Board of Adjustment

Jan. 13, 2020

S-3 BOA WORKGROUP COMPILATION — original pdf

Thumbnail of the first page of the PDF — Page 1 of None page

Board of Adjustment LDC WorkgroupRecommendations, Comments & Questions on Proposed LDC (to share with City Council)11/4/2019 -- Compiled by Don Leighton-Burwell, BOA Chair; updated 11-25-2019Code Section / Issue for ConsiderationWorkgroup Synopsis (with support of BOA)General Comments by BOA WorkgroupRECOMMENDATION: BOA Workgroup does not support this shift of approvals to City Staff (e.g. MUPs and "Minor Adjustments"). COMMENT: The zoning code and general planning requirements (Chapter 23-3 and 23-4, respectively) are better-written than current code, with clearer language and better graphics and format. The proposed new regulations are simpler and more prescriptive, with fewer exemptions and exceptions. RECOMMENDATION: Graphic examples (and commentaries regarding intent) of development rights (similar to the Signage Chapter 23-7 of the proposed LDC), would help laypeople more fully understand the LDC.COMMENT: Increases in housing supply should result from a code that is simpler and clearer—simplicity and clarity equal predictability, which equals greater ease of use...which equals greater ease of review...which equals faster reviews...which equals, per unit time, more housing created.RECOMMENDATION: Increases in Housing Supply do NOT equal increases in Affordable Housing Units (per Staff's Report Card); preservation of existing affordable units must play a role.RECOMMENDATION: Where an ADU is allowed (within a Residential Zone), the accompanying table should make that clear by creating an "ADU column" between “Principal Dwelling Units” and “Width.” COMMENT: Concern that lack of or poor public notice may diminish appeal rights of people contesting City Staff interpretations, determinations and approvals.RECOMMENDATION: Request Staff to continue work on BOA "Heat Map" (and update of AMANDA) to better track permits, appeals, variances, special exceptions; this will allow people to access information more easily and thus support both clarity and transparency of City processes.RECOMMENDATION: BOA wants to be able to track common variance requests to serve as basis for possible LDC amendments.INTRODUCTION:GENERAL PROVISIONS23-1A-3030 (C) (2) (a) (i and ii) Types of Administrative Decisions; A decision by the responsible director on an application for:(i ) A site plan or minor use permit;RECOMMENDATION: BOA Workgroup does not support MUPs, as public input is not required as part of this streamlined process and diminishes public input that is currently required by a CUP.(ii) A minor adjustment or alternative equivalent compliance (See sections later in this document…)23-1A-4010 (A) Consistency Requirement. “Legislative, quasi-judicial, and administrative decisions under this Title must be consistent with the Comprehensive Plan, as required by Article X of the City Charter.”COMMENT: Adherence to the Comprehensive Plan (Imagine Austin) …

Jan. 13, 2020

S-4 NEW BUSINESS BUDGET CALENDAR 2021 — original pdf

MEMORANDUM TO: Boards and Commissions FROM: Ed Van Eenoo, Deputy Chief Financial Officer DATE: November 8, 2019 SUBJECT: FY 2020-21 Budget Calendar The City is committed to an inclusive and transparent budget development process that utilizes resident and stakeholder feedback to ensure budget priorities are being met. An important component of this process is input received annually from the City’s various boards and commissions. Over the past several years, your unique perspectives on the needs of our community coupled with your knowledge of City operations have resulted in a significantly more equitable and effective allocation of City resources. Earlier this year, the State legislature lowered the cap on allowable property tax revenue growth to 3.5% annually without voter approval, significantly impacting our ability to balance future budgets in the face of growing demands for City services. Numerous initiatives to ensure the City’s long-term financial sustainabilitywhile maintaining high-quality municipal servicesare already underway. These include: A review of existing programs for potential business process improvements, efficiency audits conducted by outside experts, ensuring the alignment of existing City programs to Strategic Direction 2023, a review of the City’s retirement systems, and a comprehensive look at options for increasing General Fund revenue. Another effect of the new revenue cap legislation is the need to advance the annual budget cycle by approximately one month in order to preserve the option for the City Council to call a tax rate election should that prove necessary to meet policy objectives. The Council approved calendar for the FY 2020-21 budget is shown below: May 8Department Budgets Due to the Budget Office July 13Presentation of the FY20-21 Proposed Budget to City Council July 23First Budget Hearing July 28City Council Budget Work Session July 30Second Budget Hearing August 4City Council Budget Work Session August 12Tax Rate Hearing and Budget Adoption S-4/1 Please note that department budgets are due to the Budget Office this year on May 8. As such, any budget recommendations from boards and commissions will ideally be provided to departments no later than mid-April. In light of the significant restrictions on property tax revenue growth that we will begin experiencing next year, your recommendations should focus on the efficiency, effectiveness, and equity of existing City programs. xc: Spencer Cronk, City Manager Assistant City Managers Chief Financial Officer S-4/2

Jan. 13, 2020