HomeMy WebLinkAbout06-Community DevelopmentCommunity
Development
The Community Development Division 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. This Division includes all Planning and Inspection functions.
This Division is funded through the General Fund.
Community Development
Building Inspections
Page 56
Code Enforcement
Page 54
Community Development
Administration
Page 58
Current Planning
Page 60
Long Range Planning
Page 62
Inspection
Services
Planning
Services
75
Community Development
03/04 05/06
02/03 03/04 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
Code Enforcement 318,053 361,343 361,343 375,526 (3.9%)377,686
Building Inpections 551,572 549,025 549,025 657,274 (19.7%)657,074
Com Dev Administration 416,339 404,234 404,234 374,699 (-7.3%)350,554
Current Planning 416,022 400,960 381,806 370,730 (-2.9%)370,730
Long Range Planning 156,767 197,310 197,201 224,671 (13.9%)232,208
Mapping Fund 13,216 39,282 39,282 43,476 (10.7%)29,900
Division Total 1,871,969 1,952,154 1,932,891 2,046,376 (5.9%)2,018,152
* Percent change of 04/05 Adopted from 03/04 Projected Actual
(% Change*)
04/05
ADOPTED
02/03 03/04 03/04 05/06
ACTUAL ORIGINAL FINAL / PROJECTED
PERSONNEL SUMMARY BUDGET ACTUAL
Code Enforcement 5/.5 5/.5 5/.5 5/.5
Building Inspections 10 9 11 11 11
Com Dev Administration 3/.5 5/.5 4/.5 4/.5
Current Planning 7 6 5 5
Long Range Planning 2 2 2 3
Total (FT/PT) 27/1 27/1 27/1 28/128/1
4/.5
5
3
04/05
5/.5
ADOPTED
375,526
374,699
370,730
224,671
43,476
657,274
0 100,000 200,000 300,000 400,000 500,000 600,000 700,000
Mapping Fund
Long Range
Planning
Current Planning
Administration
Code Enforcement
Building Inpections
Personnel
79%
Operations
21%
54
Community Development
Inspection Services
Code Enforcement
DEPARTMENT DESCRIPTION
The department was previously included within the Fire department, but
was reorganized into a Inspection function to create efficiency and
provide better customer response. The department also seeks to
prevent the incidence of hostile fires and other emergencies that pose a
threat to the lives and property of Georgetown residents. Code
Enforcement's goal is to educate the community regarding fire and
safety prevention, enforce fire codes, nuisance codes, and other City
codes and ordinances, and ensure that structures are engineered and
built to prevent fire and decrease hazards.
MAJOR DEPARTMENT GOALS
• Maintain a comprehensive public education program designed to increase awareness, provide information, and
change behavior in order to manage fire, injury and natural hazards in the community.
• Promote a positive image to the community by bringing services to the neighborhoods and soliciting community
involvement.
• Investigate all fires and explosions and vigorously pursue criminals who commit the crime of arson.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Accomplished the cross-training for two code enforcement employees in Fire Inspections.
• Reviewed the 2003 International Fire Code and provided comment preparatory to adoption.
• Maintained “Risk Watch” Program in all elementary schools.
• Hosted Basic Fire Inspector Certification class.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Implement portable laptop computers for added efficiency in code enforcement.
• Expand “Risk Watch” into Ford Elementary and program additional “Risk Watch” classroom visitations.
• Establish a program for routine inspections that enhance the current program to achieve 100% commercial
coverage annually.
• Establish a juvenile firesetter’s program through cooperation and training with the state Fire Marshals office.
• Provide a more efficient code enforcement and fire prevention inspection process under the Unified
Development Code, International Fire and Building Codes in order to meet council policies.
• Improve City’s image and public relations by increasing number of code violations by 20% through aggressive
code enforcement.
• Provide positive public relations and a healthy environment by providing four neighborhood clean-ups.
• Create and provide for distribution a garage sale bulletin to alleviate the need for bandit sign advertising.
CODE ENFORCEMENT 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Fire Marshal 1 1 1 1 1
Code Enforcement Inspector 2 2 2 2 2
Code Enforcement Supervisor 1 1 1 1 1
Fire Code Inspector 1 1 1 1 1
Fire Code Inspector (PT) .5 .5 .5 .5 .5
Total (FT/PT) 5/.5 5/.5 5/.5 5/.5 5/.5
CODE ENFORCEMENT VIOLATIONS
1,800
3,266
1,948
3,000
3,500
0
500
1,000
1,500
2,000
2,500
3,000
3,500
00/01 01/02 02/03 03/04 04/05*
*Projected
55
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Education presentations 165 250 188 188 300
2. Investigations initiated 7 11 10 10 10
3. Abandoned vehicle abatements 75 102 200 150 200
4. # of Code Enforcement
violations 3,266 1,948 3,050 3000 3500
5. # of inspections performed 1,406 1,338 1,700 1,700 1850
6. # of children involved in “Risk
Watch”
7. Field Officer Reports
8. Abatements
9. Certified Letters
1,884
3,409
5
180
2,540
1,762
6
100
2,523
1,762
8
100
2,523
1,850
8
110
2,800
2,000
10
100
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Arson incidents per capita .00020 .00025 .00025 .00025 .00025
2. Fire incidents per capita .042 1.15 1.00 1.00 1.00
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES:
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
264,812 289,045 289,045 Personnel 298,915 298,915
53,241 72,298 72,298 Operations 76,611 78,771
318,053 361,343 361,343 375,526 377,686
56
Community Development
Inspection Services
Building Inspections
DEPARTMENT DESCRIPTION
Inspection Services issues building construction permits and performs
inspections leading to the final Certificate of Occupancy (CO). This
department assists in the coordination between the City and the
construction industry with plan review, permitting and on-site
inspections. 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. This
department is also responsible for flood plain administration and review,
according to the regulations established by the Federal Emergency
Management Agency.
MAJOR DEPARTMENT GOALS
• Ensure quality and safe housing through consistent administration of building code requirements.
• Promote a cooperative effort with the building community to provide long-lasting, quality structures and
encourages use of the most current building codes for the community to reduce insurance rates for the public.
• Promote the use of automated technology in the permit and inspection areas to streamline processes and
reduce costs.
• Ensure that special flood hazard areas are not impacted by development activities through the use of
Floodplain Management.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Concluded Public review to recommend to the City Council to adopt the 2003 International Building Codes.
• Initiated public review process for the update of the current electrical code to the 2002 National Electrical Code
and local electrical licensing requirements.
• Regulated construction in special flood hazard areas through the Flood Damage Prevention Ordinance.
• Implemented the reorganization of Fire Prevention and Code Enforcement to meet the needs of all customers.
• Issued non-residential building permits for over 900,000 sq. ft. to include Wolf Ranch, Rivery and Tasus.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Continue to research workflow processes for a Development Tracking System with the Planning Department
for construction permitting and inspections to increase efficiency for all users.
• Initiate a public forum with developers and construction contractors to review the permitting and inspection
process.
• Continue to work on providing efficiency and consistency for the land development process and maintenance
through code enforcement, fire prevention and planning and development within the reorganization efforts.
• Initiate public review process for recommendation for City Council to adopt by ordinance the newest versions
of building construction codes on a three-year cycle.
BUILDING INSPECTIONS 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Building Official 1 1 1 1 1
Staff Assistant 2 1 2 2 2
Permit Technician 1 1 1 1 1
Combination Building Inspector
Building Plans Examiner
6
0
6
0
6
1
6
1
6
1
Total 10 9 11 11 11
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
00/01 01/02 02/03 03/04 04/05*
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 *Projected
57
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. New Residential Permits issued
Construction Evaluation Total
544
$127,997,479
612
$120,000,000*
600
$130,000,000
780
$136,575,100
625
$135,000,000
2. New Comm, Industrial, TFO and
Remodel Permits issued
Construction Evaluation total
28
$45,737,000
33
$22,335,722
30
$36,000,000
50
$29,708,800
60
$40,000,000
3. Permitted non-residential sq. ft.N/A 400,000 500,000 909,066 800,000
4. All other building permit types
Construction Evaluation Total
1,100
$4,993,121
1,340
$18,620,464
1,500
$21,000,000
1,300
$16,000,000
1,350
$15,000,000
5. Total # of inspections performed,
including Commercial, Residential
and all others 13,784 24,631 17,530 23,972 23,000
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. % of residential plans processed
within 10 days 97%97%97%97%97%
2. % of commercial plans processed
within 30 days 80%85%85%87%90%
3. % of inspections performed within
2 days
4. Avg # of inspections per day
5. Avg # of inspections per inspector
per working day
95%
70
17
95%
98
16
99%
110
17
99%
146
24
99%
135
20
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
Two positions were transferred here from existing departments (Staff Assistant and Building Plan Reviewer),
causing the personnel budget to increase from the prior year.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
465,082 456,941 456,941 Personnel 559,711 559,711
86,490 92,084 92,084 Operations 97,563 97,363
551,572 549,025 549,025 657,274 657,074
58
Community Development
Administration
DEPARTMENT DESCRIPTION
Administration supports the planning process by providing communication assistance within the planning area to
our customers and the rest of the City organization. Public information and education 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.
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 2003/2004
• Coordinated the codification and publication of the Unified Development Code (UDC) and Development
Manual, including updating the website pages.
• Wrote, developed and published over 20 brochures for the Property Information Resource Center (PIRC) to
improve customer education of development processes.
• Assisted in Division re-organization, including remodeling of PIRC and frontline area to provide more customer-
friendly service, after reviewing and redefining front-line customer service and professionalism.
• Conducted a mid-year revenue audit of all planning applications submitted and developed an automated
application invoice system.
• Coordinated approval and implementation of Interlocal Agreement with Williamson County, in accordance with
House Bill 1445.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Work with a multi-division team of staff to develop a proposal for a web-based automated tracking system that
will track a development application from its initial submittal to final Certificate of Occupancy.
• Assist Current Planning in a comprehensive reorganization of the development application filing system for
Community Development to ensure that all development files are consistent and complete, as well as, provide
adequate information for both external and internal customers.
• Provide production assistance for brochures, planning reports, Development Manual, forms and website.
• Continue codification and publication of UDC, with amendments as they occur.
• Adopt Annexation Policy as an element of Century Plan.
ADMINISTRATION 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Division Director
Planner (PT) HARC
Administrative Manager
Staff Assistant
Planning Specialist
Total (FT/PT)
1
.5
1
1
0
3/.5
1
.5
1
2
1
5/.5
1
.5
1
1
1
4/.5
1
.5
1
1
1
4/.5
1
.5
1
1
1
4/.5
59
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Public Meetings/ Workshops N/A N/A 25 25 6
2. Brochures distributed quarterly N/A N/A 500 200 500
3. Website requests for information N/A N/A 25 35 50
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Excellent Service rating on
Customer Service Survey N/A N/A 85%86%90%
2. Increased customer database for
newsletter and mailings N/A 15%15%50%25%
DEPARTMENT BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
A Staff Assistant position has been transferred to Management Services.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
205,274 284,079 284,079 Personnel 261,434 261,434
211,065 120,155 120,155 Operations 113,265 89,120
416,339 404,234 404,234 374,699 350,554
60
Community Development
Current Planning
DEPARTMENT DESCRIPTION
The Current Planning section implements the development process with the
goal of ensuring quality land development for the future of Georgetown and
preservation of the community’s unique historic and environmental features.
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, Historic and Architectural Review Commission (HARC) and
Zoning Board of Adjustment.
MAJOR DEPARTMENT GOALS
• Provide sound and timely advice to internal and external customers regarding the current planning process,
development regulations, and best development land use planning principles.
• Continuously seek input into the current planning process from key stakeholders, including real estate
developers, other government agencies, and utility providers.
• Support the implementation of a quality growth strategy which seeks to balance economic expansion, the
effective stewardship of natural resources, and quality of life concerns.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Completed the Site Plan reviews for the Simon / Wolf Ranch Development and TASUS.
• Completed numerous amendments to the Unified Development Code (UDC), adopting ordinances for the
Gateway Overlay District, Courthouse View Protection Overlay District and the Old Town Overlay District.
• Continued the development review process for stakeholders at the Rivery Town Center project.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Work closely with all stakeholders involved in the revitalization efforts for the former “Chuckwagon” site at
Williams Drive and Southbound IH-35.
• Undertake a comprehensive reorganization of the project filing system for Community Development to ensure
that all development files are consistent and complete providing adequate information for both external and
internal customers.
• Continue work with the major stakeholders in the development of the Rivery Town Center and Wolf Ranch
developments.
• Continue coordination amongst all staff, HARC, Planning, Building Inspection and City management on
development projects within the Downtown Overlay District to ensure a streamlined, expedited process.
• Provide a yearly UDC amendment process that involves Planning and Zoning Commission, City Council, staff
and the development community.
CURRENT PLANNING 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Chief Development Planner 1 1 1 1 1
Development Planner 2 2 2 2 2
Development Technician 1 1 1 1 1
Development Engineer 1 1 1 1 1
Building Plans Examiner
Team Specialist
Total
1
1
7
0
1
6
0
0
5
0
0
5
0
0
5
NEW LOTS PLATTED
0
200
400
600
800
00/01 01/02 02/03 03/04 04/05*
Single-Family Non-Single Family *Projected
61
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Preliminary Plat applications 29 30 25 26 25
2. Final Plat applications 26 24 25 20 25
3. Site Plans 30 32 41 37 40
4. Variances to Board of Adjustment 10 5 14 21 15
5. Rezoning Applications 22 10 32 21 20
6. # of new lots platted
Residential
Commercial
720
13
600
15
837
37
650
25
600
20
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
Final decision consistent with staff
recommendation:
1. Variances 80%90%90%90%90%
2. Zoning Map Amendments 100%90%85%85%95%
3. % Site Plans approved
administratively 54%67%70%70%100%
4. % Council approval of P&Z plat
recommendations 100%100%100%100%100%
DEPARTMENT BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
The Commercial Plans Reviewer position has been transferred to Inspection Services.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
373,194 367,102 353,698 Personnel 317,592 317,592
42,828 33,858 28,108 Operations 53,138 53,138
416,022 400,960 381,806 370,730 370,730
62
Community Development
Long Range Planning
DEPARTMENT DESCRIPTION
The Long Range Planning section 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 policies and an annexation plan for the orderly growth of the city. The
department has developed a Geographic Information System (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
• 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.
• Provide long range planning perspective for annexation and extra-territorial jurisdiction development.
• Provide current information of demographic and development trends to project growth and plan for the
projected, future needs of the community.
• Provide leadership in the implementation of the GIS Plan.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Completed the Overall Transportation Plan (OTP) as an element of the Century Plan, which continued the
Comprehensive Plan revision process initiated in 2002/03.
• Coordinated inclusion of OTP model and road network into the draft Capital Area Metropolitan Planning
Organization (CAMPO) 2030 Plan.
• Implemented the ArcIMS program, for internet based mapping and access to GIS data.
• Converted digital 911 addressing data for new Williamson County Mapped Automatic Location Information.
(ALI) program.
• Completed a Century Plan Status Report for Council.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Manage consultant selected to update the transportation model and assist in the implementation of the OTP.
• Monitor and participate in regional transportation and other regional planning efforts through the Austin-San
Antonio Corridor Council, CAMPO, Capital Area Planning Council (CAPCO) and Williamson County to facilitate
TxDOT construction projects.
• Adopt Municipal Annexation Plan for Involuntary Annexation – per the Local Gov. Code 43.052, to allow, within
three years of date of adoption, the initiation of involuntary annexations.
• Implement Phase III of the GIS Plan to include maintenance of 911 Addressing.
LONG RANGE PLANNING 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Chief Long Range Planner 1 1 1 1 1
GIS Analyst 1 1 1 2 2
Total 2 2 2 3 3
63
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Century Plan amendments
processed 5 9 7 8 7
2. Annexation petitions 5 11 5 10 6
3. Acres annexed 500 308 200 721 300
4. New GIS data layers placed on
distribution drive 20 25 15 25 20
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Century Plan amendments
completed 100%180%100%114%100%
2. Annexation petitions processed 100%220%100%200%100%
3. Total GIS data sets on network N/A 45 60 80 100
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
A GIS Analyst will be added in 2004/05, as outlined in the City’s GIS implementation plan.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
124,628 129,920 129,811 Personnel 178,997 178,997
32,139 67,390 67,390 Operations 45,674 53,211
156,767 197,310 197,201 224,671 232,208