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HomeMy WebLinkAbout05-1978 S } I rf louche Rose a. May 31, 1978 i i Mr, Chris Hartung City Manager / City of Denton 1 515 E. McKinney Street Denton, Texas 76201 Dear Mr, Hartung3 1 Enolosed is our report on the Management Study of the City Water and Bower ;Department, Our report discusses both the strengths and weaknesses discovered in our analyses of the'utili- ties organization, tinances, and operations, The findnge, rnnclu- sires, and recommendations reflect the individual and interactive assessment and judgement of the staff and project management of ' Touche Rose & Co. 1 ;rry We appreciate the assigtanee and cooperation of the 'City staff during the study.; In partioular, we compliment the Depart- ment of Utilities and the Steering Committee for the constructive, iopen, and competent manner in which they have contributed to this study, In mentioning the assistance given by the City staff, we would be remiss if we did not give special acknowledgement to the project coordinator, gob riorini, Throughout the, project Bob demonstrated a sincere concern to learn and ulzderatand;our process- " es for analyses and to identify areas of possible improvements. We 1 compliment his ambition to become involved in the study and his patience in learning the methods and techniques utilized throughout fi the project.; ' If you have any questions regarding this report, please p contact Vince Cali at 214/741-35534 „J Very truly yours, d mOUCHS ROSS & CO, t 1 i .Y, 200t SnYAN TOWF11 • suitr 2400. OAI.LAV,. Tt:XAS 16901 (214) 741.9583 ` TABLE OF CONTENTS Page XMANAGEMENT SUMMARY IX ~ ORGANIZATION' ANALY US, A through H 7 II1. FINANCIAL ANALYSIS 21 XV* OPERATIONS ANALYSIS 38 V, IMPLMENTATION PLANS 47 APPENDICES 53 i I I I , I { I f = f 1 1 j _MANAGEMENT SUMMARY Stud +L Ob octiyo `The objective of the Management Study of the City of Water and sewer operations was to conduct an independent revr)eevniteown ew of i tho effectiveness and efficiency of the Utility, The focused on three primary functional areas: Organization, Opera- tionse and Finance. Study Approach ice' I To develop our findings and support our recommendations we utilized five techniques of data collection and'analysisi y ster iews- A significant aspiet of a management stud y and understand the attitudes and peroep- m tdons of staff at all levels. To accomplish this, we conducted interviews, both formal, and informale at both - - the operating management. level and the staff level, l, Obsarv tic's The methods and man to delegate, execute procedures used b manage y were analyzed by observing typicalrworktroutines. Obties i vatians were made of oonatruotion and maintenance aotivi- ties in the field and at t well as of the meter re air he Water and Sewer Plants as p procedures. In addition to observing work routines, we observed` f Styles and effeotiven,,as of management in handling their formal daily assignments, in particular, we i ~ g the athit were observ- odes and reactions of staff to directions ;.I and delegation from management and supervisory personnel, ~ Tests - ~ In oertain situations we were able to test the T 'oemation collected from prior interviews, exam 7.e, management express6 sts d a concern of certain costs whic 'are allocated to the Water, and Sewer Utility from other 'City departments. Using the Purchasing Department as an example, we tested the basis for alluoating costs to the Water and Sewer Department. Out conclusions supported the concern of the Water and Sewer management, Tests were also conducted to support the conclus maintenance charges from the City MotoroPool, Again, testing budgetary data we found the observations of the Water and Sewer management to f9 validd M I ~.i Re sews w We reviewed data► statistical and financial, in order to gather at understanding of paste present, and future operating and financial conditions, Some of these data were developed info summaries of financial data, Mw such as balance shoots, sources and uses of funds, and income statements. I l ~ehcusCa To provide assistance in evaluating the compensation levels of major job categories in the Water and Sewer Department, we reviewed and developed comparative compensation data, Further reviews were made to analyze the impact of construction projects on departmental operations. uestionnaires In order to gather an understanding of the perceptions and viewpoint of the City Council and public Utilities Board, questionnaires were sent to all y members. (See Appendix `A.) The questionnt -.'e provided an objective and direct means of expr.essic 'concerning select areas of the Water and Sewer operations, Responses did not require Council Member or Board Member i y identity since we were not interested in particular member responses but in the reactions of the Council and Board as 'a group. Summary of Recommendations { ! summarized below are the major recommendations for the three arena included in the Management Study. Supporting detail for the recommendations is included in the individual sections of the ! report. t ! A. Organization Analysis Exhibit I-l and Exhibit I-2 depict the cur,:ent and proposed organization structures, respectively. A review of both of these exhibits will assist in the assessm:-ht of the following recommendations related to the City organizations - - A technical support group should be created to assist the Director of Utilities and the Dater and Sewer Superinten- dent to address the techn';sl issues related to Water and ...I sewer operations. Two staff positions should be 'transferred from the Community Development Department to the Water and Sewer Department. These positions are now supporting the Water and Sewer operational however, their physical location in ! community Development causes lost time and coordination problems. A central maintenance pool should be created to improve the productivity and better support the maintenance needs' of the Water and Sewer Plants. An assistant superintendent should be hired for the 'Water Production Plant to provide adequate supervisory csoverage, - The senior engineer in the Water Distribution/Sewage COiIection Department' should be transferred to the Dirfdtor of Utilities Office to devote full time to map mai itenance and preparation. 2 4 'Jo~+c/~ef~s£sCu f ~3 The City should phase out or minimize its involvement; In construction projects. Major construction efforts should Minor projects may be be performed on. a bid basis. performed by Water Distribution/sewage collection if the manpower resources are available. The current cost allocation procedures should be reviewed i by the Finance Department to assure. reasonableness and equity in application to all departments. To improve the effectiveness and eff ho en y initia Data Processing operations, the City s an - indepth review of the Data Processing Operation to assess the opportunities available for improvement.' Be ri+sancial Analysis i for TO tChtrfrove the City's overall financial capabili should planning, budgeting o and f financing r the City a develop a treasury function in the Finance Department as presoribed by the City Charter. + The Metter reading cycle should be changed to assure a timely billing and collection routine. The City should adopt a policy to eliminate the Inter- l' departmental accounts payj~ble. I The City should adopt a policy to set rates sufficient to provide a bg return : on investment:. Transfers to the E . , General Fund should not be made unless the net income and cash 'flow are sufficient to do so without impairing the utility operations. The budgeting prooess should be expanded and refined to include anual sources of an uses of items such asgrevenues, powers ; monthly budge g f and maintenance expenses. should undertake an extensive review of the The City o reporting systems, and internal controls ntrols procedures, of the entire Pinanco Departments The study objec=tives should and include ponsibilitieso inhthe rFinance policies, needs, eared towards ; ' bepaztment. The review should be g , clarifioat.ion, simplification, and overall improvement of reporting and control functions. ; C, OperatAnal s s , E » All ground maintenance responsibilities should be trans- ferred to athe Parks vailable andRecreation imaintenancenneedsinofethe the time > Water and Sewer Plants, 4 i... a r t:. i l '.,4'<y ae. :fit aiF 3 To assure that the City is properly billing and oollect- M" ing for water and Sewer services, the City should have ail. precision equipment and measuring app sionally calibrate(l. The Pieter repair staff should bn increased to permit the orderly continuation of a meter change-out program and permit staf f to repair more meters rather than purchasing new ones. i The Water pxstribution/Sewaile Collection Department should develop a formal work scheduling and Job dispatch- ing system to improve operating efficiency. - L) 'implementation Plannin Section `V of this report contains plans for implementing specifio recommendations. Many of the recomm©ndations developed from the study involve changes in policies, f ! procedures# and staffing and can be implemented by City I staff with no outside assistance. However, those recom- mendations inoluded in Section V do require detail planning and implementation assistance. These recommen- dations have been converted to specific tasks and respon- sibilities to allow for an orderly, and suaoessful implementation. If the City chooses to revise the partially implement these recommendations, implementation plans should be modified accordingly, I LI i E ~ j :1 l ~ f 4 y;,~ 'idCq' ' ~j ` ~ 1"ti 1 i 1 r) t t" 5 4 i ~ ~ n~ x ~ i_, N , ~ r~~ i ~ ~ i i ~ ~ ~ ~ ~ ~ ~ r, o ~ ~ i ! ~ ~ f ~ i ~ Q ~ ro ~ W ~ ~ i i i Aries I IhKy/ ~ ' ~ ~ I ° i ~ , . i; Yet a~giu~a ~ i ...,..,..,,E rR~Tff s :h,..~ ~ x;., i3 t : a. ihs i ~ 1 ` 9 r~ { ~ j ~ ~ y~{{ i ~ a i. H ~ s r ~ ~ ~ i 1 ~ ~ ~ ` ~ ~I 4 ~ ~ w , i C), C I ~ ~ ~ ! ~ ~ I ; ~ x ~ L~ ' _ i"1 ~.i ~ M~ ~ d ~ ~ ~ s ~ ~ ~ ~ 4d a ~ ~ ~ f h I ~ ~ ~ r.. ~ , `~r ~ ~ ~ ~ I ~ ~ ~ t-I aT4t4kr~ ~ ` 1~ s M . 'k~aclu,Nass~C'u , II. ORGANT2ATTON ANALYSIS Introduction The Waiter and Sewer Department is atruotured into three distinct functional units] Sewage Treatment, Water production, and Water Distribution/sewage Collection, The three units have a formal reporting responsibility to the Water and Sewer Suporinten- dent. The Water and Sewer Superintendent is supported by 'a secretary, a chemist, and a laboratory assistant. The formal organizational structure requires the Water and Sewer' Superintendent to report to the Director of Utilities. The .~1 Director of Utilities has the responsiblity to maintain and operate the Water, Sewer, and Electric utilities, Yn addition, the f Director of Utilities f Manager and Public Utilitiesa Board or Vallr issues relatinghtoCthe { maintenance and technical operation of the utilities. The Public Utilities Board is comprised of five Hoard ~i members appointed by the City Council The „ ~ primary functions of . E the Board are to serve the Department of Ut lities as a consulting, advisory, and supervisory body." Both the City Manager and the Director of Util.+, tries are ex-officio members of the Board j but do not have a vote on ar+~- issue. They do, however, rovide 't Hoard with assistance and consultation when necessary, p he The Public Utilities Board recommends action to be taken on specific issues. to the City Council* The City Council then votes on j these issues which finalizes the process. Documented on the following pages are the findings, conolu- Mons, and recommendations concerning each organizational entity as it relates to the water and Sewer Department. assessment has been developed of thinterrelationship t of the 's general support services to the Water and Sewer Department, Findings and Recammendat',innn A, C ty Council and P+bli-„g Utilities Board j Findings J - The City Council perceives its responsibility with regard to the Water and Sewer Department to be concerned with broad issues such as policy setting, planning, rates, and service levels The City Council relies on the Public Utilities Board to assess and review all Water and Sewer policies, prone- dures, and financial and technical matters. The City Council adequately recognizes the responsibil- ` hies and authority of the City Manager and the Director of utilities to assure the efficient and effective functioning of the Water and Sewer operation, e The Public Utilities Board has a total of over 50 years , of service and is represented by members who have broad experience as businessmen, professionals, and educators. The Public Utilities Board recognizes its responsibil- ities to the City to assist in the planning and policy The Hoard development of the Water and Sewer operations feels that it can adequately address most technical and financial issues, and when needed it has access to expertise for assistance. - The Board is positioned such that it is properly aligned, from a responsibility standpoint, with the City Council .f and City Manager. The current organizational structure provides the City with sufficient checks and balances on all decisions involving utility matters. The Board considers the immediate' challenge for the Water I and Sewer operations to improve the financial health of the utility, future challenges will invFkve the expan- sion of the system, the maintenance of 01& system, and i the setting of adequate rates to support operations and required financing. Rocommendationss The City Council, not having the essential technical and #.r financial experience# effectively utilizes the services of the City Manager and Director of Utilities for xF• asoiotance in evaluation of Water and Sewer iscuoss this ' practice should be continued. The City Council appears to have an effective workings ! relationship with the Public Utilities Board# Board's many years_ of experience provides a strong E confidence factor to the Council's actions involving Water and Sewer issues. We recommend this relationship i be continued. We consider the long tenure of the Public Utilities Board to be a valuable asset for the determination of operating Y policies for the Water and Sewer operation, We conclude that the City's appointment and'lengto length 'of term policeea for the public Utility Board are p p pp ,.a better environment for publia monitoring of the City's utillities In this regard the current policies should be maintained The mix of experience and background of the Public Utilities Board is adoquute. Efforts should be made by the City Council when appointing new Board members background to 1 experience assure that a proper mix of l continues to be represented on the Board. 8 9 it `I~OtIC~ie~pSSttiCA B. Cit Kann er Findingsr , - The City Manager is relativ in the ely new at his position and is relationship process of developing, a professional. working with the Director of Utilities, who has been Unders with the City for eleven months. City Manager has concentrated his ek ortst on athe+ high priority issues involving the Water and Sewer operations, specifically the financial problems, He has therefore relied on the Director of Utilities ud ment vet and make l g o 0 deals se ions affecting technical areas, e T who is he City Manager relies on the Assistant City Manager, Utilityresponsible for finances, and on the Director' es to provide advice and guidance on financialand operational issues related to the Wacer and Sewer Depart- ments He appears to have adequate knowledge to render ' y confident decisions on various technical and financial issues impacting the Utility. The -channels of communication between the City Manager and the City Council and Public Utilities Board are, for I i a the most part► informal, This arrangement appears to be effective and has contributed; to a sound working rely tionship between all parties without major communication or coordination obstructions. i r'+ The City Manager earnestly attempts to participate in all public Utilities Board meetin s but scheduling conflicts may occur, ~In additunderblyl i.on,s theacit staff is represented by the Assistant City Manager and the Director of Utilities at all meetings, Recommendations: - The City Mana~ler is satisfactorily fulfilling his respon- sibilities in assuring that the citizens; receive reliable and dependable Water and Sewer aervice# 1 He is ,focusing his efforts on the financial problems of the Utility, which have their roots in a time period preceding his appointment, The City Manager's concerns are valid, and we recommend continued focus on the Utility's financial problems - The City Managers efforts to financially improve the Water and Sewer operations have a positive direationo He has displayed a dedicated interest in the Managgement and Rate Study and is determined to implement @easible recom- mendations to effect improvement where needed, suggest that this emphasis be maintained to realize the moat productive impacts from the study. 9 . r A r - ~ 'lotKl~el?rzss~Cra r C. Director of Utilities irindinga+ The Director of Utilities assumed his position approxi- mately eleven months ago. tie has Lin adequato technical understanding of, the Water and Sewer operation albeit his background is focused in the electric utility area. The Director of Utilities appears to be an effective administrator and has a sincere interest in developng'a practical' understanding of the financial aapeots (rates# cost of service, eta.`) of the Water and Se -,or operation, To enhance his financial and administrative ability, he is working toward a Master of Susin^qs Administration l degree A significant amount of time "putting out fires" has been i spent by the Director of Utilities since his appointment'. Many of these problems have developed due ho financial j diffioulties in both the Electric and Water and Sower Departments. He has received neither 'adequate support nor sufficient guidance from the Finance bepartmcnr, (Specific issues are addressed ).n`the Financial Analysis Section,) As a result he has relied heavily on his Water ( and Sewer' Superintendent to bear the maintenance and i ~r! operational responsibilities of the Utility j - The span of control of the Director of Utilities is j adequate with the Water and Sewer Superintendent provid- ing a management buffer to the operations of the three f functional units, However, there is a canspicious absence of technical support required to address the basic and complicated technical operating issues. In i s particular, the Water and Sewer Department is without a degreed ezsgineerl therefore, there is no one to provide 1 ' an engineering perspective' of expertise on operating problems requirements, and maintenance an i ; The uieeotor of Utilities 'has been and continues to be f burdened with aotiviries which do not directly relate to j'rI operating the City's utilities, Some of the activities falling into this category area _ Assuming a directorship in the Texas Municipal Power Agency ; 7 a Reviewing extarnal financing analyses preparing long-range financial projections and r budgets i - The Director has relied upon the Water and Sower Superin- tendent to establish an effective communication channel to staff and to the Director's Office, but this has not I been totally successful, Furthpemore, schedule conflicts and proooaupations have forced the Director o'; Utilities to cancel staff meetings periodically, 10 a ' a ?a~1ae1?us:seCja - The Director of Utilities has an informal reporting relationship, with the City Manager. This arrangement has beeneffective and expedites actions relative to Water and Sewer matters. - The Director of Utilities has an effective communication and coordinating relationship with the Public Utilities Board. He understands their informational needs and interprets their decisions and recommendations well from a technical point of view. i Recommendations: We recommend that an organizati6nal entity be formed to facilitate the technical support needs required by the Director of Utilities. Establishing this entity will necessitate the transfer of technical support ppersonnel from the Community Development Department and the Senior ( Engineer from Water Distribution/Sewage Collection E_ Department, Also, a new position of engineer should be created to provide the Water and Sewer op,.vation with 'a ' bona fide engineering capabilityo anizationally, the technical support group should be Or g a f positioned as follows Director of Utilities F Ij Technical Support Group Water Ld Sewer Superintendent r f L'j We recommend that the Director of Utilities allocate sufficient time to field operations and stuff relations, r, To allow for this, efforts should be made to properly align responsibilities between the finance Department and the Utilities` Department, In addition, the Director should consider delegating, as is feasVIe many of the technical tasks, meetings, And routine administrative assignments, This can be facilitated by the development of the technical support group. i - We recommend that the Director of Utilities reinstitute staff meetings, These meetings should have the following format , Conducted at least twice per month 1 Held, at one of the field facilities f Encourage open expression from all levels of manage- m@lZ t i dive specific reporting responsibilities to various individuals to promote an atmosphere of productive dialogue 1 + li t ar-4t.,, '1buclx.Racs~CQ The objectives of the staff meanings should be to bridge all communication gaps and to clarify and reinforce operating goals. D. dater and Sewer Superintendent Findingsr - The Water and Sewer Superintendent is a tenured and dedi- cated employee of the City. He has over 32 years' service to the city of Denton. r Through his many years of service to the City, the Water and Sewer Superintendent enjoys an informal working and reporting relationship with other City departments. This. arrangement has worked to the benefit of the Water and I Sewer Department. The Water and Sewer Superintendent is sensitive to the I concerns of the ratepayers and effectively delegates maintenance assignments to satisfy their deeds. The Water and Sewer Superintendent does not have the j teahnimil expertise, nor is it available to him, to address and consider technical problems that may confront the Water Production and Sewer Treatment areas, As a rf result, effective communication and understanding of technical porblems have been compromised. - The Water and Sewer Superintendent occasionally exper- ienoes coordination problems with the Community Develop- meet Department when its support is required on Water or i Sewer projects, Currently, the Community Development Department estimates that two equivalent persons support the water and Sewer Department. With a ste6ng background in maintenance and construction, the Water and Sewer Superintendent communicates expep- tiorially well - with the Water Distribution/Sewage Collection areas. He can analyze them: problems effectively and reacts quickly to initiate corrective measures when needed. _I Recommendations: As recommended in the Director of Utilities section, we recommend the addition of an engineer to the Water and Sewer Department. This position would particularly bene- fit the Water and Sewer Superintendent in analyzing and identifying engineering problems in Water Production and Sewage Treatment. As Indicated in the Director of Utilities section, we i recommend that two staff positions be transferred from the Community Development Department to Water and Sewer E 12 Ago" U operations. Currently, the Water and Sewer Superinten- dent mustattempt to penetrate the Community Development organizational boundary to request frequent `technical support for Water and Sewer projects, Understandably, Community Development has its own_priorIties, schedules, and operational 'routines that do not coincide with the Water; and Sewer operation. Therefore, coordination i problems develop affecting scheduling, service, and morale, With the transfer of the required staff from Community Development, these problems can be reduced, if ti not eliminated. E• Water Production Findings: - The Water Production operation is organized into two I functional areas: Maintenance and Operations. A mainte- nance staff of a foreman and three maintenenaoe personnel j support the Water Production maintenance needs. Five I operators and three apprentice operators,cart,!r out the operating responsibilities of the plant. All staff report to the Water Production Superintendent as f indicated below: 1 Water Production j Superintendent i Maintenance Operations 1 Foreman 5 Operators 3 Maintenance Personnel 3 Apprentice Operators All reporting relationships are informal and there appears to be e£feotive communication between the opera- tonsa and maintenance personnel and the Superintendent. - Where is no electrician to satisfy electrical maintenance and repair needs in the water; plant, Currently, the maintenance foreman is attempting to handle' these projects; however, this has only satisfied minimum needs, Located in the Water Production Plant is the laboratory# staffed; with a chemist and lab assistant who report the Water and Sewer Superintendont, The chemist is to dedicated and tenured employee of the City and the lab j assistant is qualified and competent, Over the years the chemist has gradually asgumed various 4i operating prerogatives that appear to infringe upon the responsibilities of the Water Production Superintendento ~ This situation has caused tencians to surface and morale l I and communication problems to develop among all staff working .in the plant. t 13 ( J Y}?S+ia3..1 (fj~ ('..tiel Jayyy~ i UJieRvss&Ga - The maintenance foreman will be retiring The one year an been ht. maintenan a, replacement. has nrofi cientoand competent, and no one foreman is extremely p also has been trained to understand or perform his many duties. - During 1977r the maintenance staff had experienced ten turnovers, or a rate in excess of 300%, This situation resulted in the maintenance foreman spending inordinate amount of time on training. € The Water Production Plant is the only operation within % the Water an Sewer Department aharesuls not hav an a superintendent. and overage , coverage is lessthan 248, the lowest in the water Sewer Department. M' Reoommendationst t r The Water Production operation should be reorganized to eliminate the maintenance function as a separate entity* in its place we suggest establishing a central mainte- nanoe pools `which would include an electrician, would service tion canh be implemented inetwoQways► Plants. This recommends Establish a permanent position of senior thischanitior foreman at each facility and support I Li ' with the maintenance 'pool. Do not have any permanent maintenance personnel at j either facility and rely solely on the maintenance pool. The operational and organizational responsibilities. of 1 r the chbeireemphasized. W his should be doneupin anmeeting IJ should anderthe with Lie DWa eror Productioneg8uperirtend nSewer Chemihemi st r The result of the, meeting should be a profes- sional understanding as to responsibilities, authority, ; and aaoountability. r as assistant;a dies nmorea fshould y bthroughout the sreaWad the suosruory on opdratian. Thege duties should: involve l ~rodua tier training, identifying maintenance requiremsnts# and fulfilling reporting and administrative requirements. i s vJ j 14 ' _ _ ( I.r. d~~, .i.,as-1 (''•7, trl{i:2._r .b•('an~'((ti q tFr>.;b~4 J IDIIC~tC IZO~S f~ C[x ~ F. Sewage Treatment Findings: The Sewage Treatment operation is organized intu two separate functional' areass Maintenance and 0 orations. The Sewage Treatment Superintendent has reporting to him an assistant superintendent. The maintenance area consists of a maintenance foreman, a lift station operator, and five maintenance personnel. - The operation areas contain six operators and two apprentice operators. The Sewago Treatment organization is diagrammed belowt Sewage Treatment Superintendent Assistant Superintendent Maintenance foreman ! k Maintenance Operations I , 3 Senior LiftlSta. Mechanic 6 operators 4 Maintenance Personnel 2 Apprentice Operators All reporting relationships are informal, and communica- tion and coordination among both the maintenance and operations areas are effective. A The Assistant Superintendent was formerly the (;swage w Treatment Superintendent. However, operational pressures and technical and personnel responsibilities i compromised his effeotiveness Consequently, he was repositioned to the Assistant superintendent level, To cospehsate, a person was transferred from the Water , Distribution/Sewage Collection area to become the gewage Treatment Superintendent. Nevertheiesa, difficulties still exist with this arrangement and create management I problems at the plant4 it should be acknowledged, ry however, that the Assistant Superintendent has extensive toohnioal knowledge and operational understanding of the Sewage Treatment facility. W The maintenance staff had a personnel turnover of approx- imately 1008 in 1077, Noncompetitive compensation and the lack of upward mobility appear to have been the main factors for the turnover4 t 15 . s j elf, f Recommendations - All line responsibilities and duties should be removed from the Assistant superintendent. We suggest position- ing-this individual in a staff position to utilize his extensive technical and operational knowledge. As recommended in the Water Treatment area, we suggest centralizing the maintenance function and eliminating the maintenance organizational entity In the Sewage Treatment Plant, The maintenance pool concept is again offered as an alternative to offset the turnover problem among maintenance personnel. Tn addition, it will give the l maintenance staff an opportunity to become familiar with Water and Speer operations and make them eligible for certification in both areas -ti G. Kaater Distribution/Sewage Collection Findingst - The Water Distribution/sewage Collection operation is the largest within the Water - and Sewer Department. Struoturally, the area is organized into four functional unitsr I i I Maintenance - The maintenan.ce unit is supervised by a r foreman and three crew 'chiefs. Reporting to them are i seven equipment operators and five maintenance l personnel with coverage 24 hours a day, Seven days a week. i Construction - The construction unit is supervised by a foreman and crew chief and consists of three equip- went operators and two maintenance personnel, Normally this is an eight hours a day, five `days a - week operation, Tapping -The tapping unit is supervised by a foreman who has reporting to him one equipment operator and four maintenance personnel. Normally, this operation is eight hours a day,: five days a week. Meter 'Repair - The meter repair shop is supervised by a meter repair foreman who has two meter repairmen working for him. This Is an eight hours a day, five days a week operation. -err I Vl 7ouc'l~Itc~'s~~Ca - The Water Distribution/Sewage Collection area also has a eninbeloweer tdir heeorganixatio alstructurenof The g the areas 3 Water Distribution Sewage Collection Superintendent 1 Senior Engineer Assistant Superintendent 3 Maintenance Construction Tapping Meter~Repairs 1 Foreman L Foreman 1 rohman 1 Foreman ~r 3 Crew Chiefs 1 Crew Chief 1 Equipment 2 Repairmen j operator q equipment 3 Equipment 4 Maintenance operators operators personnel 5 Maintenance 2 maintenance personnel PorsonneL 1►X1 reporting relationships are informal, and communioa- , { Lion, and coordination between all areas within Mater ear to be effective. J Distribution/Sewage Collection appear The senior Engineer is frequently used for other duties aside from mapping responsibilities due to construction pressures and turnover problems The turnover among laborers and equipment roblemsrewere t nearly, 200% in 19'77* Primarily, related to compensation and the excessive amounts of overtime due to construction activities.` Recommendations t The Senior zngineer should be transferred from the Water r Distribution/sewage Collection it too the give for ded i :of technical suppose group reporting utilities will be iablegaoidevoteaal~ltof hit time tonhis ~ 1~nggineer uti mary duties of maintenance and development of system ~ maps, which now have a significant backlog. should phase out, or at least minimizer ; The 'City pongtruction efforts in the Water Distribution/tewage i L) Collection area. The high turnover, long 78i have bitious aonstruotion undertakings during 197-9 ped 17 c enormous pressures on the supervision to keep morale from faltering due to excessive overtime requirements of experienced and tenured maintenance and construction staff. s. 8up22rt Services Findingss A limited test was performed to determine the approximate accuracy of cost allocation charges from support service areas to the Water and Sewer Department. The Purchasing Department was chosen as the test unit because of the 1 availability of volume data and the uncomplicated j analysis possibilities. E Por the calender year 1977, purchase order volume for every other month was collected from the Purchasing Department reports. For the same period, the volume of orders d by the Water and Sewer purchase prepare 1 Department, and the Bleotric Department were compiled, i The results are indicated below: Total Purchase i } Orders Processed Total Purchase i By the Purchasing Orders Pre ared Department 6 S Electric Total -.a 1776 153 156 309 8.66 8.8% 17.46 The 1977-1978 budgoted transfers from the Purchasing' a Department to other operating areas was $42,124. Of this f~! amount 50%, or $210621 was allocated to the Utilities j Department. The $21,062 allonation was divided as followsi F Electric 0758 or $15,797 i mater and sewer 0258 or $5,268 These allocations are apparently based on dollar volume l of purdhases, riot on activity. If an activity factor j were used instead, the allocations would be r' $42,124 017,48 n $7,30 ; Electric 051a or $3,739 Water and Sewer ®499 or $3491 It is apparent that the cost allocation techniques now used are riot the most equitable, Even though the test tI concerned only one area, interviews indicated that esti- states were used in many areas to develop the cost allo- cation charges; and the estimates in many cases appear to I need adjustment. s 18 S( I-V } r' 3 I? E~ .i ?j _ 'kiacltef?ruse~Ca - The City Motor Pool charges the Water and'Sewer "Depart- Mont a 15$ "gratuity" on all maintenanceand service. Their charge for routine services (tire Changes, minor engine adjustments) appears to be excessive. To illu- strate the impact of these charges, the increase in actual ,1975-1976 Water and Sewer Department budget expenditure for the City Motor Pool maintenance, compared to the budgeted amount in 1977-1978, was $17,193. The increase in fixed assets, equipment, and vehicles was only $3$50 for the same period. In other words, the i Water and Sewer Department increased its equipment and maintenance stock by a small amount but had to increase its maintenance budget substantially to allow for the " anticipated City Motor Pool maintenance charges, - There is considerable difficulty with coordination and support from the Finance' Department to the Water and Sewer Department. This issue is explained in detail in f i the Financial Analysis Section. - The Data Processing operation does not adequately support the informational requirements of the Water and Sewer f Department, in particulars there are neither customer consume:ion analyses nor historical financial data to assist in evaluation and design of rates. Also, the Data Processing operation has an approximate two-year `backlog f in programming and system` enhancement projects. JJ 1 - The Personnel Department has little contact with the Water and Sewer Department other than referring !J prospective employees to particular areas, The excessive turnover- rate and the problem of finding qualified personnel should provide the initiative for both the ~Mi Personnel. Department and the Water and lower Department LJ to work more closely togethere For ex Ample, the Water and Sewer Department is not reviewing exit interview reports. Recommendations ~1 - The Finance Department should initiate a progra}ri to evaluate cost allocation charges affecting the utility operations. The objective of this program should be the development of an equitable and reasonable system to allocate; support service charges to the Utility operations. The City should initiate a detailed review of the Data t.. processing operation. The unreasonable bhoklog,levels and the inadequate reporting and information now being provided warrant a professional assessment of the 'entire operation. in addition, we feel that the City is somewhat vulnerable from a staffing viewpoint with only three professionals involved in the operation. Turnover in any position would present severe supervisory and techr;ical problems, 19 i i . The Director of Utilities and the City Motor pool manage- went and public Works Director should reevaluate the - system of Motor Pool Service charges to the utilities. Consideration should be given to the Utility operation's needs and to a more realistic schedule of charges for routine motor pool maintenance services. The Personnel Director and the Water and Sewer Superin- tendent and Director of Utilit0a should develop a plan to assist in the acquisition of qualified' personnel. In addt.tion, efforts should be'mado by all parties to restructure salary grades in those; categories of high ~J turnover. Furthermore, the Water and Sewer Department should, receive a copy of all exit interview repports, and the Superintendent in question should respond in writing to the Director of Utilities as to the employee's evalua- tion,and comments concerning employment in the Water and Sewer Department. !1 j r~! 1 i i 20 x. i V,14" .ri(1•:i~•H..✓i .l:nr , r s. Jt •'ti) t reel . i r;, +7 . ~kkv7 . 9 ♦J;Jd 4 ~OINJ~ChOSSt~CCI III. FINANCIAL ANALYSTS Introduction organizationally, the Finance Department is divided into three areas: Accounting, Customer Services, and Purchasing. The Director of Finance, with overall supervision of and responsibility for the Department, reports to tho Assistant City Manager, as shown on Exhibit 11I-1. i Typically the financial function includes the following { areas; which do not necessarily require a uniquN section within the f department: - Accounting - maintenance of general account ledgers and l ) subledgers, cash receipts, and disbursements Treasury - analysis and control of sources and uses of ,..1 funds Budgeting roreoast of revenues, expenses, and capital ti I expenditures and related funding requirements i Analysis regular examination and explanation of I ; variances from budget, and special projects in support of F the above areas internal Audit - verification of accounting entries and treasury transactions The City Charter specifies both an accounting and treasury function within the Department, wihh the tasks by each of the other e~ three functional areas assigned to either O)e Finance Director or Accounting Manager, The Finance Department is responsible for perforMing these :tasks for all City departments, including the Add i- Water and Sewer Department within the Utilities Division. tionall.y, the Department includes the Division of Taxation] this ' area has no reiatinita.chip with the Dater and Sewer Department and is not addressed heroi-o. Customer Services, a section within Finanoe that uniquely serves the Utilities Division, includes meter reading, customer billing (coordinated with Data Processing) , payment receipt, and customer relations, _j gindinae and Recommendations ' A. Financir~i anaeemenx Findings: Recently, the The City does not have a City Treasurer. M~ Director of Finanoe resignod. prior to his resignation, 2l ~a .1. . • .=1d .r.1 _ h.' ~ .t. .iJ ii! ia1--, rNCeL4'. s, -10 fa k6tt apt p IViKI t lKl~ £4 C17t . the duties assigned within the Charter to this City officer had been assumed and performed by the Director of Finance. However, the Director had not boon directly involved in bond issuance activities. The Public Utilities Board has not submitted five-year capital improvements budgets to the planning and Zoning Camsnission as required by Section 12,08 (e) of the Charter. The first such budget was being developed by the Water and Sewer Department during this study. i The qualifications and compensation levels for the _ r position of Director of Finance do not appear to be - commensurate with the level of responsibility inherent in R the position. i f The Department of Finance: operates within the broad { r definition of its responsibilities contained in the Chanters >however, there are no written 'procedures 1 -7 documenting the prescribed manner in which the ' I responsEAlities will be perfor,aed, The lack;of'written procedures makes orosa-training, task transfer, and temporary or permanent replacement of personnel extremely diffioult, Job descriptions do not contain sufficient f relevant information, such as spepifio duties performed, and the frequency and amount of time required by each, i Control of changes, and corrections to utility customer ; billings is inadequate. The computer--stored$ customer f history fides have a 'control mechanism in the program 1 which does not permit changes or corrections in historieal'dol,lar amounts that are not accompanied by and consistent with changes or corrections in uspge, and vice P-1 i versa. Such a.oontrol is lacking in the our.*ent master file (monthly customer billing fil.e)s Current dollar or consumption amount changes will be accepted by the master file "without an Associated'aonsumption.or dollar change. k..1 Since the current master file is tradsforred'monthly to the customor historical', file without correction of any such discrepancies or. inconsistencies, the historical file will be inaccurate for customer accounts changed when in master file status. Additionally, Customer Services initiates changes or corrections to customer billing records without either subsequent review outside of 'the section or written explanation of why the change, was required. t~ - The Motor Pool Fund and the Motor Pool Operation are not described or specifically provided for in the City Charter or Code$ Where are no wr'itten' procedures governing the operations of either activity. ~R 22 RJ , k'f~IASStxQ.! The Department of Financc has provided insufficient financial support to the Water and Sewer 'Department,' as indicated byt No -analyses of variances from budget performed nor explanations required, which have contributed to the deterioration of the Water and Sewer Department financial condition, No assistance provided in the`budgeting "process, The Finance Department was unaware that the water and Sewer Department was developing five-year operating and capital budgets and therefore provided no guidance ! or critical analysis to the process. budgeted to Annual revenues have `historically been without critical equal budgeted expenditures, j i analysis of customer growth and usage projections. E w1 No involvement in the bond issuance process, ~ f Vague understanding ..between ` the Departments of how transactions affect the Water and Sewer Department's ! financial position. A general approach of reaoting to major problems or f 1 issues, without attempting to anticipate and resolve } `potential problems, ! j certain nondepartmental charges, such as engineering expenses` related to capital projects, are not fully recorded on work orders and, therefore, are not capitalized. Meter reading vtcries from 10 to 20 workdays behind scheduler 'exulting - in loss of cash flow, customer grievances, irregular billing cycles, revenue and expense °1 matching disCrepancier, inaccurate historical consump- t16n patterns, and 'morale problems within the section. During 1977 meter readers averaged 175 meters read per hour. At this level of productivity, five full time employees would be required to complete a monthly cycle. At present, nine positions are budgeted. The historical financial decisions made by the City Council, City' Administration, Water and Sewer Administra- tion, and the Finance Director were neither effective nor a timely, resulting in the deterioration of the financial position of the Water and Sewer operation, as discussed i in the following section. , 23 , 5~ 4Y,a1'l Cva'~Yr F T ;'1113JL51 1 ]nlIC1lL' f Z~s t~ ~ ; RecommendationsI r and Director of Finance ial p The City'councilo City the Mana9erchanges in the financurren an and, Sewer Department tunder c Should monitor closely hat futuretrate tion of he water We further recommend considera- he projected pzoposed rates. s on t increase`praposals be evaluated with thorough Erom the lack of tion of explicitly defused impact tion that would result financial p osi timely rate relief. ement study of the W,,recommend that an extensive '"anmhe results following rtaken. ,illance Department be unde severa would expressly address artmen se other than study relate to dep recommendations as they city Water and sewers to staffing the be given erienae will be Con sideratiogition uwith aperson whose exp ( ~zeasurer position of whoever is selected as y xpein expr- ~ zE a Director With Little treasury compatible rinanaewith experience 00 , an individual with term funds flow ( fence is selectedt short- and longhand/ a highly r4Lling d cent other 'le- c p planning ben on the o r lately om should sought. d be m re a financial f experienced Director w zien ed oindividual i knowledgable atiented by a leas exp the ob under ld learn 'analyses related to analygt) who couldform ng direction wh detailed es of financial ile p transactions as well as departments. re ur t as n alysis in_suppott of the City I a to the Utilities the .required five-Year 'The Public Utilities Board should xequi in review advance of Depaztment to submit for Sts sufFicientGommission, cationhof 1 csapital improvements buds and ,onin9 fi rding ..i the date duet the ncJude an Planning planation and 9usti make decisions toga should o budget project for the Board t appropriate priorities and training. ~rE Consideration should be given to include `the ositionsg as ual,ficat ono for the Director of Bing oerP finance# or tin q experience i Undergraduate degree in aay demonstrated 'field if supported by and finance. another or knowledge ok accounting business or public administration in ree in budgetinge finance, or A graduate deg 4 years of related P taxis in ~aplu8ti2 to 9► in these 1 with an , experience erial municipal `6 to 9 years of manag experien eo ar positions of increasing areas responsibility. 24 t e '02 1; k+ ~{U$i{ G =Aktaa p a'_cy`i ~isf I , .crtun~l~' kR~laff?ust,~ A preference for a CPA. Experience in at least two of ?'he following: Comptrollership activities, treasurer activities, budgeting, internal (external) audit, property management, utility ratemoking. The Department should institute a well-defined program for each employee with specific due dates, toy . Document existing workflows. . Draft procedures in effect. ~ I . Review procedures with supervisors. Revise and finalize written type of activity. procedures for each magor - The programmed control in the customer history files must be added to the current master file. The proposed pur- chase of direct entry equipment may resolve historical 'j consistency problemsp however, this would not necessarily resolve the problem of controlling changes made to current accounts. - A form must be designeI and implemented for. use in making changes or corrections to customer accounts. 1 should: show the consumption ; amount change, the reason for the changegpthe requestelar r, and the preporer, and should contain an approval sign-off element indicating review by the Director of Finance, the S Director of Utilities, or the Assistant City Manager, The policies regulating the Motor Pool Fund should be written and included in the City Grade. The operating procedures of the Motor Pool should' be documented and reviewed; by all concerned, parties. Responsibilities for coordination and support between the Finance Department and other City departments should be ! defined, agreed upon, and incorporated into the appropriate job desoriptions. - All costs associated with a capital ' certain items which are currently project including expense should be accumulated and chrged o theatrd as on 'the Work Order form in -'order to provide gfor appropriato additions to plant accounts and subse uent a charging of der q ' p eciation. ' i 25 ; - .-J t5 4y~:'3M '!u►u1utl~ss~G~ Consideration should be given to, changing the meter reading cycle from monthly to bimonthly; A bimonthly reading program would require billing progranuning modification to enable billings of estimated consumption during unread months and provide consistent cash flow to the City. This change should be implemented on an interim basis during attempts to permanently resolve the current late meter' reading. If no permanent resolution is found, and if the interim bimonthly procedure proves satisfactory, the change should become permanent. The reduction of frequency would reduce the number of required readers from nine to five and enable an increase in staffing for meter maintenance. _ Billings for months in which meters are not read could be based on historical consumption by customer and adjusted to actual in the succeeding month. °i B. Historical Financial Analysis Findings (based on 1972-1977 Financial Statements, Exhibit III-2, pages 1 through 6): - Over the five-year period ended September 30, 1977 _k Revenues have averaged a 12.4% annual' increase. Expenses have averaged a 25.7% annual increase. Annual expense percentageincreases have been greater than annual revenue poroentage increases in every year. J except 1976. Maintenance and Power expense categories have averaged a 66.3% annual increase. Net incom3 has substantially declined over the period, particularly since 1974. I ' ._i Net cash flow was barely above breakeven in 1973 and 1974, and was substantially below breakeven since that ? year. - The current large negative cash position can largely be attributed do the 6% return on investment (equity) transfers, to the General Fund when neither income nor; the cash p6sitinn supported such transfers. If no transfer had been made in 1975 or 19760 as none was in 1977, the ear-end 1977 each deficit would have been approximately ~y80,000 instead of $727000. A policy of setting rates to provide sufficient net income, after depreciation and interost,'to transfer the 6g return to the General Fund will provide operating cash adequate to meet debt coverage requirements. { f W } 26 i 'a,8Y49 Ia Gs?Y»c~ 3 ; 'kRU1x.~1t~z~Gz Recommendations: - If cash transfers are deemed essential to the General Fund, rate increases sufficient to generate the cash f should be implemented. - The cash -deficit in the pooled account as of Septem- ber 30► 1977, should be eliminated. The interfund accounts should be appropriately charged and credited. f - Other current working capital transactions should be 1 identified and coordinated between departments to improve the understanding of the working capital position. The 6% Gash return. on equity investment appears to be a i I{ reasonable amount to be generated by utility operations. E Transfer of this amount should be treated as an ~ anticipated dividend requirement. However, the transfer "1 should not be made if the net income and cash flow 1 necessary to make the transfer are not sufficient. C. Future Financial position k ! Findings 1 1 The current annual budget is inadequate: it is an operating cash budget only. It is an annual budget, with no budget of monthly operations.` it does not budget depreciation, and there is no analysis of projected plant additions and retirements. It does not accurately indicate the amount of net income available for transfer to the General Fund, but only excess cash. ~f Revenues are not based on an analysis of historical E usage patterns adjusted for customer growth and other known changes. Bond 'funded capital projects are not bucigeted. Sources and uses of funds are not budgeted. } j Monthly variance from budget analysis is based on `a ~ 1 simplistic approach of 1/12 annual budget. Due to the f seasonal nature of consumption, revenues, and certain expenses, such an approach is not meaningful. t 21 rs.^Ly45 101, M r, 'kn«he(~iasst~Ga _ ; - The five year operating budget appears unrealistic, fore- casting an average increase in expenses of 10% per year compared to the historic 25.7% shown in Exhibit 3. This budget was under development at the time of this study - and had not been scrutinized by senior Utilities Depart ment personnel nor reviewed by the Finance Department staff. - The five-year capital improvements budget in preparation at the time of the study had several major shortcomings it which have since been corrected as part of the cost of service study. f 'l Recomm3ndations: The enterprise fund budgets should be revised to include: f income statement' budget, including depreciation . Sources and uses of funds budget separately identifying plant additions due to contributions in aid 1 II!! 1 operating capital expenditures Bond fund capital expenditures Monthly budget of major variable items, such as ,*E Revenues .,;a Maintenance Power 11 - Budgeted revenues should be based on average historical "i usage, reasonable customer growth, and current' or pro. jeoted.rates. i - The five-year operating budget should be critically ' analyzed and revised as appropriate in the light of historical trends shown on Exhibit Iii-l, page 3. - Revenue increase 'requirements should be identified and f proposed rates developed suffioientiy in advande of the required effective date to permit adequate review. The costs of delaying a decision beyond the required effective date should be explicitly developed and ell ( reviewed. 4 J ' D. Paoilities- Extensions. FindingsF } - Plant accounts related to contributions in aid of con l i structon from developers are booked based on the City I $ngineerIa estimate of 'the developer's cost of itastaliation Oversize lines are based on actual expenditures because of the requirements of city reimbursement. 28 ~l kual:c /~C~sstsCa - There are no significant impacts on rates under the y + current facilities extension policy. There could be a substantial impact if the policy were changed signifi- cantly. i - The current facilities extension policy, as elaborated in the City Code, is summarized as follows: j The individual property owner pays for water and sewer taps into lines and to extend service across his 1 property whether it is pro rata for already installed lines or for having a new line installed. The developer pays for all facilities in his develop- ment plus any extension necessary to tie in to the City main. If an oversize extension is required, the City pays for the oversize' portion of the cost. The !~7 developer recovers his costs in the price of his lots as well as the potential collection, on a pro rata' basis for the tie-in extension over a ten-year period. The arguments against the current facilities extension i policy area W~ 4 Individuals and developers object to the large costs I incurred. i i j It permits the developer to possibly recover more than his actual cost in the extension. s - The arguments in favor of the current facilities exten- gion policy arot Current homeowners have already paid the full Water and'Sewer ; system costs on their property. Any radical change would be unfair to them. Department financing would "tie-up" cash needed for other capital improvement projects required in the near future. The policy removes the potential of the City favoring certain developers. y - A review of other cities' facilities extensions' policies indicates that there are a.s many variations in the policy as there are city watet and sewer departments. The policy of the City of Denton is in line with other policies. The benefited property owner is typically _required to incur the `initial installation costs of on- j site and off-site extensions regardless of who initially installs the syst,em. 29 t i WHO y ,"1 1G'1ZDS5f~~.Q s Reconunendationas completion of on-site and 'off-site facilities Upon comp er should be required to installation the owner/develop submit to on thohe City Fngin'eer and the waterand Sewer pepartment detailed "as built! drawings of the facilitie ts of the facilities by `type and~detailed cos ounts. The actual entcost ries to plant and contribution accbasis for accounting Any considerations to change the current policy should entail a study of the impact of proposed changes on$ Department operating costa k state and location of City growth ( Property values owners Current property Yf the City were to directly finance and build or su done tract extensions, the following points considered: May not preclude developers from escalating property ( `.r prices due to the increased value of having 'connec- tions completed. May foster developments in more remote areas in the I A. City. t i LJ f i 30 1 ~ , Aran Y.F :Nf. 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UI N W N N A V •1 V q? N W. b yi 44 }pZT W~ a% 01 LA w y. ip V1 F+ p.+ 1 04 w v N V O W Of O pp N N Ni N W O qq yy~~ yI C3 m N i ' <n WN•}D A Ia mN i M N W en i W. {{~/G v W O N V ,F b N bO~i 1• wµ W W f OWi b 4j OG N , m U H o W OC j W A. Oi V V F+:: UW11J W _ : i Oai A IJi V b OOt m V USN t i V bO : jO W O • F+ C GP OW A~ 1. { YVLC H ~ i d Gn N V b V N ViN 9 JQ 4 afire L-t1t algigx:~ ~ r i IN ildyr/IM&Gz 7 • IV. OPERATIONS ANALYSIS C i t Introduction The analysis of the operating techniques, methods, and pro- cedures of the Water and Sewer Department is divided into the fol- lowing areas: - Water Production { - sewage Treatment Water Distribution/Sewage Collection - Compensation Review E Within each area emphasis was plaoed on particular methods, t , i., prooedures,;and policies that impact the operational efficiency and , j effectiveness of the Water and Sewer Department/ Findings Recommendations A. Water Production ; ;I Findingse - The Water Production Plant is-sta0fod with a superintendent, five operators, and three apprentice operators. The staff is scheduled to provide the following coverage arrangement. i ? 1 3 MAN-HOURS 1 r~ SHIFT M T W T F 0 B I 1 7:45 - 400 16 16 16. 16 16 8 6 2 3s45 - 1200 16 16 16 16 16 16 16 3 ll145 - 800 16 16 16 16 16 16 16 I - The major work activities of the shift operators aces ' Check equipmentevery other hour. Check chemical feed read-outs every other hour6 Service all fillets twice a'day. i Dra`in sludge valve eight times a.day Load . Load all equipment with appropriate chemicals as needed,' Make minor equipment adjustments as needed. Change ohemical feed daily. I Maintain facilities, I a~ € - It takes an operator approximately 45 minutes to, make a ~ round of the facility. On a weekend, the operator is away from the radio 45 minutes every other hour, i I a I 38 l E~ I y I +Y.YAO w•.r n1 Ail j0lH.~1B~~55£aCO~ - The present operator staffing does not allow for coverage for sick or vacation time. The maintenance foreman who will be retiring in a`year, is competent and very skillful in maintaining all equipment and machinery. However, there are no documented preventive I maintenance or service routines, and no one else is trained to maintain the equipment. Currently, the maintenance crews spend approximately 40 man- hours per week to maintain the grounds. This activity increases during the summer months, which coincides with the peak plant operation period. is no calibration schedule for the meters and other easu i ~ measuring equipment at the plant, it is estimated that much \51) , of the mayor equipment has not .been calibrated in over ten years. C I- - The excessive maintenance staff turnover has placed a heavy As a result, many workload on the maintenance foreman..... basic maintenance tasks have not been performed because the backlog of essential maintenance activities requires the full efforts of the available personnel. There are no documented operating procedures or training r guides primarily due' to the lack of supervisory time to develop them. The Water Production Plant is the only opera ti'on within the Water and Sewer Department that does not have an assistant superintendent. E Recommendations: - The Water Production Plant should 'create a position of Assistant Superintendent. This position could Assist and Superintendent with the development of ti andipraot es,; nn the documentation of operating policies _j addition, an increaso in staff would provide additional flexibility. during the coveagearrangement,vacation time and improve 'f weekend i All grounds maintenance responsibilities should be trans- 'i - farrod to the Parks and Recreation Department, This would f free at least 40 hours per week of maintenance time and maintenance provide additional hours to perform preventive tasks: s - The current maintenance foreman should be given assistance in documenting all the maintenance routines and knowledge relating to maintaining the. plant. There, will be severe i maintenance continuity problems if this documentation to not accomplished. The maintenance foreman currently in the only me of r for the praduahas knowlede of tianequlpment the maintenance requirements i 39 embe ~ t 4? . 'tc'~LKS~1Cli i? - To assure that the City is properly billing and collecting for Water Sewer services the City should have all preci- sion equipment andapparatus professionally calibrated. There is general uncertainty a to the accuracy of this equipment as well as basic servicing needs. All equipment should be calibrated at periodic intervals to assure accu- racy and proper service. i - The City should create a maintenance pool to facilitatethe maintenance needs at both the Water and Sewer plants, recommendation was explained in the Organization Analysis Section but is worth repeating. Excessive turnover in main- ~r tenance personnel has placed extreme pressures on mainten- ance requirements, The outlook for the future is not opti- mistic, The position of maintenance staff does not provide E a career path nor is it financially attractive. e.' Sewage Treatment i Findinggs The sewage treatment plant is staffed with a superintendent ' , and an assistant superintendent. Reporting to them are six r~ operators and two assistant operators. The staff is sched4l6d to provide the following coverage arrangement, i MAN-HOURS 1 1 SHIFT M T W T F .S S 4 1 7s45 - 4s00 24 24 24 24 24 8 8 ` 2 3s45 - 1200 5 8 8 8 8 8 8 3 11145 ° 8100 8 8 8 8 8 8 8 The mnintenance,grew consists of five maintenance personnel and one forAmen; 't'wo maintenance personnel nsaintain the i fourteen lift stations'which;reguir'e servicing twice: daily. The current staff scheduling arrangement requires eight hours of overtime each weekend for the ,it station main- tenance personnel and excessive turnover has caused addi- ' i tional overtime situation, The major work activities for the Sewage Treatment plant operators ares Check pumps, blowers, filters, and grinders each hour, f Test obloride residual each hour. ! E 40 ✓ :.1 gts.i! .7 bnu - +se,l7 ' ' 'l SC~/"twy7d ti7~~~T' xSz,,-{, ~.5 .3t'4i !.N . F 1 0. vyOY'45l~ a 36((. n IKS;ef 1 )OlK{M' ~ZIbS E~ Ql ' Test air (DO) in aeration basin every other hour. Take reading on dissolved oxygen in final clearifier three times a day. Take EPA sample once every 24 hours. Take primary, secondary, and final samples during day shift. Take raw sample every two hours. it taks an operator approximately 40 minutes ;to make one e inspection round of the facility. During this period on the second and third shifts there is no telephone coverage. in addition, the plant does not have radio dispatch equipment. ' Currently the maintenance crew spends in excess of 40 man- hours per week to maintain the plant grounds. This diverts time that crews could be utilizing on maintenance tasks. s - The City installed a zimpro Wet Air Oxidation Unit in1970. The purpose of this unit was the compaoiion, sterilization, I 1 and removal of unnecessary solids from the plant effluent, i ! The original design was for the unit to work automatically i i or with little attention. However, the unit needs full time I 1 attention in order, to operate, which means diverting an 1 the E f operator or maintenance personnel from the plant to unit unit. `F'ur'thermore; since its installation This 7cotnpue unit 7 has had only 17,229 hours of ,operation. ; less than two full years of o :poration. Also, during the f period from October 1975 to September 19770 the City spent in excess of $35,000 on repair parts. (see Appen + detail.) I Training and operating procedures are informal or `without sufficient documentation. Formal preventive maintenance ~j schedules do not exist. Recomotendot ion$ 3 a ~rJ ~ - The staff 'schedule should be restructured to allow for improved coverage on 'all shifts. One suggestion ' the movement of the assistant superintendent position to second shift. This restructuring would allow the Assistant Superintendent to develop and document' training and oper- ating procedures: The City 'should install a radio dispatch unit at the - Sewer plant. This equipment can be utilized to assure the ~ safety of the operation during low coverage period. Also, I it can be used to alert the operators in emergency situa- tions. f ' i 41 i WITIAA ~I il,.srey t . 70udu'1?~ttsf~Cu J - The City should create a' maintenance .pool., to satisfy the maintenance requirements of both the Water Production Plant and Sewage Treatment Plant, As suggested in the Water Pro- duction Plant Section, the maintenance pool could provide the maintenance attention that has not been available because of turnover problems. The City should take positive action regarding the disposi- tion of the Zimpro Wet Air Oxidation Unit, The cost in man- hours and dollars warrants immediate action in this matter. All grounds maintenance activities 'should be performed by the Parks and Recreation Department. C, Water Distribution Sewage Collection Findingso With the exception of night maintenance coverage consisting of two crew chiefs, the Water Distribution/Sewage Collection f area is an eight hours a day, five days a week operation, The Superintendent has ample supervisory support with an I .w Assistant Superintendent, four foremen, and five crew chiefs reporting to him. ! During 1977 the Water Distribution/Sewage Collection 'opera- tion was involved in fulltime major construction efforts. These projects were, in part, responsible for the 1d,271 hours of overtime experienced in the Department, rn addi- tion; the construction projects occasionally forced manage- went to reallocate personnel among maintenanoe,'tapping, and meter, repair in order to compensate for construction manpower pressures. f~ ~1 - over 2068 turnover was experienced in 1977 among the laborer i and equipment operator categories, These personnel are r primarily involved in construction and maintenance, tasks. The excessive turnover required high seniority personnel to work overtime hours on a regular basis, This has had a negative impact on staff morale and operating costs. ! 3 '_J There is no formal scheduling mechanism or project control reports in, the Water Distribution/Sewage Collection area, Much of the day-to-day job record keeping and dispatching is done informally and erratically. - The heavy-construction burden has prevented the Superin- tendent from developing training routines as well'as from t fulfilling the required administrative' responsibilities. l.. The senior engineer and the secretary have been delegated many of the administrative tasks, ~.7 ! 42 . i7Vi A•~,G;a r f. ><.ff~l l✓,y:;~.r ,lira Raf lJ4 1 ..~di}7~3 .a.."S~i.P e foreman 1 it op is rstaffed witItais eestima tedCthat the The meter repo er month at 'on hird the and 'a Crew o£ twshe 200 meters ep the spate parts forer~ialn can repair new meters. However, of purchasing are parts : I.AZ is not adequate because the budget allows more cap- i n•, r now meter purchases rather than for sp for for meter repairs. instal p roximately - air Crew can servia6there is a 300 motor back ry The motor rep CurrentlY! extkemel,y dif£i- 225 motets per month* it is , are icall therefore, log that Wears typ Furthermore, meters that servicing. Mete,z Reading Cult to catch up on There is no now serviced pare rocessing to hbe mto identified aLfunetis hasx prevented the ro and, th 1 , ata P and oximate y and forformal D al schedule, rep Laoeme nt of obsolete cubic feet meters (app change-Out inaccurate meters. s 2,000) as well as replacing j Recommendations: mejor construction should reducer if not eliminate, Lace undue The City has proven that such Meterarepai'r ac offorts. tivi i History tapping, from these r~ pesnvIre on Maintenancethe overtime result tss ties. In addition, projects has caused the following } overtime expense in 1977 estimated beY.ween { ..f $600000vand $701000. ; senior staff on a regular basis I overtime hours worroblems. has caused morale pr to a istent overtime has caus adjust that soon will tall to normal Cons level ed staff to higher Compensation levels. typically lower 1 during overtime hours 1s produativtY rmai working hours- than during no, maintaining the with efficient tapping ~ The City should focus its attention on t - system and providing the ratepaY and meter services outside constCuotlon f to a standpoint olis~inating or Dii. 'nimal net additional costs to the oast ies mat result in mi the work haaeti ly reduce overtiime Ciact ivi t tand i tyy Con%o idatinq the Oepartmont bubo./Sewage Collection will sCurrAntly, orators that may permit ;reduction of staff. has five budget positions for laborers and op are ot filled, 'construction activities The eiiminatian of ma of some Of these pCSitions. n ' reduction May allow for a I 1' 43 ni.ad jyry, The Water Distribution Sewage Collection SuperintT dthe should develop a training program for new employees, recommendation to eliminate construction activities is implemented, the Superintendentshould have sufficient time to properly train new staff. Part of this training effort should include working on different projects for different I foremen and crew chiefs. - A formal work scheduling and job dispatching system should be developed and implemented. Formalizing the job assign..- ~ ment process' can improve productivit and tena willand silt the Superintendent to properly plan main service tasks. The meter repair shop staff should be increased by three people, This staff adjustment will provide for the fol- lowing Development of a formal and active metes change-out schedule. , Elimination of the meter repair backlog. the purchase of Increase meter repair theceby reducing new meters. To control costs and monitor expenses$ a separate budget unit for the meter repair shop should be created. ~ ~ € p, Camoensation Review A significant factor in retaining qualified and dependable compensat nn stCUat ure Ecompensation. technical and management personnel major rttA3or , We f developed a review of the City Exhibits F job categories in comparison to comparable cities, 4 and IV-2 indicate absolute dollar amounts and ranking for each job category, Yindingss .half for I in all job categories, the City rak~henCi.ty ra»ke last for 1 entry level salaries. At the high range the remainin job three of the job categories and next to last for categories, On the average the City ty rr. anks noverfifth of thetsixva ions j analyzed whioh contributes job categories. Ike comme nd a t i on s j As the statistics indicate, the City.eanks on average fifth out six cities for contributed toa has personnel the excessive , This turnovers in many y areas, and may ultimately result in serious; problems for holnualified considerpereeval.uating, its w..: this regard,` the, City , compensation structure for the critical and high turnover positions 44, E_ f fiat,. lit>'.N. 1111 lorKlul2rz~st~Ga Exhibit IV-2 i'! 1 COMPARATIVE' COMPENSATION ANALYSIS StmMARY Low Rankings - 6 lowest High Rankings - 1 Highest Arlington Bryan Denton Garland Richardson Greenville gat. PW. Set. Pop. Sgt. Pop. Eat. Pop. Eat. Pop. Eat. Pap. 1500000 43,000 S1055o 1350200 70x150 220250 LW/NS LW/HI LW/HI 1,W/HI LW/HI IA/HT t Water Plant Senioror, 2/2 6/5 5/6 1/2 3/3 4/4 Water plant r :.r Operator Entry 2/1 3/3 5/5 4/4 1./2 6/6 ? j 4 6ewor Plant 1 E.~,+ senioror 1/1 5/4 4/5 3/2 2/3 6/6 Sewer Plant j! Operator Xntry 6/4 3/3 4/6 2/1 1/2 5/5 f Heavy IOquip. - dier6tor" 5/4 3/2 4/5 1/1 2/3 6/6 Crew Leader 4/2 5/4 3/5 1/1 -2/3 6/6 s Foremen' 5/3_ 1/1 4/5 3/2 2/4' 6/6 Laborer 3/2 5/4 4/6 1/1 2/3 6/6 Avg. 3.6/245 3.87/3.25 5.37/5,37 2.06/1.75 1.87/2^.87 5.75/$.50 1 Avg. Ranking 3 4 5 1 2 6. r L j! 1 ,F ~..i 46 i - 1701^' 1. 4ii1!Rr^!a~(' Z 1(1t1C~ll'1?11CFf~~11 V. IMPLEMENTATION PLANS Introduction Many of the recommendations offered in the organization, Finance, and Operations sections are such that they can be imple- mented by the Water and sewer, Department's management staff. These recommendations typically involve staff adjustments, policy and procedure decisions, or coordination improvements. However,tbare is a group of recommendations that require significant task plan- nin and responsibility identification. For these recommendations, we lave offered a plan to assist the Water and Sewer' DopartmAnt i management toward successful, implementation. These implementation plans are contingent upon the accet-)t.nnce of our recommendations as t i offered. Revisions will require modification of the Implementation plans. . E 1 I . f t I 1 , 47 .h'S`I "vt df6434%iW40-OWU 'tom ~~~,P,}sM ,i Li -10 , 116ti dw,14113elf . Recommendations Develop a centralized maintenance pool to support the / water Production and Sewage Treatment operations, Task Description Responsibility Assignment 1. Identify and Quantify Maintenance Superintendent of Water Requirements for Water and Sewer Production and Superin- plants. (see Appendix C.) tendent of Sewage Treat- ment, a. Categorize maintenance tasks into prevention maintenance a6d routine service maintenance. ~T b. Schedule tasks over 30-day period of time. c. Prioritize taskst 1) Any condition which causes ? an interruption of service or threatens critical City operations 2) Normal service and repair { work 3) Necessary Work that can be III' performed whenever equipment and/or labor are available 2, Present Maintenance Plan for Superintendent of Water ar5d Sewer, Applicable Superinten-; Management Review dent i., a. Review individual tasks to assure that schedules, priorities, and task estimates are reasonable. W b. Make modifications as needed. Ti c. Present Maintenance plan to Director of Utilities Director of Utilities for his approval, d. Review approved plan with Superintendent of Water and Maintenance Foreman. Sewer, and Maintenance Pore- mani t 4B i W IWI— z an r~t~5i { .'.antra t~ ~tIC~1C j~SFa~11 ; 3. Execute Maintenance Plan Maintenance Foreman a. Prepare Job Ticket (see Appen- dix C) for each maintenance task. b. Assign required maintenance crew to individual maintenance assignments. o. Deliver Job Ticket(s) to Superintendent. Applicable t 4. Maintenance Task(s) Sign-off Applicable Superintendent a. When tasks are complete, inspect I for adequacy, Ticket based on b. Sigu-off on Job task inspection. a. Route Jot? Ticket to Maintenance I Foreman. 54 Summarize Completed Maintenance Maintenance Foreman Tasks a* 'Review all Job Tickets and follow-up with maintenance crew r involved. ' b. Summarize Job 'ticket information on "Monthly'Summary of Maintenance Taaks." (See Appendix C.) e. Review with Superintendent of Superintendent of Water and Water and Sewer. Sewer ` 6. Management Review of Complete Maintenance Tasks a. As needed, review "Monthly Maintenance Plan" with Appro- priate Superintendent' 1 b. Review "Monthly Summary of Maintenanoe Tasks" with Main- tenance Foreman. I c. Forward copy of "Monthly Summary of Completed Main- tonance Tasks" to Director of Utilities for his review. A significant aspect of the Maintenance plan is estimating } individual maintenance tasks. Appendix D offers guidelines that ! should be reviewed by those individuals responsible for job esti- matting. 49 i t r 4.Y 3fspls Itt riS,V.Y, y~ i Recommendation Develop and implement a customer account change/correction f form Task Descri tion Responsibility Assiglnment initial Meeting to Determines Director of Finance, Customer a, information required services utilities Division b, source of information Representative, Data Processing as review levels necessary Representative do format of form rK I 2. Design Proposed Form Customer Services 3* Final Meeting to Review and Director of Finance, Customer I 1 Approve Form Serv+.ces Utilities Division R ` epresentative, Data Processing Representative 1..1 4. Modifiy Programs Data Processing B6 `Implement New ;"orm Customer Services !1 I A sample form is included in Appendix S i , f E' r^~ J so U '"lx, eFlfck.9lv:~3 jY 1, r. 'iyii x vlYf+'Glq ~ J]JI 1 Recommendation Develop a formal work scheduling and job dispatching system for Water Distribution/Sewer Collection. Task Description Responsibility Assignment 1. Identify and Quantify Maintenance Superintendent of Water Needs Distribution/Sewage Collection a. Categorize maintenance tasks into preventive maintenance and routine service maintenance. b. Estimate weekly man-hours required to perform assignments. (See Appendix F.) o. prioritize tasks 1) Any condition which causes an interruption in service or threatens critical City f operations 2) Normal service and repair work 3) Necessary work that can be performed whenever equipment and/or 'labor are available. ' d. Record assignment in "Weekly w Maintenance Plan." (See ,i Appendix F.) Superintendent of'Water 2. Prepare "Daily Scheduling of main- 6 tenance Tasks." (See Appendix F.) Distribution/Sewage Collection 1 a. Schedule tapping assignments based on requests submitted. b. Schedule maintenance, assignments from weekly maintenance plan. I~ c. Schedule crews to each foreman. v, L Record Job Status Throughout the Applicable Foreman Day i a. All foremen call in after assignments are completed, b. Necord time completed in secretary Dispatch }jog. (See Appendix ! F) and "Daily Maintenance i. I Schedule," 51 a :t• _..'i k5s i}r,t rA'rr J1 6 i .•5 t. •'Een., i• 4. "Daily Maintenance Schedules" a. Summarize each "Daily Mainten- Secretary ance Schedule" and record actual data on "Weekly Maintenance Plan." b. Review "Weekly Maintenance Superintendent of `Water Plan." Distribution/Sewage Collection and Superintendent of Water and Sewer Department A significant aspect of the Weekly and Daily Maintenance Plan and Schedule is estimating individual maintenance tasks. Appendix D offers guidelines that should be reviewed by those .:.I individpals responsible for job estimating. j ! r I ' i 1 i 52 ~ z ,j .......y,,.L r• .....s a.:.a: 1 La.,~•L+st4'.:~ t{r^h~44 1. ' ~ahF.y~-U'L IA3 i x, irrl ~ S.~4w~;i~}sCh*G~t~df~':~'. roam OWt MV i i APPENDIX A a I ~f l , r.. 53 a r SLSLCQ April 18, 1978 Dear Council Members As, you knows Touohe Ross & Co, is currently involved with a CiManagement and Rate Study of the Water and Sewer Department of gg City of Denton. A review of the Water and Sewer Department or nation structure and reporting relationships is a significant aspect of the Management Study. We recognize the importance of the impressions, attitudes, and impact from the City Council in _ providing us with the assistance to fulfill the organization anlaysis requirements, We also recognize the need for objectivity and independence in evaluating the City Council's opinions about the mater and 'Sewer Aepartment. in this regard, we have prepared the attached questionnaire to supply us with pertinent data. . ,be questions an inquiries indicated in the questionnaire vere deposition oft information eian. be ernings het Water and Sewer Department not-individual council membe► reaction, There- fore, we have assumed the responsibility for collecting, analyzing, and protecting all responses and have not required, the disclosure of respondents. The specific information we collect will be kept confidential, and summary conclusions will be developed based on all questionnaires Your cooperation is requested in completing this question- ~i naire as soon as possible and returning it in the self-addressed, 1 stamped envelope. if you have any questions concerning the above, k please feel free to contact Mr. Jack Stowe or myself at (214)741- 35530 Very truly yours, i..a Vincent C, Calm VCC/mk Enclosure 54 ; ~ • - ir'`.y ,ft r., Cf .h.ab vi4-`li i.4 fiitd ~il'JilYlj;i 7~J r"4~3f~Q ,pceVOW PLEASE ANSWER ALL QUESTIONS TO THE BEST of YOUR KNOWLEDGE the City Council's zeaponsibilitY for the the Water and Sewer Department' 1• operationou operceive 2. Do you feel that the City council's responsibilities are too broad or too restrictive? Explain. -1 ' ou perceive the role of the City Manager► Assistant 3, How do you' Director of ;Public Works# and Director Of. City Manager, Utilities in the 'operations of the Water and fewer pepartiaent? City. Managers Assistant City Managers f Director of Public Works: Director of utilities: J iaise 4. In your opinion, coca the public Utilities $oard have aient influQnae to regulate Water and Sewer operating pelsuffi- and procedures? , S , i ..c 9t+::17! 4tk?/9ij,fi+'S..feukN,`A: f7h~.i..t}°,~2.~~Tti(1'!'~f~!'~~'li~~%SHSNa'It~r<°~1174riYSCt'' - PY " 5, What do you perceive to be the most important problem(s) affecting Water and Sewer operations? b. Please add any comments, suggestions, remarks, etc. i ]I i 1 1 I i f ' 1 1 I w l I I M . r J 5b . ek t,v,{ r,.,'rt'nikll~st`sY~nk94t?cF~e{~R`lIa i~, :"I' Sr- ~5':nSSY'Sti ,d i VO,1I April 18, 1978 Dear Board Members To assist Touche Rosa 6 Co. with its management and Rate Study, certain specific and general information will he required, i of in this regard, we have prepared the attached questionnaire the - ' solicit information from Board members. The intention questionnaire is, to evaluate the opinions and responses of the Board without compromising objectivity and independence. There- fore wbo do not require disclosure of respondents, nor do we wish to conduct personal interviews. Our interest is to suzranarize all Board member responses and to develop conclusions that will repre- sent the Board's viewpoint in total. To preserve the confidentiality of all responses, we will assume the responsibility for:colleetingo analyzing, and protecting all questionnaire responses, The enclosed self-addressed, stamped E envelope will-insure that all questionnaires will, be handled by ` Touche Ross a Co. personnel only. To meet various project schedules, your cooperation is requested in completing this questionnaire as soon as possible. if I you have any questions, please contact Mr. aaok Stowe or myself at 1 (214)791-35530 I _ Very truly yours, i Vincent Co Cali VCC/mk I Enclosure 57 . j A4liY3Y y ' tr. L}irr I PLEASE ANSWER ALL QUESTIONS TO THE BEST OF YOUR KNOWLEDGE i 1. when were you appointed to the Public Utilities Board? 2. What is your occupational and educational background? Occupations 1 - Educations y 3. How do you perceive the 'Board's respongihility for the opera- tion of the water and Sewer Department? 3 M! 4. In your opinion, are the responsibilities of the Board too ! restrictive or too broad? ' 5. In your, opinion, is 'the,:- a proper alignment of ;responsibil - ties between the. Public Utilities Board, City Council, City Manager, and the Director of Public Utilities? 1 6. In your opinion, should the selection process and terms of the Board be revised? Explain. ! i I' I ~~E 1 58 a _i AA Nf : F } 7. Do you feel that the Board contains sufficient technical expertise to consider all the matters brought before it concerning Water and Sewer issues? { B. What are the most si5nificant problems 'confronting the Board relative to the Water and Sewer operation? ' 9. `Please add any commenta, suggestions,' remarks, eta. I ;1 t 1 Aj THANK YOU. ~ f r tr . f 59 ~J ' E Yv.f .,;•vir d~;?;Ytf+k',f f,~afdt~+~,A~4altr~~~r~:f7b~J~k ~~rtii:~S'~pf7Ati%i~.~~' '~f ' Asa-•,o~ 1 1 E j APPENDIX 0 I ..r y 60 . "Ak _ -V) air x8~~~~{ ,{a .(,t s.,,~'~i.: x Ia ~~~g. .,~5 h tij`~* F[~ ~ ~ Il The following is a lilt of city shop costs for services performed on the Zimpro covering the period from February 1977 through September 19774 Date Description of Service Amount 2/24/77 Welding on Cooler $ 105600 2/21)/77 Welding on Cooler 10000 00 1 3 /14/77 Replaced Grinder Cutters 15100 4/19/77 Labor 4/22/77 Cut Tubbing, $2.50 4/25/77 Welding on Zimpro 1.30 5/13/77 Welding on Zimpra 60.00 6/13%77 Welding on Zimpro 7.50 6/23/77 Welding on Zimpro 15.00 ll ~ 15.00 7/07/77 Welding on Zimpro 15600 9/02/77 Welding m Zimpro 60.00 E 9/12/77 Welding on Zimpro 15.00 E j i Total 9.1 ,361.30 i ~ ~ w3 r~ ,r wf i Ill ~ ~ h 1 Sourcoi City Shop Service Records r 1977 ebiuary 1977 through September G 61 i r{,f( {r ? 1 ~ (t ~,d'yi, i.i~P~ •13 f.t:.{er:RS~ Y fly fir.. Cost of Parts 'for Ziro ro Unit for the period October through may Cost .kon Date 7tem_____ Aes°_r i 74,00 $ 00 9/15/77 soluble "C" oil 10325. 35 9/15/77 plastid Drum Pumps .3 9/1/77 Repairs on Air Conditioner for H .P4 8/29/77 1/2" jamesbury A-22 valves .P. Pump 10227.74 8/24/77 Nitric Acid and Caustio Soda 130090 8/25/77 2 Drums of Hydraulic oil draulia 132.60 6/25/77 1-1/2" ,~amesbury Valves for Hy puzp 328.00 'i 1/2" Or um 5 now oil for Air Compressor 1,000.00 9/17/77 9/9/77 ark from industrial Steam 55.45 Bailer W 8/15/77 Air conditioner repair from C.B,S. 9/10/77 Water pressure Gauge from industrial 1740 steam ' pump and Solvent Wash 656.28 i ` $f977 High Pressure I from Zimpro, Ina. $/$/77 High pressure Pump paths from ximpror 656.24 Ino 65,45 8/577 Hydraulic ail for High Ares-Pump 1,065.44 Bag Holdo Assembly ~r :j Gauges o from Hall Bearing ' 7/27/77 7/27/77 PVC Tina e from Drying Beds to Head of $.34 Plant 401,91 +306.90 ! 7/14/77 Nitric Raid and Industrial a5team 76.80 7 11/77 Boiler pump ' 6/27/77 Temp. Readings from Temtex (ramp. 192,46 292.60 f Air Cond. Repair from c, g. S. Mach, 6/21/77 65,45 6/14/77 HpneYwell Pressure Control for Boiler 6/14/77 HYdraulic Oil 74.80 4/13/77 soluble i~oil ,050.40 5/23/77 8-42 Treatment from Culligan f (five 30 gallon drums) the Foxboro 5/17/77 Calibration of Equipment by 300.00 Coe' 204.8:4 ! 5/ll/77 5pirial Manway Gasket 10292.95 5/1.0/77 Stainless steel valves 89080 i 4/26/77 soluble "C" oil 36,18 OaZUrik valves 33.00 4/25/77 fSaoar,ning Pipu Coupling Dresser 77086 ' 4/25/77 4 4/2,/77 pecanning pipe Cc Motor Dressers Motor 1. 4/4/17` Alpair of Grinder Motor by t,ry 94,50 I Shop 330.79 le valves for H,p, Pump 4/4/77 Kunk 307.38 3/212/77 Ball check ofVCooler by Six Water 400.00 3/22/77 Cleaning Blasting 214,75 3/22/77 Zin~pra Boiler parts 57.60 3%8/77 6 servo Diaphragms from industrial 57,60 s, steam 2/22/77 ximpco 6pirial gasket 62 i~ ` y++ :f.: 3t.~rt ug^~ .~ht3{~?~. Rtn§A_4'^'. ft i ~Date Item Description cost elhoff High pressure Valves $ 267.93 2/'6/77 Egg 59.95 2/16/77 Hydraulic Oil 825.00 2/18/77 Deodorant from Certified Lab 840.00 2/7/77 B-42 Boiler Treatment 2/4/77 Repair of Boiler Motor. by Fry's motor 57.00 Shop. 49.20 2/4/77 Boilwo parts from industrial Stearn 68.64 12/28/76 Brick;ti for manhole from Acme Brick Soluable "C" Oil from Guif oil 42.75 12/14/16 12/10/76 Soluable "C" Oil from Toxaoo' 690.40 12/10/76 Grinde.t for''Zimpro from G. R. tFaley 72,05 12/10/76 B-42 Boiler Treatment, Nitric Acid, 553.00 and Caustic Soda 144.00 12/2/76 Brick from Acme Brick 404.0 11/2/76 Stainless Pips from Stainless Dist. 297.00 11/2/76 Valve from Giegher`Pipe -Supply 437.85 10/26/76 Zimpro Qaskets and High Pressure Pump 10/21/76 Stainlet~a Steel Pipe and Valves from 2g3.50 Goigher Pipe Supply '122.94 ! 10/25/16 Nitric Acid and Caustic Soda 630.00 i 10/20/76 B-42 Bui.ler Treatment 94.00 ` 10/15/76 Gauges` f>'om hall B9aring 302.94 { ^,.t 10/1/76 NitricAcid and Caustio Soda 400.00 10/8/76 High P'res'sure Pump from Zimpro, Ina.. 05.00 ( 9/28/76 Hydraulic Oil 9/24/76 Hydraulio Oil 115.00 381.40 9/28/76 High Prowwre Pump, Zimpro, 1na4 ' 55.00 9/8/76 Hydraulic oil 350.00 I 8/19/76 Work on Boiler by Industrial steam 87 43 I + 8/3/76 Valves from Zimpro, Inc, 1M 43 20 8/6/76 High Pressure Pump, Zimpro, Inc. 178.St7 ( 7/16/76 Nitric Acid and Caustic Soda 72.05 } 6/24/76 Soluble "C" oil 267+75 ; V2/76 Nitric Aoid and Caustic Soda 6/26/16 0-42 'Ooilei' 'treatment, 170.00 1, 5/14/76 Bearing for nrindur from Hall Bearing 85.06 { 5/13/76 Cleaning of Reactor by Bix Water 360.00 Blasting 1,1.37 j 5/10/76 Repair Control Valve by Vinson Supply 162.G1 5/4/76 Kunk16 Valve from Eggelhoff, 'Ind. 4/26/76 Drive Belt eor Sludge Pump from stall 73.81 hearing Co, 395.00 4/23/76 B-42 Boiler Treatment 327.20 I 4/20/76; Nitric Acid and Caustic Soda 4/26/76 High Pressure Pump Bags from Zimpro, Inc 384.40 , 4/1,6/76 Repairs on Zimpro by Denton Machine `26,00 and Welding 16.05 04 j 4/14/76 Piping from stainless Distributorn .00 4/5/76 8-42 Boiler' Treatment 53737. 3/26/76 Zimpro Manway Gaskets 42.30 `'5/76 Repairs on Alr Compressor and Boiler 9A2.05 by Zimpro, Inc. 63 i j -Ink i~ f• F a~sex ~t -pate item Description Cost 3/5/76 Various Pares for zimpro $ 5,243,01 3/5/76 Grinder from G. R. Haley 74',80 2/25/76 Hydraulic oil 57,75 2/18%76 Nitric Acid and Caustic Soda 397.20 2/25/76 8-42 Boiler Treatment 395400 2/18/76 Valve Loom Bailey Meissiner 36,00 2/18/76 Soluable C oil 61.60 2/12/76 Zimpro Manway Gasket 42.30 1/23/76 Zimpro Service Call and Parts 294,34 1/29/76 Pile from Vinson Supply 215.04 / 1/27/76 Valve from Zimpro( Inc, 394.26 1/26/76 Pipe from R. J. Galligar 44,62 i 1/23/76 X-Rayed Pipe by Century X-Ray $2.50 1/14/76 PVC Pipe from Trans-Tex Supply 702,00 12/29/75 Grinder Motor Repair by Fry's Motor a i Shop 170600 ).2/17/75 Grinder from G, R. Haley 141490 12/17/75 5.42 Boiler Treatment 443.90' 12/11/75 Soluble "C" Oil 44460 ii 12/5/75 New Grinder from a. R. Haley 433.90 { ! { 11/11/75 Grinder Motor Repair by Fry'u Motor shop 170.00 11/11/75 8-42 Boiler Treatment 142,83 11/7/75 Soluble "C" Oil 155.00 E 11/11/75 Rgglehoff, Inc. 121,16 { 10/23/75 Valves from Zimpro, Inc, 208.19 10/22/75 Murry Industries 110.00 i Total 9 35►384,27 , Sources 'Sewage Treatment Maintenance Records for the Period ~ October 1975 through May 1477, 64 E f r 1 I I APPENDIX C i .a j i E r I 3 6r s ,r .,r~ ~ ,~+,~~(~''+t~eL tJfr3=. Ss ya7r f_ . '45us1`b afu"fF~( iN ~ t(~ r I rz - n ell ell, 99 i Lt y W u;I y rt a O N z.) C E rt rt M , t1 R U ~ ~ ' N Vl r► r) C. kf L4 ~ 0 p• ~ O l pa Q, Mh ~ " ~ ~ ~ b ; JJ VA O OM 7i' tC b P I II g Od I I rr , ; rt O w Liss{~)n n+' 1 19 °z r. 1 i H r i ' ! n I, a+ ~ d n ' ' i i CITY OF DENTON { WATER PRODUCTION/SEWAGE TREATMENT MAINTENANCE JOB TICKET e AREA; DATE:' P$ OF MAINTENANCE: PRT.ORITY: MAINTENANCE TASK; J{f I 1 Craw Assignment plan start (late: , Act, at$rt date: f Plan oompl. dates Act. comply date: Eat. mAn-hour;; ' If I Act, man-hours; 8tgtt-ofE' * Remarkor i ti a s star a ; Y c ,RJ nsatisfeator,; j t 68 ; . i i CITY OF DENTON • WATER PRODUCTION AND SEWAGE TREATMENT i I Month, I MONTHLY SUMMARY OF MAINTENANCE TASKS WATER SEWER UNSATISFACTt`-ASSI ~ PLAN ACTUAT, PLAN ACTUAL WATER SEWER (f I ff T M PM I of p T S/R E H T ErnE3rg, I : f E TOTAI, Remarks, 1f~ Comments, d etc. t dv h I t r, r t 69 w•Y.~w~.•rr~WM' •u•Mi..rMn...4~+M.•+.+•✓Y~~•nw~aw..~..M.wY.+Y+. e.•y.r.N~~ 1 f Yf',5:iti`N 1 i i I f ~ r i APPENDIX D ~r r t;r 11',x; E` 1{ A IwM t 70 j 1 ~ r.,r .e...c. 4'.4 .:r="i t; Ja~p.' r. tl a.e lhit .f. .F~-. 7. .f,;i~y fa ESTINA PING GUIDELINES INTRODUCTION The purpose of this outline is to fully explain the esti- mate, pr!narily, as it is used in a maintenance operation. The estimate, ;rsed an a tool, serves supervision as the most important means o evaluating work and work rr;quir,ements, Each job varies considerably as to type and scope; therefore, each one must be estimated for its own particular reguirelnents in terms of time and f~1 manpower. The estimate is usedr j ~ - to determine the man-hours requirod tC complete uaah job, i ' - to `evaluate the amount of work received during a given period of time in the particular d",partment, r to determine the number of workers required to handle the ' workload* to assist in work planning in order to achieve makimuia usayp of available time. - in assessing work baoklog4 - R.o pla`oe a value on a job which allows supervision to evalu-- &te its relationship with other. jobs _to be performed. rt is essential that an estimate be placed on eaoh job as It is received. Unless this is done, supervision will not have suffl- oient detailed information on which to efficiently-baae staffing~ ~ E deais£ons, METHODS _ OF ESTIMA'!'ING The estimate is a foreman's approximation based'on experi- once ant) know a qe By placing a value on a job, it allows supeevi- sion tO Compare and plan jobs in a more 0,'ganized m,aritter, It is recogni,ted that some estimates are cionsiderably "off" while others' are remarkably accurate, The degree of accuracy aehWvFid will make the value of the estimate extremely high in determinini3 Lhe Vali- dity nt the backlog and basis for establishing crew guidelines. ..z Pre-estimates Estimating before the work is started - The Standard or Nor - This is developed either by obeer- vation and?or initial estimate, it is refined through u+iA e atid follow-up until a pre determined value is placed on the Job, the Estimate - This is used where conditions of job vary (tJ Cons dera y dice to the nature of the work, Therefore, the evaluation of man-hours required must be made for each job, 3 ` 71 I; tl iiy3e The Phased Estimate - Jobs which require a large number of man- ours to complete should be divided into steps, see- _ Lions, pioces, or phases. This is done for two reasons: 1. It is easier and more accurate to estimate a job when the foreman evaluates the phases individually rather than the entire job. 2. In following the progress of a job, it is easier to evaluate by comparing estimated with actual for each step, These steps are: Separate the job into logical phases or ;skills. Determine materials, tools, or equipment required for each step. Determine time limits for each step - dates or times for start and stop Estimate the man-hours for each individual step. j ' :11o not balance houru to re-determined total of man- I - The PartlaLl ratiMate - This is a variation of uhts phased I know8 t. `were on y a portion of the work is visual or It is used only when it is only possible to AOOQ- rate y estimate a portion of the work, once the investi- gative phase of the job is estimated and 'the °work 'done, the foremen is in a, position to estimate the additional portion I or balance of the job, There is nothing wrong with, adding estimates when known factors become available. Do sot add the estimates after the ob is com leted as it servos no t: wort w 1e purpose an obscures t e_overa 1 werspct ve o `j e6 mat no accuracy, i Poo t- estimate: >,stimated after the work is finished or at least ter the wor s started This is necessary when immediate or emergency work is received and it is necessary to put men on the job before an estimate can be made, The estimate is made during or after the job is completed, dSNE;RAL pRYNCTPLES OF ESTYMI~TINd The following guidelines of estimating are set down to i assist the foreman in making an accurate estimate and to clarify some of the problems commonly encountered in making estimates: Estimate all jobs without exceptions, otherwise total hours will be incomplete and incorrect, Estimate 5nly the portion of the job which can be visualized I or seen, Do not try to estimate blindly. r? , E 1;a 72 ; Lf 1iN:Wil . Estimtlte average conditions, Do not estimate man-hours r assuming the best or worst conditions, - Do not i,aze estimates of the jobs in terms of man-days. If a job roquires 12 hours, enter that figure, When rkerathatt you do not 'Ie thO capabilities of a particular r wo you expect to a4'si-ljn to the job as your esti- mate, Situations may arise preventing this doing the work, U80 average oapabiliti individual from es as your guide. R)a C1TR]aMEN'P5 TN STTM?1TTNG - Daily, weekly, and monthly estimated to actual hour trends I should be frequently t;tudled for possible improvements. Note patterns in estimated and "tual on completed jobs, The normal pattern will show hours over and under the esti- i mate and will balance closely. The weekly results will generally range between 95% and 105$6 Possible causes of variances are: 1 stimatdu are<t ~ hi h Aatuels are always leas than pee estameteg• n or decrease the estimate by the 9 general.iy overestimated, This frequently occur when backlogs are low,. condition may llatuals exceeding the estimate The causes of this j can ton may o$ I Retimates.are not realistic ' In the au ervisor follow" y up on `the men or crews doing the obsfrequent enbugh? Are the foremen really supervising properly? To there lost time due tot (1) the I,rrong tools? I (2) Waiting for materials? I waiting for shutdowns or other crafts? (4) poor work habits? P~ (5) random - unproductive periods of time delay, (NOM 900nomically, a tighter estimating polioy,is preferred,) r3 l 1 tlYh.tia A i 1 'APPENDIX E I k f I k i 1 1 dl i~ I I a •.,1i k 74 {'d ~ fpr,ral!i~lA,,ad,lbalti~3Frill,~r!!f~{~cr,~.~xt,?~wr~ ~ Q A tAl: i ! i ~ 1 y IS 1 CITY OF bCENTON CUSTOMER SERVICES Chango/Correction to Customer Account Electric Service Current.-Billing Water & Sewer Service a Prior; X197 VOLUME AMOUNT - Aa Recorded r f As Corrected Net Correction } Reason for change, 1 -i ' rrl 1 r DATE Ini,tia~ed by ~ M Reviewed by Approved by Record Adl ~.1 ,1 . 75 i . t~NiY~1R'+f,VW.>.°7•t1..'!_ .Sf'tt`sl;3p.>,tE:>h<;'F Ci'r aiif,.:e1'~i`.v~4YF . - .-r , i f i k AppENDxX F i ~ r'7 f ,i s I` •`t~1~1•. E, lil ~ i f R t ~ r r. Lu 76 7 r o Ill ail 1 E' .Wvj ! ~nzw r~aom r~ i' EJf 34 f t6 ~4 { f } 0.1 to tC H I I i~f I 'f I~Y I r t JI: r~ 7 {gd,4lliK. 1 Y ! fy'1A Fff_~1 i.gj1 E ,1 re h I ! M s 1 ~ u i _I f ~ r rl}. c.;!ll.~~(pa~c. it -.n. v) .a]ae.Y~lrV.i H:d~u.)d1V-4V~ 7 l ift ) ett y, I ! r A 1~. F.t4a 7 I ~ f ' 1 !I l r I 1 1 q:n:~4 / 6l !i q q M y q r~ ' V t , low ' nil ~ , try. ~ M I r M h V M Q YY 00 f 01, ,bt ,[Il -d, .xaf R. t x iaJ i..• 't 9f H :411 YyG n f v 09 i N H t j y I I ~ M p v I _ ~ hf Ij Y J 3 1 • IY ILI` 1 ♦ . .a 1. a.y LL1~...:.: fi y z, t; I IE IY E JJ E , , 1 1 1 C) F I I 1 , r Fl L IE t { d,, 1 N :SI t5 b 1~1 I y~.i * ' 'La v 1:0,