2018-2019 Adopted Budget

PLANNING

PROGRAMS

2016-17

2017-18 Budget

2018-19 Adopted

2019-20 Projected

Actual

Planning

Provides assistance to the community in development and permit review processes; develops and carries out plans in strategic locations and provides general information to decision makers and the public to support quality growth throughout the city. Carries out the adopted Comprehensive Plan, redevelopment plans, and other small area plans to ensure high quality growth and focused development for the community. Administers, enforces, interprets, and amends land development codes and the local Historic Preservation Program. Processes subdivisions, annexation petitions, street closings and other actions as requested. Provides necessary staff support for the Zoning Commission, Planning Board, Board of Adjustment, Historic Preservation Commission, Redevelopment Commission, and other appointed bodies. This program also includes the administration of two Municipal Service Districts.

Appropriation

1,824,113

2,137,093

3,134,011

3,205,874

Full Time Equivalent Positions

17.4

18.7

23.4

23.4

Departmental Goals & Objectives

 Provide excellent customer service and problem solving approaches that promote quality growth and development throughout the city.  Collect, maintain, and share data, information and analysis regarding Greensboro's growth and development trends.  Ensure public access and transparency throughout the development process, including the operation of Boards and Commission supported by Department Staff.  Provide leadership in promoting sound development practices through the effective application of land development codes, identifcation of best practices, and engagement of the public in future land use planning activities that result in clear visions and implementation strategies.

2016-17

2017-18

2018-19

2019-20

PERFORMANCE MEASURES

Actual

Budget

Adopted

Projected

Efficiency Measures  Number of area plan or comprehensive plan implementation tasks initiated or completed

21

5

5

5

 Percentage of Plans Reviewed within the Established Goal of 5 Business Days (High Priority) and 10 Business Days (Normal), respectively

89%

95%

95%

95%

2016-17

2017-18

2018-19

2019-20

BUDGET SUMMARY

Actual

Budget

Adopted

Projected

Expenditures:

Personnel Costs

1,471,483

1,654,755

2,080,628 1,053,383

2,150,489 1,055,385

Maintenance & Operations

352,630

482,338

Capital Outlay

0

0

0

0

Total

1,824,113

2,137,093

3,134,011

3,205,874

Total FTE Positions

17.400

18.700

23.400

23.400

Revenues:

Licenses/Permits

41,794

40,000

34,920 327,800 366,700

34,920 138,235 366,700

Transfers From Other Funds

0

0

User Charges

270,273

344,035

All Other

1,559

5,075

5,500

5,500

Subtotal

313,626

389,110

734,920

545,355

General Fund Contribution

1,510,487

1,747,983

2,399,091

2,660,519

Total

1,824,113

2,137,093

3,134,011

3,205,874

BUDGET HIGHLIGHTS  The FY 18-19 Budget is increasing by $996,918, or 46.7%, and increasing by 4.7 FTEs.  The Economic Development & Business Support (EDBS) Program is moving into the Planning Department in FY 18- 19, accounting for $799,589 of the total increase. The program includes 2.0 FTEs. (See the EDBS program page in the “General Government” section of this document for program description and other information.)  Zoning enforcement is moving into the department in FY 18-19 from the Code Compliance Division within the Neighborhood Development Department, including 2.0 FTEs.  A portion of a Planner, 0.7 FTEs, is being transferred from the Nussbaum Fund to the General Fund.

Adopted FY 2018-19 Budget

90