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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. Increase hours to aide homeowners and business owners through Zoning Administration and <br /> Land Use Planning(Planning Division) <br /> a. Alternative A—Contracted Services <br /> i. Increase the hours of the planning consultant. Staff originally proposed a full- <br /> time Assistant Planner for this and other roles within the organization with the <br /> 2016 Budget. This item was ultimately removed from the 2016 Budget. This <br /> provides the necessary flexibility to address market conditions if actual <br /> revenues are below forecasted revenues. <br /> ii. Increase the hours of the building code consultant. Staff originally proposed a <br /> full-time Assistant Planner for this and other roles within the organization with <br /> the 2016 Budget. This item was ultimately removed from the 2016 Budget. This <br /> contracted alternative provides the necessary flexibility to address market <br /> conditions if actual revenues are 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: August 2, 2016 <br />