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1 Ogden City Council Work Session: May 23, 2017 FY2018 BUDGET PROPOSALS – COMMUNITY AND ECONOMIC DEVELOPMENT Purpose of Work Session: To discuss the Community and Economic Development Department budget for FY2018 Executive Summary The Council will receive a presentation of the budget proposals relative to the City’s Community and Economic Development (CED) Department, which includes: administration; planning; community development; building services/code services; business development, including arts, community events, arts administration, and the amphitheater; and the Airport Enterprise Fund. Background Utah Code §10-6-111 (Utah Municipal Code – Uniform Fiscal Procedures Act for Utah Cities) requires that the City Administration prepare and present an annual, tentative budget at the first regularly scheduled meeting in May. The final budget must be adopted no later than June 22 of each year. It should be noted, however, that when a budget includes a proposed tax increase, the final budget must be adopted no later than August 17. In preparation for receiving and reviewing the budget, the Council also requests additional information from the Administration related to areas of particular interest to the Council. This additional information includes reports on current fiscal year goals and accomplishments, progress on management audit recommendations, status of current year capital improvement projects, staffing issues, debt service, equipment replacement, and other relevant issues. Budget Review Process The Administration and Council staff meet regularly as a Budget Team during the budget process to discuss and review not only the current year progress, but also any significant changes in the proposed budget. Council staff may request additional information and justification for major budget proposals. Staff also meets with each Department head regarding individual department budgets. The information gleaned from these meetings is then presented to the Council in a series of work sessions. These work sessions offer the Council an opportunity to ---PAGE BREAK--- 2 Ogden City Council Work Session: May 23, 2017 review and understand the tentative budget allowing the Council to make more informed decisions. FY2017 CED Budget Guidelines and Goals The following Guidelines and Goals relating to Community and Economic Development were included in the FY2017 Budget: Guidelines 1. Arts. The City Council supports the arts through grants. The Ogden City Arts Advisory Committee receives and reviews written proposals, recommends the distribution of funds, and follows up on how these funds were used. Recipients of the grants are encouraged to have matching funds from other sources, e.g. Utah Arts Council. 7. Consolidated Plan and Annual Action Plan. The consolidated plan will be reviewed and adopted every five years and the action plans annually. Specific annual action plan elements may be identified as requiring Council review and approval prior to the expenditure of funds. The Council recently concluded the review of the consolidated plan. The next plan will be developed in 2020. 8. Business Information Center. The Council supports the efforts of the Business Information Center (BIC) in encouraging entrepreneurial efforts. Reports will be provided with the annual budget regarding not only the BIC’s efforts, but also the efforts of non-profit organizations providing financial assistance to small businesses in the City. Goals 10. Arts and Culture. To complete an arts and culture master plan, which will include a joint visioning process, and fund arts projects and grants in an ongoing effort to increase Ogden’s statewide, national, and international stature in the arts. May 2, 2017 The Council accepted the Mayor’s proposed Tentative FY2018 budget for review. May 16, 2017 The Council set a public hearing on the Tentative FY2018 budget for June 6, 2017. ---PAGE BREAK--- 3 Ogden City Council Work Session: May 23, 2017 Proposal CED Department Budget Comparison The CED Department is funded primarily through the General Fund. The Department also manages the Airport Enterprise Fund and CDBG Grant funds. A comparison of the FY2017 Adopted budget and the FY2018 Proposed budget shows the following: General Fund Adopted FY2017 Proposed FY2018 Amount Change % Change Administration $798,600 $829,075 $30,475 3.82% Planning $643,025 $634,200 ($8,825) -1.37% Community Dev’t $171,600 $189,625 $18,025 10.50% Building Services $1,883,675 $1,945,025 $61,350 3.26% Business Dev’t. $598,025 $531,375 ($66,650) -11.15% Ogden City Arts $97,475 $93,725 ($3,750) -3.85% Community Events $44,550 $44,550 $0 0% Amphitheater $164,200 $326,450 $162,250 98.81% Arts Admin $179,900 $184,800 $4,900 2.72% TOTAL $4,581,050 $4,778,825 $197,775 4.32% Enterprise Fund Adopted FY2017 Proposed FY2018 Amount Change % Change Airport $3,435,675 $3,545,350 $109,675 3.19% Significant Changes Significant budget line items for CED expenditures are as follows: Compensation adjustments Elimination of $15,000 for temporary employees for Planning. This was intended to be a temporary part-time position to help in the Planning Division’s office. Amphitheater budget changes including a significant increase in operations revenue and expenditures. This is due to the success of the Twilight Concert Series. Organization Structure/Staffing The FY2018 budget proposes no staffing changes for CED. The staff for CED is listed below: ---PAGE BREAK--- 4 Ogden City Council Work Session: May 23, 2017 Administration – 3 Director – 1 Deputy Director – 1 Administrative Assistant – 1 Planning – 6 Planning Manager – 1 Deputy Planning Manager – 1 Senior Planner – 2 Planner – 1 Planning Technician – 1 Community Development* – 0.22 Community Development Manager – 0.15 Senior Office Assistant – 0.07 Building Services/Code Services – 22 Building Services Manager – 1 Lead Inspector/Chief Building Official – 1 Lead Inspector – 1 Plan Review/Code Inspection – 5 Business License Coordinator – 1 Business License Enforcement Officer – 1 Building Services Technician – 5 Code Services Supervisor – 1 Senior Code Services Officer – 2 Code Services Officer – 2 Code Services Collector – 1 Office Assistant – 1 Business/Economic Development – 5 Business Development Manager – 1 Business Recruitment & Relationship Manager – 1 Senior Project Coordinator – 2 Project Coordinator Development – 1 Arts, Culture, Events – 3 Arts, Culture, and Events Manager – 1 Project Coordinator – Arts Coordinator – 1 ---PAGE BREAK--- 5 Ogden City Council Work Session: May 23, 2017 Special Events Technician – 1 * Note that the Community Development Division is charged to the CDBG Grants (included in the Major Grants section of the budget). Only a small portion is charged to the General Fund. Total Community and Economic Development FTEs – 39.22 Airport Airport Manager – 1 Airport Maintenance Supervisor – 1 Airport Maintenance Crew Leader – 1 Airport Office Technician – 1 Airport Maintenance Technician – 1 Total Airport FTEs – 5 Questions The Community and Economic Development Department has been asked to address the following questions in the presentation to the Council. Staffing/Personnel 1. Please discuss how CED plans to distribute the proposed merit increase. Planning 2. Please discuss the reduction in temporary employees in the Planning Division’s budget. 3. Please discuss proposed changes to the Planning Commission’s special meetings budget. 4. Please discuss the proposed changes to the Planning Division’s noticing budget. Building Services/Code Services 5. Please briefly review the Building Services Update Report for April 2017. Arts, Culture, and Events 6. Please discuss the reduction in Business Development FTEs and the increase in the Ogden City Arts FTEs. ---PAGE BREAK--- 6 Ogden City Council Work Session: May 23, 2017 7. Please discuss the changes to the Amphitheater Activities and provide an update on the upcoming Twilight Concert Series. 8. Please discuss some of the arts and cultural events that are proposed to be funded in the upcoming fiscal year. 9. Please update the Council on the status of Ogden Downtown Alliance. Community Development 10. Please provide an update on the Quality Neighborhood activities planned for the upcoming year. 11. Please discuss why the transfer of Quality Neighborhoods funds from BDO is going into the RDA Housing fund and not the Major Grants fund. Airport 12. Please discuss the addition of Police and Fire services to the Airport Enterprise Fund. Attachments 1. Budget sections related to CED: a. Community and Economic Development Department Summary b. Airport Enterprise Fund Summary 2. Building Services Update Report April 2017 3. FY2018 Annual Action Plan Budget Council Staff Contact: Glenn Symes, AICP (801) 629-8164 ---PAGE BREAK--- Community & Economic Development Department Administration Non-general operations indicated by underlined text. FUNCTIONS The Department works with our community to enhance the quality of life in Ogden by planning for Ogden s future while preserving its heritage. CED is dedicated to effectively implementing community standards which promote desirable residential and business neighborhoods and safe, habitable buildings. Additionally, the Business Services division now reports to this Department for all administrative and day-to-day operations. COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT Organizational Structure Planning Airport Community Development Tax Increment Special Assessment Debt Building Services Business Development Code Services Arts, Culture & Events Business Services 93 ---PAGE BREAK--- GENERAL FUND BUILDING SERVICES 1,945,025 BUSINESS DEVELOPMENT 1,180,900 CED ADMINISTRATION 829,075 COMMUNITY DEVELOPMENT 189,625 PLANNING 634,200 4,778,825 OVERALL RESPONSIBILITY AIRPORT 3,299,000 BOYER ACTIVITIES 5,695,800 CAPITAL IMPROVEMENT PROJECTS ‐ DOWNTOWN OGDEN SPECIAL ASSESSMENT 152,000 GENERAL FUND 4,778,825 MAJOR GRANTS EXPENDABLE TRUST 7,323,150 MISC. GRANTS & DONATIONS EXPENDABLE TRUST 5,875 21,254,650 OGDEN CITY 2017‐2018 TENTATIVE BUDGET COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING SERVICES BUSINESS DEVELOPMENT CED ADMINISTRATION COMMUNITY DEVELOPMENT PLANNING ‐ 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 AIRPORT BOYER ACTIVITIES CAPITAL IMPROVEMENT PROJECTS DOWNTOWN OGDEN SPECIAL ASSESSMENT GENERAL FUND MAJOR GRANTS EXPENDABLE TRUST MISC. GRANTS & DONATIONS EXPENDABLE TRUST 94 ---PAGE BREAK--- 271,000 659,500 127,500 180,000 1,725,825 1,453,800 5,000 ‐ 2,318,600 2,368,600 133,125 115,425 ‐ 1,500 4,581,050 4,778,825 DATA PROCESSING 100 100 ‐ ‐ MISCELLANEOUS OTHER FINANCING SOURCES LICENSES AND PERMITS FUNDING SOURCES COMMUNITY AND ECONOMIC DEVELOPMENT CHARGES FOR SERVICES FINES AND FORFEITURES GENERAL REVENUES INTERGOVERNMENTAL 4,201,415 2,452,058 4,581,050 4,778,825 BUSINESS DEVELOPMENT 1,075,277 596,587 1,084,150 1,180,900 4,201,415 2,452,058 4,581,050 4,778,825 COMMUNITY DEVELOPMENT 162,203 79,311 171,600 189,625 BUILDING SERVICES 1,612,562 1,070,246 1,883,675 1,945,025 EQUIPMENT ‐ 83,353 ‐ ‐ SUPPLIES 68,457 41,424 77,650 87,650 CHARGES FOR SERVICES 431,025 218,099 321,800 403,325 829,075 PLANNING 608,185 349,250 643,025 634,200 DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT CED ADMINISTRATION 743,188 356,664 798,600 OPERATING TRANSFERS 13,125 ‐ ‐ ‐ 1,958,656 3,734,875 3,820,275 OGDEN CITY 2017‐2018 TENTATIVE BUDGET SUMMARY OF DEPARTMENTAL EXPENDITURES GENERAL FUND 2016 ACTUAL 2017 7‐MO ACTUAL 2017 ADOPTED 2018 BUDGET OTHER OPERATING EXPENSE 431,020 150,426 446,725 467,575 COMMUNITY AND ECONOMIC DEVELOPMENT PERSONNEL SERVICES 3,257,688 PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING EQUIPMENT OPERATING TRANSFERS 95 ---PAGE BREAK--- 1,748,175 44,875 79,450 72,525 ‐ 1,945,025 821,100 24,650 235,475 99,675 ‐ 1,180,900 514,175 6,100 61,275 247,525 ‐ 829,075 157,475 ‐ 32,150 189,625 579,350 12,025 27,125 15,700 634,200 4,778,825 OTHER OPERATING EXPENSE 43,286 31,824 70,525 SUPPLIES 30,277 22,017 44,875 CHARGES FOR SERVICES 75,283 45,781 78,025 COMMUNITY AND ECONOMIC DEVELOPMENT BUILDING SERVICES PERSONNEL SERVICES 1,463,716 887,271 1,690,250 OGDEN CITY 2017‐2018 TENTATIVE BUDGET SUMMARY OF EXPENDITURES BY DIVISION GENERAL FUND 2016 ACTUAL 2017 7‐MO ACTUAL 2017 ADOPTED 2018 BUDGET OTHER OPERATING EXPENSE 82,515 48,033 79,675 DATA PROCESSING 100 100 ‐ SUPPLIES 19,688 10,405 14,650 CHARGES FOR SERVICES 276,477 111,475 155,375 1,612,562 1,070,246 1,883,675 BUSINESS DEVELOPMENT PERSONNEL SERVICES 696,497 426,574 834,450 OTHER OPERATING EXPENSE 267,540 57,654 247,475 SUPPLIES 5,132 2,555 6,100 CHARGES FOR SERVICES 53,304 50,336 61,275 1,075,277 596,587 1,084,150 CED ADMINISTRATION PERSONNEL SERVICES 404,087 246,119 483,750 162,203 79,311 171,600 CHARGES FOR SERVICES 964 356 ‐ OTHER OPERATING EXPENSE 20,873 4,618 32,150 COMMUNITY DEVELOPMENT PERSONNEL SERVICES 140,366 74,337 139,450 OPERATING TRANSFERS 13,125 ‐ ‐ 743,188 356,664 798,600 CHARGES FOR SERVICES 24,997 10,151 27,125 OTHER OPERATING EXPENSE 16,805 8,296 16,900 PLANNING PERSONNEL SERVICES 553,023 324,355 586,975 SUPPLIES 13,360 6,448 12,025 COMMUNITY AND ECONOMIC DEVELOPMENT TOTAL: 4,201,415 2,452,058 4,581,050 608,185 349,250 643,025 EQUIPMENT ‐ 83,353 ‐ 96 ---PAGE BREAK--- Non-general operations indicated by underlined text. FUNCTIONS The Airport Fund is a proprietary fund established to account for operations financed and operated in a manner similar to a private business. Commercial airline flights at Ogden Hinckley Airport began in September of 2012. To accommodate these commercial flights, Ogden City expanded the airport terminal and received substantial grants for the expansion and improvement of a specified taxiway. AIRPORT Organizational Structure Airport Airport Operations 138 ---PAGE BREAK--- 371,500 500 1,000,000 26,000 2,147,350 2,873,606 3,545,350 3,299,000 70,000 176,350 2,225,948 3,545,350 3,435,675 OTHER FINANCING SOURCES 750,000 2,037,675 3,435,675 EXPENDITURES OPD UNIFORM ‐ ‐ OFD PREVENTION ‐ ‐ INTERGOVERNMENTAL REVENUE 1,659,910 1,000,000 MISCELLANEOUS 23,634 26,000 AIRPORT REVENUES CHARGES FOR SERVICES 443,845 371,500 INTEREST (3,783) 500 OGDEN CITY 2017‐2018 TENTATIVE BUDGET SUMMARY OF REVENUES AND EXPENDITURES AIRPORT 2016 ACTUAL 2017 ADOPTED 2018 BUDGET AIRPORT 2,225,948 3,435,675 139 ---PAGE BREAK--- 371,500 371,500 371,500 371,500 500 500 500 500 1,000,000 1,000,000 ‐ ‐ 1,000,000 1,000,000 26,000 26,000 26,000 26,000 OGDEN CITY 2017‐2018 TENTATIVE BUDGET FISCAL YEAR REVENUE BUDGET AIRPORT 2016 ACTUAL 2017 7‐MO ACTUAL 2017 ADOPTED 2018 BUDGET INTERGOVERNMENTAL REVENUE FEDERAL GRANTS 1,288,555 (243,936) Federal Grants are funds received from the federal government for airport improvements generally requiring State and City match. INTEREST GENERAL (3,783) ‐ Interest Earnings are from the fund's positive cash balance. (3,783) ‐ CHARGES FOR SERVICES OPERATIONS 443,845 343,928 Operating Revenues are composed of tie‐down fees, fuel dispensing charges, and land rental. 443,845 343,928 MISCELLANEOUS OTHER 23,634 21,505 Other describes revenue received that does not fall into other revenue categories, primarily revenue from a cell tower lease on airport property. STATE GRANTS 371,355 (2,095) State Grants are funds received from the State of Utah for airport improvements generally as a match for Federal funds. 1,659,910 (246,031) 23,634 21,505 140 ---PAGE BREAK--- 1,332,575 1,570,275 705,100 577,075 2,037,675 2,147,350 3,435,675 3,545,350 2016 ACTUAL 2017 7‐MO ACTUAL 2017 ADOPTED 2018 BUDGET Transfers represent allocations from other City funds to help finance the Airport operations and capital improvements. The current General Fund operations subsidy is $223,925 and the capital improvements subsidy is $100,000. The remaining balance is a transfer from BDO lease revenue to cover a grant match and public safety support at the airport. 750,000 468,100 A portion of the operations and capital projects at the airport are provided from prior years which were not spent. TRANSFERS 750,000 468,100 OGDEN CITY 2017‐2018 TENTATIVE BUDGET FISCAL YEAR REVENUE BUDGET AIRPORT OTHER FINANCING SOURCES FUND BALANCE/CARRYOVERS ‐ ‐ AIRPORT TOTAL 2,873,606 587,502 141 ---PAGE BREAK--- Project Title Project # Amount Airport Master/Layout Plan AR053 6,800 $ City Funded CIP for Anticipated FAA Grant Match AR077 100,000 $ 106,800 $ OGDEN CITY 2017 ‐ 2018 TENTATIVE BUDGET CAPITAL IMPROVEMENT PROJECTS (CIP) AIRPORT FUND 142 ---PAGE BREAK--- 1,000,000 1,000,000 26,000 26,000 1,332,575 1,570,275 500 500 705,100 577,075 371,500 371,500 3,435,675 3,545,350 FIRE ‐ ‐ ‐ 70,000 AIRPORT 2,225,948 1,575,714 3,435,675 3,299,000 USER FEES/PERMITS FUNDING SOURCES COMMUNITY AND ECONOMIC DEVELOPMENT INTERGOVERNMENTAL MISCELLANEOUS PRIOR FUND BALANCE TRANSFER FROM OTHER FUNDS INTEREST INCOME POLICE ‐ ‐ ‐ 176,350 2,225,948 1,575,714 3,435,675 3,545,350 2,225,948 1,575,714 3,435,675 3,545,350 DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT VEHICLES ‐ ‐ 75,000 75,000 INFRASTRUCTURE TRANSFERS (1,637,283) ‐ ‐ ‐ IMPROVEMENTS 1,367,208 284,503 1,236,250 1,106,800 EQUIPMENT ‐ ‐ 35,000 35,000 DATA PROCESSING 17,912 10,330 17,300 19,550 DEBT SERVICE ‐ 67,300 115,425 115,425 CHARGES FOR SERVICES 194,189 65,620 112,825 112,825 OTHER OPERATING EXPENSE 1,772,137 859,250 1,319,800 1,305,600 PERSONNEL SERVICES 467,856 265,678 483,475 734,550 SUPPLIES 43,929 23,033 40,600 40,600 SUMMARY OF DEPARTMENTAL EXPENDITURES AIRPORT 2016 ACTUAL 2017 7‐MO ACTUAL 2017 ADOPTED 2018 BUDGET COMMUNITY AND ECONOMIC DEVELOPMENT OGDEN CITY 2017‐2018 TENTATIVE BUDGET PERSONNEL SERVICES SUPPLIES CHARGES FOR SERVICES OTHER OPERATING EXPENSE DATA PROCESSING DEBT SERVICE IMPROVEMENTS EQUIPMENT VEHICLES INFRASTRUCTURE TRANSFERS 143 ---PAGE BREAK--- 488,200 40,600 112,825 1,305,600 19,550 115,425 1,106,800 35,000 75,000 ‐ 3,299,000 70,000 70,000 176,350 176,350 3,545,350 CHARGES FOR SERVICES 194,189 65,620 112,825 OTHER OPERATING EXPENSE 1,772,137 859,250 1,319,800 DATA PROCESSING 17,912 10,330 17,300 DEBT SERVICE ‐ 67,300 115,425 IMPROVEMENTS 1,367,208 284,503 1,236,250 FIRE PREVENTION PERSONNEL SERVICES ‐ ‐ ‐ POLICE UNIFORM PERSONNEL SERVICES ‐ ‐ ‐ AIRPORT TOTAL: 2,225,948 1,575,714 3,435,675 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 35,000 VEHICLES ‐ ‐ 75,000 INFRASTRUCTURE TRANSFERS (1,637,283) ‐ ‐ 2,225,948 1,575,714 3,435,675 OGDEN CITY 2017‐2018 TENTATIVE BUDGET SUMMARY OF EXPENDITURES BY DIVISION AIRPORT 2016 ACTUAL 2017 7‐MO ACTUAL 2017 ADOPTED 2018 BUDGET COMMUNITY AND ECONOMIC DEVELOPMENT AIRPORT PERSONNEL SERVICES 467,856 265,678 483,475 SUPPLIES 43,929 23,033 40,600 EQUIPMENT ‐ 144 ---PAGE BREAK--- Building Services Update Report April 2017 Building Services Permits & Inspections Permits Issued CY 17- 838 (Jan 1st – April 30th) CY 16- 2,993 CY 15- 2,226 CY 14- 2,488 CY 13- 2,354 Permit Revenues FY 17- $1,029,966.56 (July 1st – April 30th) FY 16- $1,261,466.37 FY 15- $1,132,896.47 FY 14- $1,010,974.52 FY 13- $567,818.04 Business Licensing Total Business Licenses CY 17- 5,578 (July 1st – April 24th) CY 16- 5,326 CY 15- 5,932 CY 14- 5,085 CY 13- (unavailable) New Business Licenses Issued (Home & Commercial) FY 17- 909 (July 1st – April 27th) FY 16- 885 FY 15- 851 FY 14- 849 FY 13- 918 Business License Revenues FY 17- $1,094,845.32 (July 1st – April 27th) FY 16- $1,213,054.63 FY 15- $1,197,154.86 FY 14- $1,176,989.04 FY 13- $1,132,895.96 Building Services 2549 Washington Blvd. Suite 240 Ogden, Utah 84401 Phone: (801) 629.8985 www.ogdencity.com ---PAGE BREAK--- Code Enforcement Services Code Services Cases FY 17- 3,001 (July 1st – April 1st) FY 16- 3496 FY 15- 7,765 FY 14- 10,546 FY 13- 14,147 Citations Issued FY 17- 1,852 (July 1st – April 1st) $147,825.00 Total Citation fees issued July 1st - April 1st FY 16- 1434 $295,850.00 FY 15- 1,488 $143,128.00 (System change- only represents partial year) FY 14- 1,310 $335,350.00 Total Citations Fee’s Issued FY 13- 1,465 $275,500.00 Total Citations Fee’s Issued Ogden City Code Enforcement Program Report Recommendations 1. Ogden’s Code Enforcement Officers need to increase their interaction with the public before issuing a citation. Whenever possible, staff should seek to have an in-person meeting and give the property owner/resident a verbal warning before issuing a citation. • Our first notices do not contain a citation they explain what corrections are being requested along with the requested time frame and all of our contact information. Our efforts are to achieve compliance without a citation being issued. 2. Develop a community service inventory resource list (with contact names and phone numbers) to support the Code Enforcement and Housing Enforcement program in working with the elderly, and physically or mentally disabled. • This still needs to be developed. 3. The City should issue a written policy clarifying that the Code Enforcement program and staff is proactive and seeks out ---PAGE BREAK--- infractions as opposed to being primarily reactive and only responding to citizen complaints (Provide a policy manual) • This will be addressed in the approved policy manual 4. Increase both education and outreach to the public on code enforcement issues. • Customer surveys have been created and we are preparing to distribute the web link to help us identify needs and serve our citizens better. We are also working to utilize the new city website to help distribute information as well as updating our citizen information sheets. 5. The City needs to clarify the code enforcement messages it sends to it citizens. • See notes to item number four 6. Create a code enforcement policy and procedures manual that defines and details in writing how cases are prioritized and handled. • This is still in process with revisions from previous documents and implementation of the new ERP system. 7. The City needs to review code infractions of its own public programs and properties. • This has been enacted, we currently send notifications to other departments when items are out of compliance with City Ordinances 8. Monitor the number of citations issued over time to a single property owner. • Working to create this in the new ERP system. 9. Review the appeals process. ---PAGE BREAK--- • See notes on number 18 below, working these items together 10. Require an out-of-code-compliance property owner who applies for a building permit to file a “property improvement plan” and not be allowed to obtain a building permit until compliance is achieved and verified. • We have implemented this process by creating a pre-permit file, any applicant desiring to obtain a permit with a pre-permit file must first speak with Code Services and present an acceptable plan. Additionally the new ERP ties all records for permits, licenses and code actions together to notify staff of issues. 11. Code Enforcement Officers need to be able to put a “hold” on any permit until a “property improvement plan” has been filed and fulfilled on an active code enforcement case. • They have the ability to do so and implementation of new ERP should strengthen this effort. See notes to Number 10 above 12. Create standardized and ongoing training. • This is currently in progress and will be a continuing effort as we continue to push forward 13. Formulate an Information Systems Plan (ISP) to invest in an upgrade in technology that will benefit Ogden’s Code Enforcement program. • This is currently in progress with the new ERP. Energov is the system which will handle all permitting, licensing, and Code Services notices. This system allows users to access all records pertaining to a property. 14. Access to the City’s computer data base violation status and history, GIS, property information, police activity) should be available on-line via cell phone or wireless. ---PAGE BREAK--- • The staff currently has access to all files with the exception of police records due to protected status. Records are available through both cellular devices as well as mobile tablets with Wi-Fi capabilities. 15. Consider the use of radios for Code Enforcement staff to augment cell phones in emergency situations. • Ongoing discussion as PD or Fire have been working to replace and update their radio systems. 16. Conduct a brief workload analysis to determine if an increase from the current part-time housing inspector position to one or two full time positions is merited. • This has been done and helped create the two senior code enforcement service officers in 2015. 17. Conduct a housing study to determine what kind of programs could improve living conditions for Ogden’s more disadvantage populations. • This is being addressed as part of Ogden City’s Quality Neighborhoods Program 18. Establish a code enforcement complaint mediation and dispute resolution service. • (Still in process as we work toward implementation of ERP) This is being explored we are reviewing other cities that are utilizing mediation programs for effectiveness and utilization. Majority of the programs being reviewed are in other states as no other Utah cities appear to have an adopted program in place. We currently have a small part of this in place but need to finalize the process. 19. Empower a citizen volunteer program to identify site specific code enforcement issues. ---PAGE BREAK--- • We agree with this recommendation and look to incorporate it as part of Quality Neighborhoods and other programs. 20. Restart and advertise the neighborhood Spring clean-up program and consider a Fall clean-up program. • This needs to be reviewed with several Departments, the current Dial-A-Dumpster program has been effective when coordinated between several adjoining neighbors. 21. Evaluate the total cost of processing an appeal and charge for it accordingly. • Need to complete a cost analysis breakdown and review it against the current fee structure 22. The City should prioritize code enforcement case activities in terms of what they want to deal with first and foremost and what should be enforced only in workload permits. • This will be implemented in the final version of the Policy & Procedure Manual. Some items need to be completed with implementation of new ERP. 23. The City should prioritize geographic areas and types of citations issued where everyone with a type of infraction is cited in the same time period (advertise in advance to achieve more voluntary compliance). • This is a project that could easily be included in the Quality Neighborhood projects 24. It is organizationally feasible to combine the animal control and code enforcement functions into the Community Development Division. • It previously had been together and was later separated ---PAGE BREAK--- March 31, 2017 Income (SOURCES OF FUNDS) TOTAL AMOUNT CDBG HOME HOME Match City Funds State Funds Housing Fund Entitlement 2,671,876 982,810 339,066 1,200,000 150,000 Program Income 469,540 335,727 73,835 59,978 Carryover 1,969,389 530,551 302,500 214,206 321,506 250,000 350,626 CHDO Carryover 50,586 50,586 Tax Increment Housing Fund 150,000 -150,000 TOTAL 5,161,391 1,849,088 765,987 364,206 1,521,506 250,000 410,604 EXPENSES (USES OF FUNDS) TOTAL AMOUNT CDBG HOME HOME Match City Funds State Funds Housing Fund PUBLIC SERVICE Business Information Center (BIC) 55,000 55,000 PUBLIC IMPROVEMENTS Target Area Public Improvements 450,000 450,000 PROGRAMS Infill Housing 326,064 326,064 Rental Rehabilitation 90,000 90,000 Own In Ogden 250,000 250,000 Emergency Home Repair 40,000 40,000 Demolition Loan Program 12,000 12,000 CHDO (Com. Housing Dev. Org.) 101,720 101,720 Quality Neighborhoods 2,407,235 296,504 374,267 364,206 1,052,258 250,000 70,000 HELP 809,852 469,248 340,604 Special Economic Dev Projects Program 10,000 10,000 Small Business Loan Program 308,051 308,051 Microenterprise Loan Program 10,000 10,000 OTHER Administration 291,469 251,469 40,000 TOTAL 5,161,391 1,849,088 765,987 364,206 1,521,506 250,000 410,604 DRAFT ANNUAL ACTION PLAN FY2018 BUDGET