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still take a conservative approach to forecasting, but provide the flexibility to complete <br />necessary tasks. <br />2. Reclassify Permit Technician Assistant to Permit Technician. Ms. Krueger has successfully taken <br />on additional duties beyond what was originally anticipated based on previous and forecasted <br />levels. Additionally, Ms. Krueger has successful passed her certification as a Permit Technician <br />through the International Code Council (ICC). <br />a. Metrics for Reclassification: <br />i. Obtain ICC Certification as a Permit Technician (complete) <br />ii. Obtain at least one (1) year of experience (complete) <br />iii. Demonstrate proficiency with Administration Chapter of State Building Code <br />(complete) <br />3. Assign Inspection Hours and Job Shadow Opportunities for Building Inspection Technician. <br />This would provide additional depth and back up to the department and career advancement <br />opportunities. While the City does contract for additional inspection services, there is the <br />potential that this service is not available for short period of times, especially in last minute <br />schedule changes. The Building Official is the only inspector directly employed by the City. All <br />inspections beyond that are handled through contracted employees. The Building Inspection <br />Technician has indicated a desire for career advancement and would ultimately like the <br />opportunity to gain necessary experience to one day become a building official, if a situation <br />were to present itself. This also has the effect of enforcing the recommendation to reclassify the <br />Permit Technician Assistant to Permit Technician to address the gap left in administrative duties. <br />a. Metrics for Reclassification (future leadership role): <br />i. Obtain ICC Certification as a Building Official <br />ii. Obtain at least two (2) years of considerable field inspection experience <br />iii. Obtain at least two (2) years of considerable plan review experience <br />iv. Complete one (1) course focused on leadership development <br />4. Code Enforcement <br />a. Alternative A — Contracted Services <br />i. Increase the hours of the planning consultant for Planning Code Enforcement. <br />Staff originally proposed a full-time Assistant Planner for this and other roles <br />within the organization with the 2016 Budget. This item was ultimately removed <br />from the 2016 Budget. This provides the necessary flexibility to address market <br />conditions if actual revenues are below forecasted revenues. <br />ii. Increase the hours of the building code consultant for Building Maintenance <br />Code Enforcement. Staff originally proposed a full-time Assistant Planner for <br />this and other roles within the organization with the 2016 Budget. This item was <br />ultimately removed from the 2016 Budget. This contracted alternative provides <br />the necessary flexibility to address market conditions if actual revenues are <br />below forecasted revenues. <br />b. Alternative B — Hire a Full -Time Regular Assistant Planner <br />i. This is a common approach for many communities. This would provide a more <br />consistent level of service. However, this would reduce the City's flexibility to <br />respond to lower than forecasted annual revenues. <br />5. Implement ePermits (non -plan review permits). This process is already underway. <br />Community Development Staffing Plan <br />Page 5 of 7 <br />DRAFT: April 7, 2016 <br />