Annual Review for 2009
Cecil / Harford Chapter of the MML – Chapter Dinner
Christmas Tree Lighting
Water Treatment Plant Ceremony
Filled the Office Clerk Position
3. Water/Sewer Billing:
Added a First Class Permit Number to the Water/Sewer Bills to cut cost on Postage.
Quarterly water and sewer billing postage $656.48 and yearly $2625.92 and having
the First Class Permit it will be $180.00 yearly fee, $417.76 quarterly and $1851.04
yearly. A savings of $774.88.
4. Implemented a temporary tracking system for office supplies.
5. Crossed trained another employee to do payroll.
6. Published the Winter 2009 Newsletter.
7. As well as all the fore mentioned accomplishments the Administrative Department has
also performed their regular duties such as answering telephones, preparing and mailing
water and sewer bills and late notices, taking payments for water and sewer bills and
personal property tax payments, selling boat ramp permits, scheduling heavy trash
pickups, stamping deeds, preparing meeting minutes for both the Town meeting and the
work sessions held monthly, updating the Town’s web site etc…
Sold 417 Boat Stickers (25 Out of State & 392 In State)
Sold In State Daily – 22
Sold Out of State Daily – 12
Special No Charge – 2
Processed 76 Deeds
Processed 5958 Water & Sewer Bills
Processed 1802 Late Notice
Processed 5932 Water & Sewer Payments
Processed 910 Credit Card Payments
Processed 1829 Miscellaneous Payments
1. Successfully billed and received cash draws from MDE for construction contracts as
Water Treatment Plant and Water Distribution System Improvements $824,511.34
Wastewater Treatment Plant Upgrade $9,082,289.00
2. Completed the coordination of Fiscal Year 2009 auditing services which resulted in an
“unqualified” audit opinion and timely submission of the Uniform Financial Report to the
U. S. Bureau of Census. An “unqualified” audit opinion is the best rating an organization
3. Filed Anticipated Debt forms for the State of Maryland by required due dates.
4. Completed 2007 and 2008 input into the Maryland Cultural Data Program Profile Report
5. Assisted with comprehensive budget cuts and resulting amendments due to decrease in
Highway User Revenues and State Aid for Police Protection.
6. Coordinated and reviewed Chemical Bid process voted on July 7, 2009
7. Coordinated preparation of Fiscal Year 2010 budget. The balanced budget was approved
at the June 2, 2009 Town Meeting.
8. On June 12, 2009 assisted the Juvenile Outreach Program with their annual audit by their
grantor, Cecil Partnerships for Youth. Finding was that we were in compliance with their
grant requirements and no problems were apparent at this time.
9. Completed the annual expenditure and budget reports for the State Aid for Police
10. Prepared and submitted the Report on the Expenditures of Local Highway User Revenues
to SHA on September 23, 2009.
Prepared 1,387 manual journal entries during the year totaling $93,211,823.49.
2,004 purchase orders were processed totaling $3,745,804.08.
1,265 accounts payable checks were processed totaling $3,583,884.40.
10,028 cash receipts were processed totaling $7,344,315.60.
Processed billings for $31,442.55 and receipts for $19,834.36 in property tax
Processed nine payments to Wickersham Construction Company totaling
$6,854,429.20. Processed three payments to Greensburg Environmental Services
totaling $136,864.00 and four payments to JLW Associates, Inc. totaling
Prepared and processed forty-two budget amendments totaling $2,262,476.12.
Billed quarterly and collected from the Veteran’s Administration $256,199.08 for
sewer services and $22,714.00 for Bay Restoration Fees.
Prepared and mailed ten 1099 Miscellaneous Income forms totaling $291,594.98 on
January 20, 2009. Also, submitted the 1096 Annual Summary and Transmittal Form.
All reports submitted met required due dates.
Reconciled seventeen bank accounts during the year (221 bank reconciliations).
Reconciliation includes to the general ledger, bank statement and check register. In
2009, reconciled October, November, December 2008 and January through October
1. Boat Ramp:
Total overhaul of site – all jobs bid; all work paid for by DNR; expenditure of
approximately $400,000 adding a Comfort Station with ADA restroom facilities,
additional parking, landscaping, runoff water control, paving/striping, floating dock
& SAV study
2. Rodgers Tavern:
Prevent 3 RT Grants from Recapture totaling @ $174,000 (includes match); closed
out and submitted final reports, invoices, canceled checks etc to Neighborhood
Business Works, Community Legacy and Maryland Historical Trust
Applied for FY 09 & FY 10 Grant funding from MHAA – received $100,000 each
year for a total of $200,000 in grant funding
filed progress reports, invoices and checks, received disbursements on schedule for
MHAA FY 09 Grant
Bid out Electric, HVAC & Sewer Engineering Contract- Selected Paragon
Dealt with Delmarva to get power hookup, Verizon to get phone line
Had survey of Tavern Property done (job bid out)
Bid out and awarded Asbestos investigation and removal; work completed
Bid out Electric & HVAC – price above funding
Re-Bid electric only – Selected Contractor
Bid Out Demo work – selected contractor
Attended all on site progress meetings –
Procured archeologist on site for conduit dig
Contractor Punch-out January 15, 2010
Multiple contacts with Maryland Heritage Areas Authority and Maryland Historic
o Plan approvals and modifications
o Extension Requests; reimbursement requests
o Extensions applied for and received for FY 09 and FY 10 timetable
extensions for project completion, budget modifications and scope of work
o Pushed for M.O.U. to get HVAC going
o Notification of new Round of Grant application for FY 11
Re-negotiated Project Management Contract with Paragon for HVAC
Preparing bid language, specs, dates and bid package for HVAC
Identified work remaining that could be done in house; do not anticipate having
enough funding unless we receive the next round of FY 11 and commit to match
After HVAC – sewer hook-up, patching, windows, painting, vendor solicitation,
bathroom construction by vendor –
3. MHAA & SHA Pier Trail:
Performed all required preliminary permitting work, NEPA, Critical Area, Maryland
Historical Trust, SHA, USFW etc
Bid out electric and trail construction options together or separately –
Awarded electric and trail separate bids
Modified MHAA contract with leftover funds to purchase benches along trail, trash
cans and recycling containers
Obtained extension on final remaining MHAA funds for one year for signage
For SHA, completed all jump through and submissions – after lighting done,
requested modification for use of funds for electronic gate at VA entrance –
permission granted PO cut – electric to be installed upon warmer weather – trash
cans to be purchased with remainder for VA trail
4. Multi-Purpose Playing Fields:
Closed out final original $56,000 Grant with purchase of bleachers and seeds to try
and get grass to take to site
5. Community Parks and Playgrounds:
2 Spring riders ordered by PO for Town Community Park for $2000 received by
6. Grant Applied For:
Bulkhead repair grant for Ice House Park
Fishing Free Zone at Ice House Park
COPS grant – denied
Rec Trails Grant for Town Park – Denied
SAV Study – approved
Other Projects – Town Admin.
1. Pier and Floating Dock
Bid out the project and successfully awarded the construction contract to Dissen &
Juhn LLC for $1,145,798, which was approximately $430,000 less than the other bid.
Bid out the construction inspection and review services for the pier and floating dock
project. The contract was awarded to BayLand Consultants and Designers, Inc. for
$87,854.01, which was approximately $11,400 lower than the next lowest bidder.
2. Successfully negotiated with Sprint the terms of a contract that allowed them to build a
communications tower on Town owned property where previously they had leased space
on a Town owned water tank. By negotiating this contract with Sprint, the Town will
continue to collect over $17,000 per year in rent for the communications equipment on
Town property, and will be able to collect ground rents from any other communications
company that locates equipment on the communications tower. (NOTE: the contract with
Sprint was acquired by TowerCo with the same terms).
3. Successfully negotiated with Cricket Communications to rent ground space from the
Town for communications equipment that they are placing on the TowerCo tower. This
is expected to generate $7,200 per year in revenue for the Town.
4. Switched the Town’s electricity commodity supplier to Direct Energy with an expected
savings of up to 24% on electricity bills.
1. Projects Completed:
Development of a park assets inventory
o This inventory includes the park properties, buildings, and equipment.
The inventory is kept in an excel format and will be converted to an
access database in the near future.
Creation of a process for park property inspections
o This Project started with the refining of the existing community park
inspection form. It then led to the development of forms for each of the
corresponding properties. A schedule was then developed for the
Development and implementation of a park maintenance schedule
o This project started by taking into account realistic time tables for
tasks completed. It then led to the breakdown of tasks into daily,
weekly, monthly, and annually necessity. The schedule allots time for
each variation of task.
Creation of a small equipment maintenance log
o As of the beginning of 2010 all maintenance preformed on park
equipment will be recorded in the small equipment maintenance log.
Creation of Maintenance Task Log
o This log was created as a means of tracking maintenance tasks
completion times. The log records maintenance tasks by date and is
being implemented for the year 2010.
Increased park employee training and certifications
o Employees of the park maintenance staff have been taking classes as
part of a personnel development and continuing education program.
The classes include landscape design, Roadside Tree Care, and Park
Developed Tree Management Plans for the Park Properties
o A plan has been put into motion to manage the trees in the parklands in
accordance with Maryland DNR regulations. This includes trimming,
treating disorders, and possible removal / replacement of trees.
Installation of traffic control barriers for the VA trail
o The VA trail originally was open to a considerable amount of illegal
dumping. This problem was solved by installing removable posts in
the center of the trail at the two entrances. Larger posts were then
installed on either side of the trail to seal it off.
Replacement of the trim boards on the community park storage building
o The trim boards on the community park storage building had
deteriorated considerably. This was remedied by replacing the trim
boards with pressure treated boards. These boards will ensure the
longevity of the buildings structural integrity.
Increased effectiveness of park wall while making it remain aesthetically pleasing
o This wall follows the edge of the community park entrance road at the
roadside picnic area. The wall is a boundary between the community
park and the VA Hospital. It was also a point of entry for trucks and
4x4s. The wall has stopped 100% of vehicle traffic through a series of
reinforcements. The wall reinforcements have been done in such a way
as to remain aesthetically pleasing.
Finalized repairs on the boat ramp restroom facilities
o The restroom facilities were opened after a series of repairs were made
to the plumbing. The inadequate size of the water line feeding the
facility could not supply the toilets that demanded high water volume.
Installing tanked toilets with pressure boosters solved the problem.
Repaired and reinforced the Boat Ramp entrance gates
o The hinges parted from the gates as a result of storm damage.
Replacement of the existing bolts holding the gates to the hinges
solved the problem. Reinforcing the mounts for the gates will ensure
that the problem will not happen so easily the next time.
2. Ongoing Projects:
o This includes the development of the natural trails through the
parklands. Currently the bird watch trail is under development and is
in the second stage of the project. Following the bird watch trail will
be the stream view trail. Access to this trail will be through the bird
watch trail and will follow the stream to the entrance of the park. This
project will increase access to new forms of recreation for the citizens
of the town.
Continuing to work on the development of Ice House Park
Overhaul on the Community Park Drains
o This project is a continuous struggle to replace or repair the existing
drains. The required maintenance would be drastically reduced if the
drains can be replaced with a larger diameter pipe. Installation of a
catch basin is also part of the solution.
Repair of the community park athletic fields
o Getting grass to grow on the athletic fields is the current priority. The
uneven surface of the fields is a problem that cannot be fixed
immediately. This problem will be fixed by either re-grading the field
or by getting enough topsoil to fill in all of the depressions as they
1. Completed the passage of Perryville Comprehensive Plan
2. Hired a Code Enforcement Officer
3. Installed software to establish a Geographic Information System (GIS) data base
4. Developed a digital copy of the Town Code and Charter
5. Updated the Zoning Ordinance to include recent amendments
6. Prepared a sewer allocation tracking system
7. Studied, planned and implemented a Commercial Entertainment Mixed Use District
(CEMUD) that resulted in the State’s first slots venue.
8. Developed a monthly invoicing and tracking system for development projects
9. Collected funds from delinquent development project accounts
10. Developed and implemented a landlord tenant ordinance and tracking system
11. Prepared and received a grant from the Wilmington Metropolitan Planning Organization
(WILMAPCO) to study and develop a plan for town owned property and surrounding
areas to create a town center and transit facility to enhance rider use of the MARC.
1. Hired a new Chief to fill the Chief's vacancy.
2. A security camera monitoring system was installed at the Police Department.
3. A computer tracking system put in place for monthly reporting.
4. Formulated a vision, mission, and core value's statement for the Police Department.
5. Purchased traditional police uniforms for personnel when working day shift.
Total Crime Stats for 2009
Auto Theft 8
Adult Arrest 102
Juvenile Arrest 33
Traffic Violation 217
Parking Violations 0
Boat Ramp Violations 0
1. Rebuilt the altitude valve at the old I-95 water tank to stop overflow and prevent
2. An upgraded security system had been installed in the Town Hall. This upgraded system
now gave security to the upstairs meeting room and new offices, where there hadn’t been
any security prior. The old alarm system had been put to use at the DPW building, giving
security to that building, which did not have prior security. New security lights were also
installed on the DPW to heighten security.
3. Properly repaired patio area behind town hall that had suffered from settlement and
erosion issues for several years.
4. Susquehanna Avenue, Arch Street, Cherry Street and Locust had large sections of
blacktop completely overlaid in an effort to revitalize the old town area of Perryville.
Curbs and sidewalks were also repaired in these areas as the prior to the road repairs.
5. McGuire Way has also been completely repaved. The road had drainage issues that had
been reported by residents. After inspecting the area, several issues were found that had
been causing the issues. Those issues were addressed in the paving. Two storm drains
that were in great need of repair on McGuire Way were also completely rebuilt.
6. Constant roadway erosion issues on the Sumpter Hill portion of Sumpter Drive were
addressed. The eroded sections were removed and properly replaced. Larger stone was
also placed along the ditch line in this area to prevent the erosion from reoccurring.
7. IWIF performed an inspection of the DPW building and made some suggestions
regarding safety concerns. The DPW staff addressed those concerns. IWIF
representatives then performed a second inspection and were very pleased with the
amount of issues that were addressed in a short period of time.
8. DPW staff replaced a motor in a Perryville Police cruiser. This saved the town a large
amount of money and also shows that the DPW is capable of performing larger and more
diverse mechanical tasks.
9. As a result of mechanical issues similar to the police car engine, members of the DPW
staff have put into affect a maintenance program on all town owned equipment and
vehicles. This maintenance program is to serve as a proactive (not reactive) approach to
vehicle and equipment maintenance. This program also includes documentation for all
maintenance performed. Oil changes as well as a full line of all other routine
maintenance in 5,000 mile increments are a part of this program.
10. Flooding issues that have existed for several years at the Broad Street underpass have
been properly addressed. A drain line on the Amtrak property that has been fully blocked
was discovered by the DPW with assistance from McGuirk Construction. The drain line
was then opened using the Town’s sewer jet machine. After performing this work, heavy
rains have not caused any flooding at this usually susceptible area. Amtrak was then
informed of our findings and ensured that they would address the towns concerns and
even redesign the catch basin on their property to prevent the issues from reoccurring.
11. A new floating dock was installed at the community boat ramp. The dock was also
removed by the DPW with assistance from the Parks Department. This work usually had
to be contracted out to a crane company for assistance, we are now able to save that cost
and perform the work in house.
12. Several issues have been addressed at the Front Street Lift Station in light of recent
sewerage overflows. It was discovered that a pump motor had not been operable for
quite some time and needed to be rebuilt. The pumps were not properly programmed to
be running at their maximum capacity. A VFD that was present at the station had also
been found to be inoperable and beyond repair. Since discovering these issues, they have
all been addressed. The malfunction motor has been repaired. The VFD’s were
programmed by the DPW to now run the pumps at their maximum capacity. A new, user
friendly VFD has been installed to replace the non-functioning VFD. There are now 3
pumps running properly at the station. This has been a great improvement to the
sewerage issues in that area. Other ideas are also being instituted in the area to prevent
the backups. In early 2010 a backflow preventer has been installed in the main line to
prevent backups that have constantly affected the Herpick residence.
13. Removed an underground storage tank from Town property that was discovered by a
neighboring property owner who was doing some landscaping work. The Town was not
aware that the tank was there, but did take appropriate measures to remove it with
Maryland Department of the Environment present during the removal. It was not found
to contain anything hazardous and was properly disposed of.
14. As well as all the fore mentioned accomplishments the DPW has also performed their
regular duties such as read meters (quarterly), bulk trash (monthly), yard waste (twice
monthly), repair mater main leaks, and address sewer backups.
1. Established Safety Committee with regular meetings.
2. Created mission statement: “The Safety Committee of the Town of Perryville assists and
protects the safety of all employees by providing safe working conditions at all locations
and making safety information directly accessible to all employees.”
3. Distributed various safety awareness posters to all departments for posting.
4. Employee participation to watch safety videos “Housekeeping: It’s Everyone’s Job” and
“A Positive Safety Attitude Pays”.
5. Created and posted fire evacuation plans in Town Hall.
6. Arranged for all Town Hall fire extinguishers inspected.
7. Installed emergency exit door at Town Hall meeting room.
8. Installed exit signs in Town Hall.
9. Installed backup alarms on all Town vehicles.
10. Established current phone contact list and distributed to all departments.
11. Established Right-To-Know Centers with MSDS in all departments.
12. Provided first aid kits at all locations.
13. Received $10,000 savings for establishing a Safety Committee.
14. Created universal accident reporting process.
15. Created a safety program checklist to be used by all departments for determining safety
items to be completed.
Shawn completed CSUS Wastewater Volume II Course
All town staff received their Temp W5, WA license
Flow meters checked and certified.
Effluent meter recalibrated after v-notch weir lowered
SCBA Air cylinders: Refilled two (semi-annual refilling)
SO2 and Cl2 sensors inspected
MDE: Records review and plant visit. Unannounced Mar 4 & 5
MDE: compost operations
Completed required annual DMRQA29 analysis
Fireline: Fire extinguishers
MDE surprise visit, Oct. 28: Received complaint. Found complaint unfounded
D&P Electric installed strobe light and outside alarm for Cl2 & SO2 system (MOSH)
Environmental Equip. & Services rep checked & verified outside audible & visual
alarm for gas leaks
4. Compost Ops
All compost met Class A requirements
Cecil County Central Landfill hauled and utilized the final compost: A total of 528
o Material was used for cover.
o No hauling charges or tipping fees
Press operations stopped Sept 18th to permit construction work.
Press: Replaced lower belt tension air cylinders
Press conveyor: Problem with sludge freezing under belt and hindering belt ops.
Reconfigured catches under belt to minimize problem
Tarby pump #1: Motor shorted out. New motor purchased and installed
Installed new SS slide shaft on upper press belt tensioner
Staff changed out lower scraper bar on belt filter press. Had one from the old press
on site. Staff repaired upper pulley on belt press
Removed media from volute of South RAS pump. Repaired bled off line on N RAS
pump. Old line had rusted through and was leaking. Removed & installed new pipe
Primary pump suction line was clogged. Staff removed blockage and got line back in
RBC Blower: Found three holes in the motor electrical junction box and saw bare
wire. D & P Electric ran three new feed wires from shut off breaker to motor.
Replaced hot water heater in control building. Old one had a significant hole blown
in the side
Flipped cutting edge on loader bucket (work completed by in-house staff)
6. Construction Project: Work completed in support of the project (Costs used from plant
Pumped down Digester #2
o Treated as much in house with the press by pumping to digester #1
o Mobile Dredging pumped down and cleaned tank. Mobile transported and
disposed of material to a site in PA.
o DPW flushed out the air header which was clogged
o Kline’s flushed out existing line which will be the new suction line
Pumped down Digester #1
o Kline’s Septic pumped and hauled approx. 150,000 gallons of sludge & debris to
their treatment facility.
Cleaned out lab cabinets and moved lab and office into control bldg hallway to
permit required work to occur in lab area
02 Dec: Contractor lowered effluent flow meter v-notch weir and removed a section
of concrete baffle in dechlorination tank. Coordinated operation to permit work to
7. Cost Measures
Operated equipment and tanks only as needed on the old plant
Worked with project to take care of items not defined in the contract. This
eliminated change orders and assisted in work scheduling.
o Effluent meter recalibration
o Digester #1 cleaning
o Digester #2 cleaning
o Air header cleaning for both digesters
o Flushing of digester #2 suction line
o Replaced hot water
Worked with project in adjusting operations for work to occur
o Coordination of compost ops to permit the compost building to be cleaned and
o Shutting off flows and redistributing to permit work to continue
Revised new plant start-up
o Contract required operating both plants until culture established in SBR
o Drained all tanks to the SBR to seed the plant and get in operation
o Permitted contractor to immediately begin work on demo and construction on the
old plant. Waiting for the culture to establish itself may have taken a few
months, which would have delayed the project.
o Eliminated hauling and treatment costs from the old plant.
o Operating both plants would have been challenging to meet the permit
requirements and higher electric costs running two plants.
o Plant met all permit requirements for the month of November 09.
o Spoke with the Aqua rep in regards to the increased costs and peak demand
factor. He suggested and we made adjustments in the program in regards to the
o Spoke with the electric company and they suggested when everything is on-line
to set up a meeting and discuss what can be done in regards to the cost.
o Monitoring the use of the new chemical, alum. Initial engineer estimates stated
300 gpd. Started at 18 gpd, increased to about 33 gpd. Aqua rep suggested, feed
might be able to be reduced more. As the plant gets fully on-line will make
attempts to reduce feed further.
8. 11 Sept (Fri): Approx. 6.0” of rain. Plant flow was 2.632 million gallons (over 4X
average. flow). Due to staff efforts in getting tanks in service during the severe rain
event, NO solids washed out of the final clarifiers. Solids retained within the plant.
9. Plant Treatment
Plant met permitted effluent requirements from January through August 09 and
Sept 09: Non-comp for ammonia concentration occurred due to the rain event.
Parameter exceeded the permit limit but did not exceed the interim permit limits
defined in the Consent Order. Site did not exceed the permitted loading. See
previous bullet point.
Oct 09: Non-compliance of daily ammonia for concentration and pounds occurred on
Oct 27 and 28 that were the first samples after the SBR start-up (Oct 21). Ammonia
concentration and lbs did not exceed the permitted levels as defined in the Consent
Dec 09: Non-comp for E. Coli and TSS. The construction activity in the tanks in
early December directly impacted the disinfection process. Changes have been made
to meet the required disinfection. In regards to the TSS, this is unknown why based
upon a review of the records and lab data.
1. The new water treatment plant went online in March.
2. There are some operational issues at the new water plant primarily related to the SCADA
system that are still being addressed.
3. There was hazardous waste spill on Town property that did not impact the water quality,
which has been cleaned up. There are still some on going issues from the spill, which is
the disposal of the remaining material currently on-site in roll-off containers.
4. We passed the raw water E-coli testing. This saved the town from having to go to level 2
testing, which is quite expensive.
5. We have reduced our hours of operation and shift times. By doing this it is saving the
town 48 hours a month in overtime.
6. All required testing for the year was completed.
7. Our trihalomethane levels have been reduced dramatically, Even though we did violate
the levels for the year. This was due to the first quarter results which were from the old
8. We are constantly looking for ways to reduce our operating cost.
9. We withdrew 176 million gallons of water from the Susquehanna River, and processed
158 million gallons for the Town of Perryville.