development community planning

Departmental Performance Plan

PLANNING &COMMUNITYDEVELOPMENT

FY22

Director's Message3

The Department at a Glance4

Performance Initiatives5

Strategic Initiatives9

CONTENTS

2

investSTAT Initiatives1 2

DIRECTOR'S MESSAGE

3

Planning’s focus will be to provide apredictable, reliable, and timely process,and to address City Council's goals andpriorities related to improving permittingand regulatory processes, evolving andupdating the comprehensive plan, andShort-Term Rentals. A key portion of thiswill be to improve the site plan reviewprocess pertaining to stormwatermanagement, helping to streamline thereview process while continuing to provideresiliency to development and protectingthe City in the future.

FY22 Performance Plan Highlights

To provide excellent customer service; superior, rewarding, andresponsive services by meeting or exceeding customers’expectations; protecting and preserving the safety and welfare ofcitizens and visitors by upholding codes, policies, and regulations;and, collaborating and communicating with all stakeholders in allfacets and functions of community design and development.

Department Mission:

Robert "Bobby" J. Tajan, AICP, CFMDirector, Planning & Community Development

Plan Purpose & TenetsThe purpose of this plan is to set expectationsfor the Department’s strategic priorities for FY22(July 1, 2021 - June 30, 2022) and enable theDepartment Director to communicate prioritiesthroughout the organization. The Department Director agrees to manage theDepartment to work toward achieving the goalsand objectives set forth in this plan. To this end,the Department Director also agrees to thefollowing:

1. Accurate & timely intelligence shared byall. The Department Director will work withthe Office of Performance & Accountability,providing access to all department datasources pertinent to the objectives,initiatives, and performance indicatorsoutlined herein.

2. Deploy effective tactics & strategies infurtherance of relevant performance goals.

3. Utilize data to rapidly deploy resources tomeet the tenets of this performance plan.

4. Relentlessly follow-up and routinelyassess relevant data metrics to ensurestrategic priorities are met.

The purpose of this plan is to set expectationsfor the Department’s strategic priorities for FY22(July 1, 2021 - June 30, 2022) and enable theDepartment Director to communicate prioritiesthroughout the organization. The Department Director agrees to manage theDepartment to work toward achieving the goalsand objectives set forth in this plan. To this end,the Department Director also agrees to thefollowing:

Accurate & timely intelligence shared by all.The Department Director will work with theOffice of Performance & Accountability,providing access to all department datasources pertinent to the objectives,initiatives, and performance indicatorsoutlined herein.

Deploy effective tactics & strategies infurtherance of relevant performance goals.

Utilize data to rapidly deploy resources tomeet the tenets of this performance plan.

Relentlessly follow-up and routinely assessrelevant data metrics to ensure strategicpriorities are met.

THE DEPARTMENT AT A GLANCE

Director'sOffice

Provides development liaison services and executive leadership tothe Planning Department, as well as the Planning Support Division,

which provides budget, human resource, financial, technical,customer service, GIS and administrative support.

DevelopmentServices Center

Coordinates the review and approval of subdivision plats anddevelopment plans to ensure engineering compliance with ordinances,

standards, specifications, and City Council requirements.

Permits & Inspections

Administers the Uniform Statewide Building Code and associated lawsand ordinances by issuing permits for, and performing inspections of

building construction, plumbing, electrical, and mechanical systemsinstallation and alteration as well as franchise utility and right of way

permits. Administers the Department of Environmental QualityStormwater and Erosion and Sediment Control regulations as

applicable to private development and franchise utilities.

PlanningAdministration

Provides staff support for land use and planning items considered bythe City Council, Planning Commission, Wetlands Board, ChesapeakeBay Preservation Area Board, Historic Preservation Commission, and

Historical Review Board.

ZoningAdministration

Responsible for the interpretation and enforcement of the City’sZoning Ordinance and provides staff support for Board of Zoning

Appeals. Zoning staff are also responsible for plan implementation,sign permitting, AICUZ compliance reviews and enforcement of the

Short Term Rental program.4

D E P A R T M E N T D I V I S I O N S

R E S O U R C E S *

PersonnelSummary

FY20 FY21 FY22129 128 132

ExpenditureBudget

FY20 FY21 FY22$23.7M $24.3M $19.9M

RevenueBudget

FY20 FY21 FY22$11M $12.6M $7.29M

*VB Resource Management PlanOperating Budget (Adopted FY2021-22)

Long RangePlanning

Long Range Planning provides medium and long term planning policyanalysis and recommendations and maintains and updates the StrategicGrowth Area plans. Transportation Planning coordinates short and long-

range multi-modal transportation issues with regional bodies.

Resources

The Department received funding in the City Housing & Neighborhood Strategy CIPPG100206 - $200,000, and a FEMA Grant - $99,000.

Key Milestones

Design Standards & Review Guidelines for the City's Historic and Cultural DistrictsCompleted by Consultant | Target: Sept. 2021

Historic Preservation Strategic Plan Document Completed by Consultant | Target:Nov. 2021

L&J Gardens recognition on Virginia Landmarks Register and National Register ofHistoric Places | Target: Aug. 2022

Seatack recognition on Virginia Landmarks Register and National Register ofHistoric Places | Target: Nov. 2022

Performance Indicator

% of Milestones Completed On Time | Target: 80%

5

PERFORMANCE INITIATIVE - #1

DESCRIPTION:Accomplish operational

enhancement, improved andupdated planning, and

increased recognition ofunderrepresented

communities in the City’shistoric preservation

program through leveragingof outside funding sources.

H I S T O R I CP R E S E R V A T I O N

G R A N T C O M P L E T I O N

Performance Initiatives are identified by the City Manager's Office and the Department.

Key Milestones

Receive FEMA approval for grant modification | Target: Nov. 2021

Begin project data collection and initial public input | Target: Jan. 2022

Develop and adopt guidelines through a public process | Target: June 2022

Resources

The Department received funding in the City Housing & Neighborhood Strategy CIP PG100206 - $200,000, and a FEMA Grant - $99,000.


# of Citizens that Attend & Provide Input | Target: 500 Participants for all Meetings

6


DESCRIPTION:This project is a combination of

two initiatives that have receivedsupport from City Council.During 2020, City Council

members expressed the desireto address the redevelopment of

aging commercial shoppingcenters with the development ofguidelines for appropriate usesand designs that will not have a

negative impact on adjacentneighborhoods. Also, in 2020,comprehensive planning staffwas requested to revise and

combine the scope of a recentFEMA grant in the Bow Creek

area. The grant will supplementCIP funding and all aspects of

the combined project willaddress flood resiliency

strategies.

G U I D E L I N E S F O RC O M M E R C I A L

R E D E V E L O P M E N T& N E I G H B O R H O O D

R E S I L I E N C Y


Key Milestones

Update Department Webpage | Target: June 2022

Identify and create information brochures on key topic/common processes | Target:Jan. 2022

Establish Quarterly Stormwater Plan Review & Modeling Workshops | Target: Apr. 2022

Resources

The Department received $50,000 from a Service Level 3 request.


# of Views of Newly Created Brochures | Target: 250 Views

7


DESCRIPTION:Overall goal of improvingpublic outreach and the

general dissemination ofinformation to citizens and

customers. Planning isworking with the

Communications Office onvarious improvements to

the departmental webpageto make it more user-

friendly and navigable.Staff is also working with

Communications todeveloper informationalbrochures on key topics,such as food trucks, tobetter share frequently

requested information withour customers.

I M P R O V E DP U B L I C

O U T R E A C H


Audit of Automated Vehicle Locator (AVL) Program - Use and Monitoring (FY20)

Recommendation:Establish a departmental policy and/or procedures for the implementation anduse of the AVL system.

Status: Policy Drafted. Under Review.

Audit of Planning & Community Development (FY17)

Recommendation:Develop a formal policy and procedure document that defines and establishesstaff responsibilities and internal controls over key areas, such as: user access;passwords; and, application maintenance over users, user groups, and FIDs.

Status: In progress. The department anticipates a formalized on boarding and off-boarding process to be in place by Jan. 2022.

Recommendation:Develop a formal policies and procedures document that defines and establishesstaff responsibilities and internal controls over key areas, such as: Paymentreceipt and deposit processes; Safekeeping of funds; Refund process, includingcredit card reversal; Reconciliation process between Accela and InSITE; and,internal control activities (i.e., segregation of duties; management approval ofdeposits, refunds, and reconciliation; and, management monitoring of depositpostings to InSITE and voided, refunded, and reversed credit card transactions).As the Planning Department continues to evolve as one unit, centralizationprovides the potential for increased efficiency in access, data flow, andresources. Management should examine the advantages of centralizing thedeposit and/or revenue processes, then further consider others, such assubmission of expenses and purchasing of supplies.

Status: In progress. The department hopes to finalize process document by Aug. 2021.

8


DESCRIPTION:The listed items are

recommendations from twoaudits from FY17 and FY20

that the Department willcontinue to work towards

reconciling.

O P E N A U D I TR E C O M M E N D A T I O N S


STRATEGIC INITIATIVES

9

K E Y F O C U S A R E A S

GrowingEconomicOpportunity

Strategic Initiatives are assigned from the Key Focus Areas in the City’s Strategic Plan.

Initiative (3.6)

Improve permitting and regulatory processes while keeping in mind the objective tomaintain the character and safety of the community.

Strategic Plan Progress

Visit the Office of Performance and Accountability's webpage to view the City's StrategicPlan in its entirety; additionally, beginning in early 2022, semiannual Strategic Planprogress reports will be shared on the webpage: https://www.vbgov.com/government/departments/performance-accountability

Note: As part of ongoing evaluation, staff may revise measures and milestones as appropriate.

Key Milestones

A. Identify key regulatory hurdles that can be revised to provide better customer service, butstill meet City Council priorities for stormwater and protection of neighborhood character |Target: June 2022

B. Meet with development stakeholders to identify regulatory issues (other than stormwater)that are believed to be process hurdles and vet potential solutions | Target: Dec. 2022

C. Continue to vet and present stormwater regulatory issues, and provide alternatives andsolutions for consideration by the City Manager and/or the City Council | Target: Dec. 2021

D. Establish research planning and zoning policies/recommendations that can: help maintainneighborhood character, provide economic development opportunities, or make thedevelopment the City desires easier to obtain approval | Target: June 2022

https://www.vbgov.com/government/departments/performance-accountability/Pages/default.aspx


ThrivingNeighborhoods


10

K E Y F O C U S A R E A S Strategic Initiatives are assigned from the Key Focus Areas in the City’s Strategic Plan.

Initiative (4.1)

Evolve and update the Comprehensive Plan to balance development with neighborhoodcharacter, affordability, and livability.


Visit the Office of Performance and Accountability's webpage to view the City's StrategicPlan in its entirety; additionally, beginning in early 2022, semiannual Strategic Planprogress reports will be shared on the webpage: https://www.vbgov.com/government/departments/performance-accountabilityNote: As part of ongoing evaluation, staff may revise measures and milestones as appropriate.

Key Milestones

A. Plan and restart the Comprehensive Plan public outreach process to obtain public input |Target: Nov. 2021

B. Create multiple programs for public input to engage all citizens | Target: Nov. 2021

C. Obtain specific public input in regard to development on major corridors and reuses ofoutdated shopping centers | Target: Jan. 2022

D. Work with the Planning Commission to vet public comments and create proposed planningpolicies | Target: April 2022

E. Draft Planning Commission policies into Comprehensive Plan framework for publiccomment/input | Target: July 2022

F. Brief the City Council on progress of plan | Target: Dec. 2021

G. Complete draft Comprehensive Plan for review through the public process | Target: Sep.2022



ThrivingNeighborhoods


11

K E Y F O C U S A R E A S Strategic Initiatives are assigned from the Key Focus Areas in the City’s Strategic Plan.

Initiative (4.5)

Establish clearer criteria and greater enforcement of short-term rental properties.


Visit the Office of Performance and Accountability's webpage to view the City's StrategicPlan in its entirety; additionally, beginning in early 2022, semiannual Strategic Planprogress reports will be shared on the webpage: https://www.vbgov.com/government/departments/performance-accountability

Note: As part of ongoing evaluation, staff may revise measures and milestones as appropriate.

Key Milestones

A. Fill new Short-Term Rental positions provided in the FY 2022 Adopted Budget | Target:Aug. 2021

B. Establish a clear workflow for Short-Term Rental Zoning Permit and Inspection process |Target: Nov. 2021

C. Maintain ongoing Short-Term Rental site inspections including weekend reviews | Target:June 2022

D. Notify property owners listed in third-party software, as operating short-term rentals, ofthe Zoning Permit requirements and process | Target: Nov. 2021

E. Update the short-term rental website with all current regulation information, and createhandouts and information for the public | Target: July 2021

F. Establish a VB311-Police Department-Zoning partnership to develop an inspection andcomplaint process | Target: Nov. 2021



INVESTSTAT INITIATIVES

12

Key Investments from FY22 Resource Management Plan

$61k (1 FTE) DSC Stormwater Reviews <5,000 sq.ft.$450k (2 FTEs + Technology) Short-Term Rentals Software & Weekend Enforcement

investStat Initiatives are assigned from the investStat program that tracks high-priority projects,efforts, or initiatives that recieved additional resources as part of the budget process.

FY22 Departmental Performance PlansPlanning & Community Development

Building 212408 Courthouse Drive

Virginia Beach, Virginia 23456

(757) 385 - 7847

development community planning

Documents