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Home My WebLink About05-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 Current Planning Page 58 Long Range Planning Page 60 Inspection Services Planning Services 62 Community Development 04/05 06/07 03/04 04/05 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Code Enforcement 355,286 376,016 376,009 359,282 (-4.4%)357,838 Building Inpections 547,175 676,974 676,796 745,470 (10.1%)743,044 Current Planning 781,982 748,439 743,442 854,553 (14.9%)776,657 Long Range Planning 202,990 221,171 221,003 410,506 (85.7%)273,574 Mapping Fund 26,073 43,476 43,476 46,028 (5.9%)31,738 Division Total 1,913,506 2,066,076 2,060,726 2,415,839 (17.2%)2,182,851 * Percent change of 05/06 Adopted from 04/05 Projected Actual (% Change*) 05/06 ADOPTED 03/04 04/05 04/05 06/07 FINAL / ORIGINAL FINAL / PROJECTED PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL Code Enforcement 5/.5 5/.5 5/.5 5/.5 Building Inspections 11 11 11 11 11 Current Planning 9/.5 9/.5 10 10 Long Range Planning 2 3 3 3 Total (FT/PT) 27/1 28/1 29/.5 29/.5 5/.5 ADOPTED 29/.5 10 3 05/06 854,553 745,470 410,506 359,282 46,028 0 150,000 300,000 450,000 600,000 750,000 900,000 Mapping Fund Code Enforcement Long Range Planning Building Inpections Current Planning Personnel 71% Operations 29% 54 Community Development Inspection Services Code Enforcement DEPARTMENT DESCRIPTION Code Enforcement department was integrated into Inspections Services to create efficiency and provide better customer response for the enforcement of adopted land use and development codes. Code Enforcement's goal is to ensure quality and safe land use through the enforcement of fire, building, nuisance and Unified Development Codes and ordinances. MAJOR DEPARTMENT GOALS • Promote a positive image to the community by bringing services to the neighborhoods and soliciting community involvement. • Maintaining a comprehensive public education program designed to increase awareness, provide information, and change behavior in order to manage natural hazards in the community. • Ensure that quality and safe land use is maintained through integrative code enforcement activity within the adopted ordinances. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2004/2005 • Assisted the City Council in adopting the 2003 International Fire Code. • Maintained and expanded the “Risk Watch” Program in all elementary schools. • Implemented portable laptop computers for added efficiency in code enforcement field work. • Initiated code enforcement training with the Unified Development Code and additional ordinances within Inspection Services and Community Development. • Improved the turn around time for Fire Code and Development Construction Plans examination by having the Fire Code Plans Examiner integrated into Inspection Services. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006 • Initiate a review of all currently adopted nuisance codes and ordinances for updating and readoption. • Improve the City’s image by reducing the amount of dangerous buildings through the Dangerous Building ordinance. • Enhance the program for routine inspections to achieve 100% commercial coverage annually. • Provide a more efficient code enforcement and fire prevention inspection process under the Unified Development, International Fire and Building Codes in order to meet council policies. • Improve City’s image and public relations by increasing the number of code violation notices by 50% through aggressive code enforcement. CODE ENFORCEMENT 03/04 ACTUAL 04/05 ORIGINAL BUDGET 04/05 FINAL / ACTUAL 05/06 ADOPTED 06/07 PROJECTED Fire Marshal 1 1 0 0 0 Code Enforcement Inspector 2 2 3 3 3 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 3,266 1,948 1,989 4,500 5,000 0 1,000 2,000 3,000 4,000 5,000 6,000 01/02 02/03 03/04 04/05 *05/06 *Projected 55 WORKLOAD MEASURES ACTUAL FY 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 1. Education presentations 250 175 300 188 190 2. Abandoned vehicle abatements 102 75 200 70 75 3. # of Code Enforcement violations 1,948 1,989 3,500 4,500 5,000 5. # of inspections performed 1,338 1,365 1,850 1,500 1,800 6. # of children involved in “Risk Watch” 7. Abatements 8. Certified Letters 9. Fire Code Development Plan and Code review 2,540 6 100 N/A N/A 14 100 N/A 2,800 10 100 N/A 2,523 15 110 110 2,700 20 115 120 PERFORMANCE MEASURES ACTUAL FY 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 1. % of Code Enforcement cases processed within 2-7 days 2. Avg. # of cases per day 3. Avg. # of Fire Prevention Inspections processed within 5 working days N/A N/A N/A N/A N/A N/A N/A N/A N/A 45% 110 38 85% 120 50 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: 04/05 06/07 03/04 04/05 PROJECTED 05/06 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 284,955 302,135 302,131 Personnel 286,345 286,345 70,331 73,881 73,878 Operations 72,937 71,493 355,286 376,016 376,009 359,282 357,838 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 2004/2005 • Assisted the City Council in adopting the 2003 International Building Codes. • Assisted in the adoption of the 2002 National Electrical Code and electrical registration requirements. • Regulated construction in special flood hazard areas through the Flood Damage Prevention Ordinance. • Continued with reorganization and integration of Fire Prevention and Code Enforcement with Community Development to meet the needs of all customers. • Issued over 900,000 sq. ft. in non-residential building permits, including Wolf Ranch, Rivery and Tasus. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006 • Continue to research workflow processes, development tracking and technological systems for construction permitting and inspections to increase efficiency and reduce cost for all users. • Conduct a public forum and ongoing educational sessions with developers and construction contractors to review the permitting and inspection process, especially for the area of affordable housing. • Continue to work on providing efficiency and consistency for the land development process and maintenance through code enforcement, fire prevention and planning and development. • Initiate public review process for the proposed adoption and update to the 2006 International Residential Code and 2006 Energy Conservation Code. BUILDING INSPECTIONS 03/04 ACTUAL 04/05 ORIGINAL BUDGET 04/05 FINAL / ACTUAL 05/06 ADOPTED 06/07 PROJECTED Building Official 1 1 1 1 1 Staff Assistant 2 2 2 2 2 Permit Technician 1 1 1 1 1 Combination Building Inspector Building Plans Examiner 6 1 6 1 6 1 6 1 6 1 Total 11 11 11 11 11 BUILDING PERMITS -30,000,000 20,000,000 70,000,000 120,000,000 170,000,000 220,000,000 00/01 01/02 02/03 03/04 04/05 *05/06 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 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 1. New Residential permits issued Construction evaluation total 612 $120,000,000 890 $164,223,170 625 $135,000,000 787 $149,611,585 700 $140,000,000 2. New Commercial, Industrial, Tenant Finish Out (TFO) and Remodel permits issued Construction evaluation total 33 $22,335,722 75 $42,670,814 60 $40,000,000 90 $52,550,450 70 $39,389,246 3. Permitted non-residential sq. ft. 400,000 1,073,766 800,000 900,000 900,000 4. All other building permit types Construction evaluation total 1,340 $18,620,464 4,932 $189,056,290 1,350 $15,000,000 4,900 $14,000,000 4,950 $14,500,000 5. Total # of inspections performed, including Commercial, Residential and all others 24,631 28,389 23,000 23,000 26,000 PERFORMANCE MEASURES ACTUAL FY 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 1. % of residential plans processed within 10 days 97% 97% 97% 98% 98% 2. % of commercial plans processed within 30 days 85% 85% 90% 92% 92% 3. % of inspections performed within 2 days 4. Avg # of inspections per day 5. Avg # of inspections per inspector per working day 95% 98 16 99% 110 17 99% 135 20 99% 168 28 99% 160 27 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 04/05 06/07 03/04 04/05 PROJECTED 05/06 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 455,510 579,411 579,403 Personnel 617,025 617,025 91,665 97,563 97,393 Operations 128,445 126,019 547,175 676,974 676,796 745,470 743,044 58 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 2004/2005 • Continued site plan reviews for the Simon / Wolf Ranch Development. • Completed annual amendments to the Unified Development Code (UDC). • Continued the development review process for stakeholders at the Rivery Town Center project. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006 • Develop a Landscape Plan for adoption as an amendment to the UDC. • Work closely with all stakeholders involved in the revitalization efforts for the Williams Drive Gateway redevelopment project. • Continue work with the major stakeholders in the development of the Rivery Town Center, Wolf Ranch and Cowan Springs developments. • Continue coordination of all staff on development projects within the Downtown Overlay District to ensure a streamlined, expedited process. • Work with Finance Administration in developing a Historic Tax Abatement Program within the historic downtown. • Develop a Conservation Subdivision ordinance to promote community well-being and uniqueness through well- planned land use and preservation of natural features. NEW LOTS PLATTED 0 200 400 600 800 1,000 02/03 03/04 04/05 05/06* Single-Family Non-Single Family *Projected CURRENT PLANNING 03/04 ACTUAL 04/05 ORIGINAL BUDGET 04/05 FINAL / ACTUAL 05/06 ADOPTED 06/07 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 Planner (HARC) .5 .5 1 1 1 Division Director Administrative Supervisor Staff Assistant Planning Specialist Total (FT/PT) 1 1 1 1 9/.5 1 1 1 1 9.5 1 1 1 1 10 1 1 1 1 10 1 1 1 1 10 59 WORKLOAD MEASURES ACTUAL FY 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 1. Preliminary plat applications 30 25 26 26 25 2. Final plat applications 24 25 20 25 25 3. Site plans 32 41 37 40 40 4. Variances to Board of Adjustment 5 14 21 20 15 5. Rezoning applications 10 32 21 30 20 6. # of new lots platted Residential Commercial 600 15 837 37 650 25 800 30 650 25 PERFORMANCE MEASURES ACTUAL FY 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 Final decision consistent with staff recommendation: 1. Variances 90% 90% 90% 90% 90% 2. Zoning Map Amendments 90% 85% 85% 95% 95% 3. % Site plans approved administratively 67% 70% 70% 100% 100% 4. % Council approval of P&Z plat recommendations 100% 100% 100% 100% 100% DEPARTMENT BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The Historic Review Planner was upgraded to a full time position and transferred to Current Planning Mid Year 04/05. 04/05 06/07 03/04 04/05 PROJECTED 05/06 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 353,136 325,902 325,696 Personnel 385,396 385,396 25,195 52,648 48,888 Operations 46,512 44,748 378,331 378,550 374,584 431,908 430,144 60 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 2004/2005 • Completed first year of implementation of the Overall Transportation Plan (OTP) as an element of the Century Plan, through formalized Transportation Improvement Program process with the Georgetown Transportation Enhancement Corporation (GTEC) Board. • Coordinated inclusion of OTP model and road network into the draft Capital Area Metropolitan Planning Organization (CAMPO) 2030 Plan. • Completed update to the Georgetown GIS Plan, to guide further development of the City’s Geographic Information System. • Transferred 911 addressing program to the Long Range Planning program. • Adopted Voluntary Annexation Process, initiated broader annexation policy review. • Facilitated Extra-Territorial Jurisdiction (ETJ) agreements with the City of Round Rock and City of Leander. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006 • Manage consultant selected to update the transportation model and assist in the implementation of the OTP. • Manage consultant selection for Comprehensive Plan Update with focus on Policy Plan and Future Land Use Plan in 2005/06 and create framework for overall plan update. • Monitor and participate in regional planning efforts through the Austin-San Antonio Corridor Council, CAMPO, Capital Area Planning Council (CAPCO) and Williamson County. • Implement new GIS Plan: “Phase Two – Moving Toward Enterprise GIS”, including aerial photography update. • Complete process for involuntary annexation of approximately 4,719 acres in various locations contiguous to the current city limits. LONG RANGE PLANNING 03/04 ACTUAL 04/05 ORIGINAL BUDGET 04/05 FINAL / ACTUAL 05/06 ADOPTED 06/07 PROJECTED Chief Long Range Planner 1 1 1 1 1 GIS Analyst 1 2 2 2 2 Total 2 3 3 3 3 61 WORKLOAD MEASURES ACTUAL FY 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 1. Century Plan amendments processed 9 8 7 12 10 2. Annexation petitions 11 10 6 10 8 3. Acres annexed 308 721 300 497 400 4. New GIS data layers placed on distribution drive 25 25 20 20 20 PERFORMANCE MEASURES ACTUAL FY 02/03 ACTUAL FY 03/04 BUDGETED FY 04/05 PROJECTED FY 04/05 PROPOSED FY 05/06 1. Century Plan amendments completed 180% 114% 100% 171% 100% 2. Annexation petitions processed 220% 200% 100% 250% 100% 3. Total GIS data sets on network 45 75 95 110 130 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 04/05 06/07 03/04 04/05 PROJECTED 05/06 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 130,028 167,997 167,829 Personnel 191,572 191,572 72,962 53,174 53,174 Operations 218,934 82,002 202,990 221,171 221,003 410,506 273,574