Loading...
HomeMy WebLinkAboutAgenda CC 12.10.2013 WorkshopNotice of Meeting of the Governing Body of the City of Georgetown, Texas DECEMBER 10, 2013 The Georgetown City Council will meet on DECEMBER 10, 2013 at 2:00 P.M. at the Council Chambers at 101 E. 7th St., Georgetown, Texas The City of Georgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you require assistance in participating at a public meeting due to a disability, as defined under the ADA, reasonable assistance, adaptations, or accommodations will be provided upon request. Please contact the City Secretary's Office, least four (4) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at 113 East 8th Street for additional information; TTY users route through Relay Texas at 711. Policy Development/Review Workshop - A Overview of The Summit at the Rivery Park Development Project: City and Developer presentations -- Bridget Chapman, City Attorney; Micki Rundell, Chief Financial Officer; Paul Brandenburg, City Manager and Mark Thomas, Economic Development Director B Discussion and possible direction on the creation of a Rental Registration and Inspection Program -- Laurie Brewer, Assistant City Manager; Dave Hall, Chief Building Official and Julie Dominguez, Chief Code Enforcement Officer C Formal presentation of the Georgetown Fire Department Strategic Plan -- John Sullivan, Fire Chief D Presentation and possible direction for design of the Final Playscape Concept Plan with a budget of $500,000 including alternates -- Kimberly Garrett, Parks and Recreation Director; Eric Nuner, Parks and Recreation Assistant Director and Laurie Brewer, Assistant City Manager Executive Session In compliance with the Open Meetings Act, Chapter 551, Government Code, Vernon's Texas Codes, Annotated, the items listed below will be discussed in closed session and are subject to action in the regular session. E Sec. 551.071: Consultation with Attorney - Advice from attorney about pending or contemplated litigation and other matters on which the attorney has a duty to advise the City Council, including agenda items - Hoskins Matter - Intermountain Claim - Rivery Update Sec. 551.087: Deliberation Regarding Economic Development Negotiations - Molecular Templates, Inc. Adjournment Certificate of Posting I, Jessica Brettle, City Secretary for the City of Georgetown, Texas, do hereby certify that this Notice of Meeting was posted at City Hall, 113 E. 8th Street, a place readily accessible to the general public at all times, on the _____ day of _________________, 2013, at __________, and remained so posted for at least 72 continuous hours preceding the scheduled time of said meeting. __________________________________ Jessica Brettle, City Secretary City of Georgetown, Texas December 10, 2013 SUBJECT: Overview of The Summit at the Rivery Park Development Project: City and Developer presentations -- Bridget Chapman, City Attorney; Micki Rundell, Chief Financial Officer; Paul Brandenburg, City Manager and Mark Thomas, Economic Development Director ITEM SUMMARY: FINANCIAL IMPACT: SUBMITTED BY: Bridget Chapman, City Attorney Cover Memo Item # A City of Georgetown, Texas December 10, 2013 SUBJECT: Discussion and possible direction on the creation of a Rental Registration and Inspection Program -- Laurie Brewer, Assistant City Manager; Dave Hall, Chief Building Official and Julie Dominguez, Chief Code Enforcement Officer ITEM SUMMARY: At a City Council workshop in 2012 staff presented information to City Council on possible steps that could be taken to ensure that rental housing in Georgetown is safe and adhering to the property maintenance code. Concern had been raised about the general safety of rental housing after a unit in a four-plex building caught fire, destroying the other three units and endangering the other residents. Staff was asked to conduct a meeting with stakeholders and bring back three possible program options to Council. On October 29, 2013 held a public meeting, inviting the public and rental property owners/managers to attend. Three options, with varying levels of city involvement were presented. Education and outreach The City adopted and enforces the 2003 Property Maintenance Code. Code Enforcement inspects rental property when requested by tenants or landlords, or when other complaints or violations trigger an inspection. A Code Enforcement Officer cannot enter a structure to inspect unless specifically invited by the tenant, owner or with a valid search warrant. Currently, no fee is collected for these inspections. With this option, staff would create an online portal containing information on the existing codes and common violations so residents and landlords can conduct self-inspections. Printed materials with self-inspection forms and packets would also be available for property owners to provide to tenants. Current city staff in Code Enforcement, Fire and Inspections would be responsible for the materials and creation and updates to the website. Complaint or Violation-based Registration and Inspection Properties with multiple exterior code violations or previous interior violations would require registration and interior inspections. This option would add duties to administrative staff and the Code Enforcement Officers and would most likely require additional staff. A fee for registration and the inspections should be added to cover the additional workload. Mandatory Registration and Inspections All rental properties would be required to register with the City and penalties could be assessed for non-compliance. Staff would develop a schedule that would require inspections at semi- regular intervals. A protocol for contact with property owners would also be developed. This option is the most involved and would require extra staffing for administration and Code Enforcement and cost of a tracking system for registration. Staff has a number of goals that they wish to address through increased rental property maintenance. Promote health and safety of tenants Preserve and invigorate neighborhoods through property maintenance Provide code/fire inspections with enhanced enforcement capabilities Enhance communication with absent landlords Limit workload impact Limit fees to responsible owners Approximately 25 people were in attendance at the stakeholder meeting, a majority of which were rental Cover Memo Item # B property owners or managers. Most of the discussion focused on the extra cost and the targeting of rental property and not owner-occupied housing. Staff also received 34 responses from various stakeholders. 18 were against any mandatory program, 2 which advocated for a minimal program, and 12 that wanted more information on any future action towards the creation of a program. There were three main objections to the creation of a mandatory program: Cost to property owners from fees and additional administrative work Additional government oversight Singling out rental housing properties and not owner-occupied housing or commercial structures. Notes from the meeting are attached. FINANCIAL IMPACT: None at this time. SUBMITTED BY: Jennifer C. Bills, Housing Coordinator ATTACHMENTS: City Council Workshop Presentation for Rental Registration and Inspection Program Notes from October 29, 2013 stakeholder public meeting Cover Memo Item # B Residential Rental Properties - Registration and Inspections How can we ensure Georgetown residents can live in safe, secure rental housing? December 10, 2013 Attachment number 1 \nPage 1 of 21 Item # B Agenda • Background • Benefits • Examples • Options to Consider • Direction City of Georgetown Attachment number 1 \nPage 2 of 21 Item # B Background – Why consider a registration program • Public Safety – Unsafe conditions, fire hazards, health hazards – Near fatality in April 2010 City of Georgetown Attachment number 1 \nPage 3 of 21 Item # B Background – Why consider a registration program • Code Enforcement – With a registration program, property owner can receive notification of all code violations – Improved compliance with building safety codes Attachment number 1 \nPage 4 of 21 Item # B Background – Why consider a registration program? • We have owners of single family residential structures that do not provide information on how to contact them • Some owners do not live locally or live out of state – May not have first hand knowledge of the condition of their property • Nuisance to homeowners in the same neighborhood City of Georgetown Attachment number 1 \nPage 5 of 21 Item # B Background – Why consider a registration program? • We have a property maintenance code but can only perform interior inspections upon a receipt of a complaint. • Major Areas for Concern: – No running water – Bad wiring – Blocked exit access – Debris/Fire hazards City of Georgetown Attachment number 1 \nPage 6 of 21 Item # B Background – Georgetown Rental property • Apartment Units – 2,898 • Three and Four Plex – 328 • Duplexes – 550 • Rental Single Family - unknown City of Georgetown Attachment number 1 \nPage 7 of 21 Item # B Background- Why consider a registration program? • HB 1158 – New legislation requires smoke detectors in every bedroom in rental property City of Georgetown Attachment number 1 \nPage 8 of 21 Item # B Benefits of a rental registration/inspection program • Protection of health, safety and welfare of renters • Better communication with property owners • Preserve and enhance residential neighborhoods and property values • Requires homeowner to certify safety City of Georgetown Attachment number 1 \nPage 9 of 21 Item # B Benefits of a rental registration/inspection program • Allows City to be more proactive with inspections • Gives tenant pride in home City of Georgetown Attachment number 1 \nPage 10 of 21 Item # B Concerns over implementing a new program • Perception of additional “bureaucracy” by owners • Workload concerns • Potential cost to property owners City of Georgetown Attachment number 1 \nPage 11 of 21 Item # B Existing Programs In Texas – College Station ---Farmers Branch – Sugarland ---Carollton – Fort Worth – Arlington – Garland – Nacogdoches – The Colony – Mesquite City of Georgetown Attachment number 1 \nPage 12 of 21 Item # B Other Texas Cities currently considering programs – Austin • Created a potential pilot program with mandatory registration for multi-family and non-compliant duplex and single family rentals. Currently tabled and waiting for City Council action. –Taylor – Duncanville City of Georgetown Attachment number 1 \nPage 13 of 21 Item # B Programs vary due to conditions in each city • Level of code violations • Number of rental units • Size of inspections staff • Community support City of Georgetown Attachment number 1 \nPage 14 of 21 Item # B Examples • Frisco – (limited program) – No fees, self inspections checklists – Gives City more ability to work with owners • Garland – (high enforcement program) – $65 annual “permit” fee; permit revoked if inspection is failed – Buildings & Standards Commission hears cases City of Georgetown Attachment number 1 \nPage 15 of 21 Item # B Example – Arlington (Mid level) • Arlington (Mid level) – Annual permit fee - $14.00 – Code Enforcement reviews annually for “exterior violations” • High grass, vehicles parked in yard, deteriorated roof coverings, etc. • Any exterior insp. Of <70 gets interior insp. – Education Program with “code ranger” volunteer program City of Georgetown Attachment number 1 \nPage 16 of 21 Item # B Options for Programs • Education and outreach – Provide an online portal and printed material with self-inspection forms and packets that property owners can provide to tenants • Complaint/violation based inspections – Properties that have a high amount of exterior code violations will trigger a mandatory interior inspection City of Georgetown Attachment number 1 \nPage 17 of 21 Item # B Options for Programs • Mandatory Registration and Inspections – Fee for registration and penalties for not registering – Develop a schedule for inspections – Develop a protocol for contact with property owner City of Georgetown Attachment number 1 \nPage 18 of 21 Item # B Staff Goals • Promote health and safety of tenants • Preserve and invigorate neighborhoods through property maintenance • Provide code/fire inspections with enhanced enforcement capabilities • Enhance communication with absent landlords • Limit workload impact • Limit fees to responsible owners City of Georgetown Attachment number 1 \nPage 19 of 21 Item # B Next steps • Staff will develop program based on City Council direction • Final program details will be brought before City Council for adoption City of Georgetown Attachment number 1 \nPage 20 of 21 Item # B Residential Rental Property Registration & Inspections • Questions? City of Georgetown Attachment number 1 \nPage 21 of 21 Item # B Residential Inspection Program Public Meeting notes– October 29, 2013 · Workshop will go to Council on December 10th · Clarified that there are no parameters and COG is open to all types of programs · Principal issue is property owners who do not maintain their properties and bad tenants who do not adhere to code (e.g. unauthorized additions). · Difficulty contacting absentee owners using WCAD information; Lots of times people have unlisted numbers and invalid addresses; registration would make contacting property owners easier. · How will City address a broader scope of work if resources are already strained and currently the City is unable to meet all demands? o Level of program viability will depend on cost and services demanded · Can issues be addressed using current resources? Is WCAD able to collect more information? Leverage data collection at the County level · Concern about good property owners subsidizing services for poor property owners · Ask tenants where they mail their checks or what the emergency contact number is for property owners o Difficulty arises with bad tenants · How many of the rental properties in Georgetown are professionally managed? Does the City usually have difficulty with professionally managed properties? · What are the enforceable standards? What is the City doing to steamline the process now? o International Property Maintenance code o Code is becoming more process oriented · Can the City simply give violators 48 hours’ notice and then shut off power? · Is there a program where the purchase of a property would trigger an inspection, as opposed to an annual inspection? Does the age of the building have any bearing on when it gets inspected? Can the City begin collecting data now and grandfather in existing rental properties? · The Association of Williamson County Realtors: o Infringement on private property rights; Will all items have to be brought up to current code? Is the tenant not responsible for safety? Program should at the very least be a Attachment number 2 \nPage 1 of 3 Item # B revenue generator; Indianapolis suspended their rental inspection program; This program would make property sales more difficult for realtors and property managers; Could there just be an education program? Feels that Austin’s initiative will not pass · Of the 46 violators last year, how many wanted the City to do an inspection? · Exterior issues can be seen without going on to private property; Interior inspections are triggered by tenants, child protective services, maintenance people, etc. · Consent is made, any new program would require consent · How would an annual inspection prevent hoarding or extension cords powering homes? They would simply have the house passable during the inspection. · City of Detroit cancelled program · Violations may not exist at time of inspection · Property owners need to make tenants aware of issues · Voluntary walk-throughs may help · Provide education to tenants · Is it the property owner’s responsibility to fix property? Not the tenant? o Tenant is responsible for sanitation and pest control · Exterior inspections are not working o Issue is that not enough citations are given o Not able to make contact with property owners o Make access to information more available · What about owner occupied units? Why just target renters? o Tenants can have less respect for property? Absent owners are not aware · Education for the general public is one thing, but it is unfair to single out one group · How many cases were taken to the Building Standards Commission? The BSC has the backing of state statue and can refer delinquent property owners to municipal court · Lien assessments – absentee owners will pay attention to fines · How much time is allocated to each case? Attachment number 2 \nPage 2 of 3 Item # B · Typically a simple knock on the door and conversation can fix the problem · If you cannot handle 46 cases, how do you plan on doing 5500 registrations and inspections? · Lots of violations in older neighborhoods (by Jack in the Box) – maybe the City is targeting the wrong group of people? Apartment owners may not like the City inspecting them if they are already being inspected by the private sector and the fire department. · If you make it voluntary, only the good owners will register and the bad ones will not. This penalizes the good guys to get the bad guys. · Home owners stay for year, rentals come and go. When renters leave, property owners have to have the property rentable. · Program may result in less rental property and a housing issue. People are currently able to rent their homes for more than their mortgage payment. · Would there be an incentive to be a part of the program? Like a property tax break similar to the homestead exemption? · What is the ration between rental property violations and owner-occupied violations? · Goal of the program is to enhance property values and quality of life · City’s quality of life is good; licensing will decrease quality of life and cause people to move out; program will continue to grow; the City cannot even confirm how the fire started in the four- plex; Do you plan on inspecting entire electrical systems? · Program opens City up to liability because of faulty inspections and casualties · If the goal is to increase the quality of life, then there should be less government · Use existing structures to solve problems (e.g. county collecting contact info. and rental status) · Put presentation online · Present workshop information prior to Council workshop Attachment number 2 \nPage 3 of 3 Item # B City of Georgetown, Texas December 10, 2013 SUBJECT: Formal presentation of the Georgetown Fire Department Strategic Plan -- John Sullivan, Fire Chief ITEM SUMMARY: The purpose of this workshop item is to provide an overview of the Georgetown Fire Department Strategic Plan. This plan is intended to align with the findings of the Fire Department Master Study and the multi-year business plan. Moreover, it will provide an opportunity for Council to discuss future emergency service delivery concepts that include Emergency Medical Service, Fire Inspection and Building Advocacy Program, Emergency Management, Transitional Response Vehicles (TRV), EMS Franchise Agreement, etc. The Georgetown Fire Department is proposing a re-organization that will be discussed as part of this presentation and the correlated Strength of Force (SOF) ordinance amendment that will be discussed as part of tonight's regular agenda. FINANCIAL IMPACT: To be determined within current and prospective budget proposals. This will largely be impacted by the deployment of new fire stations and/or equipment. SUBMITTED BY: John Sullivan, Fire Chief ATTACHMENTS: Fire Department Strategic Plan Cover Memo Item # C Where duty calls….there you will find us GEORGETOWN FIRE DEPARTMENT STRATEGIC PLAN 2014 - 2017 Celebrating our history…. Planning for our Future Attachment number 1 \nPage 1 of 25 Item # C 2 Georgetown Fire Department TABLE OF CONTENTS What We’re Doing Executive Summary 3 Fire Chief Comments 4 Executive & Command Staff 5 Our History 6 Community Profile 7 Deployment Model 8 Organizational Structure 9 Our Shared Principles 10 Our Purpose 11 Our Values 12 How We’re Doing It The Plan 13 Initiative #1 - Safety 14 Initiative #2 - Efficiency 15 Initiative #3 - Prevention 16 Initiative #4 - Emergency Management 17 Initiative #5 - Professional Development 18 Initiative #6 - Health & Wellness 19 Initiative #7 - Culture & Image 20 Initiative #8 - Community Health 21 Initiative #9 - Communications 22 Initiative #10 - Fiscal Efficiency 23 Where We’re Going Long-Term Vision 24 Closing Comments 25 Attachment number 1 \nPage 2 of 25 Item # C 3 Georgetown Fire Department EXECUTIVE SUMMARY In the spring of 2013, members of the Georgetown Fire Department staff and the Georgetown Association of Professional Fire Fighters (GAPFF) met to discuss current and major issues that the organization may face in future years. Using a strategic planning process and SWOT analysis (Strengths, Weaknesses Opportunities and Threats), participants discussed the Department’s mission statement, core values, and formulated many issues that require future attention. A significant part of these discussions included starting the CFAI (Commission on Fire Accreditation International) Accreditation Process as outlined by the CPSE (Center for Public Safety Excellence). The strategic plan is intended to be a guide to ensure that the Georgetown Fire Department stays on course and remains focused on its major objectives. The plan is formatted into ten major goal areas and further divided into specific areas and performance measures, which will be the focus of our efforts. This plan is flexible enough to allow us to meet unexpected challenges or to make course corrections as needed. While identifying various objectives during the next four years, this plan will also outline performance measures. The plan will be reviewed and updated annually and progress toward the goals will be contrasted with the five year budget plan that was submitted to City Council in 2013. This plan is not intended to be a budget document. While it does identify some major resource needs over the next four years, it is not intended to be all-inclusive or detailed. In developing our annual budget requests, the department will use this plan as a template for resource needs. Adoption of the plan does not guarantee funding of any particular request. The plan identifies policy issues that will require review during the city’s annual budget process. In this regard, the Strategic Plan is intended to be integrated into the city’s normal Departmental Budget Cycle review process. The Georgetown Fire Department is charged with protecting life and property within the extraterritorial jurisdiction (ETJ) of the City of Georgetown, Texas. Attachment number 1 \nPage 3 of 25 Item # C 4 Georgetown Fire Department FIRE CHIEF COMMENTS Have you ever found yourself in a situation where you were temporarily “lost” and needed direction? Who’s got the map? Sometimes we are able to get help with a simple paper map. Other times, we rely on our iPhone or ask a person for help. Regardless of what we use, the fact remains that we need direction and would be lost without it. So, as an organization, do we know where we are going? If so, have we provided the proverbial directions to help us (and others) get there? Just as a compass helps to provide the direction of travel, our vision statement provides direction to the organization. Our vision statement reads as “[being] the premier emergency service provider that is best known as a caring service provider.” Our vision statement underscores the edict that how we perform is as important as what we perform. We enthusiastically choose to be customer centric and look for opportunities to help the community that we serve. This vision statement was created with organizational input and resulted in the development of ten initiatives (goals) within this planning document. As part of the planning process, an internal survey was conducted and anonymously queried the members of our organization. The participating members suggest that nearly 50% of our folks feel that we are not progressive or leaders, when compared to neighboring jurisdictions. This provides a sobering backdrop to the reality in which we operate. We must refocus our organization to our vision statement and empower our members to help us “get there.” The “getting there” will be accomplished by us actively participating in accomplishing the goals/initiatives outlined within our strategic plan and refocusing of our objectives to meet the goals supporting the organizational vision. Moreover, we must challenge ourselves to achieve excellence and create a solid base for re-defining our future. I would like to thank all the members of the Georgetown Fire Department for their heartfelt dedication. It is through this dedication that we can achieve excellence. This is further reinforced through the late Vince Lombardi who said “the difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will.” So let’s make our vision a reality and “chase perfection relentlessly, knowing all the while that we can never attain it, but along the way we shall catch excellence.” Stay safe….. Chief J.M. Sullivan Attachment number 1 \nPage 4 of 25 Item # C 5 Georgetown Fire Department EXECUTIVE / COMMAND STAFF Fire Chief John Sullivan Assistant Chief – Planning/Support Clay Shell Assistant Chief – Operations/Development Vacant Fire Marshal Vacant Medical Services Chief Vacant Training Chief Ray Cummings Battalion Chief(s) A – Shift Scott Gibson B – Shift Jeff Davis C – Shift Carl Boatright FLS Captain Hank Jones Logistics Vacant Administrative Supervisor Debra Klaus GAPFF President Brad Cox GAPFF Vice-President Joe Finley Attachment number 1 \nPage 5 of 25 Item # C 6 Georgetown Fire Department OUR HISTORY In 1881, the Georgetown Fire Department was created and in January, 1882, the City’s first Hook & Ladder Company was organized and the following officers were elected: John H. Leavell, president; W.F. Steele, vice president; J.C. Cameron, secretary; Emzy Taylor, treasurer; J. W. Kincaid, foreman; S.T. Atkin, first assistant foreman; and W.C. Pfaeffle, second assistant foreman. About the same time the Hook and Ladder Company was started, a second company, Rescue Hose Company 1, was also organized, although the exact date of its beginning has not been determined. Many stories and archived records suggest it originated in 1881. All personnel of those early years were volunteers. The Hook and Ladder was pulled by manpower to the fire, then a bucket brigade sent water from the hose to the fire. This was primitive, indeed, compared to sophisticated equipment now. But, it saved many homes and buildings in the community from serious loss. The organization of the Georgetown Fire Department happened fairly soon after the great fire in Taylorsville (Taylor, Texas), which destroyed almost all of the businesses of Taylorsville on February 25, 1879. Since 1881, professional and caring fire protection has been provided to the City of Georgetown. We are one of the longest standing fire departments in the United States. Over the years, the department has evolved in size and capabilities to meet the emergency and rescue challenges of the community. Today, the department is comprised of highly professional and dedicated members that continue to meet the increasing service demands for our community. The Department responds to nearly 7,000 emergency incidents per year, which is typical for cities in size similar to that of Georgetown. In addition to combating complex fires, firefighters provide pre-hospital emergency medical care to complement the regions emergency medical system, rescue people trapped as a result of accidents and respond to hazardous material releases. Specialized rescue capabilities include high angle rescue, confined space, trench rescue, wild fire mitigation, dive/recovery, and swift water rescue. In addition to emergency response, Georgetown Fire Department also provides non- emergency services such as pre-fire planning, disaster preparation, arson investigation and community education programs. The department is committed to meeting the emerging needs of the community and considers planning an integral part of our response model. We would prefer to prevent emergencies through education rather than respond to a deteriorating emergency event. Attachment number 1 \nPage 6 of 25 Item # C 7 Georgetown Fire Department COMMUNITY PROFILE Population The City of Georgetown’s ETJ population estimate exceeds 74,000 and is considered one of the fastest growing areas within the United States. The city’s population can increase and vary depending on seasonal and annual events. The following highlights the anticipated growth within the ETJ and is protected by the Georgetown Fire Department: Calendar Year Population Estimate 2014 76,188 2015 78,191 2018 91,182 2020 97,689 2023 108,121 2025 118,081 2030 135,005 Age Groups Our citizens are comprised of all age groups including senior citizens, adults, youths, school age children and visitors. As of the 2010 U.S. Census, Georgetown is made up of a population that includes 21.1% under the age of 18 yrs, 57.08% aged 18 yrs to 64 yrs, and 25.7% 65 yrs and older. This information can be found in the Georgetown Area 2010 U.S. Census. The City of Georgetown’s population has been experienced consistent growth for the past 5 years. Risk Assessment Our department is a full service emergency response department. A risk analysis showed the predominate risk in Georgetown to be within the low and moderate categories. Emergency medical calls, which fall in the low risk category, are the predominant worklo ad for our department. This is expected to increase at a disproportionate rate because our community ranks as one of the premier locations for retirees. In the fire category, the predominant risk continues to be one- and two-family structures, which are considered a moderate risk. The majority of the structure fires that occur within the City are contained to the room of origin. The commercial fire risk matrix will deteriorate without the restoration of the Fire Marshal’s office and/or a demonstrated focus on fire/life safety education and code enforcement. Hazardous material transportation continues to be a low frequency/high risk issue along the I-35, Toll -130, and arterial roadways. Additional natural disaster risks include flooding, tornado, severe weather, wild fire, and infectious disease including West Nile and influenza. Additional details can be found within the Multi-hazard Mitigation Planning document. Attachment number 1 \nPage 7 of 25 Item # C 8 Georgetown Fire Department DEPLOYMENT MODEL Current Proposed First Due, Single Unit Response Urban (> 1000 per square mile) 7 minutes to 90 percent of incidents Suburban (500-1000 per square mile) 11 minutes to 90 percent of incidents Rural (<500 per square mile) 15 minutes to 90 percent of incidents First Alarm, Response of 3 Engines, 1 Truck and 1 Battalion Chief Urban (> 1000 per square mile) 11 minutes to 90 percent of incidents Suburban (500-1000 per square mile) 19 minutes to 90 percent of incidents Rural (<500 per square mile) 23 minutes to 90 percent of incidents 9 Attachment number 1 \nPage 8 of 25 Item # C 9 Georgetown Fire Department ORGANIZATIONAL STRUCTURE Attachment number 1 \nPage 9 of 25 Item # C 10 Georgetown Fire Department OUR SHARED PRINCIPLES A plan cannot anticipate every decision that we will make and no amount of training can cover every situation that will confront members of our organization. That is one reason why we have defined four core principles — known to the members of Georgetown Fire as The Pillar’s — to remind all members of our organization that excellence is achieved only when decisions are made consistent with the foundational elements and pillars. A simple diagram serves as our organizational principles and goals for the next four years. The diagram includes a foundation, four pillars and a cover (roof). This can easily be understood as the basic framework of a home and/or building. Furthermore, it is widely accepted that a building is only as strong as its foundation. This truism applies equally to an organization and reinforces the need for us strengthen trust and accountability within our organization and the community that we serve. The four pillars include prepare, prevent, protect, and provide. The aforementioned foundation and pillars will serve as the framework for this strategic plan. Trust Pr e p a r e Pr e v e n t Pr o t e c t Pr o v i d e Internal Family External Family Accountability Attachment number 1 \nPage 10 of 25 Item # C 11 Georgetown Fire Department OUR PURPOSE Our purpose can be simply defined as people helping people. Moreover, we have chosen to protect and serve the community. It is our goal to “live” our mission statement and this goal is reinforced through our declaration of ideals. Our vision statement defines the direction that our organization is traveling and our motto reinforces our role as public servants. MISSION STATEMENT Our mission is to prepare, prevent, protect, and provide caring service to the City of Georgetown and surrounding region. DECLARATION OF IDEALS Our ideology supports the mission and vision of the department. We will…. Prepare ourselves through continued training to improve the safety and efficiency of the community and ourselves - everyone goes home mentality. Prevent emergencies, whenever possible, through public education, inspection, community advocacy, and enforcement. Protect the community from all hazards that exist and promote community preparedness. Provide caring service that is indiscriminate and genuine – we do not disqualify others because of our professional qualifications. We demonstrate professional actions and attitude within the station and the community - we are fire service professionals 24/7. VISION Our vision is to be the premier emergency service provider that is best known as a caring service provider. MOTTO Where duty calls, there you will find us. Attachment number 1 \nPage 11 of 25 Item # C 12 Georgetown Fire Department OUR VALUES Our values are the fabric of our organization and represented through our actions. We are… Trustworthy Uncompromised honesty and integrity in all situations. This is demonstrated through our ability to speak and live the truth and by doing the right thing even when it’s the hard thing to do. Courageous The ability to stand for what is right and SAFE. We will…. Risk a lot to save a savable life, Risk a little to save a savable property, Risk nothing to save what has already been lost. Compassionate Recognize the needs of others and place their needs ahead of ours. Respectful Embrace individual differences while appreciating the value of each person. Accountable Take ownership of our individual and collective actions in the community. Proud Take pride without arrogance….by honoring those that served before us and striving for excellence in all we do. Attachment number 1 \nPage 12 of 25 Item # C 13 Georgetown Fire Department THE PLAN The following identifies Georgetown Fire’s ten strategic initiatives/goals and corresponding targeted outcomes. While similar to the terms “goals and objectives” found in a traditional strategic plan, we purposely selected the terms, “goals and outcomes” to emphasize that measurement of organization-wide impact is part of the annual assessment process. To use a simple example, the number of emergency calls taken is a measure of activity, while improved speed of emergency response is a measure of impact (outcome). The decisions used to create the goals and outcomes include the requirements that they be: I. Aligned with the stated mission, shared vision, core principles, and values. The point of the goals and targeted outcomes is to define specific, measurable results that indicate movement toward realizing our organization’s mission, principles, vision, and values. II. Outcomes must be specifically measurable. Each targeted outcome statement must be measurable so that it is possible to objectively determine the degree to which the goal is being achieved. III. Organization-wide in scope. Goals and targeted outcome statements are not individual or division work assignments. Rather, they are shared results that the entire organization, and in some cases even the entire community, can work toward. Therefore, each division within our organization should be able to define compelling, important work it can contribute under many, if not all, of the statements listed. IV. Built on consensus and common ground. These outcomes are intended to address the shared agreement within our organization and involved community about our organization’s current strengths, weaknesses, and needs associated with the unfulfilled elements of our mission. V. Few in number. The goals and outcomes should be significant enough to encompass the mission, principles, vision, and values of our organization, while being few enough to maintain a focused simplicity on the strategic change we value. Attachment number 1 \nPage 13 of 25 Item # C 14 Georgetown Fire Department INITIATIVE # 1 - SAFETY Goal: Ensure that safety for our members and community is our focus – no exceptions Outcome(s): An environment that recognizes safety as an unconditional priority and is realized through reduced injuries and improved quality of life. Reduced liability (direct and indirect) Actionable Tasks: Establish regional accountability program Establish regional rehab/recycle program Annual “Save Your Own” and “Self-Survival” Training Successful completion of 16 Fire Fighter Life Safety Initiatives Establish Infectious Control Program Establish comprehensive Policy manual with annual review process Establish “support team” for escalating incidents Conform to NFPA 1500 Attachment number 1 \nPage 14 of 25 Item # C 15 Georgetown Fire Department INITIATIVE # 2 - EFFICIENCY Goal: To become an efficient organization that is capable of maximizing its resources and service to the community it serves. Outcome(s): Successful completion of Center for Public Safety Excellence (CPSE) Accreditation Process Attainment of ISO Protection Class 1 Actionable Tasks: Establish sufficient support staff in accordance to Master Plan Study Establish Emergency Vehicle Pre-emption (EVP) Program throughout City/ETJ Revise response guidelines to meet industry best practices Establish Medical Priority Dispatch program and the related TRV program Establish staffing model that meets industry best practices Establish performance metrics and standards of cover for Council adoption Coordinate CAD-to-CAD capabilities with regional agencies Develop an effective Records Management System to promote “real time” decision making Seek and recommend collaborative opportunities to reduce redundancy and cost Receive CPSE training and complete self-assessment process by January, 2015 Application/audit for CPSE Accreditation by January, 2017 Seek PPC audit from ISO by January, 2017 Attachment number 1 \nPage 15 of 25 Item # C 16 Georgetown Fire Department INITIATIVE # 3 - PREVENTION Goal: Restore the vacated Fire Marshal’s office to function as the Fire & Life Safety (FLS) division. Outcome(s): Reduced fire loss and improved economic activity within the City/ETJ Reduced life loss and safety within the community Conformance to the pending NFPA 1730 (2016 Publication) Attainment of ISO Protection Class 1 and Credentialing as an Accredited Agency Actionable Tasks: Staff FLS division to meet the needs of current and future development Review and propose 2012 International Fire Code (IFC) amendments for Council approval Amend local ordinances to coincide with 2012 IFC adoption Develop and manage a prioritized pre-fire planning program Develop and manage career development of assigned FLS staff Develop and maintain a business advocacy and inspection program Develop the requisite data management needs for inspections, investigation, and permits Improve the working relationship and information sharing with planning and permitting Develop and maintain a fire investigation program with regional benefit & skill development Develop succession planning program to ensure continued progression of projects Review and develop a fee structure to include plan review, permitting, and fines/penalties Review and develop an expedited review process to differentiate COG from other AHJ’s Attachment number 1 \nPage 16 of 25 Item # C 17 Georgetown Fire Department INITIATIVE # 4-EMERGENCY MANAGEMENT Goal: Develop and maintain a comprehensive community preparedness model that is inclusive of the various stakeholders and representative of the unique risks associated with Georgetown and the greater-ETJ territory. Outcome(s): Improved planning and response capabilities during escalating events or training exercises Compliance to NIMS, ICS, EOP, and HMP with revision(s) to the requisite documents Engaged workforce that understands their role and proficiency across all City departments Recognition as a regional partner in emergency preparedness Actionable Tasks: Assign formal Emergency Management Coordinator (EMC) and support staff Develop functional Emergency Operations Center (EOC) and related program(s) Participation in local, regional, state, and Federal E/M planning (LEPC, etc.) Establish functional relationship with Sun City E/M group and FireWise members Establish community preparedness model that is based upon best practices (STEAR, etc.) Ensure that EOP, HMP, and related planning documents are updated and compliant Seek grant opportunities to address mitigation and threat activities (EAS, Flood, Wildfire, etc) Research and develop Citizen Corp partnerships (CERT, Fire Corp, etc.) Develop quarterly and/or annual training exercises with City and stakeholders Deploy BlackBoard Connect, EAS, and related social media Develop interactive website that encourages preparedness and education Attachment number 1 \nPage 17 of 25 Item # C 18 Georgetown Fire Department INITIATIVE # 5 – PROFESSIONAL DEVELOPMENT Goal: Operate and enhance Georgetown Fire Department’s capability as a regional training center that provides a diverse range of professional development opportunities and conforms to nationally recognized best practices within the various disciplines. Outcome(s): Improved preparedness and succession planning Improved diversity within the GFD workforce Improved morale and perspective as a “regional leader” Improved safety of personnel Actionable Tasks: Develop promotional lists for each position, annually Research and develop a task book concept to document competencies for “career pathing” Research and develop minimum company standards (MCS) to ensure annual proficiency Prioritized training to conform the needs of the community and related risks Regional partnerships with AHJ’s to include colleges, TCFP, TEEX and neighboring agencies Focused EMS training for skill proficiency and development of Paramedic capabilities Focused training for the various specialty disciplines to ensure proficiency and safety Research and develop “green” recruit academy to maximize diversity and aptitude Establish an officer development program (Blue Card, Leadership, CTC, etc.) Implement WebEx and decentralized training opportunities Implement regional training curriculum to strengthen competencies and relationships Attachment number 1 \nPage 18 of 25 Item # C 19 Georgetown Fire Department INITIATIVE # 6 – HEALTH & WELLNESS Goal: Develop and deploy a comprehensive Health & Wellness program that meets the growing demands of our profession. Outcome(s): Improved safety and preparedness during emergency events Improved outcome and reduced liability during/after and exposure event Reduced injuries, illness and/or sick leave utilization Lengthened career and capacity of the members Actionable Tasks: Establish annual medical evaluations that meet or exceed National standards/practices Establish polices that focus on safety and meet or exceed NFPA and related standards Establish a Peer Fitness Trainer (PFT) program Establish a direct or in-direct Critical Incident Stress Management (CISM) program Establish a dedicated Infectious Control Officer (ICO) and Incident Safety Officer (ISO) Establish a market-competitive wellness program Provide immunization program for members and dependents Establish a modified-duty program that encourages early integration (post injury) Establish benchmarks to quantify the health of the organization and success of intervention Review options related to Regional Public Safety Health Center or cooperative arrangement Attachment number 1 \nPage 19 of 25 Item # C 20 Georgetown Fire Department INITIATIVE # 7 – CULTURE & IMAGE Goal: Develop and maintain an inclusive image and “branding” for the internal and external members of the Georgetown Fire Department. Outcome(s): Improved morale and retention of members Improved trust and effective relationships, inter-jurisdiction and inter-department Improved diversity within the GFD workforce Improved community support and understanding of GFD services Actionable Tasks: Develop the GFD Way document in cooperation with the GAPFF Establish internal and external committees to encourage best practices and “buy-in” Establish outreach academies (Explorer, Political, Business Advocacy, etc.) Establish Leadership Team with GAPFF Establish community survey(s) to gauge community needs and our responsiveness Establish a proactive communication model (Intra-net, Website, and Social Media) Establish program that celebrates our history with the community Establish a formal communications method within GFD (Memos, Directives, and Policies) Establish outreach/recruitment videos that depict the “true” GFD Establish and reinforce the value of GFD members through formal program (Awards, etc.) Attachment number 1 \nPage 20 of 25 Item # C 21 Georgetown Fire Department INITIATIVE # 8 – COMMUNITY HEALTH Goal: Develop and deploy a responsive community health model that meets the needs of the diverse community that we protect. Outcome(s): Ability to quantify/qualify the medical needs of the community Ability to provide ALS intervention within 8-minutes, at 90% of medical incidents Formalized relationship between GFD and the healthcare stakeholders Formalized public education and outreach program with a focus on EMS Formalized Infectious Control program to protect members and community Actionable Tasks: Establish sufficient EMS staff in accordance to Master Plan Study Establish an internal EMS training program Develop and deploy a Paramedic recruitment and training program Develop and deploy the TRV program based upon station reliability and EFF need Develop and deploy multi-year process to upgrade all stations to ALS Develop and deploy Continued Quality Improvement (CQI) program for EMS Develop and deploy community education programs (CPR, AED, First-Aid, etc.) Establish an annual Community Health Symposium Establish franchise agreement for private providers Evaluate EMS transport program for GFD Attachment number 1 \nPage 21 of 25 Item # C 22 Georgetown Fire Department INITIATIVE # 9 - COMMUNICATIONS Goal: Develop and deploy a progressive communication model that meets the emerging needs of the emergency service providers and community. Outcome(s): Compliance to NFPA 1221 Communication Standards and APCO Recommendations Regional leader in radio/data communications Reduced call processing time and a correlated improved response time to emergencies Improved emergency instructions (eg. CPR Instructions, EMD, and Fire/Emergency) Ability to communicate to the community during large/escalating events Actionable Tasks: Establish medical priority dispatch system (MPDS) and the associated EMD capabilities Assign/hire a dedicated call taker Establish a stronger working relationship between GFD and communication personnel Establish process to track incident types and predictive modeling Improve CAD capabilities to provide intuitive routing and pre-plan information Establish performance metrics (NFPA 1221 criteria) and measure monthly Evaluate regionalized Fire-based communication model Deploy BlackBoard Connect and LED Messaging for improved communication Deploy Text-to-911 capabilities Attachment number 1 \nPage 22 of 25 Item # C 23 Georgetown Fire Department INITIATIVE # 10 – FISCAL EFFICIENCY Goal: Develop and operate a fiscally responsible emergency response model that maximizes services within the community. Outcome(s): Competitive cost-modeling to other AHJ’s of similar design/scope Ability to quantify the value of property protected and “saved” Broader revenue model to defray reliance on the General Fund Ability to quantify indirect revenue obtained through retained/improved PPC rating Preservation of capital assets and retention of employees Actionable Tasks: Establish cost-sharing agreement with Williamson County Establish cooperative planning agreement with Emergency Service District (ESD) #8 Establish and maintain market-based compensation schedule that is updated every 2 years Implement cost-avoidance measures throughout the Department Establish process that continually seeks grant funding Establish GFD Fire Foundation to assist with peripheral funding needs Establish market-based fee schedule for emergent and non-emergent responses Evaluate subscription, user-fee, or other related alternative funding source(s) Review and revise capital asset management to maximize ROI and ensure safety Attachment number 1 \nPage 23 of 25 Item # C 24 Georgetown Fire Department LONG-TERM VISION Everyone Goes Home – GFD members do not sustain a catastrophic or fatal injury Fully Integrated Community Health & Emergency Medical Response Model Protection Class 1 Department Internationally Accredited Fire Department Improved workforce diversity that is reflective of our community Dedicated staffing of resources to maximize safety and efficiency Nationally recognized Fire & Life Safety model Collaborative Executive Leadership Model (LMI) Effective succession planning model Comprehensive data management and analysis program Competitive compensation plan that rewards the “excellence” achieved by the members Fiscally responsible and defensible deployment model Regionalized emergency service and emergency management model Community support and trust – this is the foundation of what we do Attachment number 1 \nPage 24 of 25 Item # C 25 Georgetown Fire Department CLOSING COMMENTS In preparation for our Strategic Plan, we completed a department-wide audit to celebrate our successes and “uncover” our weaknesses. This was truly a sobering exercise because it reinforced the importance of ensuring unbridled trust within the organization and personal accountability for our actions. We have now begun the process of re-aligning the organization for greater efficiency and this has proved to be equally challenging and beneficial. The challenge largely results from the “human side” of change that follows an evolution cycle: Forming Storming Norming I am happy to report that, with everyone’s support, we will achieve the “norming” phase of the re-alignment and we will refine positions and processes so that we can create productive teams. The term “team” is often overused and inappropriately applied. We are aspiring to achieve the unadulterated version of “team” that is defined as: A group of people organized to work together interdependently and cooperatively to meet the needs of their customers. Focusing on the terms “interdependently” and “cooperatively” we can readily see that we need each other to succeed. Moreover, we have a succinct purpose to “meet the needs of our customers” that helps to unify the various divisions of our Department and City. As we transition from the concept to our formalized strategic plan, each functional division will be challenged with the purpose of building an effective team. This will require a great deal of self-reflection and involve the following steps: Trust Conflict Commitment Accountability Results Let’s commit to establishing unwavering trust; embrace productive conflict that builds rather than destroys; commit to the project; hold ourselves and each other accountable; and enjoy the “results” of an effective team. Our commitment to each other and the organization has allowed us to grow personally and professionally. Let’s keep the momentum going and be the example for others. Stay Safe…. Chief J.M. Sullivan Attachment number 1 \nPage 25 of 25 Item # C City of Georgetown, Texas December 10, 2013 SUBJECT: Presentation and possible direction for design of the Final Playscape Concept Plan with a budget of $500,000 including alternates -- Kimberly Garrett, Parks and Recreation Director; Eric Nuner, Parks and Recreation Assistant Director and Laurie Brewer, Assistant City Manager ITEM SUMMARY: As a follow up to the workshop presentation on November 26, 2013, a final concept design of $500,000 will be presented. Alternates will be shown that will be included in the bidding process. Information on the 2008 park bonds will also be presented along with information on maintenance. FINANCIAL IMPACT: SUBMITTED BY: Kimberly Garrett, Parks and Recreation Director Cover Memo Item # D City of Georgetown, Texas December 10, 2013 SUBJECT: Sec. 551.071: Consultation with Attorney - Advice from attorney about pending or contemplated litigation and other matters on which the attorney has a duty to advise the City Council, including agenda items - Hoskins Matter - Intermountain Claim - Rivery Update Sec. 551.087: Deliberation Regarding Economic Development Negotiations - Molecular Templates, Inc. ITEM SUMMARY: FINANCIAL IMPACT: SUBMITTED BY: Cover Memo Item # E