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Home My WebLink About04-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. 05/06 07/08 04/05 05/06 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Code Enforcement 393,815 363,472 338,508 410,946 (21.4%)420,736 Building Inpections 666,685 746,880 746,880 819,222 (9.7%)800,288 Current Planning 735,522 855,679 796,835 870,042 (9.2%)844,527 Long Range Planning 211,521 427,551 427,551 549,089 (28.4%)357,195 Mapping Fund 24,486 46,028 46,052 69,163 (50.2%)36,388 Division Total 2,032,029 2,439,610 2,355,826 2,718,462 (15.4%)2,459,134 * Percent change of 06/07 Adopted from 05/06 Projected Actual (% Change*) Community Development 06/07 ADOPTED Operations 29% Personnel 71% 870,042 819,222 549,089 410,946 69,163 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 SUMMARY 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 ADOPTED Code Enforcement 5/.5 5/.5 5/.5 6 6 Building Inspections 11 11 11 11 11 Current Planning 10 10 9 10 10 Long Range Planning 3 3 4 4 4 TOTAL 29/.5 29/.5 29/.5 31 31 52 Community Development Inspection Services Code Enforcement DEPARTMENT DESCRIPTION Code Enforcement department was integrated into Inspection 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 2005/2006 • Implemented the 2003 International Fire Code and the International Property Maintenance Code. • Implemented portable laptop computers for added efficiency in code enforcement field work. • Continued code enforcement training with the Unified Development Code and additional ordinances within Inspection Services and Community Development. • Initiated the review of the existing nuisance codes for future update. • Continued code enforcement in all areas of the present adopted codes in conjunction with the continued growth of the city. • Continued the research of the Natural Landscape Program. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Continue the review of present adopted nuisance codes and ordinances for updating and re-adoption. • Develop a more comprehensive strategy to improve the City’s image by reducing the amount of dangerous buildings through the Dangerous Building ordinance. • Enhance the program for routine fire inspections to achieve 100% commercial coverage annually. • Implement a comprehensive strategy for community wide property maintenance enforcement. (Policy 2/Priority A) • Improve the City’s image and public relations by increasing the number of code violations by 100% through aggressive code enforcement. • Study the feasibility of implementing a rental property inspection program. CODE ENFORCEMENT VIOLATIONS 3,266 1,948 1,989 11,187 11,200 6,500 0 2,000 4,000 6,000 8,000 10,000 12,000 01/02 02/03 03/04 04/05 05/06 *06/07 *Projected 53 CODE ENFORCEMENT 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Chief Code Enforcement Officer 1 1 1 1 1 Code Enforcement Officer 3 3 3 3 3 Fire Code Inspector 1/.5 1/.5 1/.5 2 2 TOTAL 5/.5 5/.5 5/.5 6 6 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Education presentations 175 185 190 188 190 2. Abandoned vehicle abatements 75 75 75 70 70 3. # of Code Enforcement violations 1,989 11,187 5,000 11,200 6,500 5. # of inspections performed 1,365 1,053 1,800 1,500 1,800 6. # of children involved in “Risk Watch” 7. Abatements 8. Certified Letters 9. Fire Code Development Plan and Code review N/A 14 100 N/A 2,800 22 103 N/A 2,700 20 115 120 2,523 15 120 300 0 20 150 300 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 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 85% 120 50 45% 110 52 65% 120 50 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: A Fire Code Inspector is upgraded from part-time to full-time in 2006/07. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 294,551 289,835 264,871 Personnel 342,988 352,778 99,264 73,637 73,637 Operations 67,958 67,958 393,815 363,472 338,508 410,946 420,736 54 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 (FEMA). 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 encourage 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 2005/2006 • Implemented the 2003 International Building Codes. • Implemented the 2002 National Electrical Code and electrical registration requirements. • Regulated construction in special flood hazard areas through the Flood Damage Prevention Ordinance. • Maintained an acceptable level of service while experiencing an increase in construction activity of both residential and commercial. • Issued over 900,000 sq. ft. in non-residential building permits, including Wolf Ranch, Rivery and Tasus. • Researched and assisted in the adoption of amendments for signs to the Unified Development Code. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • 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 to assist in the area of affordable housing. • Initiate a pubic review process for the adoption of the 2006 International and 2005 National Electrical Codes. • Develop a program for obtaining miscellaneous permits for appliance replacement and repair with random/spot inspections through the use of coupon books. • Update the current Flood Insurance Rate Maps in coordination with Federal Emergency Management Agency (FEMA), a division of Homeland Security. BUILDING PERMITS 0 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 01/02 02/03 03/04 04/05 05/06 *06/07 Co n s t r u c t i o n V a l u e 100 300 500 700 900 1,100 P e r m i t s Value Permits *Projected 55 BUILDING INSPECTIONS 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Inspection Services Director 1 1 1 1 1 Chief Building Inspector 1 1 1 1 1 Chief Plans Examiner 0 0 1 1 1 Combination Building Inspector 6 6 5 5 5 Permit Technician 2 2 2 2 2 Building Plans Examiner 1 1 1 1 1 TOTAL 11 11 11 11 11 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. New Residential permits issued Construction evaluation total 901 $166,395,702 930 $177,066,810 700 $140,000,000 1100 $200,000,000 960 $190,000,000 2. New Commercial, Industrial, Tenant Finish Out (TFO) and Remodel permits issued Construction evaluation total 84 $39,783,258 132 $61,530,923 70 $39,389,246 140 $101,280,583 70 $41,000,000 3. Permitted non-residential sq. ft. 1,073,766 1,163,549 900,000 1,343,000 900,000 4. All other building permit types Construction evaluation total 4,932 $7,625,105 4,965 $13,922,378 4,950 $14,500,000 5,000 $14,050,000 5,000 $14,500,050 5. Total # of inspections performed, including Commercial, Residential and all others 28,389 39,677 26,000 40,000 42,000 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of residential plans processed within 10 days 97% 98% 98% 98% 98% 2. % of commercial plans processed within 30 days 85% 90% 92% 92% 90% 3. % of inspections performed within 2 days 4. Avg # of inspections per day 5. Avg # of inspections per inspector per working day 99% 110 17 93% 155 26 99% 160 27 98% 187 31 99% 170 28 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Funds for contract inspections have been added in 2006/07 to better manage workload. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 567,768 618,435 618,435 Personnel 654,892 675,958 98,917 128,445 128,445 Operations 164,330 124,330 666,685 746,880 746,880 819,222 800,288 56 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. • Promote quality growth that enhances rehabilitation and preservation of historic structures. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2005 / 2006 • Continued site plan reviews for the Simon / Wolf Ranch and Rivery Developments. • Completed annual amendments to the Unified Development Code (UDC). • Completed Landscape Plan revision as part of the UDC amendment process. • Processed the 8th Amendment to the Sun City Development Agreement • Issued Certificates of Design Compliance for River Place, Library, Gold’s Department Store Building, Sunstar Plaza and the Monument Cafe. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Work closely with all stakeholders involved in the revitalization efforts for the Williams Drive Gateway redevelopment project. • Create development regulations to implement the Transit Oriented Development, Mixed Use and Williams Drive Gateway land use categories. (Policy 4/Priority C) • Continue work with the major stakeholders in the development of the Rivery Town Center, Wolf Ranch, Cowan Springs and Sun City developments. • Develop a Conservation Subdivision ordinance to promote community well-being and uniqueness through well- planned land use and preservation of natural features. • Develop and implement Historic Tax Exemption Program. NEW LOTS PLATTED 0 200 400 600 800 1,000 02/03 03/04 04/05 05/06 *06/07 Single-Family Non-Single Family *Projected 57 CURRENT PLANNING 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Planning Director 1 1 1 1 1 Administrative Assistant III 1 1 1 1 1 Staff Assistant 1 1 0 0 0 Planning Specialist 2 2 2 2 2 Planner III 0 0 0 1 1 Planner II 3 3 3 3 3 Planner I 2 2 2 2 2 TOTAL 10 10 9 10 10 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Preliminary plat applications 27 24 25 31 30 2. Final plat applications 27 30 25 57 30 3. Site plans 37 39 40 50 40 4. Variances to Board of Adjustment 19 14 15 16 15 5. Rezoning applications 21 32 20 57 35 6. # of new lots platted Residential Commercial 837 37 888 37 650 25 936 39 900 30 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 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: A Planner III position is added in 2006/07 for workload management. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 536,752 598,015 539,171 Personnel 667,231 686,437 198,770 251,314 251,314 Operations 202,811 158,090 0 6,350 6,350 Capital 735,522 855,679 796,835 870,042 844,527 58 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 2005/2006 • Initiated the Comprehensive Plan update process through consultant selection and contract negotiation. • Amended the Overall Transportation Plan (OTP) Transportation Improvement Program process to work through the Georgetown Transportation Advisory Board and created the Georgetown Transportation Enhancement Corporation (GTEC) Board CIP Process. • Coordinated inclusion of OTP model and road network into the approved Capital Area Metropolitan Planning Organization (CAMPO) 2030 Plan. • Worked to implement Year I of the revised Georgetown GIS Plan, to guide further development of the City’s Geographic Information System. • Completed Aerial Photography update. • Completed Involuntary Annexation Process which brought an additional 4,870 acres into the City. • Continued to work on ETJ agreements with neighboring jurisdictions. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Manage consultant selected to update the transportation model and assist in the implementation of the OTP. • Complete update of the City’s Comprehensive Plan with focus on Policy Plan and Future Land Use Plan in 2006/07 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 of Governments (CAPCOG and Williamson County. • Implement new GIS Plan: “Phase Two – Moving Toward Enterprise GIS”, including aerial photography update. (Policy 1/Priority D) • Complete process for involuntary annexation of approximately 5,000 acres in various locations contiguous to the current city limits. 59 LONG RANGE PLANNING 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Principal Planner 1 1 1 1 1 GIS Coordinator 1 1 1 1 1 GIS Technician 1 1 1 1 1 Planner I 0 0 1 1 1 TOTAL 3 3 4 4 4 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Century Plan amendments processed 8 12 10 12 10 2. Annexation petitions 10 10 8 12 8 3. Acres annexed 721 665 400 5,100 5,500 4. New GIS data layers placed on distribution drive 25 20 20 25 20 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Century Plan amendments completed 114% 171% 100% 120% 100% 2. Annexation petitions processed 200% 250% 100% 150% 100% 3. Total GIS data sets on network 75 95 115 120 140 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: A Planner I position was added at Mid year 2005 to assist in long-range planning efforts. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 168,720 208,617 208,617 Personnel 257,264 265,370 42,801 218,934 218,934 Operations 291,825 91,825 211,521 427,551 427,551 549,089 357,195