2019-20
ANNUAL REPORT
BUILDING A STRONG COMMUNITY TOGETHER. www.weatherfordtx.gov
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 Fire Department 24 Human Resources 26 Information Technology 28 Municipal and Community Services
30
Parks, Recreation and Special Events
32
Development and Neighborhood Services
34
Police Department 36 Public Library 38 Transportation and Public Works
40
Water/Wastewater and Engineering
42
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STRONG
COMM 4 ANNUAL REPORT | 2019-20
UNITY
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CITY MANAGER Another year has come to an end and this will be the last time that I will be presenting this report. Each department established goals and many of these are exhibited in the following pages. To say that it has been an honor to be part of this great organization would be an understatement. I have been blessed beyond compare. I will forever be grateful for the opportunities I have been given and for the trust that was extended. I could not be more proud of this city, from the leadership of elected and appointed officials to the amazing employees that work tirelessly each day to serve the public. This past year we have had many conversations regarding “Building a Strong Community� but is nothing new for this group. This was simply a way to highlight what was already a guiding principle exhibited by each department. I am proud of the things that have been accomplished and excited to see what comes next even though I will be viewing it from a different position.
Sharon Hayes, City Manager
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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.
Paul Paschall Mayor Jeff Robinson Place 2
Heidi Wilder Mayor Pro-Tem/Place 1
Curtis Tucker Place 3
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Kevin Cleveland Place 4
THE NUMBERS 71 Ordinances 31 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 2019-20 | ANNUAL REPORT 9
ORGANIZATIONAL CHART
Deputy City Manager James Hotopp
City Secretary Malinda Nowell
Development & Neighborhood Services Kaleb Kentner
Electric and Warehouse Joe Farley
Capital Transportation Projects Terry Hughes
Water, Wastewater and Engineering Rick Shaffer
Parks and Recreation Shannon Goodman
Police Dept. Lance Arnold
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 City Manager Sharon Hayes
Assistant City Manager Brad Burnett
Assistant to the City Manager Krista Peacock
Municipal Court
Economic Development Kristen Pegues
Finance Jessica Doss
Comm. and Marketing Blake Rexroat
Public Library Chris Accardo
Accounting
Human Resources Diana Allen
Animal Services Dustin Deel
Information Technology and GIS Troy Garvin
Facilities Maint.
Risk Management
Budget and Purchasing Utility Billing
Municipal and Community Services Dustin Deel
Fleet Maint.
Emergency Management
Waste Mgmt.
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RECOGNITION AND AWARDS
LONE STAR LEGACY AWARD HOLLAND LAKE PARK A designation as a Lone Star Legacy is one of the highest honors that can be bestowed on a park by the Texas Recreation and Parks Society (TRAPS). The award is given to a park that holds special prominence in the local community, associated with historic/special events and sites, home to unique natural features and distinctive design, and is at least 50 years old. Staff received the award in February 2019 at the TRAPS state conference in El Paso, TX.
RECREATION FACILITY DESIGN EXCELLENCE AWARD CHERRY PARK POOL RENOVATION The award is given by the Texas Recreation and Parks Society (TRAPS). It acknowledges evidence of originality, innovation and adaptability in the design of a project. It also recognizes cooperation between design professionals and parks/recreation professionals, along with evidence of impact on the community. Staff received the award in November 2019 at the TRAPS regional conference in Frisco, TX.
2019 U.S.TENNIS ASSOCIATION AWARD FOR OUTSTANDING FACILITY, PUBLIC COURTS, SMALL TENNIS CENTERS SOLDIER SPRING PARK TENNIS COMPLEX The award is given by the U.S. Tennis Association (USTA) and recognizes facilities that use exact standards for construction/renovation. It also recognizes quality of court area/surface, quality of court enclosure/lighting, overall layout/adaptation to site; amenities, evidence of good green maintenance.
RECREATIONAL PROFESSIONAL OF THE YEAR AWARD DAVID MOTE The award is given by the Texas Recreation and Parks Society (TRAPS). It is given to an individual responsible for exemplary advancement of the recreation and park profession, and for an outstanding contribution to the department. The individual must be a member in TRAPS for a minimum of five years with noted contribution to the organization and be supported by an endorsement letter from a manager within their agency. David received the award in November 2019 at the TRAPS regional conference in Frisco, TX.
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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.
2018 ACHIEVEMENT OF EXCELLENCE IN LIBRARIES AWARD The award is given by the Texas Municipal Library Directors Association (TMLDA). Each year, TMLDA confers awards for outstanding contributions to public libraries. The Achievement of Library Excellence Award is open to Texas Public Library Directors and the library they represent.
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.
POLICE DEPARTMENT AWARDS • Officer Kayla Bumpas was presented with the American Legion Law Enforcement Officer of the Year at the American Legion Dept of Texas Mid-Winter Conference in Austin on January 26. This is the 2nd year in a row that one of our officers has received the award. • WPD was recognized by the Texas Department of Transportation (TxDOT) for supporting the Traffic Incident Management Program in June 2019. • Weatherford was ranked as the 46th safest city in Texas by SafeWise in March 2019.
FILM FRIENDLY TEXAS COMMUNITY DESIGNATION Weatherford passed the three step process dictated by the Texas Film Commission to be listed and supportive of all film activity in the Metroplex, encouraging all production.
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FINANCIAL UPDATE The adopted FY20 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, FY2019-2020, allocates $58.8 million of the $59.0 million in anticipated revenues to fund services across the City with the balance of revenues ($0.2 million) increasing reserves for future services and projects. Initiatives addressed in this budget includes upgrading of public infrastructure across the City, the integration of a new Enterprise Resource Planning System, planning for a comprehensive vehicle and major equipment rotation fund, and making plans to initiate large-scale capital improvements. 1% FINES AND FORFEITURES $480,200 1% LANDFILL ROYALTIES $500,000 1% LICENSES $657,800 2% MISCELLANEOUS REVENUE $897,932 3% OTHER TAXES $1,731,200 3% INTERGOVERNMENTAL REVENUE $1,967,650 11% SERVICE CHARGES $6,776,352 15% INTERGOVERNMENTAL SERVICES $9,070,208 15% TRANSFERS AND OTHER SOURCES $9,138,915
25% SALES TAXES $14,940,000
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22% PROPERTY TAXES $12,833,581
City expense breakdown:
44% PERSONNEL $25,788,838
5% SUPPLIES/MAINTENANCE $3,110,021
39% CONTRACTUAL $22,960,359
12% CAPITAL OUTLAY $6,914,145
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.
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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.
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CAPITAL TRANSPORTATION PROJECTS WHAT WE DO
Terry Hughes Director
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.
PROJECTS COMPLETED: • Completed the construction of Kaitlyn Drive adjacent to the new Honda of Weatherford motor complex. The roadway gives residents in Westover Village direct access to Interstate Highway 20. The project was funded with TIRZ and private funds.
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• Completed the widening of South Bowie Drive from Interstate Highway 20 approximately 1300 feet north through the intersection of Cutters Crossing Drive. The roadway construction included a raised median section and new traffic signal at Cutters Crossing adjacent to the Quick Trip store. The project was funded with both TIRZ and private funds. • Completed the construction of the Holland Lake Creek channel improvements. The project includes major erosion control elements and a modular wall system designed to contain storm water within the floodplain. The project was funded with storm water utility funds. • Completed the Black Warrior Creek Channel Stabilization project. The project corrected severe erosion occurring along Black Warrior Creek through Heritage Park and included a modular wall system, landscaped and lighted walking trail and walk bridge leading to the Heritage Amphitheater. The project was funded with storm water utility funds. • Constructed an underground drainage system in the upper reaches of Holland Lake Creek watershed. The system corrected flooding issues in the Trace Ridge development and adds an existing detention system into the overall watershed plan. The project was funded with storm water utility funds and private easement donations. • Received funding commitment from the Texas Department of Transportation for Phase II of the median beautification project along South Main Street from Cleburne Avenue to Owens Drive. This project will replace the existing pave stones with native landscaping and an irrigation system. • Started construction on the BB Fielder extension from Westover Village Estates to Old Dennis Road. The roadway will act as a catalyst for new residential and commercial development in the area. The project is funded entirely with TIRZ funds.
PROJECTS IN PROGRESS: • Continue efforts to secure funding for transportation and drainage projects through state and federal avenues. • Update the Weatherford Transportation Plan to reflect the new Weatherford General Plan and update the Transportation Capital Improvement Program. • Complete the Town Creek Flood Risk Identification Project with the North Central Texas Council of Governments. • Finalize the on/off ramp justification study along Interstate Highway 20 east of FM Highway 1884 and pursue federal and state funding. • Start schematic design and environmental assessment of the downtown by-pass project.
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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, video production 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 4 marks on the new City brand/logo/slogan through the United States Patent and Trademark Office (USPTO). • Neon Cloud employee highlight videos. • Reinstatement of Public, Education and Government fees. • Hired Nicole Wright as new Communications and Marketing Coordinator. • Designed new Weatherford van for advertising and marketing job opportunities. • Built and created historical tour via digital solutions on the Experience Weatherford mobile app. • 186 video productions.
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 Lake Weatherford Boardwalk highlight videos. • Experience Weatherford website redesign. • Updating the Communications and Marketing strategic plan. • Facebook Live weekly updates on City business each Tuesday at 11 a.m. (on-going) • Research, develop and determination of a Weatherford mascot for events and marketing purposes. • Council Chamber podium with technological capabilities as part of the chamber renovations/upgrades. • Internal communications software (e.g. First Arriving, The Marlin Company, etc.).
VALUE OF COMMUNICATION AND MARKETING EFFORTS:
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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 12,838 Commercial Customers 2,327 Total Customers 15,165 System Peak - Winter 91 MW System Peak - Summer 98 MW Purchased Power 419,252 MWh System Average Interruption Duration Index 15 minutes Customer Average Interruption Duration Index 68 minutes
ACCOMPLISHMENTS FY 2018-2019: • Replaced high pressure sodium lights with LED lighting fixtures. Currently, 56 percent of lighting has been replaced. • Designed and installed the electric system for 19 commercial buildings, 2 residential 22 ANNUAL REPORT | 2019-20
Joe Farley Director
subdivisions, and 1 commercial subdivisions. • Designed and installed the overhead primary distribution system on the south side of I-20 from Ric Williamson to Pilot truck stop and from Ric Williamson to Teskey’s. • Designed and installed overhead primary double circuit distribution system on White Settlement Road from the Lake Substation to Oakridge Drive. • Designed and Installed the railroad crossings both sides of western loop to extend the overhead primary distribution system. • Began installation of communication equipment for electric system field devices. • Installed a new communications building at Harberger Hill Community Center along with new communications equipment. • Completed an update of the CityWorks work-order and warehousing software. • Successfully completed annual warehouse inventory with only a 0.2% loss.
GOALS FY 2019-2020: • Begin training on the Munis Enterprise Resource Planning software • 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. • Extend the overhead primary distribution system on the south side of Fort Worth Hwy from Mesa Drive to Phillips Welding supply. • Design and install the overhead primary distribution system from Bankhead Hwy to Center Point Road on both sides of I-20. • Design and rebuild the underground primary system in sections of Valley Trail Addition and sections of Briarwood Addition. • Continue installation of communication equipment to electric system field devices. • Begin construction of the east fiber loop on I-20 and Center Point Road. • Complete electric system coordination study to improve system reliability. • Implement electric design and loading analysis software packages. • Update the Electric Service Policy. • Implement a web portal so that customers can view their electric consumption information as provided by the automated metering system. • Implement barcoding system for the Warehouse. • Integrate the recloser and wire databases into the CityWorks software. • Maintain an annual Warehouse inventory loss of 1% or less.
Residential electric rates for FY19 averaged of 9.6 cents per kilowatt-hour for the year. Tri-County Electric Cooperative averaged 9.7 cents per kilowatt-hour while the average Retail Electric Provider averaged 10.2 cents per kilowatt-hour.
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FIRE DEPARTMENT Paul Rust Fire Chief 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.
PURPOSE To build strong communities.
MISSION To provide superior services.
VISION To be recognized as leaders in our profession and role models in our community. To improve our services by investing in all-inclusive training, comprehensive education, and state of the art equipment. To stay true to our values and hold one another accountable in pursuit of excellence.
GENERAL GOALS: Building strong communities through prevention, operations and professional development. • Mitigate emergencies through prevention – promote fire and life safety through education and code enforcement. 24 ANNUAL REPORT | 2019-20
• Mitigate emergencies through operations - respond rapidly to emergency incidents and provide effective firefighting, rescue, and first responder emergency medical services. • Train and educate department members – provide ongoing professional development.
CURRENT OBJECTIVES: • 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 mental wellness to all department members. Objective is complete, program is ongoing. • Identify strategic locations for future fire stations as to improve emergency response times and ensure the quality of services provided to a growing city. The fire station study will be presented in January 2020. • Build a citizen support group through ongoing citizens fire academies. This group will assist the fire department with non-emergency community outreach programs. In planning stage. • Start a Home Safety Survey Program. Establish a program for conducting voluntary home safety inspections. In planning stage. • Offer a fire extinguisher training program to area businesses to ensure that employees are skilled in using fire extinguishers and fire safety. In planning stage.
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.
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HUMAN RESOURCES WHAT WE DO
Diana Allen Director
We contribute to a strong community by cultivating an atmosphere of engagement and instill trust and confidence by providing the best for our employees.
MISSION Our primary mission is to provide quality services to the employees of the City of Weatherford such as recruitment of qualified individuals, retention of valuable employees, training, development, and education to promote individual success and increase overall value to the organization.
VALUES 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)
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PROJECTS COMPLETED: • Transition of Human Resources into two sections; Administrative Services and Workforce Relations; Administrative Services assumed role of Risk Management. • The first group of Emerging Leaders graduated with 28 employees; start of pilot program of online continuing education. • The “I Am Weatherford” poster program began featuring employees and statements on how their jobs impact the community. • Two sessions were held during the year on financial wellness by Gardner-Wallace Financial Solutions. • Employee wellness opportunities in the year included full body scanning, and flu shots. • Customer Service Training began with Utility Billing and Courts “customer contact” employees. • The job postings were given a new visual and verbal refresh. • There were 72 job posting for the year; there were 2,202 applications taken in the year. • Presented 53 Service Awards to employees over the year. • Employee policy changes and review of Employee Policy Handbook began. • Introduced Motivation-Based Interview Guide Generator as a tool for interviewing potential candidates for departments. • Acquisition of market rates research tool, Payfactors, after minimal response to annual job survey. • Beginning of planning segment of Human Resources transition to MUNIS system
PROJECTS COMPLETED: • Transition of Human Resources to MUNIS system including on-boarding process. • The Employee Wellness Program with multiple participation options kicked off October 1 for the new fiscal year. • Scheduled on-site dental clinic and flu shots.
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INFORMATION TECHNOLOGY WHAT WE DO
Troy Garvin Director
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 cost-effective 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.
PROJECTS COMPLETED: • Implemented an Endpoint Detection & Response solution and began a partnership with a trusted Cybersecurity Operations Center for 24/7 monitoring. • Completed a detailed requirements assessment to replace older software packages with a modern Enterprise Resource Planning (ERP) system. 28 ANNUAL REPORT | 2019-20
• Completed analysis and evaluation of modern public safety software solutions that will better support effective and efficient public safety processes for law enforcement and fire services. System selection was completed and implementation has begun. • Upgraded ESRI Enterprise Software latest release • Upgraded Cityworks Asset Management Software to the latest release • Upgraded AFO Fiber Software to latest release • Upgraded Milsoft Electric Model Software to latest release • Upgraded TRAKiT Software to latest release • Replaced aging security camera and access control systems at several locations including Animal Shelter, Service Center, Police Department, and Old City Hall. • Deployed 70 new workstations across several departments including Fire Department, Library, and Court. • Resolved 2,616 support/service requests for departments throughout the organization. • Upgraded the Storage Area Network (SAN) to support the ever-increasing storage needs of the City.
PROJECTS IN PROGRESS: • CityWorks Contract Module for Utilities Dispatch – Integrate Contract Module into CityWorks workflow for Utilities to enable Electric Department to compare internal services against external contract services. • Parker County Appraisal District (PCAD) Parcel Integration – Integrate PCAD and City GIS parcel data to create a seamless flow of information between entities. • Enterprise Resource Planning (ERP) Implementation – Continue a multi-year implementation of an innovative, modern ERP system to support core business processes. • Computer-Aided Dispatch/Records Management System (CAD/RMS) Implementation – Implement a CAD/RMS that facilitates best-practices and allows adherence to national reporting standards for public safety. • Wastewater Plant SCADA – Assist in the implementation of a SCADA system that provide better control and visibility for plant operations. • Code Enforcement Department Mobilization – Equip Code Enforcement vehicles with essential technologies to mobilize operations and allow personnel to perform business functions in the field. • High-Availability Systems – Deploy new server solutions to maintain system uptime and provide technical-operation flexibility. • TRAKiT Gap Analysis and DNS Needs Assessment – Participate in the process of creating a gap analysis and needs assessment for the Department of Development and Neighborhood Services and their current software solution.
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MUNICIPAL AND COMMUNITY SERVICES WHAT WE DO
Dustin Deel Director
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 SERVICES 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: • Won Charity of the Year at Parker County Today’s Bachelor event raising over $57,000! • Broke ground on the new medical/surgical center that we have been raising funds for through the Giving Second Chances Campaign. There are currently survey markers out and we are anxiously awaiting construction crews to begin work. • Re-design of our volunteer program with the help of Toby Johnson and Associates. For FY 19 we had 89 volunteers serve over 10,000 hours. • The Shelter received over 5,800 animals this year to provide care for and finished the year with a 96% live release rate! • Adopted out 1,951 animals, had 1,010 animals returned to their owners, 77 animals returned to their owners in the field, 887 animals rescued, 448 feral cats through TNR, and 459 barn cats. • Our medical team provided over 3,300 spays and neuters for the animals of Weatherford and Parker County • Animal control officers serviced over 2,000 calls for animal related issues.
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FACILITIES MAINTENANCE The Facilities Maintenance division is responsible for maintaining and sustaining the integrity of all City-owned buildings by performing duties such as plumbing repairs, repairing minor electrical issues, etc., as well as contracting out larger projects. Facilities Maintenance completed 720 work orders during FY19. Facilities Maintenance also oversees custodial services for most of the City buildings. Some of the major projects completed in FY19 include installation of two automatic gates and access control at the Police Department, completing renovations at Old City Hall downstairs, initiating contract janitorial services at Old City Hall and City Hall, installed new fencing and automatic gates at the Animal Shelter and remodeling the City Hall kitchen to provide a larger service area for people utilizing the kitchen.
FLEET MAINTENANCE The City of Weatherford has completely revamped how it approaches Fleet Maintenance. In late FY18 the City closed the doors of the City owned garage. However, there was still a need to track and maintain the City’s fleet assets, so MaCS hired a Fleet Services Manager. Since arriving with the City, the Fleet Manager has been tasked with getting an accurate inventory of the City’s rolling stock, ensuring that departments are appropriately maintaining their vehicles, keeping accurate records pertaining to the fleet, and other clerical duties associated with Fleet Services. Fleet Services provides expertise in fleet equipment and vehicle management to provide necessary guidance, support and oversight for all Fleet Operational functions while ensuring compliance with all Federal, state, and local standards and regulations. Fleet staff has successfully improved the accuracy of the fleet reporting databases to provide City Departments with accurate and timely information for management of their fleets including fleet usage, efficiency and budget management. Fleet Services has worked to improve communications with the individual departments and must rely on the departments to submit all information related to fleet assets in order to maintain accurate information in the fleet asset database. Maintenance costs represent a significant portion of the total cost to own and operate a vehicle or piece of heavy equipment and tend to increase as a vehicle or piece of equipment ages. Through cooperation with individual City Departments the Fleet Department was able to establish regular maintenance schedules in a manner that extends their useful life. This has a significant impact on the fleet replacement plan schedule. Preventative maintenance is the key to avoiding the repair or replacement of costly major vehicle components such as engines, transmissions, and drive trains. Fleet Services provides departments with monthly notifications of upcoming scheduled maintenance events which has significantly reduced the number of vehicles that are past due on routine maintenance. Fleet Services has expanded its scope to meet the need to establish a formal training program to familiarize new drivers with operational and maintenance requirements for commercial vehicle operations.
SOLID WASTE AND RECYCLING The Solid Waste and Recycling Division (SWRD) provides solid waste collection services to the residents and some small commercial firms of Weatherford to ensure a clean and healthy environment. SWRD provides curbside garbage pickup, voluntary curbside recycling, electronics recycling, and brush and bulk collection. SWRD replaced 2 vehicles in FY19, this will allow routes to be run more efficiently with less down time due to repairs.
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PARKS, REC 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 Special Events • Autumn Art Walk – 800 visitors • Goblins in the Gardens – 4,000 visitors • Holiday Open House – 900 visitors • Cache Expo Event – 85 visitors Chandor Gardens Foundation Events • Chandor Gardens Foundation Wine, Women and Words – 95 people • Face Off with Portrait Society of America - 150 • Hull Art Academy – Face Off Artists Displaying Art from 1/7 thru 1/31 – 250 people • Hull Art Academy Portrait Opening – 125 people • Chandor Gardens Foundation Mother’s Day Event – 85 people • Cliburn in the Classroom – 80 people Visitors to the Gardens – Approximately 19, 500 Docent Guided Tours – 30 (Groups of 10 or more)
PARKS AND CITY PROPERTIES • Marshall Park was completed and opened to the public with a ribbon cutting in May. • Cherry Park Pool Renovation was complete with the pool opening to the public at a June ribbon cutting. 32 ANNUAL REPORT | 2019-20
• Heritage Park • Setup/prepared the grounds for 34 events hosted by the Parks & Rec Department and 38 private events • Friendship Playground; Installed fencing and naming of the playground with a sign installed in July • Began renovations for Vine Street Park and Soldier Spring Playground • Began the development of the Lake Weatherford Parks and Open Space Plan with construction starting with the Boardwalk project.
RECREATION Programs • Blastball – 80 participants, 3 & 4-year-olds, Holland Lake Sports Complex • Adult Softball Leagues - 122 teams, Holland Lake Sports Complex • Tennis Summer Camps – 150 participants, Tennis Courts Soldier Springs Sports Complex • Pickleball – 50 to 75 on weekly basis, each Wednesday & Saturday, Tennis Courts, Soldier Springs • Horseshoes – 15 – 20 participants on a weekly basis, 215 Tournament participants, 6 Tournaments • Summer Camps – 170 participants, all day and half day camps, weekly, Cherry Park & Harberger • The Barnyard Cook-off and Cornhole – 17 cookers and 40 cornhole players, Heritage Park • Kayak Anglers of Ft. Worth – Hosted KAFW Classic-Open at Lake Weatherford, 31 kayak participants • Hosted TAAF 4 Regional Track Meet – two-day event, 1300+ children participated, over 3500+ spectators • Softball Tournaments – 22 scheduled, Holland Lake Sports Complex Cherry Park Pool • Learn to Swim – 855 participants, Certified Instructors • Swim Team – 101 participants, participated in circuit, regional and state meets • Hosted TAAF Region 4 Circuit Swim Meet – hosted 400+ participants from various cities • Pool Rentals – 47 private reservations, Thursday, Friday, Saturday & Sunday • Water Aerobics – 685 participants through-out the summer • Daily & Night Swim – 11,169 participants through-out the summer • Total Pool - 14,708 participants SPECIAL EVENTS • • • • • • • •
Holiday in Park - 8,000 attendants Movies in the Park - 400 attendants at each showing at Amphitheatre Spark in the Park – 12,000 in attendance Concert Series in the Park – An average of 500 + attendants at each concert Food Park Lounge Nights – An average of 300 attended per night, Keep Weatherford Beautiful Trash Off Event - 32 volunteers came to pick up trash and collected 780 lbs. of litter First Monday Trade Days – 8,000 visitors each month; 95% of vendor spaces occupied Hosted the Strong Community event Meet Me at the Park at Marshall Park, Love St. park and Cherry Park
SOCIAL MEDIA AND ONLINE ACTIVITY Top 3 Social Media Posts • Spark in the Park Event Page – 66,100 people reached – 4,500 responses • Back in Black Concert Event Page – 84,700 people reached – 3,900 responses • Food Park Lounge Night Event Page – 40,500 people reached – 2,200 responses 1,689 new followers gained – which brought us to a total of 12,583 2019-20 | ANNUAL REPORT 33
DEVELOPMENT AND NEIGHBORHOOD SERVICES WHAT WE DO Our purpose is to encourage the appropriate use of land and buildings, including the location, development, preservation, construction and maintenance of properties under the jurisdiction of the City. This is achieved by applying federal, state and local regulations pertaining to the use and construction of property and land. We assist the public in navigating thru these regulations to achieve their goals. We use planning, zoning, historic preservation, building inspections, code enforcement and the utilization of the Main Street Program to accomplish our purpose. In coordination with other City departments, we strive to make Weatherford the strongest community in Texas.
OUR MISSION Through consistent, excellent customer service we assist the public to use, develop, maintain and preserve their property.
DEPARTMENT DIVISIONS Planning, Building Inspection, Code Enforcement
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Kaleb Kentner Director
DEPARTMENT GOALS: • Continue to assist downtown businesses, through the Main Street Program. • Explore opportunities to preserve our historic properties. • Increased efforts in code compliance will be a priority in protecting and preserving the character of our community, including the continued maintenance of primary corridors and neighborhoods. • Maintain and provide a professionally trained staff that will provide consistent, excellent customer service. • Streamline and simplify policies and procedures.
PROJECTS IN PROGRESS: • Complete the update of the subdivision regulation. • Review building codes to consider implementation of the 2018 International Building Codes. • Evaluation and implementation of updates to the department mission, organization, policies and goals. • Light up Weatherford Project – Installation of decorative year around building lighting. • Installation of new benches, banners and trash receptacles in Downtown Weatherford. • Corridor clean-up project.
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POLICE DEPARTMENT WHAT WE DO
Lance Arnold Police Chief
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 pro-actively 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: • • • • • • •
Recognized as the 46th safest city in Texas. Began the Crime Prevention through Environmental Design (CPTED) Program. Began the Blue Guardian mentorship program with the Pythian Home. Graduated 5 citizens from the Citizens Police Academy. Graduated 12 area high school students from the Junior Police Academy. Implemented a college and high school internship program. Implemented a staff health and wellness program.
PROJECTS IN PROGRESS: • Complete the implementation of a new Computer Aided Dispatch and Law Enforcement Records Management System. • Implement a system to track proactive community engagement. • Implement a new patrol district program and involve other City departments. • Develop a comprehensive recruiting and succession plan to replace retiring members. • Complete the design of the new Public Safety facility. 36 ANNUAL REPORT | 2019-20
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.
December: WPL started a staff Library Social Media Team to streamline our engagement with the community via social media so that our communications have more impact. In February, the team released a redesign of Library’s CivicPlus main page. January: WPL hosted the first Tarrant Area Food Bank Mobile Food Pantry in Weatherford on Saturday, January 19. The event served 153 families. Five City employees, plus Library staff, volunteered to help. February: WPL formed a partnership with the Speaker Jim Wright Library at Weatherford College with the goal of digitizing the complete historical run of Weatherford College yearbooks. Partnering with other community organizations is one way WPL enhances the unity of our community. As of the end of the year, the 1945-1965 yearbooks have been uploaded into the PEACH repository and are available online for the public through the library’s catalog. Several other years have been completed and are awaiting final processing and upload.
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March: WPL staff united behind a shared purpose to receive the 2018 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 essential for a strong community: service enhancements, cultural programming, marketing, serving under-served populations, literacy support, Summer Reading Programs, community involvement, workforce development, digital inclusion, and staff training. This is the third year in a row that WPL has received this award. April: WPL won a $500 Jeanette & Jim Larson Grant from the Texas Library Association to purchase books in the Mystery genre. This was a competitive grant, and the other winner was Flower Mound Public Library. Weatherford residents can trust that library staff are seeking additional funding throughout the year to provide services and materials in a cost-effective manner. May: Two library staff members completed the Emerging Leaders course with HR to prepare the next generation of City employees for leadership roles and increase their engagement in current roles. September: WPL introduced wireless printing (ability to print from mobile devices) to enhance the library user experience. FY2019 Key Performance Indicators Physical materials checked out: 314,163 Digital materials checked out: 41,323 Total materials checked out: 355,486 New library accounts opened: 3,782 Reference transactions: 11,105 Visitors to the library: 131,689 Desktop computing sessions provided: 15,370 Desktop computing hours provided: 15,034 Number of library-sponsored events: 401 Attendance at library-sponsored events: 16,773 Summer Reading Challenge (Kids and Teens) registrations: 1,231 Summer Reading Challenge total hours read: 29,094 Adult Summer Library Challenge registrations: 520 Summer Reading Challenge total hours read: 20,138
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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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VISION We will strive to be the premier organization to our residents, stakeholders, and our employees.
FISCAL YEAR 2018-19 GOALS AND ACCOMPLISHMENTS:
Administration Goals • 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. Accomplishments • Processed over 458 right-of-way construction permits and over 461 citizen service requests. • Continue meetings with HOA and neighborhoods to build strong community goal. • Update Neighborhood Traffic Calming Program. Field Services Goals • To perform the most accurate and reliable construction plans for in-house projects. • To provide the best quality control inspection services for public infrastructure. Accomplishments • Surveyed, designed, and prepared construction plans for 15 street and storm drainage rehab projects. • Continue contracting inspection services to provide quality control and prompt inspections for development projects. • Project managed the College Park and Martin Drive roundabout. Traffic Goals • 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 Accomplishments • Continue updating street name signs to meet Federal and State guidelines • Placed or replaced over 1,310 street signs and placed over 25 new street sign toppers on neighborhoods • Placed over 30,800 LF (7.52 Miles) of pavement markings (e.g. markings, buttons, crosswalks, etc.) on City streets Streets Goals • 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. Accomplishments • Reconstructed over 5.3 miles (108,826 SY) of City roadways for a total of 26 projects • Performed over 1.5 miles (30,800 SY) of preventative maintenance by utilizing micro-surfacing and slurry seal application • Placed over 200 LF of storm drainage system with curb inlets and drainage structures • Received and executed over 461 citizen requests for potholes, tree trimming, and emergency out-calls, etc.
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WATER, WASTEWATER AND ENGINEERING WHAT WE DO The Water Utility provides treated drinking water for our customers, water for fire protection, and treats wastewater to safe levels before discharging back into the environment. In addition to Weatherford’s retail customers, 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; Maintenance; Rehabilitation; Engineering; and Water Reclamation Facility.
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 longterm 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 water reclamation facility. • Operate and maintain a water distribution system of 287 miles of pipeline, 8 pump stations and 9 water storage tanks. • Operate and maintain a wastewater collection system of 213 miles of pipeline and 24 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 storm water infrastructure for private residential and commercial development projects. • Public education on water conservation practices, watershed protection, and wastewater disposal. 42 ANNUAL REPORT | 2019-20
Rick Shaffer Director
PROJECTS COMPLETED: Water Purification Plant • Produced 1.4 billion gallons of drinking water in FY19. • Completed initial phase of improvements for additional taste and odor treatment by adding granular activated carbon filter caps to the Trident filter units. • Completed a Preliminary Engineering Report for future phases of facility improvements. • Completed design of second phase of improvement for additional taste and odor treatment using GAC contactors for more extensive treatment. • Conducted inspection of WPP and water distribution system with TCEQ and received zero violations. • Maintained the cost to produce treated water below the 4-year average. Water Reclamation Facility • Treated approximately 900 million gallons of wastewater. • Continued permitting and development of reclaimed water project. • Started construction of SCADA improvements to improve functionality and reliability. • Conducted inspection of pretreatment program with TCEQ and received zero violations. • 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. • Implemented a new backflow prevention device testing program (VEPO) to simplify process for contractors and staff. • Implemented a new customer leak notification program using information from the automated metering system (AMS) water meters to help customers save money on their water bill; and have reviewed/notified customers for over 1,500 potential leaks and high-water consumption • Conducted over 3,000 tests and samples on the water distribution system to monitor water quality. • Completed a 10-year voluntary program with TCEQ to reduce the frequency and magnitude of sanitary sewer overflows, through which staff performed camera inspection of over 15 miles of wastewater pipeline in 2019. • Performed inspection and maintenance for approximately 25% of all fire hydrants in the water distribution system to ensure proper operation and improve visual aesthetics. • Responded to 2,281 work orders for water, and 1,518 work orders for wastewater. W/WW Rehabilitation • City crew replaced/installed ~7,800 linear feet of water and wastewater pipeline, at ~50% of contractor unit cost. • Contractors replaced ~23,000 linear feet of existing water and wastewater pipeline. • Coordinated with Transportation and Public Works Department to schedule water and wastewater projects with planned street improvement projects to reduce overall costs.
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Engineering Services • Performed over 1,300 plan reviews for residential and commercial projects initiated by developers. • Designed seven water and wastewater projects. • Managed 16 water and wastewater projects designed by consultants. Major Capital Improvements • Completed design of a new elevated storage tank to provide additional storage capacity in the Miller pressure plane. Public Education and Outreach • Updated departmental website, and increased social media activity, to better inform customers. • Collected over 660 lbs of unused medicine from residents during two events of the Take Back Meds Program, plus over 860 lbs at the Police Dept, helping to protect our environment and water supplies. • Conducted treatment plant tours for local college and high 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. • Updated the Water Conservation and Drought Contingency Report.
PROJECTS IN PROGRESS: Water Purification Plant • Start construction of GAC contactors for primary taste and odor control. • Conduct a pilot study to evaluate pretreatment alternative in existing Trident® filters. Water Reclamation Facility • Complete construction of SCADA upgrades • Start construction of process improvements and pump station for reclaimed water project • Re-purpose the old administration building for the pretreatment program W/WW Maintenance • Re-enlist in the voluntary TCEQ Sanitary Sewer Overflow (SSO) Prevention program to reduce frequency and magnitude of sanitary sewer overflows • Perform preventative maintenance on ~20% of pumps in distribution and collection systems • Continue to pro-actively notify customers of potential leaks and/or high-water consumption
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W/WW Rehabilitation • Replace ~10,000 linear feet of aging water and wastewater pipeline with city crews; and ~10,000 linear feet with contractors. • Rehab Lift Station #12. • City crew to continue to operate at ~80% of contractor cost or less. Engineering Services • Continue to perform plan reviews for new development, and improve efficiency of the plan review process. • Complete permitting and design, and then start construction, of reclaimed water system. 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. • Start construction of new elevated water storage tank.
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T TRUE X A S 2019-20 | ANNUAL REPORT 47
www.weatherfordtx.gov
