Capít auton
Capítulo 9 La aventura: campo de ejercicio del pensamiento lógico‐formal
9.2 La creatividad y la astucia encuentran su canal de expresión en el disfrute
Description: To add a new position to support operations of the historic preservation. This new position would be classified as either a Planner I or Planner II (depending on qualifications of applicant) to perform historic preservation functions.
Background: Currently, Neighborhood Services Division serves staff liaison to the Historic Preservation Commission, Façade Committee and outside organizations including Old Town Revitalization Company, Heritage Council, Southside Old/Munichburg Community Development Corporation.
With the 2018 passage of the demolition ordinance and other active issues (i.e. local historic districts) has created a strain on current staffing capacity. During 2018, staff processed twenty three (23) demolition applications; compared to 2017, there were only six (6) demolition applications. Each demolition application requires a great detail of research for staff report including city directories located at the Missouri River Regional Library, Ancestry.com, Census information, Sanborn maps, local historical books. On average it takes staff up to 5 hours to gather all the necessary information and completion of the staff report.
Due to the limited number of staff assigned to the Neighborhood Services Division and the number of programs and oversight including 5 recycling programs; adopt-a-spot/adopt-a-street program; 5 City funded “Old Town” programs; 4 Community Development Block Grant programs, reporting and required plans; Neighborhood Stabilization Program, other grants, day to day interactions with the City’s solid waste contractor and Property Maintenance. Addition of a second full time position to the Neighborhood Services Division would allow for renewed focus on existing programs tasks and increase the flexibility of the division.
The new Planner I or II position would carry out duties including processing demolition applications, seek out grants/ administration, document historic resources through survey, identification of eligible
properties/areas for nominations to the National Register, neighborhood meetings for creation of local historic districts, creation of design guidelines, etc.
Administrative Impact: The position would be located within the Neighborhood Services Division and would report to the Neighborhood Services Manager. Minimal clerical support would be necessary. Fiscal Impact: Estimated cost of the new position is:
Annual Reoccurring Costs: Salary (grade 16 or 17) $44,045.14
benefits estimate $0
Training $1,000
Total Reoccurring $51,045.14 One-Time Expense Computer, desk, phone and supplies 6,000
New decision Item: Increase funding for NRA Residential Down Payment Program.
Description:
According to the 2018 Analysis of Impediments to Fair Housing, the City’s vacancy rate has risen from 8.3% (2010 Census) to 9.7% (2016 American Community Survey). The rental vacancy rate in 2016 for Missouri was 6.9%.There is value by adding owner occupied housing within high rental and vacant areas. Staff has tracked the values of the properties from at time of application to current date. Since 2007, a total of 93 properties participated with 33 properties experiencing an increased value.
$600,100.00 Increased Value - $361,570.46 City investment
$238,529.54 Increased Assessed Value
By adding additional funds for this down payment program will incentivize additional owner occupied properties which will increase property values within the older sections of Jefferson City.
At the current funding level of $55,000, the funds are split between two residential programs: Down Payment and Tax Reimbursement. On average the City assist 4-5 properties each year.
Background: The City of Jefferson has authorized a dollar for dollar match down payment incentive program to enhance, encourage and support reinvestment in the City's core. Maximum down payment incentive is up to $5,000.00 to be applied to the purchase of eligible real estate. The amount provided is determined on the cash contribution towards purchase at closing. Program is available on first come, first served basis until all funds have been disbursed.
Eligible real estate:
1. Areas of eligibility include Old Town and East Side District. Reinvestment Incentive Area Boundary Map. 2. The residential structure located on real property constructed before December 31, 1959.
3. Residential Structure includes owner occupied single family dwelling or dwelling constructed as a duplex containing no more than two residential units.
4. The real property was purchased from a third party in a good faith, arms-length transaction.
5. The residential structure has either been vacant or used for some other purpose other than exclusively owner-occupied residence during 180 days preceding the date of purchase.
6. The real property has a fair market value of no more $150,000.00 at the time of purchase. 7. The property has not been previously assisted with the program for the past 10 years.
8. The property does not have any delinquent taxes, liens, assessments or other fees due to the City. 9. The eligible structure is occupied as the owner's primary residence for 5 years following purchase. Administrative Impact: None
Fiscal Impact: increasing existing budget by $25,000 which would assist approximately 5-7 additional households.
Fund 10-General
Department PPS
Division 533-Code Enforce
Priority Number Description Net Cost
1 Create a Property Housing Inspector Supervisor Position $ 3,012.78 2 Add FTE Property/Housing Inspector I Position $ 87,564.38 3 Increase funding for abatement line item $ 22,725.00
4 Increase demolition funding $ 110,000.00
5 Replace two inspection vehicles $ 50,000.00
273,302.16 $
press Control S to sort in priority order
City of Jefferson, Missouri
2019-2020 Budget
Budget Additions Summary
Fund 10-General Priority 1 of 5
Department PPS
Division 533-Code Enforce
Summary Description: Detailed Description:
Justification:
Fiscal Impact:
Personnel Costs
# of FTE Position Title Pay Grade
Estimated Per Employee Cost 1 Property Housing Insp 18 $ 3,012.78
Vehicle Costs
GL Account Cost
Equipment Costs
GL Account Cost
Materials, Supplies and Other Costs
GL Account Cost
TOTAL COST OF FUNDING THIS REQUEST $ 3,012.78
- $ PINK SHEET - SUPPLEMENTAL BUDGET REQUEST
(lowest number is highest priority)
Create a Property Housing Inspector Supervisor Position
Create a grade 18, exempt, supervisory position as the general supervisor for the Property/Housing Inspectors. The Property/Housing Inspectors have a career ladder to achieve a I or II position. As the the number of inspectors duties/outputs increase so does the need for a direct supervisor to report to.
An employee which has been in level II position for 3 years & is currently functioning as a supervisor. The 2016 class and compensation study did not review the Senior Housing Inspector position since the Property Maintenance Division was absorbed into the Redevelopment & Grants.
Total
3,012.78 $ Total Personnel Cost $ 3,012.78
Vehicle Description Total
Total Vehicle Cost $ -
Equipment Description Total
- $
Total Materials, Supplies and Other Costs $ - Total Equipment Cost $ -
Description Total
- $
Fund 10-General Priority 2 of 5
Department PPS
Division 533-Code Enforce
Summary Description: Detailed Description:
Justification:
Fiscal Impact:
Personnel Costs
# of FTE Position Title Pay Grade
Estimated Per Employee Cost 1 Property/Housing Insp 14 $ 56,564.38 Vehicle Costs GL Account Cost 25,000.00 $ Equipment Costs GL Account Cost 6,000.00 $
Materials, Supplies and Other Costs
GL Account Cost
TOTAL COST OF FUNDING THIS REQUEST $ 87,564.38
- $
Equipment Description Total
Computer/phone $ 6,000.00 Total 56,564.38 $ 56,564.38 $
Total Personnel Cost
(lowest number is highest priority)
Total Materials, Supplies and Other Costs $ - Add FTE Property/Housing Inspector I Position
PINK SHEET - SUPPLEMENTAL BUDGET REQUEST
Total Equipment Cost $ 6,000.00
Description Total Total 25,000.00 $ 25,000.00 $ Vehicle Description Compact truck
Total Vehicle Cost Add a full time employee position for the Property/Housing Inspector I.
The code enforcement program has made great strides over the last couple of years by increasing the number of activities taken, increased compliance, etc. With having more staff will allow a greater coverage of the City and being proactive rather than reactive.
Fund 10-General Priority 3 of 5
Department PPS
Division 533-Code Enforce
Summary Description: Detailed Description:
Justification:
Fiscal Impact:
Personnel Costs
# of FTE Position Title Pay Grade
Estimated Per Employee Cost Vehicle Costs GL Account Cost Equipment Costs GL Account Cost
Materials, Supplies and Other Costs
GL Account Cost
10-533-522021 $ 22,725.00
TOTAL COST OF FUNDING THIS REQUEST $ 22,725.00
- $ PINK SHEET - SUPPLEMENTAL BUDGET REQUEST
(lowest number is highest priority)
Increase funding for abatement line item
Increase abatement funding level from $15,000 to $37,725.
Abatement expenditure for FY15 was $29,917.78, amount recovered $65,027.04; FY16 expenditure $37,835.57, amount recovered $48,185.63; FY17 expenditure $53,690.00, amount recovered $51,205.01; and FY18 amount recovered $57,636.74. FY19 amount recovered $41,677.01 Total requested is the average for past 5 years.
Total
- $ Total Personnel Cost $ -
Vehicle Description Total
Total Vehicle Cost $ -
Equipment Description Total
- $
Total Materials, Supplies and Other Costs $ 22,725.00 Total Equipment Cost $ -
Description Total
Fund 10-General Priority 4 of 5
Department PPS
Division 533-Code Enforce
Summary Description: Detailed Description:
Justification:
Fiscal Impact:
Personnel Costs
# of FTE Position Title Pay Grade
Estimated Per Employee Cost Vehicle Costs GL Account Cost Equipment Costs GL Account Cost
Materials, Supplies and Other Costs
GL Account Cost
10-533-522022 $ 110,000.00
TOTAL COST OF FUNDING THIS REQUEST $ 110,000.00
- $ PINK SHEET - SUPPLEMENTAL BUDGET REQUEST
(lowest number is highest priority)
Increase demolition funding
Increase city funded demolition line item from $40,000 to $150,000. The increase request is based on the number of properties that have been ordered for demolition through administrative hearings.
Primarily due to the transfer of demolition funds for property abatement purposes demolitions are becoming backlogged. Staff is recommending a total demolition budget for FY 2020 to help address this backlog. 827 E High $60,000, 805 Monroe $20,000, 519 E Capitol Ave $45,000 and unforeseen expenses $25,000.
Total
- $ Total Personnel Cost $ -
Vehicle Description Total
Total Vehicle Cost $ -
Equipment Description Total
- $
110,000.00 $
Total Equipment Cost $ -
Description Total
Fund 10-General Priority 5 of 5
Department PPS
Division 533-Code Enforce
Summary Description: Detailed Description:
Justification:
Fiscal Impact:
Personnel Costs
# of FTE Position Title Pay Grade
Estimated Per Employee Cost Vehicle Costs GL Account Cost 10-533 $ 50,000.00 Equipment Costs GL Account Cost
Materials, Supplies and Other Costs
GL Account Cost
TOTAL COST OF FUNDING THIS REQUEST $ 50,000.00
Compact Truck $ 50,000.00
PINK SHEET - SUPPLEMENTAL BUDGET REQUEST
(lowest number is highest priority)
Replace two inspection vehicles
The request is for replacement of an inspector vehicle which will remove one of the highest mileage vehicles from the Planning and Protective Services Department fleet.
The vehicles being replaced are a 2005 Ford Explorer with 86,031 miles and 2006 Chevrolet Silverado with 86,217 miles. Removing older, higher mileage vehicles from the fleet will reduce maintenance costs, ensure dependability, and safety for the employee.
Total
- $ Total Personnel Cost $ -
Vehicle Description Total
Total Vehicle Cost $ 50,000.00
Equipment Description Total
- $
Total Materials, Supplies and Other Costs $ - Total Equipment Cost $ -
Description Total
- $
New decision Item:
Create a Property Maintenance Supervisor PositionDescription: Create a grade 18, exempt, supervisory position as the general supervisor for the
Property/Housing Inspectors. The Property/Housing Inspectors have a career ladder to achieve a I or II position. As the number of inspectors duties/outputs increase so does the need for a direct supervisor to report to.
Background: From November 2009 to January 2016, the City had a Senior Housing Inspector at salary grade 18 to supervise 3 Property Inspectors and 2 part-time inspectors. When the Senior Housing inspector left the services of the City, the position was filled at the Property Inspector grade of 16. The 2016 class and compensation study did not review the Senior Housing Inspector position since the Property Maintenance Division was absorbed into the Redevelopment & Grants.
In the past couple years Property Maintenance code enforcement activities have increased due to change in staff, minor City Code changes, internal procedure changes and implementation of new code
enforcement software. As long as staff institutional memory serves, property maintenance code has focused on vegetation and trash issues, and only building issues which posed immediate safety, health, or welfare issue to the public. Many residential structures, vacant, abandoned and occupied, do not meet the City adopted International Property Maintenance Codes (IPMC). The IPMC is a tool staff believes can be used to help improve the quality of life for city residents by addressing property maintenance concerns. Administrative Impact: An existing employee currently serves as Property/Housing Inspector II (grade 16) would be promoted to Property Maintenance Supervisor.
Fiscal Impact: Estimated cost of the new position is:
Annual Reoccurring Costs: Salary from grade 16 to grade 18 $3,110
New decision Item:
New FTE - Property & Housing InspectorDescription: Add a full time employee position for the Property/Housing Inspector I.
Background: The code enforcement program has made great strides over the last couple of years by increasing the number of activities taken, increased compliance, etc. With having more staff will allow a greater coverage of the City and being proactive rather than reactive.
Administrative Impact: None
Fiscal Impact: Estimated cost of the new position is:
Annual Reoccurring Costs: Salary (grade 14) $39,359.85
Training $1,000
Total Reoccurring $40,359.85 One-Time Expense Computer, desk, phone and supplies $6,000
Vehicle $25,000
New decision Item:
Increase funding for Abatement from $15,000 to $37,725Description: The average of the annual abatement cost from 2014 to 2018 is approximately $37,725. The about over and above the budgeted amount has been transferred from other accounts, primarily the demolition account, which is a major contributing factor to the backlog of demolitions. (See table below). Background: The code enforcement program has made great strides over the last couple of years by increasing the number of activities taken, increased compliance, and being proactive. With an increased budget the staff can continue making great strides in code enforcement.
Administrative Impact: None Fiscal Impact: $22,775.00