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71 SECTION 4: COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department’s mission is to deliver services, projects and programs that provide a safe, connected, environmentally-focused and high quality of life in El Cerrito. The Department achieves this mission through planning and implementing programs and private and public projects that promote community, environmental quality and economic vitality. DEPARTMENT OVERVIEW The new Community Development Department provides the community with innovative and practical solutions to enhance a prosperous, healthy and sustainable city. Through the integration of the divisions of Planning and Building (previously Development Services), Economic Development, Housing and elements of Environmental Services, the newly formed Department strives to maintain and enhance the City as a vital, attractive, and sustainable community. To attain these goals, the Department’s responsibilities are: • Implement and help develop the vision of the City Council and residents of El Cerrito pursuant to the goals of the City’s Strategic Plan, General Plan, Climate Action Plan, other City planning documents and regional and state policies • Deepen a sense of place and community identity in El Cerrito by: • Retaining, attracting and supporting businesses that reflect El Cerrito values and financial outlook • Ensuring the creation and maintenance of an attractive, safe community with a high quality, balanced and appropriate mix of land uses and amenities • Enhancing the existing built environment by supporting and encouraging investment in our homes, neighborhoods, businesses and public places in a safe and efficient manner • Providing programs that are inclusive and engage, involve and educate the community • Collaborating with other departments and regional agencies to leverage resources and assure that programs and projects are consistent with the City’s vision, mission and adopted Plans. • Identify and pursue projects, policies and programs that improve the overall environmental sustainability and economic vitality of El Cerrito • Provide customer-friendly, responsive, efficient, collaborative and accurate services to all ---PAGE BREAK--- 72 Organizational Structure The Community Development Department includes the Planning and Building Division and the Community Sustainability Division. Together the two divisions work on current and advance planning and projects. The Planning and Building Division encompasses the City’s current and advanced Planning and Building functions and Code Enforcement. Community Sustainability includes Environmental Sustainability, Economic Development, Housing and Special Programs and Projects, including grants. The Department provides staff to the City’s Planning Commission, Design Review Board, Environmental Quality Committee and Economic Development Board. Chart 4-1 shows the organizational structure of the Department: Chart 4-1 Community Development Department Position Listing Table 4-1 shows the position listing for the Department: Table 4-1 Community Development Department Position Listing COMMUNITY DEVELOPMENT DEPARTMENT FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Administrative Analyst III 1 1 1 1 Administrative Clerk 1 1 0 0 Building Inspector I 1 1 1 0.5 Building Inspector II 2 2 1 1 Building Inspector II (underfill Building Inspector I) 0 0 1 1 Building Official 1 1 1 1 Building Plan Checker II 1 1 1 1 Community Development Director 1 1 1 1 Development Services Manager (formerly Planning Manager) 1 1 1 1 Permit Technician I 2 2 2 1 Permit Technician III 0 0 1 1 Senior Planner 2 2 2 2 Senior Program Manager 2 2 2 2 COMMUNITY DEVELOPMENT TOTAL 15 15 15 13.5 Community Development Director Planning and Building Manager Senior Planner Building Official Plan Checker Building Inspector Permit Technician Environmental Analyst Housing Program Manager Economic Development Program Manager ---PAGE BREAK--- 73 Strategic Plan Alignment Table 4-2 shows the services performed by the Community Development Department as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 4-2 Community Development Department Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainab ility Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Provide "front counter" customer service (technical assistance, information, education) for Planning and Building projects Provide Plan Check and Permits for Building and Planning projects Assure all built projects satisfy health and safety regulations and the California Building Code Assure all City and private projects are consistent with the California Environmental Quality Act Coordinate and perform Code Enforcement Activities Staff Planning Commission and Design Review Boards Conduct Advanced Planning (General Plan, Housing Element and Special Plans such as Climate Action, Specific Plans, and Master Plans) Foster citywide sustainability through development and implementation of policies, projects, programs and community involvement activities Develop mechanisms to streamline solar and other energy and water efficiency related permit processes Staff the Environmental Quality Committee Develop and implement business attraction and retention programs Staff the Economic Development Board Promote and support local and green businesses Lead the San Pablo Avenue Specific Plan and Complete Streets Planning effort Work with regional trip reduction programs to develop trip reduction and parking demand management programs Lead development of the Urban Greening Plan Coordinate and assure implementation of City's advance planning efforts Seek and develop outside funding to achieve City goals ---PAGE BREAK--- 74 Update the City's Bicycle and Pedestrian/Circulation Plan in coordination with Public Works and parallel planning efforts Complete Economic Development Action Plan Complete STAR Communities Pilot Program Complete entitlement process for Mayfair TOD Provide staffing services to the MSC to complete Development and Disposition Agreement for Mayfair TOD Complete Entitlement process and Disposition and Development Agreement for Eden Housing San Pablo Avenue Apartments Assist Resources for Community Development in implementing the Ohlone Gardens Mixed Use Apartments project Implement the City's Climate Action Plan Manage the City's Affordable Housing program Review and make recommendation pertaining to the City's Historic Preservation policy Develop first CAP implementation report and updated GHG emissions inventory Begin process and pursue funding for General Plan and Housing Element, including Affordable Housing Strategy Serve on the Oversight Board of the El Cerrito Redevelopment Successor Agency Develop and integrate new Department Serve on regional and statewide committees Administer grants and consultant contracts ---PAGE BREAK--- 75 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET SUMMARY Community Development Department Expenditures All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,653,699 $ 1,567,991 $ 1,465,631 $ 1,549,771 Purchased Professional & Technical Services 281,820 75,967 393,000 485,625 Purchased Property Services 45,943 32,400 41,500 19,980 Other Purchased Services 57,828 36,665 83,360 113,718 Supplies 23,720 15,312 19,600 25,800 Property & Capital 1,454 6,845 5,700 5,700 Other Objects 3,459,247 2,418,523 Other Financing Uses 12,661,190 4,956,360 781,152 Total Expenditures $ 18,184,901 $ 9,110,064 $ 2,789,943 $ 2,200,594 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,351,860 $ 1,304,645 $ 1,328,069 $ 1,101,988 Purchased Professional & Technical Services 187,301 57,478 331,000 157,500 Purchased Property Services 4,978 13,548 15,500 9,500 Other Purchased Services 34,126 35,313 78,140 37,000 Supplies 18,998 14,502 18,400 15,000 Property & Capital 1,454 6,845 5,700 5,700 Other Financing Uses 3,950,000 Total Expenditures $ 1,598,718 $ 5,382,331 $ 1,776,809 $ 1,326,688 Federal, State & Local Grants (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 357,945 Purchased Professional & Technical Services 292,125 Other Purchased Services 73,498 Supplies 9,500 Total Expenditures $ 733,068 City LMI Housing Fund (232) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 43,294 $ 137,562 $ 89,838 Purchased Professional & Technical Services 3,458 62,000 36,000 Purchased Property Services 3,782 26,000 10,480 Other Purchased Services 840 5,220 3,220 Supplies 497 1,200 1,300 Other Financing Uses (5,463,441) 781,152 - Total Expenditures $ (5,411,570) $ 1,013,134 $ 140,838 Capital Improvement Fund (301) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 15,460 $ 4,305 Total Expenditures $ 15,460 $ 4,305 $0 $0 Redevelopment Agency (801) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 184,304 $ 176,309 Purchased Professional & Technical Services 46,549 7,818 Purchased Property Services 30,285 - Other Purchased Services 21,497 - Supplies 3,738 - Other Objects 1,580,469 507,493 Other Financing Uses 7,426,748 2,070,500 Total Expenditures $ 9,293,591 $ 2,762,120 $0 $0 Redevelopment LMI Housing Fund (802) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 117,534 $ 43,744 Purchased Professional & Technical Services 30,924 2,908 Purchased Property Services 10,680 15,070 Other Purchased Services 2,204 512 Supplies 984 314 Other Objects 10,450 - Other Financing Uses 2,953,200 4,369,595 Total Expenditures $ 3,125,976 $ 4,432,142 $0 $0 ---PAGE BREAK--- 76 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 1,585 $ - Other Objects 774,986 773,485 Other Financing Uses 29,705 Total Expenditures $ 776,571 $ 803,190 $0 $0 Senior Center Construction Fund (805) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Financing Uses $ 61,000 Total Expenditures $ 61,000 $0 $0 $0 Redevelopment 2004 Bond Proceeds Fund (811) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Financing Uses $ 2,220,243 Total Expenditures $ 2,220,243 $0 $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Objects $ 1,093,343 $ 1,137,545 $0 $0 Other Financing Uses - 1 Total Expenditures $ 1,093,343 $ 1,137,546 $0 $0 Community Development Department Revenues All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 4,980,334 $ 2,711,196 $ 786,052 $ 4,900 Licenses & Permits 562,760 518,276 669,936 606,000 Use of Money & Property 47,310 83,511 - - Intergovernmental Revenues 519 166 - 219,498 Charges for Services 620,666 500,860 921,550 841,850 Other Revenue 7,486 40 1,000 41,000 Other Financing Sources 1,938,143 4,383,108 - - Total Revenues $ 8,157,220 $ 8,197,157 $ 2,378,538 $ 1,713,248 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 1,834 $ 414 $ 4,900 $ 4,900 Licenses & Permits 562,760 518,276 669,936 606,000 Intergovernmental Revenues 519 166 - 28,000 Charges for Services 620,666 500,860 921,550 841,850 Other Revenue 81 40 1,000 41,000 Total Revenues $ 1,185,859 $ 1,019,755 $ 1,597,386 $ 1,521,750 Federal, State & Local Grants (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 191,498 Total Revenues $ 191,498 City LMI Housing Fund (232) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ - $ 781,152 Use of Money & Property 306 - - Total Revenues $ 306 $ 781,152 $0 Redevelopment Agency (801) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 3,982,801 $ 2,168,626 Use of Money & Property 42,226 83,202 Other Revenue 7,406 - Other Financing Sources - 1,820,000 Total Revenues $ 4,032,433 $ 4,071,828 $0 $0 Redevelopment LMI Housing Fund (802) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Other Taxes $ 995,700 $ 542,157 Use of Money & Property 3,049 - Other Financing Sources - 2,130,000 Total Revenues $ 998,750 $ 2,672,157 $0 $0 ---PAGE BREAK--- 77 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ - $ 2 Other Financing Sources 787,135 107,417 Total Revenues $ 787,135 $ 107,419 $0 $0 Redevelopment 2004 Bond Proceeds Fund (811) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 1,973 $ - Total Revenues $ 1,973 $ - $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 62 $ 2 Other Financing Sources $ 1,151,009 $ 325,691 Total Revenues $ 1,151,070 $ 325,692 $0 $0 ---PAGE BREAK--- 78 PLANNING AND BUILDING DIVISION Formerly known as Development Services, the Planning and Building Division’s mission is to promote safety and livability through efficient and collaborative application of building and development codes. The Planning section guides all interested stakeholders through all phases of the development review process. The framework for this process is found in the policy documents and the municipal code sections that implement community goals and protect and enhance community resources while considering new development. The Building section provides plan review and inspections services as well as educational outreach to businesses and property owners. The section implements and enforces the local and state laws relating to the built environment. Responsibilities of the Planning and Building Division include: • Provide a clear process for the review of new development projects • Implement and enforce all local and state regulations pertaining to development for new construction, additions to and changes of use for existing buildings • Coordinate citywide staff review (Engineering, Police, Fire, Environmental Services) of all development proposals as early as possible to give integrated information to project proponents • Serve as staff to the Planning Commission and Design Review Board • Review Planning and Building policies, procedures, fees, and codes; recommend and update same to provide highest standards and compliance with State and Regional laws and City Council policies, goals and objectives • Leads and coordinates the Department’s long-range planning efforts • Manage citywide Residential Rental Housing Inspection program • Serve as Zoning and CEQA Administrator for the city and ensure all departments are compliant with local and state laws • Perform and coordinate Code Enforcement activities • Undertake focused activities with respect to disaster preparedness and post-disaster assessment FY 2012-13 ACCOMPLISHMENTS Participated in development of the One Bay Area: Sustainable Community Strategy to develop appropriate City 20 year housing production projections Instituted an Interdepartmental Development Review Team to better coordinate complex development projects Led ongoing efforts to finalize San Pablo Specific Plan Initiated pre-entitlement phase for catalyst Transit-Oriented Development project at Mayfair site adjacent to del Norte Initiated new customer service/front counter programs to respond to the needs of its frequent users Plan checked and inspected photovoltaic installations on municipal facilities Participated in the East Bay Green Corridor’s Solar Permit streamlining effort Implemented pre-permit inspections for residential solar photovoltaic installation ---PAGE BREAK--- 79 Service Indicators The tables below depict the workload statistics of the Planning and Building Division for FY 2013- 14. The number of applications needing Planning Commission or Design Review Board approval has continued to decrease in 2012-13 while over-the-counter permits such as Home Occupations and Fence Clearances have held steady. While the downturn in the economy has negatively affected building permit revenue due to lower valuations and permit costs, the overall number of permits has continued to rise every year. Permit applications are typically for smaller projects and repairs rather than large remodels and additions as seen in past years. Staff has continued to improve permit processing time and as the process is further streamlined, permit processing time should continue to decrease. Chart 4-2 Planning Permits by Fiscal Year Table 4-3 Permit Issuances and Construction Value Fiscal Year Total Permits Issued Total Const. Valuation 2007-2008 1,289 $26,210,282 2008-2009 1,122 $16,755,268 2009-2010 1,232 $20,313,306 2010-2011 1,249 $21,731,299 2011-2012 1,572 $22,[PHONE REDACTED]-2-13 1,372 $16,302,141 * Total as of April 30 2013 Estimated Total for FY 12-13 2,000 permits Valuation $18,600,000 0 10 20 30 40 50 60 70 09-10 10-11 11-12 12-13 ---PAGE BREAK--- 80 Chart 4-4 Building Permit Total Construction Valuation Chart 4-5 Building Permits Issued by Fiscal Year Chart 4-6 Annual Inspections Table 4-4 Inspection Activity Fiscal Year Average Inspections Annual Inspections 2009-2010 616 7,393 2010-2011 515 6,189 2011-2012 555 6,662 2012-2013* 484 5,803 *Total as of March 31, 2013 Est Total FY 12-13 is 7,250 $20,313,306 $21,731,299 $22,878,198 $16,302,141 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 09-10 10-11 11-12 12-13 1232 1249 1572 1372 0 500 1000 1500 2000 09-10 10-11 11-12 12-13 7393 6189 6662 5803 0 1000 2000 3000 4000 5000 6000 7000 8000 09-10 10-11 11-12 12-13 ---PAGE BREAK--- 81 COMMUNITY SUSTAINABILITY DIVISION The Community Sustainability Division integrates elements of the previous Environmental Services Division and the Economic Development and Housing Division. The Division plays a leadership role in promoting environmental quality and innovation, developing and implementing programs and projects that deepen the City’s identity as an environmentally- focused and economically-vibrant and inclusive community. The Division accomplishes its mission through developing, supporting and managing a broad array of activities including: • Development and ongoing monitoring and implementation of the City’s sustainability initiatives and policies, including the Climate Action Plan • Development and ongoing implementation of programs and policies that seek to foster a strong, diverse, equitable and sustainable economic base that provides employment and business opportunities, supports businesses and increases tax revenues • Works to increase the supply of market rate and affordable housing and promotes equitable housing opportunities • Provides public engagement, educational opportunities and innovative programs to involve the public in creating a connected, sustainable and economically vibrant community • Leads and coordinates the Department’s long-range planning efforts • Seeks funding and partnerships to develop and build place-making and community improvements • Provides lead staff, project management and community involvement for special projects and planning efforts • Provides staff to the Environmental Quality Committee and Economic Development Board • Coordinates interdepartmentally on community development and sustainability projects • Actively participates in regional and state working groups to promote and support legislation and funding opportunities to realize Council goals FY 2012-13 ACCOMPLISHMENTS Completed Climate Action Plan Coordinated with Public Works to complete a citywide solar procurement process Applied for and awarded $239,498 Proposition 84 Urban Greening Grant to prepare Urban Greening Plan Initiated Urban Greening Plan through establishment of the Urban Greening Task Force, completion of the Consultant selection process and initiation of the public involvement, existing conditions analysis, and needs assessment Marketed regional home energy efficiency program to El Cerrito residents and converted Swim and Community Center outdoor lighting to LED lamps Provided staff services to assist the Municipal Services Corporation to execute an Exclusive Negotiating Right Agreement (ENRA) to develop TOD adjacent to del Norte BART Expanded Annual Entrepreneur Training and Small Business Workshop series Participated in Priority Development Area Working group and with Contra Costa Transportation Authority (CCTA) on development of a PDA Growth and Investment Strategy ---PAGE BREAK--- 82 Secured $125,000 to develop multimodal Capital Improvement Program near both BART stations for incorporation into the San Pablo Avenue Specific and Complete Streets Plan Selected as STAR Communities Pilot Program participant and initiated Citywide self-assessment Completed design on Ohlone Greenway Natural Area project and coordinated with Public Works to release Notice Inviting Bids Completed grant agreement with the State Department of Housing and Community Development and Resources for Community Development for $2.86 million of Proposition 1c Infill Infrastructure Grant funds for the Ohlone Gardens Mixed Use Housing Development Resolved property transfer issues of the 10848-10860 San Pablo Avenue Eden Housing site that were related to the Dissolution Act; initiated environmental review and entitlement processes for the proposed 63-unit affordable housing project on the City-owned site Service Indicators Resource Conservation The Community Sustainability Division continually strives to identify and achieve resource savings for the City and community through a variety of policies, projects and programs. The resource savings help the City both save money and meet its greenhouse gas (GHG) emissions reduction targets. In order to monitor progress toward the City’s GHG reduction targets, the Division completes a GHG emissions inventory every five years. Each year, ESD also selects a resource conservation or efficiency program that has been implemented to highlight the resource savings achieved. Chart 4-7 compares total annual municipal energy use and resulting GHG emissions, as measured using pounds of equivalent carbon dioxide (CO2e), for the years 2005 (the City’s GHG emissions baseline year), 2011 and 2013. Due to a combination of conservation and efficiency efforts undertaken in 2011-2013, CO2e from municipal energy use has declined by nearly 9% since 2010. Chart 4-7 Annual Municipal Energy Use In addition, CSD closed out a residential energy efficiency incentive program, funded by the EPA Climate Communities Showcase grant that provided up to $250 towards the cost of a home energy performance test for homeowners. The program was designed to help homeowners qualify for PG&E Energy Upgrade California rebates. CSD provided incentives for a total of 51 home performance tests in El Cerrito resulting in 33 projects receiving residential rebates from - 500,000.00 1,000,000.00 1,500,000.00 2,000,000.00 2,500,000.00 Natural Gas (therms) Electricity (kWh) lbs CO2e 2005 2011 2013 ---PAGE BREAK--- 83 PG&E for weatherization work and a total annual savings of 10,362 therms and 21,464 kWh. Average household savings is approximately 36%. Community Engagement Educational workshops, community input opportunities, and public information are key to the City meeting its economic and environmental stewardship goals as well as to helping El Cerrito be a resilient community. The Division liaisons with four City boards, commissions, and/or committees and organizes numerous workshops to gather community input and to provide community members with special educational opportunities. The chart below shows a summary of community engagement activities (not including Design Review Board, Economic Development Board, Planning Commission or Environmental Quality meetings) in FY 2012-13. The Division tracks number of activities and participation each year to gauge staff resources and to gauge and aim for increased participation and community involvement over time. Table 4-5 Community Engagement Statistics Community Input Meetings 9 Participants 146 Climate Action Plan Public Comment Meetings Urban Greening Plan Task Force Ohlone Greenway Natural Area Public Meetings Special Events and Workshops Workshops/ Events 27 Participants 466 Entrepreneur Training Series Small Business Workshop Series Less Toxic Pesticide Workshop Bike to Work Day Family Cycling Workshop Totals Meetings/Events 36 Participants 612 ---PAGE BREAK--- 84