C OMMUNITY P LANNING AND D EVELOPMENT D EPARTMENT 2014 B UDGET REVIEW S EPTEMBER 24, 2013
Strategic Plan Framework VISION Community Planning and Development will be the premier city planning, permitting and inspections department in the country, guiding Denver’s path to be a sustainable world class city. - 2 - 2014 Budget Presentation - CPD
Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Community Planning and Development Strategic Overview Citywide Vision: We will deliver a world-class city where everyone matters The mission of Community Planning and Development is to guide and promote the planning, building and maintenance of an outstanding Denver Integrate a continuous improvement Fiscal and operational management that Ensure delivery of high-quality, effective Strive to build a unique, sustainable and and efficient service to diverse customer process system informed by our protect key priorities and regulatory healthy community by the implementation responsibilities that improves service base by the implementation of performance metrics and customer of PlanDenver feedback delivery DevelopDENVER Guide and facilitate future Fully implement the Accela Commit to strategic plan and growth and land use patterns enterprise plan review, Establish clear policy develop metrics with analysis through partnership and development and direction permitting and inspections associated with implementation leadership system Achieve sustainability through Continue improvements in Formalize Development Resource alignment to ensure economic opportunity, accounting and financial Services organizational clarity on service, environmental stewardship, processes to safeguard city structure & resources to organizational structure and equity, and engagement assets sustain functions process oversight Implement project Work to enhance and preserve Continue partnerships in Set clear and innovative management enhancement the historic places that make Initiative priorities for continued revenue collection with other tools and the key role of project Denver distinctive city entities process improvements coordination Continue investment in Effectively engage our Ongoing commitment to Maintain timely processing of eService solutions that reduce residents and stakeholders to tracking efficiency savings and contractor licenses and costs and improve service achieve desired results certifications evaluating progress made delivery Promote an environment of Provide high quality planning values, excellence, diversity, Continue to assess processes services and expertise for the autonomy, creativity and to streamline plan review times. community productivity - 3 - 2014 Budget Presentation - CPD
Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Continue enhancing methods for timely accounting for financial transactions while safeguarding city assets on an ongoing basis Community Planning and Development Organizational Structure - 4 - 2014 Budget Presentation - CPD
Integrated Organization Planning: Establishes shared community vision Defines other common goals and objectives Provides our policy foundation Creates a more predictable future for investment Planning and Permitting: planning Sets the stage for clear regulations and tools Creates predictable permitting processes Permitting and Inspections: Streamlined reviews permitting inspection Consistency at counter and in field Inspections and Planning: Inspectors first-hand field knowledge informs planning - 5 - 2014 Budget Presentation - CPD
Community Planning and Development Mission Level Metrics 2013 2014 Priority Metrics 2011 2012 Estimated Projected PLANNING SERVICES Ratio of Private Investment in Areas of Change 5:1 3:1 6:1 4:1 vs. Non-Areas of Change* Ratio of Private Investment in Areas with Small 9:1 6:1 10:1 6:1 Area plans vs. Areas Without Small Area Plans* Ratio of Private Investment in Landmark Areas 7:1 8:1 5:1 9:1 vs. Non-Landmark Areas* BUILDING Permit Valuation (Billions) $1.37 $2.02 $2.12 $2.22 Building permits issued 51,549 55,463 55,000 55,000 CUSTOMER Customer survey 79% 74% 73% 73% These mission-level metrics connect planning to the resulting on-the-ground development. The ratios are based on tracking development within Areas of Change, areas with small area plans, and areas with Landmark designations and comparing the information with the balance of the City. - 6 - 2014 Budget Presentation - CPD
Areas of Change vs. Areas of Stability Investment $ per acre 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Residential Commercial Residential Commercial Residential Commercial Residential Commercial 2010 2011 2012 2013 - 7 - 2014 Budget Presentation - CPD
Community Planning and Development Base Budget Overview 2014 Expenditures 2011 Actual 2012 Actual 2013 Revised Variance Proposed Base General Fund $14,559,010 $15,506,194 $16,175,550 $17,856,300 $1,680,750 Special Revenue $59,720 $202,278 $43,350 $18,350 ($25,000) Fund Capital Improvement $50,000 $753,742 $498,321 $387,000 ($111,321) Fund TOTAL $14,668,730 $16,462,214 $16,717,221 $18,261,650 $1,544,429 Summary of 2014 Budget Expenditures • General Fund – increases due to addition of 10.5 FTE • Special Revenue Fund - comprised of Landmark Preservation (fees paid by historic landmark property owners) -- prior years include grants from Landmark Preservation GIS Project and Historic Resource Survey • Capital Improvement Funding – DRCOG Station Area/Urban Centers Studies; Demolish Hazardous Structures; and HUD/DOT funding for TOD Strategic Implementation Program Revenue 2011 Actual 2012 Actual 2013 Revised 2014 Proposed Variance Budget Base General Fund $15,060,694 $21,899,354 $24,487,800 $23,269,100 ($1,218,700) Summary of 2014 Budget Proposal Revenues • Revenue from permitting and review fees continues at record highs due to the volume of new residential and commercial construction in the Denver area • 2013 included some one-time high volume from permitting and review fees for DIA • 2014 will continue to see high volume as construction remains high - 8 - 2014 Budget Presentation - CPD
Community Planning and Development General Fund CSA Personnel Overview Career Service Authority 2011 Actual 2012 Actual 2013 2014 Variance (CSA) Employees Revised Projected Budget Total Personnel Budget $13,283,272 $14,044,989 $14,943,999 $16,700,872 $1,756,873 „ -- Comp Time $2,236 $5,003 -- -- Overtime $41,926 $83,286 $49,983 $49,983 $0 On-Call Budget $58,519 $125,317 $161,000 $161,000 $0 „ -- On-Call FTE -- -- -- -- Total FTE – CSA 164.0 161.5 162.5 173.0 10.5 Key Drivers: • Use of overtime, on-calls and comp time to partially respond to increased workload demands. • Key drivers impacting overtime and on-calls are increased permit activity resulting in increased cashiering transactions and contractor calls for special inspections (reimbursed by revenue). - 9 - 2014 Budget Presentation - CPD
Community Planning and Development Overview FTE General Fund Revenue and Expenditure History $30,000,000 350.0 300.0 $25,000,000 250.0 $20,000,000 Axis Title 200.0 $15,000,000 150.0 $10,000,000 100.0 $5,000,000 50.0 $- - 2008 2009 2010 2011 2012 2013 2014 FTE 204.0 199.0 177.0 164.0 161.5 162.5 173.0 Revenue $17,328,126 $11,322,294 $12,026,374 $15,060,694 $21,899,354 $24,487,800 $23,269,100 Expenditures $17,209,432 $16,386,690 $14,964,918 $14,559,011 $15,506,194 $16,175,550 $17,856,300 Comparing 2014 to the 2008 pre-recession workload, revenue increased 34% while FTE decreased by 31. 0 FTE and expenditures relatively flat. - 10 - 2014 Budget Presentation - CPD
Community Planning and Development 2014 Initiatives Description FTE Amount Planning NEW - Administrative support to the city planners in response to increased 1.0 $63,100 workload Development Services TRANSFER - mayoral appointee Development Services director from Public 1.0 $170,300 Works to CPD to better reflect actual management practices NEW (LIMITED) - Plan review, permitting and cashiering support in 4.0 $281,300 anticipation of increased workloads due to the implementation of recreational marijuana (limited one-year) NEW - Plan review, permitting and cashiering support in response to 3.0 $214,300 increased workloads due to the increases in the volume of construction REDUCTION – 2.0 FTE ¾ time-limited grant-funded positions (1.5) $0 TOTAL 7.5 $1,128,600 - 11 - 2014 Budget Presentation - CPD
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