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Home My WebLink About12 - Planning and DevelopmentPlanning and o6 fED The Division of Planning and Development 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. The Division includes the: (1) Administration, (2) Current Planning, (3) Long -Range Planning, and (4) Inspection Services Departments. 1, .� L_� l__% Planning and Development 00/01 01/02 02/03 99/00 00/01 PROJECTED ADOPTED ESTIMATED ACTUAL BUDGET ACTUAL(% Chan4e*) BASE, Administration 400,298 362,985 362,945 625,691 (72.4%) 399,211 Current Planning 404,583 411,513 406,620 390,524 (-4.0%) 390,524 Long Range Planning 181,331 (N/A) 136,331 Building Inpections 477,287 506,484 495,930 561,355 (13.2%) 557,620 Division Total 1,282,168 1,280,982 1,265,495 1,758,901 (3s.o%> 1,483,686 arcent change of 01/02 Adopted from 00/01 Projected Actual Administration Building Inspections Current Planning 391 Long Range Planning 181,331 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 139 Operations 68% Capital 1% Division of Planning and Development Administration DEPARTMENT DESCRIPTION This Department supports the Division by providing communication assistance to the departments, our customers and the rest of the City organization. Public information 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. Administration staff serves as "enablers" who increase the Division's ability to function smoothly by minimizing administrative distractions from the responsibilities of serving customers. MAJOR DEPARTMENT GOALS • Foster a workplace environment that is supportive of staff efforts and commitment, encourages creative problem solving and open communication, and promotes a successful work atmosphere to improve employee retention. • Promote the use of technology and automation as a planning and communication tool to improve decision- making and increase efficiency and productivity. • Continuously promote 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 2000/2001 • Conducted sunset review of the urban design revisions to the Zoning and Subdivision Ordinances to resolve inconsistencies and to comply with these standards. • Assisted in the review and adoption of Residential High Density District Ordinance to increase housing opportunities in the community. • Supported and reviewed Historic Downtown Overlay District Ordinance to promote downtown preservation and economic viability. • Began first phase of Unified Development Code critique to review consistency of city development ordinances. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Create a database of planning and development customers for citizen outreach programs increasing development information availability. • Provide production assistance for newsletters, brochures, planning reports, web site, and final production of codes and ordinances. • Research technological opportunities to improve the Division's database to streamline the permitting and development processes. • Develop and automate an application database to provide timely information and monitor divisional activities and workload measures. ADMINISTRATION 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Division Director 1 1 1 1 1 Chief Planners 2 2 2 0 0 Planner (PT) 0 0 0 .5 .5 Administrative Assistant 1 1 1 1 1 Development Account Specialist 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Total(Fr/PT) 6 6 6 4/.5 4/.5 140 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Public Meetings/ Workshops N/A N/A 0 25 12 2. Brochures// Newsletters N/A// N/A// N/A// 150// 250// distributed quarterly 450 460 480 550 600 3. Citizen mailouts N/A N/A N/A N/A 500 4. Website requests for information N/A N/A N/A N/A 250 5. New development utility accounts N/A N/A N/A 1,400 1,500 DEPARTMENTAL BUDGET: GENERAL FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Increase in Website hits for ADOPTED BASE 300,243 216,915 216,875 Personnel development pages N/A N/A N/A N/A 50% 2. Increased database for newsletter 42,000 42,000 Capital and mailouts N/A N/A N/A N/A 15% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: The Division is being restructured in Fiscal Year 2001/02, moving both current and long-range Chief Planner positions to separate departments. The lease expense for the office space for the division has been moved to this budget from the Current Planning department. A part-time planner position will be added to assist with the implementation of the downtown overlay district in 2001/02. Funds for one-time projects such as updating the Century Plan and the development ordinances are included in 2001/02. 141 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 300,243 216,915 216,875 Personnel 242,011 229,531 100,055 104,070 104,070 Operations 383,680 169,680 42,000 42,000 Capital 400,298 362,985 362,945 625,691 399,211 MAJOR BUDGET CHANGES: The Division is being restructured in Fiscal Year 2001/02, moving both current and long-range Chief Planner positions to separate departments. The lease expense for the office space for the division has been moved to this budget from the Current Planning department. A part-time planner position will be added to assist with the implementation of the downtown overlay district in 2001/02. Funds for one-time projects such as updating the Century Plan and the development ordinances are included in 2001/02. 141 Division of Planning and Development Current Planning DEPARTMENT DESCRIPTION Current Planning consists of the Development Process Team, which is a multi -disciplinary department, made up of varied staff functions and responsibilities necessary to address issues that are typically encountered in the development process. The development process begins with a vacant tract of land and a concept, and culminates in the issuance of a Certificate of Occupancy. Customers are able to find the answers they need in one location and from staff that represent the disciplines. Advice provided by the department is based on the application of the City Zoning Ordinance, Subdivision Regulations, Century Plan, and other applicable State statutory and administrative agency requirements. Recommendations and presentations on development applications are presented at regular meetings to City Council, Planning and Zoning Commission, and Zoning Board of Adjustment. MAJOR DEPARTMENT GOALS NEW LOTS PLATTED Tyr 000 1: 0 •sw v.mw �m ■wnsro� r�vus Provide sound and timely advice to internal and external customers regarding the current planning process, development regulations, and best development land use planning principles. Foster and maintain a philosophy that encourages continuous input into the current planning process from key stakeholders, including real estate developers, other government agencies, and utility providers. Support the facilitation of a quality growth strategy which seeks to strike an optimum balance between economic expansion through best development practices and the effective stewardship of natural resources, municipal infrastructure and quality of life concerns. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Established a mutually beneficial working relationship with officials of stakeholder government and quasi - governmental agencies through open dialog and regular meetings. Implemented the Urban Design Standards to insure quality developments reflecting the unique character of Georgetown. Reduced the number of variance requests handled by Current Planning, the Planning and Zoning Commission and the Board of Adjustments and improved ordinance compliance through amendment to existing regulations. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Establish an applications database for purposes of tracking data for monitoring of growth and service trends, and staff workload/ performance measuring data. • Provide input into the planning of facilities at the division relocation site to insure maximum functional efficiency, thus insuring the highest possible level of service for internal and external customers. • Improve the overall planning effort through integration of transportation and long range planning elements into the development review process. • Provide continuous refinement of the development process to insure delivery of the highest level of customer service. CURRENT PLANNING 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01102 ADOPTED 02103 PROJECTED Chief Development Planner 0 0 0 1 2 1 2 Development Planner 2 2 2 1 1 Planning Technician 2 2 2 1 1 Development Engineer 1 1 1 1 1 1 Building Plan Reviewer 1 1 1 1 Team Specialist 1 7 1 7 1 7 7 7 Total 142 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Concept plans processed 6 14 N/A 5 5 2. Public review final plat applications 20 28 N/A 24 24 3. Record final plat applications 22 17 N/A 15 15 4. Detailed development plans 50 37 50 21 50 5. Variances to Board of Adjustment 19 15 N/A 9 9 6. Rezoning Applications 16 13 N/A 21 20 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 Final decision consistent with staff recommendation: 1. Variances 90% 80% 90% 90% 90% 2. Zoning Map Amendments 90% 100% 90% 90% 85% 3. % Detailed Development Plans approved administratively 15% 54% 15% 67% 70% 4. % Council approval of P&Z plat recommendations 100% 100% 100% 100% 100% DEPARTMENTAL BUDGET: GENERAL FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 284,955 314,399 311,706 Personnel 89,841 97,114 94,914 Operations 29,787 Capital 404,583 411,513 406,620 MAJOR BUDGET CHANGES: 02/03 01/02 ESTIMATED ADOPTED BASE 363,635 363,635 26,889 26,889 390,524 390,524 In Fiscal Year 2001/02, the Chief Development Planner will be transferred from Administration. A Planning Technician position was eliminated in the 2001/02 budget. 143 Division of Planning and Development Long Range Planning DEPARTMENT DESCRIPTION The Long Range Planning Department 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 policy and an annexation plan for the orderly growth of the City. 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 to 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. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Develop an Annexation Plan that will allow continued voluntary annexations and potentially initiate the 3 -year Council annexation process. • Initiate a Comprehensive Plan revision process that will result in a strategy to revise and/or replace the elements that have been impacted by the remarkable growth and change in land use since adoption. • Initiate a growth trends re -ort, that nresents and highlights census, annexation and other growth related data in a concise format for the public. • Monitor and participate in regional transportation and other regional planning efforts through the Capital Area Metropolitan Planning Organization (CAMPO), Capital Area Planning Council (CAPCO) and Williamson County. • Begin implementation of the first phase of the Geographic Information System (GIS) to assist in community growth and development. 144 99/00 00101 00/01 01/02 02/03 LONG RANGE PLANNING ACTUAL BUDGET ACTUAL ADOPTED PROJECTED Chief Long Range Planner 0 0 0 1 1 1 1 GIs Analyst 0 0 0 0 0 0 2 2 Total 144 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Century Plan Amendments processed 6 5 N/A 3 5 2. Annexation petitions N/A N/A N/A N/A 5 3. Acres annexed N/A N/A N/A N/A 500 4. Growth Trends Report 0 0 0 1 4 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. % of Century Plan Amendments: a. Completed N/A WA N/A N/A 100% b. Approved by P&Z Commission N/A N/A N/A N/A 75% c. Approved by Council N/A N/A N/A N/A 75% 2. Annexation petitions processed N/A N/A N/A N/A 100% 3. Growth Trends Report N/A N/A N/A N/A 100% 4. Website hits for growth related info N/A N/A N/A N/A 250 DEPARTMENTAL BUDGET: GENERAL FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 0 0 0 MAJOR BUDGET CHANGES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 112,331 125,831 Operations 59,000 10,500 Capital 10,000 181,331 136,331 This department will be created in Fiscal Year 2001/02 to manage the City's long-range planning process. The Chief Long -Range Planner and a Planning Technician will be transferred from other division areas. A GIS Analyst will be added to assist in GIS implementation. 145 Division of Planning and Development Inspection Services DEPARTMENT DESCRIPTION Inspection Services provides building construction permits and inspections leading to the final Certificate of Occupancy (CO). This department assists in the coordination between the City and the construction industry through plan review, permits and on-site inspection. 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. MAJOR DEPARTMENT GOALS BUILDING PERMITS 200,M. 00 ,Loo m,000,000 ,�.Loo.000 ,co,oao,000 o ,20.000.000 e ,00,000.oao sw :0 No= ao.000.000 A 0W.000 xoo 2o,a0o.000 ioo _9697 97_86_9699 99No 0691 OVW �himY • 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. • 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. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Worked with Code Enforcement to provide training in eliminating nuisance code violations for dangerous buildings, and other violations through the Building Standards Commission. • Regulated construction in special flood hazard areas through the City's floodplain ordinance. • Continued development and implementation of the Backflow Prevention Ordinance and Plumbing Code for the protection of the public water supply system. • Worked with the community to provide an acceptable level of permitting and inspection services pursuant to the continued growth within the area. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Review and update residential and commercial building codes to the 2000 International Codes for quality standards. • Continue coordination with Code Enforcement and the Building Standards Commission to eliminate nuisance code violations such as Dangerous Buildings, Zoning, Subdivision and Building Code violations. • Assist Community Owned Utilities in developing a program for the maintenance of waterways that are designated as Special Flood Hazard Areas. • Aid in the city-wide implementation of the Backflow Prevention program, for the protection of the public water supply. • Research and improve the options for automated technology in the construction permitting and inspection process to increase timesavings for all users. INSPECTION SERVICES 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Building Official 1 1 1 1 1 2 Staff Assistant 1 1 1 2 1 Residential Permit Technician 1 1 1 1 Combination Building Inspector 5 5 6 7 7 0 Utility Inspector 1 1 0 0 0 0 0 Code Enforcement Officer 1 1 11 Total 10 10 9 11 146 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. New residential permits issued 25 931 750 1,150 1,200 Construction cost $91,164,918 $110,045,105 $91,000,000 $128,929,979 $145,000,000 2. New commercial and industrial permits 30 48 30 50 50 Construction cost $51,000,00 $7,942,385 $47,000,000 $50,000,000 $50,000,000 3. All other building permit types 1,092 866 750 850 1,000 Construction cost $2,025,036 $1,909,908 $1,251,046 $1,850,000 $1,755,000 4. Total # of inspections performed 22,842 23,342 21,000 23,742 26,000 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. % of residential plans processed BUDGET ACTUAL 393,903 411,697 406,743 within 10 days 90% 90% 97% 60% 95% 2. % of commercial plans processed within 30 days 85% 85% 90% 85% 90% 3. % of inspections performed within 2 days 90% 83% 90% 60% 95% 4. Avg # of inspections per day 88 90 80 80 80 5. Avg # of inspections per inspector per working day 1 18 18 16 16 16 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 482,480 482,480 Operations 78,875 75,140 561,355 557,620 In Fiscal Year 2000/01, Code Enforcement operations were consolidated in Fire Services, thus transferring related personnel. The Utility Inspector was also transferred to Georgetown Utility Services (GUS). An open position from Current Planning was transferred to maintain the approved level of division personnel while managing workload in the inspector's area. A combination inspector and a staff assistant will be added in 2001/02 to improve turnaround times for Inspection Services. 147 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 393,903 411,697 406,743 83,384 94,787 89,187 477,287 506,484 495,930 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 482,480 482,480 Operations 78,875 75,140 561,355 557,620 In Fiscal Year 2000/01, Code Enforcement operations were consolidated in Fire Services, thus transferring related personnel. The Utility Inspector was also transferred to Georgetown Utility Services (GUS). An open position from Current Planning was transferred to maintain the approved level of division personnel while managing workload in the inspector's area. A combination inspector and a staff assistant will be added in 2001/02 to improve turnaround times for Inspection Services. 147 � O titi � Cb This page intentionally left blank. 148