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Home My WebLink About12-Planning and DevelopmentPlanning and Development The Division of Planning and Development is dedicated to the shared vision of a well-planned Georgetown by working in partnership with the community, building on our heritage and providing service through a customer friendly process. The Division includes the Administration, Current Planning, Long-Range Planning, and Inspection Services Departments. Administration Page 144 Current Planning Page 146 Long Range Planning Page 148 Inspection Services Page 150 Planning & Development 01/02 03/04 00/01 01/02 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 372,101 634,023 632,072 411,127 (-35.0%)317,204 Current Planning 408,160 391,491 391,491 419,709 (7.2%)422,691 Long Range Planning 174,894 168,145 144,234 (-14.2%)147,207 Building Inpections 499,905 561,355 509,898 571,976 (12.2%)582,259 Mapping Fund 4,600 6,284 6,284 22,300 (254.9%)28,638 Division Total 1,284,766 1,768,047 1,707,890 1,569,346 (-8.1%)1,497,999 * Percent change of 02/03 Adopted from 01/02 Projected Actual 00/01 01/02 01/02 03/04 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Administration 6 4/.5 4/.5 3/.5 Current Planning 7 7 7 7 Long Range Planning 0 2 2 3 Building Inpections 9 11 8 10 Total (FT/PT) 22 24/.5 21/.5 22/.5 10 22/.5 Planning and Development 3/.5 7 2 02/03 ADOPTED 02/03 ADOPTED (% Change*) Personnel 76% Operations 24% 571,976 419,709 411,127 144,234 22,300 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 Mapping SRF Long Range Planning Administration Current Planning Building Inspections 144 Planning and Development Administration DEPARTMENT DESCRIPTION This Department supports the Division by providing communication assistance to the departments, our customers and the rest of the City organization. Public information provided through informational brochures, publications, the internet, and public meetings which help citizens to understand the planning process is provided and maintained by this department. Administration staff serves as “enablers” who increase the Division’s ability to function smoothly by minimizing administrative distractions from the responsibilities of serving customers. MAJOR DEPARTMENT GOALS • Foster a workplace environment that is supportive of staff efforts and commitment, encourage creative problem solving and open communication, and uphold a successful work atmosphere. • Promote the use of technology and automation as a planning and communication tool to improve decision- making and increase efficiency and productivity. • Continuously encourage citizen involvement in the City’s comprehensive planning, development and building processes to ensure continued customer service and a high quality of life. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 • Conducted second phase of the Unified Development Code adoption, reviewing policy of the City’s development ordinances. • Created a database of planning and development customers for citizen outreach programs, increasing development information availability. • Provided production assistance for newsletters, brochures, planning reports, website, advertising, and final production of codes and ordinances. • Supported and reviewed Historic Downtown Overlay District Ordinance to promote downtown preservation and economic viability. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 • Promote the implementation of the Unified Development Code (UDC), establishing a central, one-stop information center at the new Municipal Complex facility that will disseminate information on the UDC through printed materials, computer formatted applications, GIS kiosk, and a development customer assistance center. • Provide production assistance for newsletters, brochures, planning reports, web site, and final production of codes and ordinances. • Research technological opportunities to improve the Division’s database to streamline the permitting and development tracking processes. ADMINISTRATION 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Division Director Chief Planners Planner (PT) HARC Administrative Manager Development Account Specialist Staff Assistant Total (FT/PT) 1 2 0 1 1 1 6 1 0 .5 1 1 1 4/.5 1 0 .5 1 1 1 4/.5 1 0 .5 1 0 1 3/.5 1 0 .5 1 0 1 3/.5 145 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED 02/03 1. Public Meetings/ Workshops N/A N/A 25 25 15 2. Brochures// Newsletters distributed quarterly N/A//460 N/A//480 150//550 150//800 300//1,000 3. Citizen mailings N/A N/A N/A 500 625 4. Website requests for information N/A N/A N/A 50 50 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Increase in website hits for development pages N/A N/A 50% 25% 25% 2. Increased database for newsletter and mailings N/A N/A 15% 50% 25% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: The Division is moving into the new Municipal Complex (C-3 Building) in FY 2002/03. We will be focussing on the move and on implementing the Unified Development Code which is anticipated to be approved by City Council at the beginning of the new fiscal year (October/ November 2002). Funds for one-time projects such as implementation of the Unified Development Code and the Downtown Master Plan are included in 2002/03. The Development Account Specialist (DAS) position will transfer to the Utility Office in 2002/03. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 203,660 250,343 250,171 Personnel 205,472 206,165 145,199 383,680 381,901 Operations 205,655 111,039 23,242 Capital 372,101 634,023 632,072 411,127 317,204 146 Planning and Development Current Planning DEPARTMENT DESCRIPTION The primary function of the Department is to implement the development process with the goal of ensuring quality development for the future of Georgetown and preservation of the community’s unique features. Responsibilities involve various functions necessary to address issues encountered in the development process. The process includes providing public information, review and recommendation on development applications, preparation of reports, and participation in meetings of the City Council, Planning and Zoning Commission and Zoning Board of Adjustment. The Department is comprised of a multi-disciplinary team necessary to address the range of issues that occur in the development process. MAJOR DEPARTMENT GOALS h Provide sound and timely advice to internal and external customers regarding the current planning process, development regulations, and best development land use planning principles. h Foster and maintain a philosophy that encourages continuous input into the current planning process from key stakeholders, including real estate developers, other government agencies, and utility providers. h Support the facilitation of a quality growth strategy which seeks to strike an optimum balance between economic expansion through best development practices and the effective stewardship of natural resources, municipal infrastructure and quality of life concerns. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 • Established an applications database for monitoring / tracking workload and performance. • Continued participation in the review process for the Georgetown Municipal Complex. • Implemented the Development Agreement for the Rivery property. • Continued the integration of transportation and long range planning elements into the development review process by utilizing the recently adopted Land Use Plan for project reviews. • Participated with the consultants, staff and the public in the development of the Unified Development Code. • Worked closely with GIS staff in the development and review of the revised Zoning Map (digital). MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 • Implement the Unified Development Code. • Implement the goals and policies of the Draft Future Land Use and Thoroughfare Plan. • Develop procedures to ensure a smooth transition to the Unified Development Code. • Develop the Williams Drive Corridor Study to finalize land use and development standards for the area. • Work closely with major stakeholders in the development review process for the following projects: Williamson County Justice Facility, the Georgetown Municipal Complex, and the Rivery Town Center. CURRENT PLANNING 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Chief Development Planner 0 1 1 1 1 Development Planner 2 2 2 2 2 Planning Technician 2 1 1 1 1 Development Engineer 1 1 1 1 1 Building Plan Reviewer 1 1 1 1 1 Team Specialist Total 1 7 1 7 1 7 1 7 1 7 NEW LOTS PLATTED 0 200 400 600 800 1,000 1,200 1996 1997 1998 1999 2000 2001 2002 Single-Family Non-Single Family 147 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1 . C o n c e p t p l a n s p r o c e s s e d 1 4 3578 2. Public review final plat applications 3. Record final plat applications 28 17 32 27 24 15 33 27 30 24 4. Detailed development plans 37 30 50 31 32 5 . V a r i a n c e s t o B o a r d o f A d j u s t m e n t 1 5 4985 6. Rezoning Applications 13 15 20 28 10 7. # of new lots platted Residential Commercial 455 35 500 40 515 10 520 11 600 15 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 Final decision consistent with staff recommendation: 1. Variances 80% 90% 90%90%90% 2. Zoning Map Amendments 100% 90% 85%85%95% 3. % Detailed Development Plans approved administratively 54% 67% 70%70%100% 4. % Council approval of P&Z plat recommendations 100% 100% 100%100%100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 316,912 362,602 362,602 Personnel 376,946 378,006 91,248 28,889 28,889 Operations 42,763 44,685 Capital 408,160 391,491 391,491 419,709 422,691 148 Planning and Development Long Range Planning DEPARTMENT DESCRIPTION The Long Range Planning Department is responsible for guiding the City’s long range planning efforts and the implementation of the Century Plan, the City’s comprehensive plan for future growth and development. This department also provides census and demographic information, in addition to growth and development information to the community for projecting population, building, and development trends and impacts. In accordance with growth management policies established by the comprehensive plan and the Council, the Long Range Planning Department develops annexation policy and an annexation plan for the orderly growth of the city. The department has developed a GIS program as a planning tool for the Division, and is leading the effort for City-wide implementation. This department also manages the City’s mapping special revenue fund. MAJOR DEPARTMENT GOALS h Promote growth management strategies to guide the City’s land use, transportation, infrastructure, and economic development decisions that will provide long term quality of life. h Provide long range planning perspective to annexation and extra-territorial jurisdiction development. h Provide current information of demographic and development trends to project growth and plan for the projected future needs of the community. h Provide leadership in the implementation of the GIS Plan. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Completed Quality of Life Planning Survey for use in planning, economic development and budgeting. h Completed Future Land Use Plan and Thoroughfare Plan as first step in a Comprehensive Plan revision process. h Amended Zoning Ordinance to allow use of Digital Zoning Map and created Digital Zoning Map. h Completed GIS Plan to outline strategy for City-wide implementation of GIS applications. h Completed a population projection model to replicate population growth to be used by Finance and other divisions in planning projections. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Assist in the development of an Annexation Plan that will allow continued voluntary annexations and initiate the 3-year Council annexation process. h Complete a Transportation Plan as an element of the Century Plan, which will continue the Comprehensive Plan revision process initiated in 2001/02. h Monitor and participate in regional transportation and other regional planning efforts through the Capital Area Metropolitan Planning Organization (CAMPO), Capital Area Planning Council (CAPCO) and Williamson County. h Begin implementation of the first phase of the Geographic Information System (GIS) to assist in community growth and development. LONG RANGE PLANNING 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Chief Long Range Planner 0 1 1 1 1 GIS Analyst 0 1 1 1 1 T o t a l 0222 3 149 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Century Plan amendments p r o c e s s e d 56575 2 . A n n e x a t i o n p e t i t i o n s 75585 3. Acres annexed 121 195 500 145 200 4. Growth Trends Report N/A N/A 4 4 4 5. GIS data layers placed on distribution drive N/A N/A N/A 15 15 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Century Plan amendments completed 100% 100% 100% 140% 100% 2. Annexation petitions processed N/A N/A 100% 133% 100% 3. Growth Trends Report N/A N/A 100% 100% 100% 4. GIS data sets on network N/A N/A N/A 15 30 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: This department was created in Fiscal Year 2001/02 to manage the City’s long-range planning process. A proposed Planning Technician position was to be transferred from within the division, but was eliminated in 2001/02. A GIS Intern position will be needed to assist in the clerical and administrative efforts of the Comprehensive Transportation Plan and the City-wide GIS program implementation. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 105,894 101,395 Personnel 125,080 125,438 59,000 59,000 Operations 19,154 21,769 10,000 7,750 Capital 0 174,894 168,145 144,234 147,207 150 Planning and Development Inspection Services DEPARTMENT DESCRIPTION Inspection Services provides building construction permits and inspections leading to the final Certificate of Occupancy (CO). This department assists in the coordination between the City and the construction industry through plan review, permits and on-site inspection. Inspection Services ensures that the construction phase of the development process meets the expectations of the community for the overall public health, safety and welfare through the administration and implementation of applicable City codes and ordinances. MAJOR DEPARTMENT GOALS h Ensure quality and safe housing through consistent administration of building code requirements. h Promote a cooperative effort with the building community to provide long-lasting, quality structures. h Encourage use of the most current building codes for the community to reduce insurance rates for the public. h Promote the use of automated technology in the permit and inspection areas to streamline processes and reduce costs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Adopted the 2000 International Residential Building and 2000 International Energy Code to meet state mandates. h Continued worked with Code Enforcement to provide training in eliminating nuisance code violations for dangerous buildings, and other violations through the Building Standards Commission. h Regulated construction in special flood hazard areas through the City’s floodplain ordinance. h Continued development and implementation of the Backflow Prevention Ordinance, lead testing and Plumbing Code for the protection of the public water supply system to meet state TNRCC mandates. h Worked with the community to provide an acceptable level of permitting and inspection services pursuant to the continued growth within the area. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Continue the review and update of the commercial building codes to the 2000 International Codes for quality standards. h Continue to assist in the City-wide implementation of the Backflow Prevention and lead testing program for the protection of the public water supply. h Research and improve the options for automated technology in the construction permitting and inspection process to increase efficiency for all users. INSPECTION SERVICES 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Building Official Staff Assistant Residential Permit Technician Combination Building Inspector Total 1 1 1 6 9 1 2 1 7 11 1 2 1 4 8 1 2 1 6 10 1 2 1 6 10 BUILDING PERMITS 0 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 140,000,000 160,000,000 180,000,000 200,000,000 97/98 98/99 99/00 00/01 01/02 02/03* Co n s t r u c t i o n V a l u e 0 200 400 600 800 1,000 P e r m i t s Value Permits 151 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. New residential permits issued Construction cost 2. New commercial and industrial permits Construction cost 3. All other building permit types Construction cost 4. Total # of inspections performed 931 $110,045,105 48 $7,942,385 866 $1,909,908 23,342 750 $91,000,000 28 $51,361,130 750 $1,251,046 21,000 1,200 $145,000,000 50 $50,000,000 1000 $1,755,000 26,000 544 $127,997,479 28 $45,737,000 1100 $4,993,121 13,784 650 $160,003,800 35 $35,000,000 1050 $2,718,025 17,530 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. % of residential plans processed within 10 days 90% 97% 95% 97% 97% 2. % of commercial plans processed within 30 days 3. % of inspections performed within 2 days 4. Avg # of inspections per day 5. Avg # of inspections per inspector per working day 85% 83% 90 18 80% 90% 80 16 90% 95% 80 16 80% 95% 70 17 85% 80% 75 15 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: In Fiscal Year 2001/02, construction activity was slower than anticipated. A combination inspector and a staff assistant were budgeted to improve turnaround times for Inspection Services. The staff assistant position was filled in order to handle the workload and turnaround times for all customers. The combination inspector position was not filled. Due to budgetary issues at mid-year, two (2) inspectors were transferred to Georgetown Utility Systems (GUS), with one (1) returning October 1, and the last returning once workload benchmarks are achieved. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 410,261 482,480 435,871 Personnel 480,923 483,552 89,644 78,875 74,027 Operations 91,053 98,707 499,905 561,355 509,898 571,976 582,259