4 - CDD SectionPROPOSED D - 73 Community Development Department DEPARTMENT PURPOSE The Community Development Department works with elected and appoint ed o fficials , other departments , and the community to guide the physical growth , development , and redevelopment of the Town . It ac complishes this by providing current and advanced planning , affordable housing , code compliance, building plan check, building inspection, and other development -related activiti es. The community assists the d epartment’s efforts through participation on th e Planning Commission, Historic Preservation Committee, Conceptual Development Advisory Committee, Building Board of Appeals, General Plan Committee, and related subcommittees, all of which are supported by d epartment staff. T he d epartment also manages th e Town’s Affordable Housing Program an d supports the Town’s Economic Vitality Program . BUDGET OVERVIEW The Community Development Department will continue to work on a large number of advanced planning and develo pment review applications in FY 20 1 4/15 . T he complexit y and scope of these projects are significant and require that the Town Council set priorities annually through review of the Council’s Strategic Goals as new projects and issues arise. In keeping with the Town’s financial policies, the d epart ment’s d evelopment -related services are supported by fees based on the actual costs of the services. On a regular basis, the Town analyzes the actual costs associated with development services to ensure that development fees achieve the goal of providing largely cost -recovery service s. Anticipated revenues resulting from the adopted fee schedule are reflected in the budget. The anticipated revenues will provide increased , although not full cost recovery for building inspection, plan check services, and pl anning services. Limited funding is provided through the General Fund and General Plan Fund to cover the costs associated with s pecial a dvanced p lanning p rojects that are unrelated to the develo pment services provided by the d epartment. Established fee r ates include department -wide development su pport services. Consequently, actual cost recovery is to be viewed from a departmental perspective, not on a program -by -program basis .
PROPOSED D - 74 COMMUNITY DEVELOPMENT DEPARTMENT For FY 20 1 4 /1 5 , total departme nt al budgeted revenues are projected to be higher than previous years due to the improving regional economic conditions . As part of the adopted FY 201 4 /1 5 Comprehensive Fee Schedule, Community Development fees will be adjusted b ased on the Consumer Price Index (CPI). It is anticipated that these increases will better reflect the cost of service delivery in FY 20 1 4 /1 5 . Budgeted salary and benefit expenditures re flect the consolidation of the Community Development Director Position into an Assistant To wn Manager/Community Development Director (ATM/CDD) to strengthen the linkage between the Town Manager’s Office and land use issues as previously discussed. Therefore, half of this new ATM/CDD position will be charged to the Community Development Departme nt and savings from this management consolidation are being used to fund front -line service delivery and policy development. These savings, along with the reallocation of temporary hours and operating expenditures, are being used to reclassif y a part -t ime Planning Technician to full -time; a part -time contractual Code Compliance Officer t o a full -time Town employed Code Compliance Officer ; creating a provisional full -time Planning Technician and an additional full -time Assistant Planner position . The prior .50 FTE Economic Vitality Coordinator position , assi gned to the Town Managers Office , has been reclas sified to a .62 5 FTE Economic Vitality Coordinator position , with the increased hours to support CDD to assist businesses in the development review proces s. Overall, the department al budget remains balanced with limited funding from non -fee related sources. ACCOMPLISHMENTS Core Values Accomplishments Community Character Preserve and enhance the appeara nce, character , and environment al quality of the community • North 40 Sp ecific Plan Advisory Committee its review of the Plan • Continued the North 40 Specific Plan DEIR process • Participated in the West Valley Clean Water Program • Adopted revised Story Pole Policy Good Governance Ensure responsive, accoun table , and collaborative government • Completed review of code enforcement policies and practices • Completed review of CUP compliance • Commenced implementation of providing approved CUP’s on Town’s Web site • Commenced creation of online development activity r eport
PROPOSED D - 75 COMMUNITY DEVELOPMENT DEPARTMENT 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses and Permits 1,644,014 $ 1,838,508 $ 2,391,486 $ 2,022,000 $ 2,140,500 $ 2,129,000 $ Service Charge 803,824 927,326 1,049,108 1,010,231 1,213,962 1,026,610 Fines & Forfeitures - - - - - - Other Revenues 660,208 694,513 1,219,690 718,848 876,248 756,848 TOTAL REVENUES 3,108,046 $ 3,460,347 $ 4,660,284 $ 3,751,079 $ 4,230,710 $ 3,912,458 $ EXPENDITURES Salaries and Benefits 1,921,159 $ 2,121,538 $ 2,319,540 $ 2,653,308 $ 2,326,493 $ 2,853,801 $ Operating Expenditures 866,597 894,724 1,699,749 1,048,331 1,300,926 980,961 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 204,109 219,411 216,540 238,740 225,057 241,955 TOTAL EXPENDITURES 2,991,865 $ 3,235,673 $ 4,235,829 $ 3,940,379 $ 3,852,476 $ 4,076,717 $ 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted PROGRAM Administration 133,613 $ 139,105 $ 138,611 $ 213,391 $ 155,171 $ 187,942 $ Development Review 843,378 874,081 1,043,216 1,149,554 1,019,949 1,363,089 Advanced Planning 295,937 327,132 305,119 353,919 275,987 245,007 Inspection Services 1,018,560 1,068,606 1,078,904 1,191,987 1,132,217 1,184,267 Code Compliance 42,958 46,086 93,527 133,949 150,842 166,466 BMP Housing Program 71,367 96,230 368,102 190,079 256,310 184,446 Pass Thru Accounts 586,052 684,433 1,208,350 707,500 862,000 745,500 TOTAL EXPENDITURES 2,991,865 $ 3,235,673 $ 4,235,829 $ 3,940,379 $ 3,852,476 $ 4,076,717 $ DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 76 COMMUNITY DEVELOPMENT DEPARTMENT Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 General Fund Staffing Funded Funded Funded Funded Funded Asst Town Manager/CDD Director - - - - 0.50 Community Development Dir.0.80 0.80 1.00 1.00 - Asst. Community Dev. Dir.- - - 1.00 - Planning Manager 0.90 0.90 1.00 1.00 1.00 Building Official 1.00 1.00 1.00 1.00 1.00 Economic Vitality Manager 0.20 0.20 0.20 - - Economic Vitality Coordinator - - - 0.25 0.38 Administrative Analyst 0.40 0.80 0.80 0.90 0.90 Executive Assistant - - 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 - - - Administrative Assistant - - 1.00 1.00 1.00 Secretary III 1.00 1.00 - - - Senior Planner 1.75 1.75 3.00 2.00 2.00 Associate Planner 1.00 2.00 2.00 2.00 2.00 Planner 1.00 - - - - Assistant Planner - - - - 1.00 Planning Technician 0.50 0.50 0.50 0.50 2.00 Building Inspector 3.50 3.50 4.00 4.00 4.00 Counter Technician 2.00 2.00 2.00 2.00 2.00 Code Compliance Officer - - - - 1.00 Total General Fund FTEs 15.05 15.45 17.50 17.65 19.78 Successor Agency to the Los Gatos RDA Community Development Dir.0.20 0.20 - - - Planning Manager 0.10 0.10 - - - Administrative Analyst 0.20 0.20 0.20 0.10 0.10 Senior Planner 0.25 0.25 - - - Total SA FTEs 0.75 0.75 0.20 0.10 0.10 Total Community Dev. FTEs 15.80 16.20 17.70 17.75 19.88 Temporary Staff Hours Associate Planner - - - 1,040 2,130 Code Compliance Officer - - - 832 - Intern I - 1,620 832 1,456 - Total Annual Hours - 1,620 832 3,328 2,130 DEPARTMENT STAFFING
PROPOSED D - 77 Community Development Department ADMINISTRATION PROGRAM 3101 PROGRAM PURPOSE The Administration Program supports the delivery o f all Community Development Department service s . Staff assigned to this program work with other agencies, boards , commissions , and committees to represent the Town’s interests . Staff serves on the Valley Transportation Authority (VTA ) Land Use and Transp ortation Integration Working Group and the Santa Clara C ounty Planning Officials organization . Administrative support is provided to the Planning Commission , including the prep aration of agenda packets for 22 scheduled Planning Commission meetings per yea r . Management of department al operations is a component of this program , including personnel and budget administration. BUDGET OVERVIEW The FY 201 4 /1 5 budget reflects a de crease in expenditures from the FY 201 3 /1 4 budget mainly due to staffing changes and reorganizations. The Community Development Director position has been consolidated into a combined Assistant Town Manager/Community Development Director Position (ATM/CDD) with .15 FTE of the new ATM/CDD position being charged to the Administration pr ogram. Also, the unfunded Assi s tant Community Development Director Position has been removed. Temporary hours have been added to this program for the ATM/CDD to use where needs arrive during the transition to the new department structure. The Administra tion Program continues to keep the Community Development Department focused on management of the department , including budget preparation and monitoring .
PROPOSED D - 78 COMMUNITY DEVELOPMENT DEPARTMENT Administration 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits 102,472 $ 107,268 $ 107,703 $ 175,407 $ 119,641 $ 151,191 $ Operating Expenditures 3,336 3,876 3,615 6,650 6,600 6,650 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 27,805 27,961 27,293 31,334 28,930 30,101 TOTAL EXPENDITURES 133,613 $ 139,105 $ 138,611 $ 213,391 $ 155,171 $ 187,942 $ SUMMARY OF REVENUES AND EXPENDITURES FY 201 4 /1 5 KEY PROJECTS Cor e Values Key Projects Good Governance Ensure respons ive, accountable , and collaborative Staff Training The department will continue to build the capacity of Community Development staff to carry out broad job responsibilities and conduct in -hous e training , participate in select outside training , and support continuing education. Civic Enrichment Foster opportunities for citizen involvement , and cultural, recreational , and individual enrichment Planning Commission Training Training will continue to be provided for the Planning Commission , emphasizing the role of the Commission , communication with applicants, how a quasi -judicial body perf orms its duties , Brown Act , and various aspects of Town regulations and procedures.
PROPOSED D - 79 COMMUNITY DEVEL OPMENT DEPARTMENT Administration KEY PROGRAM SERVICES • Set s and monitor s goals for the department and staff • Manage s department al operations, including preparing and managing the d epartment al budget • Provide s support for Town Council and Planning Commi ssion meetings • Provide s support on Town projects and initiatives including planning and building issues • Oversee s General Plan i mplementation • Oversee s Housing Element i mplementation • Oversees Sustainability Plan implementation • Provide s oversight on the North 40 Specific Plan and EIR preparation • Develop s and mentor s d epartment al staff • Manage s annual d epartment al work plan • Provides oversight on Housing Element update Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Asst. Town Manager/CDD Dir.- - - - 0.15 Community Development Dir.0.15 0.15 0.20 0.25 - Asst. Community Dev. Dir.- - - 0.30 - Planning Manager 0.10 0.10 0.10 0.10 0.10 Economic Vitality Manager 0.20 0.20 0.20 - Administrative Analyst 0.10 0.10 0.10 0.20 0.20 Executive Assistant - - 0.10 0.10 0.10 Administrative Secretary 0.10 0.10 - - - Administrative Assistant - - 0.05 0.05 0.05 Secretary III 0.05 0.05 - - Total Administration FTEs 0.70 0.70 0.75 1.00 0.60 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Associate Planner - - - - 1,090 Total Annual Hours - - - - 1,090 ADMINISTRATION PROGRAM STAFFING
PROPOSED D - 80
PROPOSED D - 81 Community Development Department DEVELOPMENT REVIEW PROGRAM 3201 PROGRAM PURPOSE Development Review facilitate s the development of land and structures consistent with Town codes, plans, and policies. This is accomplished through meeting with and advising project applicants, and analyzing and processing all development applications including environmental review, plan check, and inspection. The process involves an assessment of a project ’s consistency and compliance with the General Plan, Hillside Specific Plan, Town Code, and other applicable Town regu lations. BUDGET OVERVIEW As noted in t he d epartment al budget overview, D e velopment R eview -related fees reflect the FY 201 4 /1 5 approved fee schedule . These fees continue to help support the operating expenses , thereby ensuring on going direct cost reco very. FY 201 4 /1 5 budgeted revenues are lower th an prior year budgeted revenue s due to the leveling out of the building economic recovery . The FY 201 4 /1 5 budget reflects an in crease in salary and benefit expenses and internal service charges . The addition of a n Assistant Planner and a 1.5 FTE Planning Technician , one of which is a provisional, one -year term position to assist with the Town’s Conditional Use Permit Tracking and the Online Development Action System in accordance with the Town’s Strategic goa ls . Temporary hours were eliminated to help fund this position. The remaining .5 FTE Planning Technician position was increased to a 1.0 FTE Planning Technician, adding an additional .5FTE hours to the department’s budget. Also , an increase of .125 FTE for the Economic Vitality Coordinator will be funded from this program to assist businesses with the development review process. Finally, t he Community Development Director position has be en removed and .15 FTE of the ATM/CDD funded in this program along with the removal of the A ssistant Community Development Director .
PROPOSED D - 82 COMMUNITY DEVELOPMENT DEPARTMENT Development Review 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits 486,284 $ 636,182 $ 716,418 $ 552,000 $ 555,500 $ 454,000 $ Service Charges 143,363 164,544 215,014 135,000 160,000 135,000 Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES 629,647 $ 800,726 $ 931,432 $ 687,000 $ 715,500 $ 589,000 $ EXPENDITURES Salaries and Benefits 658,234 $ 757,973 $ 914,136 $ 985,313 $ 906,373 $ 1,238,832 $ Operating Expenditures 142,717 69,153 77,241 110,484 63,234 60,834 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 42,427 46,955 51,839 53,757 50,342 63,423 TOTAL EXPENDITURES 843,378 $ 874,081 $ 1,043,216 $ 1,149,554 $ 1,019,949 $ 1,363,089 $ SUMMARY OF REVENUES AND EXPENDITURES FY 201 4 /1 5 KEY PROJECTS Core Values Key Projects Good Governance Ensure responsive, accountable , and collaborative go vernment Development Team Continuous Improvement The Development Team (Community Development, Parks and Public Works, Fire, and Police Department s) will continue to focus on evaluating processes, procedures, and systems; defining roles and responsibilities ; building capacity; and obtaining input and feedback from customers to continue to improve the development review process. Process Improvements The following key activities will be continued to enhance the development review process: coordin ate Arborist/Architect /Landscape Water and Conservation consultants peer review process , revise/update development application forms and website information , and implement Town Code amendments to improve the development process. Community Character Pres er ve and enhance the appearance, character , and environment al quality of the community Major Development Applications Pendin g Includes the following known properties: • Chevrolet Site Redevelopment – in progress • North 40 Speci fic Plan and EIR – in progress • Twi n Oaks Drive Planned Development – in progress • Knowles/Capri Planned Development – in progress
PROPOSED D - 83 COMMUNITY DEVELOPMENT DEPARTMENT Development Review FY 201 4 /1 5 KEY PROJECTS KEY PROGRAM SERVICES Commission /Committee Support • Provide s support for the following commissions and committees : P lanning Commission , D evelopment Review Committee , Historic Preservation Committee , Conceptual Development Advisory Committee , General Plan Committee , v arious subcommittees , and the Housing Element Advisory Board Application Review • Analyze s and process es a pplications , including the following : General Plan amendments , Town Code amendments , Rezoning and Planned Developments , Architecture and Site , Variances , Conditional Use Permits, Minor Residential Development, Subdivisions , Agricultural Preserve Contracts , Home Occupation Permits , Certificates of Use and Occupancy , Sign and Banner Permits , Secondary Dwelling Units , Mobile Home Park Conversions , and Environmental Review Major Projects • Completes o ther m ajor p ending p rojects , including the following: Alcohol Policy Update , Entertainment Policy , Expansion of r estaurants into Downtown Retail Space Study , Planned Development ordinance , implementation of approved CUP website , and creation of online development of activity report Core Values Key Projects Fiscal Stability Maintain ongoing fiscal stabilit y to provide cost effective core services that meet the needs of the community • Review and revise the Town policy related to the service of alcohol in restaurants and other establishments • Develop an Entertainment Policy • Develop a Business Diversity Policy a ddressing the balance of formula and non -formula retail in the Downtown area, including restaurants. • Review Community Benefit Policy
PROPOSED D - 84 COMMUNITY DEVELOPMENT DEPARTM ENT Development Review Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Asst Town Manager/CDD Director - - - - 0.15 Community Development Dir.0.15 0.15 0.25 0.25 - Asst. Community Dev. Dir.- - - 0.30 - Planning Manager 0.70 0.75 0.75 0.60 0.60 Building Official 0.10 0.10 0.10 0.10 0.10 Economic Vitality Coordinator - - - 0.25 0.38 Administrative Analyst 0.15 0.15 0.35 0.35 0.35 Executive Assistant - - 0.65 0.65 0.65 Administrative Secretary 0.65 0.65 - - - Administrative Assistant - - 0.75 0.75 0.70 Secretary III 0.75 0.75 - - Senior Planner 0.50 0.50 1.45 1.20 1.20 Associate Planner 0.80 1.60 1.60 1.60 1.60 Planner 0.80 - - - Assistant Planner - - - - 1.00 Planning Technician 0.50 0.50 0.50 0.50 2.00 Building Inspector Counter Technician 0.10 0.10 0.10 0.10 0.10 Total Development Review FTEs 5.20 5.25 6.50 6.65 8.83 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Associate Planner - - - 1,040 1,040 Intern I - 1,620 832 1,040 - Total Annual Hours - 1,620 832 2,080 1,040 DEVELOPMENT REVIEW PROGRAM STAFFING
PROPOSED D - 85 COMMUNITY DEVELOPMENT DEPARTMENT Development Review Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1 a.Percentage of permits processed within adopted cycle times:100%100%100%100%100%2.a.Percentage of applications continued by Planning Commission:4%5%5%5%5%b.Percentage of Planning Commission decisions upheld by Town Council:95%95%95%95%95%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.456 513 448 400 400 2.21 16 20 21 22 3.14,167 11,288 16,594 13,600 14,000 4.20 23 31 50 50 Facilitate the development of land and structures consistent with Town codes, plans and policies. Number of referrals to consulting architect:Number of Planning Commission Hearings:Number of Public Notices:Number of applications processed:Analyze and process development applications efficiently and effectively.
PROPOSED D - 86
PROPOSED D - 87 Community Development Department ADVANCED PLANNING PROGRAM 3202 PROGRAM PURPOSE The Advanced Planning Progr am guides the physical development of the community consistent with the General Plan, Hillside Specific Plan, and Town Codes , which are kept relevant and current through approved amendments. Staff updates official Town maps to ensure they are clear and ac curate. Staff undertakes special projects and studies to meet the evolving needs of the community and provides staff support for the General Plan Committee and any Council -appointed subc ommittees . BUDGET OVERVIEW The FY 201 4 /1 5 budgeted revenues remain status quo. The budgeted expenditures have been adjusted proportionately , including .18 FTE of the ATM/CDD Director position and .05 FTE of the Administrative Assistant charged to this program to support anticipated staff work on the development of the No rth 4 0 Specific Plan and the Housing Element .
PROPOSED D - 88 COMMUNITY DEVELOPMENT DEPARTMENT Advanced Planning 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Service Charges 303,105 306,522 164,281 341,000 355,500 341,000 Fines & Forfeitures - - - - - - Other Revenues - - - - - - TOTAL REVENUES 303,105 $ 306,522 $ 164,281 $ 341,000 $ 355,500 $ 341,000 $ EXPENDITURES Salaries and Benefits 246,027 $ 270,639 $ 244,409 $ 302,558 $ 220,805 $ 198,176 $ Operating Expenditures 35,398 41,266 46,499 35,202 42,724 35,202 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 14,512 15,227 14,211 16,159 12,458 11,629 TOTAL EXPENDITURES 295,937 $ 327,132 $ 305,119 $ 353,919 $ 275,987 $ 245,007 $ SUMMARY OF REVENUES AND EXPENDITURES FY 201 4 /1 5 KEY PROJECTS Core Values Key Projects Community Character Preserve and enhance the appearance , character , and environment al qua lity of the community General Plan and Housing Element Update During FY 201 3 /1 4 , s taff accomplished implement ing various Ge neral Plan and Housing Element p rograms, including Affordable Housing Strategies /Affordable Housing Overlay Zon e; U ; and Zoning Code Amendments to provide consistency with the Housing Element Goals, Policies , and Actions (i.e.: emergency shelter zoning and multi -family housing process).Staff also commenced the Housing Element update which is anticipated to be completed in FY 2014/15. North 40 Specific Plan In ea r ly 2011 , the Town Council approved the work plan for the North 40 Specific Plan revision. Completion of the Specific Plan is intended to fa cilitate the implementation of General Plan land use designation, po licies , and develop ment principle s established for the North 40 area. The N orth 40 Specific Plan and environmental review process is anticipated to be complete d in 201 4 .
PROPOSED D - 89 COMMUNITY DEVELOPMENT DEPARTMENT Advanced Planning KEY PROGRAM SERVICES • Prepares plans , amendments, administrative policies, ordinances, and maps • Manage s consultants assisting with the North 40 Specific Plan revision • Implement s the General Plan and Housing Element Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Asst. Town Manager/CDD Director 0.18 Community Development Dir.0.40 0.40 0.45 0.40 - Asst. Community Dev. Dir.- - - 0.35 - Deputy Town Manager - - - - Planning Manager - - 0.10 0.30 0.30 Executive Assistant 0.05 0.05 0.05 Administrative Secretary 0.05 0.05 Administrative Assistant 0.15 0.15 0.20 Secretary III 0.15 0.15 Senior Planner 1.20 1.20 1.15 0.40 0.40 Associate Planner 0.05 0.10 0.10 0.10 0.10 Planner 0.05 - - - Assistant Planner - - - - - Total Advanced Planning FTEs 1.90 1.90 2.00 1.75 1.23 ADVANCED PLANNING PROGRAM STAFFING
PROPOSED D - 90 COMMUNITY DEVELOPMENT DEPARTMENT Advanced Pla nning Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Percentage of General Plan implementation measures completed within cycle time:100%100%100%100%100%2.a.Percentage of committee directives resulting in plan adoption:N/A N/A N/A N/A N/A b.Percentage of special studies adopted:100%100%100%100%100%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.2 4 1 5 8 2.2 2 0 0 1 3.0 1 1 5 2 4.1 0 4 4 2 Guide the physical development of the community consistent with the General Plan, Hillside Specific Plan, and Town Codes. Number of General Plan amendments requested:Number of Planning Commission directives received:Number of General Plan implementation measures completed:Number of special studies completed:Meet the evolving needs of the community and provide staff support to advisory committees.
PROPOSED D - 91 Community Development Department BUILDING & INSPECTION SERVICES PROGRAM 3301 PROGRAM PURPOSE The Building and Inspection Services P rogram helps to ensure safe, healthy, and attractive property improvements by facilit ating the issuance of permits and compliance with codes, policies, guidelines, and standards. Staff a ssigned to this program provide information concerning building regulations; maintain the computerized permit tracking and plan check systems; inspect com mercial and residential buildi ngs under construction; provide plan check review for compliance with the International Building Codes, disabled access regulations, and other state and l ocal ordinances; and coordinate the duties of the plan check consultant, which provides complex structural and engineering plan check services. BUDGET OVERVIEW FY 20 1 4 /1 5 budgeted revenues are higher than the previous year due to an expecte d increase in activity during the fiscal year . Overall program budget ed expenditures for FY 20 1 4 /1 5 remain constant as staff continues to monitor and control costs . T he Building Inspectors continue to handle the storm water management inspections for all building permits with the potential to generate non -point source storm water runoff d uring construction as part of the National P ollutant Discharge Elimination S ystem (NPDES) P rogram. The San Francisco Regional Water Quality Control Board issue d a new NPDES permit for the municipalities in Sa nta Clara County in 2009 . The new NPDES permit implement s significant new requirements on development projects that could impact Town staffing resources. Staff will monitor the new permit and evaluate the potential to recover additional costs imposed by the NPDES permit during FY 201 4 /1 5 . The Buildi ng Division also assist s on code enforcement violations that are related to construction and sub -standard housing. Also, the Community Development Director will no longer be funded in this program as the position has been reallocated t o the ATM/CDD Direct or position. A contract Plan Check Engineer continues to provid e plan check services on a cost -recovery basis.
PROPOSED D - 92 COMMUNITY DEVELOPMENT DEPARTMENT Building & Inspection Services 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits 1,157,730 $ 1,202,326 $ 1,675,068 $ 1,470,000 $ 1,585,000 $ 1,675,000 $ Service Charges 296,837 370,877 500,825 355,000 453,000 378,960 Fines & Forfeitures - - - - - - Other Revenues 5 4 (8) - - - TOTAL REVENUES 1,454,572 $ 1,573,207 $ 2,175,885 $ 1,825,000 $ 2,038,000 $ 2,053,960 $ EXPENDITURES Salaries and Benefits 840,928 $ 879,538 $ 901,171 $ 1,002,583 $ 941,985 $ 999,909 $ Operating Expenditures 64,514 67,674 64,247 63,100 65,648 61,200 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 113,118 121,394 113,486 126,304 124,584 123,158 TOTAL EXPENDITURES 1,018,560 $ 1,068,606 $ 1,078,904 $ 1,191,987 $ 1,132,217 $ 1,184,267 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 93 COMMUNITY DEVELOPMENT DEPARTMEN T Building & Inspection Services ` FY 201 4 /1 5 KEY PROJECTS Core Values Key Projects Community Character Preserve and enhance the appearance , character , and environment al quality of the community Public Information on Building Codes Staff will continu e to provide updated forms and information through the Town’s web site as well as assisting customers with online permitting, processing , and information with the implementation of the new system that is available . Staff will continue to correct and clarif y the Town’s official street address file. Inspection Services on Larger Projects Several significa nt projects will continue into FY 201 4 /1 5 , the Los Gatos Theater reconstruction and expansion project , several new large custom homes, and the mixed -use co mmercial development at the forme r Swanson Ford on Los Gatos Boulevard , 10 homes off Placer Oaks Road, Riviera Terrace Apartment project – 50 units, Gateway Medical Office building with underground parking garage . Staff will endeavor to provide next -day i nspection services even with the increased inspection workload from these projects. Major Building Projects Pending Pending projects i nclude the following known properties: • CVS Pharmacy and Retail Complex at the former Chevrolet Dealership site • 12 Large c ustom r esidences at The Highlands of Los Gatos • Sisters of the Holy Name’s demolitions and lot development • Lunardi’s Market expansion • Palo Alto Medical Foundation tenant improvements at the Gateway Medical Office Building • Albright Office Park Good Governa nce Ensure responsive, accountable , and collaborative government Improvements to Plan Checking Services To improve the efficiency of the plan checking proc ess, the Building Division will coordinate with the Santa Clara County Fire Department and the Planni ng Division to expedite commercial tenant improvements and continue to increase the number of internal plan checks by building inspection staff. The goal is to decrease the plan check consultant workload and reduce the time required to conduct a plan chec k , to provide a higher level of service.
PROPOSED D - 94 COMMUNITY DEVELOPMENT DEPARTMENT Building & Inspection Services KEY PROGRAM SERVICES Inspection Services • Perform s on -site field inspections for all buildings and structures under construction • Inv estigate s Housing Code violations • Assist s contractors, architects, engineers, and the general public with construction questions Building Counter Services • Coordinate s building permit applications with other departments and agencies • Review s workers ’ compen sation requirements and contractors’ licenses • Maintain s the computerized permit tracking and plan check systems including data entry for permit activity • Produce s and distribute s statistical reports regarding building and related permit activity • Distribute s and track s plans, and calculate s and collect s fees Plan Check Services • Perform s complex building, structural, and life safety plan review of commercial, industrial , and resi dential buildin gs per the International Building C odes, state re gulations, and l ocal ordinances • Coordinate s building information and activity with other department and agencies • Provide s building code information to cust omer s
PROPOSED D - 95 COMMUNITY DEVELOPMENT DEPARTMENT Building & Inspection Services Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Community Development Dir.0.05 0.05 0.05 0.05 Asst. Community Dev. Dir.- - - - Building Official 0.75 0.75 0.75 0.75 0.75 Administrative Analyst 0.10 0.15 0.15 0.15 0.15 Administrative Secretary - - - - Administrative Assistant - - 0.05 0.05 0.05 Secretary III 0.05 0.05 - - Senior Planner 0.05 0.05 - - Associate Planner 0.15 0.30 0.30 0.30 0.30 Planner 0.15 - - - Assistant Planner Building Inspector 3.50 3.50 4.00 4.00 4.00 Counter Technician 1.90 1.90 1.90 1.90 1.90 Total Building and Inspection FTEs 6.70 6.75 7.20 7.20 7.15 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Intern I - - - 416 - Total Annual Hours - - - 416 - BUILDING & INSPECTION SERVICES PROGRAM STAFFING
PROPOSED D - 96 COMMUN ITY DEVELOPMENT DEPARTMENT Building & Inspection Services Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Percentage of inspections delivered within cycle times:100%100%100%100%100%b.Percentage of plan checks completed within cycle times:95%95%95%95%95%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.10,971 11,738 11,902 12,000 12,000 2.589 683 663 680 650 3.1,278 1,300 1,352 1,396 1,350 4.1,193 1,247 891 1,300 1,280 Number of Building Division permits issued:Number of building plan checks completed:Number of Building Division permit applications received:Number of inspections conducted:Ensure safe, healthy, and attractive property improvements.
PROPOSED D - 97 Community Development Department CODE COMPLIANCE PROGRAM PROGRAM 3401 PROGRAM PURPOSE The Code Compliance Program ensures property is used in a manner that is safe, heal thy, and consistent with the community’s character as conveyed by the Town’s zoning regulations and approvals . Program staff identifies, investigates, and abates zoning violations, nonconforming uses, and other Town Code violations related to zoning i ssue s. Enforcement activity can be proactive but is also responsive to community concerns and is designed to achieve timely compliance through ongoing education of the public to increase awareness of the Town’s zoning and sign regulations. Violations that af fect life, health, and safety are given the highest priority. BUDGET OVERVIEW The Code Compliance P rogram budget includes revenue from the Administrative Cit ation P rogram established in FY 2 003/04. With the added incentive to avoid fines, t his progra m reduce s the number of times Code Compliance staff must revisit an outstanding violation , thereby abating violatio ns more effectively . The fines also reduce the financial burden on the General Fund by placing a portion of the cost of abating violations o n the violator. Staff has found that most violators cho o se to comply within the established time frame rather than pay a fine . Budgeted r evenue for this program is status quo for FY 201 4 /1 5 . During FY 2012/13, additional resources were allocated to re -establish a dedicated Code Compliance program in the Commun ity Development department and increased for the current fiscal year to three day s per week basis. These resources have allowed the Town to address issues that have not received the proper amoun t of attention over the last several years. However, w ith the anticipated increased emphasis on Conditional Use Permit monitoring (e.g., allowable seating, hours of operation, and noise complaints ) the FY 2014/15 budget reallocates the part -time contractu al code compliance support and increases it to a full -time Code Compliance Officer position last filled in 2008. The Community Development Director will not be funded in this program as the position has been reallocated to the ATM/CDD Director position .
PROPOSED D - 98 COMMUNITY DEVELOPMENT DEPARTMENT Code Compliance Program 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues 63,303 600 500 500 3,400 500 TOTAL REVENUES 63,303 $ 600 $ 500 $ 500 $ 3,400 $ 500 $ EXPENDITURES Salaries and Benefits 38,208 $ 40,614 $ 49,003 $ 76,677 $ 30,851 $ 156,464 $ Operating Expenditures 16 439 39,327 50,925 115,985 925 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 4,734 5,033 5,197 6,347 4,006 9,077 TOTAL EXPENDITURES 42,958 $ 46,086 $ 93,527 $ 133,949 $ 150,842 $ 166,466 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 99 COMMUNITY DEVELOPMENT DEPARTMENT Code Compliance Program FY 201 4 /1 5 KEY PROJECTS KEY PROGRAM SERVICES • Resolve s complex Town code and zoning violations • Enforce s various Town codes , while focusing on obtaining voluntary compliance from the public • Educate s residents and business and property owners about Town regu lations • Review s Home Occupation Permits for proper use in residential zones • Conduct s inspections/investigations of structures/resi dences concerning public health -related issues • Coordinate s with the Finance Department ’s Business License Tax Division to ens ure all operating businesses have a business license Core Values Key Projects Good Governance Ensure responsive, accoun table , and collaborative government Process Improvements • During FY 201 3 /1 4 , staff will continue to work with the Police and Parks and Public Works Departments, and the Town Attorney on code compliance issues and the Administrative Citation Program. Staff w ill also evaluate the Town’s sign regulations and make any necessary changes to address compliance issues that hav e arisen with off -premise signs. • Processes improvements to and updates the Conditional Use Permit (CUP) database and monitors CUP condition co mpliance.
PROPOSED D - 100 COMMUNITY DEVELOPMENT DEPARTMENT Code Compliance Program Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Community Development Dir.0.05 0.05 0.05 0.05 - Asst. Community Dev. Dir.- - - - - Building Official 0.15 0.15 0.15 0.15 0.15 Executive Assistant - - 0.05 0.05 0.05 Administrative Secretary 0.05 0.05 - - Code Compliance Officer - - - - 1.00 Total Code Compliance FTEs 0.25 0.25 0.25 0.25 1.20 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Code Compliance Officer - - - 832 - Total Annual Hours - - - 832 - CODE COMPLIANCE PROGRAM STAFFING Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Percentage of complaints abated within cycle times:90%90%90%90%90%2.a.Percentage of complaints resulting in court hearings:0%0%0%0%0%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.311 295 395 350 375 2.235 236 290 280 330 3.3 3 9 10 12 4.3 3 9 10 12 Number of citations issued resulting in fines:Number of complaints abated:Total number of Administrative Citations:Number of complaints reported:Ensure properties in Los Gatos are used safely and are consistent with the Town's zoning regulations. Proactive enforcement activity to achieve timely compliance.
PROPOSED D - 101 Community Development Department BMP HOUSING PROGRAM PROGRAM 3501 PROGRAM PURPOSE The purpose of the Below Market Price (B MP) Housing Program is to provide for adequate housing for Los Gatos residents, regardless of age, income , race, or ethnic background. As required by the State through implementation of Housing programs, t he Town encourages construction of housing adequat e for future populations consistent with environmental limitations and in proper relationship to community facilities, open space, transportation, and small -town character. BUDGET OVERVIEW All expenditures in this program are funded by non -General Fund revenues. BMP activities are funded through BMP In -Lieu Fees, paid by developers for new housing . Originally, t he majority of expenditures i n this program were related to a service contract with the Housing Authority of Santa Clara County, which administ ered several components of the BMP Housing Program . In FY 2012 /1 3 , the management and administration of this program transferred to Neighborhood Housing Services Silicon Valley . The FY 2014/15 budget for the BMP program is slightly less due to lower HOA Fees resulting from the sale of property . Also, the unfunded .05 FTE Assistant Community Development Director position has been removed and .03 FTE of the ATM/CDD will be funded in this program for an overall net reduction in staffing of .02 FTE’s.
PROPOSED D - 102 COMMUNITY DEVELOPMENT DEPARTMENT BMP Housing Program 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Service Charges 60,519 85,383 168,988 179,231 245,462 171,650 Fines & Forfeitures - - - - - - Other Revenues 10,848 10,848 10,848 10,848 10,848 10,848 TOTAL REVENUES 71,367 $ 96,231 $ 179,836 $ 190,079 $ 256,310 $ 182,498 $ EXPENDITURES Salaries and Benefits 35,290 $ 65,506 $ 103,118 $ 110,770 $ 106,838 $ 109,229 $ Operating Expenditures 34,564 27,883 260,470 74,470 144,735 70,650 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges 1,513 2,841 4,514 4,839 4,737 4,567 TOTAL EXPENDITURES 71,367 $ 96,230 $ 368,102 $ 190,079 $ 256,310 $ 184,446 $ SUMMARY OF REVENUES AND EXPENDITURES FY 201 4 /1 5 KEY PROJECTS KEY PROGRAM SE RVICES • Administer the Below Market Price Housing Program • Develop appropriate amendment to the BMP ordinance and guidelines to improve the effectiveness of the program Core Values Key Projects Community Character Pres erve and enhance the appearance, character , and environment al quality of the community Bel ow Market Price Housing (BMP) Program The BMP Program makes homes available for purchase or rent at below market prices to low and median income families. Eligibility for the BMP program is based on federal household income guidelines.
PROPOSED D - 103 COMMUNITY DEVELOPMENT DEPARTMENT BMP Housing Program Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Asst. Town Manager/CDD Dir - 0.03 Asst. Community Dev. Dir.- - - 0.05 - Planning Manager 0.10 0.05 0.05 - - Administrative Analyst 0.05 0.40 0.20 0.20 0.20 Executive Assistant - - 0.15 0.15 0.15 Administrative Secretary 0.15 0.15 - - - Senior Planner - - 0.40 0.40 0.40 Total BMP Housing FTEs 0.30 0.60 0.80 0.80 0.75 BMP HOUSING PROGRAM STAFFING Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget (none)Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.41 41 44 49 49 2.95 95 95 95 95 * The Community Development Department administers the BMP program as of FY 2010/11.Previously, it was administered by the former Community Services Department.Number of rental housing units registered in the Below Market Price Housing Program*:Number of owner-occupied housing units registered in the Below Market Price Housing Program*:
PROPOSED D - 104
PROPOSED D - 105 Community Development Department PASS –THROUGH ACCOUNTS PROGRAM 3 9 99 PROGRAM PURPOSE This pass -through accounting structure separates Community Development program activit ies from the funding mechan ism set up for external consultant s ervices utilized to assist applicants in the planning, development, and building processes . Most pass -through activity is generated by development projects. Depending on the development project, an applicant may be req uired to deposit funds for a rchitect ural services , a rborist services , e nvironmental i mpact r eview s ervices , and /or p lan checking services with the Town. The Town retains these various services for an applicant’s projects and the consultants are subsequent ly paid out of th e applicant’s account until the funds zero out. Any remaining balances are returned to the applicants. Pass -through funding is also utilized for the Town’s General Plan funding . General Plan Fees are collected for development projects a nd held in deposit until recognized as General Plan expenses as they are incurred during the year. BUDGET OVERVIEW There is no net budgetary impact to this program, as revenues will equal expenditures. The revenues and expenditures reflect estimate s based on prior year trends. At fiscal year -end, actuals may differ substantially from original budgeted numbers as the quantity and size of development projects within the community in any given year is not known or determinable in advance. This budget reflects a reasonable estimate only. FY 201 4 /1 5 budgeted pass -through revenue s and expenditure s have remained consistent with previous years . The Housing Element program implementation is in addition to several other projects that are anticipated to con tinue and/or will commence in FY 201 4 /1 5 .
PROPOSED D - 106 COMMUNITY DEVELOPMENT DEPARTMENT Pass -Through Accounts 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Licenses & Permits -$ -$ -$ -$ -$ -$ Service Charges - - - - - - Fines & Forfeitures - - - - - - Other Revenues 586,052 683,061 1,208,350 707,500 862,000 745,500 TOTAL REVENUES 586,052 $ 683,061 $ 1,208,350 $ 707,500 $ 862,000 $ 745,500 $ EXPENDITURES Salaries and Benefits -$ -$ -$ -$ -$ -$ Operating Expenditures 586,052 684,433 1,208,350 707,500 862,000 745,500 Grants - - - - - - Fixed Assets - - - - - - Internal Service Charges - - - - - - TOTAL EXPENDITURES 586,052 $ 684,433 $ 1,208,350 $ 707,500 $ 862,000 $ 745,500 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 107
PROPOSED D - 108