Attachment 1HPROPOSED
D – 73
Community Development Department
DEPARTMENT PURPOSE
The Community Development Department (CDD) works with elected and appointed officials, other
Departments, and the community to guide the physical growth, development, and preservation of the
Town. It accomplishes this by providing current and advanced planning, affordable housing, code
compliance, building plan check, building inspection, and other land use services. The community assists
the Department’s efforts through participation on the 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 Department staff. The Department
also manages the Town’s Affordable Housing Program and supports the Town’s Economic Vitality
Program.
BUDGET OVERVIEW
The Community Development Department will continue to work on a large number of advanced planning
efforts and development review applications in FY 2016/17. The complexity and scope of these projects
are significant and require that the Town Council set priorities annually through review of the Council’s
Strategic Priorities as new issues arise. The Department also supports the Council Policy Committee as it
reviews and considers updates to the Town’s land use policies in 2015 and 2016.
In keeping with the Town’s financial policies, the Department’s development related services are
supported by fees based on the actual costs of providing 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 recovering the costs to provide the services. Anticipated revenues resulting from the adopted
fee schedule are reflected in the budget. The anticipated revenues are expected to decrease and will
provide full cost recovery for building inspection, plan check services, and planning services. Limited
funding is provided through the General Fund and General Plan Fund to cover the costs associated with
special advanced planning projects that are unrelated to the development services provided by the
Department. Established fee rates include Department-wide development support services.
Consequently, actual cost recovery is to be viewed from a Department perspective, not on a program-by-
program basis.
For FY 2016/17, total Department budgeted revenues are projected to be lower than previous years due to
significant projects winding down and an anticipated reduction in large projects. As part of the adopted
FY 2016/17 Comprehensive Fee Schedule, Community Development fees will be adjusted based on the
Consumer Price Index (CPI). It is anticipated that these increases will better reflect the cost of service
delivery in FY 2016/17.
PROPOSED
D – 74
COMMUNITY DEVELOPMENT DEPARTMENT
Budgeted salary and benefit expenditures reflect the addition of a 0.125 FTE one-time funding for an
Associate Planner position. Staff anticipates bringing forward an ongoing funding source for this FTE
increase at the FY 2016/17 mid-year review. The part-time Community Services Officer will be
eliminated from the Code Compliance and Police Department budgets due to lack of nighttime
complaints. The budget also reflects Council action in October 2015 to reinstate a full-time Community
Development Director position.
Overall Department budgeted expenditures increased for FY 2016/17 mainly due to an increase in
salaries, benefits and internal service charges with less appropriated budget for operating expenditures
reflective of the anticipated reduction in larger projects.
The Community Development Department budget consists of the following programs: CDD
Administration, Development Review, Advanced Planning, Building and Inspection Services, Code
Compliance, Below Market Price (BMP) Housing Program, and Pass-Through accounts.
ACCOMPLISHMENTS
Core Goals Accomplishments
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
• North 40 Specific Plan adopted
• Hillside Development Standards and Guidelines revisions regarding Light
Reflective Value (LRV) Adoption
• Participation in the West Valley Clean Water Program
• Revised Tree Ordinance Adoption
• New Council Policy regarding Code Compliance Standards adopted
• Completion of the work of the Council appointed Planned Development
Study Committee to review the Town’s Planned Development Ordinance
and Conditional Use Permit regulations for residential uses in commercial
zones
Good Governance
Ensure responsive,
accountable, and
collaborative
government
• Home Occupation Town Code Amendment adopted
• Solar Streamlining Town Code Amendment adopted
• Revised Wireless Ordinance adopted
• Valet Parking Town Code Amendment adopted
• Land use policies review continues with Council Policy Committee
• Building and planning application reviews completed within published
timelines
• Building inspections scheduled within one calendar day to meet
construction timelines
PROPOSED
D – 75
COMMUNITY DEVELOPMENT DEPARTMENT
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses and Permits 2,391,486$ 2,343,833$ 2,708,527$ 2,156,500$ 2,205,500$ 2,082,000$
Service Charge 1,049,108 1,190,729 1,085,735 742,177 1,146,661 685,065
Fines & Forfeitures - - - - - -
Other Revenues 1,219,690 1,632,130 1,244,713 663,500 635,003 513,600
TOTAL REVENUES 4,660,284$ 5,166,692$ 5,038,975$ 3,562,177$ 3,987,164$ 3,280,665$
EXPENDITURES
Salaries and Benefits 2,319,540$ 2,453,630$ 2,405,892$ 2,862,432$ 2,379,129$ 3,052,166$
Operating Expenditures 1,699,749 1,640,139 1,599,775 928,177 961,249 789,637
Grants - - - - - -
Fixed Assets - - - - 360,877 -
Internal Service Charges 216,540 226,868 227,797 255,814 243,440 285,539
TOTAL EXPENDITURES 4,235,829$ 4,320,637$ 4,233,464$ 4,046,423$ 3,944,695$ 4,127,342$
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
PROGRAM
Administration 138,611$ 159,401$ 125,087$ 183,992$ 146,065$ 237,742$
Development Review 1,043,216 1,072,640 1,146,692 1,289,682 1,122,851 1,429,728
Advanced Planning 305,119 303,893 243,737 360,673 213,583 335,439
Inspection Services 1,078,904 1,183,058 1,178,836 1,212,268 1,113,642 1,274,612
Code Compliance 93,527 144,241 160,414 184,631 182,935 181,256
BMP Housing Program 368,102 257,147 315,807 154,677 537,119 158,065
Pass Thru Accounts 1,208,350 1,200,257 1,062,891 660,500 628,500 510,500
TOTAL EXPENDITURES 4,235,829$ 4,320,637$ 4,233,464$ 4,046,423$ 3,944,695$ 4,127,342$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 76
COMMUNITY DEVELOPMENT DEPARTMENT
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
General Fund Funded Funded Funded Funded Funded
Asst Town Manager/CDD Director - - 0.50 0.50 -
Community Development Dir.1.00 1.00 - - 1.00
Asst. Community Dev. Dir.- 1.00 - - -
Planning Manager 1.00 1.00 1.00 1.00 1.00
Building Official 1.00 1.00 1.00 1.00 1.00
Economic Vitality Manager 0.20 - - - -
Economic Vitality Coordinator - 0.25 0.38 0.38 0.38
Administrative Analyst 0.80 0.90 0.90 0.90 0.99
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Senior Planner 3.00 2.00 2.00 2.00 2.00
Associate Planner 2.00 2.00 2.00 2.50 2.63
Assistant Planner - - 1.00 1.00 1.00
Planning Technician 0.50 0.50 2.00 1.00 1.00
Building Inspector 4.00 4.00 4.00 4.00 4.00
Counter Technician 2.00 2.00 2.00 2.00 2.00
Code Compliance Officer - - 1.00 1.00 1.00
Total General Fund FTEs 17.50 17.65 19.78 19.28 19.99
Successor Agency to the Los Gatos RDA
Administrative Analyst 0.20 0.10 0.10 0.10 0.01
Total SA FTEs 0.20 0.10 0.10 0.10 0.01
Total Community Dev. FTEs 17.70 17.75 19.88 19.38 20.00
Temporary Staff Hours
Associate Planner - 1,040 2,130 915 915
Community Service Officer - - - 250 -
Code Compliance Officer - 832 - - -
Intern I 832 1,456 - - -
Total Annual Hours 832 3,328 2,130 1,165 915
DEPARTMENT STAFFING
PROPOSED
D – 77
Community Development Department
ADMINISTRATION
PROGRAM 3101
PROGRAM PURPOSE
The Administration Program supports the delivery of all Community Development Department services.
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
Transportation Integration Working Group, the Santa Clara County Planning Officials organization, and
Bay Area Planning Directors Association. Administrative support is provided to the Planning
Commission, including the preparation of agenda packets for 22 scheduled Planning Commission
meetings per year. Management of Department operations is a component of this program, including
personnel and budget administration.
BUDGET OVERVIEW
The FY 2016/17 budget remains status quo when compared to the FY 2015/16 budget. The
Administration Program continues to keep the Community Development Department focused on
management of the department, including budget preparation and monitoring.
PROPOSED
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COMMUNITY DEVELOPMENT DEPARTMENT
Administration
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES -$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits 107,703$ 128,974$ 94,664$ 147,004$ 109,753$ 198,745$
Operating Expenditures 3,615 1,200 3,125 6,650 6,650 6,650
Grants - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 27,293 29,227 27,298 30,338 29,662 32,347
TOTAL EXPENDITURES 138,611$ 159,401$ 125,087$ 183,992$ 146,065$ 237,742$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 79
COMMUNITY DEVELOPMENT DEPARTMENT
Administration
FY 2016/17 KEY PROJECTS
KEY PROGRAM SERVICES
• Sets and monitors goals for the department and staff
• Manages departmental operations, including preparing and managing the departmental budget
• Provides support for Town Council and Planning Commission meetings
• Provides support on Town projects and initiatives including planning and building issues
• Oversees General Plan implementation
• Oversees Housing Element implementation
• Oversees Sustainability Plan implementation
• Provides oversight on the North 40 Specific Plan and Environmental Impact Report (EIR)
implementation process
• Develops and mentors Department staff
• Manages the annual Department work plan
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Staff Training
The Department will continue to build the capacity of Community Development
staff to carry out broad job responsibilities and conduct in-house 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 performs its duties, Brown Act, CEQA, and various aspects of Town
regulations and procedures.
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
Planned Development Study
The Department will bring forward the Planned Development Study Committee
recommendations to Planning Commission and Town Council.
Update Grading Ordinance
The Department will work with the Department of Parks and Public works to
complete an update to the Town’s Grading Ordinance.
Viewing Platform Methodology
The Department will work with the Policy Committee to complete a Viewing
Platform methodology in the Hillside Development Standards and Guidelines.
PROPOSED
D – 80
COMMUNITY DEVELOPMENT DEPARTMENT
Administration
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Asst. Town Manager/CDD Dir.- - 0.15 0.15 -
Community Development Dir.0.20 0.25 - - 0.30
Asst. Community Dev. Dir.- 0.30 - - -
Planning Manager 0.10 0.10 0.10 0.10 0.10
Economic Vitality Manager 0.20 - - - -
Administrative Analyst 0.10 0.20 0.20 0.20 0.29
Executive Assistant 0.10 0.10 0.10 0.10 0.10
Administrative Assistant 0.05 0.05 0.05 0.05 0.05
Total Administration FTEs 0.75 1.00 0.60 0.60 0.84
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Associate Planner Temp/Hrly - - 1,090 915 915
Total Annual Hours - - 1,090 915 915
ADMINISTRATION PROGRAM STAFFING
PROPOSED
D – 81
Community Development Department
DEVELOPMENT REVIEW
PROGRAM 3201
PROGRAM PURPOSE
The Development Review Program evaluates planning applications for the proposed 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 planning
applications consistency and compliance with the General Plan, Hillside Specific Plan, Town Code, and
other applicable Town regulations.
BUDGET OVERVIEW
As noted in the departmental budget overview, Development Review-related fees reflect the FY 2016/17
approved fee schedule. These fees continue to help support the operating expenditures, thereby ensuring
on-going direct cost recovery.
For FY 2016/17, budgeted revenues are projected to be lower than previous years due to larger projects
winding down.
Budgeted expenditures for FY 2016/17 have increased over prior years partially due the addition of a
0.125 FTE one-time funding for an Associate Planner position, reallocation of positions between
programs and an increase in salaries, benefits, and internal service charges with a slight increase in
operating expenditures.
PROPOSED
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COMMUNITY DEVELOPMENT DEPARTMENT
Development Review
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 716,418$ 614,662$ 789,242$ 455,000$ 505,000$ 455,000$
Service Charges 215,014 265,726 273,290 165,000 155,000 155,000
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES 931,432$ 880,388$ 1,062,532$ 620,000$ 660,000$ 610,000$
EXPENDITURES
Salaries and Benefits 914,136$ 958,374$ 985,993$ 1,142,123$ 944,712$ 1,271,260$
Operating Expenditures 77,241 62,942 104,669 86,700 121,958 87,200
Grants - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 51,839 51,324 56,030 60,859 56,181 71,268
TOTAL EXPENDITURES 1,043,216$ 1,072,640$ 1,146,692$ 1,289,682$ 1,122,851$ 1,429,728$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 83
COMMUNITY DEVELOPMENT DEPARTMENT
Development Review
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Development Team Continuous Improvement
The Development Team (Community Development, Parks and Public Works,
Police Departments, and County Fire) 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:
• Coordinate Arborist/Architect/Landscape Water and Conservation
consultants peer review process
• Revise/update development application forms and website information
• Implement Town Code amendments to improve the development process
• Continue to provide timely planning application review and customer service
to all participants in the planning process
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
Major Development Applications Pending
Includes the following known properties:
• North 40 Architecture and Site Phase I
• Twin Oaks Drive Planned Development
• 401 to 409 Alberto Way Architecture and Site
• Winchester and Shelburne Planned Development
• 105 Newell Planned Development (Elks Lodge)
• 201-225 Los Gatos Saratoga Rd.
• 100 Prospect (Sisters of Holy Names) Architecture and Site applications
• Chevrolet Site (CVS proposed)
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
Cost Recovery
• Ensure ongoing cost recovery
PROPOSED
D – 84
COMMUNITY DEVELOPMENT DEPARTMENT
Development Review
KEY PROGRAM SERVICES
Commission/Committee Support
• Provide support for the following Commissions and Committees: Planning Commission,
Development Review Committee, Historic Preservation Committee, Conceptual Development
Advisory Committee, General Plan Committee, and various subcommittees.
Application Review
• Analyze and process applications, including: 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
• Accela permitting system upgrade to streamline customer application submittal in coordination
with Open Counter.
PROPOSED
D – 85
COMMUNITY DEVELOPMENT DEPARTMENT
Development Review
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Asst Town Manager/CDD Director - - 0.15 0.15 -
Community Development Dir.0.25 0.25 - - 0.30
Asst. Community Dev. Dir.- 0.30 - - -
Planning Manager 0.75 0.60 0.60 0.60 0.60
Building Official 0.10 0.10 0.10 0.10 0.10
Economic Vitality Coordinator - 0.25 0.38 0.38 0.38
Administrative Analyst 0.35 0.35 0.35 0.35 0.35
Executive Assistant 0.65 0.65 0.65 0.65 0.65
Administrative Secretary - - - - -
Administrative Assistant 0.75 0.75 0.70 0.70 0.70
Secretary III - - - - -
Senior Planner 1.45 1.20 1.20 1.20 1.70
Associate Planner 1.60 1.60 1.60 2.10 2.03
Assistant Planner - - 1.00 0.80 0.80
Planning Technician 0.50 0.50 2.00 1.00 1.00
Counter Technician 0.10 0.10 0.10 0.10 0.10
Total Development Review FTEs 6.50 6.65 8.83 8.13 8.70
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Associate Planner Temp/Hrly - 1,040 1,040 - -
Intern I 832 1,040 - - -
Total Annual Hours 832 2,080 1,040 - -
DEVELOPMENT REVIEW PROGRAM STAFFING
PROPOSED
D – 86
COMMUNITY DEVELOPMENT DEPARTMENT
Development Review
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.100% 100% 100% 100% 100%
2.
a.Percentage of applications continued by Planning
Commission:5% 5% 4% 15% 8%
b.Percentage of Planning Commission decisions upheld
by Town Council:95% 95% 60% 67% 75%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.448 476 526 500 500
2.20 22 21 22 23
3.16,594 17,479 10,026 10,225 11,000
4.31 19 23 30 30Number of referrals to consulting architect:
Number of Planning Commission Meetings:
Number of Public Notices:
Number of applications processed:
Analyze and process development applications
efficiently and effectively.
Facilitate the development of land and structures
consistent with Town codes, plans and policies.
PROPOSED
D – 87
Community Development Department
ADVANCED PLANNING
PROGRAM 3202
PROGRAM PURPOSE
The Advanced Planning Program guides the physical development of the community consistent with the
General Plan, Hillside Specific Plan, Town Codes, and other policy documents, which are kept relevant
and current through approved amendments. Staff updates official Town maps to ensure they are clear and
accurate. 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 subcommittees.
BUDGET OVERVIEW
The FY 2016/17 budgeted revenues have decreased due to the reduction in the amount of the North 40
and General Plan reimbursements.
The budgeted salary, benefits, and internal service charges have decreased due to the reallocation of
positions into different programs.
PROPOSED
D – 88
COMMUNITY DEVELOPMENT DEPARTMENT
Advanced Planning
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Service Charges 164,281 251,974 262,328 171,000 199,042 121,000
Fines & Forfeitures - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES 164,281$ 251,974$ 262,328$ 171,000$ 199,042$ 121,000$
EXPENDITURES
Salaries and Benefits 244,409$ 235,184$ 156,183$ 296,603$ 161,960$ 271,565$
Operating Expenditures 46,499 55,832 77,500 45,452 37,756 47,452
Grants - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 14,211 12,877 10,054 18,618 13,867 16,422
TOTAL EXPENDITURES 305,119$ 303,893$ 243,737$ 360,673$ 213,583$ 335,439$
SUMMARY OF REVENUES AND EXPENDITURES
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
General Plan and Housing Element Action Items
• Review and revise the Town policy related to the service of alcohol in
restaurants and other establishments (referred to Council Policy Committee)
• Review a proposed Entertainment Policy (referred to Council Policy
Committee)
• Develop a Business Diversity Policy addressing the balance of formula and
non-formula retail in the Downtown area, including restaurants.
• Prepare Town Code amendments and other action items to implement the
adopted General Plan, Housing Element, and Sustainability Plan.
PROPOSED
D – 89
COMMUNITY DEVELOPMENT DEPARTMENT
Advanced Planning
KEY PROGRAM SERVICES
• Prepares plans, amendments, administrative policies, ordinances, and maps
• Implements the General Plan and Housing Element
• Reviews land use policies and recommends modifications to the Planning Commission and Town
Council
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Asst. Town Manager/CDD Director - - 0.18 0.18 -
Community Development Dir.0.45 0.40 - - 0.35
Asst. Community Dev. Dir.- 0.35 - - -
Planning Manager 0.10 0.30 0.30 0.30 0.30
Executive Assistant 0.05 0.05 0.05 0.05 0.05
Administrative Secretary - - - - -
Administrative Assistant 0.15 0.15 0.20 0.20 0.20
Secretary III - - - - -
Senior Planner 1.15 0.40 0.40 0.60 0.20
Associate Planner 0.10 0.10 0.10 0.25 0.25
Assistant Planner - - - 0.20 0.20
Total Advanced Planning FTEs 2.00 1.75 1.23 1.78 1.55
ADVANCED PLANNING PROGRAM STAFFING
PROPOSED
D – 90
COMMUNITY DEVELOPMENT DEPARTMENT
Advanced Planning
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of General Plan implementation measures
completed within cycle time:100% 100% 100% 100% 100%
2.
a.Percentage of special studies adopted:100% 100% 100% 100% 100%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.1 5 8 8 5
2.0 0 0 0 0
3.1 5 1 1 2
4.4 2 1 0 1
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 Program helps to ensure safe, healthy, and attractive property
improvements by facilitating the issuance of permits and compliance with codes, policies, guidelines, and
standards. Staff assigned to this program provide information concerning building regulations; maintain
the computerized permit tracking and plan check systems; inspect commercial and residential buildings
under construction; provide plan check review for compliance with the International Building Codes,
disabled access regulations, and other state and local ordinances; and coordinate the duties of the plan
check consultant, which provides complex structural and engineering plan check services.
BUDGET OVERVIEW
For FY 2016/17, total Department budgeted revenues are projected to be lower than previous years due to
significant projects winding down and an anticipated reduction in large projects. Overall program
budgeted expenditures for FY 2016/17 remain steady with only a slight increase in salaries and benefits.
The Building Inspectors continue to handle the storm water management inspections during construction
for all building permits with the potential to generate non-point source storm water runoff as part of the
National Pollutant Discharge Elimination System (NPDES) Program (PPW conducts post-construction
monitoring). The San Francisco Regional Water Quality Control Board issued a NPDES permit for the
municipalities in Santa Clara County in 2015. The NPDES permit implements significant new
requirements on development projects that could impact Town staffing resources. Staff will monitor the
new permit requirements and evaluate the potential to recover additional costs imposed by the NPDES
permit during FY 2016/17.
The Building Division also assists with code compliance violations that are related to construction and
sub-standard housing. A contract Plan Check Engineer continues to provide plan check services on a
cost-recovery basis.
PROPOSED
D – 92
COMMUNITY DEVELOPMENT DEPARTMENT
Building & Inspection Services
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits 1,675,068$ 2,098,354$ 2,086,830$ 1,700,000$ 1,700,000$ 1,625,000$
Service Charges 500,825 696,029 391,117 253,000 256,000 253,000
Fines & Forfeitures - - - - - -
Other Revenues (8) - 22 - 3 -
TOTAL REVENUES 2,175,885$ 2,794,383$ 2,477,969$ 1,953,000$ 1,956,003$ 1,878,000$
EXPENDITURES
Salaries and Benefits 901,171$ 985,325$ 975,844$ 1,018,107$ 918,041$ 1,059,656$
Operating Expenditures 64,247 73,116 79,611 61,750 64,445 64,350
Grants - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 113,486 124,617 123,381 132,411 131,156 150,606
TOTAL EXPENDITURES 1,078,904$ 1,183,058$ 1,178,836$ 1,212,268$ 1,113,642$ 1,274,612$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 93
COMMUNITY DEVELOPMENT DEPARTMENT
Building & Inspection Services
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
Public Information on Building Codes
Staff will continue to provide updated forms and information through the Town’s
website as well as assisting customers with online permitting, processing, and
information. Staff will continue to correct and clarify the Town’s official street
address file.
Inspection Services on Larger Projects
Several significant projects will continue into FY 2016/17 including: several new
large custom homes, tenant improvements for mixed-use commercial development
at the former Swanson Ford on Los Gatos Boulevard and the Albright office
complex. Staff will endeavor to provide next day inspection services even with the
increased inspection workload from these projects.
Major Building Projects Pending
Pending projects include the following known properties:
• 12 Large custom residences at The Highlands of Los Gatos
• Sisters of the Holy Names 17 new custom homes
• Lunardi’s Market expansion
• 33 new detached single-family homes at 375 Knowles
• Albright Office Park 2 office building shells – 3 and 4 stories
• Albright Office Park tenant improvements for Netflix
• CVS Pharmacy and Retail Complex at the former Chevrolet Dealership site
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Improvements to Plan Checking Services
To improve the efficiency of the plan checking process, the Building Division will
coordinate with the Santa Clara County Fire Department and the Planning 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
check to provide a higher level of service.
PROPOSED
D – 94
COMMUNITY DEVELOPMENT DEPARTMENT
Building & Inspection Services
KEY PROGRAM SERVICES
Inspection Services
• Performs on-site field inspections for all buildings and structures under construction
• Investigates Housing Code violations
• Assists contractors, architects, engineers, and the general public with construction questions
Building Counter Services
• Coordinates building permit applications with other departments and agencies
• Reviews workers’ compensation requirements and contractors’ licenses
• Maintains the computerized permit tracking and plan check systems including data entry for permit
activity
• Produces and distributes statistical reports regarding building and related permit activity
• Distributes and tracks plans
• Calculates and collects fees
Plan Check Services
• Performs complex building, structural, and life safety plan review of commercial, industrial, and
residential buildings per the International Building Codes, state regulations, and local ordinances
• Coordinates building information and activity with other departments and agencies
• Provides building code information to customers
PROPOSED
D – 95
COMMUNITY DEVELOPMENT DEPARTMENT
Building & Inspection Services
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Community Development Dir.0.05 0.05 - - -
Building Official 0.75 0.75 0.75 0.75 0.75
Administrative Analyst 0.15 0.15 0.15 0.15 0.15
Administrative Assistant 0.05 0.05 0.05 0.05 0.05
Secretary III - - - - -
Senior Planner - - - - 0.10
Associate Planner 0.30 0.30 0.30 0.15 0.15
Building Inspector 4.00 4.00 4.00 4.00 4.00
Counter Technician 1.90 1.90 1.90 1.90 1.90
Total Building and Inspection FTEs 7.20 7.20 7.15 7.00 7.10
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Intern I - 416 - - -
Total Annual Hours - 416 - - -
BUILDING & INSPECTION SERVICES PROGRAM STAFFING
PROPOSED
D – 96
COMMUNITY DEVELOPMENT DEPARTMENT
Building & Inspection Services
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
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% 97% 98% 98%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.11,902 12,764 11,652 11,500 12,000
2.663 777 736 657 700
3.1,352 1,439 1,380 1,692 1,500
4.891 1,392 1,397 1,597 1,470Number 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, healthy, 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, non-conforming uses, and other Town Code
violations. Enforcement services are primarily in response to community concerns and are designed to
achieve timely compliance through proactive efforts and the on-going education of the public to increase
awareness of the Town’s zoning and sign regulations. Violations that affect life, health, and safety are
given the highest priority.
BUDGET OVERVIEW
The Code Compliance Program budget includes revenue from the Administrative Citation Program
established in FY 2003/04. With the added incentive to avoid fines, this program reduces the number of
times Code Compliance staff must revisit an outstanding violation, thereby abating violations more
effectively. The fines also reduce the financial burden on the General Fund by placing a portion of the
cost of abating violations on the violator. Staff has found that most violators choose to comply within the
established time frame rather than pay a fine.
Budgeted revenue for this program is expected to increase as the reinstated Code Compliance program is
now fully functioning.
The part-time Community Services Officer (CSO) position was funded in FY 2014/15 and FY 2015/16 as
a pilot program, allocated between Code Compliance and the Police Department due to noise concerns in
the downtown area with emphasis on Conditional Use Permit evening monitoring (e.g., hours of
operation, and noise complaints). As mentioned previously, the part-time Community Services Officer
will be eliminated from the Police Department and CDD budgets as there has not been a significant
demand for this service.
PROPOSED
D – 98
COMMUNITY DEVELOPMENT DEPARTMENT
Code Compliance Program
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues 500 3,700 2,800 3,000 6,500 3,100
TOTAL REVENUES 500$ 3,700$ 2,800$ 3,000$ 6,500$ 3,100$
EXPENDITURES
Salaries and Benefits 49,003$ 34,217$ 110,205$ 173,070$ 169,833$ 166,977$
Operating Expenditures 39,327 106,018 42,813 1,275 2,455 2,835
Grants - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 5,197 4,006 7,396 10,286 10,647 11,444
TOTAL EXPENDITURES 93,527$ 144,241$ 160,414$ 184,631$ 182,935$ 181,256$
SUMMARY OF REVENUES AND EXPENDITURES
FY 2016/17 KEY PROJECTS
KEY PROGRAM SERVICES
• Resolves complex Town Code and zoning violations
• Enforces various Town Codes, while focusing on obtaining voluntary compliance from the public
• Educates residents and business and property owners about Town regulations
• Conducts inspections/investigations of structures/residences concerning public health-related
issues
• Coordinates with the Finance Department’s Business License Tax Division to ensure all
operating businesses have a business license
Core Goals Key Projects
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Process Improvements
• 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.
• Evaluate the Town’s sign regulations and recommend potential changes to
address compliance issues that have arisen with off-premise signs.
• Identify process improvements to the Conditional Use Permit (CUP)
database to enhance monitoring of compliance with approved CUPs.
PROPOSED
D – 99
COMMUNITY DEVELOPMENT DEPARTMENT
Code Compliance Program
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Community Development Dir.0.05 0.05 - - -
Building Official 0.15 0.15 0.15 0.15 0.15
Executive Assistant 0.05 0.05 0.05 0.05 0.05
Administrative Secretary - - - - -
Code Compliance Officer - - 1.00 1.00 1.00
Total Code Compliance FTEs 0.25 0.25 1.20 1.20 1.20
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Community Service Officer Temp/Hrly - - - 250 -
Code Compliance Officer Temp/Hrly - 832 - - -
Total Annual Hours - 832 - 250 -
CODE COMPLIANCE PROGRAM STAFFING
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.Respond to complaining party within 48 hours:*Data Not
Available
Data Not
Available
99% 99% 99%
2.
a.Percentage of complaints abated within cycle times 90% 56% 91% 90% 90%
3.
a.Percentage of complaints resulting in court hearings:0% 0% 1% 1% 1%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.395 434 812 600 500
2.290 246 700 500 400
3.9 9 29 70 60
*New measure effective FY 2014/15.
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.
Achieve timely compliance.
PROPOSED
D – 100
PROPOSED
D – 101
Community Development Department
BMP HOUSING PROGRAM
PROGRAM 3501
PROGRAM PURPOSE
The purpose of the Below Market Price (BMP) 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, the
Town plans and facilitates the construction of housing adequate for future populations consistent with
environmental limitations and in a 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.
The majority of expenditures in this program are related to a service contract with Hello Housing, which
administers several components of the BMP Housing Program. The FY 2016/17 budget for the BMP
program is slightly higher than the FY 2015/16 budget mainly due to an increase in the cost of the
Housing Services portion of the program pursuant to the Town’s agreement with the BMP administrator.
PROPOSED
D – 102
COMMUNITY DEVELOPMENT DEPARTMENT
BMP Housing Program
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ (369,183)$ (167,545)$ 1,500$ 500$ 2,000$
Service Charges 168,988 (23,000) 159,000 153,177 536,619 156,065
Fines & Forfeitures - - - - - -
Other Revenues 10,848 428,173 179,000 - - -
TOTAL REVENUES 179,836$ 35,990$ 170,455$ 154,677$ 537,119$ 158,065$
EXPENDITURES
Salaries and Benefits 103,118$ 111,556$ 83,003$ 85,525$ 74,830$ 83,963$
Operating Expenditures 260,470 140,774 229,166 65,850 99,485 70,650
Grants - - - - - -
Fixed Assets - - - - 360,877 -
Internal Service Charges 4,514 4,817 3,638 3,302 1,927 3,452
TOTAL EXPENDITURES 368,102$ 257,147$ 315,807$ 154,677$ 537,119$ 158,065$
SUMMARY OF REVENUES AND EXPENDITURES
FY 2016/17 KEY PROJECTS
KEY PROGRAM SERVICES
• Administers the Below Market Price Housing Program
• Monitors the BMP ordinance and guidelines to determine and recommend potential
improvements to enhance the effectiveness of the program
Core Goals Key Projects
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
Below 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)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Asst. Town Manager/CDD Dir - - 0.03 0.03 -
Community Development Dir.- - - - 0.05
Asst. Community Dev. Dir.- 0.05 - - -
Planning Manager 0.05 - - - -
Administrative Analyst 0.20 0.20 0.20 0.20 0.20
Executive Assistant 0.15 0.15 0.15 0.15 0.15
Senior Planner 0.40 0.40 0.40 0.20 -
Associate Planner - - - - 0.20
Total BMP Housing FTEs 0.80 0.80 0.78 0.58 0.60
BMP HOUSING PROGRAM STAFFING
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
44 47 49 50 54
2.
95 95 119 119 119
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 39 99
PROGRAM PURPOSE
This pass-through accounting structure separates Community Development program activities from the
funding mechanism set up for external consultant services 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 required to deposit funds for architectural
services, arborist services, environmental review services, and/or plan checking services with the Town.
The Town provides these various services for an applicant’s project and the consultants are subsequently
paid out of the applicant’s account. 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 and held in a deposit account 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 estimates 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.
PROPOSED
D – 106
COMMUNITY DEVELOPMENT DEPARTMENT
Pass-Through Accounts
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Licenses & Permits -$ -$ -$ -$ -$ -$
Service Charges - - - - - -
Fines & Forfeitures - - - - - -
Other Revenues 1,208,350 1,200,257 1,062,891 660,500 628,500 510,500
TOTAL REVENUES 1,208,350$ 1,200,257$ 1,062,891$ 660,500$ 628,500$ 510,500$
EXPENDITURES
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures 1,208,350 1,200,257 1,062,891 660,500 628,500 510,500
Grants - - - - - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES 1,208,350$ 1,200,257$ 1,062,891$ 660,500$ 628,500$ 510,500$
SUMMARY OF REVENUES AND EXPENDITURES