HomeMy WebLinkAbout04-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
Geographic Information System
Page 56
Inspection Services
Housing & Neighborhood
Development
Page 58
Code Enforcement
Page 52
Building Inspections
Page 54
Planning
Page 60
06/07 06/07 07/08 PROPOSED BUDGET
AMENDED PROJECTED NEW %
BUDGET ACTUAL BASE PROGRAMS TOTAL CHANGE
General Fund
Planning 1,438,731 1,369,909 1,093,597 25,000 1,118,597 (-18.3%)
Bldg Inspections/Permitting 804,042 775,311 874,387 874,387 (12.8%)
Code Enforcement 406,526 405,475 448,668 448,668 (10.7%)
Housing & Neighborhood Devel 71,756 55,000 126,756 (N/A)
total General Fund 2,649,299 2,550,695 2,488,408 80,000 2,568,408 (5.1%)
Special Revenue Fund
Mapping Fund 69,163 69,163 68,731 68,731 (-0.6%)
total Special Rev. Fund 69,163 69,163 68,731 68,731 (-0.6%)
Internal Service Funds
GIS 192,774 192,774 (N/A)
total Internal Svc. Funds 192,774 192,774 (N/A)
Division Total 2,718,462 2,619,858 2,749,913 80,000 2,829,913 (8.0%)
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
GeneralFund
Planning 842,755 225,842 50,000 1,118,597 12
Bldg Inspections/Permitting 747,799 126,588 874,387 13
Code Enforcement 358,722 89,946 448,668 6
Housing & Neighborhood Devel 65,306 6,450 55,000 126,756 1
total General Fund 2,014,582 448,826 105,000 2,568,408 32
Special Revenue Fund
Mapping Fund 68,731 68,731
total Special Rev. Fund 68,731 68,731
Internal Service Funds
GIS 160,857 31,917 192,774 3
total Internal Svc. Funds 160,857 31,917 192,774 3
Division Total 2,175,439 549,474 105,000 2,829,913 35
Uses & Expenses
07/08 PROPOSED BUDGET
Community Development
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
x Promote a positive image to the community by bringing services to the neighborhoods and soliciting community
involvement.
x Maintaining a comprehensive public education program designed to increase awareness, provide information,
and change behavior in order to manage natural hazards in the community.
x Ensure that quality and safe land use is maintained through integrative code enforcement activity within the
adopted ordinances.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Developed a comprehensive strategy to improve the City’s image by reducing the amount of dangerous
buildings.
x Updated the open storage nuisance ordinance for enforcement.
x Improved the City’s image and increased property values by decreasing the number of code violations through
a more aggressive code enforcement program in conjunction with the requirements International Property
Maintenance Code.
x Researched the feasibility of implementing a rental property inspection program.
x Researched the feasibility of implementing off-street parking requirements.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Continue the review of existing nuisance codes and ordinances for updating and re-adoption.
x Enhance the program for routine fire inspections to achieve 100% commercial coverage annually.
x Implement a rental property inspection program.
x Conduct the public review process for the future adoption of the newest edition of the International Fire and
Property Maintenance Codes.
x Implement off-street parking regulations.
x Continue to improve the City’s image and increasing property values by decreasing nuisance code violations
through aggressive enforcement.
CODE ENFORCEMENT VIOLATIONS
1,989
11,187
15,603 15,700
12,000
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
03/04 04/05 05/06 06/07 *07/08
*Projected
53
CODE ENFORCEMENT
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Chief Code Enforcement Officer 1 1 1 1 1
Code Enforcement Officer 3 3 3 3 3
Fire Code Inspector 1/.5 2 2 2 2
TOTAL 5/.5 6 6 6 6
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Education presentations 185 48 190 90 132
2. Abandoned vehicle abatements 75 77 70 65 70
3. # of Code Enforcement
violations 11,187 15,603 6,500 15,700 12,000
5. # of inspections performed 1,053 2,195 1,800 3,096 4,100
6. Abatements
7. Certified Letters
8. Fire Code Development Plan and
Code review
22
103
N/A
24
153
469
20
150
300
28
225
300
30
200
490
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
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
87%
124
292
65%
120
50
88%
125
309
90%
123
410
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
260,234 339,768 339,717 Personnel 358,722 359,135
76,052 66,758 65,758 Operations 89,946 89,946
336,286 406,526 405,475 448,668 449,081
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
x Ensure quality and safe housing through consistent administration of building code requirements.
x 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.
x Promote the use of automated technology in the permit and inspection areas to streamline processes and
reduce costs.
x Ensure that special flood hazard areas are not impacted by development activities through the use of
Floodplain Management.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Implemented the 2005 National Electrical Code and electrical licensing registration requirements.
x Regulated construction in special flood hazard areas through the Flood Damage Prevention Ordinance.
x Reviewed the new Digitized Flood Insurance Rate Maps (DFIRM) provided by FEMA to be adopted for future
use as the City’s Flood Insurance Rate Mapping for Flood Hazard Areas.
x Issued over 1,343,000 square feet of non-residential building permits, including Citicorp data center.
x Initiated the public review process to bring forward the proposed adoption of the newest edition of the
International Building Codes for residential and commercial occupancies.
x Researched workflow processes in residential permitting and implemented technological systems for the field
inspection process to increase efficiency and reduce cost for customers.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Implement “mobile inspection” program to research workflow processes for construction permitting and
inspections to increase efficiency and reduce cost for all users.
x Conduct continued ongoing educational sessions with developers and construction contractors to review the
permitting and inspection process along with code requirements.
x Assist and encourage residential construction through an affordable housing program.
x Assist and encourage the construction of all structure types through a Green Building program in coordination
through the International Building Codes.
x Continue the pubic review process for the adoption of the 2006 International and 2008 National Electrical
Codes.
x Bring forward to the City Council the proposed adoption of the new Digitized Flood Insurance Rate Maps
(DFIRM) and an updated Flood Damage Prevention Ordinance.
BUILDING PERMITS
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
02/03 03/04 04/05 05/06 06/07 *07/08
Co
n
s
t
r
u
c
t
i
o
n
V
a
l
u
e
100
300
500
700
900
1,100
1,300
1,500
P
e
r
m
i
t
s
Value Column 3 Permits *Projected
55
BUILDING INSPECTIONS
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Inspection Services Director 1 1 1 1 1
Chief Building Inspector 1 1 1 1 1
Chief Plans Examiner 1 1 1 1 1
Combination Building Inspector 5 5 5 6 6
Permit Technician 2 2 2 2 2
Building Plans Examiner 1 1 1 1 1
Administrative Assistant 0 0 1 1 1
TOTAL 11 11 12 13 13
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. New Residential permits issued
Valuation total $
930
$177,066,810
1,316
$251,260,302
960
$190,000,000
1,100
$200,000,000
1,200
220,590,000
2. New Commercial, Industrial,
Tenant Finish Out (TFO) and
Remodel permits issued
Valuation total $
132
$61,530,923
152
$83,756,795
70
$41,000,000
140
$249,436,614
142
105,139,623
3. Permitted non-residential sq. ft. 1,163,549 1,324,468 900,000 1,343,000 1,300,000
4. All other building permit types
Valuation total $
4,965
$13,922,378
2,282
$124,147,838
5,000
$14,500,050
5,000
$14,500,050
4,400
$18,440,000
5. Total # of inspections performed 39,677 47,197 42,000 40,000 43,000
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. % of residential plans processed
within 10 days 98% 95% 98% 98% 98%
2. % of commercial plans processed
within 30 days 90% 92% 90% 92% 91%
3. % of inspections performed within
2 days
4. Avg # of inspections per day
5. Avg # of inspections per inspector
per working day
93%
155
26
90%
219
37
99%
170
28
98%
187
31
98%
171
25
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
616,986 639,712 630,981 Personnel 747,799 761,212
121,399 164,330 144,330 Operations 126,588 123,138
738,385 804,042 775,311 874,387 884,350
56
Community Development
Geographic Information System
DEPARTMENT DESCRIPTION
The Geographic Information System (GIS) program is responsible for guiding the City’s geographically based data
management and mapping products. The department has developed a GIS Plan which guides the annual work
program of staff. GIS is used as a planning and data management tool for the Division, which is leading the effort
for City-wide implementation. This department also manages the City’s mapping special revenue fund.
MAJOR DEPARTMENT GOALS
x Provide current information of demographic and development trends to project growth and plan for the
projected, future needs of the community.
x Provide leadership in the implementation of the GIS Plan, primarily the enterprise wide implementation of GIS
capabilities.
x Provide internet and intranet based mapping functions to the community.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Completed aerial photography update.
x Completed purchase and implementation of hardware software for enterprise GIS.
x Continued support for City-wide map production.
x Provided mapping support for comprehensive plan and other special projects including annexation, boundary
agreements, and special land use studies.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Implement GIS Plan: “Phase Two – Moving Toward Enterprise GIS”, including implementation of aerial
photography update. (Policy 1 / Priority G)
x Finalize implementation of hardware and software necessary to develop improved online mapping capabilities,
as specified in GIS Plan.
x Begin implementation of improved GIS websites.
x Migrate all GIS data into secure relational database management system.
x Prepare GIS plan for next three fiscal years.
x Continue mapping support for all City functions and special projects.
57
GEOGRAPHIC
INFORMATION SYSTEM
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
GIS Coordinator 0 0 0 1 1
GIS Analyst 0 0 0 1 1
GIS Technician 0 0 0 1 1
TOTAL 0 0 0 3 3
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. New GIS data layers placed
on distribution drive 20 20 25 25 20
2. Number of map requests
handled 300 320 565 565 600
3. GIS data sets served over
internet 32 32 35 35 40
4. Special mapping projects 4 5 7 7 10
PERFORMANCE
MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Total GIS data sets on
network 95 115 140 145 165
2. Percent of map requests
completed in 3 days -- -- -- 75% 100%
3. GIS data sets served over
internet
-- -- --
20% 30%
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
0 0 0 Personnel 160,857 173,767
0 0 0 Operations 31,917 31,917
000 192,774 205,684
58
Community Development
Housing and Neighborhood Development
DEPARTMENT DESCRIPTION
The Housing and Neighborhood Development Department defines and coordinates the community’s affordable housing
efforts to ensure that housing is available to citizens of Georgetown and provides a safe and quality place to live. This
department coordinates with other City departments, the Housing Advisory Board, developers and other concerned
public entities to offer incentives to provide housing affordable to all citizens that work and live within the City of
Georgetown. The Housing Department will also research and apply for grants available to the City of Georgetown that
will support and fund affordable housing efforts. The responsibilities of the department include providing public
information, review and recommendation on affordable housing applications, preparation of reports, and participation in
meetings of the Housing Advisory Board, Planning and Zoning Commission and City Council, as necessary.
MAJOR DEPARTMENT GOALS
x Establish incentives available to developers and other entities that will provide affordable housing.
x Develop plan to guide long-term housing goals and strategies for the City.
x Provide sound and timely advice to internal and external customers regarding the current affordable housing
planning process, housing development regulations and best practices.
x Educate the community on affordable housing issues as they related to the City of Georgetown.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Hired a Housing Coordinator to work with the Housing Advisory Board.
x Created a definition of affordable housing specific for the housing needs of Georgetown.
x Researched and analyzed statistical data on demographics, income levels and housing stock to create framework
for the Housing Master Plan.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Create the Housing Element, in coordination with the Comprehensive Plan update. (Policy 5 / Priority H)
x Coordinate with other area agencies to maximize Federal grant potential.
x Apply for available grants from Community Development Block Grants, the Department of Housing and Urban
Development and the State of Texas.(Policy 5 / Priority H)
x Explore the possible use of a community land trust to ensure currently affordable homes remain affordable.
x Implement Unified Development Code amendments that will encourage affordable and mixed-level housing
developments.
x Continue coordination amongst the Housing Advisory Board, Planning and Development Services, Inspections
Services, Georgetown Utility Systems and City Management to support affordable housing.
59
HOUSING and NEIGHBORHOOD
DEVELOPMENT
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Affordable Housing Coordinator 0 0 0 1 1
TOTAL 0 0 0 1 1
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. # of Council/Housing Advisory
Board meetings N/A N/A 13 13 14
2. # of proposals to Housing Advisory
Board N/A N/A N/A 1 4
3. # of grant applications submitted
4. # of educational presentations on
affordable housing
N/A
N/A
N/A
NA
N/A
N/A
0
3
3
6
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. # of new affordable units N/A N/A N/A N/A 20
2. # of grants/amounts obtained N/A N/A N/A N/A 1
# of recommendations made to
Council N/A N/A N/A 1 2
DEPARTMENT BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
This department was created to develop and implement the City’s Affordable Housing Program which was a Council
Priority in 2006/07.
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
Personnel 65,306 65,306
Operations 6,450 6,450
Capital 55,000
000 126,756 71,756
60
Community Development
Planning
DEPARTMENT DESCRIPTION
The Planning department 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 in
accordance with the City’s Comprehensive Plan. The process includes
providing public information on past, present and future development; census
and demographic information, population projections, development trends and
impacts. In addition, the department reviews and makes recommendations on
annexations and development applications, prepares reports, and participates
in meetings of the City Council, Planning and Zoning Commission, Historic and
Architectural Review Commission (HARC), and Zoning Board of Adjustment.
This department also includes the Geographic Information System (GIS)
section.
MAJOR DEPARTMENT GOALS
x 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.
x Provide sound and timely advice to internal and external customers regarding the planning process and best land
use planning principles.
x Continuously seek input into the planning process from key stakeholders, including real estate developers, other
government agencies, and utility providers.
x Promote quality growth that enhances the rehabilitation and preservation of historic structures.
x Provide long range planning perspective for annexation and extra-territorial jurisdiction development.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Completed annual amendments to the Unified Development Code (UDC) including streamlining specific downtown
review processes.
x Coordinated with the City Manager and the Urban Forester in the creation of an ordinance protecting heritage trees.
x Managed the Comprehensive Plan Steering Committee to guide update process with consultant.
x Worked with Transportation Engineer to draft Georgetown Transportation Enhancement Corporation (GTEC) and
Georgetown Transportation Advisory Board (GTAB) Transportation Improvement Programs.
x Completed Involuntary Annexation Process which brought an additional 6,971 acres into the city.
x Continued to work on Extra-territorial Jurisdiction (ETJ) agreements with neighboring jurisdictions.
x Completed development agreements for three conservation subdivisions in the South San Gabriel watershed.
x Completed ordinances for Conservation Subdivisions, Mixed Use and Transit Oriented Development.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Complete update of the City’s Comprehensive Plan with focus on Policy Plan and Future Land Use Plan in 2007/08
and create framework for update of future elements. (Policy 1 / Priority G)
x Continue implementation of the Conservation Subdivision, Mixed Use and Transit Oriented Development
Ordinances. (Policy 1 / Priority G)
x Implement electronic case management system for Planning, integrating with Building Permits and making project
tracking information available through the City’s website. (Policy 13 / Priority L)
x Manage consultant selected to update the transportation model and assist in the implementation of the Overall
Transportation Plan.
x Monitor and participate in regional planning efforts through the Austin-San Antonio Corridor Council, Capital Area
Metropolitan Planning Organization (CAMPO), Capital Area Planning Council of Governments (CAPCOG) and
Williamson County.
x Complete process for voluntary and possible involuntary annexation of approximately 3,000 acres in various
locations contiguous to the current city limits. (Policy 1 / Priority G)
NEW LOTS PLATTED
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
03/04 04/05 05/06 06/07 *07/08
Single-Family Non-Single Family *Projected
61
PLANNING
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Planning Director 1 1 1 1 1
Administrative Supervisor 0 0 1 1 1
Administrative Assistant III 1 1 0 0 0
Development Engineer 0 0 1 1 1
Principal Planner 1 1 2 2 2
Planning Specialist 2 2 2 2 2
Planner III 0 1 1 1 1
Planner II 3 3 2 2 2
Planner I 3 3 2 2 2
GIS Coordinator 1 1 1 0 0
GIS Analyst 0 0 1 0 0
GIS Technician 1 1 0 0 0
TOTAL 13 14 14 12 12
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Preliminary plat applications 24 33 30 30 30
2. Final plat applications 30 57 30 30 30
3. Site plans 39 29 40 45 45
4. Rezoning applications 32 33 35 35 35
5. Century Plan amendments 12 14 12 10 10
6. # of new lots platted
Residential
Commercial
888
37
1,648
18
900
30
1,350
15
1,350
15
7. Annexation petitions 10 8 12 14 8
8. Acres annexed (voluntary & invol.) 685 400 5,100 8,909 3,000
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
Final decision consistent with staff
recommendation:
1. Variances 90% 75% 90% 90% 90%
2. % Site plans approved by admin. 90% 85% 85% 95% 95%
3. % Council approval of P&Z plat
recommendations 100% 100% 100% 100% 100%
DEPARTMENT BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
This year’s budget represents a consolidation of the budgets for long range planning and current planning. The
Geographic Information System (GIS) section is now a separate department within the budget. As a result of these
changes the description, goals, accomplishments and strategies for the division have been merged to reflect the
department in its entirety.
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
736,308 944,095 877,273 Personnel 842,755 843,247
494,524 494,636 492,636 Operations 225,842 201,242
6,733 0 0 Capital 50,000 0
1,237,565 1,438,731 1,369,909 1,118,597 1,044,489