IIIilfHCOENSWUALTTEIRNSG 􀁇􀁒􀁏􀁕􀁾 INC. G. CHRIS HARTUNG DIRECTOR 2695 Villa Creek Drive, Suite 104 Dallas, Texas 75234-7328 972/481-1950 Fax 972/481-1951 E-MAIL: chartung@watersconsulting.com
11t1.!.1J11TCHONESWUALTTEIRNSG 􀁇􀁒􀁏􀁕􀁾 INC. ROLLIE o. WATERS 2695 Villa Creek Drive, Suite 104 Dallas, Texas 75234-7328 972/481-1950 Fax 972/481-1951 E-MAIL: rwaterS@watersconsulting.com
TOWN OF ADDISON FINAL REPORT 􀁃􀁏􀁾􀁉􀁐􀁒􀁅􀁈􀁅􀁎􀁓􀁉􀁖􀁅PERFOR11ANCE STUDY OF PUBLIC WORKS JUNE 19, 2002 [ilTHE WATERS 􀁾􀁉􀁉•.II CONSULTING --. GROUP, INC. 2695 Villa Creek Drive,
Suite 104 Dallas, Texas 75234 800.899.1669 "vww.watersconsulting.com
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT • JUNE 19,2002 Review of Staffing and Management EXECUTIVE SUMMARY In an effort to evaluate the effectiveness and efficiency of the Public Works
Department's operations and to look for opportunities to improve services to the citizens, the Town of Addison contracted with The Waters Consulting Group, Inc. (WCG), a Dallas-based
management consulting finn, to conduct a third party performance review of the operations of the department. WCG understood that the Town was interested in (1) reviewing the utilization
of division personnel, (2) making comparisons of staffmg in the Town of Addison Public Works Department versus a peer group of other cities for common functions, and (3) identifying
opportunities for cross training and cross utilization of department personnel. The results of this study are intended to be used in improving the efficiency of the department and in
providing enhanced career opportunities for employees, as well as improving the overall effectiveness of the department in meeting its mission, goals and objectives. The initial phase
of the project involved interviews by WCG with various Town staffmembers, including the City Manager, Assistant City Manager, Director ofPublic Works and others to clarify the work plan
and develop a specific schedule for the project. WCG also requested copies of written documentation from the Public Works Department. The Town staffand WCG identified the group ofpeer
cities for the staffing comparison and WCG requested copies of budget documents from those cities. Following the initial information gathering, WCG conducted individual interviews with
all members of the Public Works Department and a number of other Town employees who interact regularly with the department. The results of the information gathering are summarized in
a series of findings and observations included in this report. In general, WCG confmned that the Public Works Department is providing a high level of service to the citizens ofAddison.
Personnel in the department have a very strong commitment to customer service. We did identify a number of areas in which the· department can improve, however, and those areas have been
addressed in the recommendations section. Among the fmdings oudined in the body of the report, WCG found that operations of the department, particularly the field divisions, are characterized
more by reaction to complaints and 􀁲􀁥􀁱􀁾􀁥􀁳􀁴􀁳 for service than by planned and scheduled activities. Activities in the Street Division, for example are prirna:rily focused on the
pick up of brush and bulk waste, both scheduled and unscheduled. Added to those activities are other services provided by the division resulting in a relatively small amount of ., ,.'
-Developed and Provided by The Waters Consulting Group, Inc. Page 1 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19, 2002 Review of Staffing and Management time actually being spent on street maintenance. The two field divisions, Street and Utilities
are performing preventive maintenance, but it is being done on a limited basis and without set goals and objectives .that would allow measurement of its effectiveness. Another finding
is that the Public Works Department does not have a system of setting goals and objectives for its operations, nor does it have a method ofmeasuring the results of those operations.
Current department management reporting is primarily focused on measuring the activities performed by the Department and not on reporting the results ofthose activities. We also found
a general lack ofdocumentation ofdepartmental activities that wi11 complicate succession planning. Fifty percent of the positions below the level ofAssistant Director are ftIled with
people who are either already eligible to retire or will be within the next five 􀁹􀁥􀁡􀁲􀁾􀀮 This group includes the supervisors ofall three divisions as well as several key technical
positions. (One of the division supervisors retired before this report was completed.) WCG also noted in our findings that significant additional documentation and record keeping will
be forced on the department in the very near future due to mandates under several environmental and water quality regulations imposed by the state and federal governments. Recommendations
are included in the final section of the report. These recommendations include several suggested changes to the Public Works Department structure. We believe that the Street Division
should be renamed.the Public Works Services Division to clearly reflect the broad range of services that this division provides. Additionally, we have recommended the formalization ofan
Engineering and Inspection Division that will include the construction inspection function currently carried in the Street Division. In the Utilities Division, we have recommended that
a Systems and Operations Section be created which would include all of the activities related to environmental and water quality compliance as well as meter reading. This would allow
the Utility Field Operations Section to focus on maintenance and repairs of the water and sewer systems. In order to strengthen the administrative function and provide support for the
recommended planning and monitoring activities and the additional mandated record keeping,WCG has recommended the addition of an Administrative Assistant reporting to the Director and
an additional Utility Operator II in the Systems and Operations Section of the Utilities Division. We have also recommended the addition ofa Maintenance Worker to ftIl out the field
crew in Public Works Services and an additional Senior Utility Operator for the Utilities Division Field Maintenance Section. Other recommendations have to do with the development of
formalized planning and goal setting by the department and improvements to the documentation and monitoring of departmental activities. 􀁾 Developed and Provided by The Waters Consulting
Group, Inc. 􀁾 Page2of45
TOWN OF ADDISON PUBliC WORKS DEPARTMENT.JUNE 19, 2002 .Review ofStaffing and Management REMAINING SECTIONS Remaining sections of this report are as follows: Page Number • Introduction
4 • An Overview ofWCG's Approach to the Study 5 • Table 1 -Comparison Cities used in the Study 6 • General Description ofPublic Works Department Operations 8 • Chart 1 -Public Works
Current Organization 10 • Findings and 􀁏􀁢􀁳􀁥􀁲􀁶􀁡􀁴􀁩􀁾􀁮􀁳 11 • General Observations 11 • Succession Planning 14 • Chart 2 -Public Works Actual Reporting Relationships 15 • Administration/Engine
ering 16 • Street Division 18 • Table 2 -Street Division Hours Worked 2001 20 • Utilities Division 22 • Table 3 -Utility Division Hours worked 07/01 -02/02 25 • Goal Setting and Management
Reporting 30 • Street and Utilities Division Goals 31 • Table 4A-Multi-City Comparison/Common Functions 33 • Table 4B -Million $ AV per Employee 34 • Table 5 -Common Functions 35 • Table
6 -Multi-City Comparison/Based on # ofEmployees & Population 36 • Organizational Structure -Recommendations 37 • Planning and Goal Setting -Recommendations 39 • Documentation ofActivities
-Recommendations 42 • Review ofPolicies and Procedures -Recommendations 43 • Succession Planning -Recommendations 45 -Developed and Provided by The Waters Consulting Group, Inc. Page
3 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffing and Management INTRODUCTION The Town of Addison, Texas is located in northern Dallas County adjacent to the cities
of Dallas, Fanners Branch and Carrollton. The Town has a current population of more than 13,250 and is intensely developed with significant areas of the community characterized by high
density commercial and office developments. The residential development in the community includes a mix of high-density multi-family and large single-family homes. The Town has traditionally
prided itself on the high level of service provided to its residents and business community. It is governed by a seven-member Town Council under a home rule charter as a Council/Manager
form of government. The Town Council appoints a 􀁾􀁩􀁴􀁹 Manager to manage the day-to-day operations of the Town. The City Manager has organized the work force into a number of departments
and divisions. One of those departments is the Public Works Department:, which is organized into three divisions: Engineering, Utilities and Streets. In an effort to evaluate the effectiveness
and efficiency of the Department's operations and to look for opportunities to improve services to the citizens, the Town contracted with The Waters Consulting Group, Inc. 􀁾􀁃􀁇􀀩􀀬
a Dallas-based management consulting firm, to conduct a third party performance review of the operations of the Department WCG understood that the Town was interested in (1) reviewing
the utilization of division personnel, (2) making comparisons of staffmg in the Town of Addison Public Works Division versus a peer group of other cities for common functions, and (3)
identifying opportunities for cross training and cross utilization of Department personnel. The results of this study are intended to be used in improving the efficiency of the Department
and in providing enhanced career opportunities for employees as well as improving the overall effectiveness of the Department in meeting its mission, goals and objectives. .. .. 􀁾􀀮􀀻
􀁾 Developed and Provided by The Waters Consulting Group, Inc. Page 40£45
􀁔􀁏􀁗􀁊􀁾 OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffing and Management AN OVERVIEW OF WCG'S APPROACH TO THE STUDY The initial phase of this effort involved interviews
by WCG with various Town staff members, including the City Manager, Assistant City Manager, Director of Public 􀁾􀁯􀁲􀁫􀁳 and others to clarify the work plan and develop a specific schedule
for the project. WCG requested copies of written documentation about the operations of the Public Works Department including the following: • Budget documentation and monthly financial
reports • Management and activity reports • Organization charts and roster infonnation • Job descriptions for positions in the Department • Organizational mission, purpose and strategic
planning information • Citizen complaints and requests for service • Personnel actions by employees including disciplinary actions, grievances and appeals • Employee perfonnance appraisal
documentation • Selected incident reports • Departmental policy manuals and operating procedures During the second phase of this project, WCG interviewed all members of the Public Works
Department individually. These interviews allowed Department personnel to discuss their perceptions of departmental operations and voice any other concerns in a confidential setting.
Additionally, the interviews provided WCG an opportunity to discuss with employees areas such as perceived organizational mission .and objectives, communications, departmental supervision
and leadership, training and development and departmental policies and standard operating procedures. WCG also interviewed other Town employees including the Director of Finance, Tax
. Assessor/Collector, Finance Department employees, Police Chief, and Fire Chief to 􀁧􀁡􀁴􀁨􀁥􀁾 infonnation about interactions between the Public Works Department and other Departments.
-Developed and Provided by The Warers Consulting Group, Inc. Page 5 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19, 2002 Review of Staffmg and Management 1his phase of the project also involved gathering staffmg and woddoad data for common functions
from a group of "peer" cities in order to compare the 􀁾􀁴􀁡􀁦􀁦􀁭􀁧 level of the Town of Addison Public Works Department to these cities. WCG worked with the Department Director, Assistant
City Manager and City Manager to identify a group of cities for comparison purposes. In selecting the cities, consideration was be given to population, geographic location, economic
base, services provided and perceived quality of service. The cities selected for the comparison, their assessed valuations and per capita assessed valuations are listed in Table 1 below.
TABLE 1 Town of Addison Public Works Department Comparison Cities ASSESSED PER CAPITA TOWN POPULATION VALUATION AV Carrollton 105,800 8,094,312,240 76,505.79 Richardson 91,050 7,933,433,019
87,132.71 Sugar Land 62,637 5,121 ,406,913 81,763.29 Coppell 34,800 2,947,038,759 84,685.02 Farmers Branch 26,900 3,688,451,149 137,117.14 University Park 24,250 2,897,412,311 119,480.92
Colleyville 20,000 1,920,528,759 96,026.44 West University Place 14,211 2,800,000,000 197,030.47 Bellaire 14,000 1,403,978,150 100,284.15 Addison 13,250 3,131 ,228,040 236,319.10 Webster
9,084 697,508,205 76,784.26 Hiahland Park 7,400 2,778,352,120 375,452.99 The objective of this information-gathering effort was to provide WCG a clear and accurate picture of the overall
operations and effectiveness of the Public Works Department.. The intention was to determine how well the Department is accomplishing its overall mission and objectives and to evaluate
its capacity to do so in the future. Following completion of these interviews and the review of documentation, WCG prepared a writtef,l set of fmdings and observations describing the
results of the interviews, the results of the peer city comparison, the review of departmental management and performance reports, and the review of other documentation provided by the
Town. .. ,.. 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page 6 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffmg and Management WCG met with the Director of Public Works, the AssistIDlt City Manager and others as appropriate
to discuss the fmdings and observations to ensure that they accurately describe the current situation. The fmdings and observations formed the basis of the development of a set of recommendations
to the Town for addressing issues identified which can improve the delivery of these most important services and which addressed concerns voiced by employees through the interviews.
-Developed and Provided by The Waters Consulting Group, Inc. Page 7of45 ....'
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review ofStaffmg and Management GENERAL DESCRIPTION OF PUBLIC WORI<S DEPARTMENT OPERATIONS The Public Works Department of the Town
of Addison is composed of the Street Division, the Utilities Division and a number ofpersonnel who are involved in engineering for capital projects and who are carried in the Town's
capital project funds for budget purposes. The Department has responsibility for a Qumber of functional areas including: • The planning, design and construction of capital projects for
the Town including street, drainage, utility and airport facilities • The maintenance and repair of the Town's roadway system • The maintenance and repair of the storm water drainage
system • The maintenance and repair of the water distribution and wastewater collections systems • The collection of bulk waste and brush that is not picked up by the solid waste disposal
contractor. • Administration of a number ofcontracts for services including those for solid waste collection and disposal, and street sweeping. The Departmenthls an authorized strength
of 23 positions as approved in the Annual Budget for 2001-2002. Funding for these positions is carried in the budgets of the Street Division, the Utilities Division, and the Airport
and Street Capital Project Funds. The personnel assigned to the Public Works Department are organized into work units with specific areas of responsibility and reporting relationships
according to the organizational chart to follow (Chart 1). Town management and Public Works Department employees are unifoonly proud of the level of service provided by the Department
to the citizens of Addison. The Survey Research Center at the University of North Texas conducted a citizen survey in August and September of 2001 for the. Town of Addison. The survey
was intended to measure the level of satisfaction or dissatisfaction with Town services and life in Addison generally. This survey is the seventh such survey conducted for the Town.
􀁾 Developed and Provided by The Waters Consulting Group, Inc. Page 8 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffmg and Management The UNT report concluded "Overall, fmdings from the 2001 Addison citizen survey show that residents
have very favorable ratings of Addison as a place to live and appear to be quite supportive of the Town and the direction being pursued by the council and staff."l This overall favorable
rating is also demonstrated in the responses to questions about the specific service areas provided by the Public Works Department. For example, regarding the condition of road surfaces,
92% of the responses from survey participants rated conditions as good or excellent; while 97.7% of the respondents think the Town sweeps the streets often enough. A large majority of
the respondents (86.2%) believe street lighting is adequate in the neighborhoods. While street medians, islands and rights-of-way are not totally the responsibility of the Public Works
Department, 75.1% of respondents said that these areas are well maintained and 22.9% said they were adequately maintained. Solid waste collection also received high marks, with 87.6%
of the respondents indicating their garbage had never been missed in the previous 12 months. However, 10.8% indicated they had been missed 1 or 2 times and 1.5% indicated they had been
missed 3 or more times. Addison's special bulk waste pick up is especially well received according to the survey as 89.7% of those using this service indicated they were "very satisfied"
and 9.3% were satisfied with the service. Garbage collection days were rated as excellent or good by 96.7% of the 'respondents and 95.4% of the respondents indicate participation in
the recycling program with an overwhelming majority rating recycling program and the days of collection as excellent or good. While a significant majority ofthe respondents indicated
the animal control program was excellent or good, only 37.5% rated the program as excellent, 50.5% rated it as good and 12.0% rated the program as fair or poor. While there were no specific
questions asked about the water utility, there was an item that elicited responses regarding the need for improvement to various Town services and water service was included in this
question. 14.8% of those responding indicated that water services needed some or much improvement. According to the report, the most common reason given for the "needs much improvement"
response was the taste of the water. 12001 Citizen Survey; Survey Research Center, 􀁕􀁮􀁩􀁶􀁾􀁩􀁴􀁹 of North Texas; October 16, 2001; Page \'i >' . 􀁾 Developed and Provided by The Waters
Consulting Group, Inc. 􀁾 Page 90f45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffmg and Management CHART 1 Public Wor1<s Deparbnent Current Organization I Director cI Public Works/City Engineer I
I Department Secretary -W '------'------'-----'.J I I Assistant Direc\'o( of Public Works I I I •...􀁾􀀻􀀭􀀬􀁩􀁾􀀾􀀢􀀻􀀧􀀻􀀺􀁾􀀻􀁦􀀺􀁩􀀬􀁩􀁢􀁾 􀁩􀀵􀁍􀁳􀁦􀁣􀁩􀁩􀁩􀁜􀁟􀀢􀁦􀁲􀀻􀀭􀁉􀁙􀁾􀁩􀀻􀁾􀀺􀁾
􀀱􀁾􀂷􀀺􀂷􀂷􀁽􀀺􀀻􀀨􀁗􀁣􀁾􀁴􀀮􀁆􀀧􀀺􀂧􀁬􀁩􀁥􀁥􀁴􀀻􀁛􀀩􀁩􀁶􀁩􀁳􀁾 􀁜􀀼􀀲􀀭􀀭􀂷􀁾􀀳􀀮􀀺􀀺􀁽􀀺􀀻􀀱 I I I I􀁾􀀧􀀲􀀭􀁩􀀻􀀻􀀻􀀬􀀻􀀧􀁾􀀻􀀺􀁾􀀡􀀽􀁮􀁧􀁩􀁲􀁩􀀻􀀻􀁥􀀿􀁲􀁩􀁧 􀁴􀁪􀁍􀁓􀁩􀁯􀁩􀁩􀁜􀀻􀀺􀁾􀀺􀀻􀁻􀁾􀀺􀀢�
�. I utilities Foreman I I Street Superintendent I I 􀁃􀁩􀁶􀁾 Engineer I I Crew Leaders (2) I Y Construction Inspector II Project Enginee< -1 lJtilityOperalDr-$enior I H . CrewLeader
I -1 Utility Operator III (2) I H Sr. Maintenance Worker I -l 􀁵􀁴􀁾􀁩􀁴􀁹 OperalDr II (2) I -j Animal Control OfficerlMaintenance WorkerI -j 􀁕􀁴􀁾􀁩􀁬􀁹􀁏􀁰􀁥􀁲􀁡􀁬􀁄􀁲 I (2) I L.j
Maintenance Worker I I H Technician-5ignsiSignals I The Town of Addison has made a a very strong commitment to responsive customer service and quality service and the citizens of the
community have recognized that commitment in-this and previous citizen surveys. That commitment has been communicated very directly to employees of the Public Works Department at all
levels and has become inculcated in the organization. The Public Works Department 􀁥􀁭􀁰􀁬􀁯􀁹􀁥􀁥􀁾 repeated this commitment to service to the WCG consultant during the interview phase
of this project. -Developed and Provided by The Waters Consulting Group, Inc. Page 100£45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffing and Management FINDINGS AND OBSERVATIONS GENERAL OBSERVATIONS 1. The overall philosophy to the staffmg ofthe
Public Works Department in the past has been to maintain a "mean and lean" work force. The Town has taken the approach to staff the Department sufficiently to perform basic routine maintenance
and operations and to contract out for major construction, maintenance or services where necessary. The Town has contracted for residential solid waste collection, street sweeping and
consulting engineering services an;J.ong others. The perception ofPublic Works Department management and personnel in the Department is that the Department doe.s not have sufficient
personnel to adequately meet its mission. 2. The primary objective of the Public Works Department as stated by literally everybody WCG interviewed is «customer service". The number one
commitment is to responsiveness to the citizens ofAddison. One of the questions asked by the consultant during the initial interviews with employees of the Department was "What one thing
do you believe the Public Works Department could do to improve services to the citizens ofAddison?" The answer given by virtually everyone was (paraphrased) "Nothing. They already get
outstanding service that is better than other cities give." The Director stated the goal of the Department regarding bulk and brush pick up is to pick up any call received by 3:00pm
on the day received. lbis same policy applies to all customer service requests (CSR's) received by the Department. 3. While the Public Works Department is shown on the organizational
chart on page 7 of the published Town ofAddison budget for Fiscal 2001-2002, there is no written description of the Department in the body ofthe budget document. The engineering group
is also not recognized as a separate organizational unit in the budget. The budget does include sections for the Street Division, the Utilities Division, the Capital Project Fund and
the Airport Fund, which account for all of the positions shown in the organizational chart given to WCG. -Developed and Provided by The Waters Consulting Group, Inc. Page 11 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffmg and Management 4. There is inconsistency in the designation of the.Street and Utilities organizations in published
documents. In the official budget document published by the Finance Department, these two organizational units are referred to as departments. In Public Works Department documentation
they are referred to as divisions. 5. There is no written Mission Statement for the Public Works Department in the Town of Addison budget for 2001-2002. 6. There is some inconsistency
in tiding for positions in the documentation provided to WCG. The position supervising the Street Division is referred to as the Street Superintendent in the budget document and organizational
chart shown above and as the Street Director in the written job description provided to WCG by the Human Resources Department. One of the engineering positions is referred to as the
Civil Engineer in the organization chart shown above and the budget document and as the Assistant Town Engineer in the job description for the position. 7. The position supervising the
Utilities Division is designated as the Utilities Foreman, but appears to have the same level of responsibility and authority as the Street Superintendent. 8. The two functioning crew
leaders appear to have more responsibility and authority than a typical crew leader in most other organizations. Crew leaders are typically lead person positions and do not have the
level of responsibilities that these two positions appear to have. 9. There does not appear to be a clear delineation ofduties between the various levels of maintenance personnel in
the Public Works Department. The. tides for job descriptions of positions in the Street Division and the Utilities Division indicate different levels of responsibilities, but the descriptions
of essential fu.nctions and tasks performed are worded very similarly. In discussions with the personnel in both Departments, they indicate that personnel are pretty much doing the same
types of tasks. ., ,.> 􀁾 Developed and Provided by The Waters Consulting 􀁇􀁲􀁯􀁵􀁰􀁾 Inc. Page 12 of 45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffing and Management 10. The Department does not have an automated work order system to keep track of time and costs
associated with its various maintenance activities. The Street Division has maintained a manual system for keeping track of the number ofhours spent by Department personnel in various
activities for some time. The Utilities Division began keeping track of hours worked in July oflast year. 11. The Public Works Department has on-going preventive maintenance activities,
but does not have a formal preventive maintenance program for most of the infrastructure it is responsible for. There is also no record ofpreventive maintenance backlogs for either the
Street or the Utilities Division. 12. The Department communicates with its employees in the field over a two-way radio system and by cell phones and pagers. The Public Works Department's
current radio system does not allow for direct vehicle-to-vehicle communications with Police and Fire Department vehicles. Communications are relayed through the public safety dispatcher.
The Town is negotiating with the City of Carrollton to join that Town's radio communications system, which will greatly improve communications for the Police and Fire Departments. We
understand that there will be consideration to including the Public Works Department in the new system. 13. The equipment operated by the Public Works Department including the rolling
stock of the Street and Utilities Divisions is generally thought to be adequate to good. The one area of concem relates to the backhoe used jointly by Streets and Utilities. WCG was
told that the two divisions jointly purchased the backhoe with the understanding that it would be equally available for use by both divisions. The perception in the Utilities Division
is that the backhoe is controlled by the Street Division and that the Street Division's needs are met first. The divisions also have access to a backhoe owned by the Parks Department.
Even with these these concems, apparently there is no major problem oflack of availability. -Developed and Provided by The Waters Consulting Group, Inc. Page 130£45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffing and Management 14. Employees of the Public Works Department receive a performance evaluation once per year at
the end of the calendar year. WCG reviewed representative samples of the Performance Appraisal and Development Plan, the Town's performance evaluation system. The Town uses two generic
evaluation forms, one for exempt employees and one for non-exempt employees. Each form has descriptions of the factors to be evaluated. We reviewed a completed sample of each form. The
forms describe 5 levels of performance ranging from Unacceptable to Outstanding. The forms provide space for written comments from the evaluator on each factor and blank space for a
customized Development Plan that includes an opportunity to set individual goals and objectives for the person being evaluated. The ratings on the 􀁩􀁮􀁤􀁩􀁾􀁩􀁤􀁵􀁡􀁬 factors on the
forms we reviewed ranged from 3.5 to 5.0 with the total rating for the employees falling between 4 and 5. According to the Director of Human Resources,these ratings are representative of the overaIllevels in the Public Works Department. The comments from the evaluators were very general and subjective in nature. We did not fmd that
specific measurable objectives are being used in the performance evaluation process, with the exception of the fmal section of the exempt evaluation form. In our interviews with employees
of the Department, most employees seemed to be satisfied with the evaluation process. The exception to this was a small number ofemployees who felt the process was not meaningful. 15.
Employees and managers in the Department questioned the competitiveness ofthe Town's compensation system. Specific concerns were voiced regarding the entry-level positions and water
utility positions. WCG analyzed data from the TML on-line survey for the peer group cities included in the survey ofcommon functions. It appears that compensation rates for the Town
are somewhat behind those of the other cities. SUCCESSION PLANNING Succession planning was one of the issues specifically identified by the City Manager as a focus for this review. In
an effort to clarify the current situation, WCG requested information about the retirement status ofemployees in the Public Works Department. .. 􀁾􀀩 -Developed and Provided by The Waters
Consulting Group, Inc. Page 140£45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffing and Management The following organizational chart has been prepared to indicate by the color red those positions
that are currently staffed by employees who are within 5 years of retirement eligibility. CHART 2 Public Wa1<s Department Actual Repalilg Relaticnships Uliily Operala--senicr Utlily
Operata-III (2) Wily Operala II (1) Uliily Operata I (1) Serda Maintenance Waker 1. As this chart clearly shows, almost 50% of the employees in the Department below the level of assistant
director either already are eligible or will reach retirement eligibility over the next five years, including all three of the senior people in the three divisions and both crew leaders
in the field operations, and the Technician-Traffic Signs/Signals. 2. Because ofthe lack ofdocumentation discussed below, the institutional memory for the Department resides in the minds
of these personnel. 3. No one has been trained to back up the Technician-Signs/Signals. This This person is responsible for overseeing the operations of the Town's 31 traffic signals.
4. The engineering function is structured with three levels of engineering experience that establishes a career ladder. 5. The various levels of Utility Operator can provide a career
ladder for the Utilities Division field maintenance division, if the levels of jobs are clearly differentiated. 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page
150f45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19, 2002 Review of Staffing and Management ADMINISTRATIONIENGINEERING Administrative and engineering positions in the Public Works Department
are carried in the Utilities Division, Capital Project Fund and Airport Fund budgets. As mentioned above, there is no section in the published budget that describes an administrative
or engineering unit per se. This part of the Public Works Department includes the Office ofthe Director and the engineering function, and includes the secretarial support for the Department.
The Director ofPublic Works is responsible for the overall direction of the Department. The Assistant Director has supervisory responsibility for overseeing the operations of the Street
Division and the Utilities Division as well as the engineering staff. The Assistant Director, with oversight by the Director, is responsible for conducting the performance evaluations
for the Street Superintendent, the Utility Foreman and the Civil Engineer. 1. The Public Works Department Secretary is the focal point for citizen calls to the Department. She completes
a request for customer service request (CSR) form on each call and forwards it to the appropriate person for handling. The action taken is recorded on the CSR, which is filed in the
division. The responsible person does not reply back to the Public 􀁾􀁯􀁲􀁫􀁳 Secretary as to the action taken. If a second call comes in on the same incident, the Secretary fills out
a second form and sends that to the appropriate person again. There is no log ofthese requests being maintained by the Department. As mentioned below in the section on management reporting,
the Street Division report groups all service requests together and does not report by type ofrequest or response. From the monthly reports we reviewed it appears that approximately
100 calls per month are being directed to the Street Division and approximately 250 calls are being directed to the Utilities Division. 2. The Public Works Department through the Director,
the Assistant Director and the engineering staff is responsible for managing the Town's 5-year Capital Improvement Program. This includes bond projects and current fund capital projects
for all departments, including planning and capital projects for the Addison Airport. 3. Addison has a right-of-way management program that requires anyone wanting to work in the right-of-way
to obtain a permit from the Town. This allows the engineering staff to review the proposal and provides for inspection of the construction by the Public Works Inspector or Assistant
Inspector. 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page 160£45
TOWN OF ADDiSON PUBLIC WORKS DEPARTMENT·JUNE 19,2002 Review of Staffmg and Management 4. The Department does not have an AutoCAD system for use by the engineering staff. As a result
the staff is unable to access the CD's 􀁰􀁲􀁯􀁾􀁩􀁤􀁥􀁤 by engineering consultants. Printed copies of plans are provided to the Department by the engineers. 5. The Town has contracted
with the North Central Texas Council of Governments for the implementation of a GIS mapping system. A pilot project was underway at the time of our interviews. It is estimated that the
mapping system will be completed by September of this year. The Town will make the computerized maps available over the Internet. 6. The Town ofAddison is required to comply with the
provisions of the National Pollutant Discharge Elimination System (NPDES) Storm Water Phase II rules effective March 10, 2003. The Assistant Director of Public Works has been assigned
responsibility for implementing the Town's compliance effort. The purpose of this Federal program is to eliminate the discharge ofharmful pollutants into waterways through municipal
storm drainage systems. To comply with these regulations, the Town will be required to develop a storm water management plan, adopt new construction standards and inspection procedures,
and document the Town's compliance efforts. According to the Public Works staff, compliance with the new Phase II rules will require the Town to write a Storm Water Management Plan and
begin implementation by March 2003. It is not clear at this time exacdy how much this additional effort to meet the new Phase II rules will add to the Department's workload, it is anticipated
that the implementation will require additional inspection and record keeping activities. 7. The Public Works Department is responsible for managing all capital projects for the Town.
In our review of Department reporting we reviewed the monthly activity report for capital projects submitted by the Department to the City Manager. We noted that the report indicated
four of the projects are on hold with no indication of the cause for the delay. Another project was on hold due to ROWacquisition. Several other projects were on going and in the ROWacquisition
stage. There is no indication in this report as to the original schedule for projects, nor any indication of the anticipated length of the delay for most of the projects on hold. There
is a perception among some of those interviewed thatROW acquisition may take longer than necessary. The Director does maintain a more detailed automated project management system using
Vtsio in his office. -Developed and Provided by The Waters Consulting Group, Inc. Page 17 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffing and Management STREET DIVISION The Street Division is actually responsible for much more than just street maintenance.
The division has responsibility for collecting brush and bulk waste, maintaining the storm water drainage system, maintaining traffic signs and signals, overseeing the solid waste collection
contract and the street sweeping contract, managing the recycling program, and providing animal control. Infrastructure maintained by the Division includes 38 miles ofstreets representing
over 130 lane miles ofpavement. The Division is also responsible for maintaining 18.5 miles of storm water drainage facilities. The major stated objectives of the Street Division are
to pick up brush and bulk waste as quickly as possible and to respond quickly to customer service requests. The major focus of the Street Division activity is bulk and brush pick up.
The division schedules bulk and brush pick up every Monday and Thursday, but also responds to customer requests for this service on other days. This pick up generally involves the Street
Crew Leader, the Sr. Maintenance Worker, the Maintenance Worker I and I/z of the Animal Control Officer's time. Others in the division, such as the Construction Inspector or the Technician-Signs/Sign
als, may be called upon to help with bulk/brush pick up at peak times. The street maintenance crew is nocmally scheduled to perform street maintenance activities one day per week. The
Street Division also includes the Public Works construction inspection effort. The Construction Inspector is responsible for pre-construction review ofconstruction plans and for field
inspection of all public works capital projects and other construction by private contractors that takes place in the public rights-of-way. The Assistant Construction Inspector assists
the Construction Works Inspector in these activities. The Technician-Signs/Signals handles traffic sign and signal maintenance. The Town has thirty-one traffic controlled controlled
intersections and approximately 4000 traffic signs. Two additional signal installations will be added to the system. One is currently in the planning stage and one is under construction.
The Technician performs troubleshooting diagnostics and performs some· maintenance on traffic signals. Vendors or contractors generally handle major traffic signal repairs. 􀁾 Developed
and Provided by The Waters Consulting Group, Inc. Page 18 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffing and Management The Town is currently considering taking over the maintenance of street lighting from the private
utility that currently owns and maintains the system. The analysis is being done to determine if the Town can operate and maintain the street lighting at less cost than the private utility
is charging for the service. If the decision is made to acquire the streetlights, it is anticipated that the Town will contract with an outside entity for the actual maintenance of the
lighting. 1. A significant portion of the personnel resource of the Street Division is consumed by the bulk and brush pickup. WCG obtained a report prepared by the Street Division accounting
for the time spent by division personnel during 2001 on a variety of activities. The report identifies almost 50 different types of activities that division personnel are engaged in.
Table 2 shows the reported time for the top 21 activities for the division, which accounts for over 90% of the reported time. During this period, over 30% of the accounted for time was
spent in residential brush pick up and litter control. This represents the equivalent of 1.8 FIE's or almost the full time effort of two employees._ The Division basically has three
full time positions assigned to street maintenance and bulk/brush collection, so bulk and brush pick up consumes a significant share of this resource. In addition to being a major consumer
oftime, bulk and brush pick up is considered to be the number one priority by literally everyone in the Street Division. 2. Street Division personnel believe that the Town policy regarding
bulk/brush waste is to pick up everything that is put out by the property owner, with the exception of roof shingles. They do not believe that there is a limit as to the amount of bulk/brush
waste that they are required to pick up. According to division personnel, the division is picking up large amounts of bulk and brush waste that is apparently deposited for pick up by
contractors 􀁨􀁩􀁲􀁥􀁾 by a residential property owner. The City Manager stated that the division is only required to pick up loads ofless than two truckloads. This policy has not been
implemented. WCG has not been able to find a copy of any written policy or ordinance covering bulk or brush pick up. The Street Division receives Cans from garbage customers who have
been missed by the private contractor. In some cases, Street Division personnel will pick up the garbage rather than turning the complaint over to the private contractor. -Developed
and Provided by The Waters Consulting Group, Inc. Page 19 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffing and Management The monthly report includes these calls in the oveI;a11 total for residential requests for service
and does not break them out separately. As noted in the discussion of the UNT citizen survey, 10.8% of the respondents indicated that their garbage service had been missed 1 or 2 times
in the previous 12 months and 1.5% indicated they had been missed 3 or more times. Public Works does not have any way at the present time to verify these statistics independently or
to put them into context. TABLE 2 Street Division Hours Worked 2001 Total Activity Hours Percentage FTE Residential Brush Pickup 2418 20.06% 1.16 Traffic Signal Repair 1904 15.79% 0.92
Litter Control 1340.5 11.12% 0.64 Animal Control 1031 8.55% 0.50 Office Duty 628 5.21% 0.30 Traffic Signal Maintenance 505.5 4.19% 0.24 Traffic Signal Check 468 3.88% 0.23 Vacation 405.75
3.37% 0.20 Street Repair-Concrete 343.5 2.85% 0.17 Holiday 318 2.64% 0.15 Equipment Maintenance 304 2.52% 0.15 Sign Maintenance 303.5 2.52% 0.15 Contractor Inspection 284 2.36% 0.14
Special Events 170.5 1.41% 0.08 Street Repair 145 1.20% 0.07 Contractor Inspection-Markings 132.5 1.10% 0.06 Yard Maintenance 106.5 0.88% 0.05 Oktoberfest 103.5 0.86% 0.05 Crack Sealing
102 0.85% 0.05 Recycling 95 0.79% 0.05 Barricade Placement/Removal 92 0.76% 0.04 All Other Activities (27) 854.75 7.09% 0.39 rrotals 12055.5 100.00% 5.79 3. The UNT citizen survey reported
that 95.4% of the respondents indicated that they participate in the recycling program. According to the Public Works Department only 45% of the residents are actually participating
in the program. ., ,.' 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page 200£45
TOWN OF ADDISON PUBLIC WORKS DEPART1ffiNT.JUNE 19, 2002 Review of Staffmg and Management 4. The Street Division handles only minor street mamtenance such as pothole repair, crack sealing
and street cut repair. The Town contracts out major street maintenance and reconstruction. The time sheet analysis provided by the Street Division shows that street maintenance activities
accounted for only 5.66% of the time reported, or .33 FfE; The division does not have a current street condition inventory, although the division does have Micro PAVER, an automated
pavement management system marketed by the American Public Works Association. Currently, the Street Superintendent monitors street conditions visually. 5. The second largest number of
hours reported by the Street Division was under those activities related to traffic signs and signals. These activities accounted for 28.38% ofthe reported time or 1.54 FfE's. Most of
the traffic signals in use in Addison have been in service for over 15 years and are old technology. They are currently limited to operating on time settings. The Technician-Signs/Signals
has primary responsibility for the maintenance of all of the traffic signs and signals. He receives assistance from other members of the Street Division on an as needed basis, but works
primarily alone. Anecdotally, during the information gathering stage of this project, the consultant observed the Technician hanging a banner across Belt Line Road during the noon rush
hour by himselfwith his truck blocking one lane of traffic and with no flag person. The Technician is also designated as the back up Animal Control Officer. 6. The Street Division does
not have a formal, scheduled preventive maintenance program for any areas ofits responsibilities including streets, storm water drainage, traffic signs and signals. Potholes are patched
on a periodic basis as they are identified either by division employees or through complaints. Crack sealing is performed intennittently. The Street Superintendent believes that it is
not possible to schedule more than bulk waste pick up and pothole patching because of the number of personnel in the division. The division has begun budgeting $300,000 each year for
larger street maintenance projects. 7. There is currently no adequately trained back up for the Technician-Signs/Signals. A review of the Street Division budget from 2000 revealed that
the Senior Maintenance Worker position and an additional vehicle were added to the Street Division budget to provide additional sign maintenance and street maintenance capability. -Developed
and Provided by 1be Waters Consulting Group, Inc. Page 21 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffmg and Management The position has been filled, but there has been no training in traffic signal or sign maintenance.
The current job description for this position requires training in traffic signal and sign maintenance. 8. The Street Division did not provide any formal training for employees during
2001. Several of the Division's em.ployees attended training provided by outside organizations such as the Texas Engineering Extension Service ([EEX), but no training was provided for
the traffic signal technician or the maintenance workers. 9. The Street Division does not maintain records of the mileage or hours of use ofany of its equipment. While maintenance of
equipment is not seen to be a problem, there is no documentation maintained by the division to keep track of equipment downtime. 10. The job description and operations of the division
require the Animal Control Officer/Maintenance Worker to perform as a member of the street maintenance crew approximately 50% of the time, but the position is not required to have a
commercial driver's license. This situation prevents the Animal Control Officer from operating some of the division's equipment and has created a feeling of inequitable treatment on
the part of some employees. UTILITIES DIVISION The Utilities Division is responsible for the maintenance and operations of the Town's potable water distribution and wastewater collection
systems. The Utilities Division is charged with providing an \ adequate, safe water supply at adequate pressure for domestic, consumption, irrigation and fire protection. It is also
charged with operating an environmentally sound wastewater collection system. Addison contracts with others for its water supply and treatment and its wastewater treatment. The water
distribution system includes one elevated storage tank, two ground storage reservoirs, two pump stations and 85 miles of distribution lines. The system also includes 900 fire hydrants,
2,000 valves and 3200 water services. The wastewater collection system includes 75 miles ofcollection mains, one lift station and 1,000 manholes. The division has a computerized System
Control and Data Acquisition (SCADA) System that allows for the remote monitoring and control of the water distribution system. The water and sewer systems are required to meet a number
ofstate and federal regulations. -Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page 22 of 45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffmg and Management Utilities Division personnel are responsible for monitoring the operations of the two systems,
for performing maintenance on the systems, for reading 3200 water meters monthly and for enforcing several environmental regulations including cross connection and backflow prevention.
The staff of the Utilities Division as depicted in the organizational chart (Chart 1) is directed by the Utilities Foreman and includes two Crew Leaders, one Utility Operator-Senior,
two Utility Operator Ill's, two Utility Operator II's, and two Utility Operator 1's. 1. Like the Street Division, the Utilities Division performs preventive maintenance, but does not
have a formal scheduled preventive maintenance program. Repairs. to the water distribution and wastewater collection system are performed on a complaint or worst-case first basis. Most
maintenance is performed as directed by division supervisors. It is generally acknowledged throughout the division that most activities are performed in a reactive mode. Several employees
commented that they are regularly called off of jobs to deal with customer service requests or other problems by their supervisors. There is a perception in the division that productivity
suffers because of this practice. The division has fire hydrants on a five-year maintenance cycle. The division list ofbacklogged projects consists primarily of customer service requests.
The major exception to the lack of schedUling in the Utilities Division is meter reading, which is performed on a schedule provided by the Finance Department as described below. During
the interviewS, division personnel mentioned several needs for preventive maintenance including valve maintenance, manhole maintenance, sewer line inspection and fire hydrant inspection
and maintenance. 2. The Utility Crew Leader has been maintaining a record of time spent by employees of the division since last]uly. Table 3 lists the major activities and the recorded
time spent on each activity. The data represented in this table appears to record only about 70% of the available time for the personnel covered by the report. The report only accounts
for the equivalent of 6.24 PTE's for the period covered out of an authorized 9 positions. Lost time may be accounted for by vacancies or by travel time. With that caution in mind, the
report shows that the largest activities in terms of the time spent during the reporting period were water services repairs and daily operations/ROF which is the daily operations check
of the pump stations and other facilities during which the rate of flow recordings are made to document ., ;'.' 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page
23 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffing and Management p. the water purchased from Dallas, both of which required about 11% of the time recorded or 70%
ofan FIE. Other significant consumers ;fpersonnel time were meter reading, tools & equipment maintenance, service order/calls, backfilling and concrete pours and fire hydrant inspection/repair.
These activities required from 1/3 to 1/2 of an FTE. 3. WCG was provided a copy of a Utilities Division Preventive Maintenance program . description. This document was not dated and
cites the American Water Works Association as the source for guidelines for the maintenance intervals. The program describes a fire hydrant inspection/repair program, a valve operation
and maintenance program, a leak detection program, a wastewater collection system preventive maintenance program and a manhole inspection program. Each section included standard operating
procedures for the specific area ofinspection or repair and an estimate of the time required to meet the desired schedule. The total estimated time required for all ofthese preventive
services on an annual basis is over 4000 hours or almost the complete output of two full time positions. In addition to the undated program description, WCG received a copy ofa memo
dated March 19,2002 from]erry Davis, Utility Crew Leader, to Mike Murphy, Director of Public Works, which appears to be an outline ofa specific work plan with maintenance activities
listed and an apparent assignment of the jobs to individuals. The Division operates a Vactor truck for wastewater collection line clearing and a TV camera for inspection ofwastewater
collection lines. According to the crew leader, the Vactor operates about four hours per day and the TV equipment is operated about 4 hours per month. The Vactor is also used in the
excavation ofutility lines. 4. As mentioned above, the Utilities Foreman is perfonning tasks and has responsibilities at a level similar to the Street Superintendent. 5. The Utilities
Crew Leader is is performing tasks that are generally performed by a first line supervisor in most other organizations. -Developed and Provided by The Waters Consulting Group, Inc. 􀁾
Page 24 of45
., ,.' TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffing and Management TABLE 3 Utility Division Hours Worked 07/01 -02102 Function Totals Percentages FTE Water
SelVices Repairs 971 11.22% 0.70 Daily Operations/ROF 970 11.21% 0.70 Meter Readings/Re reads 663 7.66% 0.48 Vacation/Holidaymme Off 634 7.32% 0.46 Tools &Equip. Maint. 574 6.63% 0.41
SelVice Order/Calls 493 5.70% 0.36 Backfill &Concrete Pour 460 5.31% 0.33 Fire Hydrant Insp.lRepair 413 4.77% 0.30 Meetings 313 3.62% 0.23 Pump Station Maint. 284 3.28% 0.20· Dead End
Main Flushing 200 2.31% 0.14 Valve Inspect./Repair 196 2.26% 0.14 Meter Repairs 194 2.24% 0.14 Meter Info/Maps 179 2.07% 0.13 Water SampleS/Maint. 176 2.03% 0.13 Meter Misc. 150 1.73%
0.11 Cleaning Sewer Line 148 1.71% 0.11 Sick Time Off 142 1.64% 0.10 Meter Box Repairs 130 1.50% 0.09 Maint. on Town Property 118 1.36% 0.09 Training/School 112 1.29% 0.08 Contractor
Assistance 107 1.24% 0.08 TV Sewer Mains 100 1.16% 0.07 Sewer Lateral Repairs 92 1.06% 0.07 Water Main Main Repairs 79 0.91% 0.06 Sewer Main Repairs 72 0.83% 0.05 Parts Pick-up/Errands
70 0.81% 0.05 Inventory Parts 70 0.81% 0.05 Manhole Inspect./Repairs 64 0.74% 0.05 Other (14) 482 5.57% 0.35 Totals 8656 99.99% 6.26 -Developed and Provided by The Waters Consulting
Group, Inc. Page 25 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19, 2002 Review of Staffmg and Management 6. Personnel designated as Utility Operator I, II, & III are performing many of the same functions,
even though there is a significant difference in tenure and skill level described in the job descriptions of the I, II and III positions. Operator II and III positions require a TNRCC
license.. Personnel interviewed by WCG indicated that all ofthe personnel on the crews are performing the same tasks. State regulations and division procedures require a senior licensed
employee on the job site, but personnel interviewed indicate that there are occasions in which Operator I's have been left on the job site without a senior employee on the job site.
Employees of the Utilities Division indicated that on-the-job training was the main source of training for personnel in the division. Schools are routinely offered to personnel for advancement
and certification. 7. As mentioned above, the Utilities Division and the Street Division share the use of a backhoe. Personnel in the Utilities Division believe that the Street Division
has priority use of this piece of equipment. 8. The Utilities Division provides coverage for its operations after normal working hours with standby personnel, as does the Street Division.
Division personnel rotate in this assignment on a weekly basis. Part of the responsibility of the standby person is to monitor the SCADA system to insure that the water distribution
system maintains adequate pressure and flow. A laptop computer is assigned to the standby person for this purpose. Only personnel with at least six months experience are eligible to
perform the standby function. According to the Utilities Division, during a recent malfunction of the water distribution system, the Town's. elevated storage tank came very close to
becoming empty. According to division personnel, a relatively new employee who was on standby was not familiar enough with the operation ofthe laptop and, when he became aware ofthe
problem, decided to come in to the Service Center to correct it. The delay allowed the Town'selevated storage tank to become almost empty. Had this happened, the Town's fire protection would have been jeopardized. According to Utilities Division personnel, during a peak flow
situation, it would take approximately an hour and a half for the elevated storage tank to empty during a critical incident. This situation would seriously jeopardize the Tuwn's fire
protection. It was also noted that the Fire Chiefwas not made aware of the low water situation. WCG was informed that a departmental meeting was held following this incident which resulted
in revisions to the department's procedures to address this issue. ., ;'.' 􀁾 Developed and Provided by The Waters Consulting Group, Inc. Page 26 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19, 2002 Review of Staffmg and Management 9. The Town sends out bills for utility services to its customers one time per month, a practice
that is followed by many smaller utilities. The schedule provided to the Utilities Division by the Finance Department calls for the initial meter reading to take place over a three-day
period. Re-reads are scheduled as needed to correct any problems noted in the utility billing process. The initial meter reading is generally scheduled around the tenth of the month
to allow for a consistent schedule of billing by the Finance Department. The 3200 water meters have been divided into 7 reading routes. Reading is accomplished over a three-day period
by scheduling two routes the first day, three routes the second day and two the final day. Each route is assigned to a different person. This means that seven different people perform
the initial meter reading. The division supervisor assigns re-reads. During the interviews, WCG was made aware of a problem with the newly installed meter reading software. Employees
of the Utilities Division mentioned that they had seen a significant increase in the munber of re-reads being generated by the utility billing software. This situation was causing an
increase in the amount of time required to perform the rereads. Employees also indicated some confusion over the operations of the hand held meter-reading units. These Radix units have
been in use by the Utilities Division for ten years. However, in November, the Town installed new utility billing software that included new software for the Radix units. Shortly before
the consultant conducted these interviews, a training session was held for personnel from the Utilities Division and the Finance Department by the software vendor. Employees were uniformly
positive about this training, although some mentioned that this was the first formal training they had received in the operation of the Radix units. One individual had been using the
handheld devices for several years and said that he learned several new functions during the training. -DeVeloped and Provided by The Waters Consulting Group, Inc. Page 27 of45
TO\VN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffing and Management In follow up discussions with the Finance Department staff responsible for the utility billing
system, WCG learned that they were aware of the situation and had taken steps to correct the problems. As they saw it, the situation was a result of four problems: a. Confusion over
numbers that indicate the meter multiplier, called "perms". The new system did not require the entering of these numbers at the time of the reading, but meter readers did not know this
and were entering them. b. Inactive accounts were not showing up as the meter reader progressed through the accounts. If the meter reader did not catch this, data were entered for the
wrong account. c. The high/low checks in the handheld units were not working. They high/slow check can help avoid re-reads by letting the reader know instantly at the time of the reading
that there is a problem with the data. d. Employees in the Utilities Division were not aware of the the capability that they had with these units to customize the sequencing of accounts
to fit their reading pattern. The Finance Department had issued a work order to Radix to correct these problems at the time of our interview with them. 10. The Utilities Division is
responsible for reading a number ofwater meters that are located in meter vaults below ground. In order to speed up the reading and insure the safety of the meter reader, the division
installs "pit-paks" which are remote meter reading devices that are accessible at ground level. Without a device like this, reading these meters would require the reader to go down into
the vault. In most cases this would require two people because of safety considerations. According to personnel in the division, there are situations in which only one person is reading
meters in a vault. At the present time almost 300 pit-paks are installed in the system. According to the division approximately 50 more meters need to have pit-paks installed.WCG also
noted during the interviews that the Finance Department was unaware that the pit-paks round off the meter reading to the 1000's. 􀁾 Developed and Provided by The Waters Consulting Group,
Inc. Page 280£45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19, 2002 Review of Staffing and Management 11. The division is not currently testing water meters on a regular basis. Ifa meter appears to
be stuck, slow or leaking, the meter repair crew, composed of two employees, replaces the meter. 12. The Utilities Division is responsible for conducting and monitoring a number of water
quality tests as part of the Town's compliance with state and federal water quality regulations. Those tests include a daily chlorine residual test, weekly bacteriological samples and
quarterly trihalomethane tests. Nocmally the senior water operator is assigned to conduct these tests or accompany the state inspector. The person assigned to pump station maintenance
each day conducts the chlorine residual test. 13. The Town has a cross connection control program for commercial establishments as part of its compliance with federal water quality regulations.
The Utilities Division is currently conducting a program to install backflow prevention devices in all commercial buildings. These devices are required for all new commercial buildings
and are required to be installed in existing buildings when there is a change of ownership or occupancy. Once installed the backflow prevention devices are required to be tested every
three years. The senior water operator is responsible for this program. In the interest ofcustomer relations, the division has been hand delivering the legal notices required for this
program. The Public Works Department has recently reviewed the cross connection control program and is preparing recommendations to be submitted to the Town Council for a new Cross Connection
Control Ordinance and new operating procedures for this program. As with the NPDES regulations mentioned above, the Department will be faced with additional inspection and record keeping
requirements for this compliance effort. 14. The Texas Natural Resources Conservation Commission (INRCq will begin requiring the Town to comply with a new wastewater collection system
inspection program, Capacity Monitoring Operation and Maintenance or CMOM. This regulation will require the Town to document its efforts to stop infiltration and inflow into the wastewater
collection system. According to the Public Works Department, the full impact of this program is not known at this time. ,., 􀁾􀀮􀀧 -Developed and Provided by The Waters COnsulting Group,
Inc. Page 29 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19, 2002 Review of Staffing and Management 15. As mentioned above, the division has a preventive maintenance program for the Town's flre
hydrants. According to the current schedule, each flre hydrant will be checked and necessary maintenance performed once every flve years. The preferred maintenance cycle according to
the preventive maintenance program prepared by the division is three years. The division uses a manual system of 4x6 cards to record maintenance performed on the flre hydrants. The Fire
Department conducts flow tests on the flre hydrants. GOAL SETIING AND MANAGEMENT REPORTING WCG was provided with a copy of the monthly management report submitted by the Public Works
Department to the City Manager's Office and the list ofannu31 go31s and programs planned for Budget Year 2001-2002. The monthly report consists of a cover memo from the Public Works
Director to the Assistant City Manager followed by reports documenting the activities of the Street Division, the status ofPublic Works capit31 projects related to both private development
and Town construction, and a water consumption report. In addition, WCG obtained more detailed reporting from the Street Division and the Utilities Division documenting the actu31 time
spent on various activities during c31endar 2001 and 2002. The Crew Leader of the Street Maintenance crew maintains a detailed report documenting the hours spent by his employees on
various activities by month for calendar 2001 and year-to-date for 2002. The reports prepared by the Utilities Crew Leader include the time spent by the Crew Leader and 311 of the maintenance
and operations personnel reporting to him on various activities by month going back to July of2001. -Developed and Provided by The Waters Consulting Group, Inc. Page 30 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19, 2002 Review of Staffing and Management The objectives for the Public Works Department are organized by division. They are as follows:
Street Division Goals , Repair sections ofAddison Road and Keller Springs Road damaged by area wide construction projects. r Contract the repair ofminor pavement failures on various
streets. 􀁾 Contract major repairs on Midway Road. , Contract joint sealing on Quorum Drive south of Belt Line Road and on Westgrove. > Contract sidewalk repairs and speed humps as needed.
􀁾 Continue increased efforts to replace wom and missing pavement markings citywide. :r Continue to provide community services consisting ofbmsh and bulk item collection, response to
all weather emergencies, traffic signal and street sign maintenance animal control services, special events management, and contract administration for street sweeping, garbage collection,
recycling, and street lighting services. Utilities Division Goals 􀁾 Implement cross connection connection control ordinance. 􀁾 Reduce unaccounted 􀁾􀁯􀁲 water by leak testing service
lines, fire hydrants and main lines. 􀁾 Increase the level ofroutine maintenance. 􀁾 Develop yard at Kellway Lift Station to include Vactor Garage Facility. > Continue with Cathodic
Protection Program. 􀁾 Lindbergh Drive water m.ain replacement. >-Wright Brothers/Wtley Post water main replacement. 􀁾 Brook haven Oub Drive sanitary sewer line replacement. 􀁾 Convert
water and sewer maps to a digital format. 1. The goals provided by the Department are very general statements of objectives without specific timetables or measurable quantities, specific
construction projects or, in the case of the last one listed for the Street Division, a restatement of the Division's mission. 2. Most of the measures reported in the monthly report
for the Street Division and Utilities Division are measures ofactivity. Requests for service, Households receiving routine pickup ofbrush/bulk (not requested), Pot holes repaired, Right
ofway permits issued, Number of service orders, Feet of sewer line cleaned, etc. are all examples ofmeasures of activity. Data is reported for each item on the report for the current
month, the previous month, the year-to-date and the previous year-to-date. There is no documentation ofhow organizational objectives are tied to these measures or how the activities
measured relate to . results achieved. .. " -Developed and Provided by The Waters Consulting Group, Inc. Page 31 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffing and Management 3. The division's management reporting does not include any documentation of the contracted services,
such as solid waste collection or street'sweeping. 4. The capital project report for development lists the status of a number of private development projects and classifies them under
three phases; ''Plan Review', "Under Construction", or "Complete". There is no indication of the workload implications of these projects or the involvement ofTown staffin the projects.
For example, the Public Works construction inspectors would inspect projects under construction, but there is no reporting of their activity. Projects in the planning stage would generate
activity for the engineers. 5. The capital project report for the Town's capital projects indicates the status of engineering on the project, the estimated total cost of the project,
the status of right-of-way acquisition, the start and end of construction and the percentage percentage of construction complete. It also includes a written comment on the project that
provides additional explanation ofthe status of the project. The report does not include any comparative information such as the original estimated cost or original schedule. 6. The
Public Works Department is not maintaining records of the training received by its employees. The division supervisors maintain individual employee records of training received. 7. The
Public Works Department does not have a system for keeping track of customer service requests (CSR's) or the actions taken as a result of the CSR's. P, ,.' 􀁾 Developed and Provided
by The Waters Consulting Group, Inc. Page 320f45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffing and Management COMMON FUNCTIONS-MULTI-CITY COMPARISON As part of the information gathering for this project,
WCG and the Town staff identified a group of "peer" cities with whose staffing levels for the functions being provided by the Addison Public Works Department could be compared. The cities
were selected based upon a number of characteristics: geographic proximity to Addison, population, proximity to a similar metropolitan area, or similar service mix. Table 4 below lists
the cities used in the comparison. TABLE4A Town of Addison Public Works Department Comparison Cities . ,. ASSESSED PER CAPITA CITY POPULATION VALUATION AV Carrollton 105,800 8,094,312,240
76,505.79 Richardson 91,050 7,933,433,019 87,132.71 Sugar Land 62,637 5,121,406,913 81,763.29 Coppell 34,800 2,947,038,759 84,685.02 Farmers Branch 26,900 3,688,451,149 137,117.14 University
Park 24,250 2,897,412,311 119,480.92 Colleyville 20,000 1,920,528,759 96,026.44 West University Place ·14,211 2,800,000,000 197,030.47 Bellaire 14,000 1,403,978,150 100,284.15 Addison
13,250 3,131,228,040 236,319.10 Webster -9,084 697,508,205 76,784.26 HiQhland Park 7,400 2,778,352,120 375,452.99 -Developed and Provided by The Waters Consulting Group, Inc. Page 33
of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffing and Management To assist in evaluating the comparison, this table includes the population of each city, its assessed
valuation according to the current budget and the computed per capita assessed valuation for the Town. Addison ranks in the bottom quartile of the group according to its population,
but ranks second in the group according to its assessed valuation per capita. Addison's assessed valuation per capita is significantly higher than that of the largest cities in the comparison.
TABLE4B Town of Addison Public Works Department Million $ AV per Employee MILLION $ OF AV PER CITY EMPLOYEE Highland Park 166.3 West University Place 140.0 Addison 136.1 Sugar Land 83.3
Richardson 71.5 Coppell 68.5 Colleyville 50.5 Carrollton , 49.4 Farrners Branch 49.2 University Park 49.1 Bellaire 43.8 Webster 24.3 -Developed and Ptovided by The Waters Consulting
Group, Inc. Page 34 of 45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffing and Management In analyzing the stafftng info!ffiation, we tabulated the information according to a number of
common functions and not by the budgetary categories. The cities all had different organizational structures and budget coding. The categories used in the analysis were as follows: TABLE
5 Town of Addison Public Works Department Common Functions-Multi-City Comparison Engineering and Project Mgmt Street & Drainage Mgmt Traffic Signs & Signals Brush & Bulk Pickup Water
Utility Dist & Collection Maint Water Meter Reading Animal Control Administration The detailed data used in this analysis is attached to this report as Appendix A. As a caution in looking
at these numbers it should be noted that these cities have different service mixes and standards and different operational processes. It has.also been noted that Addison has significantly
more people than the permanent population in the Town during the day because of the extensive commercial and retail development in the Town. This comparison is intended to provide a
general comparison of the level ofstafftng for these functions by Addison. Table 6 shows the total number of employees for these functions for each city and the computed number of employees
per 1000 population. The number of employees assigned to these functions ranged from 16.7 (Highland Park) to 164 (Carrollton). The Addison Public Works Department has 23 assigned positions.
Because of the wide range ofpopulations involved, we computed a "per 1000 population" number of employees for each city for comparative purposes. The number of employees per 1000 population
for these common functions ranged from 0.98 per 1000 (Sugar Land) to 3.15 per 1000 (Webster). It is important to note that virtually all of the cities include bulk and brush pickup in
the solid waste collection operation, which is separate from street maintenance and utility maintenance and in some cases is contracted 􀁯􀁵􀁾 similar to Addison. -Developed and Provided
by The Waters Consulting Group. Inc. Page 35 of45 .. ,.'
TOWN OF ADDISON PUBLIC WORKS DEPART.MENT. JUNE 19, 2002 Review of Staffmg and Management As you can see from the detailed infoonation in 􀁁􀁰􀁰􀁥􀁮􀁾􀁸 A, we have reported ceO" for all
of these cities for Brush & Bulk Pickup except Fanners Branch. This is a significant fact because this function represents almost 2 full time equivalent positions in the Street Division.
In gathering the information, WCG had discussions with the management staffof each city and made several observations about their operations. West University Place appears to be the
closest to Addison in terms ofpopulation and service mix. West University Place has also recently undergone a reorganization of its Public Works Department and has consolidated personnel
foonerly in the street maintenance function with the personnel in utility maintenance into a new Public Works Operations Division. Sugar Land has the lowest number ofemployees per 1000
in this group and is also the city that most uses contract personnel to perfoon maintenance operations including street maintenance. On a per 1000 basis, the Addison Public Works Department
is almost exactly in the middle of the cities surveyed. The median per 1000 of these cities is 1.82 per 1000 compared to 1.74 per 1000for Addison. TABLE 6 Town of Addison Public Works
Department Comparison Cities TOTAL NUMBER PER 1000 TOWN POPULATION OF EMPLOYEES POPULATION Carrollton 105,800 164 1.55 Richardson 91,050 111 1.22 Sugar Land 62,637 61.5 0.98 Coppell
34,800 43 1.24 Farmers Branch 26,900 75 2.79 University Park 24,250· 59 2.43 Colleyville 20,000 38 1.90 West University Place 14,211 20 1.41 Bellaire 14,000· 32 2.29 Addison 13,250 23
1.74 Webster 9,084 28.65 3.15 Highland Park 7400 16.7 2.26 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page 36 of 45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffmg and Management RECOMMENDATIONS As we stated in the introductory section of this report, citizens ofAddison have
a high level of satisfaction with the services provided by the Department of Public Works as evidenced by the UNT survey mentioned in the introductory section of this report and by the
apparent low level of complaints about activities and areas of Public Works Department operations being received by the Department and the City Manager's Office. The concerns which led
to this review of the Public Works Department had to do not with the overall level of citizen satisfaction, but with opportunities to improve the overall efficiency and effectiveness
ofthe Department, the perception that the Department was not performing certain preventive maintenance activities and a concern about the lack of back up and planning for retirement
of key field personnel. WCG believes that there are opportunities for the Public Works Department to improve the overall efficiency and effectiveness ofits operations by adjusting the
organizational structure, clarifying responsibilities, developing better documentation and reporting, and by adding a limited number of additional personnel. ORGANIZATIONAL STRUCTURE
Appendix B presents a suggested new organizational structure for the Public Works Department. Principal differences between this organization structure and the current structure are
as follows: 1. We recommend that the Street Division be renamed the Public Works Services Division. As noted in the report above, a very small part of the activities of this division
involve street maintenance. The division is responsible for performing or overseeing a wide variety of services for the Town. 2. We recommend the creation of an Engineering and Inspection
Division, supervised by the Assistant Director ofPublic Works. Tied to this recommendation is the recommendation that the Construction Inspector and Assistant Construction Inspector
be moved from the Street Division to this division. The work of these two employees is tied closely to the work of the engineers and should be overseen by the Assistant Director ofPublic
Works. 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page 370f45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffing and Management 3. We recommend that an administrative support position, such as an administrative assistant, be
added to the office of the Director of Public Works. Responsibilities for this position will include assisting in the development of the additional record keeping foe the various compliance
programs noted above, as well as development of the documentation for the goal setting and performance measurement activities mentioned below. 4. We recommend reclassification of the
Utility Foreman position to Utilities Superintendent. "The current level of responsibility for this position is equivalent or should be equivalent to that of the Street Superintendent.
5. We recommend reclassification of the Crew Leader positions in both the Street Division and the Utilities Division to Field Supervisor. The level of responsibility for these positions
is equivalent to a first line supervisor in most organizations. 6, We recommend that the job description and fimctions of the Animal Control Officer/Maintenance Worker be modified so
that this position is designated as the back up for the Technician-Signs/Signals. Technical training in traffic sign and signal maintenance should be provided to this person. The Technician-Signs/Sig
nals is recommended to continue as the back up Animal Control Officer. 7. We recommend that an additional :Maintenance Worker position be added to the Field Operations (Street) Division.
This additional position will provide for the replacement of the hours provided by the Animal Control Officer/Maintenance Worker and will provide for a foue-person crew for street maintenance
activities. 8. We recommend that the Senior Operator position in the Utilities Division be reclassified to a Water Quality Technician. 9. We recommend that a Systems Operations Section
be established in the Utilities Division. This section will include the Senior Utility Maintenance Worker and a Maintenance Worker II position that will report directly to to the Utilities
Superintendent. Responsibilities for the employees in this section will include water q.uality and environmental regulatory activities including testing and the backflow prevention program,
meter reading, meter testing and meter repairs. -Developed and Provided by The Waters Consulting Group, Inc. Page 38 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE19,2002 Review of Staffmg and Management The two employees assigned to this section can :read water meters on a 4-day schedule only slightly
different than the 3-day schedule currently being followed, but still within the parameters established by the Finance Department. They will also be responsible for conducting all re-reads
of meters. This should allow these employees to maintain a familiarity and proficiency with the meter reading system that is higher than the present method ofhaving seven different people
involved. It is also recommended that the Utility Maintenance Worker II be cross-trained to back up the Senior Utility Maintenance Worker (Water Quality Technician) in the environmental
monitoring and backflow prevention programs. 10. We recommend that the Utility Operator III position be clearly defmed as a lead worker position and that the job description and duties
be modified to establish these responsibilities. 11. We recommend that the Utilities Division develop a plan for completing the installation of pit paks in the remaining underground
water meter vault locations as soon as practical. PLANNING AND GOAL SETTING There is currently no way to quantitatively measure the performance ()f the Public Works Department. As noted
in the comments above, current goals and objectives are not specific and generally do not have time frames associated with them. In order to develop these measures, the Department should
develop a departmental business plan that includes specific measurable goals and . objectives. 1.. We recommend that the Public Works Department develop an organizational mission or
purpose statement. Following the development of the departmental statement, a complementary statement should be developed for each of the three divisions. The development of these mission
or purpose statements will answer the basic question, why does the organizational unit exist? 2. We recommend that the Public Works Department and each division identify the key indicators
ofperformance (KIP's) for each mission or purpose statement. Key indicators of performance identify the factors that must be measured in order to know if the organizational unit is achieving
its organizational mission. 􀁾 Developed and Provided by The Waters Consulting Group, Inc. 􀁾 Page 390f45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffmg and Management 3. We recommend that the Public Works Department and each division develop results oriented performance
measures for each key indicator ofperformance identified. In identifying these measures, the Department should identify measures offact and measures of perception. Measures of fact are
quantifiable measures of the results achieved by the Department, which can be captured in the departmental management reporting system. Measures ofperception are measures ofwhat the
customers/citizens think about the Department's activities. Measures ofperception can be gathered by general citizen surveys such as the one conducted for the Town byUNT or by specific
surveys conducted by the Town of specific customer groups such as those people having contact with animal control, or those citizens whose calls are recorded on customer service requests
(CSR's). In addition to developing performance measures for services provided directly by the Public Works Department, similar performance measures should be established for each service
provided by an outside contractor. All of these perfonnance measures should be included in the Department's monthly management reporting submitted to the City Manager. 4. We recommend
that the next citizen satisfaction survey be modified to add more specific questions relating to the water utility operations. Specific questions about water pressure problems, taste
or other factors can add to the infonnation about citizen perceptions regarding the operations of the utility and can provide a frame of reference for the evaluation of Utilities Division
operations. 5. Once.the key indicators ofperformance and the perfonnance measures have been developed, we recommend that the Department develop specific organizational goals and objectives
for each division. Organizationalgoals will address all areas of the Department's responsibilities including on-going activities such as response to CSR's and routine activities such as bulk/brush pick up, as well as
a number of areas of preventive maintenance which are not now being addressed. ., 􀁾􀀮􀀧 􀁾 Developed and Provided by The Waters Consulting Group, Inc. Page40of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffmg and Management The goals should be SMART goals: Specific -Goals should be very specific statements of intent.
"The Utilities Division will inspect and repair water distribution valves .. ." Measurable -Goals should have quantifiable measures. «The Utilities Division will inspect and repair 300
water distribution valves ..." Achievable -Goals should be achievable with the available resources of the organization. "One crew of the Utilities Division will inspect and repair 300
water distribution valves ..." Relevant -Goals should be relevant to the organization's mission or purpose. "One crew of the Utilities Division will inspect and repair 300 water distribution
valves in order to insure that the water distribution system operates properly and that the proper pressure is maintained in the system... " Time Frame -Goals should have a specific
time frame or date. «One crew of the Utilities Division will inspect and repair 300 water distribution valves by September 30th in order to insure that the water distribution system
operates properly and that the proper pressure is maintained in the system." 6. Employee perfonnance evaluation documentation should be modified to reflect the new organizational goals
and objectives. 7. We recommend that a specific targeted customer satisfaction survey designed to gather detailed information about the animal control program be conducted ofpeople who
have had contact with the animal control program. The recent UNT survey item regarding the animal control program indicated that only 37.5% of those 􀁲􀁥􀁾􀁰􀁯􀁮􀁤􀁩􀁮􀁧 thought the
program was excellent, 50.5% rated it as good and 12.0% rated the program as fair or poor. These responses indicate respondents were less positive about this service area than most other
services, but do not indicate specifically which aspects of the service are a concern. A targeted survey aimed at citizens who have used the service will provide information that will
' enable the Public Works Department to better evaluate the current level of service. -Developed and Provided by The Waters Consulting Group, Inc. Page 41 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffing and Management 8. We recommend the Town consider conducting a targeted customer satisfaction survey of solid
waste 􀁾􀁯􀁬􀁬􀁥􀁣􀁴􀁩􀁯􀁮 customers approximately six months prior to the end of the current contract for these services. Tbis survey could provide infonnation that would assist the
Town in negotiations for the next contract. DOCUMENTATION OF ACTIVITIES Measurement of the Public Works Department's activities will require the development of a system for documenting
the activities. The added position ofAdministrative Assistant is intended to strengthen the Department's ability to manage the administrative functions supporting this system of documentation.
The goal setting process suggested above will significantly improve the documentation of Department activities. 1. We recommend the Public Works Department acquire a work order system
for keeping track of the activities of the Department. The Department does not now keep track of costs associated with its maintenance and operations. A work order system would allow
the tracking ofemployee costs, equipment costs and materials for these activities. 2. We recommend the Public Works Department develop or acquire an automated system for monitoring the
customer service requests (CSR's). This system should allow the Department to keep track of all CSR's, who initiated the request, the action taken to satisfy the request and the timeliness
of the action. This system should feed into the Department's management reporting process and facilitate the operation of the prioritization system recommended below. 3. We recommend
that the Public Works Department develop documentation that will allow for the monitoring of the solid waste and street sweeping contracts. 4. We recommend that the employee perfonnance
evaluation system be modified to include specific goals and objectives that reflect the individual responsibilities that are associated with the organizational goals and objectives.
Supervisors should establish clear goals and responsibilities for personnel in the Department that reflect their contribution to the achievement of organizational goals and objectives
.. ,.. -Developed and Provided by The Waters Consulting Group, Inc. Page 42 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT.JUNE 19,2002 Review of Staffmg and Management 5. We recorrunend that performance evaluation training be provided to supervisors once the evaluation
system has been modified. Training should orient the supervisors to set perfoonance goals foe the ''Meets Expectations" level in the five point system. This level then represents the
target for acceptable performance. Level 4-Exceeds Expectations and Level 5-Outstanding would be used for performance areas in which the employee truly exceeds the performance expectation.
Level2-Below Expectations would indicate that an area or perfoanance did not meet the pre-established standard and Levell-Unacceptable would corrununicate to the employee that a serious
performance deficiency exists, which if notcoccected could lead to termination. 6. We recorrunend that the Street Division be charged with implementing the Micro PAVER system and developing
a street condition inventory to serve as a guide to the Department's street maintenance activities. 7. We recorrunend that job descriptions for the Public Works Department positions
be modified to fit the new organizational structure and revised responsibilities. REVIEW OF POLICIES AND PROCEDURES In our opinion, the one the major factors affecting the productivity
of the Street Division & Utilities Division is the policy oftreating all customer service requests with the same priority, including the policy of responding to all requests for pick
up of brush or bulk waste by the end of the day they are received in addition to the two days per week the Street Division schedules pick up of these items. This policy is acknowledged
by personnel in the Department as limiting the Department's ability to perform routine maintenance and repairs and results in personnel regularly being pulled offof other jobs. 1. We
recorrunend that the Town develop a method of prioritization for responses to CSR's and other routine activities. The current practice makes every CSR, in effect:, an emergency. While
some customer. calIs do require a rapid response due to potential loss ofproperty or personal injury, every call does not. The other result oftreating every calI as an emergency is that
it is not possible to schedule work, both routine maintenance activities and the responses to the CSR's. ,-.,' -Developed and Provided by The Waters Consulting Group, Inc. Page 430f45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT • JUNE 19,1111\' .Review of Staffing and ManagH I II 'I;; 2. We recommend the Town review the current pplicy ofoffering brush and bulk waste collection
under the schedule and priority this function now receives. As part of the common function survey ofthe peer cities, WCG inquired about the brush and bulk w"'III' collection policies
of the other cities. The predominant practice is to limit collection 0/II II "1\, items to one scheduled collection per week or less. Many of the cities surveyed also lin tit 'I II'
amount or size of items picked up. If the Town is able to limit the pick up ofbrush alill bulk waste even to the two days currently scheduled, that would allow the Department III schedule
more preventive maintenance activities. We also recommend that the bulk ani I brush waste policy be documented in a written policy or ordinance. 3. We recommend that the Department establish
a policy oflimiting the operation of the '.\0'""1 distribution system and SCADA monitoring to employees at the level ofwater operatol III or above. The current policy ofplacing responsibility
for monitoring the water system lit It I" I any person assigned to standby for after hours emergencies can result in employees willi limited experience responsible for the integrity
of the water system. We also recommel" I that the Utilities Division establish a policy ofimmediately informing the Fire Departnlq I' III situations in which there is a potential loss
ofpressure in the water distribution system. 4. We recommend the Town ofAddison review its compensation philosophy and considq 'I comprehensive study ofthe Compensation Plan. As a result
of the brief comparison \X'I I I made ofpay levels for a number ofpositions in the Public Works Department, it appe;II;\ that pay levels for positions in Addison are not competitive
with similar positions in othH organizations. In addition, the changes that are being recommended in this report for ;1 number ofpositions in the Public Works Department suggest that
that a review of the classification system is also appropriate. Because of the limited staffin the Public Worky Department and the technical nature ofmany of the positions, the maintenance
of a competitive pay system will be increasingly more important, particularly as the Departn'l:lIl '" faced with replacing retiring employees. 5. We recommend the Public Works Department
consider the development of a skill-basei I pay system for field maintenance positions in the Utilities and Street Divisions. This typl: III pay system can contribute to the retention
ofemployees. -Developed and Provided by The Waters Consulting Group, Inc. Page 44 of45
TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. JUNE 19,2002 Review of Staffing and Management 6. We recommend that the Public Works Departrpent develop a plan for providing regular technical
and safety training for employees of the Department. The Department should also develop a system for keeping track of the training being provided to employees. SUCCESSION PLANNING The
small number of positions in the Public Works Department makes the development of the next generation of supervisors and technicians impractical. We believe that the recommendations
for additional planning and documentation will contribute significantly to protecting the Town from the loss of "institutional memory" through the retirement of key supervisors and technical
personnel. There are some additional steps that can make succession planning more seamless. 1. We recommend that the Human Resources Department begin to develop a tentative retirement
schedule for personnel who are within five years of retirement. Employees should be asked to establish a tentative date for their departure from the organization. This schedule will
allow the Public Works Department to manage the transition more effectively. 2. The Public Works Department should continue to provide cross training for key personnel in the Department
such as the Senior Water Operator, the Technician-Signs/Signals and others. -Developed and Provided by The Waters Consulting Group, Inc. Page 450£45
APPENDIX. A COMPARISON OF COMMON FUNCTIONS BY CITY .. ,-' THE WATERS CONSULTING GROUP, INC. WWW.WATERSCONSULTING.COM 800.899.1669
APPENDIX A CITY ,. POPULATION IMBER OF EIII)OPULATION Carrollton 105,800 164 􀁾 1.55 Richardson 91,050 111 1.22 Sugar Land 62,637 61.5 0.98 Coppell 34,800 43 1.24 Farmers Branch 26,900
75 2.79 University Park 24,250 59 2.43 Colleyville 20,000 3B 1.9 West University Place 14,211 20 1.41 Bellaire 14,000 32 2.29 Addison 13,250 23 􀀱􀀮􀀷􀁾 Webster 9,084 28.65 3.15 Highland
Park 7,400 16.7 2.26 0.98 1.22 1.2 1.41 1.55 1.7 1.9 2.26 2.29 2.43 2.79 3.15 PAGE 1
Engineering and Inspection Division A........ t:.NUIJt. I:S Town of Addison Public Works Department Recommended Organizational Structure Secretary Assistant Director of Public Works
Public Works Services Division Utilities Division . 􀁾􀀮􀀩 Engineer Assistant City Engineer Senior Construction Inspector Construction Inspector Public Works Services Supervisor I Senior
Sign & Signal Technician Animal Control Officerl Sign& Signal Technician Page 1 Utilities Superintendent Senior Utilities Oprerator Utilities Operator II Utilities Operator I (4)
APPENDIX. B RECOMMENDED ORGANIZATIONAL CHART ., ,.' THE WATERS CONSULTING GROUP, INC. 800.899.1669 WWW.WATERSCONSULTING.COM
.1 /" ) " Judy Stafford ) From: Sent: To: Subject: Judy, Stacy Layton [slayton@watersconsulting.com] Thursday, December 12, 2002 11 :20 AM jstafford@ci.addison.tx.us FW: Addison Customer
Service Survey Results Let me know if you need anything else. Stacy ********************************************** Stacy V. Layton Director of Business Development & Operations The Waters
Consulting Group, Inc. 2695 Villa Creek Drive, Suite 104 Dallas, Texas 75234 972.481.1950 972.481.1951/fax slayton@watersconsulting.com <mailto:slayton@watersconsulting.com> *************************
********************* -----Original Message----From: Stacy Layton Sent: Wednesday, November 13, 2002 8:58 AM To: Judy Stafford (jstafford@ci.addison.tx.us) Subject: Addison Customer
Service Survey Results Good morning Judy, Rollie asked me to forward this information to your attention this morning. Item 1 is our customer service rating scale (see below) . Item 2
is the link to the actual survey so that you can view the survey questions (see below). Item 3 is the scores we received from Michael Murphy (see below) . Thanks so much for checking
in to this for us. Stacy Item 1 is our customer service rating scale: 1 strongly agree. 2 somewhat agree. 3 neither agree or disagree 4 somewhat disagree 5 strongly disagree 6 is reserved
for "not applicable" /' Item 2 is the link to the actual survey so that you can view the survey questions: To see the questions on the survey, go to the link below, but FIRST look at
the results at the bottom of this email. http://www.watersconsulting.com/Surveys/cs_consulting2.htm 1
) Item 3 is the scores we received from Michael Murphy: *************************************** Name: Mike Murphy -Email: mmurphy@ci.addiso.tx.us -organization: Town of Addison -Title:
Director -Department: Public Works -Scope: Performance Management WCGManager: Chris Hartung -Phone: Fax: -ContactMethod: Email Understanding: 4 CurrentIssues: 4 Interest: 3 Communication:
3 TelephoneDemeanor: 3 CreativeSolutions: 3 Detail: 4 OnsiteAppearance: 1 Actions: 4 Expectations: 3 Quality: 4 Value: 2 Progress Information: 3 Involvement: 4 TimelyWork: 3 Recommendations:
4 Comments: *************************************** 2
Greetings \) The Waters Consulting Group, Inc. Customer Satisfaction Survey Page 1 of 4 Greetings. We at the Waters Consulting Group, Inc. (WCG) value our clients and their opinions
about the services we provide. In an effort to gain feedback about our projects, we will be surveying clients on a regular basis regarding their satisfaction with our services WCG appreciates
your candor and effort in helping us improve our customer service. Please include the full name ofyour organization -no abbreviation please. '" Required information Contact Information.
please provide your contact information below Name r Organization * L Title * I'--s-. 􀁾􀀭􀀮􀁉􀁾􀀭􀁾􀀭􀁔􀀭􀁩􀁴􀀭􀁉􀁾􀀭􀁾---8 Department 1< 􀁉􀁾􀁟􀁳􀁥􀁬􀁥􀁣􀁴 􀂣􀀿􀁾􀁰􀁡􀁲􀁴􀁭􀁥􀁮􀁴􀀭􀀸
Project Scope * 􀁉􀁾􀁓􀁥􀁬􀁥􀁣􀁴 ScC?pe -. .. 3 WCG Project Manager * 􀁉􀁾 􀁓􀁥􀁬􀁾􀁾􀀧􀁊􀁜􀀧􀁃􀁇 􀁍􀁡􀁮􀁡􀁧􀁾􀁲􀀭􀀳 Phone I.. Fax Ir-.---------Email I Please contact me by Ir-"-􀁾􀁓􀀭􀁥􀁬􀁲􀀭􀀢􀁥􀁣�
�􀁴􀀢􀀢􀀧􀀽􀁃􀁾􀀰􀀭􀁮􀁴􀀭􀁡􀀭􀁥􀁴􀁾􀁏􀀽􀀭􀁟􀁰􀀭􀁴􀁾􀁩􀁟􀁯􀀭􀁮􀀭􀀼􀀲􀀱 Expectations. WCG's customer service exceeds expectations. * strongly agree somewhat agree somewhat disagree strongly
disagree not l Understanding. WCG shows that its staff of consultants understand what is special and unique about our organization. * strongly agree somewhat agree neither agree nor
( somewhat disag􀁾 strongly not l disagree disagree http://www.watersconsulting.com/Surveys/cs_consulting2.htm 12/12/2002
Greetings Page 2 of4 ___C" ----' r' L Value. The delivered products, services, and advice received from WCG prove to be valuable to our organization. * neither agree nor strongly strongly
􀁡􀁧􀁲􀁥􀁾 ..-8Cl'fTleWhat 􀁡􀁧􀁲􀁾􀀬 somewhat disagree not, disagree disagree (" \. (' /' r ('" (' 􀁾 Current Issues. WCG shows that its staff of consultants is knowledgable about current
issues that affect our organization. * strongly agree somewhat agree neither agree nor 􀁾􀁴􀁤􀁩􀁓􀁡􀁧􀁲􀁾 strongly not, disagree disagree r' (" (" \ , y/('. 􀁾 Interest. WCG displays
an interest in the organization's concerns. * ---"" strongIy agree somewhat agree 􀁾􀁲 agree nor ) somewhat disagree strongly not, disagree disagree r r \. r/(' (" 􀁾 strongly not, disagree
neither agree nor strongly agree somewhat agree disagree Actions. WCG anticipates problem areas and takes initiative to resolve them. * Communication. WCG notifies us promptly of proposed
changes in scope and seek approval. * not I not I 12/12/2002 strongly disagree strongly somewhat disagree disagree neither agree nor strongly agree somewhat agree disagree strongly agree
somewhat agree http://www.watersconsulting.com/Surveys/cs_consulting2.htm Involvement. WCG listens well to our input and responds accordi
Greetings Page 3 of4 r (" (". L '-----------'-------_.L...----l not I c strongly somewhat disagree disagree somewhat agree (' strongly agree Creative Solutions. WCG's proposed solution
not i strongly disagree somewhat agree somewhat disagree c strongly agree Progress Information. Sufficient information about the progress of the project is communicated in a timely manner.
* Timely Work. Work is timely and WCG meets 􀁰􀁲􀁃􀀰􀁐􀀴􀁾􀁤 deadlines.* strongly agree (" somewhat agree (" somewhat disagree strongly disagree not I Quality. WCG's work is complete
and of high quality. * Detail. Work is thorough and well documented.* strongly agree (". strongly agree somewhat agree somewhat agree neither agree nor disagree (" neither agree nor
disagree c strongly disagree strongly disagree not i not i not i 12/12/2002 c strongly somewhat disagree disagree c neither agree nor somewhat agree disagree .watersconsulting.com/Surveys/cs_consulti
ng2.htm Onsite Appearance/Demeanor. The consultant projects a professional appearance and demean he visiting our organiz.ation. *
· .Greetings ) Page 4of4 not i strongly disagree somewhat disagree staff is professional and pleasant when strongly agree somewhat agree Answering Telephones Demeanor. WCG's sup answering
telephone calls. * Recommendations. We would not hesitate to recommend WCG's services to others. strongly agree somewhat agree c neither agree nor disagree strongly disagree not l Comments.
In the space below, please write any additional comments (positive or negative) you have about the project. Thank you and ifyou have any questions please contact: Rollie Waters -The
Waters Consulting Group, Inc -2695 Villa Creek Dr., Suite 104 Dallas, TX 75234 Phone: (972) 481-1950 • Fax:(972) 481-1951 e-mail: rol/ie@watersconsulting.com http://www.watersconsulting.com/Surveys/c
s_consulting2.htm 12/12/2002
)J TOWN OF ADDISON PUBLIC WORKS DEPARTMENT. Apri115, 2002 Review of Staffing and Management INTRODUCTION The Town of Addison, Texas is located in northern Dallas County adjacent to the
cities of Dallas, Farmers Branch and Carrollton. The Town has a current population of more than 11,000 and is intensely developed with significant areas of the community characterized
by high density commercial and office developments. The residential development in the community includes a mix of high-density multi-family and large single-family homes. The Town has
traditionally prided itself on the high level of service provided to its residents and business community. The Public Works Department is organized into three divisions: Engineering,
Utilities and Streets. In an effort to evaluate the effectiveness and efficiency of the Department's operations and to look for opportunities to improve services to the citizens, the
Town contracted with The Waters Consulting Group, Inc. (WCG), a Dallas-based management consulting firm, to conduct a third party performance review of the operations of the Department.
WCG understood that the Town was interested in (1) looking at the utilization of division personnel, (2) making comparisons of staffing in the Town of Addison Public Works Division versus
a peer group of other cities for common functions, and (3) looking for opportunities for cross training and cross utilization of department personnel. This is in an effort to improve
the efficiency of the Department and provide enhanced career opportunities for employees as well as improve the overall effectiveness of the Department in meeting its goals and objectives.
-Developed and Provided by The Waters Consulting Group, Inc. Page 1 of3
') ) , ) TOWN OF ADDISON PUBUC WORKS DEPARTMENT. April 15, 2002 Review of Staffing and Management AN OVERVIEW OF WCG'S APPROACH TO THE STUDY The initial phase of this effort involved
interviews by WCG with various Town staff members, including the City Manager, Assistant City Manager, Director of Public Works and others as appropriate, to clarify the work plan and
develop a specific schedule for the project. WCG requested copies of written documentation about the operations of the Public Works Department including the following: • Budget documentation
and monthlYfinancial reports • Management and activity reports • Otganization charts and roster information • Job descriptionsforpositions in the department • Otganizational mission,
purpose and strategicplanning information, ifavailable • 􀁃􀁩􀁴􀁩􀁾􀁮 complaints and requestsfor service • Personnel actions !?y employees including disciplinary actions, grievances
and appeals • EmpJrryeeperformance appraisal documentation • Selected incident reports • Departmentalpolicy manuals and operatingprocedures During the second phase of this project, WCG
interviewed all members of the Public Works Department, individually in one-on-one sessions. These interviews allowed individuals to discuss their perceptions of departmental operations
and voice any other concerns in a confidential setting. Additionally, the interviews provided WCG an opportunity to discuss with employees areas such as perceived organizational mission
and objectives, communications, departmental supervision and leadership, training and development and departmental policies and standard operating procedures. WCG also interviewed other
Town employees including the Director of Finance, Tax Assessor/Collector, Finance Department employees, Police Chief, and Fire Chief to gather information about interactions between
the Public Works Department and other Departments. This phase of the project also involved gathering staffing and workload data for common functions from a group of "peer" cities in
order to compare the staffing level of the Town of Addison Public Works Department to these cities. WCG worked with the Department Director, Assistant City Manager and City Manager to
identify a group of cities for comparison purposes. In selecting the cities, consideration was be given to population, geographic size, economic base, services provided and perceived
quality of service. The cities selected for the comparison, their assessed valuations and per capita assessed valuations are: -Developed and Provided by The Waters Consulting Group,
Inc. Page 2 of3
PUBLIC WORKS DEPARTMENT (972) 450-2871 FAX (972) 450-2837 ['" 􀀻􀀥􀁾􀀺􀀭􀁔􀀻􀁔􀀢􀀢􀀢􀀧􀁃􀀧􀀻􀀢􀀺􀁃􀁾􀀧􀁖􀀢􀀧􀀭􀀷􀀧􀀬􀁲􀀭􀀧􀀽􀀺􀀢􀀺􀀺􀁃􀀱® Post Office Box 9010 Addison, Texas 75001-9010
Tuesday, April 15,2002 Mr. Chris Hartung The Waters Consulting Group, Inc. 2695 Villa Creek Drive, Suite B-104 Dallas, TX 75234-7358 Dear Mr. Hartung: 16801 Westgrove Here are the answers
to your Additional Information Request dated 03/27/02. Please feel free to contact me if you have any further questions. An operator I is an entry level position that requires having
a related work experience in the water industry such as being a plumber's helper or working with a utility contractor. .We have made concession in the past by hiring an applicant with
no prior utility experience. The operator I is under direct supervision from the Crew Leader or more experienced operator. Daily crew assignments are scheduled so that an operator I
is matched with an Operator II, III or Senior Operator. Everyone pulls together on the job site in order to complete the job assignment. The difference in responsibilities at any given
time is that the lead operator on site is responsible for job safety and completion. A Senior Operator's responsibilities are the same as an Operator I, II and III plus, he takes monthly
bacteriological samples and witnesses the collection of other TNRCC sampling requirements. He performs Certificate of Occupancy inspections and stands in for the Crew Leader in his absence.
Operator 1 -Position requires minimal experience. Operator II -Position requires one year experience in the Utilities Division Operator III -Position requires one year of experience
in the Utilities Division plus either a water or wastewater certificate from TNRCC. Note -you must have two years experience in working in the Utilities Industry. Senior Operator -Position
requires two years of related experience plus Class C water and wastewater certificates.
Jul 03 02 03:00p )-􀀮􀁾 FACILITIES & FLEET SERVICES 2002-03 BUDGET RECOMMENDATIONS FOR p. 1 Utilities DEPARTMENT Please include the following line items and recommended maintenance /repair
items when preparing your department bUdget. Line Items-Building Maintenance Account 54910 1. 2. 3. 4. 5. 6. All Miscellaneous Repairs, carpet/upholstery cleaning, plumbing, electrical,
misc. installations, etc... HVAC Maintenance Custodial Services Elevator Maintenance Generator Maintenance Suggested Maintenance Items listed below and 5 YR.MAINT.PLAN ITEMS. Maintenance
Plan costs not included here. $ -0$ -0$ -0$ -0-$--=.Q: Building Security Account 56130 1. Monthly Monitoring Repairs $$1,412. 1000. Telecommunications Account 56110 1. Monthly line charges,
Voice & Data Connection, Data Circuits, 1FB Lines Long Distance Charges ARE NOT included In this amount. $20,15B. Telecommunications Account 54650 1. Repairs, moves, adds, and changes.
Telephone System Maintenance Two-way Radios (if applicable). Suggested Maintenance I Repair Items To Be Included In Account 54910 -IF THE DEPARTMENT HAS ADDITIONAL ITEMS TO BE INCLUDED,
PLEASE ADD THEM BELOW AND SEND A COpy OF THIS PAGE BACK TO FACILITIES SERVICES. THANKYOUI
Jul 03 02 03:01p Pg.2 FFS Budget Recommendations Motor Vehicle Account 54510 p.2 1. Maintenance $ 15,000. Heavy Equipment Account 54530 1. Maintenance Fuel & lubricants Account 52310
$ 6,000, 1. FOl's & Fuel Surcharge $ 8,500. /Vehicle IEquipment Replacement -UTILITY FUND -61-711-58510 Vehicle(s) I Equipment to be reviewed for replacement -Yes_x_ No__ If Yes -Vehicle(s)
ID Number and estimated replacement cost-0704-95-13 -1995 GMC %ton truck -est. $ 20,000 If you have any questions, or plan to make any additions or deletions please give me a call at
450-2848. Thank you,
) Utilities Division Mission 2002-2003 The Utility Division's mission is to provide a continuous delivery of potable and palatable water supply with adequate volume and pressure to all
residential, commercial, industrial and public water consumers. Maintain the quality of wastewater for public health 6Rj8)q;e8H't, protecting wildlife, operating industries and for economic
development. The following programs are essential to maintain the quality of our water supply: • Collecting Daily Chlorine Residuals (oyer 130 a mo,oili)..-• Collecting Weekly Bacteriological
Water Samples (15 a t:RoQtb) • • Flushing Dead End Water 􀁍􀁡􀁩􀁮􀁳􀀬􀁥􀀭􀁾􀁾 • Annual Inspection Report of our Ground and Elevated Reservoirs • Fire Hydrant and Main Valve Inspections
• Cross Connection Control Program • Cleaning and Televise Inspection of our Wastewater Collection System Continued training, with all the rules already in place each year new rules
are added and or revised that broadens the responsibilities on a utility operator. Utilities Division Accomplishments 2002-2003 During FY 1998-99 Preventative Maintenance continued to
be the division's main focus.
This involved testing 150 water meters for accuracy, inspection and repair of 87 fire hydrants and 124 water valvesto insure their proper operation. Also, during FY 1998 Utility Crews repaired 6 water main line breaks and 13 service line leaks. Additionally, 15,000 feet of sewer line was cleaned
and 5,000 feet of sewer line was televised. A leak testing survey has begun which will test 2,700 water services for undetected water leaks. -Converted 30 water meters located in deep
vaults to above ground registers for easier reading and access. -Changed out 257 water meters in Addison Place, Lindbergh, and Billy Mitchell . •The installation of one 3 MGD and one
5 MGD water pumps, emergency generator, and the installation of a computerized monitoring system at the Celestial Pump Station. • Rebuilt #5 500hp electric motor at Celestial Pump Station.
-Completed the inspection, servicing and painting of all Town owned fire hydrants. Utilities Division Goals 2002-2003 Convert remaining water meter in deep vaults to above ground registers.
Update the water ordinance to formalize a Cross-Connection Control Program. Develop and adopt one wastewater ordinance from the existing two ordinances. Continue to work on stated Preventive
Maintenance Program. Installation of efftCI geilcy gelle. atol 8:1'161 f9A'i@-et Kellway Lift Station. I\..L-W t" J Vl't P 0'.􀁾 ,
Change out 60 water meters on Wily Post Road, Wright Brothers Dr. and Addison Place ReplaceooiRt ef tile 8 '\vv&teF fliteM-" Slit MaFBII betvoeell 􀁓􀀱􀀧􀁲􀁭􀁾􀁗􀁲􀁲􀁥􀁹􀁡􀁮􀁡 BrooKhaven.
1Z--"t-It'IJAc-e: 􀁾􀀮􀁓􀀺􀀭􀀭􀀢􀀧􀀧􀀧􀁾􀀧􀀬􀁴 e>4. OLD 􀁾􀀮 􀁐􀁾􀀭􀁫 v· 􀁾􀀬􀀪􀁾 d Continue on Preventive Maintenance Program.
51110 51210 51310 medical and other
... )
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􀁾􀀧􀁦 􀁵􀁾􀀢 1""1 􀁦􀁾􀁩􀁲 pOI/·N.", ;..1."",+ w ,'/I &OlIfl.4;S f I> 􀁾 " .... , .."tJ,·t,''';) 􀀧􀁉􀁨􀀮􀀺􀁾􀁾􀁾􀀮􀀧􀀢 4,... " \;""'1 Al'\.d. 􀁥􀀢􀀬􀁾􀀻 'D"" ........J... C 􀁦􀀢􀀧􀁉􀀡􀁪􀀢􀀬􀁉􀁾􀁻􀀮
􀀱 d.d";II;t;ct ,:.. .. 1".J/#t! e.ll.-..f/".. of 􀀧􀀦􀀮􀀦􀁾􀀧􀁥􀁉􀀺􀀶􀀯􀀮􀀬􀀯􀀮􀀬.. , £,w,+"r "It*1'.' J d. Lo"'-, r-e.,/J....4 ( r "",.L 1.... 4. I"-flU 􀁾􀁴􀁜􀁯􀀮􀀬􀀮􀁾􀀭􀀭􀀢􀀢 􀁊􀁬􀁢􀁯􀁟􀀤􀀮􀀮􀀮�
�􀀬􀀭􀁥􀁦􀁾􀁩􀁬􀀼􀁬􀀯􀁩􀀢􀀧􀀬b:_I.k,P10W", -􀁰􀀧􀁣􀀮􀀢􀁮􀀬􀁾􀀬􀀬􀁾 ',.01'....... Th,'l 􀁰􀁥􀁮􀁾􀀢 ...... /( 􀁾􀀯􀁊􀁏 􀁰􀀮􀀮􀀬􀀬􀀮􀁫􀀮􀀢􀀧􀁟􀀫􀀭􀁓􀁾􀁉 s....,I.. .., """/c.: 􀀢􀀢􀀧􀁾􀁩􀁉􀁉􀀮􀀢􀀢􀁁􀀮􀁉�
� 􀁾􀁴􀁣􀀢 􀁾􀀢􀁴􀀮􀀧􀀱􀀢􀁍􀂷􀀱 I 􀁴􀀮􀁳􀁾􀀧􀀧􀀧􀀧 .ot...4l "Ot"I1lA.,"1 , '''''" 􀁬􀀮􀁾􀀭􀀴􀀭􀁯􀀬􀀮􀀧􀁴 􀁐􀁑􀀮􀀢􀁾􀁦 It"" 4,n·d..,,.,,,, tMtdot,. """,,-4#4" 114'''''''''t'/O'" 􀁾􀁦
uf/l//-:"J .1'",""11'".,.. \ -
REPORT: STATEMENTS 7110NLINE'BUDGET -, GENERATED: 10 NOV 0],;03 TOWN OF ADDISON m;PARTMENT 711 ONLINE BUDGET AS OF 02/20/02 RUN: 􀁗􀁅􀁄􀁎􀁅􀁓􀁄􀀩􀁬􀁾 '202002 08:24 %OF YEAR REMAINING
= 61 PAGE 2 ACCOUNT # DESCRIPTION REVISED BUDGET EXPENDED YTD EXPENDED PTD ENCUMBERED AVAILABLE PERCENT BALANCE AVAILABLE 61-711-51110-00000 465,270.00 SALARIES 61-711-51110-00100 0.00
SALARIES -Y2K 61-711-51120-00000 23,270.00 MERIT BONUS 61-711-51130-00000 42,930.00 OVERTIME 61-711-51130-00015 0.00 OVERTIME 61-711-51140-00000 d' 4,630.00 LONGEVITY 􀁐􀁁􀁙􀀭􀁾 61-711-51170-00000
2,600.00 VACATION BUYBACK 61-711-51180-00000 􀁾 1,510.00 SICK LEAVE BONUS -----61-711-51190-00000 100,000.00 OUTSIDE LABOR 61-711-51210-00000 9,540.00 CAR ALLOWANCE 61-711-51250-00000
0.00 TUITION REIMBURSEMENT 61-711-51310-00000 67,070.00 TMRS 61-711-51350-00000 12,000.00 DEFERRED COMPENSATION 61-711-51410-00000 60,000.00 GROUP HOSPITAL AND LIFE INS. 61-711-51450-00000
6,000.00 MEDICARE 61-711-51470-00000.. 10,780.00 WORKERS 􀁃􀁏􀁍􀁐􀁅􀁎􀁓􀁁􀁔􀁉􀁏􀁎􀁾 61-711-51910-00000 0.00 SALARY REIMBURSEMENT 61-711-52010-00000 9,930.00 OFFICE SUPPLIES 61-711-52040-00000
9,900.00 POSTAGE/SHIPPING 61-711-52070-00000 7,200.00 COMPUTER HARDWARE/SOFTWARE 61-711-52130-00000 0.00 FURNITURE/FIXTURES 61-711-52160-00000 .. 19,000.00 TOOLS/EQUIP GE 􀀤􀀱􀀭􀀤􀀴􀀹􀀹􀁾
61-711-52210-00000 500.00 JANITORIAL SUPPLIES 61-711-52250-00000 500.00 MEDICAL &SURGICAL SUPPLIES 61-711-52310-00000 11,000.00 FUEL &􀁌􀁕􀁂􀁒􀁉􀁃􀁾􀁔􀁓 61-711-52380-00000 􀁾 6,000.00
CHEMICALS 61-711-52550-00000 0.00 IRRIGATION SYSTEM PARTS 61-711-52710-00000 4,850.00 WEARING APPAREL AND UNIFORMS 193,482.84 0.00 12,224.24 16,381.50 0.00 4,737.84 2,106.92 2,266.02
34,189.74 3,668.93 0.00 29,195.45 5,096.64 24,142.78 2,771.34 10,848.34 0.00 5,904.09 2,070.27 344.39 0.00 4,729.38 0.00 115.30 0.00 1,991. 83 0.00 3,389.66 193,482.84 0.00 12,224,24
16,381.50 0.00 4,737.84 2,106.92 2,266.02 34,189.74 3,668.93 0.00 29,195.45 5,096.64 24,142.78 2,771.34 10,848.34 0.00 5,904.09 2,070.27 344.39 0.00 4,729.38 , 0.00 115.30 0.00 1,991.83
0.00 3,389.66 0.00 271,787.16 58.42 % 0.00 0.00 0.00 % 0.00 11,045.76 47.47 % 0.00 26,548.50 61.84 % 0.00 0.00 0.00 % 0.00 􀁾􀀱􀀰􀀷􀀮􀀸􀀴􀀭 2.33-% 0.00 493.08 18.97 % 0.00---􀁾􀀵􀀰􀀮􀀰􀀷􀀭􀁾
0.00 65,810.26 65.81 % 0.00 5,871.07 61.54 % 0.00 0.00 0.00 % 0.00 37,874.55 56.47 % 0.00 6,903.36 57.53 % 0.00 35,857.22 59.76 % 0.00 3,228.66 53.81 % 0.00 _ 78.34-0.63-% 0.00 0.00
0.00 % 0.00 4,025.91 40.54 % 0.00 7,829.73 79.09 % 0.00 6,855.61 95.22 % 0.00 0.00 0.00 % 0.00 􀁾􀀴􀀬􀀲􀀷􀀰􀀮􀀶􀀲 􀀷􀀵􀀮􀁾 0.00 500.00 􀀱􀀰􀀰􀀮􀀰􀁾 % 0.00 384.70 76.94 % 0.00 11,000.00
100.00 % 0.00 4,008.17 66.80 % 0.00 0.00 0.00 % 0.00 1,460.34 30.11 %
REPORT: STATEMENTS GENERATED: 10 NOV O' )03 RUN: 􀁗􀁅􀁄􀁎􀁅􀁓􀁄􀁲􀀧􀁾􀁊􀁾􀀩􀁂􀀲􀀰􀀲􀀰􀀰􀀲 08: 24 PAGE 3 711 ONLINE BUDGET TOWN OF ADDISON DEPARTMENT 711 ONLINE BUDGET %OF YEAR REMAINING
= 61 AS OF 02/20/02 ACCOUNT # REVISED EXPENDED EXPENDED AVAILABLE PERCENT DESCRIPTION BUDGET YTD PTD ENCUMBERED BALANCE AVAILABLE ---------------------------------------------------------------------
-------------------------------------------------------------61-711-52710-00100 0.00 0.00 0.00 0.00 0.00 0.00 % WEARING APPAREL AND UNIFORMS 61-711-52810-00000 1,700.00 640.11 640.11
20.00 1,039.89 61.17 % FOOD SUPPLIES 61-711-52990-00000 500.00 0.00 0.00 0.00 500.00 100.00 % OTHER 61-711-54150-00000 8,160.00 1,350.28 1,350.28 44.50 6,765.22 82.91 % LANDSCAPE-BUILDINGS
61-711-54210-00000 2,500.00 1,891.06 1,891.06 935.95 327.01-13.08-% STREETS AND ALLEYS 61-711-54230-00000 0.00 0.00 0.00 0.00 0.00 0.00 % STORM SEWERS 61-711-54310-00000 81,000.00 12,122.40
12,122.40 416.25 68,461.35 84.52 % UTILITY PLANT -WATER 61-711-54310-31600 0.00 0.00 0.00 0.00 0.00 0.00 % UTILITY PLANT -WATER 61-711-54310-71600 0.00 0.00 0.00 0.00 0.00 0.00 % UTILITY
PLANT -WATER 61-711-54330-00000 32,000.00 3,213.60 3,213.60 0.00 28,786.40 89.96 % WATER MAINS/FIRE HYDRANTS 61-711-54330-43600 0.00 0.00 0.00 0.00 0.00 0.00 % WATER MAINS/FIRE HYDRANTS
61-711-54330-43700 0.00 0.00 0.00 0.00 0.00 0.00 % WATER MAINS/FIRE HYDRANTS 61-711-54350-00000 15,000.00 451.26 451.26 0.00 14,548.74 96.99 % METERS &SERVICE CONNECTIONS 61-711-54410-00000
2,500.00 458.96 458.96 0.00 2,041.04 81. 64 % UTILITY PLANT -SEWER 61-711-54430-00000 -. 78,000.00 2,446.68 2,446.68 0.00 75,553.32 96.86 % SANITARY SEWERS 61-711-54430-23700 0.00 0.00
0.00 0.00 0.00 0.00 % SANITARY SEWERS 61-711-54510-00000 20,500.00 3,068.14 3,068.14 367.79 17,064.07 83.24 % MOTOR VEHICLES -BFS 61-711-54520-00000 1,800.00 200.96 200.96 0.00 1,599.04
88.84 % MOTOR VEHICLES -DEPT 61-711-54530-00000 7,500.00 35.30 35.30 0.00 7,464.70 99.53 % HEAVY EQUIPMENT 61-711-54610-00000 0.00 0.00 0.00 0.00 0.00 0.00 % FURNITURE/FIXTURES/FURNISHINGS
61-711-54630-00000 9,629.39 6,239.17 6,239.17 1,079.94 2,310.28 23.99 % TOOLS AND EQUIPMENT 61-711-54650-00000 1,000.00 0.00 0.00 0.00 1,000.00 100.00 % COMMUNICATIONS 61-711-54810-00000
26,040.00 7,189.80 7,189.80 0.00 18,850.20 72.39 % COMPUTER HARDWARE &SOrrWARE 61-711-54910-00000 16,000.00 3,858.02 3,858.02 525.00 11,616.98 72.61 % BUILDINGS 61-711-54910-51600 0.00
0.00 0.00 0.00 0.00 0.00 % .. BUILDINGS 61-7il-54990-00000 0.00 0.00 0.00 0.00 0.00 0.00 % OTHER 61-711-56040-00000 90,000.00 14,524.32 14,524.32 0.00 75,475.68 83.86 % SPECIAL SERVICES
61-711-56040-00002 0.00 0.00 0.00 0.00 0.00 0.00 % SPECIAL SERVICES
REPORT: STATEMENTS 􀁇􀁾􀁎􀁅􀁒􀁁􀁔􀁅􀁄􀀺 10 NOV 01 . Y RUN: 􀁜􀀧􀁉􀁾􀁄􀁎􀁾􀁓􀁄􀁁􀁙􀀧􀀧􀀧􀁦􀀰􀀲􀀰􀀰􀀲 08: 24 PAGE 4 711 􀁏􀁎􀁌􀁉􀁎􀁾 􀁂􀁕􀁄􀁇􀁾􀁔 c TOWN OF ADDISON 􀁄􀁾􀁐􀁁􀁒􀁔􀁾􀁎􀁔 711
ONLINE BUDGET %OF YEAR REMAINING = 61 AS OF 02/20/02 ACCOUNT # REVISED 􀁾􀁘􀁐􀁅􀁎􀁄􀁅􀁄 􀁅􀁘􀁐􀁅􀁎􀁄􀁾􀁄 AVAILABLE PERCENT DESCRIPTION BUDGET YTD PTD ENCUMBERED BALANCE AVAILABLE --------------------
--------------------------------------------------------------------------------------------------------------61-711-56040-06700 0.00 0.00 0.00 0.00 0.00 0.00 % 􀁓􀁐􀁾􀁃􀁉􀁁􀁌 􀁓􀁅􀁒􀁖􀁉􀁃􀁾􀁓
61-711-56040-43700 0.00 0.00 0.00 0.00 0.00 0.00 % SPECIAL 􀁓􀁾􀁒􀁖􀁉􀁃􀁾􀁓 61-711-56080-00000 4,000.00 35.00 35.00 0.00 3,965.00 99.13 % 􀁁􀁄􀁖􀁾􀁒􀁔􀁉􀁓􀁉􀁎􀁇 61-711-56110-00000 25,000.00
7,117.53 7,117.53 0.00 17,882.47 71. 53 % COMMUNICATIONS -OFFICE SYSTEM 61-711-56120-00000 3,500.00 1,226.33 1,226.33 77.61 2,196.06 62.75 % COMMUNICATIONS -􀁃􀁾􀁌􀁌􀁕􀁌􀁁􀁒 61-711-56130-00000
1,300.00 198.30 198.30 0.00 1,101.70 84. 75 % SECURITY 􀁓􀁕􀁒􀁖􀁖􀁾􀁉􀁌􀁌􀁁􀁎􀁃􀁾 61-711-56150-00000 200.00 73.61 73.61 0.00 126.39 63.20 % FORENSIC &PHOTO LABS 61-711-56180-00000 6,500.00
2,022.85 2,022.85 0.00 4,477.15 68.88 % 􀁒􀁾􀁎􀁔􀁁􀁌 61-711-56210-00000 14,200.00 6,293.46 6,293.46 0.00 7,906.54 55.68 % TRAVEL AND TRAINING 61-711-56210-00100 0.00 0.00 0.00 0.00 0.00
0.00 % 􀁔􀁒􀁁􀁖􀁾􀁌 AND TRAINING 61-711-56250-00000 6,000.00 1,947.00 1,947.00 0.00 4,053.00 67.55 % 􀁄􀁕􀁾􀁓 􀀶􀀱􀀭􀀷􀀱􀀱􀀭􀀵􀀶􀀳􀀱􀀰􀀭􀀰􀀰􀀰􀀰􀁾 45,200.00 50,000.00 50,000.00 0.00
)-+, 800.00-10.62-% INSURANCE 61-711-56330-00000 2,500.00 716.53 716.53 0.00 1,783.47 71. 34 % BANK 􀁓􀁅􀁒􀁖􀁉􀁃􀁾 􀁃􀁈􀁁􀁒􀁇􀁾􀁓 61-711-56510-00000 20,000.00 6,340.50 6,340.50 0.00
13,659.50 68.30 % AUDIT AND LEGAL SERVICES 61-711-56520-00000 0.00 175.00 175.00 0.00 175.00-0.00 % 􀁐􀁾􀁎􀁁􀁌􀁔􀁉􀁾􀁓􀀯􀁆􀁉􀁎􀁁􀁎􀁃􀁾 􀁃􀁈􀁁􀁒􀁇􀁾􀁓 61-711-56530-00000 1,000.00 0.00
0.00 0.00 1,000.00 100.00 % COURT AND LEGAL COSTS 61-711-56560-00000 7,000.00 1,785.66 1,785.66 0.00 5,214.34 74.49 % 􀁓􀁾􀁒􀁖􀁉􀁃􀁾 FEES 61-711-56560-93700 0.00 0.00 0.00 0.00 0.00
0.00 % 􀁓􀁾􀁒􀁖􀁉􀁃􀁅 FEES 61-711-56570-00000 20,000.00 980.00 980.00 0.00 19,020.00 95.10 % 􀁅􀁎􀁇􀁉􀁎􀁅􀁅􀁒􀁉􀁎􀁇􀀯􀁁􀁒􀁃􀁈􀁉􀁔􀁾􀁃􀁔􀁕􀁒􀁁􀁌 SVCS 61-711-56570-00100 0.00 0.00 0.00
0.00 0.00 0.00 % ENGINEERING/ARCHITECTURAL SVCS 61-711-56570-06700 0.00 0.00 0.00 0.00 0.00 0.00 % 􀁅􀁎􀁇􀁉􀁎􀁾􀁾􀁒􀁉􀁎􀁇􀀯􀁁􀁒􀁃􀁈􀁉􀁔􀁾􀁃􀁔􀁕􀁒􀁁􀁌 SVCS 61-711-56570-23700 0.00 b.oO
0.00 0.00 0.00 0.00 % ENGINEERING/ARCHITECTURAL SVCS 61-711-56570-71600 0.00 0.00 0.00 0.00 0.00 0.00 % 􀁅􀁎􀁇􀁉􀁎􀁅􀁾􀁒􀁉􀁎􀁇 􀁓􀁾􀁒􀁖􀁉􀁃􀁅􀁓 61-711-56570-93700 0.00 0.00 0.00 0.00
0.00 0.00 % ENGINEERING/ARCHITECTURAL SVCS 61-711-56610-00000 166,750.00 56,846.83 56,846.83 0.00 109,903.17 65.91 % UTILITIES -ELECTRICITY 61-711-56630-00000 10,000.00 2,023.52 2,023.52
0.00 7,976.48 79.77 % UTILITIES -\'lATER 61-711-56640-00000 2,600.00 757.78 757.78 0.00 1,842.22 70.86 % UTILITIES -􀁓􀁅􀁜􀀧􀁉􀁾􀁒 61-711-56660-00000 0.00 0.00 0.00 0.00 0.00 0.00 %
UTILITIES -GAS
--REPORT: STATEMENTS GENERATED: 10 NOV r ):03 RUN: WEDNESr :fEB20200208:24 PAGE 5 711 ONLINE BUDGET TOWN OF ADDISON DEPARTMENT 711 ONLINE BUDGET %OF YEAR REMAINING = 61 AS OF 02/20/02
ACCOUNT # REVISED EXPENDED EXPENDED AVAILABLE PERCENT DESCRIPTION BUDGET YTD PTD ENCUMBERED BALANCE AVAILABLE -----------------------------------------------------------------------------------------
-----------------------------------------61-711-56680-00000 1,000.00 0.00 0.00 0.00 1,000.00 100.00 % TRASH DISPOSAL 61-711-56810-00000 800.00 225.00 225.00 0.00 575.00 71. 88 % MOWING
SERVICES 61-711-56999-00000 0.00 0.00 0.00 0.00 0.00 0.00 % CONTRACTURAL SVCS SUSPENSE 61-711-57510-00000 0.00 0.00 0.00 0.00 0.00 0.00 % LEASE PAYMENTS 61-711-57810-00000 0.00 0.00
0.00 0.00 0.00 0.00 % EQUIP REPLACEMENT CONTRIBUTION 61-711-57811-00000 11,300.00 2,825.01 2,825.01 0.00 8,474.99 75.00 % INFO SERVICES CONTRIBUTION 61-711-58110-93700 0.00 0.00 0.00
0.00 0.00 0.00 % LAND -PURCHASE 61-711-58310-00000 0.00 0.00 0.00 0.00 0.00 0.00 % WATER MAINS/FIRE HYDRANTS 61-711-58330-00000 0.00 0.00 0.00 0.00 0.00 0.00 % METERS &SERVICE CONNECTIONS
61-711-58410-00000 0.00 0.00 0.00 0.00 0.00 0.00 % SANITARY SEWERS 61-711-58410-23700 0.00 0.00 0.00 0.00 0.00 0.00 % SANITARY SEWERS 61-711-58510-00000 0.00 0.00 0.00 0.00 0.00 0.00
% MOTOR VEHICLES 61-711-58810-00000 0.00 0.00 0.00 0.00 0.00 0.00 % COMPUTER HARDWARE &SOFTWARE 61-711-58850-00000 0.00 0.00 0.00 0.00 0.00 0.00 % MAJOR TOOLS &EQUIPMENT 61-711-99999-00000
-0.00 0.00 0.00 0.00 0.00 0.00 % SUSPENSE --------------------------------------------------------------------------------TOTAL EXPENDITURE 1,617,159.39 558,937.47 558,937.47 3,467.04
1,054,754.88 65.22 %
( · ;) 􀁴􀀺􀁾􀁾􀀱 -IS F 5 ) (t>own) -J,5DO, 00 . I J /50. 0-0 I Pi 􀁾􀁖􀁜􀁴 Wctt-e ,. III P14.",t S-eWer -up + 3/soo.oo Sit; D80 :, Ii LId +' II (T \Jer IS't'Lj -(yp) -l,,500. 0 () +-3,
Soo.0° c.fg''12.. 0 0 I i-I Dc::. J , //2, 􀁾 􀁾􀁏􀁏􀁾􀁯􀁯 • --_.7{ 􀁾 1+-1--:;:--_ 􀁾􀀮 6 f? 10 II 􀁾􀁏􀁍􀀮􀁥􀀢􀁬􀀫􀀢􀀡􀀺􀁲 􀁉􀁫􀁊􀁾􀁃􀁕􀀢􀀧􀀦 -􀀨􀁢􀁬􀀩􀁾􀀢􀀬􀀩 S 􀀸􀀧􀁾􀁓􀁏 II \\-\..0..
􀁾 or 􀀬􀀮􀀮􀁾􀀨􀀩􀁜􀀬 -􀀨􀁴􀀾􀁑􀁾􀀮􀀮􀀩 ---I+--!I􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀽􀀭􀀭􀀮􀀭􀀭􀀭􀀭􀀭􀀭􀀮􀀭􀀭􀀭􀀭􀀭􀀭􀀺􀀭􀀭􀀭􀁬􀁩􀁾􀁾􀀭􀀭􀁟􀁟􀁟􀁟􀁟􀀽􀁟􀁟􀀭􀀭􀀭􀀭 Ii lO+4.l .-I 􀁾􀀰􀀱 oso. 0 0
REPORT: SfATEMENTS 711 ONLINE'BUDGET GENERATED: 9 DEC 00', )8 TOWN OF ADDISON DEPARTMENT 711 ONLINE BUDGET AS OF 08/07/01 RUN: TUESDAl.)o701 09:17 %OF YEAR REMAINING = 15 PAGE 2 ACCOUNT
# DESCRIPTION 61-711-51110-00000 SALARIES 61-711-51120-00000 MERIT BONUS 61-711-51130-00000 OVERTIME 61-711-51140-00000 LONGEVITY PAY 61-711-51170-00000 VACATION BUYBACK 61-711-51180-00000
SICK LEAVE BONUS 61-711-51190-00000 OUTSIDE LABOR 61-711-51210-00000 CAR ALLOWANCE 61-711-51310-00000 TMRS 61-711-51350-00000 DEFERRED COMPENSATION 61-711-51410-00000 GROUP HOSPITAL
AND LIFE INS. 61-711-51450-00000 MEDICARE 61-711-51470-00000 WORKERS COMPENSATION 61-711-52010-00000 OFFICE SUPPLIES 61-711-52040-00000 POSTAGE/SHIPPING 61-711-52070-00000 COMPUTER HARDWARE/SOFTWARE
61-711-52160-00000 TOOLS/EQUIP GE $1-$4999 61-711-52210-00000 JANITORIAL SUPPLIES 61-711-52250-00000 MEDICAL &SURGICAL SUPPLIES 61-711-52310-00000 FUEL &LUBRICANTS 61-711-52380-00000
CHEMICALS 61-711-52710-00000 WEARING APPAREL AND UNIFORMS 61-711-52810-00000 FOOD SUPPLIES 61-711-52990-00000 OTHER 61-711-54150-00000 LANDSCAPE-BUILDINGS 61-711-54210-00000 STREETS
AND ALLEYS 61-711-54310-00000 UTILITY PLANT -WATER 61-711-54330-00000 WATER MAINS/FIRE HYDRANTS REVISED BUDGET 447,570.00 22,380.00 37,000.00 5,500.00 1,900.00 2,000.00 70,000.00 7,800.00
64,630.00 12,000.00 64,500.00 6,000.00 7,770.00 14,450.00 9,900.00 7,200.00 37,000.00 500.00 500.00 12,000.00 4,000.00 4,250.00 1,700.00 1,000.00 8,160.00 1,500.00 81,000.00 24,000.00
EXPENDED YTD 161,836.58 30,474.53 12,930.11 4,485.92 965.76 1,022.07 43,766.73 3,897.68 25,941. 68 4,295.95 22,927.60 2,413.27 7,521.96 10,489.01 4,448.29 4,221.33 34,727.18 257.57 440.29
7,906.47 3,750.05 2,604.53 1,262.64 422.20 4,457.97 396.00 25,370.16 4,171.91 EXPENDED PTD 161,836.58 30,474.53 12,930.11 4,485.92 965.76 1,022.07 43,766.73 3,897.68 25,941.68 4,295.95
22,927.60 2,413.27 7,521. 96 10,489.01 4,448.29 4,221.33 34,727.18 257.57 440.29 7,906.47 3,750.05 2,604.53 1,262.64 422.20 4,457.97 396.00 25,370.16 4,171. 91 ENCUMBERED 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,650.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 46.65 0.00 18,560.00 0.00 AVAILABLE PERCENT BALANCE AVAILABLE 285,733.42
63.84 % 8,094.53-36.17-% 24,069.89 65.05 % 1,014.08 18.44 % 934.24 49.17 % 977.93 48.90 % 26,233.27 37.48 % 3,902.32 50.03 % 38,688.32 59.86 % 7,704.05 64.20 % 41,572.40 64.45 % 3,586.73
59.78 % 248.04 3.19 % 2,310.99 15.99 % 5,451.71 55.07 % 2,978.67 41.37 % 2,272.82 6.14 % 242.43 48.49 % 59.71 11.94 % 4,093.53 34.11 % 249.95 6.25 % 1,645.47 38.72 % 437.36 25.73 % 577.80
57.78 % 3,655.38 44.80 % 1,104.00 73.60 % 37,069.84 45.77 % 19,828.09 82.62 %
,c;,::::",LU: STATEMENTS ONLINE'BUDGET GENERATED: 9 DEC 00 )8 TOWN OF ADDISON DEPARTMENT 711 ONLINE BUDGET AS OF 08/07/01 RUN: TUESDA·')0701 09:17 %OF YEAR REMAINING = 15 PAGE 3 ACCOUNT
# DESCRIPTION REVISED BUDGET EXPENDED YTD EXPENDED PTD ENCUMBERED AVAILABLE PERCENT BALANCE AVAILABLE 61-711-54350-00000 14,000.00 METERS &SERVICE CONNECTIONS 61-711-54410-00000 1,848.75
UTILITY PLANT -SEWER 61-711-54430-00000 4,200.00 SANITARY SEWERS 61-711-54510-00000 17,500.00 MOTOR VEHICLES -BFS 61-711-54520-00000 200.00 MOTOR VEHICLES -DEPT 61-711-54530-00000 7,500.00
HEAVY EQUIPMENT 61-711-54630-00000 7,151.25 TOOLS AND EQUIPMENT 61-711-54650-00000 1,500.00 COMMUNICATIONS 61-711-54810-00000 26,040.00 COMPUTER HARDWARE &SOFTWARE 61-711-54910-00000
16,000.00 BUILDINGS 61-711-56040-00000 124,500.00 SPECIAL SERVICES 61-711-56040-00002 0.00 SPECIAL SERVICES 61-711-56080-00000 4,000.00 ADVERTISING 61-711-56110-00000 22,940.00 COMMUNICATIONS
-OFFICE SYSTEM 61-711-56120-00000 4,000.00 COMMUNICATIONS -CELLULAR 61-711-56130-00000 1,300.00 SECURITY SURVEILLANCE 61-711-56150-00000 200.00 FORENSIC &PHOTO LABS 61-711-56180-00000
6,500.00 RENTAL 61-711-56210-00000 8,500.00 TRAVEL AND TRAINING 61-711-56250-00000 6,000.00 DUES 61-711-56310-00000 45,200.00 INSURANCE 61-711-56330-00000 2,500.00 BANK SERVICE CHARGES
61-711-56510-00000 20,000.00 AUDIT AND LEGAL SERVICES 61-711-56530-00000 1,000.00 COURT AND LEGAL COSTS 61-711-56560-00000 7,000.00 SERVICE FEES 61-711-56570-00000 35,500.00 ENGINEERING/ARCHITECTURAL
SVCS 61-711-56570-06700 4,000.00 ENGINEERING/ARCHITECTURAL SVCS 61-711-56610-00000 145,000.00 UTILITIES -ELECTRICITY 8,106.19 0.00 894.00-13,780.19 12.50 2,680.22 2,400.70 0.00 18,520.00
15,144.10 20,237.50 1,437.50 1,576.21 19,941. 71 3,559.73 594.90 8.99 5,035.74 7,969.03 5,924.91 37,500.00 350.03 13,668.00 0.00 6,177.06 26,207.05 6,109.21 115,680.12 8,106.19 0.00
894.00-13,780,19 12.50 2,680.22 2,400.70 0.00 18,520.00 15,144.10 20,237.50 1,437.50 􀁾􀀬􀀵􀀷􀀶􀀮􀀲􀀱 19,941.71 3,559.73 594.90 8.99 5,035.74 7,969.03 5,924.91 37,500.00 350.03 13,668.00
0.00 6,177.06 26,207.05 6,109.21 115,680.12 0.00 0.00 422.40 602.23 0.00 0.00 219.45 0.00 0.00 196.00 9,047.40 0.00 0.00 0.00 0.00 0.00 0.00 535.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 5,893.81 42.10 % 1,848.75 100.00 % 4,671.60 111.23 % 3,117.58 17.82 % 187.50 93.75 % 4,819.78 64.26 % 4,531.10 63.36 % 1,500.00 100.00 % 7,520.00 28.88 % 659.90 4.12 %
95,215.10 76.48 % 1,437.50-0.00 % 2,423.79 60.60 % 2,998.29 13.07 % 440.27 11.01 % 705.10 54.24 % 191.01 95.51 % 928.76 14.29 % 530.97 6.25 % 75.09 1.25 % 7,700.00 17.04 % 2,149.97 86.00
% 6,332.00 31.66 % 1,000.00 100.00 % 822.94 11.76% 9,292.95 26.18 % 2,109.21-52.73-% 29,319.88 20.22 %
R•EPORT: STATEMENTS GENERATED: 9 DEC 00')8 RUN: TUESDA ·';0701 09:17 PAGE 7110NLINE'BUDGET TOWN OF ADDISON DEPARTMENT 711 ONLINE BUDGET %OF YEAR REMAINING = 15 AS OF 08/07/01 ACCOUNT
# REVISED EXPENDED EXPENDED AVAILABLE PERCENT DESCRIPTION BUDGET YTD PTD ENCUMBERED BALANCE AVAILABLE -------------------------------------------------------------------------------------------------
---------------------------------61-711-56630-00000 10,000.00 5,688.44 5,688.44 0.00 4,311.56 43.12 % UTILITIES -WATER 61-711-56640-00000 2,600.00 1,815.57 1,815.57 0.00 784.43 30.17
% UTILITIES -SEWER 61-711-56680-00000 1,000.00 0.00 0.00 0.00 1,000.00 100.00 % TRASH DISPOSAL 61-711-56810-00000 800.00 657.00 657.00 0.00 143.00 17 .88 % MOWING SERVICES ---------------------------
-----------------------------------------------------TOTAL EXPENDITURE 1,504,690.00 767,294.04 767,294.04 31,279.63 706,116.33 46.93 %
􀂷􀁾􀀩􀁉 􀁾 .,' I Town of Addison Public Works Department Sample Results-Oriented Performance Measures 􀁾􀁾􀀵 '-'--------Measures of EfTectiveness-Water Utility Objective Quality Specific
Measure Data Collection Procedure Cbaracteristic Flow adequacy Rate of validated Number ofvalid complaints about Tallies ofreported complaints Complaints about flow water flow per 1,000
customers, or pressure excluding complaints shown to be private responsibility General flow adequacy Percentage offire hydrants Annual testing offIre hydrants surveyed that meet static
water pressure standard. Service adequacy and Rate ofvalidated Total number ofvalid complaints Tallies ofreported complaints responsiveness complaints and requests for nonroutine service
per 1,000 customers, by type of complaint Speed of response Percentage of valid complaints Revised forms for recording and requests that were effectively customer calls and actions taken
in responded to within an allowed response to calls. period of time, overall and for each each class ofrequest. Health hazards Presence of substances Number ofhealth-related water Regular
testing by qualified linked to health risks quality characteristics exceeding personnel using accepted standards. standards one or more times during reporting period, by type. Measures
of Effectiveness-Transportation Comfort Street rideability Percentage of streets with Roughness measuring instrument or (surface condition) rideability rated as satisfactory trained
observer Street surface condition-Percentage of citizenslbusiness Surveys citizen ratings persons rating street rideability as satisfactory Safety Visibility and condition Percentage
of streets with one or Trained observer ratings oftraffic control and more (a) stop signs, or other street name signs traffic control, or information signs, (b)traffic signals, (c) street
pavement markings, (d) street name that are missing, blocked, or in otherwise unsatisfactory condition. Percentage of citizens rating the Household survey understandability, visibility,
and overall adequacy oftraffic and information signs, traffic controls, street pavement markings, and street name signs as adequate Traffic Signal Speed ofresponse Percentage ofsignal
outages Revised forms for recording Maintenance corrected within 30 minutes customer calIs and actions taken in response to calls.
Utility Division Hours Worked 07101 -02102 Function Totals Percentaaes FTE Water Services Repairs 971 11.22% 0.70 Daily OperationS/ROF 970 11.21% 0.70 Meter ReadingslRe reads 663 7.66%
0.48 Vacation/Holidayffime Off 634 7.32% 0.46 Tools & Equip. Maint. 574 6.63% 0.41 Service Order/Calls 493 5.70% 0.36 Backfill & Concrete Pour 460 5.31% 0.33 Fire Hydrant Insp.lRepair
413 4.77% 0.30 Meetings 313 3.62% 0.23 Pump Station Maint. 284 3.28% 0.20 Dead End Main Flushing 200 2.31% 0.14 Valve Inspect./Repair 196 2.26% 0.14 Meter Repairs 194 2.24% 0.14 Meter
InfolMaps 179 2.07% 0.13 Water SampleslMaint. 176 2.03% 0.13 Meter Misc. 150 1.73% 0.11 Cleaning Sewer Line 148 1.71% 0.11 Sick Time Off 142 1.64% 0.10 Meter Box Repairs 130 1.50% 0.09
Maint. on City Property 118 1.36% 0.09 Training/School 112 1.29% 0.08 Contractor Assistance 107 1.24% 0.08 TV Sewer Mains 100 1.16% 0.07 Sewer lateral Repairs 92 1.06% 0.07 Water Main
Repairs 79 0.91% 0.06 Sewer Main Repairs 72 0.83% 0.05 Parts Pick-up/Errands 70 0.81% 0.05 Inventory Inventory Parts 70 0.81% 0.05 Manhole Inspect.lRepairs 64 0.74% 0.05 Other (14) 482
5.57% 0.35
Public Wor1ls Department Current Organization I Director of Public Works/City Engineer I I Department Secretary 􀁾 I Assistant Director of Public Works I I I 􀁾􀁾􀁬􀁦􀁬􀁦􀁩􀀬􀁾􀀱􀁾 .
􀁟􀁾􀀻􀁐􀁾􀁬􀁦􀁾􀁾􀀴􀁾􀀱 􀁾􀁬􀀧􀁾􀀧􀁾􀁾􀀧􀁾􀂧􀀮􀁾􀀢􀁾􀀻􀁾􀀢􀀧􀂥􀀧􀁩􀁪 􀁉􀁾􀁅􀁴􀀧􀀮􀁾􀁩􀀤􀁌􀁩􀁦􀁴􀁩􀀡􀁬􀁩􀁩􀁦􀁾􀀱􀀮􀁊􀁂􀀸 􀀧􀀿􀁾􀁾􀀮 ' 􀁾􀀧􀀱􀀧􀀺􀀬􀁩 ';'f! """.-. f I, 􀁾􀀮􀁬􀁗􀀭􀀿 􀀱􀀪􀁾􀁾􀀮
I 1 Utilities Foreman I I Street Superintendent I I Civil Engineer I I Crew Leaders (2) I Consbuclion Inspector r Project Engineer (I-Asslstant Contruction Inspector) Crew Leader H Equipment
Operator I H Utility Operator-8enior I H Sr. MaintenanceWorker I H Utility Operator III (2) I HAnimal Control OllicerlMalntenance WorkerI H Utility Operator II (2) I Lj MalntananceWorker
I I y Utility Operator f (2) I y Technician-SignslSlgnals
June 5,2002 ( . ,tJ1) 􀁾.. -􀀭􀁾􀁙􀀺􀁃􀀭 Town of Addison Public Works Water/Wastewater Licenses Jerry Davis Ron Pelky Charles McElroy Dave Wilde Jose Flores Water Class B Distribution
C Surface C Distribution C Distribution C Surface C Surface WWClass C Treatment II Collections C Treatment C Treatment
Town ofAddison Public Works Department Common Functions Multi-City Comparison Webster Hiohland Park Carrollton Bellaire CaDDell Richardson Universitv Park Sugar Land Farmers Branch Collevville
West Universitv Addison Engineering and Proiect Mgmt 4 3 13 1 6 14 5 7 18 5 0 5 Street &Drainage Momt 8 3.3 51 16 11 37 18 11 17 8.5 7.5 2.5 Traffic Signs &Signals 0 2.1 21 1 5 20 7
9 6 2 1 1 Brush &Bulk Pickup 0 0 0 0 0 0 0 0 4 0 0 2 Water Utilitv Dist &Collection Maint 14 6.7 58 11 15 24 26.5 28 21 19.5 7.5 9.3 Water Meter Reader 0.3 0.35 9 1 2 6 0.5 \j!;!;i<
,;iO 4 1 Contract 0.7 Animal Control 1 0.25 9 1 3 9 1 3.5 3 1 1 0.5 Administration 1.35 1 3 1 1 1 1 3 2 1 3 2 Total Employees 28.65 16.7 164 32 43 111 59 61.5 75 38 20 23 Population
Total 9084 7400 105800 14000 34800 91050 24250 62637 26900 20000 14211 13250 EmDlovees Der 1000 3.15 2.26 1.55 2.29 1.24 1.22 2.43 0.98 2.79 1.90 1.41 1.74 .--. Prepared by The Waters
Consulting Group, Inc. 4/15/02
Table -Street Division Hours Worked 2001 Total Activity Hours Percentage FTE Residential Brush Pickup 2418 20.06% 1.16 Traffic Signal Repair 1904 15.79% 0.92 Litter Control 1340.5 11.12%
0.64 Animal Control 1031 8.55% 0.50 Office Duty 628 5.21% 0.30 Traffic Signal Maintenance 505.5 4.19% 0.24 Traffic Signal Check 468 3.88% 0.23 Vacation 405.75 3.37% 0.20 Street Repair-Concrete
343.5 2.85% 0.17 Holiday 318 2.64% 0.15 Equipment Maintenance 304 2.52% 0.15 Sign Maintenance 303.5 2.52% 0.15 Contractor Inspection 284 2.36% 0.14 Special Events 170.5 1.41% 0.08 Street
Repair 145 1.20% 0.07 Contractor Inspection-Markings 132.5 1.10% 0.06 Yard Maintenance 106.5 0.88% 0.05 Oktoberfest 103.5 0.86% 0.05 Crack Sealing 102 0.85% 0.05 Recycling 95 0.79% 0.05
Barricade Placement/Removal 92 0.76% 0.04 All Other Activities (27) 854.75 7.09% 0.39
AUTHORIZATION FOR PROFESSIONAL SERVICES PROJECT NAME: TNP PROJECT NUMBER: CLIENT: ADDRESS: TPDES Phase II Storm Water Permit Preparation Town of Addison, Texas ADD02212 Town of Addison
16801 Westgrove Drive P.O. Box 9010 Addison, TX 75001 hereby requests and authorizes Teague Nail and Perkins, Inc., (ENGINEER) to perform the following services: SCOPE: Provide professional
engineering and planning services related to preparation of a Storm Water Management Plan (SWMP) as required by the Texas Pollution Discharge Elimination System (TPDES) Phase II regulations.
The SWMP preparation will generally consist of compiling data related to existing pollution prevention activities and identifying additional necessary activities. The scope of work is
more fully detailed in the attached Exhibit A. . '. COMPENSATION to be made on the basis of the following: 1. BASIC SERVICES: The TOWN agrees to pay the ENGINEER: Storm Water Management
Plan Preparation Fixed Fee $17,750 for services rendered for BASIC SERVICES as summarized above and itemized specifically in Exhibit A, attached. BASIC SERVICES shall be billed monthly
based on the ENGINEER's estimate of the percentage of work completed. 2. SPECIAL SERVICES: SPECIAL SERVICES shall be any service provided by the ENGINEER which is not specifically included
in BASIC SERVICES as defined above, SPECIAL SERVICES shall include, but shall not be limited to: a) participation in the preparation of City ordinances that may be part of the SWMP implementation
schedule. b) property research and surveying for easements, right-of-ways or plats, c) preparation of real property transfer documents, exhibits or plats, d) participation in real property
acquisition, e) trips and meetings beyond a 50-mile radius of Addison, f) SUbcontractors, photocopies, plan &document reproduction, &courier charges, g) mapping of drainage system facilities.
SPECIAL SERVICES shall be considered additional work and shall be reimbursed at standard TNP hourly rates as listed in Attachment A, or TNP standard rates for for items
􀁍􀁩􀁣􀁨􀁡􀁥􀁾􀀭 Murphy From: 􀁳􀁥􀁮􀁴􀁾 To: 􀁓􀁕􀁢􀁩􀁥􀁾 Jerry Davis 􀁍􀁯􀁮􀁤􀁡􀁹􀁾 JulY-242002:tt# AM Michael Murphy , FW: 􀁍􀁥􀁴􀁥􀁾􀁯􀁵􀁮􀁴 Commercial; domestic/fire = 926 Residential;
single/multi = 1,741 Irrigation/city accounts = 559 TOTAL 3,226 Jerry Davis Town Of Addison, Utilities 972-661-1693 --0rigiflal-Message:----From: Jerly Davis Sent-saturdayiJuty-2fri
􀀲􀁦􀀩􀁦􀁲􀀲􀀭􀀱􀁾􀀳 PM To: Elaine Difiglia . Ge: 􀁍􀁩􀁣􀀭􀁦􀁬􀁾􀁵􀁲􀁰􀁨􀁹 Subject: Meter Count Baine, eootd-ycu-pmvide-me-the tetat-rtttmbef-of-Residefitiat-eOflfleetiofls (meters}
􀁡􀁮􀁤􀀱􀁨􀁥􀀭􀁴􀁴􀀾􀁴􀁡􀁴􀀭􀁦􀁬􀁕􀁭􀁢􀁥􀁦􀀭􀁯􀁦􂂬􀁾􀁲􀁣􀁩􀁡􀁬connections? 􀁔􀁾􀁙􀁯􀁵 Jerry Davis Town Of Addison, Utilities 972-661-1693 1
(\ From: Sent: To: Subject: ( Michael Murphy Tuesday. Julj: 􀀱􀀰􀁾􀀲􀀰􀀨􀀩􀀲􀀭􀀹􀀺􀁾AM Randy Moravec ' RE: Concrere-StreetMaintenanreBudQ.e.t /" This number is based on visual inspection
and inventory of a rapidly aging roadway system. The price formula is based on work that we are currently performing along with the estimation (volume) of what will need to be done annually
to maintain the quality of our roadways. Estimation: repair 250 concrete panels/year (amount/extent of repair will vary with each panel) -each panel is 20 feet in length, based on current
and past contracts we estimate approximately $100/panel foot. Call with any questions.... M[ke 􀁍􀁛􀀮􀁣􀁾􀁡􀁥􀁌 f3. 􀁍􀁗􀀮􀁲􀁰􀁾􀁴􀁬􀀬 P.f3. D[.yectoy of pw.bL[.c WOYRs ToWIl\, of AoIoI[.soll\,
0:T::2)-f50-::2l?Tg> --0fi§iAaIMessage::----From: Randy Moravec Sent:-􀁔􀁵􀁥􀁳􀁤􀁡􀁹􀀬􀁊􀁵􀁊􀁹􀀭􀁍􀀬􀀲􀁦􀁬􀁏􀀲􀀭􀀱􀁴􀁾AM To: Michael Murphy 0:: BfyaRlllngley Subject: Concrete Street
Maintenance Budget f\{like, Pve noticed that-rn-yourfive year 􀁰􀁴􀁡􀁾 you-wish1cJspelld about$500J)60-allnuatfy-in-cornyrete street repair. How did you come about with this amount?
Was it number of lane miles or some othervariable?-Pleaseexptam-tfle-calculatiol 􀁲􀀭􀁯􀁴􀀭􀁹􀁯􀁵􀁲􀁾􀁡􀁴􀁥􀀮 THANKS!!! . Kand'y ( Tracking: RecipientRandy Moravec Delivery Delivered:
07/16120029:09 AM 1 􀁾􀁤 Read: 07/16/2002 11:29 AM
!" Michael-Murphy-From: Sent: To: CC:. Subject: ( Michael Murphy 􀁍􀁯􀁮􀁤􀁡􀁹􀁾􀁊􀁵􀁴􀁹􀀭􀁾􀀡􀀭􀀲􀀰􀀰􀁺􀀭􀀹􀀺􀀳􀀬􀀸 AM Randy Moravec . Bryan Langlay-;-JimPfer-ee RE: Dept. 711 Budget
􀁑􀁵􀁥􀁾􀁩􀁯􀁮􀁳 ( 4} iI. 1) The bUdget entry should read $15 K, When prepping the budget I was looking at our revised budget not the $9930, will revise ASAP. 2) Due to excessive wear
and tear related to the nature of the job, I asked Jerry to up his budget. 3) Last year we had $50 k dedicated to roof rehab at Surveyor Pump Station, although we don't have anyone item
that large this year we do anticipate repairs at Celestial, Surveyor and the Elevated Storage over the course of next year. 4) We are planning on ordering the remaining Cathodic protection
Kits before the end of the fiscal year. Next year we will most likely contract this services out. 5) We are planning on adding a new pump and motor at Kellway this year. 6) We are planning
on using most if not all of the budgeted amount we have two more slip lining projects scheduled this fiscal year. We show next years slip lining project in the Capital Budget (refer
to Utility S-year plan). 7) We are near completion on phase I of GIS (end of August). Backflow prevention is just one of many Unfunded mandates, this special services also includes,
water awareness, weter S9R89F\'mi9Q, consumer confidence, CMOM, and funding of various aspects of Audit recommendations. Let me know if you have any further questions. Mike MLCkQel e;.
􀁍􀁗􀀮􀁾􀁫􀀡􀀱􀀧 p.e;. ]:)LyectOy of pw.blLC WOYRs ToWII\. of AclclLsolI\. 072)"'1-50-2fSTr! -----Originat Message.<----From: Randy Moravec sent: Suncfay, Jury 14, 2002 s:pS PM To: Michael
Murphy SUbject:-Dept: 􀀺􀀷􀁴􀁩􀁂􀁯􀁤􀁧􀁥􀁴􀁑􀁵􀁾􀁳􀁴􀁩􀁯􀁮􀁳 Mike, Wherrrevtewing=-youfbudget t-had-some-questio, IS. Pfease-review-anct-get-back-tcnne-8t)'our earliest convenience.
.1 t} .52.Q1fr-Qffice-supplies::-rhroagtr 􀁊􀁴􀁭􀁥􀁴􀁨􀁩􀁳􀀺􀁡􀁣􀁣􀁯􀁡􀁮􀁴􀁨􀁡􀁳􀁳􀁰􀁥􀁮􀁴􀀭􀀤􀁾􀀱􀀴􀀬􀀳􀀲􀁚,􀀧.)f8tyouryeac.-. end estimate-and requestfornextyear-are--onty-S.9-;9-36:
Please 􀁥􀁸􀁰􀁴􀁡􀁩􀁮􀀭􀁤􀁾􀁲􀁩􀁴􀁹􀀮 527tO" -Uniforms:" ThroagtrJanayoutlaYe::onty-spend$3,567 outofthis-accouotand have--spentan average-ofonfy-$.4-,OOO-the-pasttwo years. Why-are-you
askingfqr an increase to $6,000? ' 543-t0"--water plantl 􀁮􀁡􀁩􀁬􀁬􀁴􀁥􀁮􀁡􀁬􀁬􀁣􀁥􀀺􀀭􀁾􀁴􀁨􀁥􀀭􀀭􀁤􀁥􀁣􀁴􀁴􀁮􀁥􀀭􀁦􀁲􀁯􀁭􀀤􀀸􀁴􀀻􀁯􀁯􀁥􀀭􀁴􀀦􀁯􀁮􀀧􀁹􀀭􀁴􀀴􀀭􀀷􀁾􀁥􀁯􀁯􀀭􀁬􀀱􀁬􀁥􀁸􀁴
year? 5-4-3-3t>-'-water line-"lailltenallce.To-ctate-onJy-$5-,5-42 has been-spent 􀁯􀁵􀁴􀀭􀁯􀁦􀀭􀁡􀀭􀀤􀀳􀁾􀀰􀀰􀁊 budget. Was this not the account we were going to do the. phased cathodic
protect.ion? Does-next-year's requested-btIdgetineh:.tdethe-eathodic protection?-Your-􀁤􀁥􀁳􀁣􀁾􀁴􀁩􀁯􀁮 for this account didn't provide any guidance. . 5-r 5441fr--Sewer 􀁰􀁬􀁡􀁮􀁴􀁭􀁡􀁩􀁮􀁴􀁥􀁬􀁬􀁡
􀁬􀁬􀁣􀁥􀁾 This-account-hasjtlmped-from-$2,see-to-S34;pOO. 􀁾 _ The explanation given is Kellway Station repairs. Why so much in one year? 􀁾 5-4430--Sewer line-mai'ltella'lce:: We-had::tludgeted::$:
l8;.OOfrinthis:-account;:. 􀁾􀁲􀁩􀁬􀁹 1
( ( -forslip-.;.Hning-ofde£eriorated -lines: 10-date-we-have-SpE::rltonty$28;00& How-muG,h more will w spend prior to year end? Also, is no slip lining occurring next year and that 􀁩􀁳􀁷􀁨􀁹􀁴􀁨􀁥􀁢
􀁵􀁤􀁧􀁥􀁴􀁨􀁡􀁳􀀽􀁢􀁥􀁥􀁲􀁲􀁲􀁥􀁤􀁵􀁣􀁥􀁤􀁪􀁲􀁲􀁾􀁏􀁏􀀿 56Q4Q-ProfessionatseNices=Ia datewe:tla'll6: spent·onlr$..00,242out"ofa$9Q;OOO budget What is happentng-tcJour-digitiziog=,effort?-How
much-are wego1ngtaspenst by endatyear?Where:didy_atrgetthe$.9Q;:flOOestifftate 􀁦􀁯􀁲􀁣􀁯􀁮􀁳􀁵􀁬􀁴􀁩􀁮􀁧􀀺􀁾􀁥􀁲􀁶􀁩􀁣􀁥􀁳􀁲􀁥􀁦􀁡􀁬􀁥􀁤to backflow preventiorrrSeems 􀀱􀁩􀁫􀁅􀁲􀁾 lot.
THANKS!!! f\and'y Tracking. Reeipient· Randy Moravec BryantangleyJim Pierce Delivety-Delivered: 07/15120029:38 AM Detivered:-07tt5/2002:9:38AM Delivered: 07/15/20029:38 AM Read Read:
07/15/20029:56 AM 􀁒􀁥􀁡􀁣􀁲􀀮􀀨􀁊􀀷􀁴􀀱􀀵􀁾􀀳􀀶 AM
( Michael-MwphY 􀁾 . From: sent: To: SUbject: Randy, Michael Murphy Monday; July 􀁴􀀵􀁾 2()()2-5:0? PM Randy Moravec' RE: 􀁓􀁴􀁡􀁴􀁵􀁳􀀭􀁯􀁔􀁴􀁊􀁴􀁩􀁾 􀁣􀁡􀁰􀁴􀁴􀁡􀁴􀀭􀁐􀁾􀁪􀁥􀁣􀁴􀁳
I Project status is as follows: Lindbergh water line replacement: Project is complete pending final payment approval from City Council MitchelULindbergh sewer line replacement: Project
is complete and final payment has been approved by Council, you should have project closure paper work from Public Works. Wright Bros./Wiley Post water line replacement: Open bids first
of August 2002. Kellway Lift station storage: Project on hold indefinitely Let me know if you need more info..... Mike 􀁍􀁴􀁣􀀮􀁾􀁃􀁬􀁥􀁬 f3. 􀁍􀁵􀀮􀁲􀁰􀁾􀀡􀀺􀀱􀀧 'P.f3. Dtrec.tor of
'Pu.bltc. worles Towll\, of Addtsoll\, 072)􀀭􀁦􀀵􀀰􀀼􀀲􀁾􀁬􀀿 􀀭􀀭􀁯􀁲􀀮􀁪􀁧􀁩􀁦􀁬􀁡􀁬􀀭􀁍􀁾􀀭􀀭􀀭􀀭 From: Randy Moravec Sent:-Saton:layf Juty-t3( 2002 􀀲􀁾􀁾􀀵 PM To: Michael Murphy
SUbjem 􀁓􀁴􀁡􀁢􀁬􀁳􀀭􀁯􀁾􀁬􀁊􀁴􀁩􀁉􀁉􀁴􀁹􀀭􀁣􀁡􀁰􀁩􀁴􀁡􀁬Projects i Mike, 􀁾􀁣􀁴􀁩􀁤􀁮􀁴􀁮􀁯􀁴􀁩􀁣􀁥􀀭􀁩􀁩􀁮􀀭􀁥􀁩􀁴􀁨􀁥􀁲􀁹􀁯􀁵􀁲􀀭􀁢􀁴􀁊􀁤􀁧􀁥􀁴􀁣􀀺􀁴􀁯􀁣􀁵􀁭􀁥􀁮􀁴􀁳􀀭􀁯􀁲􀁴􀁨􀁥􀀭􀁊􀁵􀁮􀁥􀀭􀁣􀁡􀁰�
�􀁴􀁡􀁾􀁳􀁵􀁭􀁭􀁡􀁲􀁹􀀭􀁢􀁯􀁯􀁫􀁴􀁨􀁥􀀭􀁳􀁴􀁡􀁴􀁵􀀬􀁳 of the following projects: I:.indbergh water tine replacement Mitchell/Lindbergh sewer line replacement Wright BrothersfWitey Postwatertine-repla
cerment Kellway lift station storage building. Ptease-provide-me-a status-report ofthese-proieets-at-yourearliest-eonventence-: I--neep to know whether they will be completed this fiscal
year or need to be shifted to next fiscal year. 􀁔􀁈􀀭􀁾􀁓􀀡􀀡􀀡 Kand'y (\, Tracking: Recipient Randy Moravec DeIiverr Delivered: 07/15/2002 5:00 PM 1 Read Read: 07/1512002 5:21 PM
711 BUDGETING REV &EXP REPORT: SEQREPORT GENERATED: 22 FEB 02( 33 'luwN OF ADDISON RUN: MONDAY J\ '002 10:39 PAGE 1 =========================!=========================!===============================
================================================ PROJECTED REQUEST ACTUAL ACTUAL BUDGET FINAL ACCOUNT # NAME 10/01/01 10/01/02 REVIEW APPROVED FY 2000 FY 2001 FY 2002 TO TO 09/30/02
09/30/03 =========================!=========================!=============================================================================== TOTAL REVENUE o o o o o ----------------------------------
-----------------!-----------!------------!------------!------------!-----------!--------!----61-711-51110-00000 !SALARIES 390208 433939 465270 465270 500611 ! -------------------------!-------------
------------!-----------!------------!------------!------------!-----------!--------!----61-711-51110-00100 !SALARIES -Y2K 788 o o o o ! -------------------------!-------------------------!----------
-!------------!------------!------------!-----------!--------!----61-711-51120-00000 !MERIT BONUS 20907 30474 23270 23270 o ! -------------------------!-------------------------!-----------!---------
---!------------!------------!-----------!--------!----61-711-51130-00000 !OVERTIME 42313 38042 42930 42930 1496 ! -------------------------!-------------------------!-----------!------------!-------
-----!------------!-----------!--------!----61-711-51130-00015 !OVERTIME 0 0 0 0 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------
!--------!----61-711-51140-00000 !LONGEVITY PAY 4592 4485 4630 4630 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!---
-61-711-51170-00000 !VACATION BUYBACK 1591 1961 2600 2600 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51
180-00000 !SICK LEAVE BONUS 994 2313 1510 1510 o ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51190-00000
!OUTSIDE LABOR 69417 88760 100000 100000 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51210-00000
!CAR ALLOWANCE 6554 9297 9540 9540 9540 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51250-00000
!TUITION REIMBURSEMENT o o o o o ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51310-00000
!TMRS 56201 64101 67070 67070 63801 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51350-00000
!DEFERRED COMPENSATION 9969 11163 12000 12000 13433 ! -------------------------!-------------------------!-----------)------------!------------!------------!-----------!--------!----61-711-51410-0000
0 !GROUP HOSPITAL AND LIFE I! 64500 53746 60000 60000 65890 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51
450-00000 !MEDICARE 5515 6032 6000 6000 6104 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51470-00000
!WORKERS COMPENSATION 7770 7521 10780 10780 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-51910-00000
!SALARY REIMBURSEMENT 0 0 0 0 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52010-00000 !OFFICE
SUPPLIES 10242 16849 9930 9930 9930 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52040-00000
!POSTAGE/SHIPPING 13104 11086 9900 9900 9900 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52070-00000
!COMPUTER HARDWARE/SOFTWAR! 6346 6247 7200 7200 7200 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52130-000
00 !FURNITURE/FIXTURES 0 232 0 0 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52160-00000
!TOOLS/EQUIP GE $1-$4999! 23277 41060 19000 19000 19000 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52210-
00000 !JANITORIAL SUPPLIES 528 389 500 500 500 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52250-00000
!MEDICAL &SURGICAL SUPPLI! 500 563 500 500 500 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52310-00000
!FUEL &LUBRICANTS 11399 14911 11000 11000 8500 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-52380-00000
!CHEMICALS 5610 4729 6000 6000 6000 !
REPORT: SEQREPORT GENERATED: 22 FEB O( 33 'wWN OF ADDISON RUN: MONDAY J(' :002 10:39 PAGE 2 711 BUDGETING REV &EXP =========================!=========================!================================
=============================================== PROJECTED REQUEST ACTUAL ACTUAL BUDGET FINAL ACCOUNT # NAME 10/01/01 10/01/02 REVIEW APPROVED FY 2000 FY 2001 FY 2002 TO TO 09/30/02 09/30/03
=========================!=========================!=============================================================================== -------------------------!-------------------------!-----------1---
---------!------------!------------!-----------!--------!-----61-711-52550-00000 !IRRIGATION SYSTEM PARTS ! 0 0 0 0 0 ! -------------------------!-------------------------!-----------!------------!--
----------!------------!-----------!--------!----61-711-52710-00000 !WEARING APPAREL AND UNIFO! 3902 4058 4850 4850 6000 ! -------------------------!-------------------------!-----------!------------
!------------!------------!-----------!--------!----61-711-52710-00100 !WEARING APPAREL AND UNIFO! 64 0 0 0 0 ! -------------------------!-------------------------!-----------!------------!----------
--!------------!-----------1--------1-----61-711-52810-00000 !FOOD SUPPLIES 1274 2416 1700 noo 1700 ! -------------------------!-------------------------!-----------!------------!------------!-------
-----!-----------!--------!----61-711-52990-00000 !OTHER 13 422 500 500 500 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!------
--!----61-711-54150-00000 !LANDSCAPE-BUILDINGS 8298 8347 8160 8160 8160 ! I -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------
!----61-711-54210-00000 !STREETS AND ALLEYS 1032 1156 2500 2500 2500 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----
61-711-54230-00000 !STORM SEWERS 0 0 0 DO! 􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀡􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀡􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀡􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀡
􀀭􀀭􀀭􀁾􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀡􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀁾􀀡􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀡􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀡􀀭􀀭􀀭􀀭􀀭 61-711-54310-00000 !UTILITY PLANT -WATER ! 28783 56755 81000 81000 \ 47000! ! --------------------
-----!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-54310-31600 !UTILITY PLANT -WATER o o o o o ! -------------------------!------------
-------------!-----------!-------------!-----'-------!------------!-----------!--------!----61-711-54310-71600 !UTILITY PLANT -WATER 190376 o o o o ! -------------------------!-----------------------
--!-----------!------------!------------!------------!-----------!--------!----61-711-54330-00000 !WATER MAINS/FIRE HYDRANTS! 7537 17578 32000 32000 32000 ! -------------------------!----------------
---------!-----------!------------!------------!------------!-----------!--------!----61-711-711-54330-43600 !WATER MAINS/FIRE HYDRANTS! o o o o o ! -------------------------!------------------------
-!-----------!------------!------------!------------!-----------!--------!----61-711-54330-43700 !WATER MAINS/FIRE HYDRANTS! 0 0 0 DO! -------------------------!-------------------------!-----------!
------------!------------I------------!-----------!--------!-----61-711-54350-00000 !METERS &SERVICE CONNECTI! 10897 15568 15000 15000 15000 ! -------------------------!-------------------------!----
-------!------------!------------!------------!-----------!--------!----61-711-54410-00000 !UTILITY PLANT -SEWER 787 o 2500 2500 34000 ! -------------------------!-------------------------!----------
-!------------!------------!------------!-----------!--------!----61-711-54430-00000 !SANITARY SEWERS 165 1238 78000 78000 9000 ! -------------------------!-------------------------!-----------!-----
-------!------------!------------!-----------!--------!----61-711-54430-23700 !SANITARY SEWERS 0 0 0 DO! -------------------------!-------------------------!-----------!------------!------------!----
--------!-----------!--------!----61-711-54510-00000 !MOTOR VEHICLES -BFS 9199 16517 20500 20500 15000 ! -------------------------!-------------------------!-----------!------------!------------!----
--------!-----------!--------!----61-711-54520-00000 !MOTOR VEHICLES -DEPT 255 87 1800 1800 1800 ! -------------------------!-------------------------!-----------!------------!------------!----------
--!-----------!--------!----61-711-54530-00000 !HEAVY EQUIPMENT 1831 3288 7500 7500 6000 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----
------!--------!----61-711-54610-00000 !FURNITURE/FIXTURES/FURNIS! 645 0 0 DO! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!-----
---!----61-711-54630-00000 !TOOLS AND EQUIPMENT 5768 5221 7000 7000 7000 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!
----61-711-54650-00000 !COMMUNICATIONS 788 o 1000 1000 1000 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-54
810-00000 !COMPUTER HARDWARE &SOFTW! 26040 34239 26040 26040 26040 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61
-711-54910-00000 !BUILDINGS 3843 15640 16000 16000 16000 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----
REPORT: SEQREPORT GENERATED: 22 FEB 02( 13 'rvWN OF ADDISON RUN: MONDAY 􀁊􀁾 '002 10:39 PAGE 3 HI BUDGETING REV &EXP =========================1 ========================= !============================
==================================================== PROJECTED REQUEST ACTUAL ACTUAL BUDGET FINAL ACCOUNT # NAME 10/01/01 10/01/02 REVIEW APPROVED FY 2000 FY 2001 FY 2002 TO TO 09/30/02
09/30/03 =========================l=========================!================================================================================ 61-711-54910-51600 1BUILDINGS 0 0 0 0 0
I ! -------------------------!-------------------------!-----------!------------!------------!------------l-----------!--------!-----61-711-54990-00000 !OTHER 0 0 0 0 0 ! -------------------------!--
-----------------------!-----------!------------l------------l------------!-----------!--------!-----61-711-56040-00000 !SPECIAL SERVICES 48877 88102 90000 90000 90000 ! -------------------------!---
----------------------!-----------l------------!------------!------------!-----------!--------l-----61-711-56040-00002 !SPECIAL SERVICES 0 1437 0 0 0 ! -------------------------!---------------------
----!-----------!------------!------------!------------!-----------!--------l-----61-711-56040-06700 !SPECIAL SERVICES 32802 0 0 0 0 ! -------------------------!-------------------------l-----------!
------------!------------!------------!-----------!--------!-----61-711-56040-43700 !SPECIAL SERVICES o o o o o I -------------------------!-------------------------l-----------!------------!--------
----!------------!-----------!--------!-----61-711-56080-00000 !ADVERTISING 10360 1611 4000 4000 7500 I -------------------------!-------------------------!-----------!------------!------------l-----
-------!-----------l--------!-----61-711-56110-00000 !COMMUNICATIONS -OFFICE S! 21113 24849 25000 25000 20158 ! I -------------------------!-------------------------!-----------l------------l--------
----!------------l-----------!--------!-----61-711-56120-00000 !COMMUNICATIONS -CELLULAR! 2795 4741 3500 3500 3500 ! -------------------------l-------------------------!-----------!------------!-----
-------!------------!-----------!--------l-----61-711-56130-00000 lSECURITY SURVEILLANCE 793 859 1300 1300 2412 ! -------------------------!-------------------------!-----------!------------!--------
----!------------!-----------!--------!----61-711-56150-00000 lFORENSIC &PHOTO LABS 82 200 200 200 ! -------------------------1-------------------------1-----------!------------!------------!--------
----!-----------!--------!-----61-711-56180-00000 1RENTAL 6340 7163 6500 6500 6500 ! -------------------------l-------------------------!-----------!------------l------------!------------!-----------
!--------!-----61-711-56210-00000 !TRAVEL AND TRAINING 6411 15346 14200 14200 12000 ! -------------------------!-------------------------!-----------!------------!------------!------------!----------
-1--------1-----61-711-56210-00100 !TRAVEL AND TRAINING 648 0 0 0 0 ! -------------------------!-------------------------!-----------l------------!------------l------------l-----------!--------!-----
61-711-56250-00000 !DUES 6023 7134 6000 6000 6000 ! -------------------------!-------------------------!-----------!------------!------------!------------l-------------------!-----61-711-56310-00000
!INSURANCE 44570 37500 45200 45200 45200 -------------------------!-------------------------!-----------!------------!------------!------------!-------------------!-----61-711-56330-00000
!BANK SERVICE CHARGES 1206 1494 2500 2500 2500 -------------------------!-------------------------!-----------!------------l------------!------------!-------------------!-----61-711-56510-00000
!AUDIT AND LEGAL SERVICES! 20627 16846 20000 20000 20000 -------------------------!-------------------------!-----------!------------l------------!------------!-------------------1-----61-711-56520-0
0000 !PENALTIES/FINANCE CHARGES! 0 0 0 0 0 ! -------------------------!-------------------------l-----------!------------l------------!------------!-----------1--------1-----61-711-56530-00000
!COURT AND LEGAL COSTS 2961 1000 1000 1000 1000 I -------------------------!-------------------------l-----------!------------!------------!------------l-----------!--------!-----61-711-56560-00000
!SERVICE FEES 8714 10141 7000 7000 7000 ! -------------------------l-------------------------!-----------l------------!------------!------------l-------------------!-----61-711-56560-93700
lSERVICE FEES 0 0 0 0 0 -------------------------l-------------------------!-----------l------------!------------!------------!-------------------!-----61-711-56570-00000 !ENGINEERING/ARCHITECTURAL!
28680 28808 20000 20000 20000 -------------------------l-------------------------!-----------l------------l------------!------------!-------------------1-----61-711-56570-00100 1ENGINEERING/ARCHITECT
URAL ! 0 0 0 0 0 -------------------------l-------------------------!-----------!------------l------------!------------!-----------l--------!-----61-711-56570-06700 !ENGINEERING/ARCHITECTURAL!
7616 6109 6109 0 0 0 I -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-56570-23700 !ENGINEERING/ARCHITECTURALI
0 0 0 0 0 ! -------------------------!-------------------------l-----------!------------!------------l------------l-----------!--------!-----61-711-56570-71600 !ENGINEERING SERVICES
o o o o o !
REPORT: SEQREPORT GENERATED: 22 FEB 02( 33 "lvwN OF ADDISON RUN: MONDAY 􀁊􀁾 '002 10:39 PAGE 711 BUDGETING REV & EXP =========================!=========================!==============================
================================================= PROJECTED REQUEST ACTUAL ACTUAL BUDGET FINAL ACCOUNT # NAME 10/01/01 10/01/02 REVIEW APPROVED FY 2000 FY 2001 FY 2002 TO TO 09/30/02
09/30/03 =========================!=========================!=============================================================================== -------------------------!-------------------------!------
-----!------------!------------!------------!-----------!--------!----61-711-56570-93700 !ENGINEERING/ARCHITECTURAL! 0 0 0 0 0 ! -------------------------!-------------------------!-----------!------
------!------------!------------!-----------!--------!----61-711-56610-00000 !UTILITIES -ELECTRICITY! 166572 182612 166750 166750 166750 ! -------------------------!-------------------------!--------
---!------------!------------!------------!-----------!--------!----61-711-56630-00000 !UTILITIES -WATER 10009 8382 10000 10000 10000 ! -------------------------!-------------------------!-----------
!------------!------------!------------!-----------!--------!----61-711-56640-00000 !UTILITIES -SEWER 2202 2175 2600 2600 2600 ! -------------------------!-------------------------!-----------!------
------!------------!------------!-----------!--------!----61-711-56660-00000 !UTILITIES -GAS o o o o o ! -------------------------!-------------------------!-----------!------------!------------!----
--------!-----------!--------!----61-711-56680-00000 !TRASH DISPOSAL 0 0 1000 1000 1000 ! -------------------------!-------------------------!-----------!------------!------------!------------!------
-----!--------!----61-711-56810-00000 !MOWING SERVICES 990 828 800 800 o ! -------------------------!-------------------------!-----------!------------!------------!------------!-------------------!-
----61-711-56999-00000 !CONTRACTURAL SVCS SUSPENS! 0 0 0 0 0 -------------------------!-------------------------!-----------!------------!------------!------------!-------------------!-----61-711-575
10-00000 !LEASE PAYMENTS o o o o o -------------------------!-------------------------!-----------!------------!------------!------------!-------------------!-----61-711-57810-00000
!EQUIP REPLACEMENT CONTRIB! 0 0 0 0 0 -------------------------!-------------------------!-----------!------------!------------!------------!-------------------!-----61-711-57811-00000
!INFO SERVICES CONTRIBUTIO! 0 0 11300 11300 11300 -------------------------!-------------------------!-----------!------------1------------!------------!-----------!--------!-----61-711-58110-93700
!LAND PURCHASE 0 0 0 0 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-58310-00000 !WATER MAINS/FIRE
HYDRANTS! 0 0 0 0 0 ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-58330-00000 !METERS &SERVICE
CONNECTI! o o o o o ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-58410-00000 !SANITARY SEWERS
o o o o o ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-58410-23700 !SANITARY SEWERS o o o
o o ! -------------------------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-58510-00000 !MOTOR VEHICLES o o o o o ! ------------------
-------!-------------------------!-----------!------------!------------!------------!-----------!--------!----61-711-58810-00000 !COMPUTER HARDWARE &SOFTW! o o o o o ! -------------------------!-----
--------------------!-----------)------------!------------!------------!-----------!--------!----61-711-58850-00000 !MAJOR TOOLS & EQUIPMENT ! 0 0 0 0 0 ! -------------------------!------------------
-------!-----------!------------!------------!------------!-----------!--------!----61-711-99999-00000 !SUSPENSE o o o o o ! -------------------------!-------------------------!-----------!----------
--!------------!------------!-----------!--------)----TOTAL EXPENDITURE 1484137 1477649 1614530 1614530 1386725 ---------------------------------------------------!-----------!------------!----------
--!------------!-----------!--------!----
711 BUDGETING REV &EXP REPORT: SEQREPORT GENERATED: 22 FEB 02( 13 \uwN OF ADDISON RUN: MONDAY 􀁊􀁾􀀺 002 10:39 PAGE 5 =========================!=========================!=============================
================================================== PROJECTED REQUEST ACTUAL ACTUAL BUDGET FINAL ACCOUNT # NAME 10/01/01 10/01/02 REVIEW APPROVED FY 2000 FY 2001 FY 2002 TO TO 09/30/02
09/30/03 =========================!=========================!===============================================================================(PROFIT) OR LOSS OF REV OVER EXP 1484137 1477649 1614530 1614530 1386725 ---------------------------------------------------!-----------!------------!------------!------------!-----------!--------!--
--
􀀬􀁾􀀮 /\ ,#:le-/SUMMARY: Council 􀁁􀁧􀁥􀁾􀁤􀁡 􀁩􀀮􀁾􀁥􀁭􀀺􀁾 ,,-. -􀀮􀁾􀀮􀀧 This item is to request Council's confIrmation of an application for grant funds under the North Central
Texas Council of Government's (NCTCOG) Congestion Mitigation and Air Quality hnprovement (CMAQ) and the Surface Transportation Program -. Metropolitan Mobility(STP-MM) programs. . FINANCIAL
IMPACT: The Town's share, $155,043, will be budgeted as a 2003 Street Capital Project. BACKGROUND: . In January, 2002, NCTCOG sent out a notice that they.would begin taking requests
for funding for eligible transportation projects under the CMAQ and SlP-MM Programs.-. For some reason, starr did not receive this notice. Just before the submission deadline, (Aprill
0, 2002) one of our traffic consultants, Kimley-Hom and Associates, notified us ofthe availability.of the grant funds and ,offered to help us prepare an application.:,,· .... Consequently,
an application was prepared and submitted on the deadline date, a copy of .... .. which is attached. The application is for funding that will update the Town's intersection traffic control
hardware and software at all ofthe Town's 31 signalized intersections. (This work will eventually need to be done -the grant will allow it to be done sooner):' The total cost ofthe project
is estimated to be $620,172, and at 25%, The Town's share will be $155,,043. . . ·'i ,_ "'., <0" We have received notice that our project has made the initial recommendation list which
..' . is 􀁥􀁮􀁣􀁯􀁾􀁾􀁧 .. _ ..... ... ;'..,' . RECOMMENDATION: . 􀀬􀁾􀀬􀀢 Staff recommends that CoUncil confirin and approve the application' for' funding for ..;:. upgrading the Town's
traffic signal hardware and software.
fl'11<..E--CAlrr" Lsut> (Y\ ,-rIA L .$
/( Council AgendaItem:k SUMMARY: This item is to request Council approval to enter into a contract with PBS&J to provide engineering services for Belt Line Road pavement grooving improvements.
FINANCIAL IMPACT: Cost: Budget hnpact: BACKGROUND: $44,412 Funds are available in the Street Operations Budget Belt Line Road was constructed in 1980. A "polishing" ofthe concrete pavement
surface was evident as early as the mid to late 80's. Testing by use of a Texas Department of Transportation (TXDOT) skid resistance trailer in 1989 indicated a ''too Slick" finding.
In 1990 transverse grooving was performed at the Midway Road intersection for 200 feet in each direction. The entire pavement surface was ground in 1995 from Dallas Parkway to Midway
Road and in 1996 from Midway Road to Marsh lane to remove the polished surface. The joints (both longitudinal and transverse) were sawed, cleaned and sealed. with silicone in conjunction
with those projects. By 2000 the surface had become polished again. Last winter PBS&J was hired to inspect, test and recommend possible solutions to this pavement surface problem. They
determined that high water cement ratios in the concrete contribute to its rapid wearing characteristic. The concrete mortar paste is of marginal strength to be able to resist short-term
wear, and will probably not pr<?vide satisfactory long-term durability or resistance to wear. This weakness ofthe mortar paste weakens the overall pavement surface's ability to withstand
the forces that wear away the surface creating the polishing observed. . After analyzing various options, PBS&J and Town staffrecommends longitudinally grooving the entire roadway surface
to improve skid resistance. We anticipate the grooving will be done in FY 2003 as a street capital project. Estimated cost approximately $500,000. This procedure has a life expectancy
of 5 to 7 years. RECOMMENDATION: Staffrecommends that Council authorize the City Manager to hire PBS&J for $44,412 to provide design and plan preparation servicis for the pavement pavement
grooving ofBelt Line Road from Dallas Parkway to Marsh lane.
( 􀁉􀁊􀁬􀁩􀁉􀁉􀁊􀁾􀁾􀁾􀁾 memorandum Date: 03127/02 To: Robin Jones From: Chris Hartung RE: Additional information request After reviewing the information previously provided by the Town
and my interview notes from the meetings with department personnel, I have developed a supplemental set of questions for you. Please forward your responses,_at your earliest convenience.
1. Please provide a list of training sessions conducted for the street Department personnel during calendar 2001 and the names pf those employees attending each session. ." l . 2. Does
your department or the Town maintain a list of training each employee in your division has had during their tenure with the Town? 3. Do you have a method of prioritization for customer
service requests received by the department or are they handled on a first-comelfirst served basis? Ifthere is a procedure, please provide a copy. 4. The job description for the Assistant
Public Works Inspector indicates the position is temporary. How much longer do you anticipate a need for this position? 5. What performance standards do you utilize to evaluate the Mr.
SWeeper contract? 6. Are Utility Division crem following Town standards in the repair of "the street cuts they make while repairing utility lines? 7. Do you maintain a report showing
the mileage or hours of use on each vehicle or piece of equipment operated by the Street Department? THE WATERS CONSULTING GROUP, INC. PRODUCTIVE MANAGEMENTCONCEPTS 2695 Villa Creek
Drive Suite 8-104 DaBas, Texas 75234-7358 972/481/1950 972/481/1951 Fax . -, ..;:...: .
--...... ' ( MEMO To: Chris Hartung From: RobinJones 􀀨􀀿􀁾 Date: .April 9, 2002 Re: Additional information reCJ.\lested 1. There were no training sessions conducted for Street Division
personnel in 2001. However, several Division employees attended various seminars and courses relevant to their jobs. I attended a course on concrete pavement additives. AI Dent, Dave
Wilde and I attended the TEEX Public Works Short Course. Dave Wilde also attended a water and wastewater course. James Brown attended an Animal Control Certification course offered by
the Texas Department of Health. Charles Mitchell, Jeff King andJohn Jones received no formal training in 2001.· 2. I do not maintain a list of training each employee in my division has
had during their tenure with the Town. 3. Customer service requests are generally handled on a first 􀁣􀁯􀁭􀁥􀀯􀁦􀁩􀁲􀁳􀁾 served basis. However, we frequently interrupt the process to
accommodate special circumstances. 4Jose Flores is the Assistant Public Works Inspector. His primary primary focus is on inspecting majorcapital improvement projects. He will remain
in that capacity as long as we're in an 􀁩􀁮􀁦􀁲􀁡􀁳􀁴􀁲􀁵􀁣􀁴􀁵􀁲􀁥􀁾􀁢􀁵􀁩􀁬􀁤􀁩􀁮􀁧 boom. I would estimate at least 3 more years. . 5. I routinely inspect the performance of Mr. Sweeper.
The standard is my opinion of whether or not the streets have been adequately cleaned. 6. It is my understanding that the Utility crews are following Town standards when repairing streets
after making utility service repairs. Both DaveWilde and AI Dent have and do work with Utility Department personnel regarding the proper methods of making repairs to Town streets. 7.
We do not keep a record of mileage or hours of use on each piece of equipment. Most equipment, i.e. the concrete saw, asphalt roller, compactors, chain saws, etc. are used so infrequently
that service generally occurs prior to use. We have an employee that checks all small equipment quarterly and recommends service when necessary. The Division vehicles and backhoe are
serviced regularly by the Town mechanics.
( To: Keith Thompson From: Chris Hartung RE: Additional infonnation request IIJ IrHE iii WATERS CONSULTING GROUP, INC. Date: 03127/02 memorandum klTij, I 􀁾􀁾 'f\1utl 􀁾􀀧􀀿􀀭􀁦􀀺 70
􀁾 QU6-rlo<'\''S "By 􀁍􀁾 /6°At .-1l-.....K \v, (1,1.\14. M\Jvr ) After reviewing the information previously provided by the Town and my interview notes from the meetings last week,
I have developed a supplemental set of questions for you. Please forward your responses at your earliest convenience. 1. Please provide a brief description of the difference between
the levels of responsibilities for the Utility Operator I, 2, & 3 and the Senior Utility Operator positions. 2. Please provide a list of training sessions conducted for the Utility Department
personnel during calendar 2001 and the names of those employees attending each session. 3. Does your department or the Town maintain a list of training each employee in your department
has had during their tenure with the Town? 4. Do you have a method of prioritization for customer service requests received by the department or are they handled on a first-comelfirst
served basis? If there is a procedure. please provide a copy. 5. How many water meter vaults currently have pit packs (sp?) in place? How many of these are in working order? 6. Are there
any additional meter vaults that should have pit packs? If so, how many? 7. Does the pit pack round off the meter reading? lHE WATERS CONSULTING GROUP, INC. PRODUCTIVE MANAGEMENT CONCEPTS
2695 Villa Creek Drive Suite 8-104 Dallas, Te>aas 75234-7358 9721481/19509721481/1951 Fax
( memorandum 8. During a peak flow situation in the water system, how long would it take for the elevated storage tank to reach a critical level if a re-supply pump malfunctioned? 9.
Is there a set of written standard operating procedures covering situations that occur after normal working hours outlining the recommended actions to be taken by the person on stand-by?
10. Do you maintain a report showing the mileage or hours of use on each vehicle or piece of equipment operated by the Utility Department? 02119197 Confidential 2
PUBLIC WORKS DEPARTMENT 􀀡􀁩􀀧􀁀􀁬􀀡􀀧􀁩􀁩􀁩􀁬􀁏􀁬􀀧􀂧􀁩􀁀􀁾􀁊􀂮 Post Office Box 9010 Addison, Texas 75001-9010 25 February 2002 Mr. Greg Higgins Deloitte & Touche, LLP 2200 Ross Avenue
Suite 1600 Dallas, TX 75201-6778 􀁾􀁴􀁦􀁵􀁌􀁾􀀱􀁾􀀲􀀭 (972) 450·2871 16801 Westgrove SUBJECT: Dear Greg: Public Works Audit Proposal We appreciate your response and your proposal on
this project; however, we have decided to go with the Waters Consulting Group. We look forward to working with you in the future. If you have any questions, please contact me. Very truly
yours, Michael E. Murphy, P.E. Director of Public Works MEM:sef cc: Chris Terry
( HP LaserJet TOALASERJET 3200 9724502837 FEB-25-2002 4:44PM Fax Call Report 3200se invent Job Date 569 2/25/2002 Time Type 4:43:24PM Send Identification 912147777625 Duration 0:55 Pages
1 Result OK --IlL .ADDisoN PUBUC WORKS DEPARTMENT * PllI;tOffin BPI 9010 AddilIlD. Tau 75001·90)0 25 February 2002 Mr. Greg Higgins Deloitte & Touche, LLP 2200 Ross Avenue Suite 1600
Dall.., TX 75201·6778 (91:1)451).2871 1680) W_,,"", SUBJECT: Dear Greg: Public Works Audit Proposal We iWpreciate your response and your proposal on this project; however, \I,'C have
decided to go with the Waters Consulting Group. We look forward to working with you in the future. leyau have any questions, please contact me. Very truly yours, 􀁾􀀭􀀻􀀿􀀬􀁾􀀮 Michael
E. Murphy, P.E. Director of Public Works MEM:sef co: Chris Teny
( BTHEWATERS I􀁾􀁉 CONSULTING GROUP, INC. February 21,2002 Mr. Michael Murphy Director \ Public Works City ofA dison 16801 W stgrove Drive P.O. Bo 9010 Addison Texas 75001-9010 Dear
Mr Murphy: ( Enclosed please find two executed contracts for the performance study. If I can be of any further assistance, please contact me at 972.481.1950. Thank you for your vote
of confidence in our firm and we look forward to working with you on this most important project. S(J1ifiJr;-Stacy V. Layton Director ofBusiness Development & Operations /svl THE WATERS
CONSULTING GROUP, INC. PRODUCTIVE MANAGEMENT CONCEPTS
( ( FEBRUARY 6 -2002 WCG AND THE TOWN OF ADDISON AGREEMENT FOR SERVICES Agreement made this 12th day of February 2002 between the Town of Addison, Texas, hereafter referred to as The
Client, and The Waters Consulting Group, Inc., hereafter referred to as WCG. RECITALS The Client has its principal place of business at 16801 Westgrove Drive, Addison, Texas 75001. WCG
has its principal place of business at 2695 Villa Creek Drive, Suite 104, Dallas, Texas 75234. WCG provides services to clients across the nation in the field of wage and salary system
development, performance management, and other related human resource areas; therefore, The Client hereby engages in the services of WCG, and in consideration of the promises herein
contained, both parties agree to the following: TERM 1. This agreement shall be for the period necessary for successful completion of the project, commencing on February 12, 2002 and
may not be terminated by The Client unless WCG's services are no longer desired. If The Client terminates, WCG is entided to any portion of its fee so earned. WCG may not terminate said
agreement unless The Client fails to pay WCG for services as agreed. If any of these provisions apply, the terminating party must provide 30 days written notice to the other party. SCOPE
OF PROFESSIONAL SERVICES 2. WCG will provide professional services to evaluate the effectiveness and efficiency of the Public Works Department's operations as outlined in the previously
submitted proposal dated January 11,2002. THE WATERS CONSULTING GROUP, INC. PAGE -1
( FEBRUARY 6 • 2002 WCG AND THE TOWN OF ADDISON PROFESSIONAL FEES AND EXPENSES 3. Professional fees for services as outlined in WCG's proposal dated January 11, 2002, will not exceed
$21,200.00. Project related expenses are not included in this quote and will be charged as incurred. Should The Client require additional services not included in this agreement and
referenced proposal, an amendment to this agreement stating the exact scope of services and cost of all additional services shall be submitted for The Client's approval. The fee for
services will be payable as follows: $4,000.00 due at execution of the agreement as an initial retainer, with the balance of the fee for the project billed as work progresses. The Client
will make remaining payments for the project upon receipt of an invoice submitted by WCG. Payment to WCG is expected within 30 calendar days. A fee of 1.5% of the unpaid invoice balance
will be added to all invoices that are not received within the 30 calendar day period. All invoices will be forwarded to Mr. Michael Murphy, Director of Public Works for The Client,
for processing unless otherwise directed. For reporting purposes, WCG's tax identification number is 75-2272138. DEVOTION OF TIME 4. WCG shall devote such time to the performance of
its duties under this agreement as is necessary for the completion of all project phases. ENTIRE AGREEMENT 5. This agreement supersedes any and all other agreements, either oral or in
writing, between the parties hereto with respect to the subject matter hereof, and no other agreement, statement, or promise relating 'to the subject matter of this agreement that is
not contained herein shall be valid or binding. THE WA1ERS CONSULTING GROUP, INC. PAGE. 2
( FEBRUARY 6 • 2002 WCG AND THE TOWN OF ADDISON AMENDMENT 6. This agreement may be amended by the mutual agreement of the parties hereto in writing and must be attached to and incorporated
into this agreement. LEGAL CONSTRUCTION 7. In case anyone or more of the provisions contained in this agreement shall for any reason be held to be invalid, illegal, or unenforceable
in any respect, such invalidity, illegality, or unenforceability shall not affect any other provisions thereof and this agreement shall be constructed as if such invalid, illegal, or
unenforceable provision had never been contained herein. Executed on the day and the year fIrst written in this agreement. TOWN OF ADDISON 􀁂􀁹􀀷􀁾􀁗􀁾 Name: Ron Whitehead Title: City
Manager THE WATERS CONSULTING GROUP, INC. THE WATERS CONSULTING GROUP, INC. 􀁂􀁹􀀺􀁾􀁴􀀲􀀧􀁴􀀷􀁾 Name: Rollie O. Waters, CMC Title: President PAGE. 3
( PUBLIC WORKS DEPARTMENT tIl!!iiiiiJiJi!\@i!l'mm"'\!'Ml!!\!iW...Si!!!5!!!!I....... ® Post Office Box 9010 Addison, Texas 75001-9010 (972) 450-2871 16801 Westgrove DATE: TO: FROM: SUBJECT;
February 5, 2002 Ron Whitehead, City Manager Chris 􀁔􀁥􀁮􀁹􀁾 Assistant City Mana..ger Mike Murphy PE, Director ofPublic Works COUNCIL AGENDA ITEM FOR FEBRUARY 12, 2002 COUNCIL MEETING
DEPARTMENTAL AUDIT OF PUBLIC WORKS The Public Works Department is proposing to conduct a Departmental· Audit regarding the performance efficiency and use of manpower and resources in
the daily Public Works operations. The Public Works Department recently accepted proposals from three firms (Carter & Burgess, Deloitte and Touche and The Waters Group). Each firm was
interviewed and refrerences were checked. Based on individual interviews, scope of work and overall approach we have selected Waters ConsultiQg Group to perform this audit. They have
agreed perform the audit for an amount not to exceed $21,220.00. Please find attached a copy of their proposal, which outlines the scope of the work to be performed and their general
contract. Staff recommends that the City Manager be allowed to enter into a contract agreement not to exceed $21,220.00 with The Waters Group to perform a Departmental Audit of Public
Works. 􀁾􀁉􀀮 AA 1/_--Mike Murphy-􀁾􀁲
From the desk( -Gayle Walton Department Secretary 5300 Belt Line Road P.O. Box 9010 Addison, Texas 75001 972/450-7039 Fax 972/450-7043 e-mail: gwalton@ci.addison.tx.us Date: 􀀭􀁰􀀼􀁾􀀿􀁪􀁩􀀻􀁦􀀻
( B ·THE WATERS iIiII CONSULTING GROUP, INC. February 21,2002 Mr. Michael Murphy Director' Public Works City ofA dison 16801 W stgrove Drive P.O. Bo 9010 Addison Texas 75001-9010 Dear
Mr Murphy: Enclosed please find two executed contracts for the performance study. If I can be of any further assistance, please contact me at 972.481.1950. Thank you for your vote of
confidence in our firm and we look forward to working with you on this most important project. 􀁾􀁩􀁬􀁊􀁲􀁣􀀭 Stacy V. Layton Director of Business Development & Operations /svl THE WATERS
CONSULTING GROUP, INC. PRODUCTIVE MANAGEMENT CONCEPTS 2695 Villa Creek Drive Suite 104 Dallas, Texas 75234-7328 972/481-1950 Fax 972/481-1951 www.watersconsulting.com
FEBRUARY 6 -2002 WCG AND THE TOWN OF ADDISON AGREEMENT FOR SERVICES Agreement made this 12th day of February 2002 between the Town of Addison, Texas, hereafter referred to as The Client,
and The Waters Consulting Group, Inc., hereafter referred to as WCG. RECITALS The Client has its principal place of business at 16801 Westgrove Drive, Addison, Texas 75001. WCG has its
principal place of business at 2695 Villa Creek Drive, Suite 104, Dallas, Texas 75234. WCG provides services to clients across the nation in the field of wage and salary system development,
performance management, and other related human resource areas; therefore, The Client hereby engages in the services of WCG, and in consideration of the promises herein contained, both
parties agree to the following: TERM 1. This agreement shall be for the period necessary for successful completion of the project, commencing on February 12, 2002 and may not be terminated
by The Client unless WCG's services are no longer desired. If The Client terminates, WCG is entitled to any portion of its fee so earned. WCG may not terminate said agreement unless
The Client fails to pay WCG for services as agreed. If any of these provisions apply, the terminating party must provide 30 days written notice to the other party. SCOPE OF PROFESSIONAL
SERVICES 2. WCG will provide professional services to evaluate the effectiveness and efficiency of the Public Works Department's operations as outlined in the previously submitted proposal
dated January 11,2002. THE WATERS CONSULTING GROUP, INC. PAGE -1
( FEBRUARY 6 • 2002 WCG AND THE TOWN OF ADDISON PROFESSIONAL FEES AND EXPENSES 3. Professional fees for services as outlined in WCG's proposal dated January 11, 2002, will not exceed
$21,200.00. Project related expenses are not included in this quote and will be charged as incurred. Should The Client require additional services not included in this agreement and
referenced proposal, an amendment to this agreement stating the exact scope of services and cost of all additional services shall be submitted for The Client's approval. The fee for
services will be payable as follows: $4,000.00 due at execution of the agreement as an initial retainer, with the balance of the fee for the project billed as work progresses. The Client
will make remaining payments for the project upon receipt of an invoice submitted by WCG. Payment to WCG is expected within 30 calendar days. A fee of 1.5% of the unpaid invoice balance
will be added to all invoices that are not received within the 30 calendar day period. All invoices will be forwarded to Mr. Michael Murphy, Director of Public Works for The Client,
for processing unless otherwise directed. For reporting purposes, WCG's tax identification number is 75-2272138. DEVOTION OF TIME 4. WCG shall devote such time to the performance of
its duties under this agreement as is necessary for the completion of all project phases. ENTIRE AGREEMENT 5. This agreement supersedes any and all other agreements, either oral or in
writing, between the parties hereto with respect to the subject matter hereof, and no other agreement, statement, or promise relating to the subject matter of this agreement that is
not contained herein shall be valid or binding. THE WATERS CONSULTING GROUP, INC. PAGE. 2
FEBRUARY 6 -2002 WCG AND THE TOWN OF ADDISON AMENDMENT 6. This agreement may be amended by the mutual agreement of the parties hereto in writing and must be attached to and incorporated
into this agreement. LEGAL CONSTRUCTION 7. In case anyone or more of the provisions contained in this agreement shall for any reason be held to be invalid, illegal, or unenforceable
in any respect, such invalidity, illegality, or unenforceability shall not affect any other provisions thereof and this agreement shall be constructed as if such invalid, illegal, or
unenforceable provision had never been contained herein. Executed on the day and the year ftrst written in this agreement. T07DISON By:x ......􀁗􀁾􀀴􀀧􀁏 Name: Ron Whitehead Title: City
Manager THE WATERS CONSULTING GROUP, INC. THE WATERS CONSULTING GROUP, INC. 􀁂􀁹􀀺􀁾􀁜􀁾􀀿􀁤􀁌 = Name: Rollie O. Waters, CMC Title: President PAGE-3
J8L A-i={Dw INSoOF n..tJ N PUBLIC WORKS DEPARTMENT 􀀬􀀬􀁾􀀮􀁾􀁾® Post Office Box 9010 Addison, Texas 75001-9010 FlAX Cover sheet To: chris Hartung Fa)( {J72) 􀀭􀁦􀀭􀁧􀀾􀀺􀀱􀀭􀁾􀀵􀀺􀀱
(972) 450-2871 16801 Westgrove FrOPu: Mike Murph/j/Diy. ofPubL£c Worles/Addison Fa)( fJ72) -f-50-2g>37 off {J72 ) -f-50-2g>7g> Suij: Information for Audit proposal Date:--./anuar/j 2/2002
(Pw</'kber ofpages; iPLCluding 􀁣􀁯􀀧􀀬􀀯􀁥􀁾 chris" PLease find attached infoyou requested for the Town ofAddison PubLic worksAudit. Feel free to caLL with any questions.
GOALS AND PROGRAMS PLANNED FOR BUDGET YEAR 2001-2002 • Implement the Cross Connection Control Ordinance • Reduce unaccounted for water by leak testing service lines, fire hydrants and
main lines • Increase level ofroutine maintenance • Develop yard at Kellway Lift Station to include Vactor Garage Facility • Continue with the Cathodic Protection Program • Lindbergh
Drive water main replacement • Wright Brothers/Wiley Post water main replacement • Brookhaven Club Drive sanitary sewer line replacement • Convert water and sewer maps to a digital format
􀀮􀀭􀀭􀁾􀀬 STREf;TDIvtQON . ':' . '. ':', ; GOALS 2000 -2001 􀀯􀁾􀀺 h 􀁩􀀧􀁬􀀺􀁾􀁾􀁾􀁾􀁾 􀁷􀀭􀁸􀀻􀀻􀀮􀀮􀀺􀁸􀁾􀁾􀀺􀀺􀀺􀀺􀀺􀀺􀁾􀀧􀁬􀁾􀁾􀁾􀀺􀀺􀀺􀀺􀁾􀁾􀁘􀀺􀀺􀁾􀁾􀁾􀀡􀀭􀁘􀀧􀀻􀀺􀀺􀀺􀀺􀀺􀀺􀀺􀀺􀀺􀀺􀀺􀁾􀁾􀁾􀀺
􀀺􀁾􀁾􀀺􀀺􀀺􀀺􀀺􀀺􀁾􀀺􀀺􀀺􀀺􀀺􀀺􀁾􀁾 􀀺􀀺􀀺􀀺􀀺􀀺􀀺􀁾􀁭􀁾􀀺 􀀺􀀭􀀺􀀭􀀺􀀺􀁾􀀺􀀺􀀺􀀺􀀺􀀺􀀺􀀮􀀭􀀮􀀭􀀮􀀺.....-. .•pair sections of Addison Road and Keller Springs Road damaged by 􀁡􀁲􀁥􀁑􀁾􀁜
wid. 􀁾􀁱􀁮􀁳􀁴􀁲􀁵􀁾􀁴􀁩􀁯􀁮 proJects. . eo"tl'flct the rep.ir of minor pav4m.nt foU",,,,. pn voriqus streets. 􀁃􀁯􀀢􀁴􀁾􀁣􀁴 mOJor pove",e"t repa,r$ 0" Midway 􀁾􀁯􀁱􀁤􀀮 Co"tract Joint
seoling on QUQr\lry\ [)rjve south qf hit '-ine Rood Gnd C)n 􀁗􀀮􀁳􀁴􀁾􀁲􀀧􀁏􀁶􀀮 Drive.· . Contract sidewalk repairs a"d speed t,ump$ as needed, i;o"tinue i"eN_sed efforts tq replace
worn 4,,4 missing pavement tnarkings citywide. .. . .. .. eo"tin...e to pr,)vide cqmmunity services 􀁣􀁯􀁮􀁾􀁩􀁳􀁴􀁪􀀢􀀹 of .􀁢􀀢􀀮􀁾􀁨 and bulk item collection, 􀁎􀁳􀁾􀁮􀁳􀁥 to aU weather
emergencies,' traffic signal and street sign maintenance, GnimGI control services, special events management, and coratract administration for street sweeping. garbage collection, recycling,
Gnd street lighting services.
page 40 DEPARTMENT MISSION: The department has a multi-faceted mission which is comprised of the following components: 1) maintain the Town's streets at a level so that none of the estimated
150,000 vehicles which traverse the city's streets every day are delayed due to pavement failure; 2) maintain the Town's drainage system to remove storm water at the peak levels for
which the system was designed; 3) ensure all traffic signalization is operated to safely and efficiently move vehicular traffic through the community; 4) collect all residential brush
within two business days; 5) administer the contract with private waste haulers for the effective collection and recycling of residential waste; 6) humane enforcement of the Town's animal
control and leash laws; and 7) supeNise and coordinate the placement of all utility lines (e.g. electricity, natural gas, telecommunications, and cable) within Town right-ofways to minimize
the potential for disruption of utility seNices. PROGRAM NARRATIVE: Accomplishments for for FY2000: {!; Assisted engineering staff and inspected the following projects: Keller Springs
Road/Quorum Drive· Intersection Improvements, Addison Road/Keller Springs Road Traffic Signal Improvements, Arapaho Road Construction Phase I, Belt Line/Midway/Quorum Intersection Improvements
and the Addison Airport Fuel Farm Concrete Project. {!; Supervised contracts for the resurfacing of Addison Road from Morris Avenue to Westgrove Drive, and pavement repairs on Belt Line
Road, Centurion Way, Kellway Circle, Marsh Lane, Midway Road, and the.Finance Building driveway. {,J Supervised the contract for replacement of pavement markers (buttons) on Belt Line
Road, Midway Road, Dallas Parkway, Keller Springs Road, Lindbergh Drive, and Westgrove Drive. i:¥J Successfully planned for and implemented emergency response related to potential Y2K
event. Objectives for FY2001: ;;:; Develop bid specifications, analyze and award bids, and supervise contracts related to the following projects: (!;Reconstruction of the Inwood Road
and Quorum Drive railroad crossings {!;Repair of sections of Keller Springs Road damaged by area-wide construction projects (!;Joint sealing of Quorum Drive south of Belt Line Road ;;:;Crosswalk
pavement markings on Belt Line Road and Midway Road {!;Sidewalk repair and speed humps as needed Major Budget /tems: '!.; Annual contracted street repair and paving ($200,000). i:¥J
Electricity for street lights and signals ($185,000). i!) Cost· of contracting out garbage collection for residents ($195,000); amount is billed to residents and reported as part of
General fund revenues. {:¥J Contracted out street sweeping ($48,000) i!) Street sign and signal maintenance ($71,000). 􀁻􀀻􀀮􀁾 Expanded SeNice Level -Expanded street maintenance program
($100,000). ,;J Expanded SeNice Level-Expanded crosswalk and pavement marking program ($30,000).
( page 41 Budget· 2000-01 $342,750 15,920 413,500 485,590 22,870 18400 $1,299,030 $303,140 13,120 295,030 491,920 16,710 22,160 Estimated 1999-00 84,890 $1,142,080 Budget 1999·00 $318,880
13,320 304,830 513,150 16,710 18,000 . $282,342 12,022 284,413 .&..:....􀀺􀁾... 􀀺􀀺􀁊􀁾􀁾􀀤􀀱􀁾􀀳􀀿􀀴 Actual EXPENDITURES L 1998·99 Personal Services Supplies Maintenance Contractual
Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget Budget BUdget Budget STAFFING Leve .. 1998-99 1999-00 2000-01 Street Superintendent 19 -E . 1.0 1.0 1.0 Inspector
11 -E ... ,"'0::4'.1 0.4 0.4 0.4 Crew Leader 8-N 1.0 1.0 1.0 1.0 Technician-Signal/Sign B-N 1.0 1.0 1.0 1.0 Senior Maintenance Worker 4-N 0.0 0.0 1.0 1.0 Animal Control Officer/Maintenance
4-N 1.0 1.0 1.0 1.0 Maintenance-I 1 -N 1.0 1.0 1.0 1.0 TOTAL 5.4 5.4 6.4 6.4
page 60 1AII italicized projects afEI funded in whole. or in part, by DART LAP funds. 2For more information related to the bond sale, lease refer to the Debt Service funds narrative.
Parks Capital Project Fund: Projects completed during FY2000 include the completionof the "Addison Circle Art Piece, Upper Winnwood Pond Desilting, and the 2000 Landscaping Rehabilitation program. For the 2001 budget, the remainder of the fund's balance will be applied
to the 2001 Landscaping Rehabilitation program that includes improvements to the Easement Park· ($225,000) and construction of a dog park at Loos Field ($75,000), Parks Capital Project
Fund STATEMENT OF REVENUES AND EXPENDITURES Actual Budget Estimated Budget 1998-99 1999-00 1999-00 2000-01 BEGINNING BALANCE $2,119,627 $ 234,430 $ 57,190 $.287,820 REVENUES: Intergovernmental
0 0 0 0 Bond proceeds 0 0 0 0 Interest earnings and other 90,936 30,000 87,000 15,000 " . Developer contributions 330,000 36,000 120,000 0 TOTAL REVENUES 420,936 66,000 207,000 15,000
OTHER SOURCES OF FUNDS: Transfer from General fund 0 871,000 871,000 0 TOTAL AVAILABLE RESOURCES 2,540,563 1,171,430 1,135,190 302,820 EXPENDITURES: Administration: Personal services
19,245 15.000 15,000 2,000 Engineering and contractual services 117,487 40,000 42,700 0 Construction and equipment 2,346,639 941,800 789,670 300,000 TOTAL EXPENDITURES 2,483,371 996,800
847,370 302,000 ENDING BALANCE . $ 57,192 $ 174,630 $ 287,820 $ 820 FUND DESCRIPTION: Capital project funds are created to account for proceeds from the sale of general obligation or
revenue bonds to be used for the acquisition or construction of major capital facilities. Descriptions of the projects, as well as the impact these projects may have on operating budgets,
are included in the Town Chronicle Section, Budgets are developed by project which may transcend more than one fiscal year. FUND NARRATIVES: Street Capital Project Fund: For fiscal year
2000, the fund's resources were applied against the South Quorum Access street project, the completion of Arapaho Extension Phase 11 p·roject, Keller Springs/Quorum intersection improvements,
Addison Road/Keller Springs intersection improvements, and Addison Circle Phase II infrastructure. The budget for fiscal year 2001 reflects the completion of the South Quorum Access
street project ($1,840,940) with bond proceeds received in prior years, and construction of the Addison Road Widening Project ($2,500,000) with previous bond proceeds and DART LAP funds.
Over the years, this fund has accumulated interest earnings that will allow for surplus fund balances to be applied to several projects that include: Addison Circle Phase II b/c infrastructure
($700,000), Spectrum Crossing ($273,600), Broadway Street paving rehabilitation ($200,000), Inwood Road and Quorum Road railroad crossings ($135,000), and Landmark paving rehabilitation
($75,000), Also reflected in this fund's bUdget are portions of the -.a..s. salaries of the Town's engineering staff. I-e. as o
page 61 Street Capital Project Fund STATEMENT OF REVENUES AND EXPENDITURES Actual BUdget Estimated Budge,t, 1998·99 1999-00 1999-00 2000-01 BEGINNING BALANCE $6,337,234 $7,025,100 $7,801,050
$6,613,090 REVENUES: DART Grants 4,466,283 1,184,000 414,000 34,000 Interest earnings and other 491,206 230,000 454,340 360,000 Bond proceeds 0 0 0 a Developer contributions 200,071
0 0 0 TOTAL REVENUES 5,157,560 1,414,000 868,340 394,000 OTHER SOURCES OF FUNDS: Transfer from general fund 600,000 325,000 325,000 0 TOTAL AVAILABLE RESOURCES 12,094,794 8,764,100 8,994,390
7,707,090 EXPENDITURES: Administration: Personal services 175,651 186,070 172,500 198,970 Debt issuance costs 0 a 0 0 Design and engineering: Pavement improvements 347,651 115,000 126,250
0 Intersection improvements 67,542 42,500 10,100 0 Drainage improvements 0 0 0 0 Construction and equipment: Pavement improvements 3,364,404 3,757,000 1,786,100 5,849,540 Intersection
improvements 338,495 1,560,000 286,350 0 Drainage improvements 0 0 a 0 TOTAL EXPENDITURES 4,293,743 5,660,570 2,381,300 6,048,510 ENDING BALANCE $7,801,051 $3,103,530 $6,613,090 $958,580
Budget Budget Budget Budget STAFFING Level 1997·98 1998·99 1999·00 2000-01 Director· Public Works 26 -E 0.3 0.3 0.3 0.3 Assistant Director-Public Works 23 -E 0.5 0.5 0.5 0.5 Civil Engineer
21 -E 0.5 0.5 0.5 0.5 Project Engineer 19 -E 0.5 0.5 0.5 0.5 Inspector 11 • N 0.3 0.3 0.3 0.3 TOTAL 2.1 2.1 2.1 2.1
.... -;:J---FUND NARRATIVE: 1\ $ 4,000,000 $ 300,000 655,000 350,000 $ 300,000 $$ 2000 Capital Project Fund: During the 2000 fiscal year, the Town sold $9,905,000 in general obligation
bonds approved earlier in the year by the Town's voters2• The proceeds will be applied to the following projects: {;} Arapaho Road Phase II {!.; Spectrum Extension (engineering only)
.{;} Morris Road i:;} Midway Road Rehabilitation (engineering only) {;} Belt Line Road Streetscape (preliminary design only) {;} Town Hall Purchase $ 1,300,000 􀀬􀁾 Athletic Club Expansion
$ 3,000,000 The proceeds from these bonds were placed in this newly created fund. During fiscal year 2000, the fund spent $1.3 million for purchase of Town Hall. For· FY2001, $6,449,000
is projected to be spent on engineering, land acquisition, and construction of the above projects. 2000 Capital Project Fund STATEMENT OF REVENUES AND EXPENDITURES Actual Budget Estimated
Budget 1998-99 1999-00 1999-00 2000-01 BEGINNING BALANCE $0 $0 $0 $8,540,000 REVENUES: Interest earnings and other 0 0 80,000 500,000 Bond proceeds 0 0 9,905,000 0 TOTAL REVENUES 0 0
9,985,000 500,000 TOTAL AVAILABLE RESOURCES 0 0 9,985,000 9,040,000 EXPENDITURES: Debt issuance costs 0 0 35,000 0 Design and engineering: Street improvements 0 0 110,000 1,300,000 Building
acquisition improvements 0 0 0 289,000 Construction and equipment: Street improvements 0 0 0 3,360,000 Building acquisition improvements 0 0 1,300,000 1,500,000 TOTAL EXPENDITURES 0
0 1,445,000 6,449,000 ENDING BALANCE $0 $0 $8,540,000 $2,591,000
tJ c::: :::J LL ..>.-..-...-.. ::> FUND DESCRIPTION: The Town's water and wastewater utilities are financed and operated in a manner similar to private business enterprises, where costs
of providing the services to the public are financed primarily through user charges. The fund's financial summary is distinguished from those of other funds in that it resembles the
income statements of private corporations. In addition to the income statement, there is included a statement of changes in working capital which is defined as current assets (e.g. cash,
investments, accounts receivable) less current liabilities (accounts payable, accrued interest payable, etc). For the Utility fund, working capital represents fund balance. The statement
of changes in working capital reports significant financial transactions such as acquisition of fixed assets or retirement of debt which are not included in the income statement. FUND
NARRATIVE: Operating revenues for the 2000 fiscal year are expected to be 4.3% greater than projected in the budget. For the third consecutive year the North Texas region experienced
a hotter and dryer than normal summer that resulted in incre"ased water sales. Operating expenses for the year were also greater than budgeted due, again, to the increased demand for
water. Net income (excluding depreciation) is expected to total $1,503,940 which is 35.1% greater than budget. As part of its capital improvement plan1, approximately $334,500 of reserved
fund balance was applied to several capital projects. Completed or substantially completed during the fiscal year were the Elevated Storage Tank Rehabilitation project and Kellway Lift
S' )n Improvements project. Estimated capital expenses were less than bUdgeted due to delays in acquiring right-of-way for the Brookhaven Club area sewer and water line replacement project.
Ending fund balance is estimated to be $6,199,840, or 22.3% greater than budgeted. Because water sales the past few years have been inflated by drought conditions, operating revenues
during the 2001 fiscal year are budgeted to remain flat despite growth in the Town's customer base. Water and sewer rates will remain the same as the previous year and should generate
$1,008,900 in net income (excluding depreciation). Because of planned capital projects, the budget reflects a decrease in working capital of $67,630 for an estimated ending fund balance
of $6,132,210. Of this balance, $3,982,000 is reserved for future infrastructure replacement and rehabilitation2. Capital expenses scheduled for FY2001 include replacement of the Vactor
truck ($185,000) that is used to clean sewer lines, the rehabilitation of Lindbergh/Mitchell area sewer lines ($240,OOO) and replacement of the Lindbergh water line ($112,500). 1 Please
refer to Appendix E for the five year capital project summary plan and the Town Chronicle for more information relating to capital projects. 2 Please refer to the Financial Policies
in Appendix B for lhe full policy statement referring to Utility Capital Expenditures.
Utility Fund INCOME STATEMENT Actual BUdget Estimated Budget 1998-99 1999-00 1999-00 2000-01 pera mg revenues: Water sales $3,307,574 $3,266,700 $3,454,500 $3,488,400 Sewer charges 3,704,496
3,515,000 3,630,000 3,750,000 Tap fees 22,615 12,000 7,0"00 7,000 Penalties 89,532 70,000 65,000 70,000 Total operating revenues 7,124,217 6,863,700 7,156,500 7,315,400 Operating expenses:
Water purchases 2,008,323 1,998,800 2,030,800 2,172,300 Wastewater treatment 1,478,734 1,628,100 1,700,000 1,770,000 Utility operations 1,256,847 1,385,410 1,296,390 1,504,690 Total
operating expenses 4,743,904 5,002,310 5,027,190 5,446,990 Netoperating income 2,380,313 1,861,390 2,129,310 .1,868,410 Non-Operating revenues (expenses): Interest earnings and other
459,954 446,100 569,100 528,000 Operating transfer (13,939) 0 0 0 Interest on bonded debt, fiscal charges and other (1,384,280) (1,194,470) (1,194,470) (1,387,510) Total non-operating
revenues (expenses) (938,265) (748,370) (625,370) (859,510) Net income (excluding depreciation) $1,442,048 $1,113,020 $1,503,940 $1,008,900 CHANGES IN WORKING CAPITAL Net income (excluding
depreciation) $1,442,048 $1,113,020 $1,503,940 $1,008.900 Sources (uses) of working capital: Net retirement of long-term debt (789,905) (783,300) (783,300) (539,030) Net additions to
fixed assets (389,015) (1,055,300) (334,500) (537,500) Application of bond proceeds 0 0 0 0 Developer contributions 0 0 0 0 Net sources (uses) of working capital (1,178,920) (1,838,600)
(1,117,800) (1,076,530) Net increase (decrease) in working capital 263,128 (725,580) (386,140) (67,630) Beginning fund balance 5,550,564 5,793,020 5,813,700 6,199,840 Ending fund balance
$5,813,692 $5,067,440 $6,199,840 $6,132,210 Reserved for Infrastructure Replacement I Rehabilitation . $2,960,000 $3,111,200 $3,111,200 $3,982,000
. " "" ." .. " (;) Relocate Utility department staff from the Service Center offices to new offices at the Celestial Pump Station to provide room for engineering staff. (;) Update water
ordinance to formalize the cross connection control program that will help ensure the safe quality of the Town's water. (;) Reduce water loss by leak testing service lines and fire hydrants.
(;) Replace 10 large valve actuators to improve ability to shut down or redirect water flow in the event of water main breaks.. . . . .. {;) Install cathodic protection on waterlines
within the Waterford Court subdivision to arrest water line deterioration. (;) Install a backflow assembly on Celestial Pump Station stand-by meter to protect quality of water supply.
Major Budget /tems: (;) Engineering fees associated with updating the Town's water and sewer line maps and converting to a digital medium {$150,000}. {;) Power costs associated with
operating water and sewer pumping stations {$145,OOO}. {,; Costs associated for maintenance of the Surveyor pump station {$50,000}. (;) Utility fund's share of liability and property
insurance costs {$45,200}. " . . . . " ." "."...." " " :r. ger: water line "," ...... 􀀭􀁾􀀮 " . . . .• " • ." Ilo. .. . . .... " . .." " .. • • • " 0 • " ... .. . dd 4 -8 􀁩􀁍􀁉􀀨􀂷􀁾
.."" " (!; Crews 􀁲􀁥􀁾 breaks. Objectives for FY2001: DEPARTMENT 􀁍􀁉􀁓􀁓􀁉􀁏􀁎􀁾􀀮 The department's mission is the supplying of safe, uninterrupted water and wastewater services to
Addison residents and businesses. The Town purchases water from the City of Dallas and delivers its sewage to the cities of Dallas, Farmers Branch, and Carrollton, who then transport
the sewage to treatment facilities in Dallas or to the Trinity River Authority northern region treatment plant. The department staff is responsible for maintaining over 85 miles of water
distribution mains, 900 fire hydrants, 68 miles of sewer collection lines, and related pumping and storage facilities. Typical duties include meter reading and repairs, responding to
customer service orders, cleaning sewer lines, and testing for proper operation: water meters, shut-off valves, and fire hydrants. PROGRAM NARRATIVE: Accomplishments for FY2000: {;)
Supervised and inspected the repainting of the elevated storage tank. (,; Worked with consulting engineers to determine source of sewage with excessive suspended solids and biological
oxygen demand {BOD} that has resulted in penalty fees charged by the City of Dallas. 􀁓􀁴􀁾􀁤􀁹 concluded that the metering station is improperly situated and is recording effluent that
is backflowing into the station. The study's report will be presented to. the City of Dallas with the expectation that Dallas will relocate the station and penalty fees will cease. (;-;
Developed for Council adoption an amended Drought Contingency Plan and Consumer Confidence Report as mandated by Texas Natural Resources Conservation Commission. (;) Department crews
cleaned 64,000 feet of sewer lines and inspected 337 fire hydrants and 400 water main valves.
Actual 1998-99 $ 669,101 54,119 124,630 407,897o 48,764 $1,304,511 Budget 1999-00 $ 708,370 53,700 136,100 476,740 10,500o $1,385,410 stimated 1999-00 $ 661,210 65,500 109,430 460,250oo
$1,296,390 Budget 2000-01 $ 749,050 61,500 214,900 479,240oo $1,504,690 STAFFING Assistant City Manager Budget 1999-00 0.0 0.4 0.5 0.5 0.5 1.0 0.3 2.0 1.0 1.0 1.0 2.0 2.0 2.0 14.2 Budget
2000-01 0.2 0.4 0.5 0.5 0.5 1.0 0.3 2.0 1.0 1.0 1.0 2.0 2.0 2.0 14.4 I\.
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mTHE WATERS I[!II CONSULTING GROUP, INC. January 11,2001 Michael Murphy Director of Public Works Town of Addison 16801 Westgrove Drive P.O. Box 9010 Addison,TX 75001-9010 Dear Mr. Murphy:
Thank you for the opportunity to submit this letter describing an approach to conducting a performance review of the Public Works Department for the Town of Addison. I understand the
purpose ofthis review is to evaluate the effectiveness and efficiency of the department and to look for opportunities to improve department operations. As you know, the Waters Consulting
Group, Inc. (WCG, Inc.) is a Dallas-based management consulting fIrm specializing in management and human resource consulting. We have a seasoned staff of professional consultants with
a track record of solid experience in municipal government consulting. Should we be selected for this project, Chris Hartung, one of our Directors, will be the lead consultant. Chris
has conducted a number of organizational review engagements for cities similar to Addison including a review of the Police Department for the City of Duncanville and a review of Fire
Department operations for the City of Garland. In addition, he has conducted employee opinion surveys and focus groups for several cities including Grand Prairie, Odessa, Lubbock, and
Rowlett, Texas. Several of these projects were part of an organizational change effort that was intended to address employee morale issues. Chris also has extensive experience in the
development of performance measures for local government services. This background, plus Chris's nineteen years of practical work experience as a City Manager, Assistant City Manager
and Director of Finance, gives him a strong understanding of the issues facing the Addison Public Works Department. In addition, the WCG consulting team will include Sherri White, a
Senior Consultant with our fum. Sherri has extensive experience in the research and analysis of performance review data including the development of statistical studies and reports to
support organizational change decisions. THE WATERS CONSULTING GROUP, INC. PRODUCTIVE MANAGEMENT CONCEPTS 2695 Villa Creek Drive Suite 104 Dallas, Texas 75234-7328 972/481-1950 Fax 972/481-1951
www.watersconsulting.com
( Mr. Michael Murphy Town of Addison Proposal Page Two ( Attached to this letter is our proposed work plan outlining project approach. This work plan has been prepared based upon the
following: 􀁾 Chris Hartung's discussions with you and the Assistant City Manager regarding the concerns and objectives ofthe Town regarding this project. 􀁾 Chris Hartung's experience
as a manager in local government, including supervision of public works and utility personnel. 􀁾 Our experience as consultants to local government, including specific experience in
assisting organizations interested in evaluating employee attitudes about work related issues and organizational effectiveness. 􀁾 Our experience with the development of new and innovative
compensation systems for public works and utility employees that encourage the acquisition ofhigher skills and cross training. It is my understanding that your objectives for this project
include a comprehensive approach that will provide you and the City with information about the effectiveness of current public works services and an analysis of employee concerns regarding
management of the department and the work place. The attached work plan is designed to outline such an approach as well. After you have had a chance to review the attached, we will look
forward to discussing it with you and the Assistant City Manager in greater detail. In the meantime, if Chris or I can provide any additional information, please call. Best Regards,
Rollie O. Waters, CMC President
( Town of Addison Proposed Work Plan Public Works Department Proposed Performance Review Our Understanding of the Assignment The Town of Addison, Texas is located in northern Dallas
County adjacent to the cities of Dallas, Fanners Branch and Carrollton. The Town has a current population of more than 11,000 and is intensely developed with significant areas of the
community characterized by high density commercial and office developments. The residential development in the community includes a mix of high-density multi-family and large singlefamily
homes. The Town has traditionally prided itself on the high level of service provided to its residents and business community. The Public Works Department is organized into three divisions:
Engineering, Utilities and Streets. In an effort to evaluate the effectiveness and efficiency of the Department's operations and to look for opportunities to improve services to the
citizens, the Town is considering the possibility of contracting with a management consulting firm to conduct a third party perfonnance review of the operations of the Department. We
understand that the Town is interested in looking at the utilization of department personnel and comparisons of staffing in the Town of Addison Public Works Department versus a peer
group of other cities for common fimctions, opportunities for cross training and cross utilization of department personnel. This is in an effort to improve the efficiency of the Department
and provide enhanced career opportunities for employees as well as the overall effectiveness of the Department in meeting its goals and objectives. Our Proposed Approach The Waters Consulting
Group Inc. (WCG) has assembled a highly qualified team to conduct this perfonnance review. G. Chris Hartung, a Director for WCG, will head the team. Mr. Hartung has over thirty years
of experience in the management of Public Works operations, having served in high-level management positions in local government and as a consultant to local governments on assignments
similar to this one. He has dealt with highly sensitive Public Works issues as both a manager in local government and as a consultant. Ms. Sherri White, a Senior Consultant with WCG,
will assist Mr. Hartung in this most important project in the research and analysis of statistical data. Provided by The Waters Consulting Group, Inc. Page 1 January 11, 2001
Town of Addison Proposed Work Plan Public Works Department Proposed Performance Review A stepped approach will be utilized. WCGwill conduct extensive interviews. Extensive data will
be collected and analyzed by WCG. WCG is proposing to conduct this project in a stepped approach allowing the Town to control the extent ofthe review and the cost ofeach step in the
project. Each task will include a specific work plan describing the activities to be conducted and the level of outside resources and Town staff involvement. The initial phase of this
effort will involve interviews by WCG with various Town staff members, including the City Manager, Assistant City Manager and others as appropriate, to clarify the work plan arid develop
a specific schedule for the project. WCG will also request documentation and other information about the operations of the Public Works Department including budget information, management
and activity reports, annual work plans, organizational planning documents and other information. During the second phase of this work plan, WCG will interview all members of the Public
Works Department, individually in one-on-one sessions or in focus groups. These interviews will allow individuals to discuss their perceptions of departmental operations and employee
concerns. Additionally, the interviews will also provide WCG an opportunity to discuss with employees areas such as perceived organizational mission and objectives, communications, departmental
supervision and leadership, training and development and departmental policies and standard operating procedures. If desired by the Town, WCG will also interview key members of the Addison
community to gather information about outside perceptions of the Public Works services provided by the Town. This phase of the project will also involve gathering staffing and workload
data for common functions from a group of "peer" cities in order to compare the staffing level of the Town of Addison Public Works Department to these cities. WCG will work with the
Department Director, Assistant City Manager and others to identify a group of up to ten cities for comparison purposes. In selecting the cities, consideration will be given to population,
geographic size, economic base, services provided and perceived quality of service. The objective of all of these information-gathering efforts is to give WCG a clear and accurate picture
of the overall operations and effectiveness of the Public Works Department. The intention is to determine how well the department is accomplishing its overall mission and objectives
and to evaluate its capacity to do so.Provided by The Waters Consulting Group, Inc. Page 2 January 11, 2001
( Town of Addison Proposed Work Plan Public Works Department Proposed Performance Review A written set of findings will be prepared and delivered by WCG. Following completion of these
interviews and the review of documentation, WCG will prepare a written set offindings and observations describing the results of the interviews, the results of the peer city comparison,
the review of departmental management and performance reports, and the review of other documentation provided by the Town. We will meet with the Director of Public Works, the Assistant
City Manager and others as appropriate to discuss the findings and observations to ensure that they accurately describe the current situation. This document will then form the basis
of the development of a set of recommendations to the Town for addressing issues identified which can improve the delivery of these most important services and which will address concerns
voiced by employees through the interviews. Role of the Consultant Technical Advisor Continued and Focused Communication WCG will serve as a third party resource and technical advisor
to the Town during this project. We understand the interest of the Town in involving the employees of the department and other key staff members at appropriate points and believe that
this approach will accomplish that objective. We will conduct the interviews with Public Works employees, Town management and other Town staff members to gather information about their
perceptions concerning this review. We believe that conducting these interviews in a way that will assure confidentiality of individual responses will ensure that employees will be open
and honest in their discussions. Finally, WCG will prepare an evaluation including observations and findings, and a final report outlining a recommended strategy at the conclusion ofthe
review. We understand the importance of regular communication with the client in a project ofthis significance. At several points during the project, the consultant will meet with the
Town staff to discuss progress ofthe project. Ifdesired by the Town, the consultant will also provide written progress reports on a periodic basis. We believe that our location in the
Dallas/Fort Worth area enhances our ability to maintain effective communication with the Town throughout the recruitment engagement. Provided by The Waters Consulting Group, Inc. Page
3 January 11, 2001
Town of Addison Role of the Town Staff Proposed Work Plan Public Works Department Proposed Performance Review The Town staff will be involved in this project in the following ways: •
The City Manager, Assistant City Manager, Director of Public Works and other key management staff will be interviewed by the consultants as part of the initial data collection effort.
They will also be involved throughout the duration of the project with periodic updates as well as in providing assistance in the information collection process. • Public Works employees
will be involved in the review by participating in individual or focus group discussions with the consultants. We will request the Town to designate someone to be the Project Coordinator
and the primary contact between WCG and the Town. All requests for meetings and information will flow through the Project Coordinator. Task I: Project Initiation Following project authorization,
WCG will meet with the Director ofPublic Works, Assistant City Manager and others as appropriate to finalize the scope and schedule for the project and identify information needed. The
list of people to be interviewed in Task ill will also be finalized. It is anticipated that this meeting will occur within ten days ofproject approval. Information to be requested by
WCG will include, but is not limited to: • Budget documentation and monthly financial reports • Management and activity reports • Organization charts and roster information • Job descriptions
for positions in the department • Organizational mission, purpose and strategic planning information, if available • Citizen complaints and requests for service • Personnel actions by
employees including disciplinary actions, grievances and appeals • Employee performance appraisal documentation • Selected incident reports (to be determined jointly with the Town representative)
• Departmental policy manuals and operating procedures Provided by The Waters Consulting Group, Inc. Page 4 January 11, 2001
( Town of Addison Task II: Initial Interviews Proposed Work Plan Public Works Department Proposed Performance Review WCG will conduct interviews with Public Works personnel in individual
meetings lasting approximately one hour in length or in focus groups. These initial meetings will involve supervisors and non-supervisory personnel in separate sessions. Given thenumber ofpersonnel included, we anticipate that the meetings can be completed over a one-week period. During these closely controlled and organized meetings we will allow participants
to discuss their perceptions about the current extent and effectiveness ofPublic Works activities in the Town. We will attempt to solicit comments about the strengths ofthese operations
as well as any areas ofconcern. Subjects discussed will include: • Organizational communications • Management and supervision • Strategic planning and goal setting • Compensation and
benefits • Departmental policies and procedures • Employee participation in decision making and teamwork • Work environment issues • Equipment and other resources • Training and development
• Generaljobsatisfuction We will also discuss relationships between the Public Works employees and other Town departments. If desired by the Town, WCG will also contact selected representative
citizens in Addison to gather information about the perceptions of external customers of the Public Works department. The specific people to be contacted will be identified by WCG and
Town representatives jointly and will be selected to provide a demographically diverse pool of 10 to 15 people from the community. Following these meetings, we will prepare a summary
report discussing participant comments. This report will be prepared in a way that will maintain confidentiality of individual responses and prevent the identification of individual
employees and citizens as much as possible. Comments will be grouped into general topics in summary form. The report will, however, allow,WCG and the Town to gain a better understanding
of employee and citizen concerns. Provided by The Waters Consulting Group, Inc. Page 5 January 11, 2001
( . \ Town of Addison Proposed Work Plan Public Works Department Proposed Performance Review Task III: Conduct Survey of Other Cities WCG will gather information from a group of other
cities considered to be peers of Addison concerning aspects of their public 􀁷􀁯􀁲􀁾􀁳 activities. The cities will be chosen by WCG and the Town staff based upon their similarity to
Addison in population, economic base, number of employees and services provided. Geographic proximity and previous history of comparison will also be considered. Information to be gathered
will be items such as: • Staffing and manpower allocation • Performance and activity reporting including benchmarks being developed by national organizations • Policy manuals and standard
operating procedures • Budget planning and management issues The information request will be reviewed and approved by the Town prior to its use. Once the survey has been completed, WCG
will tabulate the data and analyze it against similar statistical information from the Town of of Addison and will include this information in the subsequent review. Task IV: Conduct
Analysis of Information Following the completion ofthe data collection phase described in Tasks I through ill, we will begin a thorough statistical review of the information received.
This analysis will be documented in a written set of "Findings and Observations". This information will be organized according to major subject headings and will be presented in a way
intended to maintain the confidentiality of individual sources as much as possible. The result of this analysis and documentation should be a comprehensive discussion of the current
state ofthe operations of the Public Works Department. The discussion should identify areas of strength as well as areas that may be improved. Once completed, WCG will meet with the
City Manager and others as appropriate to discuss progress to date on the performance review. We will look to the Town's Project Coordinator to clarify or correct any factual inaccuracies
in the draft documentation of "Findings and Observations". Provided by The Waters Consulting Group, Inc. Page 6 January 11, 2001
Town of Addison ( Proposed Work Plan Public Works Department Proposed Performance Review This clarification represents an important step in the process because the next step involves
the development of a preliminary set of recommendations. If necessary, WCG may conduct additional interviews to clarify information as a result of questions raised by the City Manager
or others during this preliminary review of the "Findings and Observations". The final output of this task will be a set of "Findings and Observations" that will form the basis of the
development of recommendations for improving the operations ofthe Public Works Department. Task V: Preparation and Review of Draft Final Report Following completion of Task IV, WCG will
again review all information obtained during the study, including interview notes and survey data and the findings and observations. We will prepare a draft final report outlining the
review and including a set of recommendations. Recommendations will be intended to address major areas of concern identified by employees in the interviews, as well as performance issues
identified by WCG in our review of the operations of the Public Works functions. One specific area. of review will include a discussion of opportunities to broaden the job responsibilities
of employees by providing cross training and redefining the job. Because of the limited number of personnel in the Public Works Department, increasing the breadth and level of skills
of departmental personnel has the potential of strengthening the department by increasing the ability of department management to use personnel more flexibly and by allowing the development
of "backup" capability without adding additional positions. These recommendations will assist the Town to improve Public Works service delivery directly through changes to departmental
operations, or indirectly by suggesting improvements in the work environment for employees in the department. We will meet with the City Manager and others as appropriate in a work session
to discuss the draft final report. Provided by The Waters Consulting Group, Inc. Page 7 Januazy 11, 2001
Town of Addison Proposed Work Plan Public Works Department Proposed Performance Review Task VI: Preparation of Final Report Following the review of the draft report by the Town staff,
WCG will make any appropriate revisions and will prepare the final report for submission to the Town. It is anticipated that the final report will include a description of the steps
taken in the analysis phase, summaries of interview notes, survey data, the findings and observations and recommendations. This report will provide the Town staff with direction for
implementation of recommendations. Subsequent Activities Following completion of these activities the Town may desire assistance with implementation of the recommendations. WCG is prepared
to submit additional work plans as deemed appropriate outlining possible additional areas of assistance. These activities may include specific training activities, documentation of new
jobs, adjustments to the compensation plan to fit the broader jobs, policy/procedure development or other services as requested by the Town. Provided by The Waters Consulting Group,
Inc. Page 8 January 11,2001
Town of Addison Chris Hartung, Director ( Proposed Work Plan Public Works Department Proposed Performance Review Professional Background Professional Accomplishments and Highlights Chris
Hartung is a Director with WCG and is a principal consultant with the finn. He has over thirty years ofexperience in managing and consulting in both the private and public sector. He
has served as Director ofFinance, Assistant City Manager, and City Manager in full service municipalities such as Garland, Denton, and White Settlement, Texas with populations ranging
from 15,000 to 160,000. Mr. Hartung has conducted training sessions and given keynote speeches for hundreds of clients in the areas of total quality management, strategic business planning,
management and supervisory skills, employee performance appraisal, and customer service. He has conducted lectures and seminars for Texas A&M University, the University ofNorth Texas,
Texas Woman's University, the University of Texas at Arlington, and the University of Texas at at Austin as well as for professional groups such as the Texas Fire Chiefs' Association,
the Texas City Management Association, the Texas Municipal Utilities Association and the Texas Public Works Association. He has also served as an adjunct faculty member of the University
of North Texas and is on the faculty ofthe Bill Blackwood Law Enforcement Management Institute (LEMI) and the Certified Professional Management (CPM) program. In addition to his management
experience, Mr. Hartung has fifteen years of experience as a management consultant. Consulting assignments have included executive recruitment for a broad range ofpublic management positions,
including city manager, director of finance, director of personnellhuman resources, director ofutilities, director ofpublic works, fire chief, police chief, and other senior management
positions. Other consulting assignments have included city council planning sessions and retreats, facilitation of city charter review committees, classification and compensation studies,
training, and organizational analysis. Organization and management analysis assignments have included total city operations as well as individual departments. Mr. Hartung received his
Bachelor's Degree from Southern Methodist University in Dallas and his Master's Degree from the University ofNorth Texas. Provided by The Waters Consulting Group, Inc. Page 9 January
11,2001
Town of Addison Sherri White, Senior Consultant Proposed Work Plan Public Works Department Proposed Performance Review Professional Background Sherri White is a Senior Consultant for
The Waters Consulting Group, Inc. (WCG). She has more than eight years ofprivate sector compensation and consulting experience. Prior to joining the Waters Consulting team in January
2001, Sherri held several staff positions in the insurance and petroleum industries. Sherri has effectively administered compensation and benefit plans for both foreign and domestic
operations. She has an extensive knowledge in the design and implementation of benefit plans, as well as the development, analysis and recommendation of salary structures, job evaluations
and cost analysis. Sherri has initiated and participated in salary surveys and compensation studies to determine both internal and external equity. She has also performed job audits
and evaluations to include FLSA status recommendations. Most recently, Sherri has worked to install a market-based pay program for the City of Killeen, Texas, that afforded the client
greater flexibility in competing for high-performing talent. Areas of Expertise • Data Collection and Analysis • Job Evaluation Analysis • Job Description Analysis • Benchmarking • Market
Surveys • Salary Administration Audits Professional Accomplishments and Education Sherri holds her bachelor's degree from Southern Methodist University. She is also recognized through
the American Compensation Association as a Certified Compensation Professional (CCP). Provided by The Waters Consulting Group, Inc. Page 10 January 11, 2001
Town of Addison Timing and Cost Proposed Work Plan Public Works Department Proposed Performance Review We are prepared to initiate this review within ten days of project authorization
by the Town of Addison. We anticipate completion of all tasks within sixty days of notification to begin. The fee for this project will be $21,220, plus reimbursement of out-ofpocket
expenses for items such as travel, printing·and telephone charges. The fee for services will be payable as follows: $4,000 due at execution of the agreement as an initial retainer, with
the balance of the fee for the project billed as work progresses. Expenses will be billed as incurred. Invoices are due within thirty business days of being mailed. A fee of 1.5% of
the unpaid balance will be added to all invoices for which payment is not received within thirty days of mailing. While this work plan has been designed to give the Town the maximum
amount of flexibility in the design of this performance audit, we are prepared to discuss any modifications that the City Manager believes necessary. A significant cost factor for this
review is the number of interviews proposed. As an option, the Town might consider the use of more limited individual interviews and group discussions such as focus groups to reduce
consultant time requirements. Having the Town reproduce materials as much as possible can also minimize printing costs A specific work plan will be prepared for any additional services
beyond the scope of this project and submitted to the Town for approval prior to commencing any work. Provided by The Waters Consulting Group, Inc. Page 11 January 11, 2001
( Town of Addison Descrilltion Of Similar Projects ( Proposed Work Plan Public Works Department Proposed Performance Review City of Duncanville, TX Police Department City of McKinney,
TX Police Department City of Garland, TX Fire Department Chris Hartung has conducted organizational reviews and assessments for a number of organizations. Related projects include the
following: (214) 653-7650 CONTACT: Dan Savage, Former City Manager This organizational assessment involved interviews with all members ofthe department individually or in focus groups
to determine the level of satisfaction of department personnel with a number of management and operational issues. A report summarizing the results of the interviews was prepared for
the City Manager. (972) 529-1325 CONTACT: Don Paschal, Fonner City Manager Chris Hartung conducted individual and focus group discussions to gather information about employee concerns
and morale for this police organization that was undergoing a change in the Chiefs position. The situation and issues involved sounded very similar to those being voiced by members of
the Lancaster Department. A report was prepared for the City Manager that guided him in the selection ofthe next Police Chief. (972) 221-2111 CONTACT: Denny Wheat, Current Interim City
Manager, Lancaster The consultant conducted an organizational assessment as a transition study that was part of the recruitment of a new Chiefofthe Fire Department. Provided by The Waters
Consulting Group, Inc. Page 12 January n, 2001
( Town of Addison Other Related Assignments Proposed Work Plan Public Works Department Proposed Performance Review City of Mesquite, TX Fire Department (972) 216-6403 CONTACT: Jess Moore,
Deputy Fire Chief This project involved assistance to the Mesquite Fire Department Fire Prevention Division. The assignment was to analyze the division's staffing and manpower scheduling.
It resulted in the development of a set ofresults-oriented perfonnance measmes for the division. Employee Focus Group Discussions Chris Hartung has also conducted employee focus group
exercises as a part ofan organizational assessment for the following cities: • City ofDuncanville---entire city organization • City ofMcKinney---entire city organization • City of Sugar
Land-entire city organization Provided by The Waters Consulting Group,Inc. Page 14 January 11,2001