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Home My WebLink About07 - Development ServicesMo� k, ts _00 -ILI DEVELOPMENT SERVICES The Development Services Division includes: (1) the Development Support Department encompassing Development Planning, Long Range Planning, and Division Administration/Facilitation; (2) the Development Process Team; and (3) the Inspection Services Department. DIVISION FINANCIAL Summ-ARY: 97/98 96/97 97/98 Projected 98/99 99/00 Actual Budget Actual Adopted Projected Base Development Support 302,782 425,096 422,395 403,946 400,761 Development Process Team 347,430 424,303 423,107 423,536 422,336 Inspection Services 402,290 460,671 448,851 478,883 461,698 TOTAL 1,052,502 1,310 070 1,294,353 1,306,365 1,284,795 Employees - Full Time Equivalents 8 Dev Process Tean 24.5 Total Employees DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 :velopment Support lu inspection Jervices 113 DED This page intentionally left blank. 70 DEVELOPMENT SERVICES 114 ANNUAL OPERATING PLAN ELEMENT 1998/99 J .J J ENDS & MEANS Economic Development Policy End 1.0. Georgetown's economy is self-sustaining through diversified growth, abroad tax base with minimal impactfrom economic fluctuation, enhanced business opportunity and job creation. Focus End 1.1. Existing undeveloped sites in Georgetown are put to beneficial use. Means (97-01) Support and assist in the development of the San Gabriel Village and Rivery tract. (All Departments) Means (97-02) Assist the County Development District with preliminary planning on the Exposition Center and the entertainment district. (All Departments) Facilities and Services Policy End 4.0. The City provides for the safety of its citizens and supports the responsive delivery of coordinated services by the City and other public agencies. Means (96-99) Continue to implement the redesigned development review and approval process. (All Departments) Focus End 4.6. The City meets the needs of internal and external customers through innovative acquisition and use of information resources. Means (96-01) Work with Police Services, Fire Services and Williamson County 911 Addressing to develop a city and county wide addressing policy. (Inspection Services and Development Process Team) Focus End 4.8 Georgetown is effective at resolving issues related to crime, disorder and fear of crime. Means (98-01) Work with Police Services to incorporate crime prevention through environmental design. (All Departments) Focus End 4.9 Georgetown's fire protection is adequate and equitable throughout the City. Means (96-01) Develop and maintain specific fire districts within the City to guide building code and zoning decisions. (All Departments, Fire Services) Governmental Affairs Policy End 6.0. A high level of cooperation and involvement exists among Georgetown's citizens and governmental organizations. Focus End 6.1. All citizens actively participate in governmental functions. Means (97-02) Provide opportunities for members of the Planning and Zoning Commission, Zoning Board of Adjustment, Historic Preservation Commission, Electric Board, and Building Standards Commission to attend workshops, seminars, conferences, and similar training sessions to enhance their knowledge and performance, and to understand their role in relation to the newly redesigned development process. (All Departments) DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 115 Focus End 6.3. The City is a strong and visible participant in developing comprehensive solutions to issues of concern on a regional level. Means (98-03). Continue to foster relationships with area cities and other governmental entities to facilitate solving common regional problems and concerns. (Development Support, Inspection Services, City Council, City Manager's Office) Growth and Physical Development Policy End 7.0. Georgetown's land uses support economic, cultural and social activities for all residents, businesses and organizations; and the City's development process encourages new and infill development. Focus End 7.1. The City's regulations implement the Policy Ends and provide the opportunity to seek change with reasonable effort and expense. Means (97-00) Revise the Zoning Ordinance to more closely reflect community values and a more efficient process by revising the administrative sections and addressing the potential limitations on research and development and manufacturing uses. (Development Support) Means (97-00) Prepare a Policy and Procedure Manual to describe the internal requirements of the development process. (Development Support) Means (97-02) Continue to implement the recommendations of the Development Process Redesign Team, including workflow automation and continued streamlining of the development review process. (All Departments) Focus End 7.2. Annexation procedures and standards benefit the Community. Means (98-00) Complete a strategic annexation program in order to insure better definition of the community in preparation for the 2000 Census. (Development Support) Historic Preservation Policy End 9.0. Prehistoric, historic, and cultural resources are preserved, protected and promoted Means (99-02) Assist the Historic Preservation Commission and Parks and Recreation Board in reviewing plans and making recommendations for the protection, maintenance, and enhancement of Georgetown's historic cemeteries. (Development Process Team) Housing Policy End 10.0. The City cooperates with builders, developers and property owners to provide safe and adequate housing opportunities for all citizens. Means (98-99) Assist Community Services with the completion of the Housing Functional Plan element of the Century Plan to reflect current and future housing needs. (Development Support) Means (98-02) Work with Legal Services, the Building Standards Commission, Fire Services and Community Owned Utilities for the enforcement of nuisance codes and ordinances through Inspection Services for the removal of sub -standard structures. (Inspection Services) DEVELOPMENT SERVICES 116 ANNUAL OPERATING PLAN ELEMENT 1998/99 Transportation Policy End 12.0. Georgetown's transportation system provides for the safe and efficient movement of traf- fic, promotes the economic interests of the community, and adequately serves the needs of individuals. Focus End 12.1. The City maintains a Transportation Functional Plan that includes all modes of transportation. Means (97-99) Assist Community Owned Utilities in preparation of a more detailed transportation improvement strategy to upgrade the local roadway system and reduce traffic congestion. (Development Support) Focus End 12.2. The City supports an area -wide transportation effort through coordination with other public and private organizations. Means (94-00) Cooperate with Williamson County, Community Owned Utilities and affected property owners to build the Inner Loop Road from South Business 35, east to SH -29 in the southeast quadrant of the City. (Development Support) Means (97-01) Cooperate with Williamson County to upgrade D. B. Wood Road between SH -29 and Williams Drive (FM 2338) including bridge crossings to improve traffic flow west of IH -35. (Development Support) Means (97-02) Monitor the progress of planning, design, and construction of the State Highway 130 (MoKan) Roadway. (Development Support) Urban Design Peh,u En 13.0. Georgetown has a positive, udentifiab% image and an attractive appearance. Means (98-03) Provide a liaison with the Texas Department of Transportation to plan, design and review support for the installation of landscaped traffic islands around town. (Development Support) Utilities/Energy Policy End 14.0 Georgetown's utility system provides safe and reliable service which meets the needs of all citizens and promotes the economic health of the community. Focus End 14.5 The City's utility policies and practices promote and encourage the protection and conservation of Georgetown's environment and natural resources. Means (97-99) Work with Community Owned Utilities to implement and educate builders on an Energy Code through building construction methods. (Inspection Services) Means (98-99) Work with Community Owned Utilities to implement and enforce the Cross -Connection Control Regulations (backflow prevention) for water quality through plumbing codes and ordinances. (Inspection Services) For an explanation of the Ends & Means, seepages one and two in the City Summary section. DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 117 WHAT WE DO: The Development Process Team is a multi -disciplinary, self-directed department made up of all staff functions and responsibilities necessary to address the full range of issues that are encountered in the development process. The development process ranges from the subdivision of a vacant piece of property, to the construction of a new home or business, to the expansion of an existing business. Customers are able to find the answers they need in one location and from staff that represent all the disciplines that may be involved. The department provides sound, reasonable, and professional guidance to the City Manager, Mayor and City Council, Planning and Zoning Commission, [n Zoning Board of Adjustment, other City Divisions, property owners, developers, community organizations and local citizens regarding the physical growth and til development of the City of Georgetown and U surrounding areas. Advice provided by the department O is based on the application of the City Zoning Ordinance, Subdivision Regulations, Century Plan, other City codes, regulations and plans, State statutory and regulatory requirements, and sound planning principles. WHAT WE ACCOMPLISHED IN 1997/98: • Met reasonable time constraints as established by customers by processing Record Final Plats administratively. • Implemented a Citizen Orientation Program to educate our citizens regarding the development and public hearing process. • Provided support to the community through training and information to neighborhood associations and resolving neighborhood/ development concerns. • Attended training in Teamwork, Lateral Thinking, Leadership Training and Team Development to enhance the development of the Team's capabilities. • Completed the Redesign Development Process Pilot Phase. • Amended the Development Process and revised the Team composition to better serve customers and the seamless process. • Pursued training on planning principles, cross functional training through case review and presentations, CAD training, historic preservation, water and electric models and Uniform Building Code. WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Continue to develop toward goals for becoming a high performing team through training and evaluation. • Continue to refine and improve the Development Process to remove seams and deliver the highest level of customer service. • Provide input for the development of the Policy and Procedures Manual. • Continue to develop a Master Index File of all Development Process information resources (i.e. plat, DDP, roll files and case files). • Provide Internet access ability to better serve our customers. • Continue to enhance the City's competitive position to obtain and retain retail electric customers, assisting them throughout all stages of the development process. DEVELOPMENT SERVICES 118 ANNUAL OPERATING PLAN ELEMENT 1998/99 PERFORMANCE MEASURES 1) Final decisions consistent with staff recommendation 2) Applications approved administratively 3) Final decisions on variances and map amendments consistent with staff recommendation 4) Single family lots platted 5) Non -single family lots platted 6) Detailed Development Plans 7) Commercial building plans reviewed and permit prepared ACTUAL BUDGETED PROJECTED PROPOSED FY 96/97 FY 97/98 FY 97/98 FY 98/99 322,114 (-1.3%) 322,114 (0.0%) 100,222 (4.9%) N/A 79% 98% 98% N/A 14% 20% 20% N/A 78% 97% 98% 1,035 900 750 800 110 30 48 50 17 15 30 40 30 N/A 120 125 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 97/98 Projected Actual Budget Actual 8.75/0.5 10/0.5 8/0 # Employees 282,528 327,450 326,419 Personnel 30,798 95,498 95,498 Operations 34,104 1,355 1,190 Capital 347,430 424,303 423,107 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 99/00 Adopted Projected Base (% Change*) (% Change**) 8/0 8/0 322,114 (-1.3%) 322,114 (0.0%) 100,222 (4.9%) 100,222 (0.0%) 1,200 (0.8%) 0 (-100.0%) 423,536 (0.1%) 422,336 (43%) 119 WHAT WE DO: Development Support includes the Division's Administrative Staff which encompasses the Division Chief/Team Facilitator, the Division's Administrative Assistant, the Chief Development Planner and Chief Long Range Planner along with the Development Account Specialist and the Division Receptionist. The Department is responsible for providing technical planning support to the Development Process Team to enable them to focus on development process review and approval. OThe Department promotes the long-term health and prosperity of the community through the preparation and recommendation for adoption of plans and ordinances designed to guide future growth and development of the City and surrounding region. In addition, the Department supports and facilitates the Development Process Team, by ensuring all necessary linkages exist between the Development Process Team, which functions as a semi- autonomous work team, and the traditional organizational structure. For example, the Development Support Department provides technical/ administrative support for budget development, performance evaluation, employee training and development, and ordinance revision. V/ The Development Support Staff serve as "enablers" who increase the Team's ability to function smoothly by minimizing administrative distractions from the responsibilities of serving customers in the ri development process. WHAT WE ACCOMPLISHED IN 1997/98: • Supported and facilitated full implementation of the redesigned development review and approval process. • Continued annexation of the Sun City Georgetown development. • Implemented the City's annexation policy by targeting the Pleasant Valley and Raintree subdivisions. • Developed and completed the Urban Design Element of the Century Plan. 120 WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Coordinate and cooperate with Community Owned Utilities to develop a transportation improvement strategy for the community through preparation of a detailed improvement plan for individual road segments. • Assist and work with Community Services in the development of the Airport Facility Functional Plan (Airport Master Plan). • Continue annexation of the Sun City Georgetown development. • Continue incremental revisions to the Zoning Ordinance. • Complete a strategic annexation program in order to insure better definition of the community in preparation for the 2000 Census. • Prepare a Century Plan update strategy. • Begin implementation of the Urban Design Element of the Century Plan by preparing the Urban Design Implementation Report. • Complete updating the Impact Fee Ordinance as required by State statute. • Participate in preparation for the 2000 Census. • Update Sign Ordinance, taking into account the policy direction in the Urban Design Plan. • Continue to support and facilitate full implement- ation of the redesigned development review and approval process. DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 PERFORMANCE MEASURES 1) Level of customer satisfaction with development process* CITIZEN SURVEY 2) Percentage of citizens satisified or better with responsible management of growth & development. * Survey to be conducted in 1998/99 ACTUAL BUDGETED PROJECTED PROPOSED FY 95/96 FY 96/97 FY 97/98 FY 98/99 N/A N/A N/A 75% N/A N/A 84% 85% 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 3.75/0 4/0 6/0.5 # Employees 207,375 283,237 283,136 Personnel 95,407 141,859 139,259 Operations 302,782 425,096 422,395 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 99/00 Adopted Projected Base (% Change*) (% Change**) 6/0.5 6/.05 296,424 (4.7%) 294,239 (-0.7%) 107,522 (-22.8%) 106,522 (-o.9%) 403,946 (-4.4%) 400,761 (-0.8%) 121 le'I WHAT WE DO: Inspection Services provides building construction inspection, utility infrastructure inspection, and code enforcement. This department's inclusion in the Development Process Team ensures direct coordination and linkage between plan review and on-site inspection. Inspection Services ensures that the construction phase of the development process meets the expectations of the City's customers and provides for administration and enforcement of applicable City codes and ordinances. Specific Department responsibilities include: • Issue permits for any building, electrical, plumbing and mechanical (HVAC) work occurring within the City. • Issue permits for City water, sewer and/or electrical system connections. • Provide field inspections for all utility infrastructure construction resulting from private development. • Provide field inspections for all construction activity occurring within the City or connecting to City utilities. • Review all residential building construction plans within the community. • Issue electrical licenses. • Enforcement of the City's construction codes, Zoning Ordinance, Sign Ordinance, Unsafe and Dangerous Buildings Ordinance, Floodplain Management Ordinance, and Housing Code. • Coordinate with Police Services, Fire Services and Emergency Services for property addressing throughout the City. • Provide support and coordination for the City's Fire Warden Program. • Provide support to the City's Electric Board and Building Standards Commission. WHAT WE ACCOMPLISHED IN 1997/98: • Implemented use of Uniform Building Codes for factory and industrial facilities over 100,000 square feet in conjunction with the Standard Building Codes. • Implemented permit tracking software to automate the building inspection process and inspection results. • Enhanced and intensified efforts to eliminate violations of the Sign Ordinance, Zoning Ordinance, Subdivision Regulations and Dangerous Structure Ordinances through Code Enforcement. • Initiated revisions to the Electrical Ordinance from the 1993 Edition to the 1996 Edition of the National Electrical Code. • Initiated the Georgetown Builders Program, Stock Plan System and One Stop System to enhance and provide for a more seamless permit process. • Initiated the review for an Energy Code for energy conservation in construction, in coordination with Community Owned Utilities. WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Initiate the review for updating the CABO One and Two Family Dwelling Code from the 1992 to the 1995 Edition. • Implement an Energy Code for energy conservation in construction, in coordination with Community Owned Utilities. • Complete the contractor's handbook to provide a guide for the permit, inspection, and code requirements for the construction process. • Investigate use of automated inspection request telephone line. • Implement use of 1996 National Electrical Code and ordinances revisions. • Work with other area building departments and contractors through the Texas Capital Area Builders Association to develop a more consistent level of building inspection. • Enhance Code Enforcement through the upgrading of existing ordinance and provide stronger enforcement for the elimination of nuisances throughout the community. • Initiate the review for updating the 1994 Standard Building Codes to the 1997 Edition with the citizens and the Building Standards Commission. DEVELOPMENT SERVICES 122 ANNUAL OPERATING PLAN ELEMENT 1998/99 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 9.75/0 10/0 10/0 # Employees 333,030 363,751 358,031 Personnel 68,423 96,920 90,820 Operations 837 0 0 Capital 402,290 460,671 448,851 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 99/00 ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 96/97 FY 97/98 FY 97/98 FY 98/99 1) Percentage of residential plans 0 (N/A) 0 (N/A) 478,883 (6.7%) 461,698 (-3.6%) reviewed and permits issued within 10 working days 70% 85% 90% 93% 2) Percentage of commercial plans reviewed and permits issued within 30 working days 70% 80% 82% 85% 3) Percentage of inspections performed within a 2 working day period 50% 70% 90% 93% 4) Percentage of voluntary compliance for code enforcement activity 45% 85% 87% 89% 5) Residential permits issued 891 950 850 850 Construction cost $118,305,068 $106,236,981 $95,000,000 $95,000,000 6) Commercial permits issued 25 30 44 40 Construction cost $20,000,000 $39,000,000 $52,752,800 $50,000,000 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 9.75/0 10/0 10/0 # Employees 333,030 363,751 358,031 Personnel 68,423 96,920 90,820 Operations 837 0 0 Capital 402,290 460,671 448,851 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted DEVELOPMENT SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 99/00 Adopted Projected Base (% Change*) (% Change**) 10/0 10/0 376,353 (5.1%) 374,168 (-0.6%) 102,530 (12.9%) 87,530 (-14.6%) 0 (N/A) 0 (N/A) 478,883 (6.7%) 461,698 (-3.6%) 123 This page intentionally left blank. DEVELOPMENT SERVICES 124 ANNUAL OPERATING PLAN ELEMENT 1998/99