HomeMy WebLinkAbout07 - Development Services-
Development- Process ;Team
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Development Services
The Development Services Division includes: (1) the Development Support Department encompassing the
Current Planning section, the Long Range Planning section, and Division Administration/Facilitation; (2) the
Development Process Team; and (3) the Inspection Services Department which functions as a department
within the Development Process Team.
Division Financial Summary:
Percent change of 96/97 Adopted from 95/96 Projected Actual
— Percent change of 97/98 Projected Base from 96/97 Adopted
Source of Funding:
95/96
94/95 95/96 Projected
Actual Budget Actual
General Fund 585,232 837,832 813,129
TOTAL 585,232 837,832 813,129
* Percent change of 96/97 Adopted from 95/96 Projected Actual
— Percent change of 97/98 Projected Base from 96/97 Adopted
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
97/98
Projected Base
(% Change")
287,940 (-7.6%)
388,956 (-7.5%)
408,966 (-0.5%)
1,085,862 (-5.0%)
97/98
Projected Base
(% Change—)
1,085,862 (-5.0%)
1,085,862 (-5.o%)
151
95/96
94/95
95/96
Projected
Actual
Budget
Actual
Development Support
366,650
438,494
434,601
Development Process Team
N/A
68,000
63,317
Inspection Services
218,582
331,338
315,211
TOTAL
585,232
837,832
813,129
Percent change of 96/97 Adopted from 95/96 Projected Actual
— Percent change of 97/98 Projected Base from 96/97 Adopted
Source of Funding:
95/96
94/95 95/96 Projected
Actual Budget Actual
General Fund 585,232 837,832 813,129
TOTAL 585,232 837,832 813,129
* Percent change of 96/97 Adopted from 95/96 Projected Actual
— Percent change of 97/98 Projected Base from 96/97 Adopted
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97
97/98
Projected Base
(% Change")
287,940 (-7.6%)
388,956 (-7.5%)
408,966 (-0.5%)
1,085,862 (-5.0%)
97/98
Projected Base
(% Change—)
1,085,862 (-5.0%)
1,085,862 (-5.o%)
151
Ends & Means
Economic Development
Policy End 1.0. Georgetown's economy is self-sustaining through diversified growth, a broad tax
base with minimal impact from economic fluctuation, enhanced business opportunity
and job creation.
Focus End 1.1. Existing undeveloped sites in Georgetown are put to beneficial use.
Means (96-01) Support and assist in the development of Sun City Georgetown. (All
Departments)
Environmental and Resource Conservation
Policy End 3.0. The physical qualities that make Georgetown attractive are protected.
Focus End 3.1. Georgetown's water resources system provides a sufficient water supply of high
quality to meet future City needs, to meet economic development and recreational
requirements, and to conserve wildlife.
Means (96-01) Work with the Community Owned Utilities and Finance and Administration
Divisions to prepare and implement a water conservation plan to reduce peak water
demands. (Development Support, Inspection Services)
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 (96-01) Coordinate and implement the redesigned development review and approval
process. (All Departments)
Focus End 4.1. The City centralizes and co -locates services on existing City -owned property
whenever possible.
Means (96-97) Research the City's downtown parking needs. (Development Support, Inspection
Services)
Means (96-01) Assist other City divisions with the design and construction of all new facilities.
(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 (96-97) Assist with coordination of 911 addressing. (Inspection Services)
Governmental Affairs
Policy End 6.0. A high level of cooperation and involvement exists among Georgetown's citizens
and governmental organizations.
DEVELOPMENT SERVICES
152 ANNUAL OPERATING PLAN ELEMENT 1996/97
Focus End 6.1. All citizens actively participate in governmental functions.
Means (96-01) Provide opportunities for members of appointed boards and commissions 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)
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 (96-01) Maintain Council authorization to work with elected and appointed local, state and
federal officials in representing and protecting the City's interests regarding legislative and
regulatory matters. (Development Support, Inspection Services)
Means (96-01) Continue to foster relationships with area cities and other governmental entities
to facilitate solving common problems and concerns. (Development Support, Inspection
Services)
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 (96-97) Review and update the basis for the Land Intensity element to insure that it
remains an accurate indication of the development potential of land. (Development
Support)
Means (96-99) Continue to systematically and incrementally revise the existing Zoning Ordinance.
(Development Support)
Means (96-01) Implement the recommendations of the Development Process Redesign Team.
(All Departments)
Means (96-01) Coordinate the City's regulatory program with the requirements of the Edwards
Aquifer rules, Clean Rivers Act, EPA regulations and other similar state and federal
regulatory mandates. (All Departments)
Focus End 7.2. Annexation procedures and standards benefit the Community.
Means (96-01) Annex Sun City Georgetown in accordance with the terms of the Development
Agreement. (Development Support)
Means (96-01) Undertake annexations consistent with the City's policy to achieve planned,
reasonable and cost-effective growth. (Development Support)
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 153
Health and Human Services
Policy End 8.0. Comprehensive, affordable health and human services are available through public
and private organizations.
Means (96-97) Participate in the activities of the Georgetown Project towards the effort of
developing a Health and Human Services Functional Plan element of the Century Plan.
(Development Support)
Means (99-00) Complete the Health and Human Services Functional Plan element of the Century
Plan to reflect current and future needs. (Development Support)
Historic Preservation
Policy End -9.0. Prehistoric, historic, andcultural resources are preserved, protected and
promoted.
Means (96-97) Adopt and print the Historic Preservation Plan Element of the Century Plan.
(Development Support)
Means (96-98) 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 Support)
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 (96-01) Provide staff support for developing affordable housing within the community.
(Inspection Services, Development Support)
Means (97-98) Conduct a city-wide Comprehensive Housing Affordability study based on the
Department of Housing and Urban Development's standards. (Development Support)
Means (98-99) Complete the Housing Functional Plan element of the Century Plan to reflect
current and future needs. (Development Support)
Transportation
Policy End 12.0. Georgetown's transportation system provides for the safe and efficient movement
of traffic, 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 (96-98) In cooperation with the Community Owned Utilities Division, prepare a more
detailed transportation improvement strategy to upgrade the local roadway system and
reduce traffic congestion. (Development Support)
DEVELOPMENT SERVICES
154 ANNUAL OPERATING PLAN ELEMENT 1996/97
Focus End 12.2. The City supports an area -wide transportation effort through coordination with
other public and private organizations.
Means (96-98) Provide a liaison to the Texas Department of Transportation and planning support
for undertaking the right-of-way design and purchase to extend Leander Road (FM2238)
to FM1460. (Development Support)
Means (96-00) Implement the recommendations of the Traffic Impact Assessment completed for
the Sun City Georgetown project to manage and minimize the effects of the Sun City
development on the City's transportation system. (Development Support)
Means (96-01) Monitor the progress of planning, design, and construction of the State Highway
130 (MoKan) Roadway. (Development Support)
Means (96-01) Cooperate with Williamson County to upgrade D. B. Wood Road between SH -29
and Williams Drive (FM2338) including bridge crossings to improve traffic flow west of IH -
35. (Development Support)
Means (96-01) Cooperate with Williamson County 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)
Focus End 12.6. The Georgetown Municipal Airport is an integral part of the transportation system
and business activity of the community.
Means (96-97) Assist with the development of the Airport Facility Functional Plan (Airport Master
Plan). (Development Support)
Urban Design
Policy End 13.0. Georgetown has a positive, identifiable image and an attractive appearance.
Means (96-98) Initiate development of the Urban Design Plan Element of the Century Plan.
(Development Support)
Means (96-01) Provide a liaison with the Texas Department of Transportation and planning,
design and review support for the installation of landscaped traffic islands around town.
(Development Support)
Means (96-01) Provide for the enforcement of ordinances related to zoning, signage, and
dangerous structures. (Inspection Services, Development Support)
Means (98-01) Provide planning support and liaison with state agencies to implement the
recommendations of the Urban Design Plan which will visually link the community.
(Development Support)
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 155
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DEVELOPMENT SERVICES
156 ANNUAL OPERATING PLAN ELEMENT 1996/97
DEVELOPMENT PROCESS TEAM
CITY OF GEORGE'T'OWN
Founded in 1848
Development Process Team
What We Do:
The Development Process Team is a multi -disciplinary, self-directed department made up of all the 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 will
be 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, Zoning Board of Adjustment, other
City Divisions, property owners, developers, community organizations and local citizens regarding the
physical growth and development of the City of Georgetown and surrounding areas. Advice provided by
the departmentis�ased on the application of the -City zoningOrdinance, Subdivision Regulations, Century
Plan, other City codes, regulations and plans, State statutory and regulatory requirements, and sound
planning principles.
How to Reach Us:
The members of the Development Process Team will be brought together and located at a single site, yet
to be determined, by January 1997. Office hours will be 8:00 a.m. to 5:00 p.m., Monday through Friday
excluding holidays.
What We Accomplished in 1995/96:
• The Team is newly formed so there are no 1995/96 accomplishments. However, most of the Team
members were part of the Development Process Redesign Team and made significant contributions
to the creation of the redesigned development review and approval process.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Implement, in phases, the newly redesigned development review and approval process as
recommended by the Development Redesign Team.
• Create a full range of informational and educational materials to increase customers' understanding
of the development process and facilitate ease of use.
• Relocate Development Process Team members to one central location to accommodate effective
communication, reduce costs of technological integration, and improve coordination among all
aspects of the development process. The central location creates "one stop shopping" for
customers of the City's development process.
• Begin to assemble the data bases necessary to have all parcel -based information available to
customers and staff.
• Provide training for internal and external customers on the new development process.
DEVELOPMENT SERVICES
158 ANNUAL OPERATING PLAN ELEMENT 1996/97
1996197 Adopted Budget and 1997198 Projected Budget:
Employees: full time / part time FTE's
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
500
400
N
R 300
N
7
L 200
we
0
X94/95 Actual ®95/96 Projected Actual
® 96/97 Adopted M97/98 Projected Base
97/98
Projected Base
(% Change")
10/0.5
369,956 (4.4%)
19,000 (-26.9%)
0 (-100.0%)
388,956 (-7.5%)
Source of Revenues: The Development Process Team is funded from General Fund revenues.
Other Comments:
Because of rapid growth and development as well as a desire to provide unsurpassed customer service,
the City is proposing to redesign and streamline its development process. Staff work loads have become
unreasonable. Communication channels among divisions and with development customers are not as open
as they should be. With numerous departmentalized contact points located in different buildings, the
process has too many "hand-offs". These "hand-offs", or seams, often confuse both external and internal
customers and discourage staff from taking responsibility for the customers' need throughout the process.
The decision making process is time consuming and inconsistent. Because of these concerns, the City
Council and the City Manager charged the Development Process Redesign Team with the responsibility of
creating a responsive, timely, seamless, and competent process. The result is described throughout the
Development Services Division section of the Annual Operating Plan.
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 159
95/96
94/95
95/96
Projected
Actual
Budget
Actual
N/A
7,000
7,000
N/A
61,000
56,317
N/A
0
0
N/A
68,000
63,317
Employees: full time / part time FTE's
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
500
400
N
R 300
N
7
L 200
we
0
X94/95 Actual ®95/96 Projected Actual
® 96/97 Adopted M97/98 Projected Base
97/98
Projected Base
(% Change")
10/0.5
369,956 (4.4%)
19,000 (-26.9%)
0 (-100.0%)
388,956 (-7.5%)
Source of Revenues: The Development Process Team is funded from General Fund revenues.
Other Comments:
Because of rapid growth and development as well as a desire to provide unsurpassed customer service,
the City is proposing to redesign and streamline its development process. Staff work loads have become
unreasonable. Communication channels among divisions and with development customers are not as open
as they should be. With numerous departmentalized contact points located in different buildings, the
process has too many "hand-offs". These "hand-offs", or seams, often confuse both external and internal
customers and discourage staff from taking responsibility for the customers' need throughout the process.
The decision making process is time consuming and inconsistent. Because of these concerns, the City
Council and the City Manager charged the Development Process Redesign Team with the responsibility of
creating a responsive, timely, seamless, and competent process. The result is described throughout the
Development Services Division section of the Annual Operating Plan.
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 159
Self-directed work team:
To achieve the desired outcomes defined through extensive feedback from customers, the improved
development process must shift decision making authority and responsibility to direct service/front-line staff.
To do this, a self-directed work team will be used to empower staff to respond to customer needs and
issues in a direct, consistent and timely fashion. Decisions are made by the people who are closest to the
process. The team will "manage" itself. The role of management shifts from the traditional
supervisory/directive role to a support role. Management will be responsible for securing resources,
addressing policy and political issues, and handling administrative functions in support of the team. All
efforts focus on direct service issues. As part of a self-directed team, these staff members will be held
accountable by their external and internal customers and by each other.
Staffing.
The Team consists of positions/functions which have been transferred from other Departments and
Divisions throughout the City (5.5 positions) in combination with six newly created positions. More positions
would have been needed to accommodate the rapid growth, but the new streamlined process enabled the
City to add fewer new positions. The Development Process Team (first phase) consists of:
Telephone Receptionist - new position; 10/1/96 start date;
Development Account Specialist - new position; 1/1/97 start date;
Development Technician (1.5 FTEs) - transfers from Senior Planner and Planning Technician in the former
Planning Services Department;
Development Planner (2 FTEs) - transfers from Senior Planners in the former Planning Services
Department;
Planning Technician (2 FTEs) - new positions; 1/1/97 start date;
Development Engineer- new position; 1/1/97 start date;
Electric System Planner - new position; 1/1/97 start date;
Building Plan Reviewer - transfer from Senior Building Inspector in the former Building Inspection
Department.
All positions in the former Building Inspection Department will be transferred to the Inspection Services
Department within the Development Process Team. The Inspection Services portion of the Team will
include a Utility Inspector transferred from Field Representative in the Systems Engineering Department and
a new Code Enforcement Officer starting January 1, 1997.
Projected 1997/98:
Assuming that growth and development in Georgetown continues at its current or increased pace, and
implementation of the redesigned development process proceeds as planned, the Development Process
Redesign Team has proposed adding the following positions during the fiscal year 1997/98 in order to
complete the phases of the redesign model: Receptionist (1 FTE); Development Technician (.5 FTE); Public
Safety Reviewer (1 FTE); Development Planner (1 FTE); and Planning Technician (1 FTE).
DEVELOPMENT SERVICES
160 ANNUAL OPERATING PLAN ELEMENT 1996/97
Planned Accomplishments:
Just a few of the many benefits of the redesigned development process:
• The customer will experience a seamless process. They will provide one primary contact person
for each customer. Our customers will receive expert, thorough review, and will not spend time
seeking responses from multiple departments.
• We will meet the reasonable time constraints established by our customer. A multi -track system has
been designed to provide an expedited process for simple applications with modified notification
requirements.
• Each contact person, as well as anyone else involved in the development process, must be
responsible/accountable for the whole process. Our customers will work with one Team consisting
of all development related functions. This team will be empowered to make decisions previously
requiring management approval.
• Each contact person within the process must be consistent in their answers/information (speak with
one voice). Improved technology and a continuously updated data base will provide staff with more
accurate information.
• The final process must meet the needs of the customers within development process. Our
customers have emphasized that time and efficiency are very important. The combination of faster
process tracks, a centralized team and networked technology will be the foundation for meeting our
customers highest priorities.
• The process must enhance the City's competitive position to obtain and retain retail electric
customers. An Electric System Planner will be a member of the Development Process Team and
will work with the customer during the early stages of the development process and thereby assist
the City in maintaining its competitiveness as an electric service provider.
• The process must minimize the number of times that payment must be made. Payment options will
allow the development process to continue without delay due to waiting on payments from the
customer.
• The process must enhance the job satisfaction of the City staff. The reduction of delays, handoffs
and miscommunications, along with satisfied customers, will provide staff with a greater level of job
satisfaction.
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 161
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DEVELOPMENT SERVICES
162 ANNUAL OPERATING PLAN ELEMENT 1996/97
DEVELOPMENT SUPPORT
CITY OF GEORGETOWN
Founded in 1848
Development Support
(Formerly Planning Services)
What We Do:
Development Support includes the Division's Administrative Staff which encompasses the Division
Director/Team Facilitator, the Division's Administrative Assistant, and the Chief Planners of both Current
and Long Range Planning. 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. The
Department promotes the long-term health and prosperity of the community through the preparation and
recommendation for adoption of plans designed to guide future growth and development of the City and
surrounding region.
TheDepartment provi�taff supporfto the Histo—ri-c-Preservation Commissio�—publishes a monfhly
newsletter which covers a range of Division and City activities. The Department also provides planning
support and coordination for the City's Emergency Management Preparedness and Mitigation Program.
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 self-directed 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. 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 development process.
How to Reach Us:
The Development Support Department is located at 113 East 8th Street in the Municipal Building but will
relocate to an undetermined location in January 1997. Office hours are 8:00 a.m. to 5:00 p.m., Monday
through Friday excluding holidays. Departmental staff may be contacted by phone at 512/930-3575 or by
fax at 512/930-5892.
What We Accomplished in 1995/96:
• Completed first phase of incremental revisions to the Zoning Ordinance.
• Assisted the Del Webb Corporation in planning for the Sun City Georgetown development.
• Actively participated in the Development Process Redesign effort to coordinate and implement
improvement to the development review and approval process.
• Coordinated the preparation of the Facilities and Services Functional Plan element of the Century
Plan in conjunction with the Council -appointed Citizens Working Group and support from the LBJ
School of Public Affairs and the Community and Regional Planning Program at the University of
Texas.
• Continued annexation of the Sun City Georgetown development.
DEVELOPMENT SERVICES
164 ANNUAL OPERATING PLAN ELEMENT 1996197
• Coordinated the development of a City Annexation Policy.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Support and facilitate implementation of the improved development review and approval process
as recommended by the Development Process Redesign Team.
• Develop a transportation improvement strategy for the community (in cooperation with the
Community Owned Utilities Division) through preparation of detailed alignment studies for individual
road segments.
• Continue annexation of the Sun City Georgetown development.
• Complete the Historic Preservation element of the Century Plan.
• Initiate the Urban Design Plan element of the Century Plan.
•. Complete the review of the Land Intensity element of the Century Plan.
• Print the Airport Plan element of the Century Plan.
• Continue incremental revisions to the Zoning Ordinance.
1996/97 Adopted Budget and 1997/98 Projected Budget:
95196
94/95 95/96 Projected
Actual Budget Actual
7/0.5 7/0.5 7/0.5
279,121 318,814 317,871
87,529 115,780 112,830
0 3,900 3,900
366,650 438,494 434,601
Employees: full time / part time FTE's
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
400
N
E 300
N
7
t 200
F-
100
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change")
4/0
197,635 (an)
90,305 (-20.7%)
0 (N/A)
287,940 (a.6%)
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 165
Source of Revenues: The Development Support Department is funded from General Fund revenues.
Other Comments: The Development Support Department will change significantly when the redesigned
development review and approval process is implemented. Formerly, this department was titled "Planning
Services" encompassing the Current Planning section and the Long Range Planning section. It included
the Chief Planners of both areas as well as the Senior Planners and the.Planning Technician.
Under the redesigned development review and approval process, the Senior Planners will be transferred
to the self-directed Development Process Team and will function as Core Team members. The Planning
Technician's functions will also be moved to the Development Process Team, but the position will be
dissolved and its functions split between several positions on the Team.
The Chief Planners for Current and Long Range Planning will remain in the Development Support
Department to cavy out professional and technical responsibilities related to each of their roles. They will
have the added responsibility of acting as Key Specialists in supporting the Development Process Team.
As Key Specialists, they will provide consistency, vision, quality control, training and trouble shooting for the
technical planning -related issues encountered by the Team. They will link planning issues at the city-wide
policy level, and daily implementation of policies at the direct service level of the Team.
This Department also encompasses the administration of the division and support and facilitation of the
Development Process Team. The significant difference in the Division Director's role will be the shift from
an authoritative/supervisory role to that of a facilitator/enabler in support of the Division and, specifically,
of the Development Process Team.
DEVELOPMENT SERVICES
166 ANNUAL OPERATING PLAN ELEMENT 1996/97
INSPECTION SERVICES
47 CITY OF GEORGETOWN
Founded in 1848
Inspection Services
(Formerly Building Inspections)
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:
• issuance of permits for any building, electrical, plumbing and mechanical (HVAC) work occurring
within the City;
• issuance of permits for City water, sewer and/or electrical system connections;
• field inspections for all utility infrastructure construction resulting from private development;
• field inspections for all construction activity occurring within the City or connecting to City utilities;
• reviewing all residential building construction plans within the community;
• issuance of electrical licenses;
• enforcement of the City's construction codes, Zoning Ordinance, Sign Ordinance, unsafe and
dangerous buildings ordinance, floodplain management ordinance and housing code, and City
nuisance codes, including tall weeds/grass violations and junked and abandoned vehicles;
• issuance of property addresses throughout the City; and
• providing support and coordination for the City's Fire Warden Program.
In addition, staff provides support to the City's Electric Board and Building Standards Commission.
How to Reach Us:
The Inspection Services Department is located at 113 East 8th Street in the Municipal Building but will
relocate to an undetermined site in January 1997. Office hours are 8:00 a.m. to 5:00 p.m., Monday through
Friday, excluding holidays. For special and emergency situations staff is available to provide inspection
services outside of normal business hours. Staff may be contacted by phone at 512/930-3575 or by fax at
512/930-5892.
What We Accomplished in 1995196:
• Provided inspection services that reflect a 328% increase in new starts over the previous fiscal year.
• Assisted Del Webb with construction of the Sun City Georgetown development.
DEVELOPMENT SERVICES
168 ANNUAL OPERATING PLAN ELEMENT 1996/97
• Completed the contractor's handbook.
• Continued to participate in the Development Process Redesign effort to coordinate and implement
improvements to the development review and approval process.
• Purchased permit tracking software to automate the building inspection process.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Initiate a code enforcement effortto ensure compliance with the Zoning Ordinance, Sign Ordinance,
and Unsafe and Dangerous Buildings Ordinance.
• Continue assisting Del Webb with construction of the Sun City development.
• Implement permit tracking software.
• Implement redesigned development review and approval process.
• Investigate use of automated inspection request line.
1996/97 Adopted Budget and 1997/98 Projected Budget:
218,582 331,338 315,211
Employees: full time / part time FTE's
Percent change of 96197 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
500
400
v
m 300
3
F 200
100
0
M 94/95 Actual ® 95/96 Projected Actual
ME 96/97 Adopted M 97/98 Projected Base
97/98
Projected Base
(% Change")
10/0
337,464 (o.o%)
71,502 (o.o%)
0 (-100.0%)
408,966 (-0.5%)
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 169
95/96
94/95
95/96
Projected
Actual
Budget
Actual
9/0
9/0.5
9/0.5
170,295
275,245
259,918
36,492
53,093
52,293
11,795
3,000
3,000
218,582 331,338 315,211
Employees: full time / part time FTE's
Percent change of 96197 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
500
400
v
m 300
3
F 200
100
0
M 94/95 Actual ® 95/96 Projected Actual
ME 96/97 Adopted M 97/98 Projected Base
97/98
Projected Base
(% Change")
10/0
337,464 (o.o%)
71,502 (o.o%)
0 (-100.0%)
408,966 (-0.5%)
DEVELOPMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1996/97 169
Source of Revenues: The Inspection Services Department is funded from General Fund revenues.
Other Comments: The Inspection Services Department will change significantly with the implementation
of the redesigned development review and approval process. - Formerly, this department was titled "Building
Inspection" and focused specifically on building code administration and enforcement. Its staff consisted
of those directly involved in building code enforcement: Building Official, Senior Building Inspector, Building
Inspectors, Permit Technician, and Building Inspection Receptionist.
As part of the redesign, this department will now be responsible for the full range of inspection functions,
including building, utilities, and code enforcement.. Coverage of these functions is accomplished by
combining all the former building inspection staff positions with a utility inspector position transferred from
Comm unit Owned -Utilities and a new C e En rcement Officer to bemired -October I. Bringing all
inspection functions together creates a more seamless process which significantly improves coordination,
efficiency, and customer service.
DEVELOPMENT SERVICES
170 ANNUAL OPERATING PLAN ELEMENT 9996/97