BUDG DGET 2020 Planni anning & g & Buildi ding ng D - - PowerPoint PPT Presentation

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BUDG DGET 2020 Planni anning & g & Buildi ding ng D - - PowerPoint PPT Presentation

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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

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SLIDE 1

BUDG DGET 2020

Planni anning & g & Buildi ding ng D Department tment

City of Port Alberni Council Brief Draft Operating Budget

December 5, 2019

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SLIDE 2

OVERVIEW

  • Mission & Services
  • Financial Performance
  • Projected Revenue
  • Strategic Projects
  • Issues, Risks & Opportunities
  • Draft Operating Budget Overview
  • Questions

PLANNING DEPARTMENT

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SLIDE 3

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

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SLIDE 4

CORE SERVICES

PLANNING DEPARTMENT

Planning and Land Use Management

Policy development Consultation and engagement Mapping and tempest database Land sales and acquisitions

Development Services

Zoning and OCP changes Variance Permits Development Permit Subdivision Review and Approval

Building Inspection

Building permits & inspections Demolition Business licenses Nuisance Property Committee Onsite inspections with Fire and Bylaw

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SLIDE 5

FINANCIAL PERFORMANCE

(ACTUAL COST)

$136.68 $98.81 $80.99 $115.49 $126.11 $187.10 $108.50 $481.47 $378.30 $341.40 $377.60 $384.70 $409.70 $375.70 0.0 100.0 200.0 300.0 400.0 500.0 600.0 2013 2014 2015 2016 2017 2018 2019

P lanning and B uilding D epartm ent R evenue and E xpens es

(100.00 = $100,000) Revenue Expenses

PLANNING DEPARTMENT

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SLIDE 6

PROJECTED REVENUE BY SERVICE

24,500 24,500 24,500 25,500 25,500 80,140 81,140 83,140 85,140 85,150 $- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 2020 2021 2022 2023 2024 Planning Building

PLANNING DEPARTMENT

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SLIDE 7

STRATEGIC PROJECTS

  • 1.1 Multimodal pathways
  • streetscape

visions/strategy for arterials, collectors and residential streets

  • 1.2 Uptown Revitalization
  • revitalization bylaws

and incentives

  • 1.3.1 Revise Official

Community Plan and Zoning Bylaw

  • 1.4 Repurpose Waterfront
  • Develop inventory of

waterfront land

  • Revise Industrial

development permit areas (DPA)

  • 2.1 Short Term Rental

Zoning Bylaw

  • 2.2 Truck Traffic Route
  • 2.4 Sustainable Growth

and Development Strategies

  • DCC targets
  • Strategies for

clustering development

  • 2.5 Redevelop Brownfield

Sites

  • Develop Brownfield

sites inventory

  • Develop strategy and

action plan for each Brownfield site

  • 3.1 Highest and Best Use
  • f City Land
  • Data base created
  • Report on city
  • wned assets and

strategic

  • pportunities
  • Harbour Quay

revitalization

  • Train station RFP
  • Harbour View

lands RFP & development

  • 4.3.1 Facilitate Brownfield

Remediation

  • Develop team to

lead in Brownfield site remediation

  • City involvement in

site remediation

  • 5.1 Neighborhood

Identity and celebrate authentic place making

  • Public markets
  • Neighborhood

identities

  • Indoor public

market

  • 5.1.2 Infill Strategies
  • Vacant lots

revitalized

  • Welcome sign
  • 5.3 Pathways and trails
  • Between Kitsuksis

Dyke and Harbour Quay

  • 5.4 Reconciliation

Projects

PLANNING DEPARTMENT

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SLIDE 8

PLANNING DEPARTMENT

Service Issues Risks Opportunities Planni nning & & Land ndUse

Increase in volume of files and project Quality of service decrease with an increase in number of applications being processed

  • 25% increase from 2018 to 2019
  • Less support for clients
  • Slower processing times

Hire additional staff

  • Development &

Current planning

  • Long range

planning Limited ability to support Social planning projects Current projects that need support:

  • Housing Needs Assessment
  • Age Friendly Assessment
  • Child Care Needs Assessment
  • Social Housing projects on the go

Immediate and long term impacts on the community Hire Social Planning staff and/or increase consulting budget Look for strategic

  • pportunities to

collaborate with the ACRD No dedicated front desk staff for Planning & Building Public and clients face delays in response time Increase in admin tasks and front desk inquiries slow application processing time Hire dedicated Front desk clerk for Planning & Building department

ISSUES, RISKS & OPPORTUNITIES

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PLANNING DEPARTMENT

Service Issues Risks Opportunities Planni nning & & Land ndUse

Reliance on

  • ne City

Planner Increase in # of files and priority projects

  • Slower application processing time
  • Gaps in service when staff person is

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 Hire additional planners

ISSUES, RISKS & OPPORTUNITIES

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SLIDE 10

PLANNING DEPARTMENT

Service Issues Risks Opportunities Planni nning & & Land ndUse

Staff are already working over capacity This team is integral to over 50% of Council’s strategic initiatives

  • Many large scale projects (OCP

renewal, Brownfield, infill strategies, etc.)

  • Projects may not get started or

completed Hire additional staff and/or increase consulting budget Look for strategic

  • pportunities to

collaborate with the ACRD Anticipated staff retirements Additional time required to train new staff Knowledge base will be lost if not transferred Succession Planning / hire & train replacement staff early

ISSUES, RISKS & OPPORTUNITIES

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Development Applications

7 year trend (2013-2019)

PLANNING DEPARTMENT

1 3 4 9 8 9 7 3 3 11 12 12 9 14 1 3 4 2 9 2 2 2 5 4 8 5 1 1 1 1

2 4 6 8 10 12 14 16 # of Applications Processed Year

Subdivision OCP / RZ Variance

  • Dev. Permit

TUP

Year 2013 2014 2015 2016 2017 2018 2019 Total # 8 12 22 28 24 27 36

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PLANNING DEPARTMENT

Service Issues Risks Opportunities Buildi ding g Inspec ecti tion

Building Inspector working at full capacity Greater # of files result in slower processing times Productivity minimized by admin tasks

  • Supplement the

Building Inspector with part time or casual position Complete reliance on

  • ne employee (Building

Inspector) Gaps in service when staff person is on leave or away 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

  • Hire an additional

Building Inspector

ISSUES, RISKS & OPPORTUNITIES

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Building Data

7 year trend (2013-2019)

PLANNING DEPARTMENT

2013 2014 2015 2016 2017 2018 2019 Building Permit 83 92 108 143 155 154 158 Demoliton 8 6 11 12 6 7 4 20 40 60 80 100 120 140 160 # of Permits Issued

Projected permits for December

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DRAFT 2020 BUDGET

2019 Approved Budget 2020 Draft Budget Strategic Priorities $ % change 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, contracts, vehicle, etc.)

$108,663 $110,910

  • 5.78%

Planning Operations (staff,

  • ffice supplies, contracts,

advertising)

$267,080 $376,390

  • 40.93%

Official Community Plan – Consulting Services

  • $80,000

$80,000

  • Total Expenditures

$375,743 $462,660

  • 69.41%

TOTAL GROSS EXPENDITURES

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DRAFT 2020 BUDGET - KEY POINTS

2019 Approved Budget 2020 Draft Budget Strategic Priorities $ % change 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, contracts, vehicle, etc.)

$108,663 $110,910

  • 5.78%

Planning Operations (staff,

  • ffice supplies, contracts,

advertising)

$267,080 $376,390

  • 40.93%

Official Community Plan – Consulting Services

  • $80,000

$80,000

  • Total Expenditures

$375,743 $462,660

  • 69.41%

TOTAL GROSS EXPENDITURES

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DRAFT EXPENDITURES BY SERVICE

76% 8% 2% 14%

Recommended 2020 Operating Budget

Wages + Benefits ($430,300) Contracts($45,500) Operations ($13,400) Official Community Plan ($80,000)

PLANNING DEPARTMENT

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Municipal Comparison

Planning & Building Staff

PLANNING DEPARTMENT

Municipality & Pop. Size Planning Staff Building Staff Total Staff

Port Alberni (17,678)

  • Manager of Planning
  • Planning Technician
  • Building Inspector

3

Parksville (12,514)

  • Director of Community Planning
  • Manager of Current Planning
  • Planning Tech II
  • Planning Tech/Clerk
  • Planner
  • Planning Tech 1
  • Clerk Stenographer (Planning)
  • Chief Building Inspector
  • Building Inspector (FT)
  • Building Inspector (PT)
  • Building Clerk

10.5

Powell River (13,400)

  • Director of Planning
  • Manager of Planning
  • Senior Planner
  • Planning Clerk
  • Social Planner
  • Building/Plumbing Inspector
  • Building and Licensing Clerk

7

Nelson (10,255)

  • Director of Development Services
  • Planner (FT)
  • Planner (FT)
  • Planner (PT)
  • Development Technician
  • Building and Plumbing

Inspector

  • Building and Plumbing

Inspector

6.5

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SLIDE 18

BYLAW SERVICES

www.portalbe berni ni.ca