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6. Implement eScheduling. This process is already underway. <br /> 7. Implement ePlanReview. This product would make a more efficient use of plan review time. <br /> Multiple Plan Reviewers can review at same time (currently sequentially). Time administering <br /> between plan reviewers is reduced. This opportunity was not fully known/vetted at time of <br /> preparation of the 2016 Budget. <br /> These recommendations are considered long term solutions provided the average activity levels remain <br /> consistent. As actual levels increase or decrease, so will recommended resources. <br /> Additional Alternatives <br /> 1. Delegate supervisory responsibility of Building Division Employees (Building Inspection <br /> Technician, Permit Technician Assistant)to the Building Official. This would have a budgetary <br /> impact as a re-classification. Due to the relatively small size of the department comparatively to <br /> peer communities, Staff would not recommend this change, but would consider this alternative <br /> in the future as average activity levels demand. <br /> 2. Hire a Part Time Building Inspector (regular, not seasonal) in lieu of contracted services. Staff is <br /> pleased with the current level of service provided, and would not recommend this change until <br /> necessary. Staff will re-evaluate this if there were changes in workload volume or quality of <br /> service. <br /> 3. Hire a Part Time Staff Member in the Planning Division in lieu of contracted services. Staff is <br /> pleased with the current level of service provided, and would not recommend this change until <br /> necessary. Staff will re-evaluate this if there were changes in workload volume or quality of <br /> service. <br /> Average Levels <br /> • 150 New Households <br /> • 1 new apartment building every 2-3 years <br /> • 25,000 SF of new commercial/industrial or two (2) buildings <br /> • 5,000 SF of new retail space (or one [1] building) every 2-3 years <br /> Staff would recommend changes to this staffing plan by adding additional City Staff only if the following <br /> metrics were experienced. <br /> • +50 New Households (200 HH total) per year <br /> • +50,000 SF of new commercial/industrial or two (2) buildings (75,000 square feet or four(4) <br /> buildings total) per year <br /> • Residential Plan Review exceeded 10 Business Days by more than 25%of the time within a 12 <br /> month look back period <br /> • Commercial/Industrial Plan Review exceeded 30 Business Days by more than 25%of the time <br /> within a 12 month look back period <br /> • Inspection Window exceeded 48 Hours by more than 25%of the time within a twelve month <br /> look back period <br /> • More than 20%of phone calls per day are not returned by 4:30 by more than 25%of the time <br /> within a twelve month look back period <br /> Community Development Staffing Plan <br /> Page 6 of 7 <br /> DRAFT: August 2, 2016 <br />