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COUNTY MANAGER’S PROPOSED FY 2020 BUDGET
County Board Work Session
Community Planning, Housing and Development
March 5, 2019 @ 3:00 p.m.
To promote the improvement, conservation, and revitalization of Arlington’s physical and social environment.
Department Overview The Department is made up of 6
functional areas: Business Operations Planning Neighborhood Services Housing Zoning Inspection Services
2Community Planning, Housing and Development
Department Overview
3
2018 CPHD Highlights• 589 affordable housing units committed• 7 site plans approved, including VHC• $7.5 million in NC projects in 8
neighborhoods• 10.5 million s.f. of construction permitted
and inspected• 854 Certificates of Occupancy issued• Ballston Quarter implementation• Schools implementation• 4MRV Area Plan adopted
Community Planning, Housing and Development
Department Overview Four funding sources:
General Fund Housing and Community Development Fund Development Fund Non-Departmental/AHIF
4Community Planning, Housing and Development
COUNTY MANAGER’S PROPOSED FY 2020 BUDGET
County Board Work Session
General Fund
March 5, 2019 @ 3:00 p.m.County Board Work Session
Summary of Proposed Budget Changes
FY 2019Adopted
FY 2020Proposed Change
%Change
Expenses $11,430,510 $11,703,260 +$272,750 +2.4%Revenue $1,288,000 $2,356,764 +$1,068,764 +83.0%Staff 83.5 FTEs 82.0 FTEs -1.5 FTEs -1.8%*
6
• Increase in FY 2020 revenue includes new fees associated with GLUP studies and conceptual site plan reviews, an inflationary increase to all existing fees, and an increase in projected development.
• FY 2020 staffing reflects a combination of moving 3 existing Code Enforcement positions into the Development Fund and adding 1.5 new Planner positions into the General Fund, resulting in 1.5 fewer positions overall in FY20.
* Position changes discussed in subsequent slides.
General Fund
Summary of Proposed Budget ChangesFY 2019Adopted
FY 2020Proposed
BudgetImpact
StaffImpact
GLUP Study Fees - $75,101 +$75,101 -
Conceptual Plan Review Fee - $29,000 +$29,000 -
Add Principal Planners for Planning and Housing (Projected Development and Amazon)
- $225,000 +$225,000 +1.5 FTEs
Single Family Loan Servicing - $35,090 +$35,090 -
Support for the 2020 Census - $100,000 (one-time)
+$100,000 -
7General Fund
Detail: Proposed Reductions
8
Eliminate Consultant Services for Training Program
Service Impacts Budget Impact
• Eliminates consultant services for training program
• Will stagger its training over multiple fiscal years and find an alternative way to deliver certain content.
FY 2019: $11,850
FY 2020: -
Change: -$11,850
General Fund
Detail: Proposed Reductions
9
Transfer of Code Enforcement Positions to Development Fund
Service Impacts Budget Impact
• No impact to service delivery.
• Transfers one Construction Codes Manager (1.0 FTE) and two Community Codes Supervisors (2.0 FTEs) from the General Fund to the Development Fund.
• Costs associated with transfer into the Development Fund are offset by the elimination of the ISD Deputy Building Official position and revenue increases.
Change: -$377,307
Staff Impact-1.0 Construction Codes Manager (filled)
-2.0 Community Codes Supervisors (filled)
General Fund
Detail: Proposed Reductions
10
Reduce Historic Preservation Consultant Services
Service Impacts Budget Impact
• Decrease consultant services funding for the Historic Preservation program.
• May slightly delay the completion of Historic Preservation projects and activities.
• Evaluating alternative methods of delivering services.
FY 2019: $60,000
FY 2020: $51,836
Change: -$8,164
General Fund
Key Budget Considerations• Primary focus of reductions was on efficiencies, redundancies, and
alternative ways of service delivery with emphasis on discretionary activities and services.
• Longer-term issues include an overall increase in development (enhanced by Amazon) and impacts to housing options (Affordable and Missing Middle).
• Staying the course on CPHD’s strategic priorities (technology, customer service, employee development, program effectiveness and communication) in light of work demands.
11General Fund
COUNTY MANAGER’S PROPOSED FY 2020 BUDGET
County Board Work Session
Housing and Community Development Fund
March 5, 2019 @ 3:00 p.m.County Board Work Session
Summary of Proposed Budget Changes
FY 2019Adopted
FY 2020Proposed Change
%Change
Expenses $1,992,088 $3,084,312 +$1,092,224 +54.8%Revenue $1,992,088 $3,084,312 +$1,092,224 +54.8%Staff 4.5 FTEs 4.5 FTEs - -
13
• FY 2020 Proposed includes program income estimates ($350,000 for CDBG and $340,000 for HOME).
Housing and Community Development Fund
Key Budget Considerations• While funding projections are stable for FY 2020, the future of federal
budgets remains uncertain
• Staff is exploring several long-term strategies to fill the gap if federal funding is reduced:
- Streamlining grants administration- Developing opportunities for programs or projects that generate more program
income- Supporting programs with General Funds when feasible
14Housing and Community Development Fund
COUNTY MANAGER’S PROPOSED FY 2020 BUDGET
County Board Work Session
Development Fund
March 5, 2019 @ 3:00 p.m.County Board Work Session
Summary of Proposed Budget Changes
FY 2019Adopted
FY 2020Proposed Change
%Change
Expenses $21,722,133 $22,851,032 +$1,128,899 +5.2%Revenue $21,722,133 $26,511,763 +$4,789,630 +22.0%Staff 106.0 FTEs 113.0 FTEs +7.0 FTEs +6.6%
16
• FY 2020 expenses reflects the addition of the Future Development Contingency Fund that will allow for flexibility in planning and development capacities related to Amazon ($300k).
• FY 2020 revenue reflects an inflationary increase of 2.5 percent to all existing fees, projected increase in development activity, and development associated with Amazon.
• FY 2020 staffing reflects the addition of two positions associated with the increase in development activity associated with Amazon ($215,000 , 2.0 FTEs) , three positions to assist with current workload needs ($293,349 , 3.0 FTEs) and the transfer in of the three Code Enforcement positions from the General Fund ($377,307, 3.0 FTEs)
Development Fund
Summary of Proposed Budget ChangesFY 2019Adopted
FY 2020Proposed
BudgetImpact
StaffImpact
Increase in projected development activity
$15,209,920 $25,548,153 +$10,338,233 -
Increase all fees 2.5% (Inflationary Indicator)
$316,983 $963,610 +$646,627 -
Add a Zoning Plan Reviewer (Projected Development and Amazon)
- $90,000 +$90,000 +1.0 FTE
Add a Fire Protection Engineer (Projected Development and Amazon)
- $125,000 +$125,000 +1.0 FTE
17Development Fund
Summary of Proposed Budget ChangesFY 2019Adopted
FY 2020Proposed
BudgetImpact
StaffImpact
Transfer of Code Enforcement Positions
- $377,307 +$377,307 +3.0 FTEs
Add a Business Systems Analyst
- $101,131 +$101,131 +1.0 FTE
Add a Permit Processing Specialist
- $75,322 +$75,322 +1.0 FTE
Add a Fire Inspector - $116,896 +$116,896 +1.0 FTE
Future Development Contingency Fund
- $300,000 +$300,000 -
18Development Fund
Detail: Proposed Reductions
19
Eliminate Deputy Building Official Position
Service Impacts Budget Impact
• Special project work will be redistributed among staff, delayed, or postponed.
• Supervision is now provided at a functional level.
Change: -$198,829
Staff Impact-1.0 Deputy Building Official (filled)
Development Fund
Department Overview
20Development Fund(Fund 570)
March 2018•Restart system
development•ePlan online
payment deploys
Winter 2019•Consolidated
permit counter opens on 10th floor (Feb 19)
•System testing begins with public
Spring/Summer 2019 •Phase I
implementation•33 permit types
2020•Phase II
implementation•40 permit types
Permit ArlingtonA County-wide initiative to improve land development, building and permitting processes • Program Goals
o Streamline business processeso Enhance technology and communication toolso Deliver excellent customer serviceo Increase transparency and accountability
• Customer Experience Vision One team, one voice, delivering a responsive permitting experience driven by understanding and listening to our customer needs
o Centralized customer service seamlessly integrated with an intuitive online user experience
o A knowledgeable and friendly team providing consistent information
o Convenient and transparent from start to finish
Key Budget Considerations• Evaluate the long term stability of the Fund through a comprehensive fee
study
• Development pipeline increases effect on staff
• Permit Arlington
21Development Fund
COUNTY MANAGER’S PROPOSED FY 2020 BUDGET
County Board Work Session
Non-Departmental/AHIF
March 5, 2019 @ 3:00 p.m.County Board Work Session
AHIF Program Overview
Non-Departmental/AHIF 23
• County is a mission-driven lender• Goal is to create and preserve committed affordable units (CAFs)
affordable to families earning 40%-60% of the area median income (AMI) for 60 years
• AHIF is used for residual receipt / cash flow loans• $123 million in loan repayments received to-date • 41% of loans have paid in full
• County Board has approved over 100 loans• $357 million allocated to-date, supporting approximately 7,000 CAFs
AHIF as an Affordable Housing Tool
Non-Departmental/AHIF 24
• AHIF is the primary source of funding for CAFs in Arlington
• CAFs are also created through site plan and form-based code5,938
6,233 6,525 6,578
6,885 7,254
7,463 7,729
8,122 8,431
8,740
4,755 4,866 5,072
5,353 5,429 5,723
6,032
6,602
7,117 7,426
7,735
4,500
5,000
5,500
6,000
6,500
7,000
7,500
8,000
8,500
9,000
FY '10 FY '11 FY '12 FY '13 FY '14 FY '15 FY '16 FY '17 FY '18 FY '19 FY '20
# of
CAF
s
Total # of CAFs
AHIF financed CAFs
AHIF Secures CAFs and Leverages Funds
Non-Departmental/AHIF 25
368 CAFs
451 CAFs
585CAFs
497 CAFs
173CAFs
433CAFs
• AHIF preserves existing CAFs by extending affordability
• AHIF creates new CAFs through acquisition and construction of units
• Every $1 million in AHIF can preserve or create approximately 12 CAFs and leverage $4 million in outside funding
380 CAFs
0
100
200
300
400
500
600
700
FY14 FY15 FY16 FY17 FY18 FY19 -Projected
FY20 -Projected
Existing CAFs Preserved New CAFs Financed
AHIF Provides Options to Low-Income Families
Non-Departmental/AHIF 26
• As the overall number of market rate affordable units (MARKs) declines, Housing Grants participants and other low-income families have fewer housing options
• CAFs funded with AHIF provide a supply of units for these families and help fill the gap
0
2
4
6
8
10
12
14
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Thou
sand
s
CAFs Filling The Gap
Total CAFs at or below 60% AMI MARKS at or below 60% AMI Units Affordable at or below 60% AMI
AHIF Appropriation History
Non-Departmental/AHIF 27
• The County Board appropriated more than $80 million to AHIF between FY 2014 and FY 2019
• The County Manager is proposing an increase in ongoing funds in FY 2020 (ongoing funds would be 60% of total)
• Goal is to eventually fund 100% of AHIF with ongoing funds
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
FY 2014Adopted
FY 2015Adopted
FY 2016Adopted
FY 2017Adopted
FY 2018Adopted
FY 2019Adopted
FY 2020Proposed
$6,755,716
$4,755,716 $4,256,017 $4,355,957 $4,905,406 $6,694,158
$8,744,186
$5,724,907 $8,200,000
$8,200,000 $9,363,829
$10,111,006 $7,645,256
5,733,942
On-going One-time
266 CAFs affordable for
60 years
Projected FY 2020 Funding Sources - $22,590,048
Non-Departmental/AHIF 28
$88 million in outside funds
$6,694,158
$3,500,000
$341,202
AHIF - ongoing funds39%
AHIF - one-time funds25%
Federal CDBG Entitlement
2%
Loan Repayments &
Payoffs19%
Developer Contributions
15%
Housing Affordability Needs Are Intensifying
Non-Departmental/AHIF 29
• Pressures on existing housing stock continue• As population growth occurs, demand will increase for
existing housing stock, putting pressure on current affordability
• Options available to households at or below 60% of AMI have declined since 2010
County Efforts to Support Housing Affordability
Non-Departmental/AHIF 30
• Commitment to provide existing programs, such as AHIF and Housing Grants, with General Fund support
• Expanded efforts to explore housing program options and identify ways to further leverage County funds for housing
• CM recommendation to increase Housing Division capacity with an additional FTE
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