Land Use Services

1. Land Use Services 2012 Budget Presentation

2. Basic Operations • Building Construction permit process regulated via Building Safety Act and Uniform Construction Codes under NJDCA (NJ International Building Codes). • Land Use Boards require Site Plan, Subdivision and Variance processes regulated via NJMLUL, NJRSIS & Municipal Land Development Ordinances (LDOs). • Zoning & Code Enf. (Municipal LDO, MF Housing Reg) • Engineering on Public Assets & Construction regulated via Professional Design Standards (like the EJCDC) and NJLPCL, NJDCA, NJDOT and NJDEP etc. • Customer Service, Public Information, Website updates, Staff meetings, Grant applications, building solutions.

3. Divisional Overview • 2011 Recap • Building Dept. – 1,542 permits issued, 5,188 inspections completed, $ 1,248,025 fees and penalties received. (Madison and ChathamB) • Land Use Boards – PB 11 decisions, ZBOA 38 decisions, 28 public hearings, $ 24,000 fees received and $ 32,000 professional escrows. • Zoning Officials – Zoning applications and enforcement activities yielded 384 permits, denials and $29,200 in fees. • Engineering, Design, Construction Administration, Inspection – $4.76M of construction work. • Departmental – Staff meetings, semiannual reporting, and calculated staff productivity was triple the cost.

4. BUILDING PERMITS Russell W. Brown Construction Official January 24, 2012

5. BUILDING INSPECTIONS Russell W. Brown Construction Official January 24, 2012

6. BUILDING FINANCIALS • * Waived Fees - Actual costs for required permits and inspections that have been waived for Board of Education, certain non-profits or municipal projects. • ** Operating includes Madison Salary, Wage & Expenses (not overhead). • *** Chatham Shared Service is $68,000 flat fee of revenues earned by Madison staff.

7. Building Department • 2012 Objectives • Staff recognition for the additional work completed and revenue obtained. • Centralizing administrative operations of shared offices to eliminate communication or scheduling problems. • Expand part time staffing if administrative operations are assumed. • Cover direct costs of field personnel for communications, transportation and training.

8. Land Use Boards • 2011 Recap • Planning Board had 14 Hearings (9 cancels), 11 Decisions, $10,475 Fees, $32,138 Escrows. • Zoning Board had 14 Hearings, 38 decisions, and $13,469 Fees. • Zoning Officials had 384 zoning applications for individual lots, new buildings, additions, accessory structures, signs, etc - $29,200 Fees. • The level of activity in zoning permits was greater than any prior year and accountability has increased greatly with greater use of technology (SDL software).

9. Land Use Boards • 2012 Objectives • Expand use of the operations software technology to zoning officials via tablets or remote access. • Track zoning inspections consistently with applications to avoid non-permitted work. • Promote public and staff cooperation via application status reports and web postings. • Promote Advisory Board inputs to the planning process i.e. from HPC, MEC and STMB. • Improve consistency of public hearing recordings. • Explore possibilities to regionalize services.

10. Engineer • 2011 Recap • Asset Mgt – Infrastructure mapping and inventory, CPRC five capital year projections. • Project Mgt – Pool parking lot coordination, North St project breakup, Misc. sewer projects, SR oversight for MRC, BE & HDM. • Design – Completed MRC turf field anchor project, Green Ave (Shunpike to Woodland), Pine, Beech, Rose, Cedar, Academy & Division. • Bidding and Const Admin – Woodland Road (Green to Garfield) complete with the MRC Synthetic Turf Fields. • Inspection – Significant work outsourced to improve independent evaluation and quality control. • Dept Mgt – staff meetings, semiannual reporting, and staff productivity was calculated at triple the cost.

11. Engineering • 2012 Forecast • Asset Mgt – Improved GIS based infrastructure mapping and inventory of electric system is in progress, continue meetings with Capital Project Review Committee, updates of other asset coverages where possible. • Project Mgt – North St projects must be designed and awarded. Additional corrosion control system recommended for Candlewood PS. Possible generator and comminutor additions. SR for MRC very high priority, ongoing assistance to approve plans for BE & HDM. • Design – Complete Rosedale/NJDOT plans, Vinton, Belmont, Academy, Pine Tree, Durwood, Fletcher, North road reconstruction, Ridgedale Water Main, and finalize the best remedial plan for MRC and Bayley Ellard in conjunction with Environmental Consultants. Possible shared service with Florham Park. • Bidding and Const Admin – Closeout MRC, Woodland (Garfield to Barnsdale), Pine, Beech, Rose, Cedar reconstruction and Academy, Division Water Main. Contract portions of North Street Pump Station independently. Follow up on Treadwell and West End improvements with DPW. • Inspection – Continue to outsource where possible and given a large recurrent workload consider hiring an inspector/field engineer. • Dept Mgt – staff meetings, semiannual reporting, grant applications and annual compliance submissions for NJDEP.

12. Divisional Requests • 2012 Budget Requests • Staffing (maintain part time support staff … and if shared services or capital obligations increase … consider full time). • Salary & Wage (propose staff incentives to maintain or improve shared service work and encourage new agreements). • Professional Services (maintain the best targeted professional services to meet specific operating and capital objectives). • Service Vendors (continue service contracts for large and small format copiers and scanners). • Equipment & Supplies (maintain level of basic supplies). • Training, Educ. & Membership (there were legislated increases in training requirements in 2011 so maintain line items)

13. Divisional Objectives • 2012 Goals • Maintain or expand the existing extra-ordinary services to multiple communities while making the manpower limitations clear to a demanding public. • Use technology to maintain or improve communications and productivity with highly mobile staff. • Continue to offer staffing solutions to adjoining municipalities. • Use technology to assist in public information postings. • Support our staff in a way commensurate with the contribution to Madison’s increased revenues and productivity. • Professional Services (maintain the best targeted professional services to meet specific operating and capital objectives). • Continue to make Madison one of the best places to live.