants. Major Capital Improvements • Constructed new 30-inch water main to better convey water throughout the distribution system. • Constructed new 16-inch and 12-inch water main along Ric Williamson Memorial Hwy to expand water system.
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Public Education and Outreach • Updated departmental website, and increased social media activity, to better inform customers. • Collected over 940 pounds of unused medicine from residents in the Take Back Meds Program, helping to protect our environment water supplies. • Conducted treatment plant tours for local college, high school, and elementary school students. Other • October 2018 marked the completion of the voluntary TCEQ Sanitary Sewer Overflow (SSO) Prevention program that was started in 2008 to fully inspect the collection system. • Communicated with dental offices to educate businesses of new pretreatment rules adopted by EPA regarding dental amalgam.
PROJECTS IN PROGRESS: Water Purification Plant • Replace anthracite media in filters with GAC to improve taste and odor control. • Finish design of GAC contactors for primary taste and odor control. • Conduct a pilot study to evaluate pretreatment alternative in existing Trident® filters. Wastewater Treatment Plant • Upgrades the existing SCADA system to increase functionality and reliability. • Repurpose the old administration building for the pretreatment program. W/WW Maintenance • Re-enroll in voluntary TCEQ program to reduce frequency and magnitude of sanitary sewer overflows. • Perform preventative maintenance on ~20% of pumps in distribution and collection systems. • Implement new backflow prevention device testing program to simplify process for contractors and staff. • Continue to perform preventative maintenance on wastewater collection system to minimize stop-ups and impacts to customers. W/WW Rehabilitation • Replace ~10,000 linear feet of aging water and wastewater pipeline with city crews; and ~25,000 linear feet with contractors. • City crew to continue to operate at ~80% of contractor cost. Engineering Services • Continue to perform plan reviews for new development, and improve efficiency of the plan review process. • Complete permitting and design, and start construction, of reclaimed water system. • Complete design, and start construction, of new elevated water storage tank. Public Education and Outreach • Develop new layout and information for the Water Utility web pages to better serve our customers. • Design and acquire a hydration station for community events. Other • Develop new AMS customer portal to allow customers to view water usage data. • Update the Water Conservation and Drought Contingency Report and submit to TCEQ and TWDB. • Re-enlist in the voluntary TCEQ Sanitary Sewer Overflow (SSO) Prevention program. 48 ANNUAL REPORT | 2017-18
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In remembrance of Richard Andy Loller, Jr.
