The URL can be used to link to this page

Home My WebLink About4F - 1996 Annual Building Report ~_~.4-~ 1996 - ANNUAL BUILDING REPORT Gary Staber, Building Official CITY OF PRIOR LAKE 1996 - ANNUAL BUILDING REPORT Departmental DescriDtion: The City of Prior Lake Building Inspection Department (B.1.0.) 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 Uniform Mechanical Code, the Minnesota Energy Code, and the Minnesota Plumbing Code. The B.1.0. 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 1996, Prior Lake set a record for the most active construction season ever recorded. The total valuation for all construction activity within the community totaled $51,479,015.02. A grand total of 1,125 permits were issued with 257 total residential dwelling units (of which 238 were single family homes) being added to the community. Industrial and commercial activity increased as one industrial building was constructed in the Business Industrial Park, one gasoline service station was rebuilt and a school addition is in progress. A record $683,147.49 in revenues were collected. (And, a record of $407,667.79 was generated after expenditures.) The total General Fund expenditure for Building Inspection in 1996 (including the additional $30,000.00 allocation approved by the Council) was $275,480.00. The remainder of the Building related revenues $407,667.79 were contributed to the General Fund Budget to support other departments building related activities. 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 60,000,000.00 10,000,000.00 50,000,000.00 40,000,000.00 z o ~ 30,000,000.00 :;) ..J ~ 20,000,000.00 0.00 1988 1989 1990 1991 1992 1993 1994 1995 1996 YEAR 1 1996 - 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 1996, we issued 238 permits for new single family dwellings with a construction valuation of $31 ,988,516.29. This translates into approximately sixty-five per cent of the departmenfs total valuation. The bar graph below gives a historical comparison of new single family home permits. SINGLE FAMILY HOME ACTIVITY CHART 1988 - 1996 250 /i-------------------------------------------------------i ~ 200 - ::::iE 0::: ~ 150 . LL o ffi 1 00 In :E ~ 50 . Sinale Familv Homes Q 1988 1990 1992 YEAR 1994 1996 2 1996 - 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. TOTAL BUILDING & MISCELLANEOUS PERMITS 1988 -1996 1400 /r---------------.-------------...---------- -------------. 400 1200 1000 800 NUMBER OF PERMITS 600 200 o <0 <0 Ol ~ Ol <0 Ol ~ m OJ Ol ~ N CO) m m ~ YEAR .,. Ol Ol ~ LO Ol Ol ~ ~ Ol ~ 3 1996 - ANNUAL BUILDING REPORT With high activity levels large revenues are expected to be generated, and this was the case in 1996 as we broke the record for revenues received. For a second year in a row, revenues were up thirty- two per cent from the previous year. The bar graph below shows a historical comparison of revenues received. 700,000.00 600,000.00 500,000.00 en w 400,000.00 :) Z W > 300,000.00 W IX: 200,000.00 100,000.00 REVENUES 1990 -1996 0.00 1990 1991 1994 1996 1995 1992 1993 YEAR 4 .1990 .1991 . 1992 . 1993 . 1994 .1995 .1996 1996 - 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 ~maller cities does not have the staffing or financial 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 1996, the department processed a total of one-hundred and one complaints. Out of the one-hundred and one complaints filed, all but eight files have been closed and staff is working on the remaining cases with compliance programs. The attached computer report details our complaint activity for 1996. Leasl Aspects: When investigating ordinance violations ancllor 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 reviewed and approved by our prosecuting attorney when dealing with ordinance violations. This process has been most effective in that we resolved all of our 1996 complaints without court intervention. This creates a W1NIWIN 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 thirteen year tenure with the City of Prior Lake, this department has not been involved in any building code related law suits. 5 1996 - ANNUAL BUILDING REPORT 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 1996, after subtracting all operational costs, the B.I.D. generated an excess revenue of $407,667.79. The following bar graph shows a historical comparison of expenditures and revenues. 700,000.00 600,000.00 500,000.00 Z 0 400,000.00 i= <( ::) 300,000.00 ...J ~ 200,000.00 100,000.00 REVENUES VS. EXPENDITURES 0.00 1989 1990 1991 1992 1993 1994 1995 1996 YEAR 6 . Revenues . Expenditures 1996 - 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 1996, 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, and three full-time temporary positions. 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 four temporary positions are as follows: 1. Julie Hagen 2. Jason Mars 3. Michelle Olwell 4. Val Graves Full Time Temporary Building Inspector Full Time Temporary Code Enforcement Officer Full Time Temporary Building Inspector Full Time Temporary Secretary 1996 was the second 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. Equipment Status: The upgrading of the City computer system in 1996 was the beginning of the computerization process for the B.I.D. A concentrated effort was 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. 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 periods 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 commerciallindustrial projects, while minor projects are additions, decks, porches, etc. 7 1996 - ANNUAL 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, 1996 was a challenging year for the 8.1.0. 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 8.1.0. 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