BUDG DGET 2020 Planni anning & g & Buildi ding ng D Department tment City of Port Alberni Council Brief Draft Operating Budget December 5, 2019
OVERVIEW • Mission & Services • Financial Performance • Projected Revenue • Strategic Projects • Issues, Risks & Opportunities • Draft Operating Budget Overview • Questions PLANNING DEPARTMENT
MISSION & SERVICES Helping plan and build an inclusive, safe, vibrant, and sustainable future for Port Alberni. How? – Work in collaboration with developers, stakeholders, service providers, and the public – Review and gather information to advise decision makers PLANNING DEPARTMENT
CORE SERVICES Planning and Land Use Management Policy development Consultation and engagement Building Inspection Mapping and tempest database Building permits & inspections Land sales and acquisitions Demolition Business licenses Development Services Nuisance Property Committee Zoning and OCP changes Onsite inspections with Fire and Bylaw Variance Permits Development Permit Subdivision Review and Approval PLANNING DEPARTMENT
FINANCIAL PERFORMANCE (ACTUAL COST) P lanning and B uilding D epartm ent R evenue and E xpens es (100.00 = $100,000) 600.0 $481.47 500.0 $409.70 $384.70 $378.30 $377.60 $375.70 400.0 $341.40 300.0 $187.10 200.0 $136.68 $126.11 $115.49 $108.50 $98.81 $80.99 100.0 0.0 2013 2014 2015 2016 2017 2018 2019 Revenue Expenses PLANNING DEPARTMENT
PROJECTED REVENUE BY SERVICE $120,000 $100,000 85,140 85,150 83,140 81,140 80,140 $80,000 $60,000 $40,000 24,500 24,500 24,500 25,500 25,500 $20,000 $- 2020 2021 2022 2023 2024 Planning Building PLANNING DEPARTMENT
STRATEGIC PROJECTS • 1.1 Multimodal pathways • 2.1 Short Term Rental • 3.1 Highest and Best Use • 4.3.1 Facilitate Brownfield • 5.1 Neighborhood streetscape Zoning Bylaw of City Land Remediation Identity and celebrate visions/strategy for Data base created Develop team to authentic place making arterials, collectors • 2.2 Truck Traffic Route Report on city lead in Brownfield Public markets and residential owned assets and site remediation Neighborhood streets identities strategic City involvement in • 1.2 Uptown Revitalization • 2.4 Sustainable Growth Indoor public opportunities site remediation revitalization bylaws and Development market Harbour Quay and incentives • 5.1.2 Infill Strategies Strategies revitalization • 1.3.1 Revise Official DCC targets Vacant lots Train station RFP Community Plan and Strategies for revitalized Harbour View Zoning Bylaw clustering Welcome sign lands RFP & • 5.3 Pathways and trails development development • 1.4 Repurpose Waterfront Between Kitsuksis • 2.5 Redevelop Brownfield Dyke and Harbour Develop inventory of Sites Quay waterfront land • 5.4 Reconciliation Revise Industrial Develop Brownfield development permit sites inventory Projects areas (DPA) Develop strategy and action plan for each Brownfield site PLANNING DEPARTMENT
ISSUES, RISKS & OPPORTUNITIES Service Issues Risks Opportunities Planni nning & & Increase in Quality of service decrease with an increase in Hire additional staff • volume of files number of applications being processed Development & Land ndUse • and project 25% increase from 2018 to 2019 Current planning • • Less support for clients Long range • Slower processing times planning Limited ability Current projects that need support: Hire Social Planning • to support Housing Needs Assessment staff and/or increase • Social planning Age Friendly Assessment consulting budget • projects Child Care Needs Assessment • Social Housing projects on the go Look for strategic opportunities to Immediate and long term impacts on the collaborate with the community ACRD No dedicated Public and clients face delays in response time Hire dedicated Front front desk staff desk clerk for for Planning & Increase in admin tasks and front desk inquiries Planning & Building Building slow application processing time department PLANNING DEPARTMENT
ISSUES, RISKS & OPPORTUNITIES Service Issues Risks Opportunities Planni nning Reliance on Increase in # of files and priority projects Hire additional • one City Slower application processing time planners & & • Planner Gaps in service when staff person is Land ndUse away (no coverage) • Development applications are unable to proceed if Planner is away or preoccupied Clients unable to get service and responses quickly enough from the Planner Admin tasks and front desk inquiries hinder application processing time PLANNING DEPARTMENT
ISSUES, RISKS & OPPORTUNITIES Service Issues Risks Opportunities Planni nning Staff are This team is integral to over 50% of Hire additional already Council’s strategic initiatives staff and/or & & • working over Many large scale projects (OCP increase consulting Land ndUse capacity renewal, Brownfield, infill budget strategies, etc.) • Projects may not get started or Look for strategic completed opportunities to collaborate with the ACRD Anticipated Additional time required to train new Succession staff staff Planning / hire & retirements train replacement Knowledge base will be lost if not staff early transferred PLANNING DEPARTMENT
Development Applications 7 year trend (2013-2019) 16 14 14 # of Applications Processed 12 12 12 11 10 Subdivision 9 9 9 9 8 8 8 OCP / RZ 7 Variance 6 5 5 4 4 4 Dev. Permit 4 3 3 3 3 2 2 2 2 TUP 2 1 1 1 1 1 1 0 0 0 0 0 0 Year 2013 2014 2015 2016 2017 2018 2019 Year Total # 8 12 22 28 24 27 36 PLANNING DEPARTMENT
ISSUES, RISKS & OPPORTUNITIES Service Issues Risks Opportunities Buildi ding g • Building Inspector Greater # of files result in slower Supplement the working at full capacity processing times Building Inspector Inspec ecti tion with part time or Productivity minimized by admin casual position tasks • Complete reliance on Gaps in service when staff person Hire an additional one employee (Building is on leave or away Building Inspector Inspector) No qualified employee to carry files forward while Building Inspector is away • ACRD’s ability to provide coverage varies Shortage in the number of available Building Inspectors for hire • Candidates require specific skills and experience PLANNING DEPARTMENT
Building Data 7 year trend (2013-2019) 160 Projected 140 permits for December # of Permits Issued 120 100 80 60 40 20 0 2013 2014 2015 2016 2017 2018 2019 Building Permit 83 92 108 143 155 154 158 Demoliton 8 6 11 12 6 7 4 PLANNING DEPARTMENT
DRAFT 2020 BUDGET 2019 Approved 2020 Draft Strategic % change Budget Budget Priorities $ 2019 vs. 2020 REVENUE Planning Fees & Charges $23,500 $24,500 - 4.26% Building Permits and License $79,140 $80,140 - 1.26% TOTAL REVENUE EXPENSES Building Operations (staff, $108,663 $110,910 - 5.78% contracts, vehicle, etc.) $267,080 $376,390 - 40.93% Planning Operations (staff, office supplies, contracts, advertising) Official Community Plan – - $80,000 $80,000 - Consulting Services Total Expenditures $375,743 $462,660 - 69.41% TOTAL GROSS EXPENDITURES
DRAFT 2020 BUDGET - KEY POINTS 2019 Approved 2020 Draft Strategic % change Budget Budget Priorities $ 2019 vs. 2020 REVENUE Planning Fees & Charges $23,500 $24,500 - 4.26% Building Permits and License $79,140 $80,140 - 1.26% TOTAL REVENUE EXPENSES Building Operations (staff, $108,663 $110,910 - 5.78% contracts, vehicle, etc.) $267,080 $376,390 - 40.93% Planning Operations (staff, office supplies, contracts, advertising) Official Community Plan – - $ 80,000 $80,000 - Consulting Services Total Expenditures $375,743 $462,660 - 69.41% TOTAL GROSS EXPENDITURES
DRAFT EXPENDITURES BY SERVICE Recommended 2020 Operating Budget 2% 14% 8% 76% Wages + Benefits ($430,300) Contracts($45,500) Operations ($13,400) Official Community Plan ($80,000) PLANNING DEPARTMENT
Municipal Comparison Planning & Building Staff Municipality & Pop. Size Planning Staff Building Staff Total Staff • • Manager of Planning Building Inspector 3 Port Alberni (17,678) • Planning Technician • • Director of Community Planning Chief Building Inspector 10.5 • • Manager of Current Planning Building Inspector (FT) • • Planning Tech II Building Inspector (PT) • • Planning Tech/Clerk Building Clerk Parksville (12,514) • Planner • Planning Tech 1 • Clerk Stenographer (Planning) • • Director of Planning Building/Plumbing Inspector 7 • • Manager of Planning Building and Licensing Clerk • Senior Planner Powell River (13,400) • Planning Clerk • Social Planner • • Director of Development Services Building and Plumbing 6.5 • Planner (FT) Inspector • • Planner (FT) Building and Plumbing Nelson (10,255) • Planner (PT) Inspector • Development Technician PLANNING DEPARTMENT
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