Land Use Services

1. Land Use Services 2014 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 (Land Use Law), NJRSIS (Site Improvement) & Municipal Land Development Ordinances (LDOs). • Zoning & Code Enforcement completed via Building Codes, Municipal Ordinances, and Safe Housing initiatives. • Engineer activity on Public Assets, Construction Plans, Specifications and Bid documents are regulated via Professional Standards (like the EJCDC) and NJLPCL (Public Contracts Law), and NJDCA, NJDOT and NJDEP regulations, etc. • Customer Service, Public Information, Website updates, Staff meetings, Grant applications, and third party agency coordination.

3. Divisional Overview • 2013 Recap • Building Dept. – 2,933 permits issued 7,355 inspections completed $533,000 fees collected. (both Madison and Chatham Boroughs) • Land Use Boards – Planning Board 14 decisions, ZBOA 57 decisions, 28 public hearings, $46,905 fees received and $113,115 professional services escrows. • Zoning Officials – Zoning applications and enforcement activities yielded 458 decisions, with permits, denials and $39,300 in fees. • Developer Fees - COAH, Sewer, Water, Road Fees exceeded $144,704 in revenue. • Engineering, Design, Construction Administration, Inspection, Grants – $2.8M of construction work.

4. BUILDING PERMITS Russell W. Brown Construction Official January 31, 2014

5. BUILDING INSPECTIONS Russell W. Brown Construction Official January 31, 2014

6. Building Department • 2014 Objectives • Staff recognition for the additional work completed and revenue obtained. • Continue to work to eliminate communication or scheduling problems with shared services. • Assume administrative operations for shared service communities and staff part time. • Cover direct costs of field personnel for communications, transportation and training. • Consider web based organizational software purchase which makes full use of existing data.

7. Land Use Boards • 2013 Recap • Planning Board had 14 Decisions $8,951 Fees and managed $56,171 Professional escrows. • Zoning Board had 57 decisions $33,679 Fees and managed $56,944 Professional escrows. • Zoning Officials had 458 zoning applications for individual lots, new buildings, additions, accessory structures, signs, etc with $39,300 Fees collected. • 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).

8. Land Use Boards • 2014 Objectives • Expand use of the operations software technology to zoning officials via tablets or remote access. • Perform and track zoning inspections consistently monitoring application through final construction. • Increase zoning enforcement and safe homes effectiveness via interdepartmental meetings. • 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.

9. Engineer • 2013 Recap • Design – Completed Green, Rosedale, Ridgedale, Bayley Ellard construction plans and specifications. Coordinated third party design work on Hartley Dodge with input to Free Public Library and Museum of Early Trades plans. • Bidding and Const Admin – Completed Green, Rosedale, Ridgedale, Bayley Ellard, Hartley Dodge Boilers, Noe signal . • Inspection – Significant work outsourced on Green, Rosedale and Ridgedale to improve independent quality control. • Project Mgt – Continuing oversight for capital projects review and coordination with multiple staff, utility, funding partners, etc. Perform all construction administration. Applied for and received $390,000 in grant funds. • Dept Mgt – staff meetings, dept reporting, and staff productivity reports were completed. • Asset Mgt – Investigate use of GIS to support long range construction project forecasting, scheduling and budgeting.

10. Engineering • 2014 Forecast • Asset Mgt – Improved asset management, long range capital forecasts and evaluations of buildings, utilities and roads. • Project Mgt – 2014 Road Program includes Academy, Belmont, North, Pine Tree, Durwood, Fletcher, Vinton and Wilson. Improvement projects at pump stations will continue. • Design – Complete plans for 2014 and 2105 Road Programs, Water Mains, and propose remedial plans in conjunction with Environmental Consultants at affected sites. • Bidding and Const Admin – Closeout 2014 Capital project work. Assist Library, Museum and others with respective projects. • Inspection – Continue to outsource where possible and given a large recurrent workload consider hiring a field engineer. • Dept Mgt – staff meetings, semiannual reporting, grant applications and annual compliance for NJDOT & NJDEP.

11. Divisional Requests • 2014 Budget Requests • Staffing (increase 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 or expand service contracts for office equipment, operational software, support, materials, special trades, manpower as needed). • Equipment & Supplies (maintain level of basic supplies). • Training, Educ. & Membership (legislated requirements for training must be met to retain certifications)

12. Divisional Objectives • 2014 Goals • Maintain or expand the existing extra-ordinary services to multiple communities while making manpower limitations clear to the more demanding public. • Use technology to maintain or improve communications and productivity with our 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.