Annual Report 2017-18

ANNUAL REPORT 2017-18

CONTENTS City Manager 06 City Council

08

Organizational Chart 10 Recognition and Awards 12 Financial Update 14 Mission and Vision 17 Departments

Capital Transportation Projects Communications and Marketing

18 20

Electric Utilities 22

Emergency Management 24

Fire Department 26 Human Resources 28 Information Technology 30 Municipal and Community Services

32

Parks, Recreation and Special Events

34

Development and Neighborhood Services

36

Police Department 40 Public Library 42 Transportation and Public Works

44

Water/Wastewater and Engineering

46

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TRUE

TEXAS

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CITY MANAGER

Each year, staff strive to accomplish the goals set out by the Weatherford City Council. This annual report is an abbreviated summary of the accomplishments and future objectives of some of the City’s various departments. This community was founded and built by people with visionary leadership and as we contemplate a new year, I would be remiss not to take the time to accredit council, staff and the citizens who have assembled and aspired to shape the City of Weatherford this past year. I look forward to the challenges of the future because I have seen how adaptable our community can be to evolving and changing conditions. I believe that our heritage, spirit and future will pave the way to a better tomorrow.

Thank you for your hard work in 2017.

Sharon Hayes, City Manager 6 ANNUAL REPORT | 2017-18

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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.

Craig Swancy Mayor Jeff Robinson Mayor Pro-Tem/Place 2

Heidi Wilder Place 1

Dale Fleeger Place 3

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Kevin Cleveland Place 4

THE NUMBERS 59 Ordinances 38 Resolutions Government is a trust, and the officers of government are trustees, and both the trust and the trustees are created for the benefit of the people.

- Henry Clay 2017-18 | ANNUAL REPORT 9

ORGANIZATIONAL CHART

Deputy City Manager James Hotopp

City Secretary Malinda Nowell

Development and Neighborhood Services Craig Farmer

Electric and Warehouse Joe Farley

Capital Transportation Projects Terry Hughes

Water, Wastewater and Engineering Rick Shaffer

Police Dept.

Lance Arnold

Parks and Recreation Shannon Goodman

Fire Dept.

Paul Rust

Transportation and Public Works Manny Palacios

Building Inspection

Field Operations

Code Enforcement

Street Operations

Consumer Health

Traffic Operations

Main Street

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City Manager Sharon Hayes

Assistant City Manager Brad Burnett

Assistant to the City Manager Krista Beach

Economic Development Kristen Pegues

Comm. and Marketing Blake Rexroat

Finance Kyle Lester

Public Library Chris Accardo

Human Resources Diana Allen

Animal Services Dustin Deel

Information Technology and GIS Troy Garvin

Municipal and Community Services Dustin Deel

Accounting

Facilities Maint.

Budget and Purchasing

Fleet Maint.

Financial Analyst Municipal Court Utility Billing

Waste Mgmt.

Emergency Management Cody Mulloy

Risk Management 2017-18 | ANNUAL REPORT 11

RECOGNITION AND AWARDS

COMMUNICATIONS AND MARKETING AWARDS The City of Weatherford brought home five (5) awards from the Texas Association of Municipal Information Officers (TAMIO) Conference for excellence in communication and marketing initiatives. This was the City’s second year in a row to receive state level awards for communications and marketing.

TREE CITY USA The City of Weatherford is celebrating its recertification as a “Tree City USA” by the Arbor Day Foundation. To be honored with this outstanding designation, a community must meet the criteria of: sound urban forestry management, have a community tree ordinance, spend at least $2 per capita on urban forestry and celebrate Arbor Day. The City of Weatherford currently celebrates Arbor Day at the annual Weatherford Blooms Home and Garden Festival in historic downtown.

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PROJECT OF THE YEAR AWARD The City of Weatherford Transportation and Public Works Department was awarded “Project of the Year” by the American Public Works Association (APWA) Texas Chapter for the Charles Street and Mockingbird Lane roundabout project. Staff submitted the application to the APWA Texas Chapter under the Transportation Project Less Than 2 Million cost category. The application was evaluated based on construction schedule and management, environmental considerations, community relations, unusual accomplishments and other criteria. The project was selected by APWA board panel and staff was invited to the annual APWA Texas Chapter Conference to receive the award. The roundabout project was one of the first in Weatherford and in Parker County which was constructed by in-house City staff within budget and on schedule. The roundabout project at this intersection improved traffic flow, pedestrian safety and beautification to the neighborhood.

RELIABLE PUBLIC POWER PROVIDER The American Public Power Association’s Reliable Public Power Provider program recognizes utilities that demonstrate high proficiency in reliability, safety, workforce development, and system improvement. Utilities keep the RP3 designation for three years. The City of Weatherford is classified as a platinum level.

BEST IN FINANCIAL REPORTING Continuing a long-standing tradition of financial integrity, the City of Weatherford was once again awarded the Leadership Gold Circle Award for Financial Transparency from the Texas Comptroller’s Office. Local government transparency provides taxpayers a visible look at where the money goes.

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FINANCIAL UPDATE The adopted FY18 budget represents the City of Weatherford’s blueprint of the programs and services it will provide to its citizens. The budget process is an ongoing exercise in balancing revenues and expenditures while giving City stakeholders an opportunity to evaluate its priorities. The overall strategic direction of the City is what dictates where resources will be placed.Valued input from City Council, citizens and staff are necessary to make this a plan for success.

The most recent adopted budget, FY 2017-2018, allocates $46,763,563 in anticipated revenue and $3,116,625 in accumulated fund balance to services across the City. Initiatives addressed in this budget include conducting a comprehensive personnel survey that will benefit staffing and compensation levels, as well as succession planning, upgrading public infrastructure across the City, evaluating funding mechanisms for services enjoyed by non-residents, completing a new comprehensive plan and land use survey, continuing development in Weatherford’s downtown area, re-evaluating the City’s approach to marketing and tourism, planning for a comprehensive vehicle and major equipment rotation fund and making plans to initiate large-scale, bondfunded capital improvements.

1% LICENSES $715,729 1% FINES AND FORFEITURES $586,000 2% INTRAGOVERNMENTAL REVENUE $973,897 2% MISCELLANEOUS REVENUE $1,062,853

6% USE OF RESERVES $3,116,625 8% SERVICE CHARGES $4,129,560 13% TRANSFERS AND OTHER SOURCES $6,388,944 15% INTERGOVERNMENTAL SERVICES $7,435,972

25% SALES TAXES $12,546,000

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23% PROPERTY TAXES $11,404,608

3% OTHER TAXES $1,520,000

City expense breakdown: 7% Supplies/Maintenance $3,382,006

48% Personnel $23,767,974

9% Capital Outlay $4,401,675

37% Contractual $18,328,533

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 is not intended to be a forecast of future events, this five-year forecast does help provide key decision makers a visual of the possible long-term effects of financial decisions and external factors. Major initiatives shown in this forecast are modest pay and personnel increases, continuing the vehicle rotation and efforts to diversify general fund revenue by capturing portions of annual sales tax increases for non-recurring projects.

Overall, the City of Weatherford is thriving. Significant growth in both residential and commercial developments has bolstered the City’s property and sales taxes exponentially. Accompanied by modest tax rate increases, Weatherford has rapidly increased its financial security in a short period of time. As previously mentioned, it is imperative that staff and Council be careful to use this growth wisely. Staff should only propose to add positions where absolutely necessary, and should take care to plan for future expenses such as capital expansion, facility maintenance, information technology advancements and vehicles/major equipment. Fortunately, Weatherford benefits from a forward-thinking staff and Council. This professional team will continue to look for efficient and practical ways to make this already prosperous community even more prosperous.

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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 Capital Transportation Projects 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.

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.

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Terry Hughes Director

PROJECTS COMPLETED: • Implemented the second TIRZ public/private partnership to construct a portion of Katlyn Drive adjacent to the new Gunn Automotive Complex.

• Completed design and implemented bid letting for Phase II of the Town Creek Trail System.

• Completed design and real state acquisitions for the Holland Lake drainage and dam projects.

• Completed design of the Black Warrior drainage project.

• Completed annexations along Interstate Highway 20 near Dennis Road.

• Implemented and completed design of the Upper Holland Lake Watershed Detention System.

• Completed a year of service as Chair of NCTCOG Bicycle and Pedestrian Advisory Committee.

• Completed a year of service as a member of the NCTCOG Surface Transportation Technical Committee.

• Continued discussions with TxDOT for development of a Highway Turn-Back Program within the City of Weatherford.

• Amended and updated the Transportation Plan.

PROJECTS IN PROGRESS: • • • • •

Yearly project - amend and update the Transportation Thoroughfare Plan.

Implement the Complete Streets Policy.

Develop the City-Wide Bike Plan.

Implement the TxDOT Highway Turn-Back Program.

Continue to pursue transportation funding sources through NCTCOG and other venues.

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COMMUNICATIONS AND MARKETING WHAT WE DO The Department of Communications and Marketing is responsible for planning and conducting community relations programs for the City of Weatherford. Activities include production of the annual report, website development, internal communications and social media citizen engagement. Communications and Marketing also responds to media requests and assists with special events to promote local tourism while working with other departments to promote education and outreach initiatives.

SERVICES WE PROVIDE • Deliver accurate information that informs the public, citizens and employees.

• Utilize and discover ways to better communicate within the scope of new technological advances that can improve overall City communication and create conversations with the public.

• Promote the Experience Weatherford tourism brand.

• Engage and maintain better relationships with news media, both locally and regionally.

• Ensure citizens, public, businesses, employees and elected officials are notified in the case of an emergency or crisis.

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Blake Rexroat Director

PROJECTS COMPLETED: • Strategic Communications Plan in collaboration with TCU Certified Public Communicator Program via the Bob Schieffer College of Communication.

• Completed TCU Certified Public Communicator Program in July 2017. Only 100 individuals hold this designation in the nation.

• Completed and implemented Public Communication Policy 109.03.

• Completed and Implemented Branding/Style Guide Policy 109.05.

• City rebrand and implementation Phase 1.

• Experience Weatherford Partner/Sponsor Program raising $60k-$80k for quality of life events.

• Aquired over $291,000 in earned (free) news media. See charts below for additional details.

• Increased media exposure from previous fiscal year (‘15-’16). See charts below for additional details.

• Recognized by the Texas Association of Municipal Information Officers for Best Use of Social Media, Internal Communications, Marketing Plan or Campaign, PSA Marketing and Special Publication.

PROJECTS IN PROGRESS: • Implementation of new City brand/logo/slogan.

• Official trademark acquisition for new City brand/logo/slogan through the United States Patent and Trademark Office (USPTO).

• Neon Cloud economic development and tourism video project.

• PEG fund research and reinstatement for the City.

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 12,498 Commercial Customers 2,300 Total Customers 14,798 System Peak - Winter 101.3 MW System Peak - Summer 93.2 MW Purchased Power 404,395 MWh System Electrical Losses 3.00% System Average Interruption Duration Index 76 minutes Customer Average Interruption Duration Index 122 minutes

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Joe Farley Director

PROJECTS COMPLETED: • Replaced high pressure sodium lights with LED lighting fixtures. Currently, 52 percent of lights have been replaced.

• Designed and installed the electric system for 11 commercial buildings, 5 residential subdivisions and 2 commercial subdivisions.

• Designed and installed the distribution feeder on I-20 (north side) from West Loop Substation east to South Bowie Drive (1102 circuit).

• Designed and installed the new 1404 distribution feeder from Live Oak Substation to Lamar Street and Lee Avenue.

• Designed and relocated the overhead electrical distribution system along FM 730 from West Lake Drive to East Lake Drive.

• Designed, rebuilt and installed the underground primary system into several sections of Oak Wood Addition, Kathy Street, Meadow, Wandering Lane and College Park.

• Designed and installed the underground electrical distribution system to Cutters Crossing, Phase II Town Creek Addition, Phase II Lake Way Estates, Phase I Weatherford Heights and Sonora Canyon.

• Designed and installed the underground primary system into the 200 block and 300 block of East Church Street to convert an overhead electric system to underground.

• Replaced outdated communications equipment with ethernet-based equipment at all substations.

• Installed fiber to Harberger Hill Community Center.

• Completed installation of 94 percent of the electric automated metering system.

• Successfully completed annual warehouse inventory with only a 1.05% loss.

• Received the American Public Power Association’s Reliable Public Power Provider Award.

PROJECTS IN PROGRESS: • Continue replacement of existing high pressure sodium street and rent lights with LED fixtures.

• Design and complete the distribution line on Bethel Road from BB Fielder Road to Phase I & II of Weatherford Heights Addition.

• Design and install the western loop distribution feeders along both sides of the western loop from Union Pacific Railroad Bridge to Peaster Highway.

• Design and install the overhead primary distribution system on I-20 from Bethel Road west to South Bowie Drive.

• Design and install the distribution feeder along I-20 west from the western loop to Pilot Truck Stop.

• Design and install the distribution feeder along the 1700 block of Fort Worth Highway to the 2800 block of Fort Worth Highway.

• Design and install the distribution feeder on White Settlement Road from the Lake Substation to Oak Ridge Drive.

• Design, rebuild and install the underground primary system into Oak Wood North Addition and Valley Trail Addition.

• Install fiber to the West Loop Substation and Miller Water Tower.

• Complete installation of electric automated metering system.

• Implement a web portal so that customers can view their electric consumption information as provided by the automated metering system.

• Annual warehouse inventory loss of 1% or less.

• Annual warehouse turns ratio of 1.0 ± 10%.

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EMERGENCY MANAGEMENT WHAT WE DO The City of Weatherford’s Office of Emergency Management (OEM) is charged with coordinating the City’s emergency management program. This is accomplished by developing emergency plans, offering disaster preparedness training, conducting drills and exercises and participating in public education programs.

SERVICES WE PROVIDE To achieve our mission of creating a resilient community, the Office of Emergency Management provides many services to the public in addition to tasks for the City.

Services include consultations on disaster planning for local business upon request as well as conduct public speaking engagements on the importance of being prepared. The Office of Emergency Management also provides instructional courses on how to be prepared for severe weather and disaster situations. An example of this is the “How to Prepare a 72-hour Kit Class.”

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Cody Mulloy Coordinator

PROJECTS COMPLETED: • Competed a city-wide full scale exercise in partnership with Weatherford Regional Hospital, Weatherford ISD and Parker County.

• Conducted two 72-hour kit building classes for the public.

• Engaged in 3 public speaking engagements on preparedness with local groups.

• Hosted four (4) Emergency Management trainings for City staff.

• Began Phase 1 of upgrades and improvements to the City two-way radio communications system.

• Conducted active shooter drills for City employees.

• Completed the City’s Continuity of Operations Plan (COOP).

• Purchased bleeding control kits to pair with City-owned AED boxes as part of the Stop the Bleed Campaign.

PROJECTS IN PROGRESS: • • • • • • • •

Finalize the City of Weatherford’s Emergency Operations Plan.

Continue to identify training needs for City staff.

Improve and grow exercise program.

Implement Salamander Live resource tagging and tracking program.

Continue to grow the public outreach program.

Compete the third Citizen Fire Academy.

Secure funding for an outdoor warning system.

Compete Phase 1 of the Radio Project.

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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.

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.

Type of Alarms 24 743

Rescues - 9.42%

518

False Calls - 19.37% 945 174

2,058

415

Fires - 3.56% Hazardous Conditions - 8.50% Medical Incidents - 42.19% Service Calls - 15.23% Others - 0.49%

Total Alarms 4,877

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PROJECTS COMPLETED: • All frontline supervisors successfully completed the leadership training program in March 2017. Members in the course focused on self-leadership, individual leadership and team leadership concepts. The feedback from these members will be used to further develop future programs. Although the first class was successfully completed, this will remain an ongoing program for new and future leaders to prepare for supervisory roles.

• Firefighters are allotted an hour each shift to complete their physical training. Department members completed their annual physical ability test in April ’17. Also, a third of our members participated in Huguley’s Mobile Firefighter Assessment Program in May ‘17. We now have “fit for duty” assessments completed for two-thirds of the department members.

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.

• A team comprised of members from both the fire department and IT/GIS has been working to develop a system for sharing the collected data. The final project will allow firefighters responding to a “target hazard” to access information about a building, its hazards and any special considerations through a mapping app. Firefighters will visit all of the identified target hazards within their response area and gather the needed data. The information will be entered into the fire department’s records management system. GIS personnel will design software to access our database and import the data into a user-friendly map. The first part of this project is complete with a plan for our members to gather the data through site visits. The second part of the project is still under development as we work to display the information in the above-mentioned manner.

• Successfully complete the Citizens Fire Academy Class #3. This program allows citizens to get an insider’s perspective on the operations of the department. Citizens perform the 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.

• We had to cancel our previously scheduled class due to a lack of citizens’ interest. We will attempt to hold another class in the spring of ’18.

• Wrap up outstanding certification requirements for the department’s Professional Development Model. In 2016, the department adopted a model to guide members through professional development. The model uses a combination of rank and experience to display the preferred advanced certification requirements.

Several members were enrolled in certification courses to satisfy these new requirements.

• A few members are wrapping up the last of their course assignment in order to gain their needed certifications (as according to the department’s Professional Development Model). This fiscal year, the department had 47 advanced certifications issued by the Texas Commission on Fire Protection to Weatherford Fire Department members. FY ’17 proved to be one of the most active years for professional development in the history of the Fire Department.

Engine Responses 900

771

800

Annual Responses by Stations 802

700 500

# Responses

400

100 0

118.34 49

21.03

Engine 1

144.97

77.46

Engine 2

133.98

Station 36

Engine 3

Engine 4

Percent of Calls

1076

17.61%

Station 3

Total Calls

859

40.97%

Station 1

Engine 36

928

22.06%

Hrs Onscene

300 200

19.03%

Station 4

555

600

0.33% 16

Admin

711

0

1998 500

1000

1500

2000

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HUMAN RESOURCES WHAT WE DO The Human Resources Department administers, develops and directs employment policies for all departments within the City. The division arranges and conducts employment training and provides training tools for supervisors and managers.

MISSION The Human Resources Department recruits, develops and retains a high-performing workforce and fosters a healthy, safe and productive work environment for employees in order to maximize individual and organizational potential, and position the City of Weatherford as an employer of choice.

VALUES • Maintain confidentiality and ethical behavior.

• Communicate honestly and constructively with others; work with each other to resolve issues in a prompt, fair and equitable manner; respect the ideas, roles and talents of all City of Weatherford employees.

• Maintain an open, inclusive and non-threatening environment; treat everyone with respect, courtesy, dignity and integrity.

• Infuse humor into our workplace.

• Recognize, reward and celebrate success.

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Diana Allen Director

PROJECTS COMPLETED: • Facilitated and oversaw training such as New Hire Orientation, leadership training through Strategic Solutions for Directors and Front Line Managers.

• Posted 74 job openings and processed 2125 individual applications.

• After a nationwide search, recruited Lance Arnold as the new Chief of Police.

• While working with Ray Associates, Inc. on the compensation study, held group meetings with all employees to outline and explain the process.

• Worked with departments to complete Job Analysis Questionnaires on all positions. Graded 158 unique job titles for the new Pay Classification Plan.

• Hosted the annual Benefits Fair to educate employees on their benefits for the upcoming year as well as give them access to other benefits such as Legal Shield, Nationwide, as well as the EECU and two local banks. Flu shots were also available at no charge to employees and their families.

• Open enrollment took place over five days at various City building locations to better serve the employees and make sure they had the coverage best suited to their needs.

• Worked closely with Arthur J. Gallagher & Co. in finding alternatives to our current insurance plans.

• In June, completed an Employee Satisfaction Survey. A task force of employees was created to address the most pressing issues.

• 58 service awards were given out from 5 years of service to 30 years of service.

PROJECTS IN PROGRESS: • Implementing the new compensation study.

• Ongoing training for all departments for effective coaching and performance reviews.

• Developing healthier workplace initiatives and giving employees the tools and education to control their medical expenses.

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INFORMATION TECHNOLOGY WHAT WE DO 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 and 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 costeffective business solutions, accurate decisions and timely citizen response.

OVERALL DEPARTMENT GOALS • Implement and maintain technology solutions that improve the delivery of quality services to our citizens.

• Ensuring responsive communication and improving customer service through effective deployment of technology.

• Provide timely and accurate information to City Council, City staff and citizens through the continued expansion of GIS and web-based technologies.

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Troy Garvin Director

PROJECTS COMPLETED: • Deployed 50+ body-worn cameras for the Police Department in support of their public safety initiatives.

• Implemented a new call center system to improve customer experience for Utility Billing.

• Expanded the use of Office 365 by deploying Skype for Business to improve the enterprise communications system.

• Completed Security Awareness Training for all computer users to safeguard against phishing attempts and strengthen the organization’s human firewall.

• Developed and deployed AMS Meter Application for the Electric Utilities Division to streamline meter replacements.

• Deployed new ESRI Mobile Mapping solution for City staff providing access to GIS data to increase efficiencies.

• Completed deployment of Public Interactive GIS mapping application.

• Deployed 80 new workstations across several departments including City Administration, Finance, Utility Billing, Parks, Development and Neighborhood Services, Transportation and Public Works and Municipal Community Services.

• Resolved 1,709 support/service requests for departments throughout the organization.

• Replaced the digital forms management system to provide new features and limit costs.

• Implemented a Security Information and Event Management(SIEM) solution for better analysis of hacking attempts and threat detection.

• Increased security measures by implementing a new password policy in accordance with the National Institute of Standards and Technology (NIST).

• Upgraded core and edge switches to increase performance and capacity of the enterprise network infrastructure.

• Updated server backup solution to latest release in support of disaster recovery strategy.

• Installed firewall and new core network components for Electric SCADA. • Replaced critical uninterruptible power supply (UPS) at City Hall and Police Department.

• Installed new servers for Electric and Water SCADA Systems.

PROJECTS IN PROGRESS: • Parker County Appraisal District (PCAD) Parcel Integration – Integrate PCAD and City GIS parcel data to create a seamless flow of information between entities.

• Weatherford Mobile App – Expand existing 311 Mobile Application to provide a mobile self-service portal to key City services.

• Pre-Incident Fire Planning – Develop Fire Pre-incident application to better inform and prepare first responders about potential hazards before arriving on scene.

• Economic Development GIS Mapping – Integrate interactive GIS mapping solution into a new Economic Development website.

• Asset Management and Inspection Integration – Integrate Cityworks Asset Management Software and WinCAN Sewer Inspection Solution for Water and Wastewater Utilities.

• Enterprise Resource Planning (ERP) Selection – Complete a detailed analysis of the current ERP system and evaluate modern technologies that will support core business processes.

• Security Cameras – Expand the security camera system to provide additional facility monitoring.

• Auto-Attendant Expansion – Implement new phone auto-attendants for multiple departments to improve customer self-service and operational efficiencies.

• High-Availability Systems – Deploy new server solutions to maintain system uptime and provide technicaloperation flexibility.

• Upgrade Network Security Systems – Deploy new firewalls, new servers, segment networks, and update existing access control to maintain critical infrastructure security.

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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 SHELTER The City of Weatherford’s Animal Services Division runs and operates the Weatherford Parker County Animal Shelter (WPCAS) and is responsible for the animal control inside the city limits. Animal Services also contracts with the City of Aledo, Hudson Oaks, and Willow Park to provide animal services to their respective residents. The City also contracts with the unincorporated Parker County to intake animals from the county to the WPCAS. Some of the notable accomplishments and events this year were: • Won the Parker County Today “Boots, BBQ & Bachelors Charity Event,” and Barbecue event, raising more money than any charity has raised in the history of the competition.

• Surpassed 6,000 animal intakes in FY2017, over 500 more than the previous year and finished the year with a 96% Live Release Rate.

• Adopted out 2,123 animals, returned to owner 1098 animals, and rescued 890 animals.

• Started a Field Return to Owner program and had 34 successful reunions.

• Held first annual National Spay Day – worked with several local veterinarians in the community to spay and neuter animals in the underserved community during the month of February/February 23rd totaling 49 animals spayed/neutered.

• Spayed and neutered a total of 3,425 animals through the shelter.

• 149 volunteers served a total of 11,945.37 hours of volunteer service during the FY2017.

• Increased revenue from the interlocal agreements by 10%.

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FACILITIES MAINTENANCE The Facilities Maintenance division is responsible for maintaining and sustaining the integrity of all City-owned buildings such as plumbing, minor electrical issues, etc., as well as contracting out larger projects. Facilities Maintenance also oversees custodial services of some City buildings. Some of the major projects completed this year include the installation of a new A/C system in the property room at the Police Department, installed a new handicap-accessible counter in Utility Billing, provided workable living quarters at Fire Station 1 during chiller system failure and repairs, installed new 30-ton air handler coil and two 15-ton compressor units at the Library and installed the new security gate at TPW.

FLEET SERVICES The Fleet Maintenance Division is responsible for maintenance of all vehicles and equipment in the General Fund and Solid Waste departments (excluding Utilities and Fire). By keeping work in-house, the City is able to reduce downtime as well as costs. This year, the division focused on decluttering the garage and improving efficiencies. There was a deep clean of the City garage and staff organized the disposal of old chemicals and paints for many different departments, ensuring they were properly disposed of. The Fleet Services Division also implemented a new scheduling system for vehicle repairs and preventative maintenance to improve operations and flow of vehicles.

SOLID WASTE AND RECYCLING The Solid Waste and Recycling Division (SWRD) provides solid waste collection services to the private residents and some commercial firms of Weatherford to ensure a clean and healthy environment. The SWRD provides voluntary curbside recycling, electronics recycling, as well as a new brush recycling program to divert waste from the landfill. SWRD also provides a curbside bulk pick-up (furniture, lumber, etc.) for residents.

One of this year’s major projects the department completed was the construction of a new brush site and a new program to begin diverting brush materials from the landfill. The department also started working with consultants to conduct a rate and operational study.

2017-18 | ANNUAL REPORT 33

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.

CHANDOR GARDENS This year has been especially busy with many visitors from all parts of the globe. Nearly 7,500 guests signed in to tour the garden from Ireland, Germany, Mongolia, Holland, England, Russia and Canada, not including the weddings, special events, group tours, business meetings or private parties hosted at Chandor. Local visitors continued to bring their friends and relatives when they wanted to show off the beauty, splendor and elegance of this hidden jewel in the City. Chandor Gardens hosted destination weddings from California, New York, and as far away as France and England. In a review of events at the garden, record numbers were noted in attendance at the Autumn Art Walk, Goblins in the Gardens, the Annual Holiday Open House, the Spring Fling, Mother’s Day Luncheon and a Butterfly Release for loved ones. Chandor staff continue to work to rejuvenate the garden by updating the pumping system and creating a mortar stone buffer in some deteriorated areas for the waterfall and pond as expansion of horticultural wonders flourish. The Chinese Lake Diorama located on the east wall of the garden was cleaned and restored as well as outside maintenance of new paint and porch restoration were completed on the mansion. Eight Chinese immortal statues were purchased to replace the original set placed in the Scholar Stone which was designed by Douglas Chandor. A Japanese maple bed near the Bride’s Cottage was revamped. The special-built pedestals allowed the foo dog statues more visibility and prominence after a long-awaited return to the garden. The Chandor Foundation worked very hard to promote the garden through 34 ANNUAL REPORT | 2017-18

Shannon Goodman Director

volunteerism and funding of special projects. A transformation of the Chandor Gardens website allowed an increase of on-line presence and tripled the amount of calls about the Chandor Gardens events and tours.

HERITAGE PARK Many important events happened at Heritage Park throughout the year to include: First Monday Trade Days every month attended by approximately 7,000 visitors during the weekend; Lounge Nights at the Food Court attended by an average of 300 – 350 visitors entertained by local music artists; Movies in the Park at the Amphitheater attended by nearly 2500 visitors to include Fall and Summer movies; an additional six highquality Concerts in the Park at the Amphitheater attended by an average of 300 at each concert; for the 3rd year, Holiday in the Park Event attended by over 8,000; and the 2nd annual Spark in the Park Event attended by 12,000 on the grounds.

RECREATION The highlights of this year in Recreation include: A new scheduling software, REC 1, provided smooth operations in reservations, registrations and cash collections; year-round adult softball league games; youth baseball tournament scheduling; Blastball games for the 3-4 year old child as an introduction to baseball, KIDFISH for children, Summer fun at the pool with Learn to Swim Programs, water aerobics, lap swim, general swim, Dive-In Theatre movies, scuba beginner classes, swim team, and private pool rentals; horseshoe league tournaments at the newly-built horseshoe pits at Love Street Park; Disc Golf Course; and nature mountain bike trails built for exploring at Quanah Hill.

PARKS Special projects in the parks included: preparation of property for the Veterans Memorial, Brunson Field bleacher cover installed and repaving of the ball field parking lot at Soldier Spring Park; City Cemetery entry repaired; underbrush removed from Holland Lake Dam; numerous locations of landscape and bedding updates; grand opening of the all-inclusive playground along Jack Borden Way and the Heritage Park signage in the North Parking Lot; completion of fencing at Horseshoe Alley and pond cleaning at Love Street Park; placement of a portable restroom at 215 York Avenue; preparation of a restroom facility at Quanah Hill and new fencing installed at Cartwright Park for defining youth playing fields. The parks maintenance crew have almost 900 acres of City property to upkeep including 18 parks, all City grounds and facilities on an electronic scheduling system called CityWorks which schedules maintenance, inspections and routine mowing. Annual activities include: installation of decorations for holidays at downtown quadrants; installation and set-up for Holiday in Park event at Heritage Park; and set-up at Spark in the Park event at Heritage Park.

SPECIAL EVENTS The Special Event process is a vital piece to standardizing events throughout the City for success, safety and sequential opportunities with the community. Almost 200 special events were processed through this department during FY16-17. Besides Holiday in the Park and Spark in the Park, both held at Heritage Park, the number of City-sponsored events have grown. The 7th Annual Blooms Home and Garden Festival is a proven successful event becoming the largest home and garden festival in Parker County with over 100 different vendors which continues to grow each year as demand increases. The first-time event, Keep Weatherford Beautiful Trash-Off, which was held as a general cleanup of litter around the City, successfully picked up over 800 pounds of trash by amazing citizens.

2017-18 | ANNUAL REPORT 35

DEVELOPMENT AND NEIGHBORHOOD SERVICES

WHAT WE DO Staffs or supports 7 boards and commissions and works with City departments and outside agencies to facilitate, negotiate and regulate private development. Working with other departments, develops future projections and plans for growth, physical requirements and quality community development for the City of Weatherford and its extra-territorial jurisdiction. Specific functions are: • Building inspection and permitting.

• Code enforcement, providing code and building expertise to the Building Standards Commission.

• Consumer health and food establishment inspections.

• Historic preservation, staffing the Historic Preservation Commission.

• Long-range planning, staffing various advisory committees.

• Main Street Program, staffing the Main Street Board and supporting the Downtown Association.

• Zoning and subdivision platting processes, staffing the Planning and Zoning Commission and the Board of Adjustments.

36 ANNUAL REPORT | 2017-18

Craig Farmer Director

MAJOR GOALS: • Continue discussing/modifying codes and ordinances with realtors and developers.

• Increase level of code enforcement on repeat or multi-violation cases.

• Develop more community information outreach brochures.

• Clarify mobile food vendor and itinerant vendor ordinances.

• Finish Historic Resource Survey of all historic buildings, correct Texas Historic Commission computer mapping and database for Weatherford historic sites/places.

• Focus on downtown lighting, crosswalks, sidewalks and parking.

• Finalize and implement new subdivision ordinance.

• Simplify and improve site development process including amending the tree ordinance.

• Update zoning regulations/use and design guidelines to implement General Plan – Downtown, Fort Worth Highway, etc.

MAJOR ACCOMPLISHMENTS Total Valuation of Development Processed by Permits Issued 2013 2014 2015 2016 2017 $44,273,375 $65,070,461 $78,922,588 $102,903,755 ($36M WISD) $72,131,650 New Housing Starts 2013 2014 2015 2016 2017 189 192 198 211 212 (1002 new homes in the last 5 years)

2017-18 | ANNUAL REPORT 37

BUILDING INSPECTION • • • •

Scanned paper permit archives to digital format, shredded tons of paper copies, freed up space.

Cross-trained building inspections in code enforcement procedure and regulations.

Launched mobile software to help facilitate information in the field.

Performed 10,209 building inspections.

CODE ENFORCEMENT • Hired/trained new staff and obtained required state code officer certification.

• Improved substandard building abatement process.

• Coordinated legal process to improve enforcement process through compliance focus and use of warning notices.

• Revised documentation and archiving process to retain prior cases.

• Visited with 2,243 citizens, opened 547 cases, and demolished, forced the remodeling or initiated legal process on 27 substandard structures.

CONSUMER HEALTH • • • •

New health inspector hired, trained and received certification in August.

Participated in 3rd Grade Tour presentation.

Started conversion of paper documents to electronic format.

Performed 431 inspections including food service establishments, child care facilities, commercial swimming pools and new business openings.

• Revised/simplified food truck permitting and inspection process.

HISTORIC PRESERVATION • Co-hosted the second annual Bankhead Highway Celebration, adding a chef competition and showcasing Weatherford as a visitor destination.

• Worked with the Historic Preservation Commission and the Doss Heritage and Cultural Center on the Log Cabin Village, including moving the first historic Parker County cabin and a visit to a dig site.

• Obtained State Historic marker and recognition for Holland Lake cabins.

• Working with Historic Preservation Commission and others, formed committee to identify historic structures in Weatherford and correct Texas Historical Commission database and maps.

38 ANNUAL REPORT | 2017-18

MAIN STREET/DOWNTOWN • Maintained storefront presence at 122 Fort Worth Highway • Several new businesses joined downtown including Back Home Bakery, Weatherford Restoration, Popcorn Corner, Unspoken Bike Shop, Northside Remedy, Bearded Beast, among others.

• Took interested businesses on study tours to nearby cities and worked one-on-one to promote development.

• Published weekly/monthly column “At the Corner of Main & Fun” in Parker County Today magazine to reach thousands weekly.

• Promoted downtown events and helped coordinate with Weatherford Chamber of Commerce, Parks Department and several others to achieve one event downtown per month during 2016.

• Managed, supported and showcased a Main Street Facebook page, which now has more than 1,000 likes.

• Received certification as a Main Street City and a Texas Downtown Association.

PLANNING AND ZONING • Continued labor intensive General Plan development and adoption process with 13 special meetings with the Advisory Committee, Planning and Zoning Commission or City Council.

• Attended numerous legislative meetings and testified before the 2017 Texas legislative regular and special sessions on behalf of the City to testify on anti-city development related bills.

• Held 20 Planning and Zoning Commission meetings with 75 agenda items including plats and zoning cases.

• Held 51 Development Review Committee meetings to review with property owner/applicant development proposals.

• Attended eight (8) Development Advisory Committee meetings with the development/building community to discuss development issues.

• Hired consultants and coordinated with other departments to amend and update subdivision ordinance for adoption in early 2018.

2017-18 | ANNUAL REPORT 39

POLICE DEPARTMENT WHAT WE DO Our mission is to enrich our community through exceptional professionalism, collaboration and commitment to proactive policing. Our vision is to forge a path toward becoming the safest city in Texas and establishing ourselves as a leader within the law enforcement community. In support of our mission and vision, we value justice, accountability, integrity, teamwork and innovation.

PROJECTS COMPLETED: • Body-worn cameras and in-car cameras were successfully deployed throughout the department.

• All sworn personnel successfully completed de-escalation training.

• Partnered with area law enforcement agencies to provide hands-on de-escalation and use of force training.

• TASERs were fully deployed to sworn officers.

• Officers assisted with a task force to help re-establish a Children’s Advocacy Center in Parker County.

• Established an Online Exchange Zone in the Police Department visitor parking lot.

• School Resource Officers completed two Junior Police Academies for students between 12 and 17 years of age.

• Partnered with a local business to issue free ice cream vouchers to children for wearing their helmets and practicing safe cycling.

• Conducted City-wide training with all City employees on active shooter response and situational awareness.

40 ANNUAL REPORT | 2017-18

Lance Arnold Police Chief

PROJECTS IN PROGRESS: • • • •

Conduct a comprehensive Staffing Needs Analysis.

Complete a strategic plan for facilities, communications, employee development and long-term projects.

Successfully implement Data Driven Approaches to Crime and Traffic Safety (DDACTS).

Develop and implement Community Oriented Policing programs specifically aimed at youth, neighborhoods and businesses.

• Improve processes to improve efficiency and reduce individual workload.

BENCHMARKS 9-1-1 Calls Primary Calls for Service Average Response Time (Priority 1 Calls) Traffic Stops Incident Reports Total Arrests Juvenile Arrests Municipal Charges Misdemeanor Charges Felony Charges

FY15 16,818 39,871 5:19

FY16 16,827 38,240 5:43

FY17 17,480 40,141 5:45

10,141 2,957 1,595 101 999 621 277

11,151 3,287 1,792 105 945 904 287

9,990 3,583 1,763 132 946 832 310

•

FY17 Uses of Force - 24 - 11 Hand to Hand - 10 Pointed TASER or Firearm - 2 TASER Deployed - 1 Firearm

•

FY17 Employee Injuries - 15

•

FY17 Department Vehicle Collisions - 9

•

FY17 Complaints - 11 - 6 Internal and 5 External - 6 were Sustained - 3 were Unfounded - 2 were Exceptional

2017-18 | ANNUAL REPORT 41

PUBLIC LIBRARY WHAT WE DO The Weatherford Public Library provides free library services for Weatherford and the Parker County community and informs, enriches, supports and empowers its citizens by promoting lifelong learning opportunities and a love of reading.

The library participated in the inaugural year of the Read Across Texas Program in conjunction with the Texas State Library and Archives Commission. The theme for this year’s program was “The Veteran Experience.” WPL hosted several events to tie in with this theme: PTSD Seminar Recruiting meeting for the Military Veteran Peer Network Veterans Benefits Fair Two book discussions: Billy Lynn’s Long Halftime Walk Tears of a Warrior The staff development focus for the year was marketing. Library staff focused heavily on improving marketing of library events, collections and services via Facebook. All library staff were also provided the opportunity to attend the Texas Library Association’s online A-Z training series, which provided a monthly webinar and ability to earn a certificate of completion once a certain number of webinars were completed.

42 ANNUAL REPORT | 2017-18

Chris Accardo Director

In February 2017, the Weatherford Public Library was awarded the 2016 Achievement of Library Excellence Award from the Texas Municipal Library Directors Association. This award indicates that the library meets or exceeds statewide standards in ten different categories: service enhancements, cultural programming, marketing, serving underserved populations, literacy support, Summer Reading Programs, community involvement, workforce development, digital inclusion and staff training. These criteria are updated each year.

This is the first year Weatherford Public Library has ever received this award.

Physical materials checked out: 316,755 Digital materials checked out: 24,838 Total materials checked out: 341,593 New library accounts opened: 3,748 Reference transactions: 10,131 Visitors to the library: 134,765 Desktop computing sessions provided: 18,532 Desktop computing hours provided: 19,581 Wireless computing sessions provided: 45,331 Wireless session hours provided: 11,625 * (estimated from March 2017 onward due to change in statistical tracking software capabilities) Number of library-sponsored events: 460 Attendance at library-sponsored events: 21,856 Summer Reading Challenge (Kids and Teens) registrations: 1,501 Summer Reading Challenge total hours read: 21,385 Library eliminated one part-time Library Clerk position.

2017-18 | ANNUAL REPORT 43

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, safely 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.

44 ANNUAL REPORT | 2017-18

PROJECTS COMPLETED: Administration • Processed over 500 right-of-way construction permits.

• Updated right-of-way management ordinance to include wireless cell nodes regulations.

• Continued implementing new pavement management system.

Field Services • Surveyed, designed and prepared construction plans for 18 street and storm drainage rehab projects.

• Continue contracting inspection services to provide quality control and prompt inspections for development projects.

Traffic • Continue updating street name signs to meet Federal and State guidelines.

• Designed new sign toppers to incorporate City’s new brand/logo.

• Placed over 18,000 LF (3.56 Miles) of pavement markings (e.g. markings, buttons, crosswalks, etc.) on City streets.

Streets • Reconstructed over 5 miles (96,800 SY) of City roadways for a total of 22 projects.

• Performed over 1.7 miles (32,912 SY) of preventative maintenance by utilizing micro-surfacing and slurry seal application.

• Placed over 1,300 LF of storm drainage system with curb inlets and drainage structures.

• Received and executed over 477 citizen requests for potholes, tree trimming and emergency out-calls, etc.

PROJECTS IN PROGRESS: Administration • To provide the best customer service to our citizens, stakeholders and co-workers.

• Assure all TPW team members have the best available resources and performance objectives in place.

Field Services • To perform the most accurate and reliable construction plans for in-house projects.

• To provide the best quality control inspection services for public infrastructure.

Traffic • To maintain City’s street signs and pavement markings for the safe and efficient movement of traffic through our City street network.

• To provide safe and effective traffic control to our motorists, community and emergency entities.

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

• Provide assistance to other departments with various work orders on special projects and emergency situations.

2017-18 | ANNUAL REPORT 45

WATER, WASTEWATER AND ENGINEERING WHAT WE DO The Water and Wastewater Utility manages the treatment and distribution of drinking water and the collection and treatment of wastewater for customers in the City of Weatherford. The utility also provides wholesale water and wastewater services for the City of Hudson Oaks. Overall, the utility manages a staff of 50 employees with an annual budget of $16.2M and $6.6M 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, 8 pump stations, 9 water storage tanks and 25 wastewater lift stations.

LAKE WEATHERFORD, RAINFALL AND WATER DEMANDS As the primary source of water supply for the City, Lake Weatherford is one of the Water Utility’s most important assets. The initial forecasts for FY17 were for decreasing rainfall, which would have likely led to increasing water demands. Aside from June and August, those forecasts were largely accurate. However, we received about 8 inches of rain in both June and August. While total rainfall for the year is less than 2015 and 2016, we are still trending above average. The primary benefit of this rainfall is that water levels in Lake Weatherford have remained high. During the most recent drought from 2012 to 2015, lake levels had fallen down around 888 feet, which is about 8 feet low. But over the last couple of years, the lake has rarely dropped more than 1 foot low. While the rainfall in June and August did help to suppress peak day water demands, water demands overall for the year held similar to previous years.

46 ANNUAL REPORT | 2017-18

Rick Shaffer Director

PROJECTS COMPLETED: Regulatory • Conducted and passed three-day TCEQ inspections of the City’s pretreatment program and pollution prevention assessment at the Wastewater Treatment Plant.

Operations and Maintenance • Produced over 1.4 billion gallons of drinking water.

• Treated over 770 million gallons of wastewater.

• Replaced and upgraded critical circuit breakers, backup power supply, chemical storage tank and a raw water pump at the Water Purification Plant to ensure reliability of operations.

• Replaced and upgraded critical electrical equipment at Wastewater Treatment Plant.

• Installed over 5,400 new AMS water meters to improve accuracy and reduce non-revenue water (program is ~95% complete).

• Continued participation in a voluntary program with TCEQ to reduce the frequency and magnitude of sanitary sewer overflows, through which staff performed camera inspection of 74,400 feet, smoke-testing of 82,500 feet,Vac-Con cleaning of 14,200 feet and preventative jetting of 233,000 feet of wastewater mains during 2017.

• City crews replaced over 8,800 linear feet of water and sewer mains at 65-80% of what it costs to hire outside contractors.

• Completed over 3,200 work orders for water and sewer maintenance.

• Implemented a new maintenance program of water and wastewater easements.

Capital Improvements • Completed updates to the Wastewater Collection System Master Plan and the Water Master Plan.

• Completed construction of Lift Station #25 to extend wastewater service towards Ric Williamson Memorial Hwy along I-20.

• Began design of Lift Station #26 to extend wastewater service to newly annexed areas along Old Brock Road.

• Received TCEQ Water Right permit for reclaimed water project and submitted TCEQ Discharge permit.

• City staff designed 11 capital improvement projects and managed 18 other consultant projects.

• Conducted approximately 870 plan reviews for projects initiated by developers and property owners.

Public Outreach • Distributed educational materials at several community events including Peach Festival, Summer Reading Challenge Carnival and 3rd Grade Tours.

• Collected over 800 pounds of unused medicine from residents in the Take Back Meds Program, helping to protect our water supplies.

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PROJECTS IN PROGRESS: Regulatory • Continue to meet all regulatory requirements for water and wastewater service.

Operations and Maintenance • Install automatic leak detection and isolation valves for chlorine feed system to increase safety at Water Treatment Plant.

• Develop a new online customer portal for water and electric customers.

• Perform camera inspection of at least 16 miles of wastewater mains in designated water sheds and repair problem areas as necessary.

• Integrate CityWorks and WinCan softwares to increase efficiency and performance.

• Replace 14,000 linear feet of water and sewer mains with City crews.

Capital Improvements • Finish construction of 30-inch water transmission main along Oak Street to improve the water distribution system.

• Finish construction of 12-inch water transmission main to Deerfield Estates and newly annexed areas.

• Finish design and start construction of Lift Station #26 to extend service to newly annexed areas.

• Design and construct a new elevated water storage tank in the Miller Pressure Plane.

• Secure TCEQ discharge permits and start construction of the reclaimed water system.

• Major overhaul of the SCADA system at the Wastewater Treatment Plant.

Public Outreach • Develop new webpages for Capital Improvement Plan (CIP) projects to inform the public of ongoing projects.

• Update webpages to make it easier to gather information and understand outreach programs and information.

• Develop an educational program about proper oil and grease disposal within the household.

• Update outreach programs to better educate public about water conservation.

• Develop watershed protection program to reduce pollution in the Lake Weatherford Watershed.

48 ANNUAL REPORT | 2017-18

Water Production (MG)

1600 1400 1200 1000 800 600 400 200 0

FY2014

Retail

FY2015

FY2016

Wholesale

FY2017

Total Water Sold

Cumulative Rainfall (inches) 60 50

Average

40

2016

2015 2017

30 20 10

Jan.

Feb.

Mar.

Apr.

May

Jun.

Jul.

Aug.

Sept.

Oct.

Nov.

Dec.

898

9

896

8

894

7

892

6

890

5

888

4

886

3

884

2

882

1

880

0

Rainfall (inches)

Lake Level (Feet)

0

2017-18 | ANNUAL REPORT 49

50 ANNUAL REPORT | 2017-18

T TRUE X A S 2017-18 | ANNUAL REPORT 51

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