HomeMy WebLinkAboutAgenda CC 06.28.2016 WorkshopNotice of M eeting of the
Governing B ody of the
City of Georgetown, Texas
June 2 8, 2 0 1 6
The Ge orgetown City Council will meet on June 28 , 2016 at 3:00 PM at Co unc il Chambers, 101 E. 7th
St., Geo rge to wn, Texas
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 of the implementation of the City's 20 15 Sidewalk Master Plan -
- Nat Waggo ner, A.I.C.P., PMP, Transpo rtation Analyst
B Discussion and possible direction re garding vehicular traffic at the intersection o f West Majestic
Oak Lane and Apache Mountain Lane in the Sun City Subdivision – Jim Briggs, General Manager
o f Utilities
C Update and direction regarding the propo sed implementation plans de veloped around the City
Council's Strategies -- David Morgan, City Manager
D Ethics Training Workshop -- Charlie McNabb, City Attorney
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
- Advice fro m attorney about pending or co ntemplated litigation and o ther matters on which the
attorney has a duty to advise the City Co uncil, including agenda items
- Po lice meet and confer
Se c . 55 1.0 72 : Del i berati on Regardi ng Real Property
- Rivery Blvd. Extension Project (Parc el 7 , 16 14 P ark Lane)
- City Hall and Visitor Center Valuations
Se c . 55 1.0 74 : Personnel Matter s
- City Manager, City Attorney, City Se cretary and Municipal Judge : Consideration of the
appointment, employment, evaluatio n, reassignment, duties, discipline, o r dismissal
Se c . 55 1.0 87 : Del i berati on Regardi ng Eco nomi c Devel opment Ne go ti ati ons
- Tamiro Plaza Phase 2
Adjournme nt
Ce rtificate of Posting
Page 1 of 104
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 _________________, 2016, 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 104
City of Georgetown, Texas
City Council Workshop
June 28, 2016
SUBJECT:
P resentation and discussio n of the implementatio n of the City's 2015 Sidewalk Master Plan -- Nat Waggoner, A.I.C.P.,
P MP, Transportatio n Analyst
ITEM SUMMARY:
The City’s Sidewalk Master P lan was adopted in March 2015 in support of City Council focus areas defined during the
2014/2015 budge t cycle (20 14/2015 Department Na rrative, T6, Transportation).
The Sidewalk Master Plans provides an inventory o f existing sidewalk infrastruc ture, identifies design deficiencie s,
evaluates future sidewalk re quirements and contains an implementation plan for all pedestrian facilities within the City of
Georgetown City limits. The imple mentatio n plan is utilized by City staff to assist in the prioritization of future
pedestrian infrastructure improvements. The Sidewalk Maste r Plan is a stand-alo ne docume nt, serving as the primary
sidewalk facility management plan with regulatory authority conferred by the City of Geo rge to wn Ove rall Transportation
P lan (OTP). This study also serves as an adde ndum to the City of Georgetown Americans with Disabilities Act (ADA)
Transition Plan by pro viding a project list for ADA co mpliance improvements within the City.
The Georgetown sidewalk prioritizatio n methodology evaluated four majo r categories: pedestrian attractors, pedestrian
safety, demographics and special c onsiderations. Three tiers of projects were identified through the analysis: Priority 1,
P riority 2 and Priority 3. The highe st project list (Priority 1) captures the public ’s three main priorities: sidewalks in the
Downtown Overlay District, co nnectivity to Southwestern University and connectivity to Georgetown ISD facilities as
well as accessibility projects designed to bring the City into co mpliance with the Ame ricans with Disabilities Ac t
(ADA).This Plan reco mmends the c ompletio n of Priority 1 projects; accounting for the size , cost and staff ’s ability to
deliver tho se pro jects in a 10 year timeframe. The pro gramming of these prio ritized projects is in additio n to the annual
operations and maintenance o f pedestrian facilities within the City.
STAF F RECOMMENDATION:
Staff recommends the adoption of the 2017 Sidewalk CIP.
FINANCIAL IMPACT:
$2.179M as funded by the 20 15 Road Bond.
SUBMITTED BY:
Nat Waggoner, A.I.C.P., PMP
ATTACHMENT S:
Description
S id ewalk Mas ter Plan P res entation 6.28.16
Page 3 of 104
SIDEWALK MASTER PLAN UPDATE
“Complete the citywide Sidewalk Master Plan Element to increase pedestrian access from
neighborhood to neighborhood, medical facilities, school, parks and local service retail.”
-2014/2015 Budget Narrative, Council Focus Area T6, Transportation
Page 4 of 104
CITY OF GEORGETOWN 2014 SIDEWALK MASTER PLAN & PUBLIC FACILITY ACCESS
AUDIT
BE TRANSPARENTLISTENENGAGECOLLABORATEGoal
AGENDA
Review Prioritization Process
Completed Projects
In-Progress Projects
Future Projects
Continual Implementation
Efforts
American Planning Association (Texas Chapters) Awards-Best Long Range Plan
Page 5 of 104
CITY OF GEORGETOWN 2014 SIDEWALK MASTER PLAN & PUBLIC FACILITY ACCESS
AUDIT
BE TRANSPARENTLISTENENGAGECOLLABORATE
Prioritization Process –Stakeholder Input
Goal
Southwestern
University
Williamson
County
Transportation
Department
Texas
Department of
Transportation
Georgetown
Independent
School District
Public
Page 6 of 104
CITY OF GEORGETOWN 2014 SIDEWALK MASTER PLAN & PUBLIC FACILITY ACCESS
AUDIT
BE TRANSPARENTLISTENENGAGECOLLABORATEGoal
Retail
Parks
Trails
Southwestern
University
GISD
Facilities
Central Business
District
TOP 5
Land Uses
Prioritization Process –Public Input
14 Stakeholder
Meetings
2 Open Houses
Email and Project
Website
Page 7 of 104
CITY OF GEORGETOWN 2014 SIDEWALK MASTER PLAN & PUBLIC FACILITY ACCESS
AUDIT
BE TRANSPARENTLISTENENGAGECOLLABORATEGoal
Category Element Criteria Points
Weighted % to
Subtotal
Weighted % to
Total
Pedestrian
Attractors
Downtown District Segment is within the Downtown District 100 18%
30%
Proximity to Schools (GISD)Segment is within 1/8 mi of a GISD school 100 17%Segment is within 1/4 mi of a GISD school 50
Proximity to Schools (Southwestern University)Segment is within 1/8 mi of Southwestern University 100 16%Segment is within 1/4 mi of Southwestern University 50
Proximity to Trails Segment is within 1/4 mi of Trail Access 100 11%Segment is within 1/2 mi of Trail Access 50
Proximity to Retail Segment is within 1/8 mi of Retail 100 11%Segment is within 1/4 mi of Retail 50
Proximity to Single Family Residential Land Uses Segment is within 1/8 mi of a Single Family Residential Land Use 100 11%Segment is within 1/4 mi of a Single Family Residential Land Use 50
Proximity to Public Recreational Facility/Playground/Parks Segment is within 1/8 mi of Public Recreational Facility/Playground/Parks 100 8%
Segment is within 1/4 mi of Public Recreational Facility/Playground/Parks 50
Proximity to Multi Family Residential Land Uses Segment is within 1/8 mi of a Multi-Family Residential Land Use 100 4%Segment is within 1/4 mi of a Multi-Family Residential Land Use 50
Proximity to City Facilities Segment is within 1/8 mi of a City Facility 100 4%Segment is within 1/4 mi of a City Facility 50
Pedestrian SafetyFunctionally Classification of Streets
Segment is on a Freeway/Tollway 0
50%15%
Segment is on an Arterial 100
Segment is on an Collector 50
Segment is on a Local Street 0
Pedestrian/Automobile Incidents Pedestrian-Auto Crash on Facility in last 5 years 100 50%
Demographics
Median Household Income Segment is within an area with greater than 47% of the population at low to moderate income households 100 33%
15%Residential Population Density Segment is within an area with population density greater than 3,000 people per square mile 100 33%Segment is within an area with population density greater than 2,000 people per square mile 50
Affordable Housing Segment is within 1/8 mi of Affordable Housing 100 33%Segment is within 1/4 mi of Affordable Housing 50
Special
Considerations
Agency Request
Requested by GISD 100 14%
40%
Requested by Parks & Rec 100 14%
Requested as Phase I Priority in 2001 Sidewalk Master Plan 200 14%Requested as Phase II Priority in 2001 Sidewalk Master Plan 100
Requested as Priority 1 in the Downtown Master Plan 200
14%Requested as Priority 2 in the Downtown Master Plan 100
Requested as Priority 3 in the Downtown Master Plan 50
Requested by Public (Greater than 5 requests)200 14%Requested by Public 100
Requested by Others 100 14%
Miscellaneous Segment less than 200' in length with no sidewalk (i.e. a "sidewalk gap")200 14%
Prioritization Process –Project Scoring
Page 8 of 104
B O O T Y S C R OS SINGRD
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Comple ted 2015-2016City of George tow n
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4
1
2
3
5
6
7
8 9
10
Project ID Projec t Description Ramps Approximate Linear Feet13208 Northwest Blvd ADA ramps 32100 River Ridge Dr 2 7503S Rock St 5004Del Webb 755Parkview Estates 13556Katy Crossing 507Austin Ave (Park-HS)5 30588Madella Hilliard 139298th St (Rock-S Austin)34010Mitchell Elem-Churchill Farms 4 4190
Page 9 of 104
!!!!
!!!!!!!!
!!!!!!!!
!!!!!!!!
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In Progress 2016-2017City of George tow n
1
Project S tatus
In-Progress
2017 C IP
City Limits
5
4
3
2
5
6
5
7
8
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Project ID Project Description Year Design Year Constructed Status Cost1IH35 SBFR (29-Leander)2016 2017 In-Progress 600,000$ 2 SH 29 (CDBG)2016 2016 In-Progress 161,000$ 3 Scenic (CDBG)2017 2017 CIP 2017 135,500$ 4 3rd (CDBG)2016 2016 In-Progress 87,120$ 5 8th Street (MLK-Rock)2016 2017 In-Progress 84,000$ 5 Church St (8th-9th)2016 2017 In-Progress 105,000$ 5 8th St (Church-Myrtle)2016 2017 In-Progress 37,000$ 5 11th St (Church-Main)2016 2016 In-Progress In House6Old Town Northeast 2017 2017 2017 CIP 192,000$ 7 S Austin Ave (SH29-Leander Rd)2017 2018 2017 CIP 1,208,000$ 9 10th St (Main-Rock)2016 2017 2017 CIP 94,000$ 10 11th St (Main-Rock)2016 2017 2017 CIP 151,000$
Page 10 of 104
Cit y of George tow n
Futur e Progr amming 2018-2022
!!I
Legend
Dow nt own D is trict
2018-2 020
2019-2 021
2020-2022
Page 11 of 104
CITY OF GEORGETOWN 2014 SIDEWALK MASTER PLAN & PUBLIC FACILITY ACCESS
AUDIT
PROVIDE A SIDEWALK MASTER PLAN FOR USE IN 2015 THROUGH 2024
Implementation Strategies in Plan
Goal
Sidewalk Installation and Maintenance
Implement Priority 1 projects
Formalize public request tracking
system
Complete sidewalk “gaps”
Initiate an annual review process
Adopt O&M standards
Adopt annual funding
recommendations that support O&M
Page 12 of 104
CITY OF GEORGETOWN 2014 SIDEWALK MASTER PLAN & PUBLIC FACILITY ACCESS
AUDIT
Next Steps
Council Feedback on Implementation
Amend the ADA Transition Plan
Continue Project Development
Inform the Public
PROVIDE A SIDEWALK MASTER PLAN FOR USE IN 2015 THROUGH 2024GoalPage 13 of 104
CITY OF GEORGETOWN 2014 SIDEWALK MASTER PLAN & PUBLIC FACILITY ACCESS
AUDIT
Thank You
Nat Waggoner, A.I.C.P., PMP
Transportation Services Analyst
(W) 512.930.8171
nathaniel.waggoner@georgetown.org
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City of Georgetown, Texas
City Council Workshop
June 28, 2016
SUBJECT:
Discussion and possible directio n regarding vehicular traffic at the interse c tion of We st Majestic Oak Lane and Apache
Mountain Lane in the Sun City Subdivision – Jim Briggs, General Manager of Utilities
ITEM SUMMARY:
On September 23, 20 14, Council directed staff to re turn for future c onsideration of this ite m once a Traffic Impac t
Analysis (TIA) studying the Woo dland Park ro adways had been completed. That Study was co mpleted in February 2 01 5.
Highlights of that re port included:
The traffic projections will substantially stay the same in the future, irrespective of the Rocky Hollo w Trail
opening and future po pulation increase within Sun City.
The study acknowledges that Rocky Hollo w Trail is an alternate for traffic but the model makes the assumption
that existing ADT on Majestic Oaks will c ontinue due to the establishment o f habit for c urrent drivers within Sun
City. Rocky Hollow Trail and Pedernales Falls and other access po ints to Ronald Reagan will allo w fo r future
distributio n of vehicular trips but not a pro jecte d decrease in traffic through Woo dland P ark.
The Level of Service at the inte rsectio ns studie d is Leve l of Service A during peak hours, with “A” being the
optimum e valuation level for roadway congestion analysis
On April 14, 201 5, based o n a recommendation fro m representatives from bo th the Woodland Park neighborhood and Sun
City neighborhoo d, a tempo rary c lo sure study was approved by City Co unc il (minutes attached). This strate gy inc luded a
study of existing co nditio ns, closure once Rocky Hollow Creek Drive was o pened to CR 245 in Sun City, and reope ning
after traffic studies were completed. Based upon the opening of Ro c ky Hollow Creek Drive in Sun City, a tempo rary
closure of West Majestic Oaks occurred on September 2 8, 2015, that remained in effect until January 19, 2016. Since
that time traffic counts have been co mpleted o n West Majestic Oaks, Ro cky Hollo w Creek and Apache Moutain. Staff is
presenting the results o f the traffic studies to date to City Co uncil at their June 28 , 20 16 City Council Meeting.
City Council directio n on April 14, 2015, include d re porting back to City Council with the results of the traffic counts.
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
Edward G. Polasek, AICP Transportation Services Dire cto r
ATTACHMENT S:
Description
Wood Park Ac c es s TIA
Ap ril 14, 2015 Minutes
Majestic Oaks Traffic Study by Woodland Park R es id ents
Majestic Oaks Up d ate
MEMO JHB-EGP - W Majes tic Oak Vo lume Analys is
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MEMORANDUM
A recent roadway connection between Sun City and the Woodland Park subdivision has
resulted in concerns of cut-through traffic being voiced by the residents of Woodland Park. The
new connection is from an extension of Majestic Oak Lane (in Woodland Park) to Apache
Mountain Lane (in Sun City). As a component of the traffic impact analysis (TIA) of a proposed
expansion of the Sun City residential development, the City of Georgetown requested that the
issue of cut-through traffic be evaluated. Currently, the TIA evaluates future site traffic as if the
connection were closed. The appearance is that the connection between Sun City and
Woodland Park is being utilized by the residents of Sun City to access FM 2338/Williams Drive.
Cut-Through Traffic Impact
Daily traffic currently utilizing the connection between Sun City and Woodland Park was
collected using ATR tube counts. Traffic entering and exiting the Woodland Park neighborhood
via FM 2338 was quantified using turning movement counts (TMCs) at the two Woodland Park
access points to FM 2338. In addition, TMCs were collected at three intersections within
Woodland Park in order to verify trip distribution inside the neighborhood.
Tube Counts
The volume of cut-through traffic was obtained using pneumatic 24-hour tube counts in
October of 2014. The northbound and southbound cut through traffic counts on Majestic Oak
Lane just south of Apache Mountain Lane are presented in Figure 1 and Figure 2, respectively.
The total amount of daily cut-through traffic in the northbound direction is 650 vehicles, and
the total amount of daily cut-through traffic in the southbound direction is 733 vehicles. This
DATE: February 4, 2015
TO: Bill Dryden, P.E.
City of Georgetown Transportation Engineer
FROM: Arthur F. Gamble, P.E.
Alliance Transportation Group, Inc.
RE: Woodland Park Access Analysis
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February 4, 2015
Re: Woodland Park Access Analysis
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results in a daily total of 1,383 vehicles traveling between the neighborhoods of Sun City and
Woodland Park.
Figure 1: Northbound Traffic on Majestic Oak Lane South of Apache Mountain Lane
Figure 2: Southbound Traffic on Majestic Oak Lane South of Apache Mountain Lane
During the AM peak hour of the tube counts (8:00 AM – 9:00 AM) there are 66 vehicles
traveling northbound through Woodland Park to Sun City and 33 vehicles traveling southbound
from Sun City through Woodland Park. During the PM Peak hour (4:00 PM – 5:00 PM) there are
77 vehicles traveling southbound from Sun City through Woodland Park and 48 vehicles
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February 4, 2015
Re: Woodland Park Access Analysis
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traveling northbound through Woodland Park to Sun City. These peak hour volumes are shown
in Table 1.
Table 1: Peak Hour Cut-Through Traffic Volumes (Vehicles per Hour)
AM Peak PM Peak
Northbound (toward Sun City) 66 48
Southbound (away from Sun City) 33 77
Turning Movement Counts
Turning Movement counts were collected during the AM and PM peak hours at the following
intersections:
FM 2338 and FM 3405/Four T Ranch Road
FM 2338 and Woodland Park
Woodland Park and Majestic Oak Lane (internal to Woodland Park)
Sunset Ridge and Majestic Oaks Lane (internal to Woodland Park)
Four T Ranch Road and Sunset Ridge (internal to Woodland Park)
The resulting LOS and delay during existing conditions, with the connection between Sun City
and Woodland Park open, are presented in Table 2. Although additional cut-through traffic is
observed during mid-day (as seen in Figure 1 and Figure 2), intersections are more likely to
experience delays during the peak hours. For this reason, the peak hours were used to analyze
the highest potential delay throughout the day.
Table 2: Existing (2014) Conditions with the Existing Connection
Intersection MOE
With Existing
Connection
AM Peak PM Peak
Woodland Park and FM 2338
LOS A A
Delay (s) 1.6 1.4
FM 3405/Four T Ranch Road and FM 2338
LOS A A
Delay (s) 6.1 5.3
Woodland Park and Majestic Oak Lane
LOS A A
Delay (s) 5.7 5.2
Sunset Ridge and Majestic Oaks Lane
LOS A A
Delay (s) 0.5 0.3
Four T Ranch Road and Sunset Ridge
LOS A A
Delay (s) 4.2 6.2
Based on the Sun City and Woodland Park connection were to remain open, no more than 52
new site trips in the AM peak hour and 54 new site trips in the PM peak hour are expected to
use the cut-through to access to Williams Drive by 2023. This is based on the Sun City
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February 4, 2015
Re: Woodland Park Access Analysis
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Expansion site plan at full build out and proximity of the proposed neighborhoods to the cut-
through connection. These volumes are relatively low and are not expected to impact any of
the recommendations made in the Sun City Expansion TIA.
ITE Trip Generation
The peak hour volumes obtained from the TMCs at the intersections were compared to the ITE
trip generation rates calculated from an approximate rooftop count of the Woodland Park
development. This comparison was made to help ascertain the proportion of the traffic
volumes at the access points to Woodland Park associated with the residents of Woodland Park
and external traffic (potentially Sun City) utilizing these intersections. These trip generation
rates, along with the current entering and exiting traffic volumes at the intersections of FM
2338 with FM 3405/Four T Ranch Road and Woodland Park, are provided in Table 3.
Table 3: Entering and Exiting Traffic Volumes and ITE Trip Generation Volumes
for Woodland Park
AM Peak PM Peak
Source Enter Exit Enter Exit
ITE Trip Generation 46 139 152 89
Turning Movement Counts 42 156 142 89
As shown in Table 3, current entering and exiting volumes for Woodland Park are relatively
consistent with ITE trip generation volumes. This indicates that traffic entering and exiting
Woodland Park at FM 2338 is consistent with trips generated by Woodland Park.
Cut-Through Connection Use
Typical primary trip patterns for residential land uses are outbound (exiting) in the AM peak
hour and inbound (entering) in the PM peak hour. This logic, along with the directional flow of
the peak hour tube counts shown in Table 1, indicates that a portion of the cut-through traffic
is likely made up of trips originating in the Woodland Park development and using the Sun City
street network to access locations to the north and northeast of Woodland Park via Ronald
Reagan Boulevard.
In order to validate this, the northbound and southbound traffic volumes from the AM peak
hour TMCs and the ATR counts were compared. Residential trips occurring during the AM Peak
hour are typically comprised of trips leaving a residence and traveling to work and/or school
and are more likely to be the first trip of the day for the driver, thereby minimizing the potential
for trips returning to home rather than leaving home. By similar logic, PM peak hour trips are
expected to be more diverse with regards to whether the trip is inbound or outbound.
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Therefore, the AM peak hour traffic was used to evaluate the relationship between the TMCs
and tube counts.
To estimate the maximum possible volume of cut-through trips, a route assignment scenario
was performed for the AM peak hour. Using TMCs at the two Woodland Park access points on
FM 2338, entering traffic volumes were assigned routes through Woodland Park by applying
percentages from the internal TMCs.As a conservative estimate, all northbound traffic entering
the Woodland Park development was assumed to be cut-through traffic. At intersections where
TMC data was not available, all traffic was assumed to take the route most suitable for a cut-
through trip (i.e., no portion of traffic was attributed to return trips generated by Woodland
Park). Therefore, the volume of cut-through traffic was only adjusted when a measured TMC
percentage routed traffic away from a potential cut-through route.
The same process was applied to southbound trips entering Woodland Park at the connection
with Sun City to calculate the maximum number of trips that could be cut-through trips. Table 4
and Table 5 show the existing entry/exit volumes from the TMCs at the two Woodland Park
access points, the maximum possible cut-through traffic calculated using the TMCs internal to
Woodland Park, and the existing cut-through volumes from the tube counts at the cut-through
connection.
Table 4: Northbound Trips during AM Peak
Location Trips
Volume Entering Woodland Park from FM 2338 64
Maximum possible NB Cut-Through Volume 44
Volume Exiting Woodland Park at Connection 66
Minimum NB Traffic Exiting Woodland Park at Connection Generated by Woodland Park 22
Table 5: Southbound Trips During the AM Peak
Location Trips
Volume Entering Woodland Park at Connection 33
Maximum possible SB Cut-Through Volume 33
Volume Exiting Woodland Park at FM 2338 122
Minimum SB Traffic Exiting Woodland Park at FM 2338 Generated by Woodland Park 89
As seen in Table 4, approximately 22 more trips are traveling northbound through the
connection from Woodland Park to Sun City than are entering Woodland Park from FM 2338.
Therefore, it can be inferred that at least a third of the northbound cut-through traffic is due to
residents of Woodland Park cutting through Sun City to travel north or northeast. The volumes
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shown in Table 5 indicate that the 33 southbound trips in the AM peak are most likely
originating in Sun City and using Woodland Park to access FM 2338.
This, in combination with the AM and PM Peak hour flows through the connection facilitating
the cut-through, indicate that residents of both Woodland Park as well as Sun City are currently
utilizing the connection. Furthermore, the expansion of Sun City includes a proposed access
route directly to CR 245. This connection will provide a comparable alternate route for Sun City
Residents if the connection were to be closed; however, Woodland Park residents will not have
access to a comparable route toward the north if the connection is closed.
Conclusions
Traffic currently utilizing the connection between Sun City and Woodland Park has been
quantified and the use of the connection has been evaluated. The Sun City Expansion TIA does
not currently route any future year site traffic through the cut-through connection. Should the
connection remain open, traffic volumes using the connection in the AM and PM peak hours
are relatively low and are not expected to impact any future year improvement
recommendations made in the Sun City expansion TIA. A greater number of vehicles utilize the
connection during mid-day; however, these vehicles are not expected to coincide with higher
demand at the adjacent intersections during the peak period and are therefore unlikely to
cause issues at the intersections during off-peak hours.
Furthermore, the AM and PM peak flows at the connection as well as their comparison to
entering and exiting Woodland Park traffic at the two intersections with FM 2338 indicate that
the cut-through traffic is not comprised solely of Sun City traffic. Based on the collected data, it
appears that a significant portion of traffic utilizing the connection has origins within the
Woodland Park development. Subsequently, residents of Woodland Park may be negatively
impacted by the closure of this connection.
If you have questions or need any additional information related to this matter, please contact
us at (512) 821-2081.
Sincerely,
Alliance Transportation Group, Inc.
Arthur (Trey) Gamble, P.E.
Senior Transportation Engineer
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TMV Movement
Southbound TotalWestbound TotalNorthbound TotalEastbound Total Grand Total
Interval L T R U L T R U L T R U L T R U
9/4/2014 7:00 0 62 2 0 64 4 0 0 0 4 22 34 0 0 56 2 1 46 0 49 173
9/4/2014 7:15 1 72 1 0 74 9 0 1 0 10 18 39 0 0 57 5 1 69 0 75 216
9/4/2014 7:30 0 95 4 0 99 7 2 1 0 10 30 33 1 0 64 1 1 96 0 98 271
9/4/2014 7:45 0 90 5 0 95 8 2 1 0 11 34 50 3 0 87 4 0 113 0 117 310
9/4/2014 8:00 0 79 1 0 80 7 1 0 0 8 40 47 5 0 92 3 0 63 0 66 246
9/4/2014 8:15 0 62 2 0 64 6 2 0 0 8 39 31 1 0 71 2 0 66 0 68 211
9/4/2014 8:30 0 44 3 0 47 3 0 0 0 3 32 51 8 0 91 0 0 44 0 44 185
9/4/2014 8:45 0 52 3 0 55 2 0 0 0 2 25 38 4 0 67 4 0 32 0 36 160
9/4/2014 9:00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
9/4/2014 16:00 1 41 6 0 48 4 1 0 0 5 61 72 6 0 139 2 0 44 0 46 238
9/4/2014 16:15 0 46 5 0 51 2 1 0 0 3 71 83 10 0 164 3 0 41 0 44 262
9/4/2014 16:30 2 43 0 0 45 4 0 1 0 5 58 66 5 0 129 1 0 49 0 50 229
9/4/2014 16:45 0 51 2 0 53 1 0 1 0 2 57 64 7 0 128 2 2 45 0 49 232
9/4/2014 17:00 3 56 5 0 64 5 1 1 0 7 66 54 1 0 121 2 0 53 0 55 247
9/4/2014 17:15 1 64 4 0 69 5 1 1 0 7 73 63 8 0 144 5 1 45 0 51 271
9/4/2014 17:30 0 43 2 0 45 2 0 0 0 2 65 70 5 0 140 2 2 47 0 51 238
9/4/2014 17:45 3 38 2 0 43 3 1 0 0 4 56 76 4 0 136 1 3 35 0 39 222
Grand Total 11 938 47 0 996 72 12 7 0 91 747 871 68 0 1686 39 11 888 0 938 3711
Site Code 3
Road Volumes
Study Name FM 2338 at FM 3405
Start Date Thursday, September 04, 2014 7:00 AM
End Date Thursday, September 04, 2014 6:00 PM
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TMV Movement
Southbound TotalWestbound TotalEastbound Total Grand Total
Interval L R U R U T L U T
10/7/2014 7:00 20 1 0 21 3 0 50 53 1 0 114 115 189
10/7/2014 7:15 20 1 0 21 6 0 63 69 1 0 150 151 241
10/7/2014 7:30 39 2 0 41 3 0 65 68 0 0 210 210 319
10/7/2014 7:45 32 2 0 34 5 0 87 92 1 0 203 204 330
10/7/2014 8:00 20 1 0 21 16 0 79 95 0 0 124 124 240
10/7/2014 8:15 21 2 0 23 10 0 64 74 3 0 126 129 226
10/7/2014 8:30 30 1 0 31 8 0 74 82 2 0 104 106 219
10/7/2014 8:45 22 4 0 26 6 0 68 74 1 0 93 94 194
10/7/2014 16:00 16 3 0 19 38 0 160 198 1 0 92 93 310
10/7/2014 16:15 20 3 0 23 32 0 147 179 1 0 86 87 289
10/7/2014 16:30 15 3 0 18 27 0 142 169 2 0 83 85 272
10/7/2014 16:45 16 4 0 20 28 0 127 155 3 0 108 111 286
10/7/2014 17:00 13 2 0 15 27 0 159 186 6 0 105 111 312
10/7/2014 17:15 14 1 0 15 28 0 144 172 3 0 101 104 291
10/7/2014 17:30 19 2 0 21 15 0 148 163 7 0 94 101 285
10/7/2014 17:45 15 2 0 17 35 0 132 167 4 0 82 86 270
Grand Total 332 34 0 366 287 0 1709 1996 36 0 1875 1911 4273
Site Code 1
Road Volumes
Study Name Woodland Park at FM 2338
Start Date Tuesday, October 07, 2014 7:00 AM
End Date Tuesday, October 07, 2014 6:00 PM
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TMV Movement
Southbound TotalWestbound TotalNorthbound TotalEastbound Total Grand Total
Interval L T R U L T R U L T R U L T R U
1/13/2015 7:00 0 0 8 0 8 0 13 1 0 14 1 0 0 0 1 5 2 0 0 7 30
1/13/2015 7:15 0 0 8 0 8 0 9 0 0 9 0 0 0 0 0 3 5 0 0 8 25
1/13/2015 7:30 0 0 18 0 18 0 12 0 0 12 0 0 0 0 0 1 3 0 0 4 34
1/13/2015 7:45 0 0 16 0 16 0 16 1 0 17 0 0 0 0 0 4 5 0 0 9 42
1/13/2015 8:00 0 0 15 0 15 0 10 0 0 10 0 0 0 0 0 12 4 0 0 16 41
1/13/2015 8:15 0 0 12 0 12 1 5 0 0 6 1 0 0 0 1 6 6 0 0 12 31
1/13/2015 8:30 0 0 22 0 22 0 9 1 0 10 0 0 0 0 0 5 4 1 0 10 42
1/13/2015 8:45 0 0 21 0 21 0 6 2 0 8 0 0 0 0 0 6 2 0 0 8 37
1/13/2015 16:00 0 0 12 0 12 0 2 0 0 2 0 0 0 0 0 18 1 1 0 20 34
1/13/2015 16:15 0 0 10 0 10 0 3 0 0 3 0 1 0 0 1 15 11 1 0 27 41
1/13/2015 16:30 0 0 16 0 16 0 4 1 0 5 0 0 0 0 0 20 8 0 0 28 49
1/13/2015 16:45 1 0 8 0 9 0 7 0 0 7 1 0 0 0 1 21 10 0 0 31 48
1/13/2015 17:00 0 0 8 0 8 0 6 1 0 7 1 0 0 0 1 16 15 0 0 31 47
1/13/2015 17:15 1 0 15 0 16 0 8 0 0 8 0 0 0 0 0 20 7 0 0 27 51
1/13/2015 17:30 0 0 10 0 10 0 5 1 1 7 0 0 0 0 0 12 15 1 0 28 45
1/13/2015 17:45 0 0 14 0 14 0 3 0 0 3 0 0 0 0 0 9 12 0 1 22 39
Grand Total 2 0 213 0 215 1 118 8 1 128 4 1 0 0 5 173 110 4 1 288 636
Site Code 3
Road Volumes
Study Name Woodland Park at Majestic Oak Ln
Start Date Tuesday, January 13, 2015 7:00 AM
End Date Tuesday, January 13, 2015 6:00 PM
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TMV Movement
Southbound TotalNorthbound TotalEastbound Total Grand Total
Interval T R U T U L R U L
1/13/2015 7:00 7 0 0 7 7 0 0 7 0 0 0 0 14
1/13/2015 7:15 8 1 0 9 3 0 0 3 0 0 0 0 12
1/13/2015 7:30 13 0 0 13 1 0 0 1 3 0 0 3 17
1/13/2015 7:45 11 2 0 13 4 0 0 4 0 0 0 0 17
1/13/2015 8:00 11 0 0 11 9 0 0 9 2 0 2 4 24
1/13/2015 8:15 12 0 0 12 6 0 0 6 0 0 0 0 18
1/13/2015 8:30 22 0 0 22 6 0 0 6 1 0 0 1 29
1/13/2015 8:45 20 0 0 20 6 0 1 7 0 1 0 1 28
1/13/2015 16:00 11 0 0 11 20 0 0 20 0 0 0 0 31
1/13/2015 16:15 8 0 0 8 18 0 0 18 1 0 0 1 27
1/13/2015 16:30 12 1 0 13 16 0 0 16 2 0 0 2 31
1/13/2015 16:45 8 0 0 8 21 0 0 21 1 0 0 1 30
1/13/2015 17:00 8 0 0 8 19 0 0 19 0 0 0 0 27
1/13/2015 17:15 14 0 0 14 17 0 0 17 0 0 0 0 31
1/13/2015 17:30 10 0 0 10 8 0 0 8 1 0 0 1 19
1/13/2015 17:45 11 0 0 11 7 0 0 7 1 0 0 1 19
Grand Total 186 4 0 190 168 0 1 169 12 1 2 15 374
Site Code 2
Road Volumes
Study Name Sunset Ridge at Majestic Oak Ln
Start Date Tuesday, January 13, 2015 7:00 AM
End Date Tuesday, January 13, 2015 6:00 PM
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TMV Movement
Westbound TotalNorthbound TotalEastbound Total Grand Total
Interval L T U L U R T U R
1/13/2015 7:00 0 0 0 0 0 0 0 0 0 0 2 2 2
1/13/2015 7:15 1 0 0 1 4 0 0 4 0 0 3 3 8
1/13/2015 7:30 0 0 0 0 0 0 0 0 1 0 3 4 4
1/13/2015 7:45 2 0 0 2 0 0 1 1 0 0 4 4 7
1/13/2015 8:00 0 0 0 0 3 0 2 5 0 0 1 1 6
1/13/2015 8:15 1 0 0 1 2 0 0 2 0 0 4 4 7
1/13/2015 8:30 0 0 0 0 1 0 0 1 0 0 2 2 3
1/13/2015 8:45 1 0 0 1 1 0 0 1 1 0 3 4 6
1/13/2015 16:00 0 0 0 0 3 0 0 3 0 0 4 4 7
1/13/2015 16:15 0 0 0 0 8 0 1 9 0 0 3 3 12
1/13/2015 16:30 1 0 0 1 7 0 2 9 1 0 2 3 13
1/13/2015 16:45 1 0 0 1 6 0 0 6 1 0 4 5 12
1/13/2015 17:00 1 0 0 1 4 0 2 6 0 0 2 2 9
1/13/2015 17:15 0 0 0 0 12 0 1 13 0 0 4 4 17
1/13/2015 17:30 0 0 0 0 4 0 3 7 0 0 1 1 8
1/13/2015 17:45 1 0 0 1 3 0 1 4 0 0 4 4 9
Grand Total 9 0 0 9 58 0 13 71 4 0 46 50 130
Site Code 1
Road Volumes
Study Name Sunset Ridge at Four T Ranch Rd
Start Date Tuesday, January 13, 2015 7:00 AM
End Date Tuesday, January 13, 2015 6:00 PM
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Page 27 of 104
Notice of a Meeting of the
Govei-trim; Body of the
City of Geoi-getwvvn, Texas
Tuesday, April 14,2015
The Georgetown City Council will meet on Tuesday, April 14, 2015 at 6:00 PM 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, at least four (4) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at 113 East 8h
Street for additional information; TTY users route through Relay Texas at 711.
Regular Session
This Regular session may, at any time, be recessed to convene an Executive Session for any purpose authorized by
the Open Meetings Act, Texas Government Code 551.)
I I- 1.- 1, to order at 6-OOpm
Invocation
Pledge of Allegiance
Comments from the Mayor
Welcome and Meeting Procedures
Presentation of Proclamation in honor of National Bookmobile Day
Garey Park
Garey addressed the Council and the audience about his future intentions and plans for Garey Park.
City Council Regional Board Reports
Announcements
Red Poppy Festival April 24 th to April 26th
Election for City Council seat for District 5 will be held May 9, 2015
Road Bond Election
Georgetown Green Energy Promotional Video
Action from Executive Session
Motion by Jonrowe, second by Eason to authorize the Interim City Manager to provide notice to Williamson
County and other emergency service organizations of the city's intention to withdraw from and not renew the city's
participation in the agreement between Williamson County, Texas and the other Williamson County emergency
service organizations, effective October 1, 2015. Approved 7-0
Motion by Jonrowe, second by Hammerlun to approve Mutual Aid Agreements for emergency medical services
on the terms discussed in Executive Session and to authorize a Mutual Aid Agreement for emergency medical on
such terms with Williamson County, American Medical Response of Texas, Inc and Acadian Ambulance Service
of Texas, LLC and to authorize execution of the agreements by the interim City Manager. Approved 7-0
Motion by Jonrowe, second by Eason to increase Jim Briggs' salary as General Manager of Utilities to $180,000,
effective May 4, 2015. Approved 7-0
Statutory Consent Agenda
The Statutory Consent Agenda includes non -controversial and routine items that may be acted upon with one single
vote. An item may be pulled from the Consent Agenda in order that it be discussed and acted upon individually as
part of the Regular Agenda. Z:1
B Consideration and possible action to approve the minutes of the Workshop and Regular Meeting held on
Tuesday, March 24, 2015 -- Jessica Brettle, City Secretary
Page 28 of 104
C Consideration and possible action to appoint members of the Georgetown City Council as alternates for
Mayor Ross on the Capital Area Metropolitan Planning Organization (CAMPO) Transportation Policy Board —
Mayor Dale Ross
D Consideration and possible action to authorize the application to FEMA for the Assistance to Firefighters
Grant Program, Fire Prevention and Safety (FP&S) Grant for the amount of $33,720 with the goal to improve
firefighter health and safety through Fire Prevention activities — John Sullivan, Fire Chief
E Forwarded from the General Government and Finance Advisory Board (GGAF)-
Consideration and possible action to approve the purchase to Zeno Imaging in the amount of $58,205.71 for
Printer Maintenance and Supplies Services --James Davis, IT Operations Manager and Mike eters,
Information Technology Director
Motion by Eason, second by Fought to approve the consent agenda in its entirety. Approved 7-0
Legislative Regular Agenda
F Consideration and possible action to approve the purchase of two Dodge 4500 -Diesel Transitional Response
Vehicles (TRV's) through a Buy -Board contract. Cost not to exceed $320,000 for two ($160,000 each) -- John
Sullivan, Fire Chief
Sullivan described the item and asked that Council approve the purchase of the two TRVs. He said these vehicles
are coming in well under budget.
Motion by Gonzalez, second by Jonrowe to approve the pruchase. Approved 7-0
G Forwarded from the Georgetown Transportation Enhancement Corporation (GTEC),
Consideration and possible action to approve Task Order BGE -15-001 with Brown and Gay Engineers Inc. of
Austin, TX for professional engineering services related to design and preparation of plans, specifications, and
estimates for the widening and reconstruction of Airport Road from Lakeway Drive to Aviation Drive,
inclusive of intersection improvements at Lakeway Drive and 135 southbound frontage road improvements in the
amount of $485,700.00 -- Bill Dryden, P * E., Transportation Engineer, Edward G. Polasek, AICP, Transportation
Services Director and Bridget Chapman, City Attorney
olasek described the item for Council.
Motion by Brainard, second by Hesser to approve the contract, Approved 7-0
i Forwarded from the General Government and Finance Advisory Board (GGAF):
First Reading of an Ordinance formally adopting the Fiscal and Budgetary Policy to be used in preparing th&
2Q1 5/16 annual budget and to guide financial operations -- Micki Rundell, Chief Financial Officer (action
required)
Zavala described the item and read only the caption of the Ordinance on first reading after having satisfied the
requirements of the City Charter.
Motion by Brainard, second by Gonzalez to approve the Ordinance on first reading. Approved 7-0
Speaker, Terry Putnam, spoke about the Ordinance and expressed his opinion on the policy.
I First Reading of an ordinance amending the 2014115 Annual Budget due to increased operational and capital
costs, including the addition of six (6) new positions for the Emergency Response Program; appropriating the
various amounts thereof; and repealing all ordinances or parts of ordinances in conflict therewith -- Micki Rundell,
Chief Financial Officer (action required)
Zavala described the item and reviewed the history of this issue for the Council. She summarized what would be
included in this budget amendment. She said this is related to the implementation of the new Emergency
Response Program. She read only the caption of the Ordinance on first reading after having satisfied the
requirements of the City Charter.
Page 29 of 104
Uonsicieration ana possime airecuon to si regaraing cnartges7-07 4 11 1
Eason, Councilmember District 1 and Jerry Hammerlun, Councilmember District 5, Co -Chairs of the Council
Compensation Committee
Hammerlun reviewed the related discussion that was held during the Workshop session earlier in the day. Me
summarized the recommendation from the Council Compensation Committee.
Motion by Hammerlun, second by Eason to approve a monthly salary of $800 for Council and $1,100 for Mayor.
Approved 7-0
atnsl,teratitei ai%1 *ssiVe,?cti#6 tt temq*r2rily restrict,.---:, icul2r tr2fflc 2.1 tXe L%tersectitAtf West W2jesti-c
Oak Lane and Apache Mountain Lane in the Sun City Subdivision -- Jim Briggs, Interim City Manager, Ed
Polasek, Transportation Services Director and Jordan Maddox, Principal Planner
Briggs summarized the discussion that has been held on this issue over the course of the past year. He spoke
about the meetings that have been held with the community stakeholders. He described the various options
available to address the traffic in the area.
Polasek reviewed the proposed recommendations from staff and the results of the Traffic Impact Analysis (TIA).
He summarized the issues that were discussed with the community. He said, in the end, both sides agreed to a
W--QAA-01-T-aawM
after that time period, they would reopen the road and perform another traffic study for further consideration.
Speakers Keith Cambron, David Baker, Donna Betts, Cheryl Thompson, Kurt Schaller, Don Scott, Liza
Dominguez, Brian Robinson, Madison Mann, Nablha Driscoll, Pamela Friedman, Linda Schaffer, Ben Butler,
1119!f2 2U2M4 2M
please visit the city website at www,georcietown.oro.
Motion by Hesser, second by Fought to accept the recommendation by staff.
Hesser thanked Briggs and his staff for coming to a conclusion on this issue. Fought thanked everyone involved
and said this is a serious issue, He said he wishes this was a situation that had never occurred or had been
resolved a while ago. He spoke about County's involvement and how the County determined they could not do
anything on legal basis. He spoke about safety and the width o the road an w et er a u c mprovement
District had ever been considered. Chapman said the option of a PID is possible in the County. She said they
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without causing delay.
Motion by Fought, second by Gonzalez to amend the motion that the method of barricade has to be such that
emergency vehicles can transit.
Eason said she thinks it is essential to have a barricade that would not delay public safety vehicles. Fought
reviewed the recommendation from staff. Brainard asked and Polasek spoke about the feasibility of that type of
structure. Polasek described how this would work.
Vote on amendment: Approved 7-0
Jonrowe asked and the Sun City Council representatives summarized the feedback they have received on this
issue. Hesser said this is a safety issue and that is what this should be based on. Hammerlun said he drives on a
street that is within the city that is no more unsafe or safer than the Majestic Oaks situation. He said the Council
needs to know how many similar situations exist throughout the city. He said safety is always paramount but the
city needs to look at all the issues. Gonzalez asked about the direction of traffic and the counts leaving and going
in to Sun City. Maddox said there was some amount of traffic going into Sun City from Woodland Park. Polasek
said 33 trips in the morning peak time were leaving Woodland Park and going into Sun City. Brainard asked and
Briggs said the closure would not occur until after the Rocky Hollow Trail connect is made. Eason said the
improvements to the street are not the problem. She said it is the fact that they feed into streets that are built for
less volume. Jonrowe spoke about why she is voting against this motion. There was much discussion from
Council.
Meeting recessed at 8:OOPM
Page 30 of 104
Project Updates
L - Project Updates from the Interim City Manager
Public Wishing to Address Cotincil
On a subject that is posted on this agenda: Please fill out a speaker registration form which can be found on the
table at the entrance to the Council Chamber. Clearly print your name and the letter of the item on which you wish
to speak and present it to the City Secretary on the dais, preferably prior to the start of the meeting. You will be
called forward to speak when the Council considers that item.
On a subject not posted on the agenda: Persons may add an item to a future City Council agenda by contacting the
City Secretary no later than noon on the Wednesday prior to the Tuesday meeting, with the subject matter of the
topic they would like to address and their name. The City Secretary can be reached at 512/930-3651.
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.
N See, 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
EMS Contract Discussion
Sec. 551.072: Deliberation Regarding Real Property
Inner Piece
See. 551.074: Personnel Matters
Interim City Manager, City Attorney, City Secretary and Municipal Judge: Consideration of the appointment, employment,
evaluation, reassignment, duties, discipline, or dismissal
Interim City Manager Compensation
Dale Ross, Mayor
EE
ri
A : 'city Secretary
Page 31 of 104
Page 32 of 104
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Page 35 of 104
Majestic Oaks Update
June 28, 2016
Page 36 of 104
Recent History
•September 23, 2014: City Council requested
Traffic Impact Analysis
•April 14, 2015: TIA presented to City Council
with recommendation of temporary closure
•September 28, 2015: Rocky Hollow Creek Drive
opened and temporary closure started.
•January 19, 2016: Majestic Oak at Apache
Mountain re-opened.
Page 37 of 104
•Insert map of area
Page 38 of 104
Development Standards at time of Platting
•Woodland Park: Williamson County Subdivision
Regulations, jointly administered by City and County
–West Majestic Oaks created as local street to serve less
than 1,000 ADT based on lots in Woodland Park meeting
street, with stub to then “Northern Lands” for connectivity.
–Woodland Park Drive created as Collector road to serve
less than 2,000 ADT based on lots in Woodland Park.
–No Traffic Impact Analysis required for Development
•Sun City: Sun City Development agreement and UDC
–West Majestic Oaks approved as point of connectivity to
existing platted local street stub in 8th Amendment (2012).
Page 39 of 104
UDC Standards if Platting today:
•Woodland Park: Would develop under UDC provisions
administered by the City and reviewed by Williamson County.
–Would develop under Chapter 13: Rural Standards vs. Chapter
12: Urban Standards.
–West Majestic Oaks created as rural residential street to serve
less than 1,000 ADT based on lots in Woodland Park feeding
street, with stub to adjacent property for connectivity.
•Minimum ROW 50 feet, same as exist today, with minimum pavement
width increased to 24 feet from 20 feet.
•Curb and gutter and sidewalks would be not required in a rural residential
street.
–Woodland Park Drive created as Rural Collector road to serve
less than 5,000 ADT based on lots in Woodland Park.
•Minimum ROW 70 feet, less than exist today, with 30 foot pavement
width.
•Curb and gutter and sidewalks would not be required today.
–TIA would be required if total lots generated more than 2,000
ADT.
Page 40 of 104
2015 TIA Results
•Traffic projections will substantially stay the
same in the future.
•Rocky Hollow Creek Trail is an alternate for
traffic but the model makes the assumption
that existing ADT on Majestic Oaks will
continue due to the establishment of habit for
current drivers within Sun City.
•The Level of Service at the intersections
studied is Level of Service A during peak
hours, with “A” being the optimum evaluation
level for roadway congestion analysis.
Page 41 of 104
City Council Direction (April 14, 2015)
•Study traffic on Majestic Oaks prior to
completion of Rocky Hollow Creek Dr. to CR
245.
•Temporary closure of Majestic Oaks at Apache
Mountain in Sun City once Rocky Hollow Creek
opened.
•Re-open Majestic Oaks in 60 -90 days and
perform additional traffic studies.
Page 42 of 104
Majestic Oaks Traffic Volume
Evaluation
•Majestic Oaks Average Vehicles Per Day:
–Before Closure and Rocky Hollow Creek Trail
Opening: 1,467 average VPD
–Post Re-opening: 878 Average VPD
•Rocky Hollow Creek Trail
–2,053
•Closure and Rocky Hollow Creek Results:
–Average VPD on Majestic Oaks now below County
Subdivision Regulations limits for Local Roadway.
Page 43 of 104
Next Steps
•Feedback from City Council
•City Council Action Item on tonight's
Regular Agenda:
–Provide Public the opportunity to address
issue.
–No action required to remain open.
Page 44 of 104
Page 45 of 104
Page 46 of 104
Excerpts from Williamson County Subdivision Regulations, 2013
B2 ‐ Road Alignments
B2.1 Roads shall be laid out so as to align with existing roads in adjoining or nearby
subdivisions. No gaps between the subdivision and the public roadway system may
be left. Arterials shall be placed and designed in accordance with the Capital Area
Metropolitan Planning Organization (CAMPO) plan, the Williamson County Long
Range Transportation Plan, or any other arterial roadway plan that contains the
subdivision. Collectors and arterials shall be placed to facilitate the safe and efficient
movement of traffic and in consultation with the County Engineer.
B2.2 Unless all lots in a subdivision have an area of 5 acres or greater, road segments that
have homes taking direct access onto them shall have a maximum spacing of 1,500
feet between stop conditions or 90° turns.
B2.3 New roadways that do not connect to an existing public road will not be approved.
B2.4 The County may require an internal road system that minimizes driveways and
cross streets to existing County or other public roadways. The County may also
require that lots bordering on an existing arterial road have access to an internal
platted road and the final plat shall contain a restriction requiring driveways to
connect only to an internal platted road.
B3 – Minimum Road Design Requirements
B3.1 The Owner must improve all existing roads within the plat, as well as all boundary
roads to which the proposed subdivision will have direct access, to meet the
requirements of these Regulations. The exclusion from the plat of a road that would
provide access to future plats will not be permitted. Lots intended specifically for
future roads will not be approved.
B3.2 Unless otherwise stated in these Regulations, all roads shall be designed in
accordance with the latest version of the Institute of Transportation Engineers
“Urban Street Geometric Design Handbook”, the latest version of the American
Association of State Highway and Transportation Officials (AASHTO) ʺA Policy on
Geometric Design of Highways and Streetsʺ and the edition of the City of Austinʹs
Transportation Criteria Manual (TCM) in effect as of the date of these regulations.
Should there be a conflict between these publications, the more stringent value shall
overrule. All references to ʺmountainous terrainʺ shall not apply to the County.
Page 47 of 104
B3.3 For purposes of this Appendix, ADT shall be defined as the anticipated average
daily traffic at the time of complete build out of the subdivision, including any
future development that may be served by a given road. For planning purposes, it
shall be assumed that any future residential lots will generate 8 ADT. If an area of
future development consists of two or more acres, it shall be assumed that such
development will produce an ADT of 32 per acre, unless there is a note prohibiting
future subdivision.
B3.4 Arterial roads shall be designed as follows:
B3.4.1 If the arterial is included in the Capitol Area Metropolitan Planning
Organization (CAMPO) plan or the Williamson County Long Range
Transportation Plan, either now or in the future, the right‐of‐way and
pavement cross section shall be as required in the said plans.
B3.4.2 The maximum right‐of‐way width for all other arterial roads shall be 120
feet.
B3.4.3 The pavement cross section in a rural subdivision shall be a minimum of
24 feet of travel way with paved eight foot shoulders.
B3.4.4 The pavement cross section in an urban subdivision shall be a minimum
of two, 24‐foot travel ways with a 20 foot median, and standard concrete
curb and gutter.
B3.4.5 The minimum design speed shall be 45 MPH.
B3.4.6 For clarity, arterial roadway cross sections for both a rural subdivision
and an urban subdivision have been included in Appendix G, Figure G‐
1.
B3.5 Collector roads shall be designed as follows:
B3.5.1 If the collector is included in a roadway or transportation plan, the right‐
of‐way and pavement cross section shall be as required in the plan.
B3.5.2 The minimum right‐of‐way width shall be 60 feet.
B3.5.3 The pavement cross section in a rural subdivision shall be a minimum of
22 feet of travel way with four foot paved shoulders where the ADT is less
than 2000, 22 feet of travel way with six foot paved shoulders where the
ADT is between 2000 and 4000, and 22 feet of travel way with eight foot
paved shoulders where the ADT is greater than 4000.
Page 48 of 104
B3.5.4 The pavement cross section in an urban subdivision shall be a 37 foot
travel way where the ADT is less than 3000 and a 45 foot travel way where
the ADT is greater than 3000 with standard curb and gutter.
B3.5.5 The minimum design speed shall be 35 MPH.
B3.5.6 For clarity, collector roadway cross sections for both a rural subdivision
and an urban subdivision have been included in Appendix G, Figure G‐
2.
B3.6 Local roads shall be designed as follows:
B3.6.1 The minimum right‐of‐way width shall be 60 feet for rural residential
subdivisions and 50 feet for urban residential subdivisions and all
nonresidential subdivisions.
B3.6.2 The pavement cross section in a rural residential subdivision shall be 20
feet of travel way with four foot paved shoulders or a ribbon curb on both
sides.
B3.6.3 The pavement cross section in an urban residential subdivision or a
nonresidential subdivision shall be a 30 foot travel way with standard
curb and gutter.
B3.6.4 The minimum design speed shall be 25 MPH.
B3.6.5 For clarity, local roadway cross sections for both a rural subdivision and
an urban subdivision have been included in Appendix G, Figure G‐3.
Page 49 of 104
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Page 51 of 104
City of Georgetown, Texas
City Council Workshop
June 28, 2016
SUBJECT:
Update and directio n regarding the proposed imple mentatio n plans developed around the City Council's Strategies --
David Morgan, City Manager
ITEM SUMMARY:
In November 2 01 5, City Co uncil developed 14 strate gies to achieve their goals and visio n for the City. Staff has
developed a series of tactics associated with each strategy to be reviewed by Counc il. In March, staff reviewed these
tactics with Council. Since March, staff has deve lo pe d a series of implementation plans to acco mplish each tactic.
Attached is a draft presentation and detail listing of each strategy, tactic, and the corresponding implementation plan.
Based on Council's feedback, Staff will work to e xe c ute implementation plans for eac h strategy and corresponding tac tic .
FINANCIAL IMPACT:
None at this time .
SUBMITTED BY:
Jackson Daly
ATTACHMENT S:
Description
DRAFT Counc il Strategy Wo rksho p Pres entatio n
DRAFT Strategies , Tactics, and Implementation P lan Detail S heet
Marc h 22 Counc il S trategy Works hop Presentation
Page 52 of 104
Draft
Council Strategy Update
June 28, 2016
Page 53 of 104
Draft
Background
•Four Council Visioning Sessions in November
–Role of Council
–Vision
–Goals
–14 strategies
•Update to Council on March 22
–Tactics to achieve each strategy
Page 54 of 104
Draft
Vision
•Georgetown is a safe, healthy, happy, connected, and truly
diverse community where people can live, learn, work, retire,
and play in an environment where we have ready access,
throughout our lives, to arts, culture, essential services, and
the natural environment.
•Our educated and skilled population, fiscally responsible
governance, excellent infrastructure, and the beauty of our
natural and man-made environments, attract new residents
and businesses and enable us to create balanced and diverse
employment centers and economic levels. Our strong sense
of community connects us regardless of our cultural, age,
ethnic, or economic differences.
Page 55 of 104
Goals
Culture
Georgetown is a truly diverse, vibrant, inclusive, and socially dynamic city
where everyone has the opportunity to participate in, and benefit from, our
economic, political, and social activities
Employee
Our outstanding and innovative City Employees work diligently to bring the
Vision of Council to life and deliver exceptional services to our customers while
exemplifying our Core Values
Internal Process
Our policies and procedures are easy to understand , and consistently and
professionally applied. Our internal processes are effective, efficient, fair,
inventive, and transparent, and make us a desired destination for residents and
businesses
Customer
Anyone interacting with the City will have such a positive experience that they
will tell everyone about it
Financial
To maintain a fiscal environment conducive to attaining the goals of the CityPage 56 of 104
Strategies
•Attract, hire, develop and retain the best people, and compensate them for
the value they create
•Create a Customer Service Mindset
•Implement the special event and destination strategy
•Build and maintain an entertainment platform/venues
•Expand and diversify the tax base (increase commercial percentage)
•Accumulate funds to account for unfunded and unanticipated liabilities
•Create a strategy to increase mobility
•Attain and maintain superior public safety and enhance the perception of
safety
•Attract younger workers/young professionals to the Community
•Improve communications and advertising
•Create and maintain outstanding aesthetics, and a welcoming appearance
and spirit
•Create an asset maintenance and revitalization plan
•Create Comprehensive Annexation Strategy
•Monitor, promote, and communicate a long -term water and utilities plan and
strategy Page 57 of 104
Draft
Process
•14 teams developed “tactics” to achieve each strategy
–Cross functional groups
–5-7 team members
•Tactics presented in priority order by strategy
–Reviewed with Council on March 22
–“Sub -tactics” identified in packet
•Teams Developed implementation plans
–Identified high -priority tactics (to accomplish or initiate within 12-months
–Identified tactics to be completed in 1-2 years and beyond 2 years
–Details and owner associated with implementation plans in packet
Page 58 of 104
Draft
Categories
•Already accomplished (6)
•Budget impact (15)
•Key Measurements (18)
•Timing Goal
–Accomplish or initiate 43 (78%) of tactics within 12 months
–12 tactics are on-hold
Page 59 of 104
Draft
Completed
•Develop and deploy new, simplified online special event
application (1.3.3)
•Establish special events team to discuss venues, events,
and event requests (1.3.4 &1.4.3)
•Council adopted budget policy, including liabilities (1.6.1)
•Economic uncertainty reserve policy submitted and
phase-in strategy established (1.6.4)
•Establish communications team (2.1.2)
Page 60 of 104
Draft
Proposed Budget Impact
•Establish and consistently administer a competitive
compensation program based on performance results
(1.1.1)
•Build and Program City-owned Venues (1.4.1)
•Conduct studies to develop meaningful data to drive the
City’s E.D. program (1.5.2)
•Develop a process to understand the fiscal impact and
trade-off of land use decisions (1.5.4)
•Update the City‘s Comprehensive Plan and Capital
Improvement Plans to align resources and preserve
opportunities for retail and employment growth (1.5.5)
Page 61 of 104
Draft
Proposed Budget Impact
•Develop comprehensive facilities master plan and
funding strategy for key facility replacements (1.6.5 &
2.3.4)
•Complete review and propose amendments for the
Unified Development Code (UDC Chapter 12 Pedestrian
and Vehicle Circulation) related to development
standards to ensure they are designed to improve
mobility efforts within and between new developments
(1.7.1)
•Continue to adequately fund transportation infrastructure
(1.7.5)
Page 62 of 104
Draft
Proposed Budget Impact
•Continue to address maintenance of existing
infrastructure (1.7.6)
•Gain clarity on the City organization’s branding strategy
(2.1.1)
•Assess department resources and make needed
adjustments to ensure capacity to generate and sustain
communications and marketing content across multiple
platforms. (2.1.3)
Page 63 of 104
Draft
Proposed Budget Impact
•Identify, Review, and Enhance Development Standards
Related to Beautification (2.2.1)
•Continue and Increase Stewardship of all Public Rights-
of -way (Including TX DOT) (2.2.3)
•Create a Broad-Based Annexation Plan with Alignment
to the 2030 Plan (2.4.1)
Page 64 of 104
Draft
Proposed Key Measures
•All tactics will continue to be tracked
•Teams identified, developed, or are developing key
measures for tactics
•Target measures are highlighted in packet
•Spreadsheet will be regularly updated
Page 65 of 104
Draft
Next Steps
•Feedback from Council
•Integrate in to budget presentation
•Regular updates to City Manager’s
Office/Council
•Develop progress report(s)
Page 66 of 104
Strategy Tactic
Priority
Deliverable Lead Target Date
Target
Measurement
1.1 Attract, hire, develop and retain the best people, and compensate them for the value they create Tadd Phillips
1
Establish and consistently administer
a competitive compensation program
based on performance results
$
Includes: 1) Update Fiscal & Budgetary
Policy to memorialize competitive
compensation program; 2) Administer
Pay for Performance (Merit) Program; 3)
Develop updated Compensation Annual
Market Review Program
Laura Maloy 1) completed; 2) Dec
2016; 3) Jan 2017
90% of Evaluations
Completed by
deadline
2
Guide and Define Workplace Culture
Covers: 1) Re-establish Organizational
Values; 2) Tie Organizational Values to
Employment Process; 3) Workforce
Survey; 4) Management actions from
Survey
Tadd Phillips
1) Completed; 2)
Aug 2016; 3) June
2016; 4) Aug 2016
3
Implement the newly created
employee training and development
program
Covers: 1) Develop and train City staff
through live, online, and computer
based training programs including focus
areas for new employees, new
supervisors, director development,
emerging leaders, city-wide skill
development, and compliance training;
2) Create and Implement Citywide
Tuition Reimbursement Program as a
tool to recruit, develop, and retain top
talent.
Elliott Harper
1) Enablement by
July 2016; 2) TBD
with budget
approval
dependency
# of hours of
training by
employee annually
and completion of
compliance training
by 99% of
employees
(excluding those on
FMLA or Military
Leave)
4
Consistently communicate the
current compensation and benefits
plan to employees
Includes: 1) Provide additional
information to employees about
benefits and their value on the GO, HR
website, TV screens and other avenues
to continue promoting our retirement
benefits, Compass, TMRS, etc.; 2)
Promote the value of TMRS benefit; 3)
Provide a Total Pay Check Statement to
employees reflecting the total value of
their benefits with their pay check. This
will show the additional cost of benefits
as an add-on to total pay; 4) Assure
communication extends to future and
prospective employees
Laura Maloy
1) Oct 2016; 2) Dec
2016; 3) April 2017;
4) Oct 2017
1.2 Create a Customer Service Mindset Leticia Zavala
1
Develop and Implement a Customer
Satisfaction Program
Includes: 1) Create a Customer Mindset
Citywide Steering Committee; 2) Create
a simplified Customer Service Mission
Statement; 3) Develop elements of a
Citywide Customer Satisfaction Process
(for both internal & external depts.) (#3
subsets - a) Establish Resolution times;
b) a feedback process; c) a recognition
program all to specific individual
departments).
David Morgan to
assign committee
members to
include 7
members: 1
Police, 1 Fire, 2
Laurie's area, 2
Wayne's area and
1 GUS
July 2016
Customer
Resolution Time, per
dept. level customer
satisfaction process
2
Create More Opportunities for Local
Businesses to Do Business with the
City
Deliverables include: 1) Coordinate a
vendor forum with Georgetown
Chamber and local businesses; 2) Take
several actions to increase city
expenditures with local businesses: a)
dept. level education by purchasing
team; b) insure dept. purchase's process
includes consideration of local vendors;
c) primary target, purchases < $3,000
but include purchases up to $50,000.) 3)
Long-term, consider a purchasing
system to complement the current
accounting system to help manage
procurement
Trina Bickford 1) Sept 2016; 2) Jan
2017; 3) TBD >2 yrs.
Key Measurement:
Tracking actual local
monthly
expenditures with
increasing targets
each year
3 Provide Educational & Outreach
Programs on City Department
Functions & Activities
4 Evaluate Creation of City-wide
Customer Service Center
1.3 Implement the special event and destination strategy Cari Miller
1
Create a Comprehensive Special
Events Strategy
Covers: 1) At the end of each month,
send David Morgan a list the upcoming
months events to include in the Council
update (this will inform the Council of
the events currently happening and
determine if and when additional events
should be added); 2) Define and
document what it means to be a City-
sponsored event; 3) Document a
comprehensive event strategy to
improve and market City-wide events.
Cari Miller
1) July 2016; 2)
August 2016; 3)
March 2017
Key Measurement:
Project Plan - G/Y/R
Page 67 of 104
2
Maintain and Promote Calendar of
Special Events
Upcoming events calendar is currently
available (visitgeorgetown.com).
Owners of events will send all updates
to marketing coordinator to be included
in the calendar. Calendar of events to
be included as an agenda item in
communications team meeting. All
event coordinators will be encouraged
to promote the calendar on social
media.
Marcy Renneberg July 2017
3
Simplify Special Event Application Develop and deploy new, simplified on-
line application and add to city web-site.Adrienne Seal May 2016
4
Cross-functional promotion and
communication of city events
Establish a cross-functional team (reps
established) to meet regularly (initially
monthly) to communicate venue project
status, current planned events and
recently submitted requests.
Additionally, this team will have
representatives on the city's
communications team to insure
consistency in communications and help
with cross-promotion.
Adrienne Seal May 2016
5 Activate area beyond direct square
6 Explore Feasibility of a Special Event
Coordinator
1.4 Build and maintain an entertainment platform/venues Kimberly Garrett
1
Build and Program City-owned
Venues $
Detailed Project plans exist with each
major effort (i.e. Gary, San Gabriel, etc.).
Establish a dashboard to track and
communicate status/completion of key
milestones within each project.
Kimberly Garrett Monthly Update
Key Measurement:
Project Plan - G/Y/R
2
Citywide Space Inventory and Needs
Assessment
Document and make available a city
wide inventory of existing platforms and
venues. Review current inventory with
special event's team to determine short
falls in needs. Establish a project plan to
satisfy any identified short falls.
Mari Woodard Bi Annually
Same as 1.3.4
3
Cross-Functional Team to Review and
Promote City Events
Establish a cross-functional team to
meet regularly to communicate venue
project status, current planned events
and recently submitted requests.
Additionally, this team will have
representatives on the city's
communications team to insure
consistency in communications and help
with promotion. Team to insure
effective, timely communications to P.D.
and F.D. for support as required.
Adrienne Seal May-16
4 Activate space
1.5 Expand and diversify the tax base (increase commercial percentage)Wayne Reed
1
Create and maintain a positive
relationship with the business
community through a Business
Retention Program
To includes: 1) develop criteria for
retention program; 2) survey local
businesses via email; 3) visit local
businesses; 4) create a database of local
businesses for tracking and
documenting responses, including
follow-up (actions) with each company;
5) presentation to City Council on BRP
Conchita Gusman
1) July 2016; 2) min.
2 per month; 3) min.
4 per month; 4) July
2016; 5) Dec. 2016
Key Measurement:
Project Plan - G/Y/R
2
Conduct studies to develop
meaningful data to drive the City’s
E.D. program
$
Covers: 1) Complete Retail Strategy and
Recruitment Plan; 2) Presentation to
City Council (including findings and
recommendations); 3) Complete
baseline data of current businesses and
tax base
Andreina Dávila-
Quintero and E.D.
1) Aug 2016; 2) Sept
2016; 3) 24 months
3 Develop a Comprehensive Economic
Development Strategic Plan $
4
Develop a process to understand the
fiscal impact and trade-off of land
use decisions
$
Includes: 1) Budget Request; 2) City
Council Budget approval; 3) Select
consultant through RFP process; 4)
Implement use of model; 5) Determine
major land use change/land
development requests (i.e. financing
special districts) to be reviewed using
the model
Wayne Reed and
Laurie Brewer
1) May 2016; 2) Oct
2016; 3) 4Q 2016; 4)
June 2017; 5) on-
going
Page 68 of 104
5
Update the City‘s Comprehensive
Plan and Capital Improvement Plans
to align resources and preserve
opportunities for retail and
employment growth
$
Covers: 1) Submit Budget Request to
update the Comprehensive Plan; 2)
Formalize internal Long Range Planning
Team; 3) City Council Budget approval;
4) Procure the services of a consultant
through the RFQ/RFP Process to update
the Comprehensive Plan; 5) Provide
updates throughout the process and as
identified in the Project Schedule; 6)
Create marketing material to promote
the City's best sites for retail and
employment
Sofia Nelson
1) May 2016; 2) Sept
2016; 3) Oct 2016; 4)
Jan 2017; 5)
Monthly; 6) Dec
2016
Key Measurement:
Project Plan - G/Y/R
1.6 Accumulate funds to account for unfunded and unanticipated liabilities Leigh Wallace
1 Ensure Financial and Budgetary
Policy Addresses Liabilities
Budget policy, including liabilities,
submitted Leigh Wallace
Adopted by council
April 2016 -
completed
2 Update quarterly financial report to
include a list of City-Wide liabilities,
and an update on the balance in the
Council Special Revenue Fund
Liability list collected and will be
presented quarterly in report - current
list 3 pages in length
Leigh Wallace 2Q 2016 Report
3
Incorporate O&M costs in planning of
capital projects
5-year Capitol Improvement Plan will
include O&M costs based on planned
projects
Paul Diaz
Ongoing as part of
FY 2017 budget
development.
Budget Adopted
September 13, 2016.
4
Implement a Policy and Phase-In
Approach for an Economic
Uncertainty Reserve to Address Short-
term Revenue Declines
Economic Uncertainty Reserve Policy
submitted Leigh Wallace
Completed. Policy
adopted April 26,
2016. Budget
amendment
establishing $500K
in reserve approved
April 26, 2016.
5 Develop comprehensive facilities
master plan and funding strategy for
key facility replacements
$Funding for plan requested in FY 2017
budget.Eric Johnson Budget adoption
Sept 13, 2016.
1.7 Create a strategy to increase mobility Ed Polasek
1 Complete review and propose
amendments for the Unified
Development Code (UDC Chapter 12
Pedestrian and Vehicle Circulation)
related to development standards to
ensure they are designed to improve
mobility efforts within and between
new developments
$Nat Waggoner Jul-17
2
Continue to develop and implement
existing transportation plans
Detailed Project plans exist with each
major effort (Gant Charts). Establish a
dashboard to track and communicate
status/completion of key milestones
within each project.
Ed Polasek Monthly Update
Key Measurement:
Project Plan - G/Y/R
3
Develop and implement new and
updated plans $
Includes: 1) Transportation plan
presentation to council; 2) Airport Plan;
3) Bike Plan. Assuming approval,
measure via dashboard mentioned
above.
1) Nat Waggoner;
2) Russ Volk;
3) Nat Waggoner
1) June 2016;
2) YE 2017;
3) Sept 2016
Key Measurement:
Project Plan - G/Y/R
4 Conduct a feasibility study of a
control center for traffic operations
and signal coordination
Bill Dryden 2-3 years
5 Continue to adequately fund
transportation infrastructure $ Annual CIP Budgeting process Ed Polasek Sep-16
6
Continue to address maintenance of
existing infrastructure $
Covers: 1) Implementation of thru
street maintenance; 2) annual
alternative methods based on Payment
Condition Index (PCI); 3) Five year plan
update based on annual inventory street
assessment
Mark Miller
1) on-going;
2) annually;
3) annually
1.8 Attain and maintain superior public safety and enhance the perception of safety John Sullivan
1
Fire Department attain Center for
Public Safety Excellence (CPSE)
accreditation AND Police
Department attain Texas Police
Chiefs Association (TPCA) recognition
1) FD - Center for Public Safety
Excellence; 2) PD - Texas Police Chiefs
Association Best Practice Recognition
Program; 3) PD - Evaluate CALEA
Accreditation Program
1) Clay Shell; 2) Lt.
Amy Janik
1) Self Audit
3Q2017, full
accreditation 2019;
2) TPCA
Accreditation/Jan
2017; 3) Evaluate
CALEA Program
1Q2018
2
Achieve and consistently be one of
the top-tier public safety agencies to
work for within central Texas.
Covers Fire Department including: 1)
Professional Development; 2) resource
turn-over years 0-5
1) - Carl
Boatwright Fiscal year 2017
1) FD - Develop Fire
and EMS minimum
company standards
for COG and region;
2) FD - attrition rate
of < 3% / year
Page 69 of 104
new tactic added
3
Establish an annual Crime in
Georgetown Report.
1. PD - Establish a local version of the
Crime in America, Crime in Texas report
annually. 2) Establish summary reports
useful for various stakeholders (i.e.
GISD, business community, and
neighborhoods)
1) Wayne Nero;
Brenda Craytor;
Amanda Chron
1)Report and
summaries
complete 2Q2017
1.9 Attract younger workers/young professionals to the Community Jack Daly
1
Tailor branding and communications
towards young professionals
Includes: 1) Citizen Survey results; 2)
specific branding survey for young
professionals; 3) Develop a distribution
list of young professionals for targeted
communications and events; 4)
establish representation of young
professional on the city's
communications team
Jack Daly
1) July 2016; 2)
3Q2017; 3) 3Q2016;
4) 2Q2016
Key Measurement:
Project Plan - G/Y/R
2
Improve Social Environment for
Young Professionals (25-44)
Covers social networking opportunities:
1) meeting with Karen Sheldon on
potential for "Young Chamber"
organization in Georgetown
(benchmarking Austin's current
organization); 2) Citizen Survey results;
3) leverage retail study regarding young
professional benefits; 4) hold first event
in Georgetown
Jack Daly
1) 3Q2016; 2) July
2016;3) Aug 2016; 4)
Aug 2016
2.1 Improve communications and advertising Keith Hutchinson
1
Gain clarity on the City organization’s
branding strategy $
Branding development and design
guidelines for City publications
submitted as a budget request. The City
would hire a firm to assist in
development of a tagline and
publication design standards. Not
proposing new logos.
Keith Hutchinson
Funding Sept 2016,
Business award Dec,
Completion April
2
Work to create consistency in
messages and themes for
communications and marketing
across the City.
Re-started Communications Team. The
team meets monthly to coordinate
stories and messages in the Reporter,
on websites, in videos, and other
platforms. The team is a venue for
coordination, skills training, sharing best
practices, and collaboration.
Keith Hutchinson Re-started March
Communications
Measurement -
Engagement
(Facebook metric on
rating for City's
posts)
3
Assess department resources and
make needed adjustments to ensure
capacity to generate and sustain
communications and marketing
content across multiple platforms.
$
Information Specialist position for Public
Communications has been requested in
the budget. The position would add
capacity for writing stories, taking
photos, and posting them on multiple
communication platforms. GUS is in the
process of hiring marketing positions to
expand marketing and advertising to
utility customers.
Multiple
departments
Funding Sept 2016,
if approved, on-
board in November
4 Assess and enhance existing City-
wide logo, design, graphics, and
presentation guidelines.
See implementation on tactic 1. Keith Hutchinson
2.2 Create and maintain outstanding aesthetics, and a welcoming appearance and spirit Sofia Nelson
1
Identify, Review, and Enhance
Development Standards Related to
Beautification
$
Includes: 1) Council approval of code
amendments; 2) Council approval of
gateway proposal; 3) Final approval of
funds to support proposals; 4)
Document scope of work for long-range
plan; 5) Develop standards
Sofia Nelson
1) completed; 2) July
2016; 3) Aug 2016;
4) 4Q2016; 5) 4Q
2017
Key Measurement:
Project Plan - G/Y/R
2 Clarify and Understand Costs
Associated with Beautification and
Secure Funding (including
appropriations, grants, volunteers,
etc.)
$
Page 70 of 104
3
Continue and Increase Stewardship
of all Public Rights-of-way (Including
TX DOT)
$
Includes: 1) Budget request of $25,000
for increased mowing along gateway
roadways; 2) Work with Legal
Department to update TXDOT 1968
Mowing Agreement; 3) Review
Infrastructure Design Enhancements
and Landscaping Agreement internally
with City Management Team; 4)
Transportation Department to Provide
City Council an overview of current
mowing agreement with TX Dot,
educate on which major corridors are
maintained by City/by TXDOT, and on
mowing that takes place by City of
Georgetown crews throughout year.
Review updated Mowing Agreement,
landscaping agreement, and I-35
infrastructure design enhancements
with City Council; 5) Should City Council
grant the $25,000 budget request the
Transportation Department will identify
how much additional mowing can take
place given the additional funds; 6)
Should the additional funds be granted
the Transportation Department will
report back to Council during workshop
and provide a presentation on the use of
the $25,000
Ed Polasek
1) May 2016; 2) June
2016; 3) July 2016;
4) Sept 2016; 5) Feb
2017; 6) March 2017
Key Measurement:
Project Plan - G/Y/R
4 Enhance Community Branding at Key
Points Within the City $
2.3 Create an asset maintenance and revitalization plan Eric Nuner
1
Develop a uniform asset
management and work order process
$ -Team changed this
tactic from all red to
green, with only 1
element being red
Includes: 1) Document and agree to an
Asset Management Process (evolving all
appropriate city departments); 2)
Document, consistently, a department
level inventory based on process; 3) City
wide Asset Management System to
manage the above process (acquisition
and implementation)
Glenn Dishong 1) Aug. 2016; 2) May
2017; 3) >2 years
Key Measurement:
Inventory by
appropriate dept. -
G/Y/R
2 Develop baseline annual costs to
operate and maintain (annual
budget)
Establish educated estimates (thumb
rules) as a baseline of current city asset
value (across all appropriate city
departments)
Paul Diaz April 2017
3 Define impact of operation and
maintenance (O&M) when Capital
additions and replacements are
approved/added
4
Clarify Capital
Retirement/Replacement Strategy $
See 2.3.1 as the
retirement/replacement strategy will be
a department level output based on the
process in the first tactic listed under
this strategy.
Glenn Dishong
2.4 Create Comprehensive Annexation Strategy Jordan Maddox
1
Create a Broad-Based Annexation
Plan with Alignment to the 2030 Plan $
Includes: 1) Establish an Annexation/ETJ
review team comprised of all major city
departments; 2) Annexation/ ETJ review
team establish a recommendation on
priorities for rolling annexation
candidate list; 3) Hold workshop with
City Council to discuss establishing
priorities for preparing the annexation
strategy and recap of previous policies;
4) Scope annexation strategy and
communication efforts; 5) Create the
rolling annexation candidate list and
develop and utilize fiscal impact model
and align updated annexation plan and
costs with comprehensive plan.
Sofia Nelson
1) August 2016 ; 2)
October 2016 ; 3)
November 2016 ; 4)
1Q 2017; 5) 2Q 2017
Key Measurement:
Project Plan - G/Y/R
2
Effectively Communicate Planning
Efforts and Outcomes $
Develop a SOP on all annexations being
discussed and upon each decision to
include communications to council,
residence, developers, budget
requirements, etc.
Jordan Maddox March 2017
2.5 Monitor, promote, and communicate a long-term water and utilities plan and strategy Mike Babin
1
Implement and Monitor the
Integrated Resource Plan
Document an executive summary off
existing plan (concise, simple yet
understandable and education to
council, Georgetown residents, etc.)
Mike Babin Dec 2016
2
Develop and Execute a
communication and marketing
strategy for customers relating to the
resource plan
Mike to work with Leticia and Keith to
develop a communication plan that
proactively updates utility users as to
the city's plan and current
status/performance to that plan (to
include data, frequency of
communications, media to be used, etc.)
Mike Babin March 2017
Key Measurement:
Project Plan - G/Y/R
QTY Cum QTY Completed Completed
Within 12 months 78%43 43 6 14%
Page 71 of 104
Within 12-24 months 6 49
Within 24-36 months 6 55
Leadership ownership by strategy # of strategies
Laurie Brewer 4
Jim Briggs 3
Wayne Reed 3
David Morgan 4
Page 72 of 104
Council Strategy Update
March 22, 2016
Page 73 of 104
Background
•Four Council Visioning Sessions in November
–Role of Council
–Vision
–Goals
•Culture
•Employee
•Internal Process
•Customer
•Financial
–14 strategies
•9 tier-1 strategies
•5 tier-2 strategies
Page 74 of 104
Vision
•Georgetown is a safe, healthy, happy, connected, and truly diverse
community where people can live, learn, work, retire, and play in an
environment where we have ready access, throughout our lives, to
arts, culture, essential services, and the natural environment.
•Our educated and skilled population, fiscally responsible
governance, excellent infrastructure, and the beauty of our natural
and man-made environments, attract new residents and businesses
and enable us to create balanced and diverse employment centers
and economic levels . Our strong sense of community connects us
regardless of our cultural, age, ethnic, or economic differences.
Page 75 of 104
Goals
Culture
Georgetown is a truly diverse, vibrant, inclusive, and socially dynamic city
where everyone has the opportunity to participate in, and benefit from, our
economic, political, and social activities
Employee
Our outstanding and innovative City Employees work diligently to bring the
Vision of Council to life and deliver exceptional services to our customers while
exemplifying our Core Values
Internal Process
Our policies and procedures are easy to understand , and consistently and
professionally applied. Our internal processes are effective, efficient, fair,
inventive, and transparent, and make us a desired destination for residents and
businesses
Customer
Anyone interacting with the City will have such a positive experience that they
will tell everyone about it
Financial
To maintain a fiscal environment conducive to attaining the goals of the CityPage 76 of 104
Process
•14 teams developed “tactics” to achieve each
strategy
–Cross functional groups
–5-7 team members
•Tactics presented in priority order by strategy
–“Sub-tactics” identified in packet
Page 77 of 104
Themes
•Communications and Branding
–Identity
–Education and Outreach
–Cross-functional promotion and coordination teams
–Consistency
–Special event promotion
•Cost Analysis
–Understand baseline O&M (e.g. Transportation)
–Understand impact of decisions (e.g. land use, large capital
investments)
–Key capital asset replacement strategies
•Employees
–Training
–Professional Development
–Recruitment
Page 78 of 104
Strategy 1.1: Attract, Hire, Develop and Retain
the Best People, and Compensate Them for
the Value they Create
•Establish and Consistently Administer a Competitive
Compensation Program Based on Performance Results
•Guide and Define Workplace Culture
•Implement the Newly Created Employee Training and
Development Program
•Consistently Communicate the Current Compensation
and Benefits Plan To Employees
Page 79 of 104
Strategy 1.2: Create a Customer Service
Mindset
•Develop and Implement a Customer Satisfaction
Program
•Create More Opportunities for Local Businesses to Do
Business with the City
•Provide Educational & Outreach Programs on City
Department Functions & Activities
•Evaluate Creation of City-wide Customer Service Center
Page 80 of 104
Strategy 1.3: Implement the Special Event
and Destination Strategy
•Create a Comprehensive Special Events Strategy
•Maintain and Promote Calendar of Special Events
•Simplify Special Event Application
•Cross-functional Promotion and Communication of City
Events
•Activate Area Beyond Direct Square
•Explore Feasibility of a Special Event Coordinator
Page 81 of 104
Strategy 1.4: Build and Maintain
Entertainment Platforms/Venues
•Build and Program City-owned Venues
–Garey Park
–San Gabriel Park
–Downtown West
•Citywide Space Inventory and Needs Assessment
•Cross-Functional Team to Review and Promote City
Events
•Activate Spaces
–Natural gathering spaces
–Green space in dense areas
–Sunday activities
Page 82 of 104
Strategy 1.5: Expand and Diversify the Tax
Base (Increase Commercial Percentage)
•Create and Maintain a Positive Relationship with the Business
Community Through a Business Retention Program
•Conduct Studies to Develop Meaningful Data to Drive the
City’s E.D. Program
•Develop a Comprehensive Economic Development Strategic
Plan
•Develop a Process to Understand the Fiscal Impact and
Trade-offs of Land Use Decisions
•Update the City‘s Comprehensive Plan and Capital
Improvement Plans to Align Resources and Preserve
Opportunities for Retail and Employment Growth
Page 83 of 104
Strategy 1.6: Accumulate Funds to Account
for Unfunded and Unanticipated Liabilities
•Ensure Financial and Budgetary Policy Addresses Liabilities
•Update Quarterly Financial Report to Include a List of City -Wide
Liabilities , and an Update on the Balance in the Council
Discretionary Fund
•Incorporate O&M Costs in Planning of Capital Projects
•Implement a Policy and Phase-In Approach for an Economic
Uncertainty Fund to Address Short-term Revenue Declines
•Develop a Comprehensive Facilities Master Plan and Funding
Strategy for Key Facility Replacements
Page 84 of 104
Strategy 1.7: Create a Strategy to Increase
Mobility
•Complete Review and Propose Amendments for the Unified
Development Code (UDC Chapter 12: Pedestrian and Vehicle
Circulation) Related to Development Standards to Ensure They are
Designed to Improve Mobility Efforts Within and Between New
Developments
•Continue to Develop and Implement Existing Transportation Plans
Develop and Implement New and Updated Plans
•Conduct a Feasibility Study of a Control Center for Traffic
Operations and Signal Coordination
•Continue to Adequately Fund Existing Transportation Infrastructure
•Continue to Address Maintenance of Existing Infrastructure
Page 85 of 104
Strategy 1.8: Attain and Maintain Superior
Public Safety and Enhance the Perception
of Safety
•Fire Department Attain Center for Public Safety
Excellence (CPSE) Accreditation AND Police
Department Attain Texas Police Chiefs
Association (TPCA) Recognition
•Achieve and Consistently be One of the Top-tier
Public Safety Agencies to Work for within
Central Texas.
Page 86 of 104
Strategy 1.9: Attract Younger Workers/Young
Professionals to the Community
•Tailor Branding and Communications Towards Young
Professionals
•Improve Social Environment for Young Professionals
(25-44)
Page 87 of 104
Strategy 2.1: Improve Communications and
Advertising
•Gain clarity on the City organization’s branding strategy
•Work to Create Consistency in Messages and Themes
for Communications and Marketing Across the City.
•Assess Department Resources and Make Needed
Adjustments to Ensure Capacity to Generate and
Sustain Communications and Marketing Content Across
Multiple Platforms.
•Assess and Enhance Existing City-wide Logo, Design,
Graphics, and Presentation Guidelines.
Page 88 of 104
Strategy 2.2: Create and Maintain
Outstanding Aesthetics, and a Welcoming
Appearance and Spirit
•Identify, Review, and Enhance Development
Standards Related to Beautification
•Clarify and Understand Costs Associated with
Beautification and Secure Funding (including
appropriations, grants, volunteers, etc .)
•Continue and Increase Stewardship of all Public
Rights-of-way (Including TxDOT)
•Enhance Community Branding at Key Points
Within the City
Page 89 of 104
Strategy 2.3: Create an Asset Maintenance
and Revitalization Plan
•Develop a Uniform Asset Management and
Work Order Process
•Develop Baseline Annual Costs to Operate and
Maintain (Annual Budget)
•Define Impact of Operation and Maintenance
(O&M) when Capital Additions and
Replacements are Approved/Added
•Clarify Capital Retirement/Replacement Strategy
Page 90 of 104
Strategy 2.4: Create a Comprehensive
Annexation Strategy
[Formerly Donut Hole Strategy]
•Create a Broad-Based Annexation Plan
with Alignment to the 2030 Plan
•Effectively Communicate Planning Efforts
and Outcomes
Page 91 of 104
Strategy 2.5: Monitor, Promote, and
Communicate a Long-term Water and
Utilities Plan and Strategy
•Implement and Monitor the Integrated Resource
Plan (Long -term Water and Energy Plans)
•Develop and Execute a Communication and
Marketing Strategy for Customers Relating to
the Resource Plan
Page 92 of 104
Next Steps
•Feedback on tactics
•Clarify priorities with Council
•Return with multi-year implementation plan
•Develop progress reports
•Integrate in work plans and budget
Page 93 of 104
City of Georgetown, Texas
City Council Workshop
June 28, 2016
SUBJECT:
Ethics Training Workshop -- Charlie McNabb, City Atto rney
ITEM SUMMARY:
T his Workshop item is devoted to the study of the ethics statutes as required by the City Charter, Section 9.16.
Included in this presentation are the following:
1. State Laws
2. City of Geo rgeto wn Ethics Rules
3. City Co unc il Governance Policy
ATTACHMENT:
Ethics Training Presentation
FINANCIAL IMPACT:
None.
SUBMITTED BY:
Rachel Saucier, Exe c utive Assistant
ATTACHMENT S:
Description
2016 Counc il Ethic s Training
Page 94 of 104
THE CITY OF
GEORGETOWN
CITY COUNCIL
ETHICS PRESENTATION
Presented by:
Charlie McNabb
City Attorney
June 2016Page 95 of 104
TOPICS FOR DISCUSSION
Relevant State Statutes
City of Georgetown Ethics Ordinance
City Council Governance Policy
Page 96 of 104
STATE STATUTES
Texas Penal Code
Chapter 36: Bribery and Corrupt Influence
Chapter 39: Abuse of Office
Texas Government Code
Chapter 551: Open Meetings
Chapter 552: Public Information
Texas Local Government Code
Chapter 171: Conflicts of Interest of Officers
Chapter 176: Disclosure of Certain Relationships
Page 97 of 104
CONFLICT OF INTEREST
STATE LAW
Chapter 171 of the Texas Local Government Code
prohibits you from:
Discussing and participating in a vote on a matter
Involving a business entity or real property
In which you (or certain people you are
closely related to)
Have a substantial interest
Page 98 of 104
CONFLICT OF INTEREST
STATE LAW DEFINITIONS -SUBSTANTIAL INTEREST
In a Business Entity:
You or your relative own 10% or more of the voting stock or
shares of the business entity; or
You or your relative own either 10% or $15,000 or more of the
fair market value of the business entity; or
Funds received by you or your relative from the business entity
exceed 10% of your gross income for the previous year.
In Real Property:
You or your relative own an equitable or legal interest in real
property with a fair market value of $2,500 or more.
Page 99 of 104
CITY ETHICS ORDINANCE
TYPES OF CONFLICTS OF INTEREST
Substantial Financial Interest:
o Follows state law
Substantial Economic Interest:
o More comprehensive
o Governed by City Ethics Ordinance
o Includes an interest that is:
more than minimal or insignificant; and
would be recognized by reasonable persons to have
weight in deciding a case or an issue
Page 100 of 104
CITY ETHICS ORDINANCE
SUBSTANTIAL ECONOMIC INTEREST —
INTERESTS IMPUTED
You will be deemed to have an Economic Interest
in a matter if any of these people or entities have
an Economic Interest in the matter:
1.Relatives
2.Business entity
3.Job offers
4.Business negotiations
Page 101 of 104
GOVERNANCE POLICY
Governance Guidelines and Principles
Mayor’s Role
City Council’s Role
City Manager’s Role
Communication Between Council and Staff
Council Relations with City Attorney and City Secretary
News Media Relations
Page 102 of 104
Questions?
Page 103 of 104
City of Georgetown, Texas
City Council Workshop
June 28, 2016
SUBJECT:
Sec. 551.071: Consul tati on w i th 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
- P olice meet and co nfer
Sec. 551.072: De l i berati o n Regardi ng Real P ro perty
- Rivery Blvd. Exte nsion Pro ject (P arcel 7, 1614 P ark Lane)
- City Hall and Visitor Center Valuations
Sec. 551.074: Personnel Matters
- City Manager, City Atto rney, City Secretary and Municipal Judge: Consideration o f the appointment, employment,
evaluation, reassignment, duties, discipline, or dismissal
Sec. 551.087: De l i berati o n Regardi ng Economi c Devel opment Negoti ati ons
- Tamiro Plaza Phase 2
ITEM SUMMARY:
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
Shelley Nowling, City Secretary - bh
Page 104 of 104