Community Planning & Development

Transcription

1 Community Planning & Development

2 Mayor Office of Manager Community Planning & Developement Office of the Manager Development Services Code Administration & Enforcement Planning Services North Denver Cornerstone Collaborative Mission To guide and promote the planning, building, and maintenance of an outstanding City and County of Denver. 395

3 Department Summary Community Planning and Development The Department of Community Planning and Development (CPD) provides the planning and regulatory framework for the creation and preservation of places where people want to live, work, and play -- a concept referred to as place-based economic development. Working with stakeholders, CPD creates plans that articulate the vision for the future of Denver s diverse neighborhoods and corridors and for the City as a whole. CPD is responsible for administering the Denver Zoning Code, which regulates land uses, provides building and site design standards, and outlines the development review processes. Through the permitting and inspection services, CPD also enforces land use, design, and construction standards to enhance and protect Denver s natural and built environments. For more information, visit the Community Planning and Development website at Services The Office of the Manager provides the Community Planning and Development (CPD) Department s guiding vision and oversees all divisions of the department. Administration includes key activities such as policy development and direction, establishment of agency goals, objectives and guidance, purchasing, contract management, public education and media relations, and financial management, including budgeting and accounting. CPD also processes cashiering/collections transactions for Excise & Licenses, Parks and Recreation, Public Works, and several other smaller agencies in addition to CPD. The Development Services Division ensures that the real estate development and construction industry, both public and private, acquires the information and approvals it needs to complete its work, simultaneously ensuring the community s and city s interests. Development Services coordinates the development permitting process from project concept planning and zoning use permits to final certificate of occupancy for all residential and commercial construction projects, enabling and ensuring quality development. This one- stop-project services-shop provides streamlined services by proactively coordinating the CPD s development-related functions in partnership with three other city departments: Denver Fire, Department of Parks and Recreation, and Department of Public Works. Additional coordination with agencies such as Department of Environmental Health, Denver Water, and Excise and License is done on an as-needed basis. The Code Administration and Enforcement program administers and enforces the Denver Building, Zoning Codes, and property maintenance ordinances. This includes reviewing building plans, site plans and urban design requirements; issuing zoning and building permits; conducting inspections of development sites, building construction, electrical, plumbing, conservation, boiler, refrigeration, fire sprinkler, fuel, and gas codes; responding to citizen complaints; and coordinating the abatement of properties in violation of the code. These responsibilities comprise approximately 80 percent of city functions related to development on private land. The Planning Services Division leads the City Planning program through preparing plans and regulatory tools for the building community, breaking down silos, facilitating great place-making, and engaging community stakeholders in the Denver community. Most of the Planning Services programs and projects are prepared as part of a robust process involving community members, citywide partners, multiple city departments and agencies, and appointed and elected officials. Together, the Planning Services Division s supports the mission of Building Community and ensuring that Denver is healthy, connected, vibrant, sustainable, and safe. The North Denver Cornerstone Collaborative (NDCC) is a coordinated city-led effort to strategically align and implement six major portfolios to reenergize and reconnect the historic neighborhoods of Globeville, Elyria, and Swansea. The NDCC Projects Office coordinates and supports planning and implementation efforts, facilitates the creation and execution of public/private partnerships to identify funding options and encourages a broad range of investment, regional community engagement, and unique opportunities to catalyze shared visioning in the implementation of these projects over the next several decades. 396

4 Strategies CPD aims to advance place-based economic development to create healthy, livable, and better-connected communities with several strategies that cross multiple divisions. Break Down Silos: The Department is working to increase effectiveness by enabling staff in the department to understand their work and how it fits in with the larger departmental goals, thus fostering an increased investment in department-wide success. Reinvest in staff through providing access to professional development opportunities and training to enhance skill sets, improve ability to respond to difficult situations, and provide opportunities for professional growth and development. Develop a comprehensive orientation program for new staff that focuses on our Mission, Strategic Plan, and staff role in the department in order to provide a strong foundation at the onset of an employee s career with the city. Increase team capacity in order to broaden the diversity of skillsets across work groups and projects and to prioritize cross training between different work groups. Facilitate Great Place-Making: The Department is placing an emphasis on examining business processes to improve outcomes. Pursue regulatory updates and improvements, in collaboration with Development Services and other agencies, to ensure clear and predictable implementation of plans and an improved customer experience. Efforts should include essential regulatory documents such as the Denver Zoning Code, Landmark Design Guidelines, Building Code, and various street regulations. Increase our capacity to explore and implement new innovations in our planning policies and regulations that best achieve the City's vision. Connect with Stakeholders: The Department s top priority is that stakeholders understand the role: to guide development in a manner that implements the City s vision. Continual efforts in this area ensure that Denver stakeholders understand that they have a voice in shaping their community. Use an integrated communications approach to public outreach, taking advantage of a variety of traditional and new media communications channels and integrating them for consistency and clarity. Performance and Program Highlights The Department's top priority is connecting with all stakeholders in an authentic and effective manner. They add significant value to every stage of our work from setting the City's vision, to create new regulations, to ensuring our development processes are streamlined and coordinated. We will continue to devote the resources necessary to ensure that Denver stakeholders understand they have a voice in shaping their community. Continue to pursue a variety of methods to reach community members with a special emphasis on underrepresented populations, and develop a measure for success. Pursue methods that allow us to offer a consistent level of engagement for all stages of our work. 397

5 Permit Valuation represents the annual dollar valuation of building permits issued. Building permits are issued to authorize construction of residential and commercial units within the city. Permit valuation represents the sum of the estimated valuation of all permitted construction and is a key mission level metric because it is a strength indicator of Denver s built environment. CPD will continue to evaluate and assess building permit valuation data by monitoring permit fees. CPD will also continue to improve and streamline processes to promote a good customer experience and positively impact this metric. The division intends to increase the percentage of plan reviews completed on time by initiating a contract with consultants to address increased permitting requests. The timeframe to complete plan reviews on time can range from 1 day to 4 weeks depending on the type and size of project. Ratios of private investment connect planning activities to the resulting development by tracking the ratio of development within Areas of, Areas with Small Area Plans, and Areas with Landmark designations, respectively, to the balance of the City. Ratios greater than 1:1 indicate that city plans and zoning code regulations are positively impacting investment and directing growth to areas of desired change. Ratios are normalized through private valuation per acre. Variations in revenue vary depending on the size of projects in any given year. Past year goals have been 4:1. Actual results have exceeded that objective Actual 2014 Actual 2015 Actual 2016 Estimated 2017 Objective Ratio of private investment in Areas of to Areas of Stability 6 to 1 5 to 1 6 to 1 4 to 1 4 to 1 398

6 North Denver Cornerstone Collaborative Community Planning and Development The North Denver Cornerstone Collaborative (NDCC) aligns infrastructure and community projects in the Globeville, Elyria, and Swansea neighborhoods and River North (RiNo) area, to build healthy amenities, enhance quality of life and facilitate access to diverse opportunities and partnerships in the City and region. In early 2013, Mayor Michael B. Hancock recognized the need to align efforts taking place in the Globeville, Elyria, and Swansea neighborhoods and the River North (RiNo) area under one coordinated vision as part of creating a world class city. The resulting NDCC was formed to ensure that integrated planning and deliberate connections among the converging projects are taking place. By coordinating their implementation, investments are facilitated to spark strong civic infrastructure, economic mobility, quality of life, and healthy environments. For more detailed information please visit the North Denver Cornerstone Collaborative at Strategies NDCC Focus Portfolios: Six Projects One Vision Globeville, Elyria, and Swansea Neighborhood Plans Denver City Council adopted Globeville s Neighborhood Plan in 2014 and the Elyria & Swansea Neighborhoods Plan in These plans capture the community s vision for the next twenty years and are the guiding documents for decision making, investment, and planning. Through project delivery and by pursuing strategic partnerships, NDCC will continue to advance the four key principles (Unique, Strong, Connected and Healthy) identified in both plans. Brighton Boulevard Corridor Redevelopment In 2014, the City and the community created a vision for the Brighton Boulevard corridor. In early 2016, the City completed design of the 29th to 44th Street segment, which runs through the heart of River North, and groundbreaking for the project was October 13, The redevelopment of Brighton Boulevard will create a safer, more walkable and bikable gateway, a new centerpiece for the community and generate growth for business. River North (RiNo) RiNo supports a vibrant community of artists, industries, and entrepreneurs. Characterized by warehouses, freight rail, and manufacturing facilities, RiNo flaunts its industrial roots. Today, RiNo is one of the fastest growing and evolving districts in the City. NDCC will continue to improve connectivity within RiNo and to surrounding neighborhoods, enhance and invigorate the South Platte riverfront, and improve pedestrian and bicycle access. Transit Oriented Development and Mobility The Regional Transportation District (RTD) is constructing four new stations and a commuter rail maintenance facility within the NDCC area. RTD s East (A Line), Gold (G Line) and North Metro (N Line) rail lines will provide vital access to and from Denver Union Station, DEN, National Western Center, Arvada and Adams County. NDCC has coordinated efforts to address connectivity from these stations to the communities they serve. NDCC seeks to improve last-mile connectivity near transit stations and to coordinate thoughtful development around each station that honors the four key principles of the neighborhood plans. Central 70 The Colorado Department of Transportation (CDOT) Central 70 project will reconstruct a 10-mile stretch of I-70 East, remove a 50-year old viaduct, lower the interstate between Brighton and Colorado boulevards, and construct a four-acre highway cover / open space amenity between Clayton Street and Columbine Street adjacent to Swansea Elementary School. NDCC s role in the Central 70 project is to collaborate with CDOT to ensure that the project prioritizes and serves the best interests of Globeville, Elyria, and Swansea residents impacted by the project. NDCC advocates for improved 399

7 connectivity, a high quality open space, creation of workforce opportunities and appropriate mitigation of housing and environmental impacts such as air and noise pollution - during and after construction. Department Budget Expenditures by Agency 2016 Actuals 2017 Appropriated 2018 Recommended $ Variance % Variance Office of the Manager 3,305,108 3,973,410 3,840,482 (132,928) (3.3%) Development Services 17,569,258 18,904,481 20,975,196 2,070, % Planning Services Division 3,212,308 5,377,119 5,394,706 17, % North Denver Cornerstone Collaborative 847,291 1,278,663 1,865, , % Total 24,933,965 29,533,673 32,075,635 2,541, % Expenditures by Type Personnel Services 22,424,208 25,596,006 27,925,139 2,329, % Services and Supplies 2,500,774 3,906,803 4,108, , % Capital Equipment 0 12,200 0 (12,200) (100.0%) Internal Services and Misc. 8,983 18,664 42,164 23, % Total General Fund 24,933,965 29,533,673 32,075,635 2,541, % General Fund Revenue Licenses and Permits 22,509,269 28,272,100 23,633,400 (4,638,700) (16.4%) Fees 11,288,798 9,858,600 0 (9,858,600) (100.0%) Charges for Services 239, ,500 14,970,604 14,495,104 3,048.4% Internal Service and Indirect Cost 106, ,000 0 (500,000) (100.0%) Miscellaneous Other (39,811) 50,000 50, % Total 34,103,633 39,156,200 38,654,004 (502,196) (1.3%) Special Revenue Funds Expenditures General Government 12,643 50,000 50, % Total Special Revenue Funds 12,643 50,000 50, % Grants Grants 13,426 57, ,000 92, % Total Grants 13,426 57, ,000 92, % Personnel Complement General Fund Operations - Civilian % Total Personnel Complement % Capital Improvements Capital Improvements 4,490,000 4,805, , % Total 4,490,000 4,805, , % 400

8 Programmatic s Community Planning and Development Impact Description FTEs Dollars Office of the Manager An increase in professional services for the purchase of vehicles for city inspectors ,800 A decrease in services and supplies for one-time operational growth expenditures in (43,735) A decrease in services and supplies for an encumbrance roll forward in (381,279) Development Services An increase in personnel services for two Plans Review Engineers to improve the level of ,594 services for Commercial Building Plan Review. An increase in personnel services for a Senior Architect and an Administrative Support Assistant to improve speed of services for Architectural and Structural Review ,706 An increase in personnel services for a Plans Review Technician and an Administrative Support Assistant to improve services for Commercial Zoning. An increase in personnel services for a city inspector due to the extension of an existing position funded by marijuana revenue. An increase in personnel services for an Administrative Support Assistant to scan electronic diagrams and maintain the plans room. A decrease in personnel services for abolishing an Associate City Planner in exchange for converting an existing Plans Review Technician from limited to unlimited , , ,354 (1.00) (84,000) An increase in services and supplies for the SAFEBuilt contract to fund on-call contractors ,500,000 to maintain levels of service for plan review and inspection services. A decrease in services and supplies for one-time purchases in 2017 of uniforms, protective 0.00 (53,400) equipment, and training. A decrease in services and supplies for one-time operational and workspace configuration 0.00 (58,414) expenses in Development Services in A decrease in services and supplies for a one-time purchase of wireless data and 0.00 (173,165) equipment for Accela mobile inspections. A decrease in services and supplies for one-time on-call employee funding to catch up on a 0.00 (744,000) backlog of plan review services. Eleven limited positions were made permanent resulting in no FTE or budgetary increase. 0 0 Planning Services An increase in personnel services for an Administrator II to address the challenges of ,094 offering equitable, consistent and efficient community engagement. An increase in personnel services for a Senior City Planner to support the Neighborhood ,949 Planning Initiative to provide comprehensive neighborhood plans. An increase in personnel services for an Associate City Planner to support the Landmark ,557 Review team to improve review turnaround times. A decrease in personnel services for transferring and Administrator II to North Denver (1.00) (100,900) Cornerstone Collaborative. A decrease in service and supplies for one-time funding of the Neighborhood Planning Initiative in 2017 to develop neighborhood plans (150,000) North Denver Cornerstone Collaborative An increase in personnel services for transferring an Administrator II from CPD Planning Services. An increase in services and supplies to develop community trust through engagement when implementing additional projects , ,000 An increase in services and supplies to develop strategy and communications management ,000 for expanded NDCC projects and programs. A decrease in services and supplies for one-time community outreach expenditures (60,000) 401

9 Budget in Detail Office of the Manager ( ) Expenditures by Type 2016 Actuals 2017 Appropriated 2018 Recommended $ % Personnel Services 2,813,709 3,112,819 3,309, , % Services and Supplies 490, , ,400 (352,893) (41.3%) Internal Services and Misc. 1,296 6,298 29,798 23, % Expenditures by Activity Expenditures by Type Total 3,305,108 3,973,410 3,840,482 (132,928) (3.3%) Administration 1,849,660 2,450,132 2,202,960 (247,172) (10.1%) Finance & Accounting 1,455,448 1,523,278 1,637, , % Other Program Funding Sources Grants Expenditures by Activity Total 3,305,108 3,973,410 3,840,482 (132,928) (3.3%) Bosler House Preservation Project 7, % CAMP Training at Saving Places Conference 0 7,980 0 (7,980) (100.0%) Historic Structure Assessment , , , % Western Lands and Comm. Exploratory Scenario Plan General Government SRF 5, % Total 13,426 57, ,000 92, % Landmark Preservation Fund 12,643 50,000 50, % Capital Projects Funds Other Agency Capital Project 0 1,190,000 1,225,000 35, % Other Program Funding Sources Total 26,069 1,297,980 1,425, , % Total Program Expenditures 3,331,177 5,271,390 5,265,482 (5,908) (0.1%) Personnel Complement (Budgeted) Administration % Finance & Accounting % Revenue Personnel Complement (Budgeted) Total % Licenses and Permits 494, ,300 1,103, , % Fees 23, (100) (100.0%) Charges for Services 15,051 26,000 16,100 (9,900) (38.1%) Miscellaneous Other % Revenue Total 532, ,400 1,119, , % 402

10 Development Services ( ) Expenditures by Type 2016 Actuals 2017 Appropriated 2018 Recommended $ % Personnel Services 16,045,882 17,211,302 18,779,607 1,568, % Services and Supplies 1,521,732 1,674,979 2,189, , % Capital Equipment 0 12,200 0 (12,200) (100.0%) Internal Services and Misc. 1,644 6,000 6, % Expenditures by Activity Expenditures by Type Total 17,569,258 18,904,481 20,975,196 2,070, % Permitting 9,588,382 10,407,467 12,067,614 1,660, % Inspections 7,980,876 8,497,014 8,907, , % Personnel Complement (Budgeted) Expenditures by Activity Total 17,569,258 18,904,481 20,975,196 2,070, % Inspections % Permitting % Revenue Personnel Complement (Budgeted) Total % Licenses and Permits 21,973,140 27,572,800 22,496,400 (5,076,400) (18.4%) Fees 11,265,188 9,837,500 0 (9,837,500) (100.0%) Charges for Services 224, ,500 14,933,504 14,484,004 3,222.2% Internal Service and Indirect Cost 63, ,000 0 (500,000) (100.0%) Miscellaneous Other (40,026) 50,000 50, % Revenue Total 33,485,841 38,409,800 37,479,904 (929,896) (2.4%) 403

11 Planning Services ( ) Expenditures by Type 2016 Actuals 2017 Appropriated 2018 Recommended $ % Personnel Services 3,091,017 4,583,667 4,904, , % Services and Supplies 117, , ,398 (303,688) (38.4%) Internal Services and Misc. 4,104 3,366 3, % Expenditures by Activity Expenditures by Type Total 3,212,308 5,377,119 5,394,706 17, % Comprehensive Planning 1,612,679 5,090,636 5,061,509 (29,127) (0.6%) Plan Implementation 1,447, , ,354 22,735,400.0% NDCC Projects 151, , ,842 (180,640) (63.1%) Expenditures by Activity Total 3,212,308 5,377,119 5,394,706 17, % Personnel Complement (Budgeted) Comprehensive Planning % NDCC Projects (2.00) (66.7%) Plan Implementation % Personnel Complement (Budgeted) Total % Revenue Licenses and Permits 41,969 55,000 34,000 (21,000) (38.2%) Fees ,000 0 (21,000) (100.0%) Charges for Services ,000 21, % Internal Service and Indirect Cost 35, % Revenue Total 77,868 76,000 55,000 (21,000) (27.6%) 404

12 North Denver Cornerstone Collaborative ( ) Expenditures by Type 2016 Actuals 2017 Appropriated 2018 Recommended $ % Personnel Services 473, , , , % Services and Supplies 371, , , , % Internal Services and Misc. 1,939 3,000 3, % Expenditures by Activity Expenditures by Type Total 847,291 1,278,663 1,865, , % North Denver Cornerstone Collaborative 847,291 1,278,663 1,865, , % Other Program Funding Sources Capital Projects Funds Other Agency Capital Project 0 3,300,000 3,580, , % Total Program Expenditures 847,291 4,578,663 5,445, , % Personnel Complement (Budgeted) North Denver Cornerstone Collaborative % Total Personnel Complement % Revenue Internal Service and Indirect Cost 7, % 405

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