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Home My WebLink About4B - Building Permit Report CITY OF PRIOR LAKE Summary of Building Permits Issued Month of FEBRUARY. 1996 II. II . II t~~~~~~~~~JRgl_I~~~~~~I~~~~~ II .. Single Family 9 1,041,292.22 10 1,605,390.00 19 Dwellings 0 0 0 0 1 Other Dwellings # Units -- -- -- -- -- Dwelling Units Removed Q Net Change :t9 0 0 0 0 0 Residential Garages 0 0 0 0 0 Industriall Commercial 0 0 0 0 0 Misc. Permits -- - -- -- - ADDITIONS AND ALTERATIONS 12 268,494.00 9 133,420.00 21 1. Residential 2. Industrial & 2 307,000.00 1 24,223.00 4 Commercial 3. Mechanical 25 154,340.00 24 75,685.00 59 Permits 48 1,771,126.22 44 1,838,718.00 104 TOTAL $3.892.925.33 BS0296.00C ..... .......,....... -............,.......-....-.---...............----.,.. . ~ 1995 - ANNUAL BUILDING REPORT Gary Staber, Building Official CITY OF PRIOR LAKE 1995 - ANNUAL BUILDING REPORT Departmental Description: The City of Prior Lake Building Inspection Department (B.I.D.) is responsible for the application, administration and enforcement of the Minnesota State Building Code. The Minnesota State Building Code consists of several construction documents including the Uniform Building Code, the National Electric Code, the UAiform Mechanical Code, the Minnesota Energy Code, and the Minnesota Plumbing Code. The B.I.D. also enforces certain land use codes as regulated by the Prior Lake City Code such as weeds, junk vehicles, garbage and refuse, fencing, and erosion control. Emphasis is placed on managing the department with service orientated goals and objectives designed to provide support to the construction community and the tax payer. Statistical Data: In 1995, Prior Lake set a record for the most active construction season ever recorded. The total valuation for all construction activity within the community totaled $39,672,929.21. A grand total of 880 permits were issued with 219 residential dwelling units being added to the community. Industrial and commercial activity increased as four industrial buildings were constructed in the Business Industrial Park and one office building was constructed in the downtown area. A record $502,679.00 in revenues were collected and a record surplus of $280,432.00 was generated after expenditures. The bar graph below gives a historical comparison of total construction valuation which is the best guide in determining overall department activity. TOTAL CONSTRUCTION VALUATION 40.000.000.00 35.000,000.00 30,000,000.00 25,000.000.00 Z 0 fi 20,000,000.00 ;:) ..J ~ 15,000,000.00 10.000,000.00 5,000,000.00 0.00 11188 1_ 1llllO 1981 1982 1883 1984 1985 YEAR 1 1995 - ANNUAL BUILDING REPORT New single family homes were the largest contributor to our activity levels in comparison to any other type of building permit. In 1995, we issued 173 permits for new single family dwellings with a construction valuation of $25,632,397.30. This translates into approximately sixty-five per cent of the department's total valuation. The bar graph below gives a historical comparison of new single family home permits. · SlrG..E FAMLY ta.t= AC11\AlY 0iART 1& - 1995 ,./..1---..--.-----..-.---..---..-..--.--......-...................---~-~.............-....~,-"._..-,---.-_.- tn I- ~ ~ W A. I.L o ~ w m ~ ::>> z ~ ~ 1988 1989 1990 1991 1992 1993 1994 1995 YI:AR 2 1995 - ANNUAL BUILDING REPORT Another indicator of department activity is the total number of permits issued during the year. This can be deceptive in that several smaller permits may give the impression that activity is on the increase but in reality the size of the construction projects is a better gauge. The bar graph below gives a historical comparison of the total number of permits issued. 1ODtl.BJLCN;FBftfIS 1IB-1II5 ,....._'__w_______._.___________._____________~__..~________~_._ _.,__,_ - ! i N..MIRa=RR\I1S ITdB Bti'gRmts 1913 1m 111) 191 1m 'SB S 15B5 'tt:ifR 3 1995 - ANNUAL BUILDING REPORT With high activity levels large revenues are expected to be generated, and this was the case in 1995 as we broke the record for revenues received. Revenues were up thirty-two per cent from 1994 to 1995. The bar graph below shows a historical comparison of revenues received. fBIENES 1989 -1995 tn W ;:) Z W > w a: 19B 19:D 1!B1 1m3 1594 15m 1912 ~ 4 11~ 119:D 11!B1 11912 11m3 11594 119:15 1995 - ANNUAL BUILDING REPORT CODE ENFORCEMENT As stated earlier in this report, the B.I.D. is also responsible for code enforcement, specifically weeds, junk cars, garbage and refuse, fencing and erosion control. Prior Lake like many other smaller cities does not have the staffing or fina ncial resources to maintain an active inspection process to ensure code enforcement. City policy dictates that after receiving a complaint from the public of possible ordinance violations, an investigation is completed and any violations are processed accordingly. In 1995, the department processed a total of ninety-six complaints. Out of the ninety-six complaints filed, all but four files have been closed and staff is working with the remaining four cases with compliance programs. A summary of ordinance violation activity is as follows: Tvoe of violation Number of investiaations Garbage and Refuse Junk Vehicles Weeds Building w/o Permit Sign Ordinance Home Occupations Rental Complaints Erosion Control Fencing Misc. 35 18 17 10 3 3 3 3 3 3 Total Number of Investigations 96 SDecial AccomDlishments: Operating a service orientated department with high activity levels does not leave much time for the undertaking of special projects above and beyond the scope of normal job duties. Last year, however, the Prior Lake Fire Department vacated their old facility next to City Hall and moved into the new facility in the Business Industrial Park. Before the old fire hall could be reused for other activities substantial remodeling was required. The Police Department desperately needed locker room facilities, evidence storage and a small meeting room. The B.I.D. formulated a plan for the remodeling and initiated the bidding process to get the remodeling project underway. The bids we received were out of our budgetary reach as the lowest bid was $49,000.00. Our only alternative was to assume the role of the general contractor and try to cut costs to fall within the budget. We were able to use local subcontractors and reduce the base construction bid down to $19,817.00. The remodeling project was completed on time and under budget resulting in a net savings to the City of over $30,000.00. Special commendation to Jay Scherer for his efforts in undertaking this project. 5 1995 - ANNUAL BUILDING REPORT Legal Aspects: When investigating ordinance violations and/or building code violations our goal is to achieve compliance with minimum involvement from the courts. The B.I.D. uses a formal notification procedure that has been reviewecf and approved by our prosecuting attorney when dealing with ordinance violations. This process has been most effedive in that we resolved all of our 1995 complaints without court intervention. This creates a WINlWIN situation because compliance has been achieved in a short timeframe, costs associated with enforcement are reduced, and staff time is maximized by staying out of the court room. It should also be noted that one of the benefits of operating a proactive B.I.D. is reduced time and expense in litigating building code related law suits. In my twelve year tenure with the City of Prior Lake, this department has not been involved in any building code related law suits. Income vs. Expenditures It is important to realize that from a budgetary perspective the B.I.D. is a self-sufficient department in that all operational costs are paid through permit related revenues. The construction community and this department are not being subsidized by the tax payer as revenues collected often exceed expenditures. In 1995, after subtracting all operational costs, the B.I.D. generated an excess revenue of $280,432.00. The following bar graph shows a historical comparison of expenditures and revenues. REVENUES VS. EXPENDITURES em.ooo.co Fl ~ 500.000.00 400,000.00 ~I >>>.~OO 200,000.00 100.000.00 0.00 1888 1lll1O 111111 1882 18113 11184 111115 YEAR 6 1995 - ANNUAL BUILDING REPORT Personnel Status: The most valuable resource the B.I.D. has is, it's dedicated staff. With the high activity levels experienced in 1995, B.I.D. staff did a remarkable job in providing professional services within acceptable time frames. Staffing last year consisted of four full-time permanent positions, one full-time temporary position and one part-time temporary position. The four full-time positions are as follows: 1. Judy Pint 2. Paul Baumgartner 3. Jay Scherer 4. Gary Staber . Department Secretary Building Inspector I Code Enforcement Building Inspector I Code Enforcement Building Official The two temporary positions are as follows: 1. Julie Hagen 2. Jim Davis Full Time Building Inspector Part Time Code Enforcement Officer 1995 was the first year in which we utilized the position of the part time Code Enforcement Officer. In the past ordinance violations were processed on a staff availability basis and often times we fell behind and were unable to process some of our complaints. Last year we were able to increase our level of service in responding to ordinance violations and consequently we remained current in processing and responding to complaints. EauiDment Status: The upgrading of the City computer system in 1995 was the beginning of the computerization process for the B.I.D. A concentrated effort is being made to acquire a stand alone software program to aid the department in administrative functions. Computerization of the B.I.D. will be an ongoing process in that future hardware acquisitions will pursue lap top computers and portable printers in the field, modem capabilities, and direct dial telephone options. Automobiles in the B.I.D. are old police vehicles which in the past have been turned over with approximately 50,000 miles of use. With the Police Department now keeping their vehicles slightly longer we will be receiving higher mileage vehicles and experience has shown that repairs and dependability become more of a consideration. These concerns will be addressed in the 1997 budgetary process. Goals & Obiectives: In a service orientated department performance is measured to a large degree in the amount of time it takes to provide a required service. Because it is not realistic to budget full coverage for all peak penods of activity, our service and turn around times can fluctuate throughout the construction season. The B.I.D. operates under the following service schedule: Permit Processing: Processing of major projects is completed within ten working days, ninety per cent of the time. Minor projects are processed within five working days, ninety per cent of the time. Major projects are considered to be new homes and commercial/industrial projeds, while minor projects are additions, decks, porches, etc. 7 I 1995 - ANkUAL BUILDING REPORT Inspections: Same day inspection service is provided eighty per cent of the time, if requested before 9:00 A.M. Next day service is provided one-hundred per cent of the time. Complaints: All ordinance violation complaints are investigated and referred to appropriate agencies within five working days, ninety per cent of the time. Notification procedures to begin with ten working days, ninety per cent of the time. ReDort Summarv: In retrospect, 1995 was a challenging year for the B.I.D. for several reasons. With construction activity at a record high, technology and time management have become important tools in maintaining acceptable levels of service. Records were broken for overall activity, construction valuation and revenues collected. Consequently, more demand is being placed on the B.I.D. to provide more services within set timeframes. With a large stock of new homes the demand for services on smaller projects such as decks, porches and basement finishes increases. Home owner driven projects require more time be devoted by City staff to educate the home- owner/contractor as well as provide the basic services of an inspection department. Additional staffing allowed us to increase our level of service, and consequently complaints regarding ordinance violations were investigated promptly and for the first time, we achieved a closure rate of ninety-six per cent with the other four per cent being on compliance schedules. 8