City of Weatherford - Annual Report 2020-21

2020-21

ANNUAL REPORT

BUILDING A STRONG COMMUNITY

www.weatherfordtx.gov

CONTENTS City Manager 06 City Council

08

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

Capital Transportation Projects Communications and Marketing

18 20

Electric Utilities 22

Fire Department 24 Human Resources 26 Information Technology 28 Municipal and Community Services

30

Parks, Recreation and Special Events

32

Development and Neighborhood Services

34

Police Department 36 Public Library 38 Transportation and Public Works

40

Water/Wastewater and Engineering

42

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STRONG

COMM 4 ANNUAL REPORT | 2020-21

UNITY

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CITY MANAGER The challenges we have faced as an organization, city, state, and country have been immense. However, it is with these challenges that we truly find who we are and why we are the best city in Parker County!

We have demonstrated the value in citizen investments to areas such as quality of life and public safety. We have seen a renewed sense in our community and organizations have joined in a united effort to better serve the citizens across Weatherford.

With so many successes and accomplishments over this past year, we now begin to focus our efforts on the goals of 2021.

Our local economy has continued to show its resilience, coupled with a professional engaged workforce that shares the idea that success is always within our reach.

The following report is a glimpse into our accomplishments this past year and a look forward to 2021. I take great pride in our professional staff and look forward to continually serving the citizens of Weatherford.

James Hotopp, City Manager 6 ANNUAL REPORT | 2020-21

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CITY COUNCIL The City Council consists of a mayor and four council members. The Mayor and council members are elected at large and serve staggered terms of three years. Places 1 and 2 are up for election in the same year. Places 3 and 4 are up for election in the same year. The Mayor is up for election the following year.

Paul Paschall Mayor Jeff Robinson Place 2

Heidi Wilder Mayor Pro-Tem/Place 1

Matt Ticzkus Place 3

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Kevin Cleveland Place 4

THE NUMBERS 64 Ordinances 27 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 2020-21 | ANNUAL REPORT 9

ORGANIZATIONAL CHART

Public Safety Lance Arnold

Police Dept.

Development & Neighborhood Services Kaleb Kentner

Electric and Warehouse Joe Farley

Fire Dept.

Jonathan Peacock

Capital Transportation Projects Terry Hughes

Assistant City Manager Vacant

Emergency Management

Water, Wastewater and Engineering Rick Shaffer

Parks and Recreation Shannon Goodman

Transportation and Public Works Manny Palacios

Building Inspection

Field Operations

Code Enforcement

Street Operations

Consumer Health

Traffic Operations

Main Street

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City Manager Sharon Hayes City Manager James Hotopp

Assistant City Manager Brad Burnett Assistant to the City Manager Krista Peacock Municipal Court

City Secretary Malinda Nowell

Finance Jessica Doss

Comm. and Marketing Blake Rexroat

Public Library Chris Accardo

Accounting

Economic Development

Human Resources Diana Allen

Animal Services Dustin Deel

Risk Management

Information Technology and GIS Troy Garvin

Municipal and Community Services Dustin Deel

Facilities Maint.

Budget and Purchasing

Fleet Maint.

Utility Billing

Waste Mgmt.

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RECOGNITION AND AWARDS

RELIABLE PUBLIC POWER PROVIDER (RP3) American Public Power Association. Currently, about 270 of the nation’s more than 2,000 public power utilities hold an RP3 designation recognizing them for providing communities with the highest degree of reliable and safe electric service. The designation recognizes community-owned, not-for-profit public power utilities that exhibit operational excellence and demonstrate leading practices in reliability, safety, workforce development, and electric system improvement. Designees must complete a demanding application that is reviewed by a panel of national utility experts, and a minimum score must be met in order to achieve designation status. There are three levels of designation: gold, platinum, and diamond. Based on the City’s score, Weatherford received the platinum level designation. The award was given to the Electric Department in June 2020.

AMERICAN PUBLIC WORKS ASSOCIATION,TEXAS CHAPTER PUBLIC WORKS PROJECT OF THE YEAR – HOLLAND LAKE CHANNEL IMPROVEMENTS The TPWA Public Works Project of the Year Award was established to promote excellence in the management and administration of public works projects by recognizing the alliance between the managing agency, the consultant/architect/engineer, and the contractor who, working together, complete public works projects.

Criteria to be used in the selection process include: 1. Use of good construction management techniques and completion of the project on schedule.

2. Safety performance and demonstrated awareness of the need for a good overall safety program during construction.

3. Community relations as evidenced by efforts to minimize public inconvenience due to construction, safety precautions to protect public lives and property, provision of observation areas, guided tours, or other means of improving relations between the agency and the public.

4. Demonstrated awareness for the need to protect the environment during the project. This includes any special considerations given to particular environmental concerns raised during the course of the project.

5. Unusual accomplishments under adverse conditions including, but not limited to age or condition of the facility, adverse weather, soil or other site conditions over which there is no control.

6. Additional conditions deemed of importance to the public works agency, such as exceptional efforts to maintain quality control and, if value engineering is used, construction innovations as evidenced by time and/or money-saving techniques developed and/or successfully utilized.

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TEXAS FLOODPLAIN MANAGEMENT ASSOCIATION 2020 CITY FLOODPLAIN MANAGEMENT EXCELLENCE AWARD This award was established in 2009. This award is for a city that has shown excellence in the field of floodplain management beyond the staff-led floodplain management program. First, this city has demonstrated achievements in reducing flood property losses and preventing loss of life through its floodplain management program. In addition, the city has gone beyond the typical program and encouraged citizen interest and action to minimize the impact of flooding.

For example, it may have an innovative flood awareness program led by neighborhood groups, a partnership with environmental organizations and developers to reduce street flooding, or forward-thinking elected officials who have adopted higher standards for floodplain development. Recommendations are received each year from the general membership. The Member Services Committee recommends the city based on its achievements for final vote by the TFMA Board. The city must have a member in the Association. An elected official from the award-winning city is invited to the TFMA Conference to receive the award.

STORM WATER SOLUTIONS MAGAZINE – 2020 TOP PROJECT WINNER : BLACK WARRIOR BRANCH CHANNEL IMPROVEMENTS The Storm Water Solutions staff invites industry professionals to nominate the storm water and erosion control projects they deem most remarkable and innovative for recognition in the November/December 2020 issue and online at www.estormwater.com. All projects must have been in the design or construction phase over the last 18 months.

PROJECT OF THE YEAR AWARD BY THE AMERICAN PUBLIC WORKS ASSOCIATION – TEXAS CHAPTER: COLLEGE PARK AND MARTIN DRIVE ROUNDABOUT The award is given by the American Public Works Association (APWA) Texas Chapter for Transportation Project under $2 Million. The new roundabout at the intersection of College Park and Martin Drive is a local example transportation innovation. The modern roundabout is used on a worldwide bases to reduce congestion, improve traffic and pedestrian safety and add community appeal with visual aesthetics. This newest addition to Weatherford’s transportation system has become a model to other communities of how to do a roundabout, by winning the Texas Chapter of the American Public Works Association Transportation Project of the year for 2020.

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FINANCIAL UPDATE The adopted FY21 budget serves as the annual operating plan of the City of Weatherford. It is a statement about the values and goals of our community. 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 dictates where resources are allocated.Valued input from City Council, citizens, and staff are necessary to make this a plan for success.

The most recent adopted budget, FY2020-2021, allocates $58.5 million in anticipated revenue and $63.8 million in expenses. This budget provides for continued programs and services, while decreasing the property tax rate by 1%. The gains seen in sales and property tax revenue in the last several years are nothing short of incredible and a testament to our council’s good judgement and growth strategy. Initiatives addressed in this budget include the construction of a new police station, continuing development in Weatherford’s downtown area, evaluating the city’s approach to marketing and tourism, facility renovations and remodels, and cleanup of the Main Street corridor.

City Revenue Breakdown:

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City Expense Breakdown:

62% PERSONNEL $24,836,403

30% CONTRACTUAL $12,151,456

6% SUPPLIES $2,597,912

2% CAPITAL OUTLAY $691,496

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 outlook provides key decision-makers with 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, strategies that continues to pave the way for large capital plans and efforts to diversify general fund revenue by capturing portions of annual sales and property taxes for non-recurring purposes.

Overall, the City of Weatherford is thriving. Significant growth in both residential and commercial developments has increased the city’s property and sales taxes exponentially. The city will continue to plan for future expenses such as capital expansion, facility maintenance, information technology advancements, and vehicles/major equipment purchases. With the guidance and policy direction of the City Council, the City of Weatherford is poised to enter 2021 in a strong position, and we will continue to advance many of the projects and initiatives that began in 2020.

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TRUE

TE

E 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.

EXAS

CAPITAL TRANSPORTATION PROJECTS WHAT WE DO

Terry Hughes Director

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

SERVICES WE PROVIDE The City of Weatherford has a multitude of capital improvement projects that require ongoing support and evaluation. However, other services are offered including: • • • • •

Permit issuance for any construction within the public right-of-way.

Traffic and investigative reporting to the Transportation Advisory Board.

Information sharing, research and legal description preparation for maps.

Plan reviews and public improvement oversight.

Public street and road maintenance via the Neighborhood Street Improvement Program.

PROJECTS COMPLETED: Transportation • Downtown Bypass Project • Funding for Phase 1, the northern bypass, is secured through the NCTCOG and TxDOT Transportation Improvement Plan. A funding mechanism has been negotiated via an interlocal agreement (ILA) to utilize Transportation Development Credits (TDCs) as Weatherford’s “local match”, which will be reimbursed back to NCTCOG through the TIRZ 2 fund. Staff is in final coordination with TxDOT on the releasing of funds to begin phase 1 design, and has initiated coordination with NCTCOG/TxDOT on the programming of Phase 2 (southern bypass) funding.

• BB Fielder Drive 18 ANNUAL REPORT | 2020-21

• Completed the extension of BB Fielder Drive from Westover Village Estates to Old Dennis Road. The project was identified as a major priority on the Thoroughfare Plan, located within TIRZ 1, because of its improvement to neighborhood connectivity, emergency services access, and the potential for facilitation of development along the corridor. Signal improvements were installed with a focus on aesthetics, incorporating all black hardware and new LED street name signs with the Weatherford logo. Totaling over 2,300 linear feet of concrete roadway with sidewalk, drainage and water utilities, this project was funded primarily with TIRZ funds, with a portion of the new water capacity funded by the Water Utility.

• South Main Green Ribbon - Phase 1 • Completed construction of the first section of corridor beautification improvements along South Main Street from Interstate 20 to Cleburne Avenue. This concept was identified as a high priority for the community in the Weatherford General Plan, as was the incorporation of the subsequent gateway features. TxDOT allowance of the large stone monuments, brandishing the Weatherford logo/lighting, was a substantial negotiating accomplishment by staff. Construction funds were pursued and awarded through a competitive application process with TxDOT, with 100% funded by TxDOT and Weatherford covering the cost of the monuments.

• South Main Green Ribbon - Phase 2 • Construction underway on the second section of corridor beautification improvements along South Main Street from Cleburne Avenue to just north of Bethel Road. This continuation of the Phase 1 improvements includes the same selection of native plants, irrigation, and decorative aggregate to replace the previous hardscaping.

Construction funds were once again pursued and awarded through competitive application to the state. It is uncommon to receive grant approval for green ribbon improvements two years in a row as the funds are highly sought after and limited. Weatherford was successful in obtaining consecutive 100% construction funding because of the established phasing plan and long-term vision of corridor beautification/gateway improvements.

Storm Water • Barnett Drive Stormwater Project • Completed construction of an underground drainage system through the I-20 Industrial Park. This project was critical to alleviate existing flooding issues to businesses in the area, and proactive in facilitating the upstream development of a Blue Beacon Truck Facility. The project totaled over 1,400 linear feet and prototyped a new pipe material for improved efficiency/cost. This project was funded through the Stormwater Utility Fund and private easement donations.

• Rusk Street Stormwater Improvements • Completed analysis and design of an underground stormwater conveyance system along North Rusk street from Throckmorton Street to East First Street. The system will consist of over 2,000 linear feet of pipe and incorporate three different pipe material alternatives for improved efficiency/cost, along with new curb and wye inlets (inlet with openings on four sides which allows for greater water intake into the system).

The construction of this system is being done in advance of the planned water/wastewater and roadway rehabilitation improvements as part of an interdepartmental effort to streamline and coordinate. This project is funded through the Stormwater Utility Fund.

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COMMUNICATIONS AND MARKETING WHAT WE DO

Blake Rexroat Director

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

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

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

• Promote the Experience Weatherford tourism brand.

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

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

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PROJECTS COMPLETED: • Working with Troutman Sanders LLP on obtaining official trademarking for remaining City of Weatherford logo marks from the United States Patent and Trademark Office (USPTO).

• ViD LLC employee highlight videos.

• Designed new Weatherford van for advertising and marketing job opportunities.

• Updated the Experience Weatherford mobile app to Weatherford Eats to best serve residents and businesses during COVID-19.

• 122 video productions.

• Experience Weatherford Website Redesign.

• Council Chamber podium with technological capabilities as part of the chamber renovations/upgrades.

• Create and execute a plan in response both internally and externally to the COVID-19 pandemic.

PROJECTS IN PROGRESS: • • • • •

Creating the next round of #StrongCommunity employee highlight video.

CivicPlus main city website redesign.

Updating the Communications and Marketing strategic plan.

Facebook Live weekly updates on city business each Tuesday at 11 a.m. (on-going) Internal communications software (e.g. First Arriving, The Marlin Company, etc.).

VALUE OF COMMUNICATION AND MARKETING EFFORTS:

These impressions for our main city Facebook page for the FY 2019-20

These are the total unique pageviews for the city website and top 5 pages.

These are the Total Engagements on all of our Facebook pages for the FY 2019-20.

These impressions for our main city Facebook page for the FY 2019-20 2020-21 | ANNUAL REPORT 21

ELECTRIC UTILITIES WHAT WE DO

Joe Farley Director

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 Total Customers 15,332 System Peak - Winter

92 MW System Peak - Summer 100 MW Purchased Power 410,162 MWh System Average Interruption Duration Index 14 minutes Customer Average Interruption Duration Index 115 minutes Average Residential Electric Rate 9.7 cents per 1,000 kWh

ACCOMPLISHMENTS FY 2019-2020: • Received the Reliable Public Power Provider (RP3) award from the American Public Power Association.

• Received the Certificate of Excellence in Reliability from the American Public Power.

Association for being in the top 25% of utilities for system outages.

• Revised the Distributed Generation Policy.

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• Continued replacement of high-pressure sodium street and customer lights with LED lighting fixtures. Currently, 58 percent have been replaced.

• Designed and installed the electric system for 17 commercial buildings and 5 residential subdivision phases.

• Designed and installed an overhead double circuit distribution system on Center Point Road from I-20 to Fort Worth Hwy. • Designed and installed the overhead primary distribution system from Bankhead Hwy to Center Point Road Residential electric rates for FY20 averaged of 9.7 cents per kilowatt-hour for the on the southside of I-20. year. Tri-County Electric Cooperative averaged 9.8 cents per kilowatt-hour while the • Completed the field recloser replacement average Retail Electric Provider averaged 10.0 cents per kilowatt-hour. project.

• Continued the upgrade of the underground electric system in the Briarwood subdivision.

• Began pad-mounted equipment inspection and maintenance program.

• Installed fiber to Upper Denton Road tower to enhance citywide radio system.

• Successfully completed annual warehouse inventory with only a 0.0004% loss.

GOALS FY 2020-2021: • Implement an outage management system.

• Continue the update of the Electric Service Policy.

The System Average Interruption Duration Index (SAIDI) expresses the average • Implement electric design and loading number of minutes that an electric system can be expected to be without power analysis software packages. per customer. The target for SAIDI is 60 minutes or less, and the target for • Implement a web portal so that customers Non-Storm SAIDI is 30 minutes or less. can view their electric consumption information as provided by our automated metering system.

• Continue replacement of existing high-pressure sodium street and customer lights with LED fixtures.

• Install an underground electric system to replace the overhead electric system in the northeast quadrant of the downtown area.

• Design and install the overhead primary distribution system from Bankhead Hwy to Center Point Road on the northside of I-20.

• Design and rebuild the underground primary system in sections of Valley Trail Addition and sections of Briarwood Addition.

• Begin construction of the east fiber loop on I-20 and Center Point Road.

• Implement barcoding system for the warehouse.

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FIRE DEPARTMENT WHAT WE DO

Jonathan Peacock Fire Chief

The Fire Department’s primary mission is to protect the lives and property of the citizens of Weatherford and Emergency Services District #3. This is accomplished through the delivery of emergency medical services, fire suppression operations, and fire prevention through inspections and public education. The department covers 98 square miles with a dedicated workforce of 60 employees. The department is comprised of the following Divisions: • Fire Administration: 3 Personnel with 1 part-time mechanic • Fire Operations: 54 Personnel • Fire Prevention: 2 Personnel

PROJECTS COMPLETED:

Building a strong community through prevention, operations and professional development.

• Completed the Fire Stations Location Study conducted by Emergency Services Consulting International (ESCI).

• Completed the Cost Allocation Study conducted by Emergency Services Consulting International (ESCI).

• Assisted the Police Department with the implementation of a new Computer-Aided Dispatch application, which sends the closest fire apparatus to an emergency incident and shares incident information with the Police Department and other emergency services agencies.

• Consolidated all department policies under one application. Completion of this project has allowed the department to move forward with updating policies in accordance with best practices.

• Completed the community outreach program “Project Birthday Drive-By” during the initial COVID-19 outbreak. This project was focused on the youth of the community that were not able to attend school and were at home due to school closures. A total of 136 Birthday Drive-By’s were conducted.

• Took delivery of both a new fire engine and brush truck for Station 3.

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PROJECTS IN PROGRESS: • Implement a Fire Prevention Division modernization program.

• Develop a master plan for the modernization of Fire Station 1.

• Construction of a new fire station for Emergency Services District #3. Weatherford Fire Department Engine 2 will operate out of this new station.

• Develop and implement a Rescue Task Force Program for mass casualty incidents and special events.

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HUMAN RESOURCES WHAT WE DO

Diana Allen Director

We contribute to a strong community by cultivating an atmosphere of engagement and instill trust and confidence by providing the best for our employees.

MISSION Our primary mission is to provide quality services to the employees of the City of Weatherford such as recruitment of qualified individuals, retention of valuable employees, training, development, and education to promote individual success and increase overall value to the organization.

VALUES We use the Human Resources Culture Compass to foster the City of Weatherford as the Employer of Choice.

N - Nurturing talents and skills S - Security (benefits, longevity, etc.)

E - Embracing individuality (diversity and inclusivity) W - Winning attitude (customer service, positivity, respect)

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PROJECTS COMPLETED: • Transition of Human Resources back into one department Human Resources and Risk Management. Leroy Martinez joined the HR team as the HR Generalist.

• “I Am Weatherford” poster program continued featuring employees and statements on how their jobs impact the community.

• Four sessions were held during the year on financial wellness by Gardner-Wallace Financial Solutions.

• Employee wellness opportunities in the year included enhanced gym membership opportunities and flu shots.

• There were 48 new hires processed; there were 1788 applications taken in through the year.

• Presented 59 Service Awards to employees over the year.

PROJECTS IN PROGRESS: • Transition of Human Resources to MUNIS has been the HR Departments main focus this year and will continue to be so into 2021.

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INFORMATION TECHNOLOGY WHAT WE DO

Troy Garvin Director

The core purpose of the Information Technology Department is to build a strong community by connecting people with technology. Innovative solutions, responsive communications, and accessible information are the strategic-guardrails that help guide and facilitate that purpose. All efforts related to Network/Infrastructure Management, Service Desk Operations, GIS Functions, and Solutions Support focus on the end-user experience and efficiency.

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

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

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

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

PROJECTS COMPLETED: • Responsively equipped the organization with temporary Work-From-Home capabilities, RemoteAttendance for Public Meetings, and facilitated several public-address broadcasts during the COVID-19 Pandemic.

• Achieved a successful Go-Live for Phase 1 of the ERP system that supports core business processes.

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• Completed a detailed Gap Analysis and Needs Assessment to improve the technical solutions for the Development and Neighborhood Services department.

• Mobilized Code Enforcement operations by equipping vehicles with essential technologies.

• Implemented a point of sale system which facilitates contactless payments and encrypted transactions.

• Completed the integration of Parker County Appraisal and City GIS parcel data to allow a seamless data flow between the two.

• Implemented a public safety solution that supports effective and efficient processes for law enforcement and fire services.

• Updated the Wastewater Plant SCADA system to provide better control and visibility for plant operations.

• Configured citizen-facing phone routing for Development & Neighborhood Services, Library, and Parks Departments.

• Deployed 82 workstations to the Police Department and Animal Shelter.

• Resolved 2,423 service requests across the organization.

PROJECTS IN PROGRESS: • CityWorks/Partner Software Integration – Enables Electric Utility Crews to create “assemblies” which populate a work order with materials needed for each job.

• GAINZ – Continued GIS support/changes of map layer data to enhance Emergency Services dispatch and routing.

• GROW - Continue implementation of phase 2 and phase 3 for an innovative, modern ERP system to support core business processes.

• Central Square / TrakIt – Upgrade, Training, and Implementation of TrakIt software to support Development and Neighborhood Services.

• Milsoft OMS / IVR – Assist in the implementation of the Milsoft Outage Management and Interactive Voice Response systems for the Electric Utilities Division.

• MyWeatherford App Refresh – Working with the Department of Communications and Marketing team to update and refresh the look of the myWeatherford mobile application homepage.

• CityWorks Upgrade – This upgrade will enable the Cityworks Contractor Module to be accessed through the Freeance app by Electric Crews in the field.

• Executive Dashboard – Build a custom portal that displays key indicators and status information about City projects and operations.

• Public Safety Mobile Computer Replacement – Replace laptops to ensure secure and reliable Public Safety operations.

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MUNICIPAL AND COMMUNITY SERVICES

WHAT WE DO

Dustin Deel Director

The Municipal and Community Services (MaCS) Department consists of multiple divisions within the City of Weatherford. These divisions are Animal Services, Custodial Services, Facilities Maintenance, Fleet Maintenance, and Solid Waste and Recycling. This year we have had to balance the COVID-19 pandemic while sustaining acceptable servicing levels.

ANIMAL SERVICES The City of Weatherford’s Animal Services division runs and operates the Weatherford Parker County Animal Shelter (WPCAS), and is responsible for animal control inside the city limits. Animal Services also contracts with the Cities of Aledo, Hudson Oaks, and Willow Park to provide animal services to their respective residents. The city also contracts with the unincorporated Parker County to intake animals from the county to the WPCAS. Some notable accomplishments and events this year were: • The shelter had nearly 6,000 animals come into the facility while maintaining a live release rate of 97.5% for the year.

• Adopted out 1,825 animals, 770 animals were returned to their owners, 977 animals were rescued, and over 1148 community cats were TNR’ed or placed in the shelter’s barn cat program.

• Construction of The Rees-Jones Foundation Medical and Surgical Center has been substantially completed. The equipment has been ordered and will be installed before the end of December 2020.

• An Interlocal Agreement was signed with Weatherford College to allow for the shared use of the WPCAS’s new Medical and Surgical Center, college veterinarians, staff, and students enrolled in the program.

• The shelter began a new partnership with a Fort Worth Petco store to adopt cats at their Overton Ridge store.

• The shelter held a week-long microchipping event before the Fourth of July, chipping and registering 443 animals.

• The shelter altered its operations and safely held our Clear The Shelter event in the midst of the COVID-19 pandemic, while still being the third-highest adopting animal shelter in North Texas.

• Had 93 volunteers donating over 8,255 hours of service to the shelter.

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FACILITIES MAINTENANCE The Facilities Maintenance division is responsible for maintaining and sustaining the integrity of all city-owned buildings by performing duties such as plumbing repairs, repairing minor electrical issues, etc., as well as contracting out larger projects. Facilities Maintenance completed 673 work orders during FY19.

Some notable accomplishments and events this year were: • Resurfaced Harberger Hill Community Center roof with 30-year coating.

• Installed 7.5 and 15-ton air conditioning units at the Public Library.

• Created a new workspace area for reception personnel at City Hall.

• Renovated the exterior of the Farmers’ Market facility including wall repair and replacement, window repair, patching and painting, and new signage.

• Relocated Public Work shops and helped coordinate the demolition of the power plant and garage facilities to make way for the new Public Safety Building.

• Upgraded gas service lines to allow for additional heating and laundry facilities at the Animal Shelter.

• Prepped and painted Transportation & Public Works building.

• Outsourced janitorial services at several city facilities.

• Implemented City of Weatherford COVID-19 preventative cleaning schedule.

• Fabricated and installed COVID-19 barriers throughout City facilities.

• Installed utilities infrastructure for new extractors at all city Fire facilities.

FLEET MAINTENANCE The Fleet Services division provides necessary guidance, support and oversight for all fleet functions while ensuring compliance with Federal, State, and Local standards and regulations. Accurate and complete vehicle maintenance records, along with expertise in vehicle procurement, maintenance, fuel management and fleet safety are key tools in making fleet management decisions. Fleet staff continues improving the accuracy of fleet reporting databases, providing City departments with accurate and timely information on their fleets including fleet usage, efficiency and budget assistance.

Some notable accomplishments and events this year were: • Fleet Services has centralized the process of identifying surplus vehicles and placing them online to be auctioned.

• Established an effective system to ensure vehicles are being inspected and registered.

• Updated the City fleet insurance list. This includes adding new vehicles to the policy and removing vehicles no longer used by the City.

• Worked to setup an in-house CDL training class to assist employees who are working to get their CDL license.

• Implemented new monthly reports to keep departments in the loop on their fleet needs.

SOLID WASTE AND RECYCLING The Solid Waste and Recycling Division (SWRD) provides solid waste collection services to the residents and some small commercial firms of Weatherford to ensure a clean and healthy environment. SWRD provides curbside garbage pickup, voluntary curbside recycling, electronics recycling, and brush and bulk collection. The SWRD conducted a rate study and presented a rate increase to the City Council that would increase revenue to balance the solid waste operations.

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PARKS, REC AND SPECIAL EVENTS WHAT WE DO The Weatherford Parks, Recreation and Special Events Department is committed to enriching the quality of life through exceptional programs, parks and facilities while preserving the community’s natural environment for the enjoyment of current and future citizens.

Shannon Goodman Director

CHANDOR GARDENS: • Public Events: Autumn Art Walk, Holiday Open House, Jack O Lantern Nights • Foundation Events: PubliQuartet, Masked Ball, Wine and Words, Paint Party, TCU Spring Quartet, Haunting Melodies Halloween Concert, A Night in Venice.

• Visitors to the Gardens- Approximately 9,000

RECREATION: PARTICIPANTS • • • • • • • • • • • • • •

Marshall Park was completed and opened to the public with a ribbon cutting in May. Wrangler All Day Summer Camp: 163 Tennis Camp: 93 Fast Forward Kids Science Camp: 32 Swim Lessons: 634 Swim Team: 71 (capped at 71) Private Pool Rentals: 66 Building Rentals: 263 Summer Softball League: 20 Baseball/Softball tournaments booked: 25 Completed Recreation Center Feasibility Study Kayak Fishing Tournament: 35 Anglers Barnyard Cooking Competition: 32 Cooks Online Programing during Covid-19:Virtual Run, Weatherford’s Got Talent, Mission Possible Scavenger Hunts.

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SPECIAL EVENTS: • • • • • • • • • •

Blastball – 80 participants, 3 & 4-year-olds, Holland Lake Sports Complex Adult Softball Leagues - 122 teams, Holland Lake Sports Complex Tennis Summer Camps – 150 participants, Tennis Courts Soldier Springs Sports Complex Pickleball – 50 to 75 on weekly basis, each Wednesday & Saturday, Tennis Courts, Soldier Springs Horseshoes – 15 – 20 participants on a weekly basis, 215 Tournament participants, 6 Tournaments Summer Camps – 170 participants, all day and half day camps, weekly, Cherry Park & Harberger The Barnyard Cook-off and Cornhole – 17 cookers and 40 cornhole players, Heritage Park Kayak Anglers of Ft. Worth – Hosted KAFW Classic-Open at Lake Weatherford, 31 kayak participants Hosted TAAF 4 Regional Track Meet – two-day event, 1300+ children participated, over 3500+ spectators Softball Tournaments – 22 scheduled, Holland Lake Sports Complex

PARKS, PROJECTS, MAINTENANCE: • • • • • • •

Started construction at The Boardwalk at Lake Weatherford.

Started construction around the lake at several parks.

Started construction at the Heritage Park south lot.

Installed a new greenhouse canopy at Chandor Gardens.

Installed new Fencing at Greenwood Cemetery.

Installed playgrounds at Soldier Springs Park and Vine Street Park.

Renovated Clear Lake greenspace.

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DEVELOPMENT AND NEIGHBORHOOD SERVICES

WHAT WE DO Our purpose is to encourage the appropriate use of land and buildings, including the location, development, preservation, construction and maintenance of properties under the jurisdiction of the City. This is achieved by applying federal, state and local regulations pertaining to the use and construction of property and land. We assist the public in navigating through these regulations to achieve their goals.

We use planning, zoning, historic preservation, building inspections, code enforcement and the utilization of the Main Street Program to accomplish our purpose. In coordination with other city departments, we strive to make Weatherford the strongest community in Texas.

OUR MISSION Through consistent, excellent customer service we assist the public to use, develop, maintain and preserve their property.

DEPARTMENT DIVISIONS Planning, Building Inspection, Code Enforcement

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Kaleb Kentner Director

DEPARTMENT GOALS: • Increased efforts in code compliance will be a priority in protecting and preserving the character of our community, including the continued maintenance of primary corridors and neighborhoods.

• Maintain and provide a professionally trained staff that will provide consistent, excellent customer service.

• Streamline and simplify policies and procedures.

• Continue to assist downtown businesses, through the Main Street Program.

• Explore opportunities to preserve our historic properties.

PROJECTS IN PROGRESS: • • • •

Review building codes to consider implementation of the 2015 or 2018 international building codes.

Evaluation and implementation of updates to the department mission, organization, policies and goals.

Corridor clean-up project.

Historic Preservation Ordinance update.

PROJECTS COMPLETED: • Subdivision Regulations update.

• Zoning Regulations update.

• Landscape & Tree Manual update.

2020-21 | ANNUAL REPORT 35

POLICE DEPARTMENT WHAT WE DO

Lance Arnold Police Chief

Our mission is to enrich our community through exceptional professionalism, collaboration and commitment to proactive policing. The Department works in partnership with our community to proactively address the conditions that give rise to public safety and quality of life issues such as crime, social disorder, and fear of crime. We are a recognized agency through the Texas Law Enforcement Best Practices Recognition Program.

PROJECTS COMPLETED: • • • • •

Implemented a new computer aided dispatch and records management system.

Purchased a use of force decision making simulator with grant funds.

Completed the programing and schematic design phase on the new public safety facility.

Implemented mandatory fitness assessments for all sworn members.

Implemented a comprehensive member wellness program.

PROJECTS IN PROGRESS: • • • •

Complete the design and begin the construction of the Weatherford Public Safety Facility.

Data driven approaches to crime and traffic safety implementation.

Convert paper records to a secure digital storage solution.

Conduct a future staffing analysis.

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BENCHMARKS Performance Measure

FY18

FY19

FY20

Police Calls for Service

43,867

44,512

49,550

Communication Center 911 Calls

11,738

11,755

14,611

Communication Center Non-Emergency Calls Violent Crime Offenses

36,484

31,420

41,552

51

57

81

Property Crime Offenses

557

488

513

Motor Vehicle Accidents

3,061

2,005

1,871

Arrests

1,428

1,568

1,242

Traffic Stops

11,810

14,947

8,451

Response Time to Priority 1 Calls

5:34

5:43

5:30

Citizen Satisfaction Rating

78%

82%

81%

8

6

2

Officer Complaints (External)

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PUBLIC LIBRARY Chris Accardo Director

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

As everyone is aware, FY2020 was anything but typical. Through it all, Weatherford Public Library staff provided continuous services and access to the library’s collections to help keep our community strong.

To kick off the year, in October WPL secured access for library cardholders to the entire collection of 1,576 digital comics titles in the RBdigital collection, up from the 120 titles previously available.

In January, WPL added unlimited digital magazines, which increased the number of monthly available digital magazine titles from 180 to over 3,700.

WPL closed to public walk-in traffic at close of business on March 17 due to the emerging coronavirus pandemic. Library staff quickly put together a program to continue library services. These included: • Curbside Checkout Program that allowed borrowers to request items online and have them delivered to their automobiles.

• Virtual storytime events presented via Facebook Live.

• Promotion of other online services, such as OverDrive, the PEACH Archive, and RBdigital.

• Advertisement of 24/7 wireless Internet availability from the library parking lot.

• Addition of new online services such as NewspaperArchive.com and Ancestry Library Edition (home access) that were previously unavailable or fee-based.

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The library building reopened to the public on May 4.

Although WPL shifted all public library events to virtual online events after March, the Youth, Teen, and Adult Summer Challenges still had strong participation. A total of 852 readers across all age groups registered and logged over 26,500 hours of reading.

In August, WPL secured copyright permission from the Weatherford Democrat to digitize newspapers and photos. This cleared the way for scanning WPL’s entire existing collection of the Weatherford Democrat on microfilm and making this new digital content available online 24/7 from anywhere. This project is scheduled for completion in FY2021.

September is Library Card Sign-up Month and to celebrate, WPL held a library card design contest.

Winners were chosen from three different age brackets and the new card designs will be available to all library cardholders

by November 2020.

Throughout the year, WPL continued the Weatherford College Oak Leaf yearbook digitization project by adding over 50 yearbooks to the existing collection, which now spans the years 1923 through 2016.

FY2020 Key Performance Indicators Physical materials checked out: 259,516 Digital materials checked out: 45,744 Total materials checked out: 305,260 New library accounts opened: 2,428 Reference transactions: 6,771 Visitors to the library: 78,311 Desktop computing sessions provided: 9,687 Desktop computing hours provided: 9,221

Number of library-sponsored events: 218 Attendance at library-sponsored events: 5,973 Summer Reading Challenge (Kids and Teens) registrations: 579 Summer Reading Challenge total hours read: 15,300 Adult Summer Library Challenge registrations: 273 Summer Reading Challenge total hours read: 11,201

2020-21 | ANNUAL REPORT 39

TRANSPORTATION AND PUBLIC WORKS WHAT WE DO

Manny Palacios Director

The Transportation and Public Works Department is committed to providing services and infrastructure in a quality manner through the use of modern engineering and management practices with a team of people dedicated to professional excellence and customer satisfaction. We strive to accomplish these tasks efficiently, effectively, safe and with accountability to the community we serve. We also ensure that the long term strategic goals of Weatherford’s comprehensive plan are maintained by providing direction and oversight of new infrastructure development.

SERVICES WE PROVIDE • • • • •

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

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

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.

MISSION STATEMENT Our mission is to enhance the quality of life for our residents and businesses by effectively developing, maintaining and improving the infrastructure of our community.

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VISION We will strive to be the premier organization to our residents, stakeholders, and our employees.

NOTABLE PROJECTS AND ACCOMPLISHMENTS: • SE Downtown Street Improvements – Added street parking, sidewalks, crosswalks, street lighting, bulb-outs for traffic calming and placed above ground utilities underground to provide a clear visual downtown.

• Lee & Lamar Street intersection improvements – Reconstructed intersection with curb bulb-outs for traffic calming, placed sidewalks & crosswalks for pedestrian safety and added landscaping to improve intersection appearance.

• Meadowview Drive Rehabilitation – improve street condition, widened street to improve traffic congestion and add sidewalks for pedestrian safety.

• Updated Neighborhood Traffic Calming Program – To provide a better community driven process for traffic calming implementation that will involve our Transportation Advisory Board and citizens.

• Updated City’s Right-of-Way Management Ordinance – To improve street repair process and requiring utility entities to relocate above ground utilities to underground at certain locations.

• Reconstructed over 4 miles (82,133 SY) of city roadways for a total of 26 projects.

• Performed over 1.5 miles (30,800 SY) of preventative maintenance by utilizing micro-surfacing and slurry seal application.

PROJECTS IN PROGRESS: • NE Downtown Street Improvements – improve road condition, sidewalks, street lighting, parking, traffic flow and clear above ground utility clutter by replacing them underground.

• Complete over 20 street rehabilitation projects – Improve street conditions by reconstructing subgrade, concrete improvements, sidewalks, drainage, and pavement resurfacing.

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WATER, WASTEWATER AND ENGINEERING WHAT WE DO

Rick Shaffer Director

The Water Utility provides treated drinking water to customers, water for fire protection, and treats wastewater so that it can be discharged safely back into the natural environment.

We provide service to approximately 12,500 retail customers, and wholesale service for the City of Hudson Oaks. With a staff of 52 employees, the Water Utility is comprised of six divisions – Administration, Water Treatment Plant, Maintenance, Rehabilitation, Engineering and Water Reclamation Facility.

MISSION We strive to provide reliable, high-quality, and affordable water and wastewater service for our customers by planning for future growth, securing dependable long-term water supplies, promoting water education and conservation, proper maintenance of our existing systems, and improving our treatment capabilities.

SERVICES WE PROVIDE • Operate and maintain a 14 MGD (Million Gallons per Day )water treatment plant and a 4.5 MGD water reclamation facility.

• Operate and maintain a water distribution system of 292 miles of pipeline, 7 pump stations and 9 water storage tanks.

• Operate and maintain a wastewater collection system of 216 miles of pipeline and 24 lift stations.

• Maintain Supervisory Control and Data Acquisition (SCADA) system for water and wastewater systems.

• Provide engineering design, construction and inspection of water and wastewater projects.

• Review design plans and permits for residential and commercial development projects.

• Provide public education on water conservation practices, watershed protection, and wastewater disposal.

• Maintain an industrial pretreatment program to protect our wastewater system and water sources from harmful industrial discharge.

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PROJECTS COMPLETED: Water Purification Plant • Produced 1.55 billion gallons of drinking water in FY20 (10% increase over FY19).

• Completed design of GAC (Granular Activated Carbon) contactors for additional taste and odor treatment and awarded $9.3M in construction contracts.

• Re-built Backwash Pump #1.

• Upgraded water distribution system to the Ignition SCADA platform.

• Completed testing for EPA’s Unregulated Contaminant Monitoring Rule (UCMR-4).

Water Reclamation Facility • Treated approximately 940 million gallons of wastewater (4.4% increase over FY19).

• Received TCEQ (Texas Commission on Environmental Quality) permit for reclaimed water project and awarded $9.6M in construction contracts.

• Completed installation of new SCADA system to upgrade to Ignition platform and improve functionality and reliability.

• TCEQ conducted inspection of WRF (Water Reclamation Facility) and wastewater collection system – received zero violations.

• Negotiated new wholesale wastewater contract with Hudson Oaks.

W/WW Maintenance • Reviewed/notified customers usage for over 1,600 potential leaks and high-water consumption to help customers save money on their water bill.

• Conducted over 3,000 tests and samples on the water distribution system to monitor water quality.

• Renewed enrollment in a voluntary program with TCEQ to reduce the occurrence of sanitary sewer overflows, through which staff performed camera inspection of 12 miles of wastewater pipeline in FY2020.

• Responded to 1,941 work orders for water and 1,113 work orders for wastewater.

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W/WW Rehabilitation • City crew replaced/installed ~8,100 linear feet of water and wastewater pipeline, at ~75% of contractor unit cost.

• Replaced Lift Station #12.

• Contractors replaced/installed ~18,500 linear feet of water and wastewater pipeline.

Engineering Services • Performed 1,476 plan reviews for residential and commercial projects initiated by developers.

• City staff designed eight water and wastewater projects.

• Managed 19 water and wastewater projects designed by consultants.

Major Capital Improvements • Completed rehab and painting of Oakridge elevated storage tank.

Public Education and Outreach • Completed new Hydration Station for public outreach events.

• Updated departmental website, and increased social media activity, to better inform customers.

• Collected over 550 lbs of unused medicine from residents during one event of the Take Back Meds Program (2nd event was canceled due to COVID), plus over 600 lbs at the Police Deptartment, helping to protect our environment and water supplies.

.

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PROJECTS IN PROGRESS: Water Purification Plant • Construction of GAC filter contactors for improved taste and odor treatment.

• Replacement of one new high service pump.

• Pilot study to evaluate pretreatment alternative in existing Trident® filters.

Water Reclamation Facility • Construction of process improvements and pump station for reclaimed water project.

W/WW Maintenance • Perform preventative maintenance on ~20% of pumps in distribution and collection systems.

• Continue to proactively notify customers of potential leaks and/or high-water consumption.

W/WW Rehabilitation • Replace ~10,000 linear feet of aging water and wastewater pipeline with city crews; and ~20,000 linear feet with contractors.

• City crew to continue to operate at ~80% of contractor cost or less.

Engineering Services • Continue to perform plan reviews for new development, and improve efficiency of the plan review process.

• Construction of new elevated water storage tank.

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T TRUE X A S 2020-21 | ANNUAL REPORT 47

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