City of Weatherford - Annual Report FY 2015

CITY OF EATHERFORD City Hall

303 Palo Pinto St.

Weatherford, TX 76086

Ph: 817.598.4000

A N N UA L R E P O RT

www.weatherfordtx.gov

FY 2015

CONTENTS

Our Focus 05 City Council 06 Organizational Chart 08 Animal Shelter 10 Consumer Health 13 Electric Utilities 14 Emergency Management 17 Fire Department 18 Information Technology 21 Public Library 22 Municipal and Comm. Services

25

Parks, Rec and Special Events

26

Police Department 29 Public Relations 30 Transportation and Public Works

33

Water/Wastewater and Engineering

34

Economic Development 37 Planning and Development

02 ANNUAL REPORT | 2015

38

2015 | CONTENTS 03

04 ANNUAL REPORT | 2015

OUR FOCUS FOR 2016...

Sharon Hayes City Manager I am pleased to submit the 2016 Annual Report.

This report highlights some key accomplishments for the past year and some upcoming goals for 2016. It is through the dedicated efforts of our employees that we continue to provide safe, economical services to our community. We credit the leadership and excellent cooperation we receive from our Mayor, City Council and citizens as key to our success.

It has been our focus to pursue improving, replacing and expanding our services. The City of Weatherford is proud of our recent accomplishments and remains committed to continuing towards our goals. We look forward to the future knowing that there is still much more to be accomplished.

2015 | OUR FOCUS FOR 2016 05

WEATHERFORD CITY COUNCIL

MAYOR DENNIS HOOKS

HEIDI WILDER PLACE 1

JEFF ROBINSON PLACE 2

DALE FLEEGER PLACE 3

CRAIG SWANCY MAYOR PRO-TEM PLACE 4

06 ANNUAL REPORT | 2015

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

2015 | CITY COUNCIL 07

Sharon Hayes City Manager

Krista Beach Assistant to the City Manager

Angel Rudolph Consumer Health

Malinda Nowell City Secretary

Rick Shaffer Water/WW & Engineering

08 ANNUAL REPORT | 2016

Mike Manning Police Department

Paul Rust Fire Department

Shannon Goodman Parks, Rec & Special Events

Chris Accardo Public Library

Diana Allen Human Resources

Craig Farmer Planning & Development

Manny Palacios Transportation & Public Works

ORGANIZATIONAL CHART Blake Rexroat Public Relations

Troy Garvin Technical Services

Joe Farley Electrical & Warehouse

Steve Bates MAC

Brad Burnett Finance

Dustin Deel Animal Shelter

Dennis Clayton WEDA

Brandi Huddleston Utility Billing

Terry Hughes Capital Trans.

Projects

James Hotopp Assistant City Manager

2016 | ORGANIZATIONAL CHART 09

ANIMAL SHELTER Major Accomplishments • • • • • • • • • •

Live Release Rate for FY2015 was 93.46%.

Companion animal intake was 500 animals more than FY2014 (10.2% increase) and yet adoptions, rescues and return-toowners all increased while euthanasia still decreased.

Increased revenue from Interlocal Agreements by $34,400.

Ranked number four (4) with the most adoptions out of 67 shelters in the Clear the Shelter event.

Pilot testing Trap-Neuter-Return (TNR) program, over 100 TNR’ed community cats in the last quarter of FY2015.

Pilot testing a “Proactive Patrolling” program which puts an officer down every street, at least once a week to do preventative animal service maintenance.

Completed pre-campaign study with Cargill Associates.

Third year for a perfect State Inspection score of 100.

Established an Ambassador program for volunteers.

Surpassed 10,000 followers on facebook page for shelter.

Major Goals • • • • • • •

Dustin Deel Director of Animal Services

10 ANNUAL REPORT | 2016

Begin capital campaign to raise $1.6 Million by end of year 2017.

Increase Stray Intake, Adoptions, Rescues, and Return To Owners (RTO) over previous year by at least 5% in 2016.

Fully Implement a Proactive Patrolling and Field Return To Owner program.

Target and decrease the unaltered community cat population on the North side of town.

Host/Increase number of public/educational outreach events.

Expand animal enrichment programs for animals in shelter.

Begin tracking all animal intake (Wildlife and Dead Pickups).

Animal Disposition Type by Fiscal Year 3000 2500 2000 Adoptions Euthanasia

1500

Rescued Return-to-owners

1000 500 0

2011

2012

2013

2014

2015

Montly Live Release Rate (LRR) by Fiscal Year Monthly Live Release Rate (LRR) by Fiscal Year 100%

90%

Live Release Rate %

80%

70%

60%

50%

40%

30% 2011

2012

2013

2014

2015

January

February

March

April

May

June

July

August

September

October

November

December

2016 | ANIMAL SHELTER 11

Major Goals • • •

• •

Adopted the food establishment rules and regulations set forth in the Texas Administrative Code, Title 25, Chapter 228 (updated rules/regulations that took effect on October 11, 2015).

Continue the ongoing project to digitize all of the health inspection forms for use out in the field on a mobile platform.

Continue contracting outside professional contract services for mosquito management services (training, disease testing, reporting, adult mosquito control) and health inspections (services related to health inspections such as inspecting at retail food establishments, child care facilities, public swimming pools/spas, food vendors at temporary/special events, and compliance/complaint inspections).

Get the City of Weatherford Food Handler training course accredited through the Texas Department of State Health Services (by August 2016).

Hired a part-time office assistant position to alleviate the strain on the current health inspector due to increasing service demands.

City of Weatherford - Total Number of Mosquitoes (Culex quinquefasciatus) Captured by Location per Week

12 ANNUAL REPORT | 2016

CONSUMER HEALTH Major Accomplishments • •

• • • •

Initiated a mobile software for food safety inspections (to help make health inspectors more efficient while out in the field).

Contracted outside professional contract services for mosquito management services (training, disease testing, reporting, adult mosquito control) and health inspections (services related to health inspections such as inspecting at retail food establishments, child care facilities, public swimming pools/spas, food vendors at temporary/special events, and compliance/ complaint inspections).

Organized each establishment file chronologically and purged old documents from 1981 through 2011.

Scanned all temporary food establishment applications and supporting documentation TrakIt for years 2012-2014.

Distributed 14,000 mosquito flyers entitled “How to Protect Yourself & How to Prevent the West Nile Virus” in the May 2015 utility bills.

Distributed mosquito dunks free of charge to Weatherford residents and provided educational, risk level information, maps of areas and press release regarding mosquito spraying.

October 2014 thru September 2015 Inspections

390

Routine

50

Compliance

108

Temporary

33

Compliant

34

Pre-Opening

89

Commercial Swimming Pool/Spa

13

Child Care Facility

19

Plan Reviews

8

Food Handler

Angel Rudolph Consumer Health Inspector

2016 | CONSUMER HEALTH 13

ELECTRIC UTILITIES

This department oversees electrical system planning, construction, and maintenance; electrical substations and distribution system; overhead and underground electric crews; power plant; SCADA; and the fiber optic system.

Major Accomplishments • • • •

•

Electric Crews completed 2198 work orders (total labor cost of $386,482.37, total material cost of $875,213.56).

Made 5,670 locates.

Assisted in the process to finalize the installation and implementation of advanced electric distribution software tools, including development of material unit breakdowns and user practices (Milsoft/Partner Field Engineering).

Acted as principal for engineering oversight, specification, bidding, and construction of the civil portion of the new West Loop Substation. Oversaw structural, mechanical, and electrical engineering design of West Loop Substation. Designed, specified, and bid relay panels, and control shed for West Loop Substation. Specified and bid purchase of four new substation power transformers for use at West Loop and other substations.

Changed out meters for AMI project. Currently three thousand five hundred and eighty-four (3584) are installed.

Joe Farley Director of Electric Utilities

14 ANNUAL REPORT | 2016

Major Goals • •

• • • •

Continue design oversight of all remaining engineering for WestLoop Substation, and oversee all remaining construction phases of substation, up to and including energization.

Replace the existing North-North substation power transformer with a new transformer. Provide engineering and construction oversight as needed to facilitate this process. Oversee civil engineering and construction to enlarge the substation if needed for access to replace transformer.

Install fiber connections for several facilities: College Park water tower, Miller water tower, and other locations.

Review possibilities for a fiber path along the RWMH loop.

Implement new SEL Ethernet radios.

Purchase and implement new WebServ SCADA software for remote SCADA viewing.

2016 | ELECTRIC UTILITIES 15 2015 | 09

ty acili F r e t an Shel y Pl c n e rg Eme O I P ch trea u O y unit m Com

EOC

16 ANNUAL REPORT | 2016

EMERGENCY MANAGMENT year one Timeline and Goals: July 2015 - July 2016 1. Begin identifying needs for the City • Outdoor Warning System • Special Events Planning 2. Identify Trainings for City Staff 3. Begin Outreach Program • CFA • Emergency Prep Engagements 4.

• • •

Begin process of creating Emergency Management Plans Emergency Operations Plan Deris Management Plan COOP

Year Two to Three Timeline and Goals: 2016 - 2018 1.

2.

3.

4.

5.

6.

Complete Plans Begin looking into Emergency Management Performance Grants Hopefully begin Outdoor Warning System Project Look into creating an intern position Create a City wide Preparedness Fair for September Create Exercise Program to test plans and procedures

Year Three to five Timeline and Goals: 2018 - 2020 1. Continue to Identify City needs 2. Update plans 3. Continue to improve and grow the Emergency Management Program

Cody Mulloy Emergency Management Coordinator

2016 | EMERGENCY MANAGEMENT 17

FIRE DEPARTMENT

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.

Paul Rust

•

The Fire Department’s first arriving vehicle on a scene of an emergency had an annual average response time of five (5) minutes and ten (10) seconds.

•

The Fire Department’s second arriving vehicle had an emergency response time of six (6)minutes and 16 seconds.

•

The average number of firefighters per emergency vehicle was 3.5 throughout 2015.

Number of Alarms by incident type

Fire Chief

25 586

541

Rescues - 9.74%

894

False Calls - 16.09% Fires - 3.31%

2,878

447

184

Hazardous Conditions - 8.05% Medical Incidents - 51.81% Service Calls - 10.55% Others - 0.45%

18 ANNUAL REPORT | 2016

Major Goals •

• • • • • • •

Implement a pre-incident program which will allow firefighters to gather information on facilities deemed as “target hazards” prior to the occurrence of an emergency incident. This information would include a basic sketch of the facility along with any know hazards. This information will be readily available to firefighters responding to an emergency via tablet computers. The program will include an annual survey, where firefighters will visit target hazards to gather updated information.

Obtain an improved ISO PPC Rating for our citizens. The PPC is the factor many insurance companies use to set homeowner insurance premiums. Weatherford is currently a 3 on a 10 point scale. Our goal is to improve to a PPC 2 this year.

Develop a leadership training program for all supervisors within the department. This program will eventually be used to prepare “next generation” leaders for supervisory roles, equipping them with the knowledge and skills to effectively manage and lead employees.

Develop training programs to educate police department dispatcher, telecommunicators, in fire department dispatch operations. This would include initial orientation programs for new hires, and annual continuing education for existing telecommunicators.

Expand our public fire safety education to include special programs for the elderly. We currently have a well-functioning program for the youth; however, the elderly is another at risk group. This year we will implement fire safety classes which target the elderly and reduce the risk for those citizens.

Initiate an annual medical surveillance program for our firefighters. Due to occupational exposures/hazards, firefighters are a high risk group for cancer, heart disease, and stroke. The annual medical surveillance program will allow for early detection and lifestyle changes which will lead to healthier and longer working workforce.

Successfully complete the Citizens Fire Academy Class #2. This program allows citizens to get an insider’s perspective on the operations of the department. Citizens get to perform skills required of a firefighter in a controlled training environment.

Also, graduates of the program can join the CFA Alumni and perform support functions with the department.

Update the fire department webpage to provide informative fire and life safety information to the citizens.

Annual Incidents Count by Station Admin (W. Oak St.) Station 4 (W. Park Ave.) Station 3 (Atwood Ct.) Station 36 (N. Oakridge Dr.) Station 1 (S. Alamo St.) 0

500

1000

1500

2000

2500

Annual Call Volume

Total Runs of 5,555 2016 | FIRE DEPARTMENT 19

Major Goals • • • • • • • • •

Electronic Content Management- the ECM workflow analysis and document processing will start with the City Secretary’s office and set the framework for a staged enterprise deployment.

Public Safety computer Deployment- The computer deployment process will encompass a three year hardware refresh coupled with OS upgrades, to standardize the Court, Public Safety, and Animal Shelter computer systems.

Core Network Infrastructure- Upgrade existing core network infrastructure to new and up-to-date technology.

Office 365 Migration- Migrate existing on-premise email infrastructure to cloud based Office 365, as well as promote a mobile workforce utilizing Microsoft solutions in the field.

Electric SCADA Server Refresh- Replace aging Virtual Host servers that manage electric SCADA management systems.

Physical security upgrade of City Facilities- Work with city departments to determine the needs of the city for future security expansion, while also maintaining and upgrading current security measures.

GIS software upgrades- This program will bring the City up to the current release of ESRI Mapping Software.

CityWorks software upgrades- This program will bring the City up to the current release of CityWorks Software.

Pavement Management Software – Install and MicroPAVER software for use in city departments.

20 ANNUAL REPORT | 2016

INFORMATION TECHNOLOGY (IT)

The Information Technology Division manages the Wide Area Network (WAN), which involves networking hardware and software troubleshooting, network device upgrades, contract negotiations, fiber optic coordination, data management, and network administration duties. The GIS system is used by internal employees and outside consultants to make decisions and recommendations regarding infrastructure improvements and changes. HelpDesk/PC Support performs PC hardware and software troubleshooting, incident management for all city staff, HelpDesk problem resolution for approximately 1,200 computers, thin clients, phones, mobile, and network connected devices throughout the city.

Vision The IT Department functions as an enabler of city departments to facilitate cost effective business solutions, accurate decisions and timely citizen response.

Major Accomplishments • • • • •

Deployed 85 new pc’s to Utilities as well as the Library.

Completed Milsoft migration for engineering analysis.

Completed expansion of City Works work order and tracking system to Transportation and Public Works, Parks, and Customer Service.

Setup Mobile Device Management for city asset management of iPads, iPhones, and other mobile devices.

Implement central power distribution unit for management of all critical systems inside service center.

Troy Garvin Director of Information Technology

2016 | INFORMATION TECHNOLOGY 21

LIBRARY Major Accomplishments • • •

• • • • •

Secured $25,000 donation from Weatherford Library Foundation to fund Library Facility Needs Assessment Study.

The Texas State Library and Archives Commission awarded the Weatherford Public Library an LSTA Competitive TexTreasures Grant in the amount of $34,956 for Preserving and Expanding Access to Culture and History (PEACH) project, in a partnership with the Doss Heritage and Culture Center.

The North Central Texas Council of Governments presented its 2015 Regional Cooperation Award to the City of Weatherford for the Parker County Library Association (which includes the PEACH project) in conjunction with the cities of Mineral Wells, Azle, and Springtown. Weatherford Public Library was the lead agency driving the development of this resource sharing consortium.

Accomplished 1% increase in circulation of physical items, to 332,518.

Began offering streaming videos for checkout via Internet.

Increased Summer Reading Club registrations 6.6 percent, from 1,784 to 1,902.

Installed new multimedia systems (data projectors and speakers) in both meeting rooms.

Replaced public water fountains.

• As part of restructuring to accomplish $90,000 ongoing decrease in staff salaries, eliminated Assistant Director of Library Services position and hired new Community and Events Librarian. Introduced several new event series, including Coloring for Adults and monthly Book Club.

Chris Accardo Director of Library Services

22 ANNUAL REPORT | 2016

Major Goals • • • • • •

40th Birthday Celebration Complete facility needs assessment Increase number and quality of events for adults Transition digital repository to open source solution Add credit cards as method for library users to pay fines, fees, donations, etc.

Release library publicity poster featuring well-known actor

Summer Reading Club Registrations 2000 1800 1600 1400 1200 1000 800 600 400 200 0

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016 | PUBLIC LIBRARY 23

Sanitation Major Accomplishments • •

Maintained 98% customer satisfaction rate Increased recycling customer base diverting a total of 364 tons on waste from the landfill, leading to of a savings of approximately $6500 in waste disposal fees

Sanitation Major Goals •

Continue to increase recycling program by promoting and offer and incentives

Facility Maintenance Major Accomplishments • • • • • •

Stained and sealed the Holland Lake Athletic Field House Repaired the front entrance stairway at City Hall Repaired the historic windows at the Chamber of Commerce Repaired the floor at the Police Department Replaced the Fire Administration’s building sidewalk Replaced two substandard A/C units in city buildings

Facility Maintenance Major Goals • • •

Maintain and sustain the integrity of all city-owned buildings Install security access for City Hall and Old City Hall Create storage facility for Animal Shelter

Fleet Maintenance Major Accomplishments • • •

Performed 192 preventative maintenance request in-house Performed 52 unscheduled maintenance Performed 70 field calls

Fleet Maintenance Major Goals •

Continue to utilize Fleet Maintenance Division to keep work in-house which will save the City both time and dollars.

24 ANNUAL REPORT | 2016

MUNICIPAL AND COMMUNITY SERVICES

Municipal and Community Services oversees Sanitation, Facility Maintenance and Fleet Maintenance. One of the larger operations is the Sanitation Division. The Sanitation Division strives to provide an excellent and consistent curbside solid waste collection service to the private residents and commercial firms of Weatherford. The Sanitation Division works at meeting and satisfying the demands of this community in an efficient and professional manner, ensuring a clean and healthy environment for the City of Weatherford.

Collection Includes…

• Residential • Commercial • Brush • Bulk Garbage • Curbside Recycling Collection does not include…

• Tires • Batteries • Hazardous Chemicals • Paint • Motor Oil • Oil Filters • Liquids of any kind

Steve Bates Director of Muncipal and Community Services

2016 | MUNICPAL AND COMMUNITY SERVICES 25

PARKS, RECREATION AND SPECIAL EVENTS Major Accomplishments • • •

Mt Pleasant School Grand Opening Cherry Park Permanent Restrooms Chandor Gardens - Placed on National Registry of Historic Place.

- Secured Douglas Chandor’s 1928 Brownell family portrait on permanent loan.

- Fruition of Chandor Gardens Foundation, Inc. - Increase in both facility rentals and general admissions.

- Installed new bridge over center pond that features Douglas Chandor’s original bridge design.

- Several feature articles in statewide magazines (e.g. Texas Co-op, AAA, Dallas Morning News - Received the certificate of Excellence by TripAdvisor.

- Named the top wedding event venue by Parker County Today.

• Heritage Park

- Made improvements to the North Lot.

- Broke ground on Amphitheater.

- Completed construction of Food Court.

- Increased amount of Special Events.

- Created Holiday in Park Event.

• Associations

- Partnered with Weatherford Little League to resurface two fields.

- Cleared 40 acres at Cartwright Park for additional parking and use for

the Weatherford Youth Association.

- Broke ground for 10 Horseshoe Pits at Love Street Park with

Weatherford Noon Lions Club.

- Signed User Agreement with the Weatherford Mountain Bike Club.

Shannon Goodman Director of Parks, Recreation and Special Events

26 ANNUAL REPORT | 2016

Major Goals

• • • • • • • •

Develop Veterans Memorial Park.

Continue to grow First Monday Trade Days.

Establish a Concert Series at Heritage Park.

Construct an all-inclusive Playground at Heritage Park.

Develop teen youth outdoor Recreation programs.

Introduce online rentals and registration for Recreation Programs.

Complete the New Parks and Open Space Master Plan.

Open Camp Holland to the Public for rentals.

Park Work Orders

Data collected April 2015 - September 2015

MISC. 4%

AMENITIES MAINTENANCE 6%

PICKING UP SUPPLIES 9%

BASEBALL FIELD MAINTENANCE 18%

BASEBALL FIELD PREP 18%

MOWING/TRIMMING 18%

MAINTENANCE CYCLES [PERCENTAGE]

IRRIGATION REPAIR 9% DIRT WORK 9%

2016 | PARKS, RECREATION AND SPECIAL EVENTS 27

2011 2012 2013 2014 2015*

Violent Crime Part I 39 35 7 47 42 Property Part I 711 751 660 693 623 Total Part I Crime 750 786 667 740 665 900 800 700 600 500

Total Part I Crime

400

Violent Crime Part I

300

Property Part I

200 100 0

2011

28 ANNUAL REPORT | 2016

2012

2013

2014

2015*

POLICE DEPARTMENT

The Weatherford Police Department is directed to preserve law and order and enforce our society’s laws and ordinances. It is our mission to create a high quality of life and provide a safe, secure and sanitary environment for the citizens of this community. Our goal shall be to make the City of Weatherford a safer and better city in which to live, work and play.

Major Goals • • • • • • • •

Increase the number of certified law enforcement officers.

Increase officer and civilian training in the area of dealing with mental health issues in society and the cultural changes of how police interact with the public.

Develop a succession plan for the police department due to the high number of people that can currently retire from the Department.

Increase the number of certified law enforcement officers.

Increase officer and civilian training in the area of dealing with mental health issues in society and the cultural changes of how police interact with the public.

Develop a succession plan for the police department due to the high number of people that can currently retire from the Department.

Reduce traffic accidents and traffic related complaints Continue to improve quality of life for our citizens by creating a low tolerance for criminal activity or any other activity that disturbs the citizens well-being.

Mike Manning Chief of Police

2016 | POLICE DEPARTMENT 29

PUBLIC RELATIONS

The public relations office is responsible for planning and conducting community relations programs for the City of Weatherford.

We collaborate with citizens and local partners to: • • • • •

Reinforce and increase the City of Weatherford’s visibility in the public.

Increase community engagement outreach efforts.

Advance and protect the City of Weatherford’s mission and vision.

Develop and evaluate tourism programs.

Serve as a consultant on Capital Project Planning.

Major Accomplishments • • • • • • •

Website redesign Youth Advisory Council (YAC) Launched Citizen University Animal Shelter Capital Campaign marketing brochure Published three (3) Employee Relations Guide magazines Distributed 49 news releases 2015-2016 Fiscal Year Annual Report

Major Goals

Blake Rexroat

• • • • • • • • • • • • •

General Plan in conjuction with Planning Division Social media plan/policy (Facebook, Twitter, Instagram, etc.)

Media plan/policy Media kit PIO emergency management plan Wellness program Community publications Tourism publications Public service announcement videos Litter campaign Mount Pleasant brochure MySidewalk Join Nextdoor - Private Social Network for Weatherford neighborhoods

Public Relations Manager

News Releases

30 ANNUAL REPORT | 2016

Publication Device Statistics 16% 74% 10%

01 Desktop

Publications

02 Mobile 03 Tablet

Devices that readers are using when viewing City of Weatherford publications.

Website Redesign

2016 | PUBLIC RELATIONS 31

Major 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 • Implemented new work order software to better track and manage production • Continue streamlining permitting process • Updated construction standard details

Field Services Goals • To prepare most accurate and reliable construction plans for in-house projects • To provide the best quality control inspection services Accomplishments • Optimized new survey equipment for better efficiency • Continued optimizing in-house CAD design on rehab street projects • Continue contracting inspection services to provide quality control and prompt inspections • Continue CIP inspections on IH20 Frontage Roads

Traffic Goals • To provide 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 up to 70% completed • Implemented new traffic sign standards to insure a sturdier sign installation for less maintenance • Improved pavement markings by implementing more raised pavement markers (buttons)

Streets Goals • Protecting the investment in public streets through preventative maintenance and rebuilding of streets.

• Provide assistance to other departments with various work orders on special projects Accomplishments • Reconstructed over five miles (26,400 LF) of City roadways for a total of 22 projects • Performed over 1.5 miles (7,920 LF) of preventative maintenance by utilizing microsurfacing application • Managed three major winter weather events by performing sanding operations throughout City roads • Increased work production by digitizing work order forms and processing through portable computer devices • Received and executed over 300 citizen requests for potholes, tree trimming, emergency out-calls, etc.

32 ANNUAL REPORT | 2016

TRANSPORTATION AND PUBLIC WORKS

The Transportation and Public Works Department ensures that the long term strategic goals of Weatherford’s Comprehensive Plan are maintained by providing direction and oversight of new infrastructure development. The department covers transportation projects resulting from the Citizens’ Capital Advisory Committee, and all other public works services for the City of Weatherford.

Mission Our mission is to improve the quality of life by effectively developing, maintaining and improving the infrastructure that supports a desirable community in which to live, transact business and visit.

Vision Provide a professional Transportation and Public Works organization that will offer quality infrastructure and efficient services in a sustainable way that will contribute to making Weatherford a desirable place for our community, our citizens and our co-workers.

Services provided • • • • • •

Issue permits for any construction within the public right-of-way.

Investigate and present to the Transportation Advisory Board various traffic related requests.

Provide information, research and prepare legal descriptions and maps to the public and other departments.

Review plans and check public improvements.

Coordinate activities of various state and county transportation projects.

Improve and maintain public streets and roads through a Neighborhood Street Improvement Program.

Manny Palacios Director of Public Works

2016 | TRANSPORTATION AND PUBLIC WORKS 33

WATER/WASTEWATER AND ENGINEERING

Water and Wastewater Utility manages the treatment and distribution of drinking water to, and collection and treatment of wastewater treatment from, customers in the City of Weatherford and also the City of Hudson Oaks. Overall, the utility manages a staff of 49 employees with an annual budget of $12.9M and $5.3M for water and wastewater, respectively. The utility is comprised of six departments –Administration, Water Treatment Plant, Water/Wastewater Maintenance, Water/Wastewater Rehabilitation, Engineering, and Wastewater Treatment Plant. Together, these departments operate and maintain a 14 MGD water treatment plant, 4.5 MGD wastewater treatment plant, 275 miles of water pipelines, 208 miles of wastewater pipelines, pump stations, water storage tanks and wastewater lift stations.

Major Accomplishments • • • • • •

Rick Shaffer Director of Water/Wastewater and Engineering

34 ANNUAL REPORT | 2016

•

Completed a major replacement of all 228 modules in the plant’s membrane treatment unit.

Produced over 1.4 billion gallons of treated water.

Major overhaul of the plants supervisory control and data acquisition (SCADA) program to provide greater operational control and redundancy of the plant.

Distributed free low-flow toilets to residential customers who signed up to participate, helping to reduce customer water demand.

Collected over 600 pounds of medicine from residents in the Take Back Meds Program as an important part of protecting our water supplies.

Participated in a voluntary program with the Texas Commission on Environmental Quality to reduce the frequency and magnitude of sanitary sewer overflows. Through this program, the City performed camera inspection of 105,000 feet, smoke testing of 95,500 feet, Vac-Con cleaning of 23,500 feet, and jetting of 473,000 feet of wastewater mains during 2015.

Completed pilot testing of a new Advanced Metering System (AMS) and began replacing customer’s water meters with these more advanced meters which are more accurate, will reduce operating costs, and will allow customers to more closely monitor their usage.

Major Goals •

Continue to focus on public education and outreach (Take Back Meds, oil and grease disposal, Texas Smartscape, etc.) to help educate residence on how they can assist in conserving the environment.

Continue to upgrade the SCADA System.

Continue Water Reuse Project which will augment water supplies in Lake Weatherford to increase the available water supplies at a lower cost than current alternatives.

A secondary benefit includes increased lake levels as a result of the new source of water supply. This project will divert water, which currently flows to Lake Benbrook, to Lake Weatherford instead.

• •

Annual Rainfall (Inches) 60 50 40 30 20 10 0

2013

2014

2015

Avg (1981-2015)

2016 | WATER/WASTEWATER AND ENGINEERING 35

Major Goals and accomplishments I. Goal - Increase Job Diversity:

1. Retail company & shopping center developer recruitment.

2. Primary industrial/manufacturing & commercial business services: 3. Marketing: website resources & links, databases & collateral materials.

II. Goal - Energize and enrich the historic fabric & Quality of Life of Weatherford:

1. Diverse Historic Downtown & North Side mixed use: diversity of mixed-use residential options, technology, retail & commercial.

2. Market & Recruit the development of arts, entertainment & recreation venues/ amenities (established clusters and downtown).

III. Goal – Diversify Development and Infrastructure:

1. Diversify Transportation: Support & resource the 2013/2014 CTP Thoroughfare Plan; & development of the East Loop ROW & E-IH20 connection.

2. Due-diligence on infrastructure services & development w/city departments: “Build the right thing” (infrastructure) to attract/recruit the “Right thing” [target businesses] Dr.ClowerUNT.

IV. Goal: Build Board & Community resource & knowledge:

1. Business Leadership Committee (BLC) (to WEDB): Business & Industry insight.

2. Source for economic development business incentives, programs and implementation strategies.

20 Prospects: 2 Local; 10 DFW; 2 In-State; 6 (2 Int’l) Out-of-State; YTD: 20.

6 Retail; 6 Commercial/Services; 7 Industrial; 1 Retail – TX ICSC (retail) EXPO – Dallas.

6 Retail; 5 Commercial/Services; 2 Industrial

13 Site Visits: 539 jobs; est. $94.85 MM CI; 4 Local, 8 DFW; 1 In-State; 0 Out-of-State; YTD: 13.

22 Requests for Information (RFI’s): 16 Local, 6 DFW; YTD: 22.

2 New Business Locations/Expansions: 1 Local; 1 Out-of-State

1. QT Travel Center – 7K SF/$4MM CI/15 jobs – under construction.

2. NEZ “Justice Burger” restaurant – 2.5K SF/$50K CI/15 jobs.

14 Existing business visits/resource:

1) Jerry’s Chevrolet 45th Anniversary – Wfrd Chamber Ribbon Cutting; 2) UNT/HSC – WRMC Medical Resident Education (MRE) Program – a) student candidate community tour, b) 2016 MRE Opening Ceremony; 3) Littlepage Logistics – mfgr Guide; 4) Petro/Iron Skillet – Neighborhood Ambassador program; 5) Pro-View digital Surveillance systems; 6) RW Recording Studio; 7) alphagraphics; 8) Flannery Electrical Contracting; 9) SFX firearms sales; 10) CNB – Waxahachie, new Weatherford branch; 11) Weatherford Chamber of Commerce - a) Southwest Volkswagen Christmas mixer; b) First National Bank annual Christmas mixer, 12) WC BCIS (business/computer/information systems) annual advisory committee.

36 ANNUAL REPORT | 2016

ECONOMIC DEVELOPMENT

The Economic Development Department leads the organization for the promotion, marketing, attraction and retention of the local and regional economy.

Vision Weatherford, TX - “The Western Gateway Business Centre of the DFW Metrolplex”

Program Development 1.

2.

3.

4.

2 Economic Development Agreements (EDA) and 1 TIP- No.1: - 12.15 by CC approved Power Service 103K SF WH/fulfillment center – Supp Agreement No.1.

- 01.12 CC approved Eco Dev Agreement-2.5K SF Hist. Dwntwn NEZ restaurant.

- 01.12 CC approved tax increment reinvestment Zone No. 1-“TIP” NOI and Policies.

11.17.15 WEDB “Stakeholders Workshop #2” economic development Strategic planning.

TX ICSC (retail) EXPO – Dallas, 11.05 & 06.

“Best Place to Retire” questionnaire – WEDD perspective to Weatherford Chamber of Commerce.

5. Marketing Ad placements:

- TX Real Estate Business - Nov. issue, 11.05.15

- TX ICSC retail Trade show – Dallas; WEDD 4X6 ad.

- Community News - 2015 “Your Parker County” spec edition,

Weatherford growth & development interview; 4X10 ad.

- REDNews – 01.2016 editorial/feature –“North Texas Development

Boom” ¼-page ad placement.

- Weatherford Star-Telegram – 2016 “Parker County Strong”

progress edition – “Weatherford Growth & Population Strength” article.

Dennis Clayton Executive Director of Economic Development

2016 | ECONOMIC DEVELOPMENT 37

PLANNING & DEVELOPMENT

BUILDING INSPECTION, CODE ENFORCEMENT, PLANNING,ZONING, HISTORIC PRESERVATION We facilitate quality growth and negotiate the future of our City. Services we provide: • Comprehensive • Zoning Request • Subdivision and Platting • Site Development Review • Variance Requests

Major Accomplishments • • • • • •

Craig Farmer Director of Planning & Development

38 ANNUAL REPORT | 2016

• • •

General Plan – Hired consultant for new plan/vision for the future of Weatherford.

Downtown Plan – Opened new restaurants, businesses, wine tasting Subdivision Ordinance - Hired consultants to replace antiquated subdivision (platting) ordinance.

New shortcuts of permit tracking software expedited plan/permit reviews & turna-round times (10 days).

Master platted 1,028 new residential lots.

Permitted major developments including Film Alley, Roger Williams, Keg-1, Vintage Grill, tripling the permitted retail/commercial square footages from 70,000 in 2012 to 357,000 in 2015.

Total valuations nearly doubled from $40 million in 2012 to $79 million in 2015.

Amended, finalized and adopted Historic Preservation Ordinances.

Obtained voluntary demolition of 14 dilapidated structures.

Major Goals • • • • • • • • • • • •

Zoning - Adopt revised/more accurate use charts with a new retail distric.

Parking - Adopt realistic parking requirements.

Trees - Adopt more enforceable tree ordinance.

Historic Preservation Incentives Program – Initiate program for Houses and Businesses.

Downtown – Hire Main Street/Downtown Manager, open downtown office, re-establish website, association, help coordinate monthly events, public improvements and merchant.

Building Permits - Exceed 2,000 permits and 9,000 inspections.

Utilize I-PAD technology to provide real time permit inspection results.

Provide for internet applications for permits and status updates.

New Construction - Increased 10% equalling $85 million in 2016.

Permit revenue – Increased from $398K to $460K. Code Enforcement - Continue “warning notice” & “warning citation” program - more results with limited number of code enforcement officers.

Code Voluntary Demolitions - Demolished dilapidated houses and partnered with the Building Standards Commission attorneys to demolish non-voluntary “problem” buildings.

Square Footage Totals for the Year

Retail Office Restaurant TOTALS =

2012 64,488 0 4,419 68,907

2013 28,597 49,791 0 7 8,388

2014 12,717 146,723 10,596 170,036

2015 306,951 46,547 4,388 357,886

Total Permits issued Valuation per Year 2012 $40,657,516

2013 $44,273,375

2014 $65,070,461

2015 $78,922,588

2016 | PLANNING AND DEVELOPMENT 39