HomeMy WebLinkAbout06-23-14 Regular Meeting of La Porte City Council
LOUIS R. RIGBYDARYL LEONARD
MayorCouncilmember District 3Councilmember District 3
JOHN ZEMANEKTOMMY MOSER
Councilmember At Large ACouncilmember At Large ACouncilmember District 4Councilmember District 4
DOTTIE KAMINSKIDOTTIE KAMINSKIJAY MARTIN
Mayor Pro-TemCouncilmember District 5Councilmember District 5
Councilmember At Large BCouncilmember At Large B
MIKE CLAUSEN
Councilmember District 6Councilmember District 6
DANNY EARP
Councilmember District 1Councilmember District 1
CHUCK ENGELKENCHUCK ENGELKEN
Councilmember District 2Councilmember District 2
CITY COUNCIL MEETING AGENDACITY COUNCIL MEETING AGENDA
Notice is hereby given of a Regular Meeting of the La Porte City Council to be held June 23, 2014, Notice is hereby given of a Regular Meeting of the La Porte City Council to be held
June 23, 2014,
beginning at 6:00 PM in the City Hall Council Chambers, 604 W. Fairmont Parkway, La Porte, Texas, beginning at 6:00 PM in the City Hall Council Chambers, 604 W. Fairmont Parkway, La
Porte, Texas,
for the purpose of considering the following agenda items. All agenda items are subject to action.for the purpose of considering the following agenda items. All agenda items are subject
to action.
1.CALL TO ORDERCALL TO ORDER
The invocation will be given by Brian Christen, La Porte Community Church.The invocation will be given by Brian Christen, La Porte Community Church.
2.INVOCATIONINVOCATION
The Pledge of Allegiance will be led by Councilmember Danny Earp.The Pledge of Allegiance will be led by Councilmember Danny Earp.
3.PLEDGE OF ALLEGIANCEPLEDGE OF ALLEGIANCE
(Limited to five minutes per person.) (Limited to five minutes per person.)
4.PUBLIC COMMENTSPUBLIC COMMENTS
5.CONSENT AGENDACONSENT AGENDA
(All consent agenda items are considered routine by City Council and will be enacted by (All consent agenda items are considered routine by City Council and will be enacted by
one motion. There will be no separate discussion of these items unless a Councilmember requests an item be one motion. There will be no separate discussion of these items unless a Councilmember
requests an item be one motion. There will be no separate discussion of these items unless a Councilmember requests an item be one motion. There will be no separate discussion of these
items unless a Councilmember requests an item be
removed and considered separately.)removed and considered separately.)
Consider approval or other action regarding the minutes of the regular city council meeting Consider approval or other action regarding the minutes of the regular city council meeting
(a)
held on June 9, 2014 held on June 9, 2014 -- P. Fogarty P. Fogarty
Consider approval or other action awarding Bid No. 14024 for Ready Mix Concrete to Dorsett Consider approval or other action awarding Bid No. 14024 for Ready Mix Concrete to Dorsett
(b)
in the amount of $79,610 with a total authorization of $87,510, inlcuding a 10% contingency in the amount of $79,610 with a total authorization of $87,510, inlcuding a 10% contingency
-
D. MickD. Mick
6.PUBLIC HEARINGS AND ASSOCIATED ORDINANCESPUBLIC HEARINGS AND ASSOCIATED ORDINANCES
Public Hearing to receive comments regarding La Porte Fire Control, Prevention and Public Hearing to receive comments regarding La Porte Fire Control, Prevention and
(a)
Emergency Medical Services District's proposed budget for the fiscal year which begins Emergency Medical Services District's proposed budget for the fiscal year which begins
October 1, 2014 October 1, 2014 -- D. Ladd D. Ladd
Consider approval or other action regarding the La Porte Fire Control, Prevention and Consider approval or other action regarding the La Porte Fire Control, Prevention and
(b)
Emergency Medical Services District's proposed budget for the fiscal year which begins Emergency Medical Services District's proposed budget for the fiscal year which begins
October 1, 2014 October 1, 2014 -- D. Ladd D. Ladd
7.AUTHORIZATIONSAUTHORIZATIONS
Consider approval or other action repealing Ordinance 2010Consider approval or other action repealing Ordinance 2010--33 and designating the Bay Area 33 and designating the Bay Area
(a)
Observer as the City's official newspaper for legal advertisement Observer as the City's official newspaper for legal advertisement -- T. Leach T. Leach
8.DISCUSSION OR OTHER ACTIONDISCUSSION OR OTHER ACTION
Discussion or other action regarding an appointment to fill the vacancy for the alternate Discussion or other action regarding an appointment to fill the vacancy for the alternate
(a)
position of the Drainage and Flooding Committee position of the Drainage and Flooding Committee -- P. Fogarty P. Fogarty
9.REPORTSREPORTS
Receive Drainage Report Receive Drainage Report -- B. Eng B. Eng
(a)
Receive the Planning Department Audit Report Receive the Planning Department Audit Report -- T. Tietjens T. Tietjens
(b)
10.ADMINISTRATIVE REPORTSADMINISTRATIVE REPORTS
July 4, 2014, Friday, HolidayJuly 4, 2014, Friday, Holiday
La Porte Development Corporation Board Meeting, Monday, July 14, 2014La Porte Development Corporation Board Meeting, Monday, July 14, 2014
City Council Meeting, Monday, July 14, 2014City Council Meeting, Monday, July 14, 2014
Fiscal Affairs Committee Meeting, Monday, July 28, 2014Fiscal Affairs Committee Meeting, Monday, July 28, 2014
City Council Meeting, Monday, July 28, 2014City Council Meeting, Monday, July 28, 2014
regarding matters appearing on the agenda; recognition of community regarding matters appearing on the agenda; recognition of community
11.COUNCIL COMMENTSCOUNCIL COMMENTS
members, city employees, and upcoming events; inquiry of staff regarding specific factual information members, city employees, and upcoming events; inquiry of staff regarding specific
factual information
or existing policies or existing policies Councilmembers Earp, Clausen, Martin, Moser, Kaminski, Zemanek, Leonard, Councilmembers Earp, Clausen, Martin, Moser, Kaminski, Zemanek, Leonard,
Engelken and Mayor RigbyEngelken and Mayor Rigby
12.ADJOURNADJOURN
The City Council reserves the right to meet in closed session on any agenda item should the need The City Council reserves the right to meet in closed session on any agenda item should
the need
arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas Government arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas
Government
Code (the Texas open meetings laws).Code (the Texas open meetings laws).
In compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable In compliance with the Americans with Disabilities Act, the City of La Porte
will provide for reasonable
accommodations for persons attending public meetings. To better serve attendees, requests should be received accommodations for persons attending public meetings. To better serve attendees,
requests should be received
24 hours prior to the meeting. Please contact Patrice Fogarty, City Secretary, at 281.470.5019.24 hours prior to the meeting. Please contact Patrice Fogarty, City Secretary, at 281.470.5019.
CERTIFICATIONCERTIFICATION
I certify that a copy of the June 23, 2014, agenda of items to be considered by the City Council was posted on the City I certify that a copy of the June 23, 2014, agenda of items to
be considered by the City Council was posted on the City
Hall bulletin board on June 17, 2014 .Hall bulletin board on June 17, 2014 .
Council Agenda Item Council Agenda Item
June 23, 2014 June 23, 2014
1.CALL TO ORDERCALL TO ORDER
The invocation will be given by Brian Christen, La Porte Community Church.The invocation will be given by Brian Christen, La Porte Community Church.
2.INVOCATIONINVOCATION
The Pledge of Allegiance will be led by Councilmember Danny Earp.The Pledge of Allegiance will be led by Councilmember Danny Earp.
3.PLEDGE OF ALLEGIANCEPLEDGE OF ALLEGIANCE
(Limited to five minutes per person.) (Limited to five minutes per person.)
4.PUBLIC COMMENTSPUBLIC COMMENTS
****************************************************************** ******************************************************************
Council Agenda Item Council Agenda Item
June 23, 2014 June 23, 2014
5.CONSENT AGENDACONSENT AGENDA
(All consent agenda items are considered routine by City Council and will be enacted by (All consent agenda items are considered routine by City Council and will be enacted by
one motion. There will be no separate discussion of these items unless a Councilmember requests an item be one motion. There will be no separate discussion of these items unless a Councilmember
requests an item be
removed and considered separately.)removed and considered separately.)
Consider approval or other action regarding the minutes of the regular city council meeting Consider approval or other action regarding the minutes of the regular city council meeting
(a)
held on June 9, 2014 held on June 9, 2014 -- P. Fogarty P. Fogarty
Consider approval or other action awarding Bid No. 14024 for Ready Mix Concrete to Dorsett Consider approval or other action awarding Bid No. 14024 for Ready Mix Concrete to Dorsett
(b)
in the amount of $79,610 with a total authorization of $87,510, inlcuding a 10% contingency in the amount of $79,610 with a total authorization of $87,510, inlcuding a 10% contingency
-
D. MickD. Mick
****************************************************************** ******************************************************************
LOUIS RIGBY
DARYL LEONARD
Mayor
Councilmember District 3
JOHN ZEMANEK
TOMMY MOSER
Councilmember At Large A
Councilmember District 4
DOTTIE KAMINSKI
JAY MARTIN
Mayor Pro Tem
Councilmember District 5
Councilmember At Large B
MIKE CLAUSEN
DANNY EARP
Councilmember District 6
Councilmember District 1
CHUCK ENGELKEN
Councilmember District 2
MINUTES OF THE REGULAR MEETING OF THE
CITY COUNCIL OF THE CITY OF LA PORTE
JUNE 9, 2014
Monday, June 9, 2014,
The City Council of the City of La Porte met in a regular meeting on at the City Hall
6:00 p.m
Council Chambers, 604 West Fairmont Parkway, La Porte, Texas, at . to consider the following items
of business:
1. CALL TO ORDER
Mayor Rigby called the meeting to order at 6:00 p.m. Members of Council present: Councilmembers
Kaminski, Leonard, Clausen, Engelken, Zemanek, Moser and Martin. Absent: Councilmember Mosteit.
Also present were City Secretary Patrice Fogarty, City Manager Corby Alexander, and Assistant City
Attorney Clark Askins.
2. INVOCATION
- The invocation was given by Windell Gill, First Baptist Church of La Porte.
3. PLEDGE OF ALLEGIANCE
-The Pledge of Allegiance was led by Councilmember Chuck Engelken.
4. PRESENTATIONS, PROCLAMATIONS, and RECOGNITIONS
(a)
Presentation Administer the Oath of Office to newly elected Councilmember Danny Earp,
District 1 State Representative John Davis
State Representative John Davis administered the Oath of Office to newly elected Councilmember
Danny Earp, District 1.
Administer the Oath of Office to re-elected Councilmember Mike Clausen, District 6, and
Councilmember Dottie Kaminski, At Large B Judge Denise Mitrano
Judge Denise Mitrano administered the Oath of Office to re-elected Councilmember Mike Clausen,
District 6, and Councilmember Dottie Kaminski, At Large B.
(b)
Presentation 2014 Arbor Award from Trees for Houston (Parks and Recreation Department)
Mayor Rigby
Mayor Rigby and Barry Ward with Trees for Houston presented the 2014 Arbor Award to the Parks and
Recreation Department.
(c)
Presentation 2014 Platinum Leadership Circle Award (City of La Porte) Mayor Rigby
Mayor Rigby presented the Finance Department with the 2014 Platinum Leadership Circle Award.
5.PUBLIC COMMENTS
(Limited to five minutes per person.)
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June 9, 2014, Council Meeting Minutes
Chuck Rosa, 812 S. Virginia, addressed Council with concerns of needing sidewalks near La Porte
High School. Mr. Rosa also informed Council of a boy who was injured near the Skateboard Park by a
, further indicating the need for a sidewalk. In addition, Mr. Rosa
heavy trucks entrance into the parking lot.
Barbara Norwine, 202 S. Lobit, addressed Council regarding the need for another grocery store in the
City of La Porte. Ms. Norwine advised Council she has pictures of the empty shelves at Kroger. In
addition, Ms. Norwine advised Council of homes that are in need of demolishing on Carroll St. and
comments she heard during her attendance at a Citizens Advisory Committee Meeting.
6. CONSENT AGENDA
(All consent agenda items are considered routine by City Council and will be enacted by
one motion. There will be no separate discussion of these items unless a Councilmember requests an item be
removed and considered separately.)
(a)
Consider approval or other action regarding the minutes of the regular city council meeting
held on May 12, 2014. P. Fogarty
(b)
Consider approval or other action ratifying
Smith to fill vacancy in At-Large A position, formerly held by Danny Earp, on the Planning
and Zoning Commission P. Fogarty
(c)
Consider approval or other action regarding an Ordinance authorizing the execution by the
City of La Porte of an Industrial District Agreement with Orangewater, LLC K. Powell
(d)
Consider approval or other action regarding an agreement between the City of La Porte and
Services, Fire Protection and Emergency Medical Services K. Adcox
(e)
Consider approval or other action appointing Stefan Happ to the La Porte Police Reserve
Force K. Adcox
Councilmember Leonard moved to approve the Consent Agenda pursuant to staff recommendations.
MOTION PASSED.
Councilmember Engelken seconded.
Ayes: Mayor Rigby, Councilmembers Clausen, Engelken, Zemanek,
Kaminski, Earp, Leonard, Moser and Martin
Nays: None
Absent: None
Prior to Council vote, Assistant City Attorney Clark Askins read the caption of the following ordinance as pertains
to Item 6(c):
Ordinance 2014-3522:
AN ORDINANCE AUTHORIZING THE EXECUTION BY THE CITY OF LA PORTE OF
AN INDUSTRIAL DISTRICT AGREEMENT WITH ORANGEWATER, LLC A TEXAS CORPORATION FOR THE
TERM COMMENCING JANUARY 1, 2008, AND ENDING DECEMBER 31, 2019 MAKING VARIOUS FINDINGS
AND PROVISIONS RELATING TO THE SUBJECT; FINDING COMPLIANCE WITH THE OPEN MEETINGS
LAW; AND PROVIDING AN EFFECTIVE DATE HEREOF.
7. AUTHORIZATIONS
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June 9, 2014, Council Meeting Minutes
(a)
Consider approval or other action regarding an Ordinance appointing a member of the City
Council to serve as Mayor Pro-Tem of the City of La Porte, Texas, for the period
June 1, 2014 through May 31, 2015 P. Fogarty
City Secretary Patrice Fogarty presented a summary.
Mayor Rigby moved to appoint Councilmember Kaminski to serve as Mayor Pro-Tem of the City of La
Porte, Texas, for the period June 1, 2014, through May 31, 2015. Councilmember Moser seconded.
MOTION PASSED.
Ayes: Mayor Rigby, Councilmembers Moser, Clausen, Kaminski,
Engelken, Zemanek, Earp, Leonard, and Martin
Nays: None
Absent: None
Ordinance 2014-3523:
Assistant City Attorney Clark Askins read the caption of AN ORDINANCE APPOINTING
A MEMBER OF THE CITY COUNCIL TO SERVE AS THE MAYOR PRO-TEM OF THE CITY OF LA PORTE,
TEXAS, FOR THE PERIOD JUNE 1, 2014, THROUGH MAY 31, 2015, OR UNTIL A SUCCESSOR HAS BEEN
APPOINTED AND HAS QUALIFIED; FINDING COMPLIANCE WITH THE OPEN MEETINGS LAW; AND
PROVIDING AN EFFECTIVE DATE HEREOF.
(b)
Consider approval or other action regarding an appointment to fill the vacancy in the Zoning
Board of Adjustment Alternate Position 2 P. Fogarty
City Secretary Patrice Fogarty presented summary.
Councilmember Moser moved to appoint Doug Martin to fill the vacancy in the Zoning Board of
MOTION PASSED.
Adjustment Alternate Position 2. Councilmember Kaminski seconded.
Ayes: Mayor Rigby, Councilmembers Moser, Clausen, Kaminski,
Engelken, Zemanek, Earp, Leonard and Martin
Nays: None
Absent: None
(c)
Consider approval or other action regarding an Ordinance authorizing the Mayor to execute an
amendment to the Agreement with Harris County related to applications to the U.S. Department
of Housing and Urban development for funding the Community Development Block Grant and
the Home Investment Partnership programs T. Tietjens
Planning and Development Director presented a summary.
Councilmember Moser moved to authorize the Mayor to execute an amendment to the Agreement with
Harris County related to applications to the U.S. Department of Housing and Urban Development for
funding the Community Development Block Grant and the Home Investment Partnership programs.
MOTION PASSED.
Councilmember Kaminski seconded.
Ayes: Mayor Rigby, Councilmembers Moser, Clausen, Kaminski,
Engelken, Zemanek, Earp, Leonard, and Martin
Nays: None
Absent: None
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June 9, 2014, Council Meeting Minutes
Ordinance 2014-3524:
Assistant City Attorney Clark Askins read the caption of AN ORDINANCE APPROVING
AND AUTHORIZING AN AMENDMENT TO AN AGREEMENT BETWEEN THE CITY OF
LA PORTE AND HARRIS COUNTY, FOR INCLUSION OF CITY OF LA PORTE POPULATION WITH HARRIS
COUNTY OR THE PURPOSE OF APPLICATIONS TO THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT FOR FUNDING FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM AND
THE HOME INVESTMENT PARTNERSHIP PROGRAM, MAKING VARIOUS FINDINGS AND PROVISIONS
RELATING TO THE SUBJECT; FINDING COMPLIANCE WITH THE OPEN MEETINGS LAW; AND PROVIDING
AN EFFECTIVE DATE HEREOF.
8. PUBLIC HEARINGS AND ASSOCIATED ORDINANCES
(a)
Public Hearing to receive comments regarding approval or denial for the request from Education
Media Foundation to issue private activity tax exempt bonds C. Alexander
The public hearing was opened at 6:27 p.m.
Diana Silveira with Dinsmore & Shohl presented a summary and advised the Federal Communications
License is assigned to La Porte.
Councilmember Earp asked if there was any financial impact to the City. Ms. Silveira responded no.
Councilmember Earp asked if the City can make money since the license is assigned to La Porte. Ms.
Silveira responded no.
Ms. Silveira responded that from time to time the Education Media Foundation will contact areas where
local radio stations are located and do local programming at no cost, which is a savings to the City.
Phillip Hoot, 927 Seabreeze, addressed Council and commented he likes the radio station and is in
favor of the station being the beneficiary of the issuance of private activity tax exempt bonds.
Chuck Rosa, 812 S. Virginia, addressed Council and commented he is not in favor of the City having
anything to do with the issuance of private activity tax exempt bonds if there is a cost to the City.
Windell Gill, 714 S. Carroll, addressed Council in favor of the station being the beneficiary of the
issuance of private activity tax exempt bonds.
The public hearing closed at 6:37 p.m.
(b)
Consider approval or other action regarding an Ordinance giving applicable elected
representative approval in connection with the issuance of private activity tax exempt obligations
by the Public Finance Authority C. Alexander
Councilmember Martin moved to approve an Ordinance giving applicable elected representative
approval in connection with the issuance of private activity tax exempt obligations by the Public Finance
MOTION PASSED.
Authority. Councilmember Zemanek seconded.
Ayes: Mayor Rigby, Councilmembers Moser, Clausen, Kaminski,
Engelken, Zemanek, Earp, Leonard, and Martin
Nays: None
Absent: None
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Ordinance 2014-3525:
Assistant City Attorney Clark Askins read the caption of AN ORDINANCE GIVING
APPLICABLE ELECTED REPRESENTATIVE APPROVAL IN CONNECTION WITH THE ISSUANCE OF TAX
EXEMPT OBLIGATIONS BY THE PUBLIC FINANCE AUTHORITY.
9. DISCUSSION OR OTHER ACTION
(a)
Discussion or other action regarding proposed budget items for the Fiscal Year 2015 Budget
T. Leach
Assistant City Manager Traci Leach presented a summary.
Councilmember Martin questioned if funding for Renovations for the Council Chambers has been
budgeted for the proposed Fiscal Year 2015 Budget. City Manager Corby responded the proposed
budget is still in the process stages, and it depends on how everything comes out.
Assistant City Manager Traci Leach advised Council the costs are projected.
Mayor Rigby commented he prefers a new dais and is not sure about new paint.
Councilmember Zemanek commented he prefers new monitors; , and
suggested holding off on the renovations.
Councilmember Moser commented he would like to move forward but needs time for the choices.
Councilmember Clausen commented he would like to see new monitors for the audience for their
visibility.
Councilmember Leonard commented the audience seating is not the most comfortable;
for chairs that are connected; a new dais is not needed;
Councilmember Earp questioned if the TV monitors can be moved to assist the audience. Assistant City
Manager Traci Leach advised probably.
Councilmember Engelken commented the pews may need to be reupholstered, and he is in favor of
easier viewing capabilities for the audience.
Staff was directed to move the TVs back toward Council for audience
viewing and additional TVs; reupholster the pews; leave the current computer monitors as they are on
the dais but move the wiring underneath the dais; and provide new chairs for Council. The item will be
brought back to Council.
(b)
Discussion or other action regarding an appointment to fill vacancy left by former
Councilmember Mike Mosteit as City Representative to the Bay Area Houston Economic
Partnership P. Fogarty
City Secretary Patrice Fogarty presented a summary.
Councilmember Clausen moved to appoint Councilmember Martin to fill the vacancy left by former
Councilmember Mike Mosteit as City Representative to the Bay Area Houston Economic Partnership.
MOTION PASSED.
Councilmember Moser seconded.
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Ayes: Mayor Rigby, Councilmembers Moser, Clausen, Kaminski,
Engelken, Zemanek, Earp, Leonard, and Martin
Nays: None
Absent: None
(c) Discussion or other action regarding an appointment to fill a vacancy left by former
Councilmember Mosteit as Chairman of the Drainage and Flooding Committee P. Fogarty
City Secretary Patrice Fogarty presented a summary.
Councilmember Engelken moved to select a Chairman at next Drainage and Flooding Committee
Meeting and to move Councilmember Martin from an Alternate Member to a Member. Councilmember
MOTION PASSED.
Clausen seconded.
Ayes: Mayor Rigby, Councilmembers Moser, Clausen, Kaminski,
Engelken, Zemanek, Earp, Leonard, and Martin
Nays: None
Absent: None
10. REPORTS
(a)
Receive report of La Porte Development Corporation Board Councilmember Engelken
Councilmember Engelken provided a report from the La Porte Development Corporation Board meeting
which was held prior to the Council meeting.
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June 9, 2014, Council Meeting Minutes
11. ADMINISTRATIVE REPORTS
(a)
Receive report from City Manager
La Porte Redevelopment Authority/La Porte Tax Reinvestment Zone Number One Meeting,
Wednesday, June 11, 2014
Planning and Zoning Commission Meeting, Thursday, June 19, 2014
City Council Meeting, Monday June 23, 2014
There were no additional reports from City Manager Corby Alexander.
12. COUNCIL COMMENTS
regarding matters appearing on the agenda; recognition of community
members, city employees, and upcoming events; inquiry of staff regarding specific factual information
or existing policies Councilmembers, Engelken, Earp Clausen, Martin, Moser, Kaminski, Zemanek,
Leonard and Mayor Rigby.
Councilmember Engelken congratulated elected Councilmembers Earp, Kaminski, and Clausen, and
Councilmember Kaminski for being appointed Mayor Pro-Tem, the Finance Department and Parks and
Recreation Departments; Councilmember Earp thanked everyone for their support and commented he
looks forwarding to working with everyone; Councilmember Clausen congratulated Councilmembers
Earp and Kaminski, the Finance and Parks and Recreation Departments; Councilmember Martin
congratulated Councilmember Kaminski for being appointed Mayor Pro-Tem, congratulated
Councilmember Earp on his first meeting, the Finance Department and City Staff for their assistance
with a citizen concern in District 5; Councilmember Moser congratulated Councilmembers Earp,
Kaminski, Clausen, Councilmember Kaminski for being appointed Mayor Pro-Tem and the Finance
Department; Councilmember Kaminski congratulated Councilmembers Clausen and Earp, and advised
there were 317 families distributed food at the Food Drive; Councilmember Zemanek congratulated
Councilmembers Earp, Kaminski, Clausen, the Finance Department and invited everyone to attend the
st
Juneteenth Parade on June 21; Councilmember Leonard congratulated Councilmembers Earp,
Kaminski, Clausen and the Finance Department and Mayor Rigby thanked Councilmembers Clausen
and Kaminski for their continued service to the City, congratulated and welcomed Councilmember Earp,
and advised he attended a Press Conference at Sylvan Beach on the Coastal Barrier System for Storm
Surge Protection with a great deal of information and everyone in attendance was all for it, and the
th
wonderful events he was a part of when he attended the 70-
Texas.
13. ADJOURN
There being no further business, Councilmember Engelken moved to adjourn the meeting at 7:03 p.m.
MOTION PASSED
Councilmember Zemanek seconded. .
_______________________________
Patrice Fogarty, City Secretary
Passed and approved on June 23, 2014.
________________________________
Mayor Louis R. Rigby
Page 7 of 7
June 9, 2014, Council Meeting Minutes
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
June 23, 2014June 23, 2014AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Street Tax, Street Tax,
D. Mick D. Mick
Requested By:
Drainage, General Drainage, General
Source of Funds:Source of Funds:
Public Works Public Works
Department:
Fund Fund
Report:Resolution:Resolution:Ordinance:Ordinance:
Account Number:Account Number:
Other:
$10,389 $10,389 -- FY 14 FY 14
Amount Budgeted:Amount Budgeted:
$25,000 $25,000 -- FY 14 and FY 14 and
Attachments :Attachments :
Amount Requested:Amount Requested:
$62, 510 $62, 510 -- FY 15 FY 15
Budgeted Item:Budgeted Item:YESYESNONO
1. Bid Tabulation1. Bid Tabulation
2. Bid Document2. Bid Document
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
Advertised, Sealed Bid #14024 Advertised, Sealed Bid #14024 Ready Mix Concrete was opened and read on June 6, 2014. Ready Mix Concrete was opened and read on June 6, 2014.
The bid was advertised in the Houston Chronicle and posted on the City of La Porte website. This is the second The bid was advertised in the Houston Chronicle and posted on the City
of La Porte website. This is the second
bid for this item. No bids were received for the initial bid. bid for this item. No bids were received for the initial bid.
Bid #14024 requests were sent to seven (7) vendors, with one (1) returning bid. Dorsett is the one bidder with Bid #14024 requests were sent to seven (7) vendors, with one (1) returning
bid. Dorsett is the one bidder with
pricing as follows;pricing as follows;
3000 psi Concrete 700 cubic yards @ $110.00 per yard $77,000.00 3000 psi Concrete 700 cubic yards @ $110.00 per
yard $77,000.00
Fuel surcharge per load 80 loads @ $ 20.00 per load $ 1,600.00 Fuel surcharge per load 80 loads @ $ 20.00 per load
$ 1,600.00 Fuel surcharge per load 80 loads @ $ 20.00 per load $ 1,600.00 Fuel surcharge per load 80 loads
@ $ 20.00 per load $ 1,600.00
Environmental Fee 80 loads @ $ 7.00 per load $ 560.00 Environmental Fee 80 loads @ $ 7.00
per load $ 560.00
Delivery fee< 6 yards 3 loads @ $150.00 per load Delivery fee< 6 yards 3 loads @ $150.00 per load
$ $
450.00 $79,610.00
$79,610.00
The delivery fee of $150 per load for deliveries less than six yards is rarely utilized. The delivery fee of $150 per load for deliveries less than six yards is rarely utilized.
Staff recommends awarding the contract to Dorsett in the amount of $79,610.00 with a total authorization of Staff recommends awarding the contract to Dorsett in the amount of $79,610.00
with a total authorization of
$87,510 including a 10% contingency. This is for the purchase of concrete materials for street repairs performed $87,510 including a 10% contingency. This is for the purchase of concrete
materials for street repairs performed
by city crews.
Proposed Funding Method for the total authorization of $87,510 (June 2014 to July 2015): Proposed Funding Method for the total authorization of $87,510 (June 2014 to July 2015):
FY 14 Drainage Fund 019, Budgeted and Encumbered Currently $ 8,599 \[FY 14\]FY 14 Drainage Fund 019, Budgeted and Encumbered Currently $ 8,599
\[FY 14\]
FY 14 Street Division Budget, Budgeted and Encumbered Currently $ 1,790 \[FY 14\]FY 14 Street Division Budget, Budgeted and Encumbered Currently $ 1,790 \[FY
14\]
FY 14 Street Tax Fund 033, Utilize Project Under Run (Handicap Ramps) $14,611 \[FY 14\]FY 14 Street Tax Fund 033, Utilize Project Under Run (Handicap Ramps) $14,611 \[FY 14\]
FY 15 Portion of Annual $250,000 InFY 15 Portion of Annual $250,000 In--House Paving Materials Budget House Paving Materials Budget $62,510 $62,510 \[FY 15\] \[FY
15\]
Total: $87,510Total:
$87,510
The estimated quantities are anticipated use throughout the remainder of FY 14 and the first half of FY 15. Some The estimated quantities are anticipated use throughout the remainder
of FY 14 and the first half of FY 15. Some
of the locations are as follows:of the locations are as follows:
Roseberry at Quiet Hill IntersectionRoseberry at Quiet Hill IntersectionCarlow & Catlett Ln IntersectionCarlow & Catlett Ln Intersection
Meadow Place@ Glen Meadow Meadow Place@ Glen Meadow Carlow @ Cedarmont Carlow @ Cedarmont
3619 Gladwyne Ln3619 Gladwyne LnMockingbird @ Hummingbird Mockingbird @ Hummingbird
4943 Meadow Place4943 Meadow PlaceMockingbird at Robin IntersectionMockingbird at Robin Intersection
Valley Brook @ Valley View Valley Brook @ Valley View North FarringtonNorth Farrington
Heather Springs @ Sugarcreek Heather Springs @ Sugarcreek 5429 Stonecreek inlet repair 5429 Stonecreek inlet repair
714 North 12th 5409 Stonecreek curb repair 5409 Stonecreek curb repair
11311 Elmwood 11311 Elmwood Inlet Repair Canyon SpringsInlet Repair Canyon Springs
Myrtle Creek & Canyon CreekMyrtle Creek & Canyon Creek821 Willow Creek curb repair821 Willow Creek curb repair
Other locations to be determined. Other locations to be determined.
Action Required of Council:Action Required of Council:
Consider approval or other action to award the bid for concrete materials to Dorsett in the amount of $87,510 Consider approval or other action to award the bid for concrete materials
to Dorsett in the amount of $87,510
including the bid price of $79,610 plus $7,900 (10%) contingency. including the bid price of $79,610 plus $7,900 (10%) contingency.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
June 23, 2014June 23, 2014AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
N/A N/A
D. Ladd D. Ladd Source of Funds:Source of Funds:
Requested By:
N/A N/A
Fire Fire Account Number:Account Number:
Department:
N/A N/A
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
N/A N/A
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
Attachments :Attachments :
1. Fire Control District Budget 20141. Fire Control District Budget 2014--20152015
2. PowerPoint Presentation2. PowerPoint Presentation
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The Fire Control, Prevention, and Emergency Medical Services District (LPFCPEMSD) was established after a The Fire Control, Prevention, and Emergency Medical Services District (LPFCPEMSD)
was established after a
city wide vote during elections in May of 2011, creating the District and Board. The mission for the City of La city wide vote during elections in May of 2011, creating the District
and Board. The mission for the City of La
Portes Fire Department is to provide the community with the most efficient and progressive Fire Prevention, s Fire Department is to provide the community with the most efficient and
progressive Fire Prevention,
Protection, and Emergency Medical Services possible in an effective and responsible manner. This mission is Protection, and Emergency Medical Services possible in an effective and responsible
manner. This mission is
accomplished by providing the best possible training, updated equipment, and protocols for the people that respond. accomplished by providing the best possible training, updated equipment,
and protocols for the people that respond.
LPFCPEMSD will incorporate strategies to help the Fire Department accomplish its mission.LPFCPEMSD will incorporate strategies to help the Fire Department accomplish its mission.
The LPFCPEMSD Board has established the budget, held a public hearing and approved the budget during the The LPFCPEMSD Board has established the budget, held a public hearing and approved
the budget during the
May 27, 2014 meeting. The next step in the process is for the budget approved by the Board be presented to May 27, 2014 meeting. The next step in the process is for the budget approved
by the Board be presented to May 27, 2014 meeting. The next step in the process is for the budget approved by the Board be presented to May 27, 2014 meeting. The next step in the process
is for the budget approved by the Board be presented to
Council in a public hearing format. Council will then approve or decline to approve the budget as presented.Council in a public hearing format. Council will then approve or decline to
approve the budget as presented.
Staff is recommending Council approval of the LPFCPEMSD budget as passed by the Board.Staff is recommending Council approval of the LPFCPEMSD budget as passed by the Board.
Action Required of Council:Action Required of Council:
Consider approval or other action on the La Porte Fire Control, Prevention, and Emergency Medical Services Consider approval or other action on the La Porte Fire Control, Prevention,
and Emergency Medical Services
District budget for the fiscal year beginning October 1, 2014, as approved by the Board of Directors of the District District budget for the fiscal year beginning October 1, 2014, as
approved by the Board of Directors of the District
at its meeting of May 27, 2014.at its meeting of May 27, 2014.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
June 23, 2014June 23, 2014AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
N/A N/A
Donald Ladd Donald Ladd Source of Funds:Source of Funds:
Requested By:
Account Number:Account Number:
Fire Fire
Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
Attachments :Attachments :
1. PowerPoint Presentation1. PowerPoint Presentation
2. Fire Control District Budget 20142. Fire Control District Budget 2014--20152015
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The Fire Control, Prevention, and Emergency Medical Services District (LPFCPEMSD) was established after a The Fire Control, Prevention, and Emergency Medical Services District (LPFCPEMSD)
was established after a
city wide vote during elections in May of 2011, creating the District and Board. The mission for the City of La city wide vote during elections in May of 2011, creating the District
and Board. The mission for the City of La
Portes Fire Department is to provide the community with the most efficient and progressive Fire Prevention, s Fire Department is to provide the community with the most efficient and
progressive Fire Prevention,
Protection, and Emergency Medical Services possible in an effective and responsible manner. This mission is Protection, and Emergency Medical Services possible in an effective and responsible
manner. This mission is
accomplished by providing the best possible training, updated equipment, and protocols for the people that respond. accomplished by providing the best possible training, updated equipment,
and protocols for the people that respond.
LPFCPEMSD will incorporate strategies to help the Fire Department accomplish its mission. LPFCPEMSD will incorporate strategies to help the Fire Department accomplish its mission.
The LPFCPEMSD Board has established the budget, held a public hearing and approved the budget during the The LPFCPEMSD Board has established the budget, held a public hearing and approved
the budget during the
May 27, 2014 meeting. The next step in the process is for the budget approved by the Board be presented to May 27, 2014 meeting. The next step in the process is for the budget approved
by the Board be presented to
Council in a public hearing format. Council will then approve or decline to approve the budget as presented. Council in a public hearing format. Council will then approve or decline
to approve the budget as presented.
Staff is recommending Council approval of the LPFCPEMSD budget as passed by the Board.Staff is recommending Council approval of the LPFCPEMSD budget as passed by the Board.
Action Required of Council:Action Required of Council:
Consider approval or other action on the La Porte Fire Control, Prevention, and Emergency Medical Services Consider approval or other action on the La Porte Fire Control, Prevention,
and Emergency Medical Services
District budget for the fiscal year beginning October 1, 2014, as approved by the Board of Directors of the District District budget for the fiscal year beginning October 1, 2014, as
approved by the Board of Directors of the District
at its meeting of May 27, 2014.at its meeting of May 27, 2014.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
June 23, 2014June 23, 2014AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
N/A N/A
T. Leach T. Leach Source of Funds:Source of Funds:
Requested By:
N/A N/A
Administration Administration Account Number:Account Number:
Department:
N/A N/A
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
N/A N/A
Amount Requested:Amount Requested:
Other:Approval or action Approval or action
Budgeted Item:Budgeted Item:YESYESNONO
Attachments :Attachments :
1. Bid Tabulation1. Bid Tabulation
2. Observer Postal Notification2. Observer Postal Notification
3. Repealing Ordinance3. Repealing Ordinance
4. Original Ordinance 20104. Original Ordinance 2010--33033303
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The City currently uses the Houston Chronicle as the official newspaper for legal advertisements. Since the The City currently uses the Houston Chronicle as the official newspaper for
legal advertisements. Since the
closing of the Bayshore Sun, the City has not had a local paper that met the requirements to be designated as an closing of the Bayshore Sun, the City has not had a local paper that
met the requirements to be designated as an
official paper for the purposes of legal advertisements. official paper for the purposes of legal advertisements.
However, that situation has now changed. The Bay Area Observer has officially met all of the requirements to be However, that situation has now changed. The Bay Area Observer has officially
met all of the requirements to be
designated as the Citydesignated as the Citys official paper. The requirements are:s official paper. The requirements are:
Published at least once per week; and Published at least once per week; and
Possession of a second class postal classification; and Possession of a second class postal classification; and Possession of a second class postal classification; and Possession of
a second class postal classification; and
Devote not less than 25% of total column lineage to general interest items; and Devote not less than 25% of total column lineage to general interest items; and
Published continuously for 12 months Published continuously for 12 months
Quotes were solicited through the CityQuotes were solicited through the Citys Purchasing Department and two responses were receiveds Purchasing Department and two responses were received--one
from the one from the
Houston Chronicle and a second from the Bay Area Observer. The bid tab is attached for reference. The Houston Chronicle and a second from the Bay Area Observer. The bid tab is attached
for reference. The
Observers quote for legal advertisements is significantly lower than that proposed by the Chronicle. Additionally, s quote for legal advertisements is significantly lower than that
proposed by the Chronicle. Additionally,
submission of ads to the Observer will be much easier (can be submitted the same week).submission of ads to the Observer will be much easier (can be submitted the same week).
At this time, staff is recommending that the Council designate the Bay Area Observer as the CityAt this time, staff is recommending that the Council designate the Bay Area Observer as
the Citys official paper.s official paper.
.
Action Required of Council:Action Required of Council:
Consider approval or other action of an ordinance repealing ordinance No. 2010Consider approval or other action of an ordinance repealing ordinance No. 2010--3303; and3303; and
Consider approval or other action to designate the Bay Area Observer as the CityConsider approval or other action to designate the Bay Area Observer as the Citys official newspaper
for legal s official newspaper for legal
advertisements.advertisements.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
June 23, 2014June 23, 2014AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Patrice Fogarty Patrice Fogarty
Requested By:
Account Number:Account Number:
City Secretary's Office City Secretary's Office
Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
Attachments :Attachments :
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The Drainage and Flooding Committee consists of four members and one alternate position. During the June 9, The Drainage and Flooding Committee consists of four members and one alternate
position. During the June 9,
2014, City Council Meeting, Councilmember Martin was moved from the alternate position to a member2014, City Council Meeting, Councilmember Martin was moved from the alternate position
to a member
This item is being presented to appoint a new alternate member. This item is being presented to appoint a new alternate member.
Staff was directed to add an item to a future Drainage and Flooding Committee Meeting to fill the Chairman Staff was directed to add an item to a future Drainage and Flooding Committee
Meeting to fill the Chairman
vacancy left by former Councilmember Mike Mosteit.vacancy left by former Councilmember Mike Mosteit.
Action Required of Council:Action Required of Council:
Consider making an appointment to fill the vacancy for the alternate position of the Drainage and Flooding Consider making an appointment to fill the vacancy for the alternate position
of the Drainage and Flooding
Committee.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
June 23, 2014June 23, 2014AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
N/A N/A
B. Eng B. Eng Source of Funds:Source of Funds:
Requested By:
N/A N/A
Administration Administration Account Number:Account Number:
Department:
N/A N/A
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
N/A N/A
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
Attachments :Attachments :
1. Drainage Report1. Drainage Report
2. Letter to HCFCD Dated 62. Letter to HCFCD Dated 6--33--1414
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
Staff is providing an update of active drainage projects for Council review. The update to the drainage projects is Staff is providing an update of active drainage projects for Council
review. The update to the drainage projects is
attached as an exhibit. Staff will be present to answer any questions that Council may have regarding the projects attached as an exhibit. Staff will be present to answer any questions
that Council may have regarding the projects
in the report.
Action Required of Council:Action Required of Council:
Receive Drainage Report.Receive Drainage Report.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
CITY COUNCIL DRAINAGE REPORT
June 23, 2014
Contract Design and Construction
North P Street Culvert replacement. Hydraulic Impact Analysis on HCFCD F101-00-00 completed.
Submitted request for a variance needed for a no significant impact decision to construct. Submitted
request to Director of Harris County Flood Control District.
F101-00-00 Channel Improvements by HCFCD. Hydro excavation of pipelines in corridor completed.
Engineering Report finalized. Meeting with pipeline coalition to discuss variance for depth of cover will
be required and scheduled in July. Submitted request to place project on HCFCD CIP.
Third Street Paving and Drainage Improvements. Construction may begin in July after fabrication of
Culverts. Preconstruction meeting with residents to be held within thirty days.
ЉЉ
HCFCD A104-00
Ώ \[ğƉĻƭ ğƷ CğźƩƒƚƓƷ DƩĻĻƓƭ tĻķĻƭƷƩźğƓ .ƩźķŭĻ͵ tƩƚƦƚƭĻķ wh ƒğƦ ƓĻĻķƭ ƩĻǝźƭźƚƓ Ʒƚ ğƌƌƚǞ
ğĭĭĻƭƭ ƩĻƨǒźƩĻƒĻƓƷƭ ĬǤ I/C/5͵ tƩĻƌźƒźƓğƩǤ .ƩźķŭĻ \[ğǤƚǒƷ ķĻǝĻƌƚƦĻķ͵
5ĻƭźŭƓ ǒƓķĻƩǞğǤ Ʒƚ ķƩğźƓ ǞĻƭƷ ƭźķĻ ƚŅ .ƩƚğķǞğǤ Ʒƚ ƷŷĻ ĻƭƷ͵
Design underway to re-slope D street ditch between 8th Street and SH 146
F 216-00-00 Channel Improvements. Environmental approval from US Army Corp of Engineers
expected in June or July.
D Street Improvements. Design complete. Preparing for construction of D Street Ditch ultimate tie-in to
regional detention pond.
In-House Design and Construction of City-Initiated Projects
Brookglen Subdivision Buyouts. Submitted request to HCFC for assistance to secure Federal funds to
complete buyouts. Currently working with Utility Companies to remove above ground appurtenances on
empty lots.
Y Street Storm Sewer and Inlets. Design completed. Construction Completed May 2014.
In-House Drainage Maintenance Activities
Reset 1743 feet of Storm Sewer and Culverts to grade.
- ditches in the last six months.
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
June 23, 2014June 23, 2014AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Tim Tietjens Tim Tietjens
Requested By:
Account Number:Account Number:
Planning & Development Planning & Development
Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
Attachments :Attachments :
1. Implementation Matrix 1. Implementation Matrix -- Immediate Immediate
2. Implementation Matrix 2. Implementation Matrix -- Long Term Long Term
3. Implementation Matrix 3. Implementation Matrix -- Short Term Short Term
4. Audit Report4. Audit Report
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
At the February 25, 2013, meeting of City Council, the Planning Department Audit Report was presented along At the February 25, 2013, meeting of City Council, the Planning Department
Audit Report was presented along
with a subsequent Implementation Matrix showing the priority and timeline for delivery of each line item in the with a subsequent Implementation Matrix showing the priority and timeline
for delivery of each line item in the
order listed within the report. The Implementation Matrix listed the report items into three different priorities for order listed within the report. The Implementation Matrix listed
the report items into three different priorities for
initiating action: immediate, shortinitiating action: immediate, short--term, and longterm, and long--term. City Council directed staff to report progress quarterly, and term. City Council
directed staff to report progress quarterly, and
this item represents the fourth quarterly report. this item represents the fourth quarterly report.
Planning staff first addressed the immediate and then short term matrix for the first three reporting periods, and Planning staff first addressed the immediate and then short term matrix
for the first three reporting periods, and
has been meeting weekly to ensure the project is on schedule. But because implementation activity has now been has been meeting weekly to ensure the project is on schedule. But because
implementation activity has now been
accomplished within all three categories, those three matrices are attached to this report. Each Implementation accomplished within all three categories, those three matrices are attached
to this report. Each Implementation
Matrix graphically shows the degree of completion of each line item by a color coded Gantt chart with comments Matrix graphically shows the degree of completion of each line item by
a color coded Gantt chart with comments
if applicable to that line item. if applicable to that line item.
During this reporting period, 5 additional items have been completed and During this reporting period, 5 additional items have been completed and During this reporting period, 5 additional
items have been completed and During this reporting period, 5 additional items have been completed and
progress was made on 3 more. Overall, 30 of the 31 items to be commenced in the immediateprogress was made on 3 more. Overall, 30 of the 31 items to be commenced in the immediate--priority
priority
list are now complete. 31 of the 32 items in the shortlist are now complete. 31 of the 32 items in the short--term priority list are now complete, and now that term priority list are
now complete, and now that
work has begun on the longwork has begun on the long--term priority, 3 of the 17 are now complete.term priority, 3 of the 17 are now complete.
The attached Audit Report consists of the originally approved narrative document that now also contains fourth The attached Audit Report consists of the originally approved narrative
document that now also contains fourth
quarter activity highlighted, with written entry below each applicable recommendation describing what action was quarter activity highlighted, with written entry below each applicable
recommendation describing what action was
achieved for that recommendation. (Those reported in the first three quarters are no longer highlighted, but are in achieved for that recommendation. (Those reported in the first three
quarters are no longer highlighted, but are in
bold italics print).bold italics print).
The department continues to receive positive feedback regarding the Predevelopment and Applicant Consultation The department continues to receive positive feedback regarding the Predevelopment
and Applicant Consultation
(PAC) meetings. More data has been, and will be linked to the City(PAC) meetings. More data has been, and will be linked to the Citys electronic systems and internet based s electronic
systems and internet based
information for ease of access. information for ease of access.
Action Required of Council:Action Required of Council:
Receive report.Receive report.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
4/14
3/14
2/14
1/14
12/13
11/13
10/13
9/13
8/13
7/13
6/13
5/13
P&Z Subcommittee completed SIC to NAICS use table recommendation
All forms are posted and fillable PDFs complete. Additional data being
COMMENTS
generated
CompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteComplet
eCompleteCompleteCompleteComplete
Planning Audit Recommendations 2013
Immediate Priority Recommendations
May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13May-13
START
ImmediateImmediateImmediateImmediateImmediateImmediateImmediateImmediateImmediate
DURATION
6 mo.3 mo.2 mo.3 mo.1 mo.6 mo.1 mo.1 mo.2 mo.2 mo.3 mo.1 mo.1 mo.3 mo.1 mo.1 mo.3 mo.
2 wk.2 wk.2 wk.2 wk.
1 yr.
REPORT PAGE
10101111111111121212121212131314141515151919192527
466778
7) Ensure all department comments are simultaneuos with Inspection comments
9) Provide inspection technicians same access to electronic systems and notes
7) Enforce policy that additional comments will not be added to resubmittals4) Enforce policy that additional comments will not be added to resubmittals
14) Use automated letter above in place of the "building permit release" form
16) Make available a good site plan example to use as preparation reference
9) Ensure automated Naviline notices are being sent to site plan reviewers1) Consider 19 identified amendments to Zoning Ordinance and processes
8) Research ability of Naviline to use HCAD parcel ID for project number
RECOMMENDATION TYPES AND RECOMMENDATIONS
2) Establish response protocol of Planning and reviewing departments
3) Establish clear responsibility/accountability for various processes
13) Automate the final site plan approval letter sent to the applicant
8) Provide CMO notification of potential public relations situations
10) Simultaneously inspect clearing permit by Parks and Planning
4) Assign duties of former eliminated positions to specific staff
12) Ensure Naviline is holding pemits until site plan is approved
4) Ensure all reviewers are submitting comments electronically
5) Ensure reviewer deadlines are communicated and enforced
10 Post annual schedule of deadlines for all milestone activity
4) Communicate the need for address and utility verifications
5) Use mailmerge to generate labels for zoning notifications
1) Revise Predevelopment-meeting routines with customers3) Develop and consistently use checklists for each reviewer
6) Establish review turn-around time goals for re-submittals
5) Post all application forms and pertainant data on website
11) Copy reviewers on comment letter sent to applicants
1) Compile and finalize staff comments prior to meeting
7) Post department office hours outside of intake area
ORGANIZATIONAL/CULTURE RECOMMENDATIONS:
3) Establish and enforce permit review time goals
1) Track certain permit types outside of Navaline
7) Update the Survey Party Chief job description
PROCESS RECOMMENDATIONS:
DEPARTMENT COHESIVENESS
CODE RECOMMENDATIONS:
PERMIT INTAKE/ISSUANCE
CUMBERSOME PROCESS
COMMUNICATION
ZONING CODES
SITE PLANS
MISC.
3/15
2/15
1/15
12/14
11/14
10/14
9/14
8/14
7/14
6/14
5/14
4/14
ClicktoGov is phased with Inspections before Planning
Complete, resolved by City Council
Complete, horizontal info
COMMENTS
CompleteCompleteComplete
Planning Audit Recommendations 2013
Long Term Recommendations
Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14Apr-14
START
DURATION
3 mo.6 mo.6 mo.6 mo.6 mo.6 mo.6 mo.6 mo.3 mo.6 mo.
1 yr.1 yr.1 yr.1 yr.1 yr.1 yr.1 yr.
REPORT PAGE
1014141616171818191924273032
689
3) Reorganize report formats to communicate successes and problems vs statistics
3) Consider 6 identified changes to codes and processes related to development
2) Consider 10 identified amendments to Development Ordinance and processes
8) Shift GIS tasks, provide laserfiche licenses, make public additional GIS layers
2) Allow contractors to to open escrow account for repeated permit payment
RECOMMENDATION TYPES AND RECOMMENDATIONS
2) Use GIS to attach utility reimbursement agreements to utility line database
6) Interface Naviline with website for customer viewing of inspection results
3)Complete water and sewer GIS layers and make available to public
1) Investigate electronic applications and electronic payment means
4) Reconfigure monthly reports to align with capabilites of Navaline
2) Dislay code enforcement cases on GIS layer, accessible by public
Those listed in red indicate need for City Council policy guidance
1) Assign inspectors by project rather than geographically
6) Provide on-line status updates for client submittals
ORGANIZATIONAL/CULTURE RECOMMENDATIONS:
9) Establish consistent philosophy to simplify PUDs
11) Adopt one consistent suite of building codes
6) Create P&Z bylaws and rules of procedure
PROCESS RECOMMENDATIONS:
3) Streamline SAC procedures
CODE RECOMMENDATIONS:
PERMIT INTAKE/ISSUANCE
CUMBERSOME PROCESS
DEVELOPMENT CODES
CODE ENFORCEMENT
COMMUNICATION
MISSION/GOALS
OTHER CODES
INSPECTIONS
MISC.TRUST
6/14
5/14
4/14
3/14
2/14
1/14
12/13
11/13
10/13
9/13
8/13
7/13
Developing map of highest concentration of CE
Second meeting held in June 2014
Ongoing direction soughtOngoing direction soughtOngoing direction sought
COMMENTS
CompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteCompleteComplet
eCompleteComplete
Planning Audit Recommendations 2013
Short Term Recommendations
Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13Jul-13
START
DURATION
OngoingOngoing
6 mo.3 mo.1 mo.3 mo.3 mo.6 mo.3 mo.3 mo.6 mo.3 mo.6 mo.3 mo.6 mo.6 mo.3 mo.6 mo.6 mo.2 mo.3 mo.2 mo.3 mo.3 mo.2 mo.3 mo.3 mo.1 mo.3 mo.3 mo.
2 wk.
3 mo
REPORT PAGE
131314151516161717171818191920222223232425252626
56789999
1) Build consensus regarding desired customer service philosophy for department
1) Create system for Inspectors to electronically transfer comments into Naviline 4) Create system for Inspectors to electronically transfer comments into Naviline
2) Establish culture of trust and open communication amongst staff and Council
6) Program Naviline to automatically print work orders for water and sewer taps
1) Consider changing name of Planning Department to better reflect the mission
4) Resolve customer issues prior to review and comment meetings with them
17) Re-evaluate the site plan application form for necessity of all information
RECOMMENDATION TYPES AND RECOMMENDATIONS
3)Encourage a culture of problem solving over minor technical compliance
6) Inspection Technicians should receive/log planning-related applications
15) Develop a screening questionnaire to help applicants better prepare
5) Eliminate redundant paper logs when electronic systems capture data8) Cross train Inpection Technicians and ensure the same job description
4) Establish culture of mutual respect for CC, P&Z, staff and customers2) Establish staff member to shepherd applications through all phases
5) Support staff when using agreed upon common sense parameters
6) Establish priority processing of permits rather than chronological
1) Establish culture of trust and open communication amongst staff
2) Develop updated mission statement for Planning Department
Those listed in red indicate need for City Council policy guidance
3) Create centralized database of previous code interpretations
3) Conduct quarterly forums with citizen groups and HOAs
1) Re-evaluate the need for extended hours in Inspections
3) Allow trade permits to be finalized prior to building CO
2) Involve inspector in commercial plan review process
5) Publish plan review time goals for common permits
ORGANIZATIONAL/CULTURE RECOMMENDATIONS:
2) Modify driveway permit to include culvert sizing
2) Host periodic forums for development dialogue
7a) Review all job descriptions within department
9) Revise P & Z public hearing agenda format
5) Create an on-line inspection request system
7) Establish simplified fence permit process
8) Purge paper files after issuance of C of O
PROCESS RECOMMENDATIONS:
DEPARTMENT COHESIVENESS
PERMIT INTAKE/ISSUANCE
CUMBERSOME PROCESS
CODE ENFORCEMENT
COMMUNICATION
MISSION/GOALS
INSPECTIONS
SITE PLANS
TRUST
MISC.
City of La Porte
Planning Department Organizational
Review
Final Report and Recommendations
Mueller Management/Ron Cox Consulting
February 6, 2013
City of La Porte
Planning Department Organizational Review
Final Report and Recommendations
Table of Contents
Page
I.Introduction 2
II.Recommendations 4
Process Recommendations
A.Communication 4
B.Cumbersome Processes 7
C.Site Plan Review Process 10
D.Permitting Intake/Issuance 13
E.Code Enforcement 16
F.Inspections 17
G.Miscellaneous 18
Organizational Culture Recommendations
H.Mission & Goals 20
I.Departmental Cohesiveness 24
J.Trust 26
Code Recommendations
K. Code Recommendations 27
Zoning Code 27
Development Ordinance 30
Other 32
III.Conclusion 32
IV.Exhibits
A. Site Plan Review Flowchart
B. Permit Intake/Issuance Flowchart
1 Planning Department Review Mueller Management/Ron Cox Consulting
I. Introduction
On September 24, 2012, the City of La Porte engaged Mueller Management, in association with Ron Cox Consulting, to
perform an organizational review of the Planning Department. The desire for organizational reviews in various
departments of the City was identified by the City Council during the FY 2013 budget planning process. The Planning
Department was chosen as the initial candidate for review due to its high frequency of customer/citizen interaction
points. The results of these interactions can have a
government as a whole.
Specifically, the purpose of this review was directed toward evaluating departmental policies, procedures, practices, and
codes to identify improvements that may add value, shorten response times, and improve customer service. In
particular, the processes involved with site planning and permit issuance were identified as areas of emphasis.
The underlying strategy of the analysis by the consulting team was to identify
participants (employees) align or differ from external participants (City Council, Planning Commission, customers) was
analyzed to identify gaps in desired-versus-provided service levels.
Internal perceptions were gathered from individual interviews with each member of the Planning Department and
members of other City departments who are involved with the site plan and building permit processes. Further, the site
plan review process and the permit intake and issuance processes were flowcharted to identify potential gaps or
inefficiencies in those processes.
External perceptions were obtained by individual interviews with each member of the City Council and Planning and
Zoning Commission. To further validate the perceptions communicated during those interviews, three separate focus
groups were convened one focused on code enforcement; one with contractors/designers; and one with business
owners.
An interim report, summarizing the internal and external observations, organized under 10 major themes, was
presented to City Council on December 10, 2012. Subsequent to the interim report presentation, the consulting team
conducted the following activities:
The interim report and several specific customer concerns that were expressed in the focus groups were
reviewed with the Planning Department division managers. This review provided an opportunity for the
staff to better understand and accept the reality of the issues at hand and begin to be part of the
recommended solutions.
Management recommendations were developed to address the organizational culture, communication,
and trust themes that were identified in the interim report.
The flow-charted processes were analyzed for efficiency and communication improvement opportunities.
Organizational, process, and communication improvements were developed. Suggestions offered by the
elected and appointed officials, customers and employees were incorporated.
Planning Department Review Mueller Management/Ron Cox Consulting
2
The zoning and development codes were evaluated for potential recommendations to improve their
functionality and address concerns raised by the customer groups.
Implementation Recommendations:
Implementation of the recommendations will present many opportunities for organizational and leadership
development within the department and with customers. An effective method of implementation is the use of task
forces organized around a specific set of the recommendations. Membership in the task forces should primarily consist
of employees within the department, but should also consist of representatives of the customer groups identified
earlier. Each task force should be managed by a team leader appointed by the Director. Each team leader will be
responsible for completing and reporting on the final implementation.
It is also important to reinforce the revised processes with underlying improvements in culture, trust, and cohesiveness.
The process improvements will not be fully successful until the underlying organizational culture is redirected toward
better cooperation internally and a customer focus externally. A variety of tools are available designed to enhance the
organizational culture. A commitment by City Council and management toward this holistic approach will enhance the
full implementation of the improved customer service attitude.
Acknowledgements:
The consulting team wishes to thank all members of the City Counci
Planning Department, and the customer focus group participants. We received great cooperation from each person we
spoke with and encountered no obstacles in obtaining the information we requested. All participants were very candid
in their comments and believed their negative and positive comments would be used in the spirit of improvement for
the department. Many positive suggestions were put forth by the individuals and groups we worked with that were
incorporated into these recommendations.
The consulting team appreciates this opportunity to be of service to the city of La Porte. It is our hope that these
ively perform their jobs.
This report concludes our engagement, however, we are available to provide additional assistance should you or the
staff desire an additional engagement to assist with implementation.
II. Findings and Recommendations
The internal observations, external perceptions, and a preliminary assessment of the implications of these observations
and perceptions were documented in the interim report. The topics presented in this report generally correspond to the
themes that were covered in the interim report. A set of findings are presented for each topic along with a series of
recommendations designed to address each finding. The topics are grouped into process, organizational culture, and
code-related recommendations.
Process Recommendations
Planning Department Review Mueller Management/Ron Cox Consulting
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The following process-related recommendations are intended to respond to concerns expressed by customers and
incorporate procedural improvement possibilities observed by the consulting team. These improvements are designed
to improve communication and access to information; reduce the time required to obtain permits and improve the
customer experience when interacting with the Department.
A.Communication
Findings
The variety of independent prerequisites before the issuance of a building permit provides multiple opportunities
for ambiguity and difficulty in coordination. Currently, there is not a single person charged with coordinating all
aspects of a project from initial application to final approval so it can be challenging for customers to know exactly
which sub-applications apply for a particular project and the correct submittal sequence.
Staff acknowledged that multiple resubmittals do occur, but generally believe those cases are a result of poor plans
being submitted or designers modifying unrelated items (on which the additional comments are based). There is a
gap between the perceptions of the customers and the staff that needs to be resolved.
Recommendations
1.Pre-Development Meetings with customers:
i.Establish routine days and times for pre-development meetings when staff will be available.
ii.Establish which staff is required to attend the pre-development meetings, and hold those staff
accountable for attendance. Establish a protocol and assign responsibility to the appropriate
person for notifying the staff of their attendance requirement.
iii.Publicize the availability and schedule of pre-development meetings on the web site and in the
Planning Department lobby. Encourage staff to reinforce the preference for using the pre-
development meeting format whenever possible in their interactions with the public.
iv.Develop a pre-development meeting checklist that outlines all of the permits that may be
necessary for a particular project, so that the applicant is made aware of the multiple steps that
may be needed before they make their first submittal. Also, provide fee schedules associated
with each of the applicable permits.
v.Utilize the pre-development meeting to review the checklist and have staff available to
elaborate and answer questions. Also, utilize this meeting to communicate lessons learned from
similar projects, such as critical review items and long lead-time aspects of the permitting
process, to assist the customer in planning their overall schedule.
Staff is creating a predevelopment applicant consultation packet, which includes a comprehensive
checklist of all development processes. The checklist also contains website links to further explain
each process.
4 Planning Department Review Mueller Management/Ron Cox Consulting
2.Host periodic forums for the development/contractor/business community to open and maintain an
opportunity for dialogue. These forums can be utilized to communicate such topics as new codes,
frequently encountered problems, and to receive feedback and suggestions from developers and
contractors. The goal is to establish and maintain open lines of communication between the
department and customers to reduce the perception that involving management or council is required
in order to achieve solutions. Establishing open rapport will facilitate a collaborative problem-solving
environment between staff and customers.
i.Initially a quarterly schedule is recommended; re-evaluate frequency after the first year.
ii.Depending on the interest of participants, the city may want to break the forums into more
focused topic sub-groups (for example, separate planning, engineering, and inspections forums).
The first quarterly meeting, which was held in January, addressed GIS Resources and Open Meetings.
th
The second quarterly meeting was held June 12 and focused on the Predevelopment & Applicant
Consultation (PAC) meetings and development flow processes. Staff will seek topics of interest from the
development community for discussion during future forums.
3.Establish a centralized database of previous code interpretations accessible to the staff and public; or
display in a FAQ format.
The ICC Code and Commentary books used for interpreting building and residential code are available
for public viewing. Previous code interpretations that have been adopted by policy are also available
for public viewing.
4.Ensure that the need for address verification and utility verification is communicated consistently;
document the need on related forms and communicate early in the application process.
The need for property identification (HCAD Number) and address, if existing, has been noted on our
existing forms, the newly created predevelopment checklist, and is being communicated verbally
during initial meetings with applicants.
The utility verification process has been replaced by the publication of GIS utility layers on the City
website. Utility verifications will be performed by Public Works on a case-by-case basis only when
utility verification is in question. If a utility extension is necessary, applicant will be advised of the
utility extension processes.
The culvert request process has been replaced by the internal permit review process, wherein staff will
determine culvert size for any driveway construction or culvert installation. Local driveway permits
will be issued regardless of jurisdictional status; the most onerous regulation will govern.
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5.Ensure that all permit application forms and related information (that was provided to the consultants
in the binder) are available on the website. At a minimum, provide printable PDF files, but preferably
as live forms that can be completed and submitted electronically.
Many forms are currently available to the public on the website. These forms, as well as additional
forms, will be updated and converted to fillable .pdf forms as the audit is implemented.
6.To the greatest extent possible with the current computer system, make information available on-line
so that applicants can obtain status updates as easily as possible. Where the computer system falls
short, establish an information base that will track status of projects and provide contact information to
the customer for obtaining that information. The objective is to develop a system within the constraints
of the current computer software system, to provide substantive information to the customer on a
timely basis.
7.Post the office hours by the outside door. City hall hours are posted, which may cause customers to
think the office is closed when it is actually open.
Division hours of operation were immediately posted on a temporary sign on the exterior doors to the
Inspection Division. The temporary sign has since been replaced with permanent signage.
Additionally, directional signage for Inspections/Permitting has been placed at the main entrance to
City Hall.
8.Departmental staff should proactively notify the city management of customer interactions that may
be reasonably expected to evolve into more difficult public relations situations.
Staff continues to utilize the chain of command to notify city management of potential public relations
situations.
9.Revise the Planning & Zoning Commission public hearing agenda format. The following agenda
sequence is proposed:
i.Staff Presentation
ii.Applicant Presentation
iii.Public Comments (for, against, or simply questions)
iv.Question and Answer
The current public hearing agenda format encourages the Commission to ask questions before all of the
information has been presented and also puts the staff in the position of answering questions better
answered by the applicant. The Commission should allow all information to be presented in items i-iii
before asking questions under item iv. Any questions posed by the public during item iii should be
noted by the Commission and then asked by the Commission during the question and answer period.
6 Planning Department Review Mueller Management/Ron Cox Consulting
During the question and answer period, questions should be directed by the Commission to either the
staff or applicant, depending on who is in the better position to answer the particular question.
Revising the public hearing agenda format was placed on the Planning and Zoning Commission
agenda for discussion. The Commission agreed staff should utilize the public hearing agenda format
proposed by the consultant when preparing future meeting agendas.
B.Cumbersome Processes
Findings
The cumbersome nature of the NaviLine software system appears to contribute to some of the sluggishness and
inconsistencies that customers experience. Ironically, if customers find the processes too difficult to navigate and
work without permits, this also increases the workload of the code enforcement division.
Recommendations
1.Track certain permits outside of the NaviLine system to eliminate excess data entry that does not add
value for example: fill dirt, utility verification, culvert, address assignment, site plan review.
i.A separate logging and tracking system (database or spreadsheet) needs to be developed and
made available on the server so all staff members have access to update information and check
Planning staff will continue to utilize Naviline to enter data for all identified processes.
Necessary staff training has been scheduled to ensure the ability to use the system as
intended.
2.The driveway permit process should be modified so that culvert sizing is handled as part of driveway
permit process rather than as a separate application. When a driveway permit (issued by the
Inspections Division) requires a culvert, a separate culvert permit (issued by the Engineering Division) is
also required. The culvert permit primarily consists of specifying the correct diameter for the culvert
pipe. If the culvert is for a non-driveway application, the culvert application would still be a separate
application.
The driveway permit process has been modified so that culvert sizing is handled as part of the
building permit or driveway permit, if applicable. Additionally, an internal staff review step
has been added to the building permit review process in Naviline.
3.Complete the water and sewer GIS layer and make available to the public. The internal utility
verification process can be eliminated completely by allowing the public, land owners, and engineers to
access the data directly. However, in the interim, within the current utility verification process:
7 Planning Department Review Mueller Management/Ron Cox Consulting
i.Ensure that the drawing of the existing utilities is provided to the applicant as part of the
response to the applicant.
ii.If NaviLine is continued to be used to track utility verification requests, save a PDF of the utility
drawing as an attachment to the NaviLine file so that all data related to the request can be
obtained in one location.
4.Until NaviLine is able to produce the information needed for the monthly reports, the reports should
be reconfigured to eliminate the time and effort needed to track information manually. Currently,
some data for the monthly and quarterly reports is tracked manually because it is not accessible from
NaviLine.
The Department has considered dispensing of manual collection of information that may no longer have
administrative value.
5.Establish and publish plan review time goals for the most commonly issued permits. This information
will provide the customer with a reasonable expectation and establish accountability for the staff.
There has been an unwritten policy that dictates building plan review turn-around time goals. These
review time goals have now been incorporated into a written department policy by which the public
can reasonably expect response.
6.Allow simple plan sets to be reviewed quickly while more complex plan sets are being reviewed in the
background. To expedite simpler plan sets, establish and use a priority process rather than a
chronological (first come-first served) policy.
Permits that require a shorter plan review time, such as fence, roof, fill dirt, portable sign, demolition,
etc. continue to be fast-tracked. Additionally, staff continues to issue over-the-counter permits for
plumbing, electrical and mechanical work.
7.Establish a simplified fence permitting process. The current system is both time consuming and
expensive and is a source of consistent frustration and complaints. To expedite standard fence
replacements in the same location, do not require site plans or formal surveys. Utilize standard details
as a condition of approval (setting posts, attachment of runners and pickets, etc.). If a fence is on a
common property line, perhaps require consent from the neighbor to waive the site plan requirement.
As a further relaxation, the site plan requirement for new fences could also be waived with location
restrictions being issued as permit conditions.
The fence permitting process has been simplified by eliminating the requirement for a survey. In lieu
of a survey, staff is allowing the customer to submit plan grade information. This has been adopted
by departmental policy.
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8.Upon issuance of the certificate of occupancy, paper inspection files should be purged. Maintaining
the paper copies of plan review comments, permits, and inspection results takes considerable staff time.
The content of these files is generally redundant to data that has been or should have been entered into
the NaviLine permit file.
Plan review comments, permits, and inspection results are permanently maintained in Naviline. Paper
records are retained and ultimately destroyed in accordance with the adopted retention schedule.
9.Establish a consistent philosophy to utilize to simplify, rather than complicate, development
applications. Several people who were interviewed reported that the current implementation of
actually makes approval of a project more difficult, rather than facilitating the unique situations they are
intended to benefit. Consistent with the organizational culture initiatives previously discussed, an
development, rather than as a mechanism to add additional
requirements, should be encouraged and enforced by management and City Council.
C.Site Plan Review Process
Findings
The site plan review process affects a wide variety of businesses and may be the first interaction an applicant has
with the City. As currently structured and administered, the process causes confusion for many applicants and
creates a poor first impression.
Recommendations
1.Compile and agree upon staff review comments before meeting with the applicant.
The site plan meeting has been incorporated into the predevelopment applicant consultation meeting
to systematically include collection, compilation, and distribution of reviewers comments prior to
meeting with the applicant.
2.Establish appropriate review protocol between the Planning and Fire Departments. Evaluate need for
fire marshal to be involved with site plan review; consider whether or not one Fire Department
representative can handle all fire-related review comments. This will better define and possibly reduce
the number of people involved in the review process.
A meeting was held to discuss review protocol between the Planning and Fire Departments. It was
determined that representatives from both Fire Prevention and Fire Suppression Divisions must be in
attendance at the predevelopment applicant consultation meetings.
9 Planning Department Review Mueller Management/Ron Cox Consulting
3.Develop and consistently use checklists for each reviewer. The contents of each checklist should be
unique to the items for which each reviewer is responsible and approved by the Planning Director.
Periodically update the checklists as new or recurring issues arise. The checklists can be provided
directly to the applicants in advance to better inform them of the requirements. Further the completed
checklists can also be provided to the applicants to eliminate the time and effort required to compile all
comments into one review letter.
The predevelopment applicant checklist will be provided to applicants during predevelopment
meetings and will contain website links to department specific applications, processes and
development criteria.
4.Ensure all reviewers are submitting comments electronically in a consistent form (Word document or
NaviLine) using the checklists described above; also consider requiring reviewers to provide marked-up
plan sets for return to the applicant.
All reviewers have been submitting comments electronically. Staff has implemented the Naviline
response protocol as the standard of operation. Subsequent training was provided to reviewers on 4-
30-13. Additionally, training on electronic mark-ups of redlines will be scheduled after acquisition of
Adobe Pro for all reviewers.
5.Ensure review deadlines for each application are communicated and enforced for all reviewers (inside
and outside of the Planning Department).
Five day review deadlines have been communicated via memo from the Planning Director to all
reviewers and will be reiterated in a project memo with each Naviline application.
6.Establish review turn-around time goals for re-submittals.
The goal is to complete the review of resubmitted plans within three (3) business days, but not to
exceed five (5) business days from the date of resubmittal. If the plan is not approved, written
communication will be provided to the applicant outlining the deficiencies. Once the plan is approved,
a signed copy of the plan will be returned to the applicant.
7.Establish and enforce a policy that additional comments will not be added on resubmittals. Exception:
when the applicant has made changes to the plans subsequent to the prior submittal.
A policy has been created disallowing additional comments on resubmittals, except when the
applicant has made changes to the plans subsequent to the prior submittal.
8.Research the ability of NaviLine to assign a project number using an HCAD parcel number (if NaviLine
tracking of site plans is continued). Currently, site plan applications can not be entered until an address
10 Planning Department Review Mueller Management/Ron Cox Consulting
is assigned. This sometimes results in a delay of processing while the address verification process is
completed.
Naviline does not have the ability to substitute sequential project numbers for HCAD numbers. HCAD
parcel number entry is standard operating procedure for applications.
9.Ensure NaviLine is sending automatic notices of new site plan applications received to all reviewers (if
NaviLine tracking of site plans is continued).
Testing demonstrated that all site plan reviewers are receiving notices of site plan applications.
10.Establish and post annually a schedule of deadline dates for submittals, return of comments,
resubmittals, and the corresponding Planning and Zoning Commission meeting date on which action
will be taken (if applicable).
A schedule has been posted on the Planning Department webpage.
11.Consolidated review comments that are sent to the applicant should be provided to all reviewers.
These consolidated comments will allow each reviewer to be aware of the full context of comments that
were made.
All reviewers are receiving a copy of the comments letter sent to the applicant.
12.Ensure NaviLine is placing a hold on release of building permits until site plan is approved.
A hold on building permit issuance is being placed on all site plans entered in Naviline until such time
an approved site plan is received.
13.Automate the generation of the final site plan approval letter sent to the applicant.
A step has been added in Naviline to ensure the site plan approval letter to the applicant is
automatically being generated.
14.the Inspections Division
with the automated letter described above.
Incorporated into Step 13 above.
15.Develop a screening questionnaire to help applicants better prepare the application; this can be
reviewed and provided at the pre-development meeting.
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i.Communicate to applicants the need for an address request to accompany or precede a site
plan application.
ii.Communicate to applicants that the proposed electric meter location is critical for determining a
proper address.
iii.Communicate to applicants the need for a utility verification request to accompany or precede a
site plan application.
The predevelopment applicant consultation helps applicants better prepare by providing a
comprehensive list of processes, which are discussed during the consultation or are otherwise provided
in writing.
16.Make available to applicants a sample of a good site plan application to use as a reference in
preparing their application.
A sample site plan has been prepared which shows the necessary information as ideally arranged.
17.Re-evaluate the site plan application form to ensure all requested information is necessary; remove
unnecessary or unused information to make submittal simpler for the applicant.
The Major and Minor Development Site Plan applications have been re-evaluated and revised.
D.Permitting Intake/Issuance
Findings
Customers perceive difficulty in timely receipt of consistent plan review comments and issuance of permits. In some
cases, customers also experience complications in obtaining access to status information. Reducing redundant
internal procedures will free up staff time for more meaningful tasks and customer communications. Providing a
process to streamline the issuance of more routine permits to trade contractors would address several customer
concerns.
Recommendations
1.Investigate and implement the ability to allow permit applications to be completed and submitted
electronically with payments made on-line, over-the-phone by credit card, or with an escrow fund. At
a minimum, contractors should have the ability to pay for and obtain simple trade permits on-line.
2.Allow contractors to open escrow accounts against which permit fees can be charged to eliminate the
need for recurring checks and trips to city hall to pay for trade type permits.
12 Planning Department Review Mueller Management/Ron Cox Consulting
3.Ensure that building plan review turn-around time goals are established and enforced for all staff
members involved with plan review.
There has been an unwritten policy that dictates building plan review turn-around time goals. These
review time goals have now been incorporated into a written department policy.
4.Establish and enforce a policy that additional comments will not be added on resubmittals. Exception:
when the applicant has made changes to the plans subsequent to the prior submittal.
A policy has been created disallowing additional comments on resubmittals, except when the
applicant has made changes to the plans subsequent to the prior submittal.
5.Redundant paper logs should be eliminated with the data being retrieved from NaviLine when
needed. There are multiple paper logs used for tracking various permit applications and the status of
those applications. Examples include: permits issued log (tracks applications during plan review), over
the counter log (tracks resubmittals and other delivered documents), roof permits log, temporary and
portable sign log, clearing/fill dirt/storm water quality log, new code enforcement case log, and a follow
up code enforcement log. Periodically, the data on these logs are typed into a spreadsheet for archiving,
but the original paper logs are also maintained. Additionally, there is a separate database maintained
for water and sewer taps.
Most of the information entered on the logs is also entered into NaviLine as part of the process to set up
the permit file in the system. If NaviLine is incapable of appropriately tracking the review steps, a
separate database should be set up in place of the paper logs, so that the tracking information can be
easily entered, updated, queried, and accessed from the network by all staff members. The database
should be set up to track the info needed for the various permit types, but only require the relevant data
fields for the particular permit type. The database should also be made available to the public so that
applicants can see the review status of their applications.
The following paper logs have been eliminated: roof permit log, temporary and portable sign log, and
clearing/fill dirt/storm water quality log. All applicable data that was kept in these logs is being
captured electronically in Naviline.
6.The Inspections Services Technicians should log Planning Division-related applications, such as site
plans and zone changes. A consistent logging process as described above should be developed for all
Planning Department applications to eliminate the differentiation between processes for each division.
Inspection Services Technicians are being trained to receive and log all applications for the
Department.
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7.Ensure the fire marshal building plan review comments are coordinated with the Inspections Division
comments and returned simultaneously with the Inspections comments.
Comments provided by the Fire Marshal will be solicited by Inspection Reviewers and will be sent out
by the goal date.
8.Ensure all three front counter technicians have the same job descriptions and are adequately cross-
trained; each have areas of specialty, but workload should always be balanced.
All three front counter technicians have been cross-trained in the same job duties and workloads are
balanced.
9.Ensure all three front counter technicians have access to the same standard inspection notes files and
all relevant NaviLine modules.
All front counter technicians have access to Code Enforcement, Building Permits, Business Licenses,
Planning & Engineering, and Land Management Naviline modules.
10.Plan review for clearing permits conducted by a Parks Department representative and Engineering
and Planning Divisions should be done simultaneously rather than serially. A simultaneous review
process will expedite the issuance of the permits.
Procedure for reviewing/approving clearing permits has been revised to exclude the address
requirement, which has been the primary cause of delay.
11.Adopt one consistent suite of building codes. Currently, a mixture of the International and Uniform
suite of codes should be adopted and utilized.
E.Code Enforcement
Findings
Some customers report difficulty in ascertaining the status of service requests. Inefficient internal processes affect
the timeliness of data being available and add a redundant burden to the Inspection Services Technicians. From a
broader perspective, there are differing opinions as to the preferred focus of code enforcement efforts an even
distribution, or a focus on hot spots or repeat offenders.
Recommendations
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1.Implement a method to allow the inspection notes/results to be transferred electronically to
NaviLine. Currently the notes are taken in the iPad, printed, and then input into NaviLine by the
Inspection Services Technicians.
Hardware and software to allow inspection notes to be transferred from the field to Naviline has been
included in the 2013-14 Budget.
2.Develop the GIS so that the status of code enforcement cases can be displayed graphically and
accessed directly by the public. This will aid citizens in being able to quickly ascertain the status of a
complaint they called in or to know the status of cases in their neighborhood. Additionally, the graphical
representation will assist staff in identifying recurring problem trends as an aid to targeted enforcement.
3.Conduct quarterly forums with citizens and homeowners groups. These forums can be utilized to
a system for follow up.
Naviline Cognos is incapable of producing a report in a format compatible with GIS. Staff will attempt to
manually develop a map depicting the highest concentration of code enforcement issue areas.
F.Inspections
Findings
customer suggestions centered on interactivity improvements such topics as the ability to submit permit
applications, request inspections, or view inspection results on-line. Customers also requested improvements to
consistency in the interpretations made by different inspectors. Internally, there are several paper-based tracking
processes that are redundant to electronic processes.
Recommendations
1.Assign inspectors by project rather than geographically. This system will allow the customer to have a
consistent representative throughout the construction process; other inspectors are still available to
cover vacations or for consultation when needed.
Inspectors are assigned by project rather than exclusively by location.
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2.Provide an opportunity for the assigned inspector to be involved with the commercial plan review
before final approval. This system will reduce the occurrence of the field inspectors enforcing codes
differently than the plan reviewer.
All Inspectors have been given the opportunity to participate in the commercial plan review process.
3.Allow trade permits to be finalized as the work is completed prior to the final building certificate of
occupancy. Several customers commented that the current process does not allow them to receive
trade finals until the final certificate of occupancy for the building is approved. This practice causes
delays in subcontractors being able to close out their contracts and receive final payment.
Trade permit inspections are being allowed prior to final building certificate of occupancy, upon request.
4.The inspectors should use their iPads to document field inspection notes and results for direct transfer
to the NaviLine system. The current process requires the inspectors to hand-write notes and inspection
results in the field. The results are then entered by the Inspection Services Technicians into the NaviLine
system. To complete this change, a method to electronically link the iPad with NaviLine needs to be
identified. This change would free up office staff time and allow inspection results to be posted much
more quickly, while not adding additional work for the inspectors.
Hardware and software to allow inspection notes to be transferred from the field to Naviline has been
included in the 2013-14 Budget.
5.Implement an on-line inspection request system that could interface directly with NaviLine to save
considerable staff time. The process of pulling inspection requests from the answering machine,
-consuming.
The current process of attaching the white ticket to the inspection folder and then re-stapling it into the
ticket book is redundant and should be eliminated as all of the needed information should be
transferred to the NaviLine file.
Customers have the ability to request inspections by either leaving a message on a designated phone
line or by submitting requests online. Inspection requests received by phone are now systematically
6.Interface the NaviLine system with the website so that inspection results can be viewed on-line by the
contractor or owner.
I nspection results may now be viewed online.
G.Miscellaneous
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Findings
During the course of the review, the consulting team noted several other observations, which are addressed in the
following recommendations.
Recommendations
1.Re-evaluate the need for extended office hours; shift technicians to a standard 8-5 shift with a
rotation for one technician to arrive early to pull morning inspection requests.
Evaluation and customer polling indicates extended hours are desired by the public.
2.Executed utility reimbursement agreements should be added as an attachment to the relevant water
and/or sewer line database file in GIS. This will facilitate tracking, help to ensure proper payments are
required of new development, and identify when the full cost has been reimbursed to the initial
developer.
3.Establish streamlined street and alley abandonment procedures available under state law; establish a
prioritized schedule for systematically abandoning unused rights-of-way, rather than inefficiently
responding to ad hoc requests.
4.The duties formerly assigned to eliminated Planning Division personnel should be assigned to specific
employees to ensure clear lines of accountability. With the recent reduction of Planning Division
personnel, duties of prior employees have been split between the planner and the office coordinator,
but specific responsibility for tasks varies on case by case basis.
Staff responsibility for duties has been discussed and reassignment has occurred.
5.Zoning notification letters and mailing labels should be generated from the notification list by a mail
merge function rather than manually.
Mail merge will be used on future zoning notifications as well as other notifications.
6.The NaviLine system should be programmed to automatically print water and sewer tap work orders
to avoid the delays and manual steps inherent in the current method. Currently, when a work order
request for a new water or sewer tap is generated by an Inspections Services Technician, the utility
superintendent does not receive an automatic notification. The superintendent has to periodically
check the system to see if there are new work order requests. Additionally, the superintendent has to
perform several administrative steps in order for NaviLine to print the work order.
Naviline has been configured to automatically notify the Utility Superintendent that a work order
request for a water or sewer tap is pending.
17 Planning Department Review Mueller Management/Ron Cox Consulting
7.The Survey Party Chief job description should be updated. The job description does not match the
current duties of the position.
Job Description has been rewritten to adequately address job functions.
a. All Department job descriptions have been reviewed.
8.GIS Division:
i.The non-GIS tasks assigned to the GIS Manager should be shifted to other staff members so that
the GIS manager can appropriately focus on development of the GIS and management of GIS-
related personnel. If the efficiency and automation recommendations related to the Inspections
Services Technicians are implemented, those individuals should be freed up to assist with more
productive work.
ii.Provide additional GIS and Laserfiche licenses and training to relevant Inspections Division staff
members to allow staff to obtain information more directly without having to involve the GIS
Manager.
iii.Properly fund and execute the GIS development program to facilitate data availability for
customers. A more functional GIS will improve ability to get the information they
need to prepare better plan submittals, and will free up staff time currently occupied with
manually obtaining that data for customers.
Organizational Culture Recommendations
This engagement has identified many process issues within the Planning Department. It is believed that making the
changes that have been identified in the first part of this report will bring immediate results. It is also believed that
to ensure a more complete and more meaningful change in the organization, more than just process should be
findings and
recommendations are addressed below. It is also believed there is a need to better align the organizational culture
of the Planning Department with the philosophy of the City Council. Working together the Department and the
Council can place the City on a better tract toward the same goals and ensure success both with these organizational
and process changes, but the success of the City.
H.Mission & Goals
Findings
There is an opportunity to -in for the mission and goals
of the City and Council and management for the department. Developing improved processes and procedures will
overall goals.
18 Planning Department Review Mueller Management/Ron Cox Consulting
Recommendations
1.Discern a consensus between City Council and management regarding the desired customer service
philosophy for the Planning Department.
i.The City Council and staff should work together to discuss and develop the economic
development philosophy of the City. The result of this discussion should provide staff with
better guidance on what development projects are/are not acceptable in the community. This
gives better guidance to staff when approached for zoning changes and other development
considerations.
ii.The City Manager, Planning Director, and City Council should discuss and establish an
understanding regarding the degree to which City Council desires staff to interpret codes in
favor of customer perspectives and expediting projects. This discussion should give definition to
o technical, or too liberal
with their interpretations. The result of this discussion should encourage staff to make better
judgment calls with the security to know they will be supported by the City Council.
iii.City Council should establish for themselves guidelines for appropriate Council responses to
citizen complaints/concerns.
iv.The City Manager and City Council should discuss and agree upon the appropriate channel and
method for communicating complaints/concerns including whether or not City Council should
coordinate through the City Manager or directly with department employees. These protocols
syndrome some feel is present.
v.The City Manager, Planning Director and City Council should discuss and come to an
understanding regarding the preparation, presentation and process of amendments to the
various codes and ordinances (staff has been told by previous councils it is not their job to bring
proposed amendments). This should assist the staff in knowing when and how to present
needed amendments to meet changes in state law, changes in process and changes in local
environment to enhance customer service.
vi.Staff should develop meaningful communication opportunities regarding the successes and
responding to City Council and customer inquiries.
Department welcomes the opportunity to achieve consensus with City Council regarding the
desired customer service philosophy as it relates to:
economic development
code interpretation
guidelines for City Council response to complaints
appropriate channels for communicating
methodology for presenting amendments to various codes and ordinances
Planning Department Review Mueller Management/Ron Cox Consulting
19
2.Develop an updated mission statement, guiding principles, and goals for the Planning Department and
each Division.
Department has updated its mission statement, guiding principles and primary objectives.
Mission Statement:
The Planning Department will use a comprehensive, community-based approach to short and long-
term planning to facilitate development within the City of La Porte.
-quality infrastructure, a wide range of housing,
robust economic development opportunities, and an excellent social service delivery system.
Guiding Principles:
We will perform our duties promptly, with superior quality, innovation and fairness. Our community-
based planning approach will allow our employees to provide technical assistance and direct quality
of life improvements based upon identified community needs, thus delivering public services in a
timely and proficient manner.
Primary Objectives:
1.To preserve, protect and enhance the quality of life of the City.
2.To preserve, protect and enhance the natural environment of the City.
3.To provide safe, efficient and cost-effective infrastructure and public services to the citizens to the
citizens of La Porte.
4.To ensure that all capital improvements made in La Porte are of safe design that meets current
engineering standards
5.To effectively convey desired expectations regarding minimum design standards established for
6.To ensure public safety with regard to buildings and other structures
7.To ensure public health with regard to environmental problems.
3.Encourage a departmental culture of problem solving, assisting all customers with solutions and
overcoming impediments, rather than focusing on minor technicalities. Increase the staf
Inculcate an attitude of collaboration with citizens and customers, instead of power and control, to
omers.
20 Planning Department Review Mueller Management/Ron Cox Consulting
i.Conduct periodic all-employee meetings to reinforce departmental philosophies-mission,
guiding principles and goals.
Weekly divisional meetings are held to identify issues and formulate solutions. Additionally,
an all-employee meeting to convey new department mission statement, guiding principles and
primary objectives has been held.
ii.Conduct periodic employee organizational development exercises to overcome existing internal
trust and communication barriers.
The department is scheduling appropriate teamwork and communication training.
iii.Use a more structured new employee orientation and training/mentoring system to ensure new
employees adopt and express the desired customer service philosophies.
The department orients its new employees within a mentoring system to express the desired
customer service philosophy.
4.Establish and enforce a culture of mutual respect between the City Council, Planning Commission,
staff, and customers.
i.Conduct facilitated sessions between
leadership philosophy regarding economic development within the City.
ii.Conduct facilitated sessions between the City Council, Planning & Zoning Commission and staff
to deliver that philosophy as well as align the actions the Commission and staff need to take
within their respective authorities.
iii.Meet periodically with customers to ensure that philosophy is both conveyed and is in line with
community needs.
iv.Conduct regular follow up sessions with Council, Commission and staff to ensure long-term
alignment.
Department welcomes a facilitated session between City Council, the Planning and Zoning
Commission, and staff regarding economic development philosophy and department authority. The
department would convey the agreed upon philosophy to the public through periodic communication
forums.
5.Establish an understanding that staff will be supported by City Council and management when making
s. As stated earlier, frank
discussions between City Council and staff should allow for the development of common
overstep authority of the staff or provide the basis for
discriminatory decision making.
21 Planning Department Review Mueller Management/Ron Cox Consulting
Department welcomes facilitated guidance regarding the degree of flexibility the staff should have to
-ssues.
6.Establish Planning Commission bylaws and rules of procedure including such topics as:
i.Conflict of interest, participation, abstentions, and voting.
ii.Differentiate member roles for zoning, site plan, platting, and administrative functions of the
Commission.
iii.Define and enforce appropriate protocol and decorum expectations.
iv.Ensure Commission members are availed of training and education opportunities.
v.Establishing a schedule and process for periodic review of codes and ordinances directly related
to the work of the Planning Commission.
I.Departmental Cohesiveness
Findings
There is an internal tension between the divisions of the department that may cause communication errors and
process difficulties. A lack of cohesion could easily translate to processes not functioning as efficiently as possible
and customers experiencing difficulty.
Recommendations
1.
similar to better reflect the overall mission and responsibilities of the department. A divide between
the Inspections and Planning/Engineering Divisions has been identified. One possible cause for the
divide is the name of the department does not represent all aspects of the department. There is a
Planning Division, which has only one member, within the Planning Department. There is an
Engineering Division that is not identified at all within the department. The name of the department
implies that planning is its primary function, which tends to diminish the perceived importance of the
other divisions within the department. A different name for the department would be more inclusive of
all departmental functions and could serve as a first step in reducing internal tensions.
It is recommended the Department name be changed to to better reflect
the overall mission and activity of the Department, as suggested by the consultant.
2.Establish one staff member, with a department-wide focus, responsible for shepherding applications
through all phases from inception to final acceptance. This person should be charged with
communicating all steps and prerequisite permits, for a particular project at the pre-development
meeting. This person should be empowered with the authority to make judgments (common sense
22 Planning Department Review Mueller Management/Ron Cox Consulting
decisions), to reconcile conflicting inter-division requirements and to facilitate timely and successful
completion of projects.
Currently, applicants with complex projects must interact serially with the various divisions and multiple
contact persons. This system allows staff members to be more concerned with their individual
processes/permits rather than on a department-wide focus of achieving an overall successful and timely
project for the applicant, further dividing the depar
internal, rules-based focus as opposed to an external project-completion focus.
The City Engineer/Inspections Supervisor has been established as the position having the authority to
shepherd applicants through the processes.
3.Establish clear lines of responsibility/accountability for the various permitting processes. Define an
ch major process. Establish and enforce accountability for each
employees have to fill voids created by others, resentment between employees is generated; process is
slowed; and customers experience conflicting guidance, confusion, and frustration.
Approvers and reviewers have been defined for each major process. Accountability for those roles will
be enforced.
4.Develop a review and comment system that will resolve all issues prior to meeting with the customer.
Recognize that individuals involved with inspections, code enforcement, and engineering generally tend
--oriented, and individuals involved with planning-related fields
--oriented. When employees interact with other
members of the department, recognizing these different perspectives will facilitate communication and
problem-solving. Resolving differences i
official interpretations to the customer should both expedite the process and enhance the quality of
service to the customer.
White paper description of process reorganization addresses that issues will be resolved amongst staff
prior to interaction with customers. This cohesiveness will ensure consistent messages to the
applicants.
J.Trust
Findings
There is a lack of trust between some members of the department resulting in staff members overcompensating for
the deficiencies they perceive. This situation becomes evident to customers, creating confusion and uncertainty as
23 Planning Department Review Mueller Management/Ron Cox Consulting
to the correct staff direction to follow. Processes are not as efficient as they could be due to the gaps and overlaps
caused by ad-hoc modifications made in response to these patterns.
Recommendations
1.Establish a culture of greater trust and open communication among the staff members of the
department.
i.One outward sign of a lack of trust within the department are the examples of one division
needing a sign-off from another division before a process can proceed. These situations appear
to be based more on self-protection than on actual documented procedural requirements.
ii.Organizational development exercises to identify gaps in trust with a plan of action on closing
those gaps should have the effect of extending better service to the customers.
Department will schedule organizational development exercises to identify gaps in trust amongst
staff.
2.Establish a culture of greater trust and open communication between the staff and City Council.
Earlier recommendations spoke to City Council and staff working together to determine their working
relationship for customer complaints, code revisions, and overall economic development philosophy.
Resolution of these issues through frank discussion and clear directives also allows for open
communication and the building of trust between the groups.
Department welcomes a frank discussion of directives for open communication.
3.Revise the monthly and quarterly report format to emphasize communication of successes, problems,
and obstacles in lieu of purely statistical data. The statistical portions of the reports should be
augmented to provide more context such as current month versus same month previous year; or year-
to-date versus same date previous year. This format provides more meaningful benchmark type
information to both the management and City Council and helps measure progress and/or provide
information on gaps that need to be closed.
In the weekly memo to City Council, Staff will continue to convey any relevant successes or problems.
Current statistical data will be augmented to include benchmark information as denoted above.
K.Code Recommendations
Findings
The zoning code and development ordinance were reviewed in light of opportunities to reinforce improvements
recommended under the themes identified during the departmental review. This review was focused on items that
24 Planning Department Review Mueller Management/Ron Cox Consulting
may be an impediment to eff
This review was not intended to be the exhaustive review that should be conducted to ensure the codes are
consistent with the recently adopted update of the comprehensive plan.
Recommendations
1.Zoning Code Recommendations:
i.106-62. Planning & Zoning Commission Membership and Structure
The current Commission size and appointment method is atypical. Appointment of members by
district may promulgate any district tensions that may exist at the Council level and may be an
impediment to a city-wide planning perspective. The Commission should be a more typical
seven members with the only condition that they are qualified voters of the City and
appointments made by a majority vote of the entire City Council. The Commission should select
its own chairperson and other officers. The City Council should consider advertising vacancies
on the Board as broadly as possible, requiring an application form, and conducting interviews of
applicants before appointment.
ii.106-64 (10) Bylaws and Rules of Procedure
This section permits the Commission to establish bylaws and rules of procedure. The staff
should prepare drafts of such documents for review and consideration by the Commission.
iii.106-65 Review of Chapter
This section requires an annual review by the Commission of the zoning and development
ordinances. The staff should establish an annual schedule and lead the effort to present
proposed revisions to the Commission.
iv.106-87 Board of Adjustment Rules
If not already in place, the staff should prepare rules of procedure for review and consideration
by the Board.
v.106-333 Table B, Residential Area Requirements, footnote 12
opaque screening requirement applies.
vi.106-333 Table B, Residential Area Requirements, footnote 14
This footnote requires an additional 25--family and single-family
developments. It is unclear if this buffer is intended to be landscaping only or if parking, for
example, is allowed within the buffer.
vii.106-334 Special Use Performance Standards; Residential
Generally: There are a variety of special conditions in this section that relate back to other
underlying zoning districts. These conditions should be cross-referenced back to the underlying
districts, so that the reader can be aware of these requirements.
viii.106-334 Special Use Performance Standards; Residential; Subsection (a)
Subsection (a) of this section requires landscape buffers, but it is unclear as to when or where
this buffer requirement applies.
ix.106-441 Table A, Commercial Uses
25 Planning Department Review Mueller Management/Ron Cox Consulting
This table uses SIC codes to delineate uses. Staff should develop an alternate table using NICS
codes for consideration.
x.106-444 Special Use Performance Standards; Commercial; Subsection (a.1)
Subsection (a.1) of this section requires planting strips, but it is unclear as to when or where this
requirement applies.
xi.106-444 Special Use Performance Standards; Commercial; Subsection (a.3)
This subsection requires certain parking lots to be screened; if the requirement is intended to
apply to the front of such parking lots, the required six-foot height is excessive. This subsection
also requires manufactured housing parks and subdivisions to be screened from abutting uses,
but it is unclear if the screening requirement is the responsibility of the commercial owner or
the manufactured housing/subdivision owner. Additionally, for large commercial lots that are
only partially developed, this screening requirement should only apply if the site is developed in
proximity to the abutting use.
xii.106-441 Table A, Industrial Uses
This table uses SIC codes to delineate uses. Staff should develop an alternate table using NICS
codes for consideration.
xiii.106-637 Procedures for establishing a PUD; Subsection (c)
The individual items on the list of 12 submittal requirements should be optional if the specific
item is not applicable to the scope or context of the project site.
xiv.106-637 Procedures for establishing a PUD; Subsection (h)
The code should be modified to allow certain development authorizations to be issued prior to
final approval of the PUD and all related general plans and plats. This will facilitate construction
phasing on large or complex projects. Examples of early permits that should be allowed include
clearing and grading, detention, and utilities, provided that the corresponding subset of the
plans have been approved prior to commencement of construction.
xv.106-659 PUD Special Regulations and Procedures; Subsection (b.3)
The a sufficient amount os ambiguous and
should be quantified. Developers generally prefer a specific regulation so they do not have to
guess and negotiate the requirement.
xvi.106-678 PUD Building Height
The maximum building height limitation should be removed to provide additional flexibility.
Surrounding residential properties are still protected via the setback requirements of Section
106-696(c.2).
xvii.Article V: Supplementary District Regulations
Generally: There are a variety of special conditions in this Article that relate back to various
underlying zoning districts. These conditions should be cross-referenced back to the underlying
districts, so that the reader can be aware of these requirements.
xviii.106-801 Tree Preservation
-inch diameter;
however, Section 106-802 allows removal of a protected tree as part of a building permit if the
26 Planning Department Review Mueller Management/Ron Cox Consulting
tree is replaced with replacement trees. There is a conflict in this language as it appears all tree
removal is prohibited, but also allowed under certain conditions.
xix.106-835 Design Standards
This section including all related figures should be consolidated into the Public Improvements
Criteria Manual or a new Private Improvements Criteria Manual, as applicable. These moves will
consolidate technical criteria, allow easier updating as warranted by new conditions or
technology, and give the staff greater flexibility in grant
needed to expedite a project.
The Planning and Zoning Commission Chapter 106 Committee is reviewing the Zoning Ordinance
in its entirety. The subcommittee is approximately 90% complete with their recommendations
for revisions to Chapter 106 of the Code of Ordinances. The subcommittee should be ready to
present their recommendations to the Commission in mid-summer.
2.Development Ordinance recommendations:
i.General Comments:
1.The Development Ordinance should be codified to eliminate the need for customers and
staff to cross-reference multiple ordinance revisions to determine the full code
requirements.
2.Submittal copies: References to submittal or distribution of a specific number of copies
of various documents (general plans, plats, etc.) should be removed from the ordinance
and established by separate policy so that staff can readily update the requirements
based on the latest needs.
3.Submittal dates: References to specific submittal deadlines should be removed from
the ordinance and established by separate policy so that staff can readily update the
requirements based on the latest needs. Additionally, as previously discussed, submittal
and re-submittal deadlines and review time goals should be established and published
by staff. References to statutory Planning Commission action deadlines should remain
in the ordinance.
4.Appendices: Staff should have the authority to update the appendices (technical
specifications and procedures) as new conditions warrant. This can be accomplished by
adding a section to the ordinance authorizing staff to update the appendices or by
removing the appendices from the ordinance and placing them in the criteria manual.
Regardless of which method is chosen, any staff changes to the appendices should only
be effective after an appropriate notice and waiting period, say 30 days, after posting
the proposed change on the website.
5.
6.Do not put building setback lines on plats inside the city limits; rely on zoning ordinance
to establish setbacks to avoid potential conflicts.
ii.4.00 Sketch Plans
27 Planning Department Review Mueller Management/Ron Cox Consulting
The submittal of sketch plans is optional so it should be removed from the code. Additionally,
the intent of the sketch plan review process will be accomplished more fully if the pre-
development meeting recommendations are implemented.
iii.4.01 (D) Official General Plan
The code states that an approved general plan expires after one year if a plat has not been filed
and upon written notice to the subdivider. This potentially creates a gray area if the city fails to
send the written notice. The general plan should simply expire after one year without notice.
Further, this section allows the subdivider to request a one-year extension, but does not
stipulate if the extension is automatically approved or if the Commission needs to act to
approve the request.
iv.4.03 (C) Preliminary Plats: Effect of Approving Authority Action
The code states that an approved preliminary plat expires after one year if a final plat has not
been filed and upon written notice to the subdivider. This potentially creates a gray area if the
city fails to send the written notice. The preliminary plat should simply expire after one year
without notice. Further, this section allows the subdivider to request a one-year extension, but
does not stipulate if the extension is automatically approved or if the Commission needs to act
to approve the request.
v.4.04 (D) Final Plats: Recordation and Construction of Public Improvements
The code states that an approved final plat expires after one year if a construction of the public
improvements has not commenced and upon written notice to the subdivider. This potentially
creates a gray area if the city fails to send the written notice. The final plat approval should
simply expire after one year without notice. Further, this section allows the subdivider to
request a one-year extension, but does not stipulate if the extension is automatically approved
or if the Commission needs to act to approve the request. Additionally, an alternative should be
provided to allow the subdivider to submit a performance bond for completion of the public
improvements if they wish to record the plat before the public improvements are completed.
vi.5.01 General Street Standards
Table 5-2 (Street Geometric Design Standards) should be moved to the Public Improvement
Criteria Manual.
vii.5.01 (J) Alleys
The City should consider the practice of continuing to allow new alleys to be platted. Based on
the prior complications and cost of maintaining alleys, the provision of alleys, at a minimum,
should be at the discretion of the City rather than the developer.
viii.5.04 Building Lines
The building line requirements in this section should be consolidated into the Zoning Ordinance
to avoid conflicts and the need to cross-reference multiple locations to find the same
information. Setbacks applicable to the ETJ should be specifically specified.
ix.10.00 Fees and Charges
The fee schedule should be pulled from this ordinance and combined with other city fees in a
consolidated fee ordinance that can be readily revised on an annual basis or as needed.
x.12.00 Open Space and Park Dedication
28 Planning Department Review Mueller Management/Ron Cox Consulting
State laws regarding park dedication requirements have been updated subsequent to 1985
when the Development Ordinance was adopted. This section should be reviewed for
conformance with current law. Additionally, the fee in lieu of dedication should be removed
from this section and combined with other fees for easier updating as needed.
3.Other Code Recommendations:
i.Industrial District water and sewer agreements are calculated based on number of employees
Need an alternate method because the number of employees is often not known at the time the
agreements are prepared, particularly in the case of companies starting new operations within
the City.
ii.Comprehensive Plan sidewalk requirements: Develop a specific list of streets to which the
sidewalk requirements apply and corresponding sidewalk criteria; place these requirements in
the Development Ordinance.
iii.Resolve questions about whether or not fill dirt permits should be required for projects involving
fewer than five loads.
iv.Establishing minimum finished floor elevations for infill development in the floodplain could be
accomplished with a pier and beam requirement rather than by utilizing dirt fill to minimize the
perception of run-off impacts on neighboring properties.
v.Several focus group members suggested the removal of the requirement for gates on dumpster
enclosures as being impractical ineffective.
vi.Staff has compiled a list of proposed ordinance updates based on recent experiences. This list
should be presented to the Commission for review and recommendation to City Council.
III. Conclusion
The consulting team believes implementation of these recommendations will move the City toward its goals of
improving the customer service responsiveness, efficiency, and effectiveness. We appreciate this opportunity to be of
service to the City and we are available for questions or additional engagements to assist with the implementation
phase.
29 Planning Department Review Mueller Management/Ron Cox Consulting
Council Agenda Item Council Agenda Item
June 23, 2014 June 23, 2014
10.ADMINISTRATIVE REPORTSADMINISTRATIVE REPORTS
July 4, 2014, Friday, HolidayJuly 4, 2014, Friday, Holiday
La Porte Development Corporation Board Meeting, Monday, July 14, 2014La Porte Development Corporation Board Meeting, Monday, July 14, 2014
City Council Meeting, Monday, July 14, 2014City Council Meeting, Monday, July 14, 2014
Fiscal Affairs Committee Meeting, Monday, July 28, 2014Fiscal Affairs Committee Meeting, Monday, July 28, 2014
City Council Meeting, Monday, July 28, 2014City Council Meeting, Monday, July 28, 2014
regarding matters appearing on the agenda; recognition of community regarding matters appearing on the agenda; recognition of community
11.COUNCIL COMMENTSCOUNCIL COMMENTS
members, city employees, and upcoming events; inquiry of staff regarding specific factual information members, city employees, and upcoming events; inquiry of staff regarding specific
factual information
or existing policies or existing policies or existing policies or existing policies Councilmembers Earp, Clausen, Martin, Moser, Kaminski, Zemanek, Leonard, Councilmembers Earp, Clausen,
Martin, Moser, Kaminski, Zemanek, Leonard, Councilmembers Earp, Clausen, Martin, Moser, Kaminski, Zemanek, Leonard, Councilmembers Earp, Clausen, Martin, Moser, Kaminski, Zemanek, Leonard,
Engelken and Mayor RigbyEngelken and Mayor Rigby
12.ADJOURNADJOURN
The City Council reserves the right to meet in closed session on any agenda item should the need The City Council reserves the right to meet in closed session on any agenda item should
the need
arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas Government arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas
Government
Code (the Texas open meetings laws).Code (the Texas open meetings laws).
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