NCCDE - Land Use - Official Website | Official Website

April 16, 2018

DEPARTMENT OF LAND USE

FY2019

RECOMMENDED BUDGET

TO COUNTY COUNCIL

* FY2019 Recommended transfer of GIS from Administration/Technology

Department of Land UseFY2019 Organizational Chart

New Castle County

DIVISIONS

PROGRAMS

Department of Land UseFY11 Recommendation: 138

FY10 Approved: 138

DIVISIONS

PROGRAMS

Administration

8

Planning

19

Licensing

46

Customer Relations& Enforcement

27

Engineering

8

Programs‐Management/Admin.‐Fiscal‐Media/Legislative‐Communications

Department of Land UseFY2019 Recommended

113

Programs‐Planning Admin.‐Comprehensive Planning‐Strategic Implementation‐Development Review‐Zoning/Compliance‐Economic Development‐Transportation‐Historic

Programs‐Licensing Admin.‐Permits‐Contractor Licensing‐Inspections‐Admin. Hearings‐Customer Service‐Support

Programs‐CRE Admin.‐Code Enforcement‐Customer Rel. & Assist.‐Property Maintenance Prog.‐Rental Code Admin.‐Problem Properties‐Vacant Property Admin.

Programs‐Engineering Admin.‐EngineeringStormwater Mgmt.‐Site Inspections‐Open Space

MISSION…………………………To preserve and enhance our community’s livabilitythrough responsive Land Use services and fosteringeffective partnerships.

Geographic Information Systems *

5

Programs‐Maintenance and creation of GIS Data and mapping applications‐Maintain Records for the Generation of 911 Dispatch Files‐Mapping and Analysis for Projects and Publications‐Software Support/Training

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NEW CASTLE COUNTY DEPARTMENT OF LAND USE FY2018 ACCOMPLISHMENTS

TOP STRATEGIC ACCOMPLISHMENTS

Improve our Communities Began an ambitious initiative, in partnership with the Department of Community Services, to identify and

reduce the number of vacant properties via site acquisition and/or redevelopment of abandoned or foreclosed properties that may become sources of blight or criminal activity within otherwise stable neighborhoods.

Keep Current In our commitment to stay agile and abreast of best planning practices and industry trends, in 2017 the

department began an effort to update the Unified Development Code in three key phases: Part I: Guiding Principles, Economic Empowerment District (EED), and Neighborhood Protection

Overlay District (NPOD) ordinances were adopted in January of 2017. Part II of the UDC update is underway with a proposed focus on “Process” and “Site Design” ordinances

have been drafted and are anticipated to be adopted in Fall 2018. Part III of the UDC update proposes a focus on “Healthy Communities” and “Placemaking”.

Pursue Excellence Initiated our pursuit for accreditation through International Accreditation Service (IAS), a subsidiary of

the International Code Council (ICC), as a Building Department. Twenty-four departments throughout the nation have received this accreditation which demonstrates a commitment to innovation and best practices in building safety standards. Prior to a formal review, the Department has created the following: Plan Review Service Goals: to ensure customers and staff are aware of review expectations associated with timeliness, productivity, accuracy and customer service, electronic policy and procedure handbook, and an audit process: to track Building Inspection and Plan Review performance.

Conducted and adopted a thorough analysis of the New Castle County building codes and the Department of Land Use’s enforcement efforts as part of the Insurance Services Office (ISO) Building Code Effectiveness Grading Schedule (BCEGS) program. The resulting BCEGS Classification was three (3) for both one and two-family residential properties and commercial and industrial properties. This is an improvement over previous years’ scores: four (4) in 2003 and nine (9) in 1996 (scale of 1 to 10, with 10 being the lowest possible score). The improved classification moves the county into the highest tier allowing for maximum possible property insurance discounts (ranging from 1% to 13%), and benefits the citizens of New Castle County including lower insurance costs, safer buildings, and lower insured losses from catastrophes.

Generated GIS and addressing layers for Delaware River Bridge Authority to assist them in getting their Police Accreditation and incorporated all the information into the County’s Computer Aided Dispatch (CAD) system.

Environmental Stewards Retained a FEMA Community Rating System score of eight (8), providing a 10% reduction in flood

insurance rates to community members. Maintained compliance with the Department’s delegation of the Delaware Sediment and Stormwater

Management program elements and the Environmental Protection Agency’s National Pollutant Discharge Elimination Standards (NPDES) Municipal Separate Storm Sewer System (MS4) Permit obligations.

Electronic Plan Review Implemented technological advances to streamline the development review process through Electronic

Plan reviews (ProjectDox). Outreach coordination with outside review agencies has been initiated. Continued the implementation of eServices electronic plan submission and review process. This

innovative, web-based software has allowed customers to submit required documents electronically 24/7, reducing the number of customers who visit the department lobby by 1,758 this past fiscal year and allowing multiple staff members to review those documents simultaneously.

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PROVIDE RESPONSIVE REGULATORY SERVICE

“Fast Track” or “Intentional” plans are projects where the applicant, property owner, and Land Use set forth a course of action for plan submittals and reviews – beginning with the initial exploratory plan through plan recordation and construction. All department divisions are represented in determining a path forward to expedite projects with a goal to retain existing companies and to promote job creation in New Castle County. "Fast Track" or "Intentional" plans recorded in FY2017 include: Site Submittal to Recordation

(in days) UPS Distribution Center 255 Linden Hill Offices 220 Mary Campbell Center 213

Increased transparency by providing monthly licensing reports on the County website. Co-recipient of the American Council of Engineering Companies Engineering Excellence Award for the

Port Penn Flood Mitigation and Sea Level Rise Study. Coordinated an open house for FEMA and DNREC to introduce preliminary flood risk maps for parts of

New Castle County to affected property owners. Developed and maintained a list of vacant, abandoned and blighted homes suitable for demolition.

Worked with the Vacant Housing Working Group to develop an Executive Policy for Prioritization of Properties for Sheriff’s Sale. Completed six (6) demolitions and have eleven (11) more in progress. Previous to last fiscal year Code Enforcement had only demolished five (5) homes in ten (10) years.

Code Enforcement coordinated with the Law Department on the adoption and proposed amendments to the 2018 International Property Maintenance Code.

Participated on the Edgemoor Revitalization Working Group and performed a sweep in the neighborhood on November 1st. There were 239 properties with violations with a total of 307 violations found. The enforcement of property maintenance code improves the quality and character of neighborhoods in addition to increasing property values.

Directed our vendor for property maintenance repairs to begin securing residential properties with SecureView for all openings with street frontage. SecureView secures unoccupied properties without exposing vacancy, and is designed to look like traditional windows helping to support neighborhood stabilization.

ON-GOING PROJECTS

Corridor Revitalization project within the Department has coordinated several studies including Glasgow Avenue (completed), Route 141 (completed), Route 9 (completed), North Claymont Area Master Plan, Route 273, and US Route 202 (initiated) and Southern New Castle County Study (initiated) incentivizing economic development balanced with environmental protection and community enhancement.

The Scenic Byways project continued to be managed and/or assisted by the Department with studies and land development design guidelines for Red Clay Valley and Brandywine Valley.

Planning implemented successful stakeholder outreach including early notification of major plans and participation in area plans and corridor studies.

Continued representation of the County on the Delaware Water Resources Council advisory panel and as the Region 3 Director to the Association of State Floodplain Managers.

Increased the administrative abatement fee from $50 to $150 to align with actual costs for Code Enforcement to perform this function.

Collaborated with the County’s Purchasing Division to revise the Property Maintenance – Yard Work bid. Presented to County Council in October the challenges and trends of code enforcement and vacant

premises next steps.

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CUSTOMER FRIENDLY

Our Inspections section utilized the latest technology to become more efficient and responsive to the needs of our customers through these initiatives:

o “Virtual Inspection”: included additional permit types and created an informational flyer and web link to promote the use of this contractor friendly resource to reduce inspection wait times and unnecessary travel times. To date, 131 virtual inspections have been completed. In FY2017 a total of 72 virtual inspections were completed, and we are projected to increase by 245% in FY2018.

o "Fillable Forms": simplifies the submission process for our customers and reduced the need to scan documents. A permit fee calculator was incorporated to assist customers with determining the associated permit cost for their project.

o “Meet My Inspector”: a web link to assist homeowners and contractors by providing the contact information and profile for the Certified Building and Site Inspectors. This feature allows questions and concerns to be quickly addressed about a given project, and allows consumers to simply search by address or select a point on the map. http://www.nccde.org/1404/Meet-Your-Inspector-NEW .

Updated the Engineering Division submission documents and checklists (i.e. Stormwater Assessment Study, Sediment and Stormwater Management, Record, Lines & Grades, and Retaining Wall).

Customer Satisfaction Surveys continued to engage our customers (both online and in person) by offering surveys requesting feedback on our services and providing an opportunity for customers to recommend improvements to our organization. We received 279 Customer Satisfaction Surveys during FY2017 with an average overall excellence rating of 95%.

Outreach performed with a Collaborative Intake Process that includes representatives from various departmental sections to provide a more personalized service for project-specific customers, and includes guidance for Land Use customers to navigate through our land development and building processes. There were seventeen (17) Business Friendly connections during FY2017.

Monthly meetings with the building industry representatives to continue to enhance knowledge and comfort level with the various divisions throughout Land Use.

Internally, the Department has accomplished common goals to improve communications between divisions through regular mid-level manager meetings.

The Meet Owner’s Occupancy Goal for Inspections coordinated inspections within the full Department to provide a comprehensive review of all construction activity (e.g. Christiana Hospital, Incyte, and CSC) for occupancy goals.

TECHNOLOGY

Installed a self-service kiosk in November 2017 to assist with the contractor licensing process to enable walk-in customers reducing their wait time by applying for their license online. This service allows Land Use Customer Service staff the ability to focus on customers with more complex needs. The department also has plans to expand the capabilities of the self-service kiosk to make online payments and provide other basic services.

Engineering began accepting digital media, in lieu of in-person site inspections, to document the repair of non-compliant erosion and sediment control items discovered during routine site inspections.

Collaborated with Information Systems to display outstanding Code Enforcement fees on ParcelView. Completed the online application system (OAS) building permits. The next step is to create a similar

process for online submissions and payments for land development. Updated 911 addresses to National Emergency Number Association standard to be compliant with the rest

of the State. Automated the creation of intersection records for the CAD system to standardize agency dispatch to

enhance response times for dispatch. Created and implemented enhanced public facing web mapping applications in support of public outreach

initiatives. Upgraded GIS infrastructure for sustainability and increased performance.

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STAFF DEVELOPMENT

Twenty-four members of the staff completed Leadership Development Training for graduates of the NCC Leadership Program offered by the Alfred Lerner College of Business & Economics at the University of Delaware. One (1) staff member from Administration, five (5) from Planning, eleven (11) from Licensing, three (3) from Engineering, and four (4) from Customer Relations and Enforcement participated.

Professional Growth for Department staff was achieved with participation in 44 professional and developmental training opportunities.

Planning staff members have participated in certified events and online webinars offered by the American Planning Association (APA) and the American Institute for Certified Planners (AICP).

Currently four (4) Land Use staff members have memberships in APA, four (4) are members of State APA Chapters, two (2) are AICP Certified. Additionally, one (1) staff member is a licensed Landscape Architect, noted as PLA.

Licensing staff expanded their professional knowledge through seventy-one (71) hours of online webinar training related to Customer Service and professional development credits offered by the International Code Council (ICC) and Star 12 Program for all staff members including:

o Certified Permit Technicians earning professional development credits by attending courses by the American Wood Council and Delaware Building Officials Association,

o Front-line managers with ICC certifications who continue to maintain that status through continuing education credits, and

o Plan Review and Building Inspection staff earned eleven (11) additional ICC certifications related to the enforcement of accessibility standards and energy code requirements, bringing the total certifications to 109 for a 27 member group.

Engineering has attended continuing education training to maintain Professional Engineering (PE) credentials (four (4) staff members are PE’s).

Three Complaints Specialists were hired to perform and supervise the investigation and prosecution of code enforcement complaints. Other duties include processing search warrants, reviewing charges, supervising work orders and performing quality control inspections, processing extension requests, responding to inquiries from the public and elected officials, and assisting with the interpretation of code sections. This position is critical for sustaining our efforts to keep neighborhoods clean and livable, and for preserving property values in this difficult economy.

Vacancies: Sixteen (16) vacancies at 12/31/17 out of a budget of 115 (same as last year). There were nine (9) retirements/resignations, two (2) transfers out, and ten (10) new hires in CY2017.

Diversity: There are twenty-one (21) minorities, or 21% of current staff, increased by three (3) from CY2016. There were eight (8) promotions in 2017: two (2) white females, one (1) black male, and five (5) white males.

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OPERATIONS

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Customer Service – a total of 282,015 customers were served in FY2017:

25,064 Visitors to the NCC Government Center (of which 21,888 were directed to the Land Use Lobby)

55,085 Telephone customers 37,199 Rental units registered 8,176 Contractor license verifications 5,721 Service Requests Generated 4,896 Internet Customers 2,766 Permit Completion Emails 2,564 Contractor License Email Notifications 1,196 Code Enforcement Vendor Requests Processed 1,123 Freedom of Information Act Requests (FOIA) 330 UDC Amendment Update Packets 95% Positive Customer Satisfaction Survey Rating 34,658 Department Submissions and Applications:

16,425 Building Permits 3,603 Contractor Licenses 1,561 Elevator Certificates 9,876 Code Enforcement Cases 1,109 Building Permit Extension Requests 222 Use Permits 290 Zoning Verifications 196 Board of Adjustment Applications 135 Land Development Plan submissions 40 Administrative Variance and Subdivisions 27 Planning Board Applications 31 Historic Review Board Applications 8 Street/Subdivision Re-Namings 57 Certificates of Awareness 21 Non-profit / Charitable events registered 3 Extractive Use Permits 13 Noise Waivers 8 RPTAC Submissions 44 Engineering Plan Applications

4 Home Occupation Agreements 448 Vacant Property Registrations

36 Open Space Turnover Requests 2 License Inspection and Review Board Applications

114 Engineering Cases 385 Building Inspection Cases 103k Department Field Inspections 53,257 Building Inspections 46,912 Code Enforcement/Property Maintenance Inspections 1,585 Engineering Site Inspections 364 Planning Record Plan Inspections 155 Engineering Record Plan Inspections 10 Open Space Inspections 710 Case-related Building Inspections 244 Case-related Engineering Inspections

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Department Plan Reviews – a total of 19,842 plan reviews were performed by staff in FY2017:

5,749 Zoning Reviews for Permits 1,297 Engineering Reviews for Permits 4,211 Building Plans 25 Subsidence 105 Floodplain Reviews for Permits 1,135 HVAC Plans 1,341 Plumbing Plans 140 Sign Plans 391 Truss Plans 43 Site Lines and Grades Plan 319 Wetlands 13 Grease Trap Plans 89 Hometown Overlay 2,113 Permit Prescreen 1,233 Final Permit Review 69 Stormwater As-built Review 2 Engineering Record Plan 64 Engineering Application Plans 311 Engineering Construction 96 Engineering Landscape 152 Engineering Exploratory 4 Engineering Floodplain 122 Planning Checkprint 178 Environmental Impact Assessment 180 Planning Exploratory Plan 142 Planning Historic Exploratory Plan 125 Planning Landscape Plan 70 Maintenance Declaration Review 123 Planning Record Plan

Online Processing (Email, Dropbox, ePlans, FTP site):

83% Residential building permits processed online, up from 39% last year 66% Plumbing and mechanical permits processed online 35% Building inspections scheduled online 55% Complaints filed online, increase of 35% 19% Fines and fees ($136,940) paid online

Email Products:

12,372 Certificates of Completion 2,564 Contractor License and Renewal Packet notifications 2,766 Completed Permit Documents sent to customers

Administrative Hearings (RTSC - Rule to Show Cause):

479 Cases heard and decisions rendered in FY2017 181 Penalty letters issued 104 Civil penalties decisions were rendered $441k Fines assessed 5 Bonds retrieved Decisions sent on average 2 days after the hearing

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Historic:

Prepared National Register of Historic Places for Homestead Hall and Taylor's Bridge School. Documented for preservation historically significant properties Roberts House, and LaGrange Farmhouse,

(Phase 2). Legislative:

Prepared four UDC text amendments in FY2017 regarding Economic Empowerment Districts, Neighborhood Overlay Protection Districts, Guiding Principles and Solar Utilities.

Property Maintenance and Enforcement:

7,558 Civil Penalties assessed 2,406 Properties assessed Civil Penalties $707k Collected in Civil Penalties 1,458 Liens filed in order to maximize abatement cost recovery $465k or 67.0% of abatement costs were recovered $694k spent on property enforcement services to correct violations on 619 properties

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NEW CASTLE COUNTY DEPARTMENT OF LAND USE

FY2019 GOALS TOP STRATEGIC GOALS Improve our Communities Collaborate with other Departments and agencies to increase the focus on blighted areas to improve the

quality of life and develop and implement initiatives that will sustain neighborhood stabilization. Expand property maintenance ticketing to include the following UDC sections: signs, home based

businesses, and sale of motor vehicles. Pursue Excellence Continue pursuit of accreditation credentials through International Accreditation Service (IAS), a

subsidiary of the International Code Council (ICC), as a Building Department. Twenty-four (24) departments throughout the nation have received this accreditation which demonstrates a commitment to innovation and best practices in building safety standards.

Offer additional Leadership Training offered by the Alfred Lerner College of Business & Economics at the University of Delaware.

Keep Current Evaluate the 2012 Comprehensive Plan, and prepare amendments. Finalize Phase II of the Unified Development Code (UDC) update, and prepare code revisions. Establish a “Consolidated Enforcement Chapter” in order to simplify the administrative enforcement

process by defining a procedure to combining enforcement actions in the five (5) existing code standards, creating an incremental penalty schedule, streamlining the abatement process, and clarifying and streamlining the appeal process.

Initiate the adoption process for the 2018 ICC Codes, to include building and property maintenance codes.

Environmental Stewards Begin the process of updating Chapter 12 (Drainage) of the New Castle County Code to provide

consistency with Chapter 40 (Unified Development Code), the Delaware Sediment and Stormwater Regulations currently being drafted and anticipated NPDES MS4 Permit revisions to address total maximum daily load requirements.

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FY2019 GOALS ADMINISTRATION DIVISION Enhance the Rule to Show Cause (RTSC) hearing process to allow us to hold RTSC hearings via internet

streaming affording the respondent additional scheduling flexibility. Develop computer-generated decisions, penalty letters, and civil penalty decisions, with a goal of 50%

implementation before the end of FY2019. Currently 100% are hand written. PLANNING DIVISION Implement Economic Empowerment District zoning to encourage the growth and development of job-rich

businesses while fostering healthy communities. Implement the Neighborhood Preservation Overlay District zoning to maintain the distinctive and

desirable characteristics of existing neighborhoods. Continue to streamline and enhance the development review process (e.g. eServices and the Development

Facilitator). Develop corridor and area plans for additional areas such US Route 202 and Southern New Castle

County. Prepare Design Guidelines for rural road corridors and village development for the Brandywine Valley

Scenic Byway and Red Clay Creek. Conduct community outreach for project reviews. Further integrate Land Use and outside regulatory review agencies (i.e. DelDOT, DNREC, Fire

Marshall). Examine single entry applications. Continue to introduce design guidelines into land development plan reviews. Integrate information technology into day-to-day operations of the Department, to improve customer

service, citizen engagement, analyzing development trends and improving our long-term comprehensive planning efforts.

Participate in local and national planning conferences. LICENSING DIVISION Increase our community involvement through implementation of the International Code Council (ICC)

High School Technical Training Program (HSTTP) into local technical schools. The program helps students gain code knowledge that goes hand-in-hand with practical training for the workplace, and opens the doors to further career opportunities.

Promote and advance public outreach opportunities for our current Business Friendly Initiative program with an emphasis on encouragement of a strong local economy, a healthy business environment, and improvement in the quality of life for the citizens of New Castle County. The outreach campaign will include: text messaging, electronic mail communications, social media platforms, lobby signage, brochures, and flyers, as well as computer-generated advertising for a broader audience.

Expand our use of GIS technology to include the ability to provide our field staff the ability to route their assigned work using GPS, assign work to those staff while in the field, and view their location on a map in real time.

Expand the Online Inspection Scheduling System through the purchase of new software. This expansion would allow for homeowners to take advantage of the online system, while providing additional features to all users so they can better communicate and receive permit information at various stages of their project. Currently, 38% of all inspections are scheduled online. It is our goal to have 90% percent of inspections scheduled through this online system 24/7. This savings would allow office staff more time to focus on more complex departmental tasks.

Expand our use of eServices electronic plan submission and review process to additional permit types. Automate the contractor licensing process to reduce staff times related to processing requests and

assisting customers, while also simplifying the process for our customers. Facilitate certifications through the International Code Council (ICC).

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FY2019 GOALS ENGINEERING DIVISION Provide technical support to the Office of Emergency Management in the renewal of their Community

Rating System application with FEMA. Support DNREC in their effort to promulgate Sediment and Stormwater Regulations as a Regulatory

Advisory Council member. Work with stakeholders to improve the efficiency of the open space turnover process. Staff the Resource Protection Area Technical Advisory Committee. Continue to facilitate efficient plan reviews. Value and promote professional staff credentials and certifications through continued exposure to local

and national training opportunities. CUSTOMER RELATIONS & ENFORCEMENT DIVISION Standardize and automate the code directives on violation notices. Preserve the integrity of our communities through responsive and proactive enforcement activities. Continue identifying unsafe and blighted structures for demolition. Expose staff to state of the art training and cutting edge solutions for addressing vacancy and

blight. Provide disaster recovery training to all Code Enforcement Officers.

GEOGRAPHIC INFORMATION SYSTEMS DIVISION Develop Pictometry IPA widget to integrate oblique imagery into mapping applications. Replace current custom JavaScript applications with an integrated map solution using webappbuilder to

add additional features and reduce our dependency on contractors. Enhance our existing road centerlines to provide a routable network in support of public safety. Complete building footprints layer for use in 3D model development and to enhance Emergency

Management initiatives for hazard mitigation.

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FY2019 CHALLENGES TOP STRATEGIC CHALLENGES Incorporate Comprehensive Planning strategies and review into the Department to help form our strategic

steps in a fast changing world. Manage RTSC scheduling challenges. RTSC decisions have increased by 20% over last fiscal year.

Additional hearings are anticipated as a result of the new Vacant Property Registration, potentially 25% of the original 1,300 vacant properties.

Finalize and implement the consolidated enforcement initiative to allow a more consistent application of the Administrative Hearing process. New Castle County will have the ability to collect fines and fees for non-compliance for all code violations (i.e. building, drainage, UDC cases). In FY2017, $395,980 was assessed with 29% or $152,200 virtually uncollectible at this time due to existing law. This initiative will require changing State law and so will require the Law Department’s full participation.

Develop a process to deal with vacant properties whereby the property owner is deceased, no heirs are designated, and no mortgage is on the property.

Implementation of the Unified Development Code amendments and implementation of small area master plans.

Improving construction oversight for stormwater management practices, particularly within residential communities, to promote long-term viability.

Create a process to effectively deal with protection, preservation, and abatement of historic homes. Develop a process to demolish/abate townhomes severely damaged by fire. These home present

challenges due to their proximity to the adjacent homes. CUSTOMER FRIENDLY Encourage applicants to participate in concept plan review meetings to identify significant issues that can

be addressed early in the Land Development process. Implementing procedures that foster complete and accurate submissions by applicants for efficient and

quality reviews that ensure Code compliance. ON-GOING PROJECTS Continue to have staff participate in community working group meetings. Obtain early, ongoing input,

concerns, and solutions. Continue to identify and implement strategies to streamline the Land Development review process.

TECHNOLOGY The implementation of any new technology relies upon resources provided by Information Systems (IS)

which has faced challenges with staffing positions. Plus, any improvement which includes further integration with Hansen has been challenged by IS.

Incorporate a simple, streamlined Land Development review process for minor plan modifications (Code Adjustments required).

Incorporating GIS technology into our site inspection process, which is dependent upon software availability and support from the Information Systems Department.

Achieving a paperless application review process that is embraced by the professional community through the implementation of clear electronic plan submission and review protocols.

Find a resolution for the outdated status of our parcel management database. Currently, we have to go into multiple software programs to see all the documents and photographs associated with a case.

Develop new applications to meet the increasing demand for GIS data. Continue to leverage the County investment in GIS data that supports critical County systems.

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POSITION OVERVIEW

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NEW CASTLE COUNTYDEPARTMENT OF LAND USE

POSITION HISTORY

* Includes transfer of 5 GIS staff from Administration/Technology

0

20

40

60

80

100

120

FY2014Approved

FY2015Approved

FY2016Approved

FY2017Approved

FY2018Approved

FY2019Recommended*

FY2014Approved

FY2015Approved

FY2016Approved

FY2017Approved

FY2018Approved

FY2019Recommended*

Number of Positions 118 118 118 115 115 113Vacancies at 2/28 19 20 18 11 15Vacancy Rate at 2/28 16% 17% 15% 10% 13%

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# #

1 (1)112

(1)(1)(1)(1)(2)

5 (7)TOTAL INCREASE TOTAL DECREASE

Position Title Position Title


FY2019 POSITION ADJUSTMENTS

INCREASE DECREASE

TRANSFER:Geographic Information Systems CoordinatorGeographic Information Systems AnalystGeographic Information Systems SpecialistGeographic Information Systems Technicians

from Administration/Technology

TRANSFER:Executive Assistant II transfer to Department of Administration, Office of Finance

DELETE:Licensing ManagerPlanner IIICustomer Service & Information TechnicianAdministrative AideSecretaries

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Position Title Date Vacated Fund Source Comments

Administrative DivisionAssistant Land Use Manager 1/2/2018 General retirement

Planning DivisionPlanner II/Historic 3/27/2017 General transferPlanner II/Comprehensive 4/9/2014 General transferPlanner III 12/29/2017 General retirementPlanner III/GIS 12/19/2016 General transferPlanner III/GIS 5/2/2017 General retirement

Licensing DivisionChief Field Supervisor 1/29/2018 General promotionLicensing Manager 11/1/2016 General retirementSecretary 6/26/2017 General transferSecretary 7/18/2016 General transfer

Customer Relations & Enforcement DivisionAdministrative Aide 4/29/2017 General retirementCertified Property Maintenance & Housing Inspector 5/6/2017 General retirementCustomer Service & Information Technician 12/5/2017 General retirementCustomer Service & Information Technician 9/19/2017 General deceasedCustomer Service & Information Technician 12/19/2016 General promotion

Total Vacancies: 15

Vacancy Rate: 13%


CURRENT VACANCIES AS OF FEBRUARY 28, 2018

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Totals

Hispanic or Latino

White (Non

Hispanic or Latino)

Black or African

American(Non

Hispanic or Latino)

Asian (Non

Hispanic or Latino)

Native Hawaiian or Other Pacific

Islander (Non

Hispanic or Latino)

American Indian or

Alaska Native (Non

Hispanic or Latino)

Two or More Races (Non

Hispanic or Latino)

Hispanic or Latino

White (Non

Hispanic or Latino)

Black or African

American(Non

Hispanic or Latino)

Asian (Non

Hispanic or Latino)

Native Hawaiian or Other Pacific

Islander (Non

Hispanic or Latino)

American Indian or

Alaska Native (Non

Hispanic or Latino)

Two or More Races (Non

Hispanic or Latino)

Category Males Females Total# Total 62 38 100

% Total 62% 38% 100%# Non White 14 8 22

% Non White 23% 21% 22%

JOB CATEGORIES

NUMBER OF EMPLOYEES

315

MALE FEMALE

Professionals 1 23

1Officials and Administrators 1 119 4

3 424 1 10

6

Paraprofessionals

Technicians 5 1

0

204

Skilled Craft Workers

15Administrative Support 1

0

1

Service-Maintenance


DIVERSITY SUMMARY FOR CY2017

0 0 0 0 100

1

0

Certain Elected/Appointed Officials

State and Local Government Information (EEO-4) Report Format: In advance of the September 30, 2017 deadline for filing the FY2017 EEO-4 Report, the Office of Human Resources implemented changes in ethnic group coding required by the Equal Employment Opportunity Commission (EEOC). In addition, job categories were reviewed on a county-wide basis, resulting in job category changes to approximately fifty (50) position titles.

1 0 1 0 30 7TOTAL 2 148 10

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White (Not of

Hispanic Origin)

Black (Not of

Hispanic Origin) Hispanic

Asian or Pacific

Islander

American Indian or Alaskan Native

White (Not of

Hispanic Origin)

Black (Not of

Hispanic Origin) Hispanic

Asian or Pacific

Islander

American Indian or Alaskan Native

A B C D E F G H I J K2016 1 12015 2 22014 2 22016 42 23 4 1 1 10 32015 39 24 2 1 1 8 32014 34 19 3 1 1 8 22016 32 23 4 1 42015 32 24 4 1 32014 32 24 4 1 32016 02015 02014 02016 23 1 18 42015 28 1 1 21 52014 22 1 1 15 52016 02015 02014 02016 02015 02014 02016 1 12015 02014 02016 99 49 8 2 1 0 32 7 0 0 02015 101 51 7 2 1 0 32 8 0 0 02014 90 46 8 2 1 0 26 7 0 0 0

State and Local Government Information (EEO-4) Report Format

Technicians

Paraprofessionals

TOTAL

Administrative Support

Skilled Craft Workers

Service-Maintenance

Certain Elected/Appointed Officials


DIVERSITY SUMMARY FOR 2016-2014

Officials and Administrators

Professionals

JOB CATEGORIES

NUMBER OF EMPLOYEES

Overall Totals

(Sum of Col. B-K)

MALE FEMALE

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BUDGET OVERVIEW

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BUDGET HISTORY

* FY2019 reflects the transfer of GIS from Administration/Tehnology

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

FY2014 Approved FY2015 Approved FY2016 Approved FY2017 Approved FY2018 Approved FY2019Recommended*

FY2014 Approved FY2015 Approved FY2016 Approved FY2017 Approved FY2018 ApprovedFY2019

Recommended*DEPARTMENT OF LAND USE $12,138,863 $12,833,816 $12,757,330 $13,805,541 $14,034,999 $14,534,623

% Change over PY 2.40% 5.73% -0.60% 8.22% 1.66% 3.56%

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GENERAL FUND REVENUE HISTORY HISTORY

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

FY2014 FY2015 FY2016 FY2017 FY2018 Estimated FY2019Recommended

FY2014 FY2015 FY2016 FY2017 FY2018 Estimated FY2019 RecommendedApproved $7,433,550 $7,720,650 $8,480,975 $9,078,785 $9,166,285 $9,595,035

Actual $7,335,768 $8,246,603 $8,301,964 $9,779,611 $10,007,526

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DivisionFY2019

RecommendedAdministration $1,665,758Planning $2,512,855Licensing $5,036,322Engineering $1,130,487Customer Relations & $3,597,470 EnforcementGeographic Information Systems $591,731Total Land Use Budget: $14,534,623

Less IGS Credits ($591,731)Total Recommended Budget $13,942,892

Object LevelFY2019

RecommendedPersonnel Costs $12,194,560Communication/Utilities $106,491Contractual Services $1,146,886IGS Costs $884,410Materials/Supplies $103,431Other * $98,845

Total Land Use Budget: $14,534,623

Less IGS Credits ($591,731)Total Recommended Budget $13,942,892

* Other includes: Training and Civic Affairs, Equipment Replacement, and Grants and Fixed Charges


BUDGET OVERVIEW

Administration11% Planning

17%

Licensing35%

Engineering8%

Customer Relations & Enforcement

25%

Geographic Information

Systems4%

Personnel Costs83.9%

Communication/Utilities

0.7%

Contractual Services

7.9%

IGS Costs6.1%

Materials/ Supplies

0.7%Other *

0.7%

24/59

FY2018 Approved

* FY2019 Recommended

FY2018 Approved vs.

FY2019 Recommended

% Increase/(Decrease)

over FY2018 Approved

Salaries and Wages $7,346,640 $7,630,448 $283,808 3.86%

Employee Benefits $4,175,632 $4,564,112 $388,480 9.30%

Training and Civic Affairs $58,505 $58,945 $440 0.75%

Communications/Utilities $110,357 $106,491 ($3,866) -3.50%

Materials and Supplies $100,031 $103,431 $3,400 3.40%

Contractual Services $1,164,208 $1,146,886 ($17,322) -1.49%

Equipment Replacement $8,400 $8,400 $0 0.00%

Grants and Fixed Charges $31,500 $31,500 $0 0.00%

Intergovernmental Service Charges $1,039,726 $884,410 ($155,316) -14.94%

Sub-Total: $14,034,999 $14,534,623 $499,624 3.56%

Intergovernmental Service Credits $0 ($591,731) ($591,731)

Sub-Total: $14,034,999 $13,942,892 ($92,107) -0.66%

* FY2019 reflects transfer of GIS from Administration/Technology

NEW CASTLE COUNTY

BUDGET SUMMARYDEPARTMENT OF LAND USE

25/59

Object LevelFY2018

ApprovedFY2019

Recommended $ Change % Change

Salaries and Wages: $7,346,640 $7,630,448 $283,808 3.86%

Employee Benefits: $4,175,632 $4,564,112 $388,480 9.30%

Training and Civic Affairs: $58,505 $58,945 $440 0.75%

Communication and Utilities: $110,357 $106,491 ($3,866) -3.50%

Materials and Supplies: $100,031 $103,431 $3,400 3.40%


BUDGET DETAILS

$283,808 increase in Salaries and Wages represents salaries, wages, merit increases, negotiated wage increases, and position changes. Requested authorized positions were reduced by two (2): six (6) deletions, one (1) transfer from the Department of Land Use to to the Office of Finance, and five (5) transfers from Administration/Technology to the Department of Land Use.Increases:1 Geographic Information Systems Coordinator (transfer from Administration/Technology)1 Geographic Information Systems Analyst (transfer from Administration/Technology)1 Geographic Information Systems Specialist (transfer from Administration/Technology)2 Geographic Information Systems Technicians (transfer from Administration/Technology)

Decreases:(1) Licensing Manager(1) Planner III(1) Customer Service & Information Technician(1) Administrative Aide(2) Secretaries(1) Executive Assistant II (transfer to the Office of Finance)

Calculated based on employee benefit rates: 60.111% Full-Time; 10.922% Part-Time.

$440 increase in Training and Civic Affairs represents the transfer of GIS from Administration/Technology.Expenses include travel, training, membership dues, and employee recognition.

($3,866) decrease in Communication and Utilities, telephone services.Expenses include postage and telephone service.

$3,400 increase in Materials and Supplies represents the transfer of GIS from Administration/Technology.Expenses include office supplies, print cartridges, safety supplies, and books.

26/59

Object LevelFY2018

ApprovedFY2019

Recommended $ Change % Change


BUDGET DETAILS

Contractual Services: $1,164,208 $1,146,886 ($17,322) -1.49%

Equipment Replacement: $8,400 $8,400 $0 0.00%

Grants and Fixed Charges: $31,500 $31,500 $0 0.00%

Intergovernmental Service Costs: $1,039,726 $884,410 ($155,316) -14.94%

($17,322) decrease in contractual services due to a reduction of ($37,722) in CRE temporary services, partially offset by an increase of $20,400 due to the transfer of GIS from Administration/Technology.Expenses include property enforcement services, site preparation, bank fees, and advertising services.

There is no change requested in Equipment Replacement.Expenses include photography and video equipment, office equipment, and instruments used while inspecting properties.

$523,781 Information Systems (reduced by $17,189)$ 14,038 Photocopies (reduced by $26,112)$ 26,000 Printing (reduced by $5,648)$169,344 Fleet (reduced by $139,807)$151,247 Geographic Information Systems (increased by $33,440)

There is no change requested in Grants and Fixed Charges.Annual WILMAPCO funding.

27/59

BUDGET BY OBJECT LEVEL 3

28/59

Object Level 1 Object Level 3Admin.

DivisionPlanning Division

Licensing Division Eng. Division CRE Division GIS Division

FY2019 Recommended

1001 Salaries and Wages-Permanent $759,078 $1,330,400 $2,859,230 $637,722 $1,639,999 $344,744 $7,571,1731008 Salaries and Wages-Overtime $12,275 $1,000 $13,2751021 Salaries and Wages-Board Members $46,000 $46,000

11 Salaries and Wages Total $759,078 $1,376,400 $2,871,505 $638,722 $1,639,999 $344,744 $7,630,4481500 Emp. Bene.-Regular Overhead $456,290 $799,717 $1,718,711 $383,341 $985,820 $207,229 $4,551,1081510 Emp. Bene.-Premium Overhead $7,379 $601 $7,9801520 Emp. Bene.-Part time $5,024 $5,024

15 Employee Benefits Total $456,290 $804,741 $1,726,090 $383,942 $985,820 $207,229 $4,564,1122001 Airfare $500 $5002003 Taxi and Shuttle $100 $100 $100 $50 $150 $5002004 Mileage Reimbursements $80 $400 $120 $80 $6802005 Tolls $100 $100 $150 $100 $100 $24 $5742006 Parking Fees $400 $300 $200 $150 $300 $86 $1,4362007 Tips, ATM charges, misc expnse $100 $50 $50 $50 $2502010 Hotel Accomodations $900 $900 $900 $300 $400 $3,4002020 Meals $400 $300 $500 $350 $350 $30 $1,9302101 Conference Fees $1,000 $2,500 $1,300 $2,600 $850 $300 $8,5502102 Seminar Fees $4,400 $6,775 $9,500 $3,200 $6,000 $29,8752301 Membership Dues $800 $1,500 $5,000 $750 $2,500 $10,5502310 Catering $700 $700

22 Training/Civic Affairs Total $8,280 $13,625 $18,320 $7,500 $10,780 $440 $58,945


RECOMMENDED BUDGET BY OBJECT LEVEL 3

11 Salaries and Wages

15 Employee Benefits

22 Training /Civic Affairs

29/59






FY2019 Recommended

3100 Postage $23,987 $2,350 $3,000 $38,000 $67,3373110 Overnight Express $1,000 $400 $1,4003200 Telephone Service $10,134 $10,1343203 Telephone Equipment Repairs $500 $5003210 Cellular Telephone Service $1,200 $10,320 $5,040 $10,080 $26,6403212 Cellular/Wireless Data Svc $480 $480

23 Communication/Utilities Total $36,821 $0 $13,150 $8,040 $48,480 $0 $106,4914000 Books and Subscriptions $1,000 $1,000 $33,500 $1,000 $900 $37,4004001 Clothing and Uniforms $1,700 $1,500 $4,741 $7,9414002 Food Products $50 $504004 Miscellaneous Materials $200 $400 $6004101 Office Supplies $10,927 $90 $900 $1,000 $8,775 $21,6924102 Photographic Supplies $500 $900 $1,4004103 Duplicating & Repro. Supplies $1,000 $2,500 $3,5004104 Computer Supplies $27,000 $1,354 $28,3544105 Medical & Safety Supplies $150 $400 $400 $9504106 Custodial Supplies $50 $504335 Motor Fuels-Gasoline $50 $504350 Small Tools $71 $860 $513 $1,444

24 Materials/Supplies Total $39,748 $1,290 $38,410 $2,500 $18,083 $3,400 $103,431

23 Comm /Utilities

24 Materials /Supplies

30/59






FY2019 Recommended

5101 Equipment Repairs $900 $2,000 $1,500 $4,4005200 Service Contracts $400 $4005210 Bank&Credit Card Processing Fees $50,000 $50,000 $100,0005300 Printing & Related Costs $3,469 $9,000 $3,752 $1,000 $2,575 $19,7965400 Legal Fees $600 $50,050 $50,6505406 Other Professional Services $15,000 $194,000 $10,316 $219,3165502 Dupl. & Reprod. Equip. Rental $6,000 $6,746 $20,000 $32,7465600 Engineering Services $10,000 $10,0005610 Site Preparation Services $100,000 $100,0005721 Property Enforcement Services $537,278 $537,2785740 Car Wash Service $100 $100 $100 $150 $4505800 Advertising Services $68,000 $68,0005810 Food Services $2,850 $500 $500 $3,850

25 Contractual Services Total $140,919 $205,100 $20,352 $51,000 $709,115 $20,400 $1,146,8866122 Photography & Video Equip<$5,000 $1,300 $1,500 $2,500 $5,3006150 Instruments <$5,000 $1,100 $1,1006160 Office Equipment <$5,000 $2,000 $2,000

26 Equipment Total $2,000 $0 $1,300 $1,500 $3,600 $0 $8,4007200 Contributions $31,500 $31,500

27 Grants/Fixed Charges Total $0 $31,500 $0 $0 $0 $0 $31,500

25 Contractual Services

26 Equipment

27 Gants/Fixed Charges

31/59






FY2019 Recommended

5900 Data Processing (IS) $60,572 $66,285 $249,080 $25,252 $107,074 $15,518 $523,7815901 Photocopies $1,268 $2,893 $2,129 $7,748 $14,0385902 Printing & Duplicating $6,000 $10,000 $7,000 $3,000 $26,0005904 Fleet $3,535 $1,021 $88,986 $12,031 $63,771 $169,3445907 GIS $151,247 $151,247

30 IGS Charges Total $222,622 $80,199 $347,195 $37,283 $181,593 $15,518 $884,410

Total without IGS Credits $1,665,758 $2,512,855 $5,036,322 $1,130,487 $3,597,470 $591,731 $14,534,623

5927 IS Credit - GIS ($591,731) ($591,731)

32 IGC Credits $0 $0 $0 $0 $0 ($591,731) ($591,731)

Total Recommended Budget $1,665,758 $2,512,855 $5,036,322 $1,130,487 $3,597,470 $0 $13,942,892

32 IGS Credits

30 IGS Charges

32/59

CONTRACTUAL SERVICES DETAIL

33/59

OCA OCA TitleObject Level Object Level 3 Title

FY2019 Recommended

Budget Explanation

060100 Administration 5101 Equipment Repairs $900 repair of machines5200 Bank/Credit Card Processing Fees $50,000 fees on credit card payments5300 Printing & Related Costs $3,469 return address envelopes, business cards5400 Legal Fees $600 notary fees, other minor5406 Other Professional Services $15,0005740 Car Wash Service $1005800 Advertising Services $68,000 legal ads (News Journal)5810 Food Services $2,850 water cooler, employee recognition

Total $140,919

060300 Planning 5101 Equipment Repairs $2,000 repair of FTR recording equipment5300 Printing & Related Costs $9,000 UDC reprints and other printing5406 Other Professional Services $194,000 professionl planning services, transcription of board minutes5740 Car Wash Service $100

Total $205,100



Administration Division

Planning Division

34/59


FY2019 Recommended

Budget Explanation



060400 Licensing 5300 Printing & Related Costs $3,752 inspection checklists, business cards5502 Dupl. & Reprod. Equip. Rental $6,000 map copier rental5600 Engineering Services $10,000 professional engineering services5740 Car Wash Service $1005810 Food Services $500 water cooler

Total $20,352

060502 Engineering 5210 Bank/Credit Card Processing Fees $50,000 fees on credit card payments5300 Printing & Related Costs $1,000 business cards

Total $51,000

Licensing Division

Engineering Division

35/59


FY2019 Recommended

Budget Explanation



060500 Customer Relations & 5101 Equipment Repairs $1,500 recalibration/digital thermometers and light metersEnforcement 5300 Printing & Related Costs $2,575 return address envelopes, business cards

5400 Legal Fees $50,050 lien filings and satisfactions5406 Other Professional Services $10,316 professional site evaluations5502 Dupl. & Reprod. Equip. Rental $6,7465610 Site Preparation Services $100,0005721 Property Enforcement Services $537,2785740 Car Wash Service $1505810 Food Services $500 water cooler

Total $709,115

060800 Geographic Information 5200 Service Contracts $400 plotter printer lease overage chargesSystems 5502 Dupl. & Reprod. Equip. Rental $20,000 plotter printer lease

Total $20,400

Total Contractual Services $1,146,886

Geographic Information Systems

Customer Relations & Enforcement Division

36/59

FEE SCHEDULE

37/59

Item #Object Code Revenue Source

Current/ Proposed

FeeLast Increase

MM/YY

FY2018 Projected Revenue

FY2019 Projected Revenue Comments

1 0244 UDC Sales 200 07/09 $0 $0 No anticipated UDC sales.2 0250 Zoning Verif per tax parcel: $119,590 $107,295 3 - Residential 85 07/154 - Nonresidential 350 07/155 0251 Preapp/Expl Sketch Plan - Minor 850 07/15 $824,388 $117,300 6 0251 Preapp/Expl Sketch Plan - Major 1,150 07/15 incl in Minor

above7 0251 Check Print 850 07/15 $19,550 8 0251 Major Record Plan: $353,050 9 Resid. Subdivision 5,750 07/15

10 - plus per lot 230 07/1511 Resid. Land Development 5,750 07/1512 - plus per unit 230 07/1513 Non-resid. Subdivision 5,750 07/1514 - plus per lot 230 07/1515 Non-resid. Land Development 5,750 07/1516 - plus per 1,000 sq.ft. gfa 230 07/1517 0251 Minor Record Plan: $236,900 18 Residential Subdivision 3,500 07/1519 - plus per lot 175 07/1520 Nonresidential 3,500 07/1521 - plus per lot 175 07/1522 Nonresidential Land Development 3,500 07/1523 - plus per 1,000 sq.ft. gfa 175 07/1524 0251 Resubdivision $147,200 Including a resub fee for new ordinances25 - Residential 2,875 07/1526 - Nonresidential 4,600 07/1527 0251 Planning Incomplete Submission $2,875 28 - 1st incomplete 300 07/1529 - each subsequent incomplete 575 07/1530 0251 Plan Resubmissions 850 07/15 $34,500 31 0251 Record Plan Modification 1,000 NEW $6,000 32 0251 Property Line Adjustment 500 NEW $3,000 Under Admin Subdivision (misc)33 OTHER 060300-0251 (misc) $37,375 NPOD and EED included within existing re-

zoning fees34 0256 LDIA Processing Fee 250 07/09 $19,000 $22,500 35 0256 Completion Agrmt (Mandated Use) 1,00036 0256 Completion Agreement Renewal 500 08/17 incl above37 0266 RPATAC 750 07/09 $6,000 $5,000 38 0274 Expedited Review Fee 3x rvw fee 07/09 $0 No anticipated expedited plan review fees.39 0297 Plan Expiration Extension 50 07/09 $550 $2,850

BOARD OF ADJUSTMENT (Planning 060300)40 0252 Dimensional Variance Resid 300 07/09 $183,700 $37,989 41 0252 Dimensional Variance Nonres 2,000 07/09 $44,270 42 0252 Use Variance Residential 1,500 07/09 $37,989 43 0252 Use Variance Nonresidential 3,000 07/09 $44,270 44 0252 Special use 2,500 07/09 $0 45 0252 Appeal of zoning decision 3,000 07/09 $0 Fee is refundable if in favor of applicant46 0252 Special Public Hearing 6,000 07/09 $12,133 47 0252 BoA Public Hearing Continuance: $13,064 48 - Residential 300 07/0949 - Nonresidential 1,500 07/0950 0252 Mitigation of Non-conforming $1,280 51 Individual residential lot/use 500 07/0552 Other lots or uses 3,000 07/0953 0252 All other BOA applications $4,005

TOTAL PLANNING 060300 $1,153,228 $1,290,395

DIVISION: PLANNING 060300

38/59


Current/ Proposed

FeeLast Increase

MM/YY



DIVISION: ENGINEERING 060502 and SEWER 060510

54 0255 S/W Mgmt and E&S Control: $1,048,787 $264,500 55 per disturbed acre 430 07/1556 minimum fee per project 430 07/1557 0255 Sediment & S/W Renewal Review 430 07/16 $7,740 Plans renewed every 3 years58 0255 Stormwater As-Built Plan 300 07/15 $23,000 59 0255 Storm Sewer As-Built Review 300 07/16 $1,200 Add review fee60 0256 Minor Exploratory Sketch Plan 575 07/15 $329,000 $43,010 61 0256 Major Exploratory Sketch Plan 1,150 07/15 $18,630 62 0256 Major Record Plan Review $31,050 63 Residential 2,300 07/1564 plus per lot 25 07/1565 Nonresidential 2,300 07/1566 plus per acre 35 07/1567 0256 Minor Record Plan Review 300 07/15 $29,900 68 0256 Individual Lines & Grades/lot 60 07/15 $73,940 69 0256 Residential Grading Plan Review: $23,230 70 - 5 or less lots 575 07/1571 - 6-24 lots 1,150 07/1572 - 25-100 lots 1,725 07/1573 - Greater than 100 lots 2,300 07/1574 0256 Nonresidential Grading Plan Rvw: $28,923 75 less than 5 acres 850 07/1576 5 to less than 25 acres 1,150 07/1577 25 to less than 75 acres 1,725 07/1578 75 acres and greater 2,300 07/1579 0256 Engineering Resubmission Fee 850 07/15 $13,398 80 0256 Floodplain Study Review Fee 575 07/15 $5,750 81 0256 Engineering Site Plan Review 300 07/16 $3,900 Fee for review of applications82 0256 Engineering Parking Plan Rvw 300 07/16 $1,800 Fee for review of applications83 0256 Water Mgmt Agreement

Rvw/Inspection2,000 07/16 $8,000 Report reviews & annual inspections

84 0256 Floodplain Wetland Review Fee 60 07/15 $24,093 85 0256 Eng. Incomplete Submission 300 07/15 $3,450 86 0256 Failed Foundation As-Built Survey 60 07/15 $2,588 87 0256 Private Street Review/Insp. per

linear foot (060510)2 08/17 incl above

88 0258 Sewer Inspection/lin ft (060510) 3 (SS) $3,128 $11,700 89 0262 Sewer Connection Fee (060510) (SS) (SS) $96,304 $50,000 90 0270 Eng Pre& Post Bulk/Rec Pln Insp $78,625 $131,780 $125K rev trnfr fr SS91 - 2nd Inspection 500 Estab. 07/0992 - 3+ Inspections each 1,000 Estab. 07/0993 0270 Failed E&S Inspections94 - 1st Reinspection 250 Estab. 07/09 $22,200 95 - 2nd Reinspection 500 Estab. 07/09 $9,250 96 - 3rd and above Reinspection 1,000 Estab. 07/09 $0 97 0271 Capital recovery fee (060510) $5,995,835 $6,500,000 reduced by $1MM based on FY18 actuals98 0274 Expedited Review Fee 3x rvw fee 07/09 $4,000 99 0439 Floodplain Permit w/GFA in

Floodplain2,000 Estab. 07/09 $5,000 $4,000

100 0439 Floodplain Permit w/out GFA in Floodplain

500 Estab. 07/09 $8,500 Reduced fee for appl's w/out GFA in FP

101 0439 Extractive Use Permit Renewal 1,500 07/16 $1,500 Permit renewal every 5 years102 Engineering all other $287,089

TOTAL ENGINEERING/SEWER 060502/060510 $7,556,679 $7,638,119

39/59


Current/ Proposed

FeeLast Increase

MM/YY



DIVISION: LICENSING 060400 (License and Inspections)

103 various Building Permits $12/ $1000 val up to $1MM

07/15 $4,234,780 $3,283,874

104 - minimum 60 07/15105 - ea add'l $1MM val above 1st

$1MM5 07/15

106 0250 Zoning portion-Plan Review 10% of valuation

$234,460 $171,535

107 - minimum 21 07/15108 - maximum 145 07/15109 0273 Show Cause Hearing Fee 300 07/07 $26,760 $25,000 110 0284 Administrative Fines 500 07/07 $189,462 $44,000 111 0400 License Fee (Permit Work) 400 01/08 $741,950 $750,000 112 0405 License Fee (Non-permit work) 150/250/

400Estab. 01/08, ↓Fee 12/10

$408,300 $400,000

113 0406 License Fine 400 $2,400 $5,000 114 240/242 Map/Copy Sales $2,298 $5,500 115 272/276 All other $4,600 116 0415 -Sign - based on sq. ft. 90 07/15 $43,424 $59,045 117 0417 C of O Portion of Permits 60 07/15 $520,825 $445,000 118 0417 Temporary C of O's/month: incl above119 - 1-3 months 500 01/02120 - 4-6 months 2100 07/09121 - 7-9 months 3700 07/09122 - > 9 months 5000 Estab. 07/09123 0430 - Demolition 07/15 $40,170 $34,670 124 - Residential other than SFD 80 07/15125 - SFD or Nonresidential 130 07/15126 0433 -Elevator 80 07/15 $100,990 $95,624 127 0436 Reinspection Fees (sliding scale) 55/80/130 07/15 $273,225 $250,209 128 0436 Permit Extensions 80 07/15 $57,715 129 0438 Permit Revisions 55 07/15 $83,710 $115,815 130 0440 Plumbing and Mech. Permits 65 07/15 $1,083,791 $925,000 131 - each add'l $1K val. above $16K 5 07/15

TOTAL LICENSING 060400 $7,986,545 $6,672,587

DIVISION: CUSTOMER RELATIONS & ENFORCEMENT 060500):132 0275 Admin Fees on Vendor Maint 150 09/17 $43,200 $109,553 133 0278 Lien Fee Recoveries 60 $36,118 $20,000 134 0279 Vacant Registration Fee 100 07/17 $44,600 $100,000 135 0279 Vacant Registration Penalty 1,000 07/17 $50,000 136 0281 Complaint Fines $3,090 $5,000 137 0282 Property Maint Expense Recovery n/a $320,429 $435,000 138 0289 Civil Penalties/Tickets** 50 07/08 $606,275 $900,000 139 0296 Extensions to Code Directives $8,950 $8,500 140 - 2nd Extension 25 07/09141 - 3rd+ Extensions each 50 07/09

TOTAL CRE 060500 $1,062,662 $1,628,053

DIVISION: ADMINISTRATION 060100142 0245 FOIA Requests $968 $3,000 143 0285 Returned Check Fees 35 03/12 $630 $1,000

TOTAL ADMINISTRATION 060100 $1,598 $4,000

EXISTING FEES $17,224,154

NEW FEES NEW $9,000

TOTAL LAND USE REVENUES $17,760,712 $17,233,154

40/59

PERFORMANCE METRICS

41/59


103,237

55,085

37,199

34,658

25,064

8,176

5,721

4,896

2,766

2,564

1,196

1,123

330

Field Inspections

Telephone customers

Rental units registered

Submissions and Applications

Visitors to the NCC Government Center

Contractor license verifications

Service Requests Generated

Internet Customers

Permit Completion Emails

Contractor License Email Notifications

Code Enforcement Vendor Requests Processed

Freedom of Information Act Requests (FOIA)

UDC Amendment Update Packets

FY2017 Customer Service ‐ By the Numbers

282,015 Total Customers

42/59


$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

FY2019Recommended

FY2018Estimated

FY2017 ActualFY2016 ActualFY2015 ActualFY2014 ActualFY2013 ActualFY2012 ActualFY2011 ActualFY2010 Actual

Millions

Direct Plan ProcessDirect Revenue as a % of Direct Expense

DIRECT PROCESS REVENUE

DIRECT PROCESS EXPENSE

93%102%124% 94% 104% 97% 105% 103% 96% 105%

43/59


1,131 892 940

5,501

‐

1,000

2,000

3,000

4,000

5,000

6,000

FY2015Recorded

FY2016Recorded

FY2017Recorded

Pipeline

Residential Lots

25

40 36

63

‐

10

20

30

40

50

60

70

FY2015 RecordedFY2016 RecordedFY2017 Recorded Pipeline

Residential Plans

468,094 974,627

510,179

2,261,641

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

FY2015Recorded

FY2016Recorded

FY2017Recorded

Pipeline

Non‐Residential GFA(Gross Floor Area)

54 64 64

143

‐ 20 40 60 80

100 120 140 160

FY2015Recorded

FY2016Recorded

FY2017Recorded

Pipeline

Non‐Residential Plans

Development Activity – Recorded & In PipelineResidential

Non‐Residential

PIPELINE @ 11/22/17

44/59


0

200

400

600

800

1,000

1,200

FY2014 FY2015 FY2016 FY2017

Major

Major

Major

Major

Rezone

Rezone

Rezone

Rezone

Minor Minor

Minor

Minor

Resub

Resub

Resub

Resub

Num

ber o

f Days

Days to Recordation

45/59


0

100

200

300

400

500

600

700

MAJORS MINORS RESUBS

FY2017 Average Days to Plan RecordationIntentional (Fast Track) Plans

Total Average Days Intentional Plans Average Days

CONCORD PLAZA

DE MILITARY ACADEMY

DUPONT PERFORMANCE

46/59


47/59


1,986 2,160 2,193 2,200

‐

500

1,000

1,500

2,000

2,500

FY2015 FY2016 FY2017 FY2018 Est

Other Residential Permits

1,214 1,317 1,317 1,320

‐

200

400

600

800

1,000

1,200

1,400

1,600

FY2015 FY2016 FY2017 FY2018 Est

Residential Dwelling Units

822

642 702 750

0

200

400

600

800

1,000

FY2015 FY2016 FY2017 FY2018 Est

Non‐Residential Permits

1,260 1,321

908

1,200

‐

200

400

600

800

1,000

1,200

1,400

1,600

FY2015 FY2016 FY2017 FY2018 Est

Non‐Residential G.F.A (000's)

Building Permit Activity Residential

Non‐Residential (excludes Apartments)

48/59


FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

New Dwelling Units 558 482 617 509 869 1,017 951 1,214 1,317 1,317

Other Resi Permits 2,189 1,816 1,753 1,813 1,832 1,807 1,765 1,986 2,160 2,193

0

500

1,000

1,500

2,000

2,500

Licensing DivisionResidential Permits - New Dwelling Units and Other Permits

SFD = Single Family DwellingTH = Townhouse Dwelling UnitApt = Apartment Dwelling Unit

Apt 12

Apt 0

Apt 336

TH 229

TH 176

TH 192

SFD 376

SFD 333

SFD 341

SFD 528

Apt 281

TH 208

SFD 245

SFD 496

SFD 601

Apt 222

Apt 0

Apt 116

TH 121

TH 62

TH 494

SFD 563

TH 283

Apt 105

Apt 163

TH 457

SFD 594

Apt 341

TH 421

SFD 555

49/59


FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 EST

Non‐Residential GFA (Gross Floor Area)

COMMERCIAL OFFICE INDUSTRIAL INSTITUTIONAL

Cinemark Christiana Mall

993,652

Summit at Hockessin

Cabela's

Pilot School

1,320,688

Christiana Fashion CenterChristiana Care Garage

Incyte Garage

Incyte

1,200,397

873,428

1,260,177

907,536

FedEx

Iron Hill Corp Garage

JP Morgan Chase Garage

Stine Haskell

Lowe's Governors Square

Christiana Fashion Center

CSC Little Falls Office

CSC Little Falls Garage

Harborchase

BPG Hotel


Christiana Care GarageDE Military Academy

DE River Industrial ParkPerkins Run CenterGabor Industrial Parl

Christiana HospitalConcord Plaza


Kutz Home

Little Falls Centre

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INFRASTRUCTURE VALUATION FOR FY2017

In FY2017, more than 20-million dollars were invested into infrastructure to support non-residential building applications in New Castle County.

Incyte

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INFRASTRUCTURE VALUATION FOR FY2017

In FY2017, more than 47-million dollars were invested into infrastructure necessary to support residential building projects in New Castle County.

DARLEY GREEN

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FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

Total Inspections 41,711 38,778 50,227 42,885 46,107 48,150 51,517 55,045 56,285 53,967

Average Staffing Level 13 12 13 13 13 12 12 9 8 10

Inspections performed by Inspector 3,209 3,232 3,864 3,299 3,547 4,013 4,293 6,116 7,036 5,397

41,71138,778

50,227

42,88546,107 48,150

51,51755,045 56,285 53,967

-

10,000

20,000

30,000

40,000

50,000

60,000

0

1000

2000

3000

4000

5000

6000

7000

8000

Average Inspections Performed by Available Inspectors (10 Year Trend)

97.0%

2.2% 0.8%Inspection Scheduling Request

First Choice

Second Choice

Third Choice 65%

35%

Inspections Scheduled Online -vs- x5515

Total Scheduled

Scheduled Online

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FY2012 FY2013 FY2014 FY2015 FY2016 FY2017Total Inspections 33,057 32,852 31,977 35,528 43,488 46,912Inspections per Officer 2,542 2,527 2,665 2,733 3,624 3,909Avg # of Officers 13 13 12 13 12 12

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

0

10,000

20,000

30,000

40,000

50,000

Inspectio

ns per Officer

Num

ber o

f Inspe

ctions/Cases

Customer Relations and EnforcementTotal Inspections and Average per Officer (Annual)

Benchmark = 2,400 Inspections per Officer

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‐

200

400

600

800

1,000

1,200

1,400

FY2014 FY2015 FY2016 FY2017

Total N

umbe

r of A

batemen

ts Perform

edCustomer Relations & Enforcement

Total Abatements vs Number of Properties Abated

# Repeat Abatements

# Properties Abated

34% 34% 34%

1,201Abatements

1,023Abatements

1,166Abatements

66% 66% 66%

1,196Abatements

48%

52%

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Code Enforcement actively tracking 1,149 vacant premises as of 1/23/18.

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CODE ENFORCEMENT CASES

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