HomeMy WebLinkAboutAgenda CC 04.10.2018 WorkshopNotice of M eeting of the
Governing B ody of the
City of Georgetown, Texas
April 1 0, 2 0 1 8
The Ge orgetown City Council will meet on April 1 0, 2018 at 3:05 PM at Council Chambers - 101 East
7th Street
The City o f Georgetown is committed to co mpliance with the Americans with Disabilities Act (ADA). If
you re quire assistance in participating at a public meeting due to a disability, as defined under the ADA,
reasonable assistance, adaptations, or ac c ommo datio ns will be provided upo n request. P lease contact
the City Se c retary's Office, at least three (3 ) days prio r to the scheduled meeting date, at (512) 930-
3652 o r City Hall at 113 East 8th Street fo r additional information; TTY use rs ro ute through Relay
Texas at 7 11.
Policy De ve lopme nt/Re vie w Workshop -
A Prese ntation and discussion on the FY 20 18 budget amendments to the Co uncil Discretionary
Fund -- Leigh Wallace, Finance Director
B Prese ntation and discussion on the Enterprise Resource Planning syste m selection process --
Leigh Wallace, Finance Director
C Prese ntation and discussion regarding the annual review and list of General Amendments to the
Unified Development Code (UDC) for 2 01 8 -- Sofia Nelson, CNU-A, Planning Director.
D Prese ntation and discussion of the Geo rgeto wn Performance Manage ment P rogram -- Wayne
Re e d, Assistant City Manager
Exe cutive Se ssion
In compliance with the Open Meetings Ac t, Chapter 551, Government Co de , Verno n's Texas Codes,
Annotate d, the items listed below will be discussed in closed session and are subject to action in the
regular se ssio n.
E Se c . 55 1.0 71 : Consul tati on wi th Atto rney
Advic e from attorney about pending o r contemplated litigation and othe r matters on which the
attorney has a duty to advise the City Co uncil, including agenda items
- Texas Crushed Stone Industrial Agreement Update
Se c . 55 1.0 72 : Del i berati on Regardi ng Real Property
-Purchase o f property, Parcel 7, No rthwest Blvd - Travis Baird, Real Estate Services Coordinator
Se c . 55 1:0 74 : Personnel Matte r s
City Manager, City Attorney, City Se c retary and Municipal Judge: Consideration of the
appointment, employment, evaluatio n, reassignment, duties, discipline, o r dismissal
- Municipal Court Judge Evaluatio n
- City Manager Evaluation
Adjournme nt
Ce rtificate of Posting
Page 1 of 95
I, Shelley No wling, City S ecretary for the C ity of Geo rgeto wn, Texas , do hereby c ertify that
this Notic e o f Meeting was posted at City Hall, 113 E. 8th Street, a p lac e read ily acc es s ib le to
the general pub lic at all times , o n the _____ day of _________________, 2018, at
__________, and remained so p o s ted for at leas t 72 c o ntinuo us ho urs p receding the
s cheduled time of s aid meeting.
__________________________________
Shelley No wling, City S ecretary
Page 2 of 95
City of Georgetown, Texas
City Council Workshop
April 10, 2018
SUBJECT:
P resentation and discussio n on the FY 2018 budge t amendments to the Council Disc re tionary Fund -- Leigh Wallace ,
Finance Director
ITEM SUMMARY:
Available Fund Balance:
Council SRF Beginning Balance $2 85,808 Unu sed Fun d Ba lance from previous y e ar
Transfer In, GF Estimated Year End 1 ,00 0,000 App roved in FY 2 018 Budget
Deposit, Hospic e Study P artial Refund 2,500
Transfer In, GF Final Year End 51 7,331 Prop ose d Bu dg et Amendment
Total Avai l abl e $1,805,639
The attached presentatio n shows a summary of GGAF’s recomme nded uses of the available funding for current ye ar
obligations and unfunded liabilities. At GGAF’s request, the presentation also includes a list of other prioritized
options. The Council may also suggest other appropriate one-time uses of funds.
With Co uncil’s input, staff will bring back a mid-ye ar budget amendment in May to achieve the described fund balance and
to appropriate re so urces toward one-time expenditure s.
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
Leigh Wallace, Finance Director - SP
ATTACHMENT S:
Description
P res entation
Lis t o f Unfund ed Liab ilities
Page 3 of 95
FY2017 Annual Budget
April 10, 2018
Council Special Revenue Fund
Potential FY 2018 Budget
Amendment
1Page 4 of 95
FY2017 Annual Budget
Purpose and History
•Established in 2015 to capture General Fund
available ending balance and put it toward
appropriate one-time uses
•2016 uses
•Established the Economic Stability Reserve in the General
Fund -$500,000
•Personnel impacts to reorganization -$250,000
•Grace Heritage Center Phase I Repairs -$150,000
•2017 uses
•Increased Economic Stability Reserve in the General Fund
-$650,000
•Streets maintenance-$250,000
•Enterprise Resource Planning project -$250,000 2Page 5 of 95
FY2017 Annual Budget
Available Fund Balance
3
Council SRF Beginning Balance $285,808
Unused Fund Balance from previous year
Transfer In,GF Estimated Year End 1,000,000
Approved in FY 2018 Budget
Transfer In,GF Final Year End 517,331
Proposed Budget Amendment
Hospice Study partial refund 2,500
Total Available $1,805,639
Page 6 of 95
FY2017 Annual Budget
Funding Options
•Current year unplanned obligations
•List of unfunded long-term liabilities
•Fiscal and budgetary policies
•Other capital equipment and one-time
programs
4Page 7 of 95
FY2017 Annual Budget
GGAF Recommendation
5
Available Fund balance 1,805,639
2018 Current Obligations One-time cost Fund
Personnel settlement 75,000$ JS
Facilities efficiency study 100,000$ GCP
Subtotal 175,000$
Reserves/Unfunded Liabilities One-time cost Fund
Economic Stability Reserve 375,000$ GF
Subtotal 375,000$
Page 8 of 95
FY2017 Annual Budget
Other Options
6
Other One-Time Equipment or
Programs One-time cost Fund
City Hall/ Council Chambers Campus GCP
Street Maintenance GF
Fire Stations 6 & 7 Equipment GCP
OPEB Unfunded Obligation JS
Subtotal -$
Available Fund Balance 1,255,639
Total Expenses 550,000
Consider these items during/after the FY2019 Budget Process
Page 9 of 95
FY2017 Annual Budget
Next Steps
•Recommend the $550,000 for mid-year
amendment in May 2018
•Other items from Council?
•Consider list of other options during FY2019
budget development process this summer
7Page 10 of 95
Unfunded Liability &
Commitments Financial Impact/Notes Status Updates - 9/30/17 Status Updates - 12/31/17
Cemetery Special Revenue
Fund
Currently cemetery operations are self-funded through plot
sales of approximately $50K per year. The cemetery is
managed through Parks Administration. In 2015, Council
elected to reserve $75,000 annually for future costs
associated with maintaining the property. The General Fund
has made this transfer in 2016 and 2017.
Columbarium design is scheduled to be completed in December.
Mowing and maintenance costs compared to perpetual reserve
still needs to be discussed.
The columbarium project bid will open on January 25th.
Construction is expected to begin in the Spring and will last
approximately 60 days.
Unfunded Actuarial Accrued
Liability (UAAL)
Recognizes the outstanding liability for the City’s employee
retirement plan through TMRS. The City contributes monthly
to fund the UAAL, based on an annual percentage of payroll.
Actual % of payroll costs is recognized within each fund. The
UAAL is provided by TMRS and lags one year.
As of 12/30/16, the UAAL was $22M and is considered 83%
funded. The 2018 TMRS total combined contribution rate is 12.54.No change, updated once annually.
Other Post Employee Benefits
(OPEB)
While the City has no obligation to offer additional retiree
benefits, retirees are eligible to participate in the City’s
health insurance program. That ability represents a subsidy
that impacts health insurance costs to the City. Retirees pay
their monthly premiums to the ISF who in turn processes
their health insurance claims.
This is an actuarial calculation based on current and future
employees on future City health insurance costs, and has numerous
and complex factors in its calculation. Retirees pay their own
premiums, and thus the liability is considered “pay as you go”.
With additional employees being added, potential future retiree
impacts increase. The 2016 current net OPEB liability is $972,576
which is an increase of $185,876 over the prior year.
GASB requires updates every other year. Until the review is
conducted again in 2018, the estimate is $1,148,194, an increase of
$175,618 over the prior year.
Compensated Absence
Future costs associated with benefits such as vacation, and
sick leave for City employees. Compensated Absence is
accrued annually to each proprietary fund type on a GAAP
basis and accounted for on the balance sheet of each fund.
For governmental funds (and for budgetary basis), the
expense is recognized when due and payable.
The 15% liability target was fully funded in FY 2018 budget. In FY
2017, these funds were used for two long-tenured payouts in
Police and Fire.
No change. GASB requires updates every other year.
Rate Stabilization Reserve
Intended to mitigate potential rate impacts due to increased
fuel costs or other external factors. The RSR is maintained
within the Electric Fund and is budgeted to be $5.5M in
FY2018.
The rate study is funded in the budget. Year-end purchased power
and CIP costs will exceed projections and require a year-end
amendment. Finance and utility staff are partnering on short and
long-term solutions to rebuild the rate stabilization fund.
Currently the Executive Team is evaluating the FY2018 Capital
Improvement Plan, debt issuance program, and other strategies to
improve the cash position of the fund.
Airport Maintenance
Fund on-going maintenance of the Airport grounds, runways
and taxi ways. Terminal and Tower included in Facilities ISF.
An Airport Master Plan was developed to address long term
capital maintenance project prioritization.
The parallel taxiway and fuel storage facility are on schedule. The
current Airport Master Plan effort is ongoing. The Wildlife Hazard
Assessment has begun and will take approximately one year to
complete.
The parallel taxiway and fuel storage facility are almost complete.
Contractor working on punch list items. The current Airport Master
Plan effort has produced a draft Final Plan awaiting consideration by
City, TxDOT and the FAA. The Wildlife Hazard Assessment has begun
and should be completed late 2018.
CITY OF GEORGETOWN
Long-term Commitments, Reservations, and Other Unfunded Liabilities
December 31, 2017
Page 11 of 95
Unfunded Liability &
Commitments Financial Impact/Notes Status Updates - 9/30/17 Status Updates - 12/31/17
Americans with Disabilities Act
(ADA) Compliance Needs
As facilities are built or repurposed, meeting ADA compliance
will be included in Project Costs. Funding for program
expansion will be needed (General Fund sources). The City
has an adopted policy, as required by Federal Law, that it will
make reasonable accommodations and modifications to
ensure that people with disabilities have an equal opportunity
to enjoy its programs, services, and activities. The City does
not maintain a reserve for these modifications.
In the fourth quarter, the City continued improvements
throughout the city, including curb ramps, crosswalks, pedestrian-
actuated signal infrastructure (“ped heads”), and sidewalk
extensions/reconstructions. While some of the work has been
completed, the project still has not received Texas Department of
Licensing and Regulation (TDLR) compliance inspection and
reporting by a registered accessibility specialist. This will occur at
the end of all construction activities.
The City finalized 2016/17 CIP improvements throughout the city,
including curb ramps, crosswalks, pedestrian-actuated signal
infrastructure (“ped heads”), and sidewalk
extensions/reconstructions. The project still has not been closed
out, however, the Texas Department of Licensing and Regulation
(TDLR) compliance inspection and reporting by a registered
accessibility specialist has occurred.
Sidewalk Maintenance
Currently, new sidewalks are built as development occurs.
Repairs are funded as needed or if funding is available, when
major roads are repaired. Useful life of a sidewalk is
estimated at 40 to 50 years. The largest revenue source
comes from the City’s General Fund, but there has been
some debt funding as well.
The summer projects are wrapping up. All work along Williams
drive is complete, with revegetation underway. 8th and Rock work
waiting on grates to be complete. Crews have moved to Founders
Park, the final area for this project. Construction and railing is
complete on the IH 35 Sidewalk; final revegetation outstanding.
Ribbon cutting to be scheduled for November.
The current projects are Scenic CDBG and Old Town NE sidewalks.
The Scenic CDBG was presented to and approved by GTAB and
Council. Patin Construction was awarded the contract. The notice
to proceed was issued for 2/1/18. The Old Town NE sidewalk
project has begun. The surveying has been completed and it is
roughly 25% drawn. The project is estimated to go out for bid in 5-8
months. There are 2017 GO bond proceeds to cover the cost of this
project.
Park Equipment Maintenance
& Replacement
Over the past 5 years, funding for Park Maintenance and
Replacement has increased. $200K transfer from General
Fund included in FY2018 budget. Staff has listed all assets &
developed replacement schedule funded by the General
Fund, soon to be on EAM.
Planning for Meadow’s Park renovations are scheduled for this
winter. Renovation to the park includes replacement of play
equipment as well as accessibility improvements. Construction is
scheduled to begin early 2018.
Pavilion renovations and playground replacement are scheduled to
be completed this spring at Meadow’s Park. Additional sidewalk
work will be completed to meet ADA compliance as well. The pool
filters at Williams Drive Pool will be replaced in April.
Emergency Medical Service
Special Revenue Fund
2014/15 Annual Budget assumed EMS Program to be
operationally active by June 2015 with revenues to offset
operating and capital costs. Operating deficit would be
funded internally until capital costs were recovered in 5
years.
As of September 30, year-end revenue is estimated to be $2.52
million, including the accrual of August and September incidents.
This is $0.32 million above the budget amount $2.2 million. Year-
end expenditures are expected to be $2.17 million, $0.1 million
over budget. Staff anticipate bringing forward a revenue neutral
budget amendment. Finance and Fire staff continue to study
trends in calls for service, overtime, and revenue, and are working
on projections for the appropriate timing to add an additional
peak demand unit into service.
Fiscal Year 2017 ending fund balance is $(637,773), a decrease from
2016 ending fund balance of $(909,490). An increase in revenue
collection has dramatically increased the EMS funds overall position,
however, staff estimates it will take several years to bring the fund
back into balance after the start-up capital expenditures. The new
peak unit was approved in a December Budget Amendment, adding
staffing and ambulance costs to the fund.
Major Technology Replacement
(IT Internal Service Fund)
CIS billing to be replaced in 2016, funded by utility funds.
Enterprise Resource Planning System (Finance and HR)
selection consultant funding included in the FY2017 budget.
The FY 18 budget includes $2,700,000 for acquisition of the
new Enterprise Resource Planning system(s). The final price
has not been agreed upon in the bid process.
The FY2018 IT allocation model includes $500K of cash funding for
the annual subscription fees for the new ERP system. This is an
estimate until staff select an actual vendor. The model also
includes $300K of increases to existing software contracts. These
large increases are reflected through the many funds throughout
the City. Passing through these costs is necessary to keep the fund
balance from decreasing.
No changes from prior quarter. Staff are working on FY 2019 costs
and allocations.
Page 12 of 95
Unfunded Liability &
Commitments Financial Impact/Notes Status Updates - 9/30/17 Status Updates - 12/31/17
Radio Equipment Replacement
Communication system consisting of 500 on-body and in-
vehicle radios for Police, Fire, and GUS. Replacement radios
are compatible with newer technology.
The 2017 radios are received and being programmed and
deployed. The Emergency Management Coordinator is working on
the procurement of phase II in FY2018. Phase III will be included in
preparations for the FY2019 budget.
No changes from prior quarter.
Street Maintenance
The City funds street maintenance in the General Fund,
supplemented by a 1/8th Street Sales Tax special revenue
fund. In 2017 and 2018, the Council and GTAB reviewed
various methods for enhanced street maintenance and costs.
Direction from Council is to use high performance surface
seals and pavement wearing coarses and begin
programmatically addressing the street network's deferred
maintenance backlog, creating a need for approximately $2
million more per year for street maintenance.
Staff are reviewing funding alternatives to match this level of
maintenance and will bring recommendations forward as part of the
budget process.
Page 13 of 95
City of Georgetown, Texas
City Council Workshop
April 10, 2018
SUBJECT:
P resentation and discussio n on the Enterprise Resource Planning system selection process -- Leigh Wallace, Finance
Director
ITEM SUMMARY:
Background:
In October o f 2 01 6, the City contracted with P lante Moran to pro vide co nsulting services for selection of an enterprise
resource planning system. The City currently has no integrated system for HR functions. The City has used Tyle r ’s Inc ode
for more than 20 years for accounting, payroll and limited purchasing functions. The project with Plante Moran includes a
needs assessment of HR and Finance business functions, a selection strategy for an ERP, issuanc e of a formal solicitation
for software solutions, vendo r evaluation and due diligence activities, and negotiation support with the selected vendo r.
Staff last presented to GGAF on May 31 and to Council on June 13, 2017. At that time staff reco mmended releasing a
solicitation for a cloud ERP that fully integrates HR and Finance functio ns. GGAF and Co uncil agreed and the RFP was
released in July 2 01 7. A cross-de partmental selection committee re viewed six vendo r proposals in September 2017 for
functional specifications, technical spe cificatio ns, implementation appro ach, te n year to tal co st of ownership, and ve ndor
qualifications. Three vendo rs we re short-listed for pro duct demonstrations in October 2017. Due diligence activitie s,
including writte n que stio n and answer, written refere nc e c hecks and site visit reference checks, were conducte d in
December 2017 thro ugh March 2018.
Recommendation:
The se lectio n committee reco mmends Sierra Cedar and Workday’s joint proposal because Workday is a fully integrated
ERP multi-tenant c lo ud so lutio n, meets the core technical and functio nal requirements, is easy to use and generate
reports, and has a superior reputation as a successful implementation firm.
GGAF appro ved forwarding this reco mmendation to Council 4 -0 on March 28, 20 18 . Upon Co uncil appro val in April,
staff will begin co ntract nego tiations and estimates bringing the set of contracts back to GGAF and Council in late 2 01 8.
FINANCIAL IMPACT:
Costs and Budge t:
Vendors’ submitted one-time costs include implementation services such as consulting on best practices and
process mapping, converting the chart of accounts, training project participants and end users, testing, interfaces
with other software, and third parties or subcontractors needed for the project. Vendors’ submitted ongoing costs
include annual software license subscriptions for the core ERP product.
Total one-time costs for the Sierra Cedar/Workday implementation are estimated near $3.6 million. Annual
subscription costs are estimated around $500,000. Ten year total cost of ownership is projected to be $9.4 million.
Total one-time costs for AST’s propo sed Oracle pro duct are estimated near $3.6 million. Annual subscriptio n co sts are
estimated around $30 0,0 00 . Ten year total cost of o wnership is projected to be $7.4 millio n.
The FY2 01 8 approved o perating budget includes $570 ,00 0 in annual subscription fees. The capital budget includes $2 .7
million in debt funding for o ne-time implementation costs (amortized o ver seven years). Staff will recomme nd a budge t
amendment to me e t co sts o f the final contracts.
SUBMITTED BY:
Leigh Wallace, Finance Director - SP
ATTACHMENT S:
Description
Page 14 of 95
P res entation
Page 15 of 95
Council Workshop
April 10, 2018
Enterprise Resource Planning
Selection Project Update
1Page 16 of 95
Agenda
•Recap project purpose
•Summarize vendor evaluation process
•Compare top two vendors
•Recommendation for intent to negotiate
•Funding recap and next steps
2Page 17 of 95
Georgetown Then and Now
•Current system was implemented 20 years ago
•Basic functionality for payroll and core
financials
•Minimal upgrades; few integrations
•Community growth
•Growth in size and
complexity of organization
3
1997 Budget Document
Page 18 of 95
Needs Assessment Key Findings
•Current system lacks modern ERP functionality
•No ‘true’ HR system/module implemented
•Current limitations force use of side systems
•Lack of integration between City systems
&ERP modules
•Chart of Accounts does not meet City needs
•Limited access to real-time data
•Lack of training & system access
•Lack of user-friendly / flexible reporting
4Page 19 of 95
The End User Experience
•Cherie Vasquez, Police Administration
–20+ years with the City
–Here when Incode implemented
–Uses multiple spreadsheets and manual processes
outside the system to conduct daily business
–Looking for a system that is easy to use
5Page 20 of 95
Selection Project Timeline
6
We are here
Checked in with
GGAF and Council
May/June 2017
Target
Implementation
Kickoff late 2018
Jan –May 2017 Jun -Jul 2017 Aug 2017 –Mar 2018
Page 21 of 95
Market Environment
•Most major vendors are consolidating their product lines to meet public and private sector needs
•Vendors are tapering off on premise solutions and moving products to the cloud
•Cloud vendors are likely to bid aggressively to break into the government/mid-size organization client market
•Most Tier 1 and 2 products will offer a fully integrated ERP that will meet our functional needs; pricing will vary widely
7Page 22 of 95
Integrated Cloud Advantages
•Cost effective
–No purchase or replacement of infrastructure
–Fewer staff needed to support system
•Operational agility -scalable with growth of
organization
•Extremely secure; Disaster recovery
•Upgrades required –can’t fall behind
•No customization; highly configurable –must
incorporate best practices
•Increased collaboration among staff when
accessing same system anytime, anywhere
8Page 23 of 95
Vendor Evaluation Team
•Leigh Wallace, Finance
•Elaine Wilson,
Accounting
•Rosemary Ledesma,
Purchasing
•Tadd Phillips, HR
•Laura Maloy, HR
•Chris Bryce, IT
•Greg Berglund, IT
•Cherie Vasquez, Police
Administration
•Mike Stasny, GUS
Technical Services
•Plante Moran,
Consultant
Page 24 of 95
Procurement Process
Round 1
•6 vendor responses
•Minimum qualifications
•Complete Response
Round 2
•6 vendors
•Evaluation of written proposals
•Vendor background
•Functional requirements
•Technical requirements
•Implementation plan
•Costs: one-time, ongoing, 10-
yr TCO
Page 25 of 95
Procurement Process
Round
3
•3 Vendors
•Vendor Demonstrations:
•16 hours per vendor
•Scoring committee plus open invitation to City employees to
observe and comment
•Functionality, Technical Requirements, Implementation Plan,
Service and Support
•Written Question and Answer Pre and Post-Demo –35+ questions
per vendor
•Written Reference Checks –9 responses
•Site Visit Reference Checks –visited 3 cities, 1 phone call
•Costs: one-time, ongoing, 10-yr TCO
Page 26 of 95
Top Vendor Comparison -Similarities
Sierra Cedar / Workday
•Multi-tenant cloud, highly
configurable
•Secure and scalable
•One system
•Highly functional core
requirements; modern
interface
•Third party needs: cashiering
•Not proposed (potential third
party): debt and investment
tracking
AST / Oracle
•Multi-tenant cloud, highly
configurable
•Secure and scalable
•Package of integrated HR and
Finance systems
•Functional core requirements;
modern interface
•Third party needs: cashiering
•Not proposed (potential third
party): debt and investment
tracking
12Page 27 of 95
Top Vendor Comparison –Differences
Sierra Cedar / Workday
•Intuitive access and flow for all user types
•Easy reporting for all user types
•Project experience
–Similar implementations 16
–One system means all clients on exact same HR and Finance cloud product
–References highly satisfied with implementation and product, especially reporting
•10-yr total cost of ownership $9.4M
AST / Oracle
•Geared toward power users
•Reporting requires advanced
skills and additional resources
•Project experience
–Similar implementations 9
–Some clients on only HR or
Finance, or on premise instead
of cloud
–References satisfied with
implementation and product
•10-yr total cost of ownership
$7.4M
13Page 28 of 95
Gartner, 2017 Magic Quadrant for Cloud Core Financials Forrester Wave for Human Resource Systems, 2017
Highly Ranked Products
Page 29 of 95
Why Differences Matter
Workday Cloud Benefits
•Original product developed in the public cloud
•Amazon web services = unlimited scalability
•Highly flexible architecture and integration
•Fully developed cloud support model
•Rapid development cycle
15Page 30 of 95
Why Differences Matter
Workday Business Value
•“Business value comes from changes in
business performance and improved business
outcomes.” –Gartner, Inc. 2016
•Yet, 70% of ERP projects fail to derive value:
16
•Must effectively compete with
“Best of Breed” movement
•The system does not meet
business expectations and is not
fully leveraged
•Organizations do not achieve
consensus on the system
Highly ranked and competitive
product in the ERP industry
High user approval
Consensus from diverse
stakeholders
Page 31 of 95
Recommendation
•GGAF approval 4-0 on March 28, 2018
•Begin contract negotiations with Sierra Cedar and
Workday
–Best overall value
–Unanimous recommendation of diverse stakeholders
–Ease of reporting and highly satisfied implementation
references distinguish this vendor
•Reserve option to negotiate with AST for Oracle
product
17Page 32 of 95
FY 2018 Budget $3.5M
•Based on estimates from Plante Moran
•18 months of one-time costs for $2.7 million; Debt funded
with 7 year amortization
–Vendor implementation services
–Third party project management services
–Third party interface development
–Data conversion
–User training
–Project Contingency
•One year of ongoing costs $846,000; funded through IT and
Joint Services allocation models
–Includes 3 FTEs for system support
–Maintenance and subscription fees
18Page 33 of 95
Next Steps
•Council approval to negotiate April 10
•Coordinate negotiation with Legal
•Bring contracts back to GGAF and Council early
fall
•Amend implementation budget to line up with
negotiated contract
19Page 34 of 95
City of Georgetown, Texas
City Council Workshop
April 10, 2018
SUBJECT:
P resentation and disc ussio n regarding the annual review and list of General Amendme nts to the Unified Developme nt
Code (UDC) for 2 01 8 -- Sofia Nelson, CNU-A, Planning Director.
ITEM SUMMARY:
In acco rdance with Section 3.0 5.0 20 of the Unifie d Development Code (UDC), the UDC shall be reviewed on an annual
basis. The purpo se o f the review and amendments pro cess is to establish and maintain so und, stable, and desirable
development within the City’s jurisdiction, co rrect errors in the text, or due to changing conditions in the UDC. The list
of amendme nts to be reviewed on an annual basis shall be reviewed and approved by the City Council (“General
Amendments List”), after review and consideratio n by the Unified Development Code Advisory Committee (UDCAC) and
P lanning and Zo ning Commission.
The purpo se of this item is to obtain feedback and direction fro m the City Council on UDC General Amendments List
that City staff will wo rk on fo r the year 2018. The Ge neral Amendments List has be e n included as Attachment I.
Every year City Staff and the UDCAC revise a list of ite ms in the UDC that need to be replaced o r updated due to
difficulties with the language or outdated provisions. Items identifie d as Priority 1 in the attached General Amendments
List are those items that the UDCAC, P lanning and Zo ning Commissio n, and staff have identified should be reviewed in
this next round o f amendments. Some of these may be determined by City Council to be o n a diffe re nt time frame , such
as items to be co nsidered outside the Annual Review process and that would not be reviewed by the UDCAC.
The General Amendments List will be presented to City Council for consideration at their April 24, 2018 regular
meeting.
FINANCIAL IMPACT:
None at this time .
SUBMITTED BY:
Andreina Dávila-Quintero , Current P lanning Manager
ATTACHMENT S:
Description
wo rksho p pres entation
UDC Amendment Lis t
Page 35 of 95
UDC General Amendments List
2018 Review Cycle
City Council Workshop
April 10, 2018
1Page 36 of 95
Purpose
•Discussion and direction on the UDC topics
to be reviewed and amended during the
2018 annual review cycle
•What we ask today
–Direction to staff on any additions, changes or
reprioritization of proposed amendments
–2018 Annual Review Process
2Page 37 of 95
Item Overview
•UDC annual amendment and review
process
•Categories of UDC amendments and
priorities
•Process outline for 2018
•Next Steps
•Questions and direction to staff
3Page 38 of 95
UDC Annual Review Process
Topics are
introduced by
City & public
UDCAC reviews
& provides
recommendations
on topics and
priorities
P&Z reviews &
provides
recommendations
on topics and
priorities City Council
reviews & approves
list of topics to be
amended
Page 39 of 95
UDC Annual Review Process
•Working General Amendments List
reviewed on an annual basis
•Topics are added, removed and reprioritized
based on needs
•Previous General Amendments List was
approved in 2016
5Page 40 of 95
2015-2017 Amendments
•Major revisions included:
–Subdivision Regulations
–Parking
–Street standards and connectivity
–Water and wastewater improvements
–Consistency and clarity
6Page 41 of 95
UDC Amendments in Progress
•Mobile Food Vendors
•Historic districts standards
•Parkland dedication
•Business Park district size
7Page 42 of 95
Level 1 Priorities
•Determination of statutory rights (vesting)
•Appeals
•Rezoning notification
•Special Purpose Districts and Development
Agreements
•TIA requirements
•Sign variance
8Page 43 of 95
Level 1 Priorities
•Definition of signs, to include exempt signs
•Permitted Use Table and zoning districts
•Masonry requirements for residential
development
•Number of units per building for multi-
family districts
•Administrative clean-up
9Page 44 of 95
Level 2 Priorities
•Downtown Master Plan Transition Areas
•Special Use Permit Approval Criteria
•Screening of trash receptacles
•Gateway Overlay districts
•Digital/electronic signs
10Page 45 of 95
Level 3 Priorities
•Green building strategies
•Residential design standards for Old Town
Overlay District
•Landscaping requirements, applicability
•Landscaping requirements, water
conservation efforts
•Abandonment of nonconforming situations
•Determination of legal nonconforming
situations
11Page 46 of 95
Level 3 Priorities
•Masonry requirements for non-residential
•Conservation Subdivision standards
•Temporary signs, banners
•Monument sign height when in landscape
areas
•Courthouse View Protection Overlay District
12Page 47 of 95
Topics to Remove
•Special Use Permit Conceptual Site Plan
requirements
•Determination of Accessory Uses
•Definition of “Live Music or Entertainment”
uses
•Outdoor display and storage
•Screening of mechanical equipment
13Page 48 of 95
Recommendations
•Priority 1 Topics -review in the 2018 annual
review cycle
•Priority 2 and 3 -review following adoption
of Comprehensive Plan update (2019/20)
•Topics identified as Removed should be
removed from the working General
Amendments List
14Page 49 of 95
Recommendations
•Priority 1 topics grouped based on relativity
for review and consideration
–Present grouped topics at different meetings
–Two effective dates upon adoption of proposed
amendments
15Page 50 of 95
UDC Amendments in Progress
Mobile Food
Vendors
•New specific
use in the
Permitted Use
Table
•In review
Historic Districts
•Definitions
•Contributing
Historic
Structures
•Review Process
•Demolitions
•In review
Parkland
•Land dedication
requirements
•Fee-in-lieu of
dedication
requirements
•In review
16Page 51 of 95
Priority 1 Groupings
Application
Processes
•Statutory rights
(vesting)
•Appeals
•Rezoning
notification
•Special Purpose
District &
Development
Agreements
•TIA
Land Uses
•Permitted Use
Table
•Review of zoning
districts
Residential
Standards
•Masonry
requirements for
residential
development
•Number of units
per building for
multi-family
districts
17Page 52 of 95
Priority 1 Groupings
Signage
•Definitions
•Exempt signs
•Sign variance
AdministrativeClean-Ups
•ZBA review timeline
•Wastewater requirements in ETJ
•Subdivision regulations
•Nonconformities
•Inconsistencies, errors and conflicting references
18Page 53 of 95
Board and Commission
Recommendations
•Feb 14 –UDCAC review & recommendation
•Mar 6 & Apr 3 –P&Z review & recommendation
19Page 54 of 95
2018 Annual Review Process
20
CC Workshop
•Direction on
General
Amendments
List
CC Action
•Consideration
of General
Amendments
List
•April 24
(tentative)
Drafting
•Outline and
draft
proposed
changes
Page 55 of 95
2018 Annual Review Process
21
UDCAC Review
•Review of
proposed
changes &
rec.
CC Workshop
•Review of
proposed
changes &
direction
Public Review
•Open House
•Stakeholder
meetings
Page 56 of 95
2018 Annual Review Process
22
Draft Language
•Draft
ordinance
language for
proposed
amendments
Online Publication
•Post ordinance
language
online for
public review
& comment
Final Draft
•Finalize
ordinance
language for
consideration
Page 57 of 95
2018 Annual Review Process
23
UDCAC R&R
•Consideration &
recommendation
on proposed
amendments
P&Z R&R
•Consideration &
recommendation
on proposed
amendments
CC Action
•Consideration
& possible
action on
proposed
amendments
Page 58 of 95
Next Steps
•Direction to staff on the UDC topics to be
reviewed in the 2018 Review Cycle
•City Council action on 2018 General
Amendments List
•UDCAC and City staff continue/initiate work
on topics to be amended
24Page 59 of 95
Questions & Direction
•Direction to staff on:
–Topics
–Priorities
–Process
25Page 60 of 95
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Land Uses 1111 1
Acknowledge mobile food trailers as
a use within the UDC and outline
appropriate regulations governing.
Mobile food trailers have increased in popularity and the
city’s codes should be updated to address them. CoG Staff In ReviewIn ReviewIn ReviewIn Review 2018 Ch 3 and 5
Historic Districts 1111 2
Review the standards pertaining to
historic districts and structures based
on the revised Historic Resource
Survey
The 2016 Historic Resource Survey makes recommendations
pertaining to the review and definition of historic structures.
This amendment is to revise the UDC consistent with the
recommendations in the survey. CoG Staff In ReviewIn ReviewIn ReviewIn Review 2018
Sec 3.13 & Sec
16.02
Parkland 1111 3
Update provisions governing
parkland dedication based on
forthcoming recommendations by
the Parks & Recreation Board
subcommittee review.
A subcommittee of the Parks & Recreation Board has been
created that is tasked with reviewing and providing
recommended changes regarding the city’s parkland
provisions and policies.CoG Staff In ReviewIn ReviewIn ReviewIn Review 2018 Sec 13.08
Nonresidential Standards 1111 4
Consider revising the minimum
district size for the BP zoning district.
Currently, the UDC requires a minimum district size for the
BP zoning district of 20 acres. However, this appears to
have created challenges for properties less than 20 acres in
size. Additionally, recent development shows Business Parks
in 10-15 acre tracts. Staff would like to review this
requirement through the public review process. Public In ReviewIn ReviewIn ReviewIn Review 2018 Sec 7.02
Application Processes and
Requirements 1111 5
Create a process to address requests
for vesting determinations.
Vesting claims have been presented to the city occasionally
over the past few years, but with no defined procedures for
addressing. These requests will likely increase over the next
few years as the city has adopted new regulations that will
apply to some existing developments. CoG Staff 2018 Ch 3
Application Processes and
Requirements 1111 6
Create a process to address requests
for appeals.
The UDC does not clearly address the appeal process of an
administrative or board decision, to include the intake, basis
for appeal and findings processes. CoG Staff 2018 Sec 3.14
Application Processes and
Requirements 1111 7
Administrative/legal clean-ups
Review inconsistencies, errors and conflicting
references/sections.CoG Staff 2018 All
Application Processes and
Requirements 1111 8
Expand development agreement
language establishing clear
requirements and processes.
Upcoming policies for procedures and consideration of
special districts and development agreements are
anticipated and would require UDC amendments to
implement.CoG Staff 2018
Sec 3.20 & Sec
13.10
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Requested AmendmentRequested AmendmentRequested AmendmentRequested Amendment Amendment DescriptionAmendment DescriptionAmendment DescriptionAmendment Description RequesterRequesterRequesterRequester StatusStatusStatusStatus
UDC Annual Review UDC Annual Review UDC Annual Review UDC Annual Review
CycleCycleCycleCycle
UDC UDC UDC UDC
Chapter/ Chapter/ Chapter/ Chapter/
Section*Section*Section*Section*
Application Processes and
Requirements 1111 9
Clarify wastewater connection
requirements for property in the ETJ
Currently, the UDC requires all development to connect to
the City's wastewater system when located within 1/2 mile.
The proposed amendment will clarify that this provision
only applies to property located in city limits. CoG Staff 2018 Sec 13.05
Definitions 1111 10
Revise various definitions for clarity
or add new definitions as needed.
Staff has come across several definitions that need clarity or
definitions that are needed to provide clarity in other
sections of the UDC. Examples include clarification of
street yard definition and consideration of the current
contractor services, limited definition. In addition this
would include any revisions to definitions needed for other
revisions made to the UDC. CoG Staff Ongoing Sec 16.02
Land Uses 1111 11
Consider updating the list of Specific
Uses in Chapter 5 to include various
uses that are not currently listed.
Over time new uses are presented to staff that are not
specifically addressed in the UDC. Examples include self-
service machines (ice) and storage yards. CoG Staff 2018 Ch 5
Land Uses 1111 12
Consider changes to the zoning
districts various Specific Uses may be
permitted in.
Staff is regularly presented with questions regarding the
possibility of allowing different uses in districts they are not
otherwise allowed in and would like to address some of
these through the public process in the next round of
updates to the UDC. Examples include whether
recreational vehicles (RVs) should be allowed as primary
quarters in the Agriculture district. CoG Staff 2018 Ch 5
Land Uses 1111 13
Consider changes to the zoning
districts various Specific Uses may be
permitted in.
Reconsider allowing "Contractor Services Limited",
"Contractor Services General", and "Office Warehouse"
Specific Uses in the C-3 zoning district. Public 2018 Ch 5
Residential Standards 1111 14
Review the maximum number of
units required per building for MF
districts
The current standards limit the number of units per
structure to balance the building size and massing with the
property and surrounding area. Staff has found that this
may be addressed through additional architectural and
building design standards as seen in recent cases. Staff
recommends reviewing this requirement to determine
applicability.CoG Staff 2018 Sec 6.02
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Requested AmendmentRequested AmendmentRequested AmendmentRequested Amendment Amendment DescriptionAmendment DescriptionAmendment DescriptionAmendment Description RequesterRequesterRequesterRequester StatusStatusStatusStatus
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Chapter/ Chapter/ Chapter/ Chapter/
Section*Section*Section*Section*
Residential Standards 1111 15
Consider masonry requirements for
residential development
Consider adding masonry requirements for single-family,
two-family, and multi-family structures, which do not exist
today.CoG Staff 2018 Ch 6
Transportation 1111 16
Clarify what triggers the requirement
for a Traffic Impact Analysis (TIA) and
when an appeal may be made and
review the improvements that are
considered or required."
The City needs to ensure we are adequately preparing for
future roadways with plats, dedications and reservations.
Clarification is needed regarding when Traffic Impact
Analyses are required and appealed, and how right-of-way
is being planned to implement the City’s Overall
Transportation Plan, for example, adequate intersection
right-of-way.CoG Staff 2018 Sec 12.09
Application Processes and
Requirements 1111 17
Review rezoning public review
requirements to require
neighborhood meetings for rezoning
cases.
Currently, City staff recommends applicants for rezoning
requests to meet with the neighborhood and adjacent
property owners to explain the proposed project and
proactively address any concerns. Staff recommends
including this practice as a requirement in the UDC in a tier
approach.CoG Staff 2018 Sec 3.06
Signs 1111 18
Review the UDC's definition for
Portable Signs, as well as signage for
bus stops. Review process for sign
variance
Currently, portable signs include any advertisement signs
on vehicles. Additionally, with the City's new fixed route
system, City staff is recommending to revise the sign
standards for bus stops. CoG Staff 2018
Sec 10.03 and
Sec 16.02
* The UDC Chapter or Section referenced in this column provides the regulation subject to this amendment. However, please note that other sections may need to be amended to address any conflicts and ensure consistency throughout the document.
LEGEND: 1 = High | 2 = Medium | 3 = Low | R = Remove
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City of Georgetown, Texas
City Council Workshop
April 10, 2018
SUBJECT:
P resentation and discussio n of the Georgetown Perfo rmance Management Program -- Wayne Reed, Assistant City
Manager
ITEM SUMMARY:
The Georgetown Perfo rmance Management Program (PMP ) has be e n a work in pro gress o ver the past 1 5 mo nths. While
there has be e n many service areas practicing performance management over the past several years, there has not been a
citywide program. This presentation is intended to provide Council with an o verview o f the Georgetown Performance
Management P rogram.
The Georgetown P MP is a structured program that is inspired by City’s Vision and built around Service Areas’ Missio ns,
Strategic Go als, and Performance Indicators to drive better o utco mes. At this time , there are forty-two (42) service areas
in the P MP. This program will help the City to a) be aware of performance to pro mo te rapid and sustained improve ments
to achieve excelle nc e in the o peration and management of service delivery; b) increase commitment to continuo us
process improvement; c) use re al-time data to make informed decision-making; and d) provide oppo rtunity for employee
development.
There are several benefits to a performance manage ment program:
• Employees gain awareness of their mission and value
• Te ams learn ho w to better communic ate their story
• Co ntinuous process improvements raise standards, increase productivity, and remove impediments;
• Enhances employee performance and increases professionalism
• Use o f real-time data helps identify trends and informs decision-making to sustain performance
• Co ntributes to higher customer satisfac tion
• Increases transparency and accountability to the public
The attached Powe rP oint pro vides additional informatio n abo ut the Georgetown PMP.
FINANCIAL IMPACT:
There is no dire c t fiscal impact associated with the develo pment of the PMP to date.
SUBMITTED BY:
Wayne Reed, Assistant City Manager
ATTACHMENT S:
Description
P MP Overview Pres entatio n
Page 64 of 95
Georgetown’s
Performance
Management Program
City Council
April 10, 2018
Mission Strong
Page 65 of 95
Purpose
Share with Council the development of
Georgetown’s Performance Management
Program
•Advance City Council Strategy
•Expand our reputation as a City of Innovation
“City Council recognizes that in an environment where taxation is
limited and there is increasing regional competition for taxable
value and natural resources, the City must find effective solutions
and inventive methods of service delivery.”
2
Page 66 of 95
Presentation Overview
•Part 1. Georgetown’s Performance Management Program
•Part 2. Evolution of the Georgetown PMP
•Part 3. Benefits from Performance Management
•Part 4. Examples of Mission Statements, Strategic Goals
and Performance Indicators
•Part 5. Next Steps
•City Council Feedback
3
Page 67 of 95
4
Part 1
Georgetown’s Performance
Management Program
Page 68 of 95
Georgetown PMP
Vision Inspired
Mission Focused
Values Driven
Performance Based
Georgetown: A caring community honoring
our past and innovating for the future.
5
Page 69 of 95
Georgetown’s PMP
• Structured program that is inspired by City’s Vision and
built around Service Areas’ Missions, Strategic Goals,
and Performance Indicators to drive better outcomes
• Review of service areas’ performance to promote rapid
and sustained improvements to achieve excellence in the
operation and management of service delivery
• Commitment to continuous process improvement and
documenting processes in service delivery
• Use of real-time data to inform decision-making
• Opportunity for employee development
6
Page 70 of 95
Performance Management
Without strategy, execution is aimless.
Without execution, strategy is useless.
7
Page 71 of 95
Georgetown PMP
Mission Strong
4742
Municipal Court’s mission is to build trust by
providing quality service that is timely,
consistent, and accurate.
Communications Department’s mission is to share
stories that serve as catalysts for connections, while
promoting and taking care of the identity of the City.8
Page 72 of 95
9
Part 2
Evolution of the
Georgetown PMP
Page 73 of 95
Translating Vision and Mission into Performance
Time
Or
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Mission Statement
Vision
Operational
Alignment
Mission Statement
Strategic Goals
Measuring
Success
Mission Statement
Strategic Goals
Performance Metrics
Data Driven
Decisions
Mission Statement
Strategic Goals
Performance Metrics
Internal Review
Reporting
Mission Statement
Strategic Goals
Performance Metrics
Internal Review
Reporting
Customer Surveys
Public Dashboard
Transparent
and
Accountable
2018 July 2019MarchFeb.Jan.
We are here
10
Page 74 of 95
Georgetown PMP Implementation
Rollout. Mission building workshops
Training. Strategic Goals, Performance Indicators, and Reports
Executive Team Review. Schedule recurring semi-annual
meetings for 42 service areas, starting in July 2018
Process Improvements. Provide resources to service areas to
help them improve business processes, like BIP does in GUS
Customer Satisfaction Survey. Implement surveys in service
areas that have demonstrated sustained performance
Dashboard. Create on-line PMP presence to promote
transparency and accountability in service delivery
11
Page 75 of 95
12
Part 3
Benefits from
Performance Management
Page 76 of 95
Benefits from Performance Mgmt.
• Employees gain awareness of their mission and value
• Teams learn how to better communicate their story
• Continuous process improvements raise standards,
increase productivity, and remove impediments;
• Enhances employee performance and increases
professionalism
• Use of real-time data helps identify trends and informs
decision-making to sustain performance
• Contributes to higher customer satisfaction
• Increases transparency and accountability to the public
13
Page 77 of 95
14
Part 4
Examples of Mission Statements,
Strategic Goals, and
Performance Indicators
Page 78 of 95
CVB’s Mission Statement
The mission of the Georgetown Convention &
Visitors Bureau is to increase the economic impact
of Georgetown by promoting the community as a
tourist and meeting destination.
15
Page 79 of 95
Increase economic impact through tourism.
Measurable: Sales calls conducted, RFP’s received,
economic impact from CVB efforts
Strengthen and increase Georgetown’s image
as a Texas tourist and meeting destination.
Measurable: VisitGeorgetown.com hits, pages per
session, social media followers
Serve as Georgetown’s Hospitality
Headquarters to promote our community.
Measurable: Visitors Center Visitors, Hospitality
Training Participants (2018)
Strategic Goal 1
Strategic Goal 2
Strategic Goal 3
CVB’s Strategic Goals
16
Page 80 of 95
Sales Calls
Made
2017 = 453
(2017 Goal = 330)
RFP’s
Received
2017 = 57
(2017 Goal = 55)
Sheraton –
RFP’s
Converted
2017 = 26
(Goal = 25)
Economic
Impact
$464,901
Marie Woodard,
Group Sales & Servicing Coordinator
CVB Strategic Goal 1: Increase
economic impact through tourism
CVB Performance Indicator
17
Page 81 of 95
Provide reliable energy and responsive
restoration for our customers through effective
maintenance and safe work practices by a
highly trained and professional workforce that
takes pride in its’ craft .
Electric Field Ops’ Mission Statement
18
Page 82 of 95
Develop and maintain workforce comprised of
electric lineman certified by US Dept of Labor
Measurables: Training (Dept % On-time completion)
Maintain an excellent safety record
recognized by public power
Measurables: Safety (Dept % Field Safety Observation
Completion and % Safety Meeting attendance)
Effectively maintain a reliable electric system
using measures recognized by public power
Measurables: CAIDI (Customer Avg Interruption
Duration), SAIFI (System Avg Interruption Frequency)
Strategic Goal 1
Strategic Goal 2
Strategic Goal 3
Electric Field Ops’ Strategic Goals
19
Page 83 of 95
KPIs tracked and presented monthly for Training,
Safety, Maintenance, and Reliability
Electric Field Ops Perf. Indicator
20
Page 84 of 95
The Electric Ops Story
…As shown through our dashboard of KPIs
• Training of apprentices is on schedule
• We work safely
• Service Installation times are good
• Preventive maintenance is on schedule and repairs to
failed equipment is within criticality targets (impacts
reliability)
• System reliability is excellent and restoration times for
outages are good
21
Page 85 of 95
IT Mission Statement
Driving technical innovation with exceptional
service.
22
Page 86 of 95
Empower innovation through partnerships with our customers
where we deliver outstanding technology solutions, extensive
software support, and business process expertise.
Measure: Percentage of planned IT projects in progress.
Achieve extraordinary levels of end user satisfaction through
technical support provided by highly trained IT staff equipped
with skills in both technology and customer service.
Measure: Percentage of IT support tickets resolved successfully.
Maintain a high performance IT infrastructure using good
management practices that are guided by a long range
vision and protected by policies that ensure sustainability
and security.
Measure 1: Average network latency.
Measure 2: Number of network endpoints per IT employee.
Strategic Goal 1
Strategic Goal 2
Strategic Goal 3
IT’s Strategic Goals & Measures
23
Page 87 of 95
IT’s Performance Indicator
Percentage of planned IT projects in progress
(FY 2018)
Oct Nov Dec Jan Feb Mar
100%105% 115% 92% 104% 109%
• Percentages over 100 may indicate high efficiency in completing
projects, effective planning, or that a large number of unplanned
projects are competing for staff time.
• Percentages under 100 may indicate that unplanned projects are
interfering with IT initiatives, too many projects were planned,
and/or inefficiency in completing projects.
24
Page 88 of 95
Planning’s Mission Statement
The Georgetown Planning Department is
committed to actively preserving the community’s
heritage, and shaping its future by implementing
the City’s adopted vision and promoting a high
quality built environment.
25
Page 89 of 95
Efficient and Effective Service
Build Partnerships
Implement the City’s Comprehensive Plan
Strategic Goal One
Strategic Goal Two
Strategic Goal Three
Strategic Goal Four
Enforce Regulations
Strategic Goal Five Education
Planning’s Strategic Goals
26
Page 90 of 95
Planning Performance Indicator
Service Service Level
Measurement
Expected Result
Development
Application
Notification within 5
business days for
application adequacy
100%
Development
Review
Zoning- Number of days
before P&Z action
An average of 60 days
78 76
44 43
60 60 60 60
0
20
40
60
80
100
Q1 Q2 Q3 Q4
NO. OF DAYS BEFORE P&Z MEETING
27
Page 91 of 95
28
Part 5
Next Steps
Page 92 of 95
Next Steps
• April – June… Vetting of Strategic Goals
and Performance Indicators
• July – Dec... Initiate Semi-annual
performance review meetings
• July - August… Develop Dashboard
interface
• July – Dec… Develop customer satisfaction
survey
29
Page 93 of 95
Questions?
30
Page 94 of 95
City of Georgetown, Texas
City Council Workshop
April 10, 2018
SUBJECT:
Sec. 551.071: Consul tati on w i th Attorney
Advice from attorney abo ut pending or co ntemplated litigation and o ther matters on which the attorney has a duty to
advise the City Council, including agenda items
- Texas Crushed Sto ne Industrial Agreement Update
Sec. 551.072: De l i berati o n Regardi ng Real P ro perty
-P urchase of property, Parcel 7, Northwest Blvd - Travis Baird, Real Estate Services Co ordinator
Sec. 551:074: Personnel Matters
City Manager, City Attorney, City Secretary and Municipal Judge: Consideration of the appointment, employme nt,
evaluation, reassignment, duties, discipline, or dismissal
- Municipal Co urt Judge Evaluation
- City Manager Evaluatio n
ITEM SUMMARY:
FINANCIAL IMPACT:
NA
SUBMITTED BY:
Page 95 of 95