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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 (Administration, Planning, Inspections, Code Enforcement, and Joint Services Fund (Geographic Information Systems). Community Development Geographic Information Systems Page 54 Inspection Services Building Inspections Page 50 Code Enforcement Page 52 Planning Page 56 Administration Page 48 08/09 08/09 09/10 PROPOSED BUDGET AMENDED PROJECTED NEW % CHANGE BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL) General Fund Administration 204,913 162,543 201,755 201,755 24.1% Planning 903,556 765,863 927,546 927,546 21.1% Three frozen positions (255,038)(255,038) Bldg Inspections/Permitting 852,920 751,566 853,863 853,863 13.6% Two frozen positions (97,751)(97,751) Code Enforcement 480,446 452,427 476,288 476,288 5.3% Housing & Neighborhood Dev * 80,948 77,978 -100.0% total General Fund 2,522,783 2,210,377 2,106,663 2,106,663 -35.9% Internal Service Funds GIS 264,057 254,204 246,308 246,308 -3.1% total Internal Svc. Funds 264,057 254,204 246,308 246,308 -3.1% Division Total 2,786,840 2,464,581 2,352,971 2,352,971 -4.5% * Housing & Neighborhood Dev. Collapsed into Planning for 09/10. PERSONNEL SUMMARY PERSONNEL OPERATING CAPITAL TOTAL (FTE's) General Fund Administration 199,255 2,500 201,755 2 Planning 761,567 165,979 927,546 11 Three frozen positions (255,038)(255,038) Bldg Inspections/Permitting 746,187 107,676 853,863 13 Two frozen positions (97,751)(97,751) Code Enforcement 376,051 100,237 476,288 6 total General Fund 1,730,271 376,392 2,106,663 32 Internal Service Funds GIS 177,031 69,277 246,308 3 total Internal Svc. Funds 177,031 69,277 246,308 3 Division Total 1,907,302 445,669 2,352,971 35 Uses & Expenses 09/10 PROPOSED BUDGET Community Development 48 Community Development Administration DEPARTMENT DESCRIPTION This department was created to provide management and oversight of the Division of Community Development, ensuring City policies related to growth and development are administered in a customer-oriented manner. It provides coaching and mentoring to Division employees and ensures they have the necessary knowledge, skills and abilities to perform their jobs. The department provides guidance and support to the Planning and Zoning Commission, Zoning Board of Adjustment, Building Standards Commission, Housing Advisory Board and the Historic and Architectural Review Commission concerning planning and development related issues. The Division monitors 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. MAJOR DEPARTMENT GOALS • Promote quality growth through the implementation of the City’s 2030 Comprehensive Plan and City Council policies. • Continue to improve service delivery to our customers, both internal and external. • 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. • Ensure that the Community Development Division is sensitive and responsive to the needs and desires of a wide variety of local interest groups, City officials, community leaders, neighborhood and citizen groups and the general public. • Work in cooperation with the City’s Leadership Team in formulating City policy recommendations and carrying out the City’s adopted policies related to Community Development. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Refined the annual Unified Development Code (UDC) update process and completed annual amendments, including reorganization of the document and expansion of public input through multiple UDC Task Force meetings and web page access to make the document more user-friendly and responsive to concerns raised. • Coordinated the first annual amendment process to of the 2030 Comprehensive Plan and Land Use Element. • Worked with the 2010 Census Bureau to establish publicity and outreach programs for decennial census. • Initiated reorganization and re-write of division website pages. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Coordinate and publish the updates to the UDC. • Continue development of electronic case management system for Planning, integrating with Building Permits and GIS and making project tracking information available through the City’s website. • Oversee reorganization and maintenance of the division website pages, redesign of all printed materials and processes to be more transparent and user-friendly to our customers. • Support the implementation of Phase III of the City of Georgetown Geographic Information Systems (GIS) Plan. • Assist in finalizing the Housing Element of the 2030 Plan. • Apply for available grants from Community Development Block Grants, the Department of Housing and Urban Development and the State of Texas that meet the City’s project goals. • Continue to provide timely, accurate information and feedback to customers regarding land planning, regulations, and building codes within the City in a variety of formats including the website pages, public workshops/education programs, staff reports, work with committees and task forces, etc. • Coordinate the public review process and Council adoption of the 2009 International Building and 2008 National Electrical Codes to improve the Insurance Services Office (ISO) rating for the community. 49 ADMINISTRATION 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL/ ACTUAL 09/10 ADOPTED 10/11 PROPOSED Director of Community Development 0 1 1 1 1 Administrative Supervisor 0 1 1 1 1 TOTAL 0 2 2 2 2 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Division Public Meetings/ Workshops N/A 42 30 299 225 2. Division Special Projects N/A N/A N/A 30 20 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Respond to customer issues within 72 hours N/A N/A N/A N/A 90% DEPARTMENT BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 202,413 160,043 Personnel 199,255 201,979 2,500 2,500 Operations 2,500 2,500 204,913 162,543 201,755 204,479 50 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 2008/2009 • Implemented “computerized mobile inspections” for the field inspection process to increase efficiency and reduce cost for all users. • Completed City Council adoption of the Flood Damage Prevention Ordinance to include the new Digitized Flood Insurance Rate Maps (DFIRM) provided by FEMA. • Issued 700,000 square feet of non-residential building permits, including tenant finish-outs and remodels. • Promoted the use of Green Building construction materials and methods in coordination with the International Building Codes. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Conduct educational sessions and interactive seminars with developers and builders to review the permitting and inspection process and provide code training. • Coordinate the adoption of the 2009 International Building and 2008 National Electrical Codes to improve the Insurance Services Office (ISO) rating for the community. • Review in-house workflow processes to improve development tracking and computerized permitting in all areas to reduce cost for all users. • Continue to encourage Green Building and Energy Conservation design, construction materials and methods with all builders for various structure types through the International Building Codes. • Continue research to provide on-line permitting (interactive applications) and internet/e-mail plan review capabilities. 51 BUILDING INSPECTIONS 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 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 6 6 6 6 6 Permit Technician 2 2 2 2 2 Building Plans Examiner 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 TOTAL 13 13 13 13 13 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. New Residential permits issued Valuation total $ 902 $216,798,534 768 $192,000,000 750 $190,450,507 500 $100,000,000 550 $110,000,000 2. New Commercial, Industrial, Tenant Finish Out (TFO) and Remodel permits issued Valuation total $ 114 $211,010,352 77 $78,014,595 60 $147,851,580 80 $76,540,000 65 $62,725,000 3. Permitted non-residential sq. ft. 1,004,000 1,400,000 850,000 700,000 676,665 4. All other building permit types Valuation total $ 2,277 $21,104,554 5,201 $16,182,378 3,000 $23,000,000 4,485 $14,109,732 5,000 $15,725,000 5. Total # of inspections performed 43,006 33,198 40,000 30,000 35,000 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. % of residential plans processed within 10 days 97% 98% 99% 99% 100% 2. % of commercial plans processed within 30 days 85% 93% 92% 95% 95% 3. % of inspections performed within 2 days 4. Avg # of inspections per day 5. Avg # of inspections per inspector per working day 98% 169 28 98% 210 35 99% 124 18 98% 85 17 98% 98 19 DEPARTMENTAL BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 631,682 711,810 642,530 Personnel 648,436 746,187 121,824 141,110 109,036 Operations 107,676 109,231 753,506 852,920 751,566 756,112 855,418 52 Community Development Inspection Services Code Enforcement / Fire Prevention DEPARTMENT DESCRIPTION The Code Enforcement department has been 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. • Maintain a comprehensive public education program designed to increase awareness, provide information, and change behavior in order to manage natural hazards in the community. • Ensure quality and safe land use through integrative code enforcement activity within the adopted ordinances. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Conducted two neighborhood cleanup efforts in areas that required specific and concentrated efforts for cleanup and building maintenance. • Improved the City’s image by decreasing the number of code violations through the International Property Maintenance Code. • Upgraded and fully implemented new software for Code Enforcement Officers’ field computers to provide additional time savings for work in the field. • Coordinated the adoption of the off-street parking ordinance. • Implemented a Fire Prevention Inspection Program, prioritizing structures with high occupancy. • Presented and initiated a Fire Safe Program for Historic Downtown structures. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Research and develop a Rental Property Inspection program. • Conduct public education forums to reduce the number of Code Enforcement violations. • Coordinate the public review and Council adoption for the 2009 International Property Maintenance Code. • Develop a program for routine fire inspections to achieve 100% commercial coverage annually. • Process the 2009 International Fire Code adoption. 53 CODE ENFORCEMENT 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Chief Code Enforcement Officer 1 1 1 1 1 Code Enforcement Officer 3 3 3 3 3 Fire Code Inspector 2 2 2 2 2 TOTAL 6 6 6 6 6 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Education presentations 53 132 70 93 87 2. Junk vehicle violations 63 70 58 70 65 3. # of Code Enforcement violations 12,928 10,570 14,500 12,939 13,500 5. # of Fire inspections performed 2,063 2,216 3,900 3,480 3,625 6. Abatements 7. Certified Letters sent 8. Fire Code Development Plan and Code review 26 220 506 30 200 492 35 250 480 32 225 465 39 298 483 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 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 89% 130 306 90% 123 410 90% 120 350 91% 126 340 90% 127 352 DEPARTMENTAL BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 338,939 374,296 368,322 Personnel 376,051 381,037 73,111 106,150 84,105 Operations 100,237 100,937 412,050 480,446 452,427 476,288 481,974 54 Community Development Geographic Information Systems DEPARTMENT DESCRIPTION The Geographic Information Systems (GIS) department is responsible for providing computer based mapping support to the entire organization. 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 • Provide a highly effective mapping function capable of meeting the needs of a rapidly changing City. • Distribute maps and mapping capabilities to internal users as well as the Community. • Contribute to decision making at all levels of the organization by providing outstanding geographic analysis and information in a readily accessible, easy-to-use manner. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Continued to provide mapping support for all Departments, with projects ranging from small maps to City-wide mapping projects. • Continued to provide expanded mapping support to emergency service divisions, especially in the area of 911 address mapping and fire station location mapping. • Successfully initiated Phase III of the City of Georgetown GIS Plan, including full migration of all GIS data into a secure Microsoft SQL Server database. • Improved GIS web technology, including implementation of several new Internet based GIS mapping websites. • Provided mapping support for special projects such as the 2008 major annexations, county-wide 911 data coordination project, City of Jarrell boundary agreement, Census 2010 data preparation, and other special studies. • Fully participated in multi-departmental effort to develop Information Technology Plan. • Substantially improved customer service through integration of new GIS Technician position into map request workflow and support of the division’s development review process. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Continue implementation of Phase III of the City of Georgetown GIS Plan, with a focus on GIS integration with CIS, in-house development of GIS dashboards and websites, and completion of County-wide address coordination project. • Contribute to the implementation of the City-wide Information Technology Plan. • Continue to provide focused mapping support to emergency service divisions. • Work with Information Technology Department to implement mapping component of new work-order system. • Develop web pages that help City employees determine whether or not an address is in the City Limits. • Begin tracking “hit” rates on GIS web pages to determine the extent to which they are being used by customers and incorporate that number as a performance measure in FY 2010/2011 budget year. 55 GEOGRAPHIC INFORMATION SYSTEM 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED GIS Coordinator 1 1 1 1 1 GIS Analyst 1 1 1 1 1 GIS Technician 1 1 1 1 1 TOTAL 3 3 3 3 3 WORKLOAD MEASURES ACTU AL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. New GIS data layers placed on distribution drive 20 32 20 135 25 2. Number of map requests handled 320 327 336 205 250 3. GIS data sets served over internet 32 35 61 77 80 4. Special mapping projects 5 7 10 26 15 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Total GIS data sets on network 115 140 390 473 498 2. Percent of map requests completed in 3 days -- -- 100% 100% 100% 3. GIS data sets served over internet -- -- -- 17% 16% DEPARTMENTAL BUDGET: JOINT SERVICES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 152,421 186,166 186,051 Personnel 177,031 179,404 25,052 77,891 68,153 Operations 69,277 69,277 177,473 264,057 254,204 246,308 248,681 56 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 analyzes and makes recommendations on annexations and development applications, prepares and presents reports, and participates in meetings of the City Council, Planning and Zoning Commission, Historic and Architectural Review Commission (HARC), Zoning Board of Adjustment, and committees and task forces as needed. 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 sound and timely advice to internal and external customers regarding the planning process and best land use planning principles. • Continuously seek input into the planning process from key stakeholders, including real estate developers, other government agencies, and utility providers. • Promote quality growth that enhances the rehabilitation and preservation of historic structures. • Provide long range planning perspective for annexation and extra-territorial jurisdiction development. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Refined the annual Unified Development Code (UDC) update process and completed annual amendments, including reorganization of the document and expansion of public input through multiple UDC Task Force meetings and web page access to make the document more user-friendly and responsive to concerns raised. • Coordinated the first annual amendment process of the 2030 Comprehensive Plan and Land Use Element. • Completed 1,325 acres of voluntary and involuntary annexations. • Completed Extra-territorial Jurisdiction (ETJ) agreements with the City of Jarrell. • Coordinated rail corridor and transit studies with the city of Round Rock, CARTS, Capital Metro and the Austin San Antonio Intermunicipal Commuter Rail District. • Completed funding applications for Lakeway Bridge and F.M. 1460 through the Capital Area Metropolitan Planning Organization and Texas Department of Transportation. • Initiated and coordinated the first update to the Design Guidelines for the Downtown Overlay District. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Reorganize the department website pages, and redesign all printed materials and processes to be more transparent and user-friendly to our customers. • Coordinate the Overall Transportation Plan update as the next element of the 2030 Plan. • Continue implementation of electronic case management system for Planning, integrating with Building Permits and making project tracking information available through the City’s website. • Complete process for voluntary and possible involuntary annexation of approximately 300 acres in various locations (contiguous to the current city limits, including infill areas). • Study design standards for residential streets to decrease speed and allow for sidewalks and bicycle paths. • Develop a comprehensive bicycle route and sidewalk network to link residential areas to schools, parks and other City facilities. • Continue to identify, reserve, and rezone land for long-term needs as commercial and employment centers. 57 PLANNING 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Planning Director 1 1 1 1 1 Administrative Supervisor 1 0 0 0 0 Development Engineer 1 1 1 0 0 Development Engineer Associate 0 1 1 1 1 Affordable Housing Coordinator 0 0 0 1 1 Principal Planner 2 1 1 1 1 Planning Specialist 2 2 2 2 2 Planner III 1 1 2 2 1 Planner II 2 2 3 3 2 Planner I 1 1 0 0 1 Planner I - Long Range 1 1 0 0 1 TOTAL 12 11 11 11 11 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Preliminary plat applications 19 14 30 18 17 2. Final plat applications 29 52 30 28 30 3. Site plans 39 57 40 35 35 4. Rezoning applications 36 24 35 20 28 5. Comprehensive Plan amendments 13 4 12 5 4 6. # of new lots recorded Residential Commercial 796 13 870 15 900 30 525 10 550 15 7. Annexation petitions 30 2 8 20 10 8. Acres annexed (voluntary & invol.) 7,450 395 400 1,325 300 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 Final decision consistent with staff recommendation: 1. Variances 90% 75% 90% 100% 100% 2. % Site plans approved by admin. 90% 90% 100% 100% 100% 3. % Council approval of P&Z plat recommendations 100% 100% 100% 100% 100% DEPARTMENT BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 789,894 680,435 582,610 Personnel 506,529 761,567 251,379 222,621 182,753 Operations 165,979 169,727 110,030 500 500 Capital 1,151,303 903,556 765,863 672,508 931,294