CCD Presentation Template - Denver...CCD Presentation Template Author Scotty Martin Created Date...

COMMUNITY PLANNING AND DEVELOPMENT DEPARTMENT

2014 BUDGET REVIEW

SEPTEMBER 24, 2013

- 2 - 2014 Budget Presentation - CPD

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.


Community Planning and Development Strategic Overview

Citywide Vision: We will deliver a world-class city where everyone matters

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

The mission of Community Planning and Development is to guide and

promote the planning, building and maintenance of an outstanding Denver

Guide and facilitate future

growth and land use patterns

through partnership and

leadership

Achieve sustainability through

economic opportunity,

environmental stewardship,

equity, and engagement

Work to enhance and preserve

the historic places that make

Denver distinctive

Effectively engage our

residents and stakeholders to

achieve desired results

Provide high quality planning

services and expertise for the

community

Commit to strategic plan and

develop metrics with analysis

associated with implementation

Resource alignment to ensure

clarity on service,

organizational structure and

process oversight

Set clear and innovative

Initiative priorities for continued

process improvements

Ongoing commitment to

tracking efficiency savings and

evaluating progress made

Continue to assess processes

to streamline plan review times.

Fully implement the Accela

enterprise plan review,

permitting and inspections

system

Formalize Development

Services organizational

structure & resources to

sustain functions

Implement project

management enhancement

tools and the key role of project

coordination

Continue investment in

eService solutions that reduce

costs and improve service

delivery

Establish clear policy

development and direction

Continue improvements in

accounting and financial

processes to safeguard city

assets

Continue partnerships in

revenue collection with other

city entities

Maintain timely processing of

contractor licenses and

certifications

Promote an environment of

values, excellence, diversity,

autonomy, creativity and

productivity

Fiscal and operational management that

protect key priorities and regulatory

responsibilities that improves service

delivery

Strive to build a unique, sustainable and

healthy community by the implementation

of PlanDenver

Integrate a continuous improvement

process system informed by our

performance metrics and customer

feedback

Ensure delivery of high-quality, effective

and efficient service to diverse customer

base by the implementation of

DevelopDENVER


Community Planning and Development Organizational Structure

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


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:

Sets the stage for clear regulations and tools

Creates predictable permitting processes

Permitting and Inspections:

Streamlined reviews

Consistency at counter and in field

Inspections and Planning:

Inspectors first-hand field knowledge informs

planning

inspection

planning

permitting


Community Planning and Development Mission Level Metrics

Priority Metrics 2011 2012

2013

Estimated

2014

Projected

PLANNING SERVICES

Ratio of Private Investment in Areas of Change

vs. Non-Areas of Change*

5:1 3:1 6:1 4:1

Ratio of Private Investment in Areas with Small

Area plans vs. Areas Without Small Area Plans*

9:1 6:1 10:1 6:1

Ratio of Private Investment in Landmark Areas

vs. Non-Landmark Areas*

7:1 8:1 5:1 9:1

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.


Areas of Change vs. Areas of Stability

2010 2011 2012 2013

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

Residential Commercial Residential Commercial Residential Commercial Residential Commercial

Investment $ per acre


Community Planning and Development Base Budget Overview

Revenue 2011 Actual 2012 Actual 2013 Revised

Budget

2014 Proposed

Base

Variance

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

Expenditures 2011 Actual 2012 Actual 2013 Revised 2014

Proposed Base Variance

General Fund $14,559,010 $15,506,194 $16,175,550 $17,856,300 $1,680,750

Special Revenue

Fund $59,720 $202,278 $43,350 $18,350 ($25,000)

Capital Improvement

Fund $50,000 $753,742 $498,321 $387,000 ($111,321)

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


Community Planning and Development General Fund CSA Personnel Overview Career Service Authority

(CSA) Employees

2011 Actual 2012 Actual 2013

Revised

Budget

2014

Projected

Variance

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).


Community Planning and Development Overview

FTE

Comparing 2014 to the 2008 pre-recession workload, revenue increased 34% while FTE decreased by

31. 0 FTE and expenditures relatively flat.

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

-

50.0

100.0

150.0

200.0

250.0

300.0

350.0

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

Axis

Tit

le

General Fund Revenue and Expenditure History


Community Planning and Development 2014 Initiatives

Description FTE Amount

Planning

NEW - Administrative support to the city planners in response to increased

workload

1.0 $63,100

Development Services

TRANSFER - mayoral appointee Development Services director from Public

Works to CPD to better reflect actual management practices

1.0 $170,300

NEW (LIMITED) - Plan review, permitting and cashiering support in

anticipation of increased workloads due to the implementation of

recreational marijuana (limited one-year)

4.0 $281,300

NEW - Plan review, permitting and cashiering support in response to

increased workloads due to the increases in the volume of construction

3.0 $214,300

REDUCTION – 2.0 FTE ¾ time-limited grant-funded positions (1.5) $0

TOTAL 7.5 $1,128,600


North Denver Cornerstone Collaborative

The NDCC, which represents over

3,000 acres of land in the Globeville,

Elyria and Swansea neighborhoods

was created by Mayor Hancock and

supported by Council to lift up and

reconnect these neighborhoods to the

rest of Denver by:

–Strategically align six projects to leverage

planning and the subsequent physical

improvements;

–Convene, coordinate and support

existing project planning efforts across

multiple entities;

–Facilitate the creation and execution of

Public/Private Partnerships to encourage

a broad range of investment; and

–Provide regional

communications/community

engagement connectivity across projects.

The NDCC projects include:

– CDOT‟s I-70 East

Redevelopment between

Colorado Blvd. and Brighton Blvd.

– National Western Stock Show &

Coliseum redevelopment

– Brighton Blvd redevelopment

between 29th and County Bounder

– River North (land on either side

of Brighton Blvd and the South

Platte River)

– RTD‟s North Metro (NWSS

Station), East Line (38th/Blake

Station and 40th/Colorado Station)

and Gold Line (41st & Fox)

– Globeville, Elyria and Swansea

Neighborhood Plans


North Denver Cornerstone Collaborative 2014 Investments Title: Program Support – 4 FTE in CPD and PW

Description: Program support will provide a dedicated team to integrate and align a multi-agency

planning and implementation effort.

Financial impact: $450,000

Title: National Western/Coliseum Master Plan

Description: Support will provide resources toward the completion of a master planning effort for a

re-envisioned, year-round destination for the National Western Stock Show, Rodeo and

celebration of our western heritage.

Financial impact: $1.6 million (2013 $800k, 2014 $800k from AVD SRF)

Title: Brighton Transit and RINO Parks Planning

Description: Program support provides a multi-agency coordination to advance planning and project

implementation “readiness” including a new park, Arkins Court realignment, festival street,

sidewalk connectivity, and South Platte River Bridge as part of creating a new gateway into

downtown via Brighton Blvd.

Financial impact: $3 million

Title: Program Reserve

Description: A program reserve has been establish to provide mid-term and long-term funding for

the NDCC project.

Financial impact: $2 million

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