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HomeMy WebLinkAbout02-City Administrator '. " ..'r~'- .' ~.'.- .;..": .--:-. . C I T Y 0 ~ A N B B R ~ R DIN 0 INTllbFFICB KEMORAftOUM 8911-2721 . TO: Marshall JUlian, City Administrator Larry E. Reed, Director ot Building and Proposed Organilation.l Changes and Newly Combined Department November 17, 1989 Jim Richardson, Deputy City Administrator; W. R. Holcomb, Mayor I "fety /rlA . Statting of FROM: SUBJECT: DATE: COPIES: ------------------------------------------------------------- Transitional Chanaes The following organization Department. To be closer to the Planning operation, I have moved into the Planning Director's Office (Brad Kilger's Office). Dean Pagel, Building Inspection Supervisor and Don Hesterley, Code Enforcement Supervisor, have moved into my forwer office. This use of my former space accomplishes two purposes: changes are transitional changes leading to an that better meets the objectives of the new 1. provides space for both Alex Valenzuela, Code Enforcement Officer (overfill) and the Building Inspector position that has been vacant. This vacancy is scheduled to be filled within the next few weeks. 2. for the first time provide an enclosed / private office for the two supervisors that between them supervise a staff of twenty plus. I have also placed the Building Division front counter staff within the former Planning Department Administrative Support Section headed by Mary Freiberg (Planning's Senior Secretary)~ The new Department has also begun the proc~sa'c,of cross training former Planning and Building counter~~~erks to do~ each other's work. I am also planning to remove all the Department's phone' reception, inspection.reqUi.sta lines,; inclUding Inspection recorder phone (LINK) awaY'fro.~!..fr:C?.I!.t;~( counter. With the high volume of deVelopment~1;~nt. '~l!~'~' incoming calls, having a counter clerk handle both;:createstoo . .any conflicts and confusion. Why should a newly arrived customer by phone be served before the longer waiting customer at the counter? j. '. ~. . INTEROFFICE MEMORAND~ 8911-2721 Proposed Organizational Change. November 17, 1989 Page 2 . .I cT:'!. .... . . This interim or transitional organization has six supervisors / managers reporting directly to me. The following chart depicts the situation: oS Administrative Su ort " Code Enforcement Front Counter Management Support & Finance Proposed Chanqes: With the volume of contact the Department Director has with the public, involvement with Council members and the Mayor and the number of meetings, having six Supervisors / Managers report directly to me is too many. I am therefore recommend ing the following organizational structure and staffing additions. This organization has three (3) managers reportinq to me. ~lannina & BUildina Oepartmen~ Advanced Planning Building & Safety Division Planning Division Check ldinq ection Code ntorcement Front Counter Manag ment_ Support & Finance -- .' .-. "'- '. A. The new Department would h;;~ ;."a Pendt. Services Divii~if~' This new Division would have an Adllinistrative Support Sectio9~. with two work groups: (Front Counter Group and' Clerical/Financial Support Section) and a Plan Check Section. Plan Checking is proposed in this Division to provide better L INTEROFFICE KEMORANDUMa8911-2721 4It Proposed Organizationa hangea November 17, 1989 Page 3 . -....c... /._ -.~.:;: .;;~-.- 4It 4It service to City Development CUstomers. Thia Division would operate the City's Permit and Information Center in the Thr1ftr Building. Senior Plan Check Engineer (1) 'b 1 Plan Check Engineer (1) , . Plan,coeeker ('l'e Planner II (1) u Office Manager(l)'e anaqement Financial Support Counter Technician(2)'d , Counter Clerk (2) Typist C1erk(2) I Account Clerk(l) This Division establishes the organizational structure for achieving the City's desired development procedure and proces- sing improvements. All the positions for this Division have been previously identified. (see Jim Richardson, Deputy City Administrator's memo dated November 15, 1989 entitled Development Services Center [DSC)). B. The new Department WQuld have a restructured Building and Safety Operation composed of Building Inspection Section and COde Enforcement Section (minus Plan Check Section) headed by . a Division aanager to be called Assistant Building Official. This positron as a management / control position is also identified in Ji. Richardson's memo of Noveaber 15, 1989, although at a higher level than indicated. I am proposing this Division Manager position be created tro. exi~t1ng statt,. as a promotion opportunity and a Typist Clerk .~..: added in support ot the Inspectors and Certificate ot Occupancy Pro- ~. gram. , .,. o' ~ _ ... " ~. , . , ": .~!;~..-~ .~3;' -:=::-.-~ "'. I . . INTEROFFICE MEMORAN~ 8911-2721 . Proposed Organizationa,.rChanges November 17, 1989 Page 4 .,~,l;" .. . Code Enforcement (l)'g ~pist Clerk 111(1) Typist Clerk 11(1) Senior Insp (1)'h Code Officer(4)'i Senior Insp (1) ode Officer (6) Senior Insp (1) Building Insp (2) enior Insp (1) Building Insp (2) Senior Insp (1) Building Insp (2) c. Planning would also be a separate Division Managed by a Planning'Division Manager. Again, I am proposing this Division Manager position be created from within the current staff, as a promotional opportunity from within the Planning Division. I am envisioning one Planner and the proposed two (2) Planning Aid / Counter Technician will be assigned to the new Permit Services Division. These Planning related positions would handle both Planning and Building permit application in-take and routine zoning review as part of Building Code Plan Check. Advanced Plannin PrinciPal Plan~~~ (1) senior,Planner (2) Planner II (~). '_... Planner I (1) ."<jP Manager- Princi~ ;~~a~ner (1) .. seniOr,Planner (2) -;. PlannerI~ .<2) · i:c'i '11:";':="- '_r_ ) "_-- planner,,; (2) 4It INTEROFFICE MEMORAND~ 8911-2721 Proposed Organizational Chang.. November 17, 1989 Page 5 4It 4It In addition, to effectively manage the entire Department and get beyond the idea stage, an Administrative Analyst position is needed which would help to Administer the Department. This is the only new position that was not pre-viously identified as part of the Development Services (On. Stop Service Enhancements or revenue -code enforcement enhancements) or a promotion from existing staff. If you are in support of advise. If you are in vith Jim Richardson to changes. this organization (structure), please agreement, my next step will be to work implement staffing and organizational Notes: la Permit Services Division Manager - a management/control position as identified in Jim Richardson't memo of November 8th, page 4. Ib Senior Plan Check Engineer - originally proposed as Plan Check Engineer -as part of Building , Safety Plan Check fee and staffing / service enhancement (Mr. Richardson't memo, page 4, 1 of 3 positions) Ie Plan Checkers (2 positions) proposed additional Plan Checking Staff, part of BUilding' Safety Plan Check Fee Increase and Staffing Enhancement (Mr. Richardson't memo page 4 -2 of 3 positions) . 14 Planning Aid/Counter Technician proposed additional application processing positions, part of Planning Fee Increase and staffing Enhancement (Mr. RiChardson's m~o.page 4 -2 of 2 positons) t. Office Manager - a promotional advancement for Senior Secre- tary . If Building and Safety Division Manager (Assistant Building Official) -the second Management/Control poistion -identified in Mr. Richardson'S memo of November 8, page 4 ,~ f9 . Typist Clerk - additional position to adainister the City's Certificate of Occupancy program and recorda (Kr~.Richardson't IIeIIO, page 4, 1 C?f 1. positions) ~~~.... __.~~;,._ . ~~:.:'7 . . ...~...." "0 .'>-~.\~'..{7;f"':" I ," ~ 'h5i Senior Code Officer and Code Officers (possible additional positions depending on Council approval of nev Code enforcement programs (sign enforcement, rental houseing licensing ordi- nance, fee and staffing enhancements) -4; Rec"nc>NI'iT .,. ,...._~~...-..-"""'-.-.... ...-............... ...-.;.. "';""'Y"-"_~ ,.................._.:.-. ....w.__ ............;-..............-_.........._,..a.._...... ......~. ~..:~~......;.....:.~__"'_ "_' .- . . . .." . .. .... , .. f: -. :: ~; ~: =: 11 r! ...... ...'" ~~ .. ... ~.! ,!o .so uu .. ~~ : e e :: :: ::. ::. ::, -. -. - 1I,!';!r _3 =! !i ~.......... ... I . . - I : Il I : -I-j J ~ I - :: I~ I I ii II-I-ri I :: - :: , - i e . : ;:-u i : i E ".' . j;;~./...>..;~:: ~': " ". . >~i~~;~i;;,'".:, '_ . ,.. ... .,. l""... . ';.. ~.r..>}...;>! :"'. , ( f " .. .. T f -" .,....,-. .-.-..i '., r.. . ...... . ;~~\:~.~<:~~~~::./ .~.::. ~......- ,"..- ~'- ::~...~ ..:..,.:. '''':~~>. ." C I T Y o ~S A N B E R~A R INtIlOFFICE KEMO~DUM 8911-1405 DIN 0 ; . ., TO: Mayor W.R. "Bob" Holcomb FROM: James C. Richardson, Deputy City Administrator - Development Services SUBJECT: Development Services (One-Stop) Center (OSC) DATE: November 15, 1989 COPIES: Marshall W. Julian, Jerry Butler, Ken Henderson, Roger Hardgrave, Larry Reed, Jim Robbins, Bob Temple, Andy Green, Jack Kelly ------------------------------------------------------------- Backqround A priority of the new administration is improving the development procedures and processing at the city of San Bernardino. Improving development procedures is a critical and final step for economic development to be effective. In the past two years, over ten development positions have been added and plans are under way for further staffing additions. CUrrently, the development departments occupy 16,892 square feet of the third and fifth floors in City Hall. A deficiency of 750 square feet for conference/ meeting rooms exists and the increased staffing under consideration will require an additional 1,750 square feet of space. An expansion of 30\ of space should be allowed to lIIeet future office requirements. Additionally, space could be made available for Main Street, Convention , Visitor's Bureau and Economic Development Commission functions. The City needs more efficient development procedures to serve the building industry and homeowners with IIOre courtesy, ,A dispatch and professional is.. The City has received numerous complaints and concerns in the past regarding d!!lays in the' process of development applications. The growth 'of the city has resulted in current staffing levels and office space being insufficient to keep pace. The constraints of space' , and staffing levels will only compound the backlog of work", lIIorale problems and ultimate1y lower the level of services~1f-;:.f., if left unaddressed. ",; '~.~IA ." ~ ~~_:..' - .. The development departments all agree that the major needs to improving overall development procedures include additional staffing, space, equipment and an appropriate level of funding. The concept of the DSC is to provide a centralized ("one stop") place to obtain the requirements and procedures . INTEROFFICE MEMORAN~ 8911-1405 Development Services ~ter (DSC) November 15, 1989 Page 2 . :'jc to process a development plan. The follo,.,ing changes are needed to improve the overall development procedures: 1. Improve customer service and public reception. 2. Establish an effective information delivery system. 3. Achieve better management of "counter operations." 4. Identify the cost and resources to fund a DSC. ProDosal A Development Services Center (DSC) is proposed as a means of streamlining and centralizing development services to the public. A phased approach of up to two and one half years will be needed. The DSC will provide 11. 5 positions, acquire and move into new offices and provide equipment and operational expenses for a centralized Public Information Center (PIC) and an enhanced Development Permit Process System (DPPS). The objectives for the PIC and the DPPS are outlined in Attachment "A." Phase I of the DSC would start February 1, 1990 and will provide immediate staffing (+7.5 positions) to meet deficiencies in service levels. Phase II will provide additional support staffing (+3.0 positions) for better control and improved processing of development plans. Phase III would relocate the development services departments (Public. Works/Engineering, Building , Safety, Planninq, Community Development and Development Administration) to new offices and provide additional space. The detailed costs for this plan are outlined in Attachment "B" and the related funding is set forth in Attachment "C." The expenditures for the DSC are summarized as follows by phase, element, staff and expense: Pttase Element Staff x Reception/Information Plans Checking/Records.. Application Processing/ Salary Upqrades - . Public Improvement Plans 19119..-.90. ~ . 57"month.cost l.~,~.:':,~-~' .: Man:9~~ent/control C of 0 Processing/Records 1990-91 1.5 3.0 2.0 1.0 7.5 xx 2.0 1.0 3.0 Exoense $ 41,440 150,350 107,920 42.150 341.860 $157,080 $ 94,670 41.180 $135,850 .",:, ~--:. _.:..~ ::1' . ~': ~ .. J.' w~. ~'~t;;.. I _ "'C"-.~ oi'_~: . . . .. INTEROFFICE MEMORAND~ 8911-1405 . Development Services ~ter (OSC) November 15, 1989 paqe 3 III Remodelinq , Furnishinqs New Development Offices/M&O PIC/DPSS 1991-92 o o o o $452,500 162,500 17.500 $632,500 The fundinq projections to support this proqraa are set forth in Attachment "0,. which vill provide revenues to finance the three phased proposal. Financial support will be needed from RDA to insure proper cash flov. Any acceleration of the phasinq plan will effect the funding projections. The plan for the Development Services Center (DSC) will meet the short-term needs, but may not be adequate in the future. Conclusion The proposal for a DSC will be self-sustaininq financially, upon implementation of the final phase. The benefits of the OSC will be to provide better customer service and improve City orqanization, thereby, providinq more time and staff to review development applications. The DSC will provide resources to more efficiently process development projects leadinq to further economic qrowth in the city. Finally, a periodic review of staffinq should be conducted to insure adequate services and recommendations made for future adjustments, as necessary. ES C. RICHARDSON, City Administrator - Development atb Attachments (4) ... '" -I,. -~ -;.;.-;'f'~_-:;.- " - ,~~..'!'-. - ,," I .. .BJECTIVBS or . DEVBLOPKlHT SERVICES CENTER . ,ATTACHMENT .~A~ . I---~ "- ~\, --:. .. Public Information Center (PIC): Provide Full time, permanently dedicated staffing at the counter. Efficiently organize the counter area. Prepare sufficient handout materials presented in a clear, graphic and concise manner. Acquire telecommunications and information equip.ent to better serve the public. Coordinated communication between departments. Iaprove greeting of public (coffee, space, etc.) Centralized receptionist and cashiering. Back-up help departments. for receptionist and cashier by development Develop a public relations program. Establish training and cross training for better public assistance. Create a customer self-help area. Oevelooment Permit Processina Svstem (OPPS) Centralized land use data and information. Improve overall efficiency of permit processinq, and reducing errors, while expediting the development review process. More technical assistance at the counter for permit processing. Develop and implement a centralized permit trackinq and geographic information base. Provide cubicles and conference space for application procli!sslnq that minimizes interruptions. .~~"'.~ ~J~~;.. Procedures and staff for more application confere~ing and _ plans r_iew. . .' LiDlt other City departments havinq development i~~~bllitie'~.' :'c' ;~~~-; . Project status to be provided to applicants upon"-request. Drop-oft point for drawings and plans tor all City aqencies. . '",---.": ~.;;,1''''-'' . . . BXPBNDI'l't1RB8 PIlAU I Description/Function (Development Services) Reception/Information Staffing: (1) Typist Clerk II (0.5) Typist Clerk I Fringe Benefits Katerials, Services' Supplies (MS , S): Training, Printing, Supplies, Data Processing (D.P.)/Phone/Fax Charges Outlay: Office' D.P. Equipment' Kiosk Subtotar (Building and Safety) Plans Checking/Records Staffing: (1) Senior Plan Check Engineer (2) Plan Checkers Fringe Benefits KS & S: Training/supplies, Printing, etc. Outlay: Drafting Table, 2 Calculators and Records Storage/Retention System $12,500 Subtotal (Planning) Application Processing/Salary Upgrades Staffing: (2) Planning Aides Fringe Benefits Planning Salary Upgrades as,s: Training, Supplies, etc. OUtlay: Oftice , D.P. Equipment Subtotal (Public Works/Engineering) Public Plans .":~~ ." - 'J'\, - - ., - . ATTACHMENT "8"' Amount $ 16,980 7,500 6,120 5,770 5,070 $ 41,440 $ 46,700 60,360 26,770 2,500 14,020 $150,350 $ 50,970 12,740 38,210 3,000 3,000 .,..- ~.,' $107 , 920 "";:.i.,' - -~),o.,~- . ~. ....-1 T- .~. ~_ Improvement ~~:'-~, - .. .:....-V-T..:..~ ", statting: , (1) civil Engineering Assistant II Fringe Benefits ~'" BS , S: Drafting & Design Supplies OUtlay: Drafting Table/Stool, etc. Subtotal (1989-90) TOTAL Phase I :....,..~ .- 'f' -,.;'~ '~~-' .;,:~j~~~,_.~~~ . ..$'~i~ 720~>'';'''. ' ,: ',f' 7,930 " ;~,;, 500 2,000 $ 42,150 $341,860 . . . (1989-90) 5 months Cost (outlay $25,090) (1990-91) 1st Year Cost +5' Inflation, less Outlay (1991-92) 2nd Year Cost +5' Inflation (l992-93 ) 3rd Year Cost +5' Inflation BXPBN1>I'fUJlBS PIlASI II Description/Function {Development Services/Management/Control staffing: (1) Permits Information Center Manager (1) Cashier Fringe Benefits KS & S: Managment Information Cystem (MIS), Training, Printing, Supplies, etc. Outlay: Office Equipment Subtotal (Building & Safety) Certificate of Occupancy Processing/Records Staffing: -. (1) Typist Clerk III Fringe Benefits KS 'S: Garage Charges, Books, Printing , Office Supplies Outlay: Microcomputer, Typewriter, Desk, Chair Records Storage/Retention Systea $12,500 Subtotal ,'. (1990-1991) TOTAL PHASE II (OUtlay $23,700) ...:..-"-.., (1991-92) 1st Year Cost, less OUtlay + 5' Inflation ..i'!#.~~: . (1992-93) 2nd Year Cost +5' Inflation - ':.~- -.- <- $157,080 $332,610 $349,240 $366,700 Amount $ 46,150 16,980 11,540 15,000 5.000 $ 94,670 $ 17,300 4,330 850 $ 18.700 $ 41,180 :'" -. $135.850 . o. .~-:-= . :Jh. Jfc .' - .... ~ " """if ~ . .' $117.760:.c.,::':.. ~..~., . .....,,-;: ~ .... $123.650 , . .UPI1f1)ITUUI . PIlABI IU o.scriptioD/Function (One Time Cost) Remodelling , Furnishings Remodelling ot 25,000 square teet at $13.50 per square toot. Facilities Design Consultant Mew Office Equipment/Furniture TOTAL ONE TIME COST (Annual Cost) New Development Offices Maintenance and Operation (25,000 square feet at $6.50 per square foot) One stop Construction Center: Public Information Center (PIC) Development Permit Processing System (DPPS) includes geoqraphic information base. TOTAL ANNUAL COST (1991-92) TOTAL PHASE III (1992-93) 1st Year Total, Less One-Time Costs +5\ Inflation hount $337,500 15,000 100,000 $452.500 $162,500 7,500 $ 10.000 $180.000 $632.500 $189.000 ..~~. ~~ :~t, _ < ...,...~t'"_.. ."'J.' <. .. .,.. "" ..". . . . UVJlNtJI8 PRASI I Fee/Source Yncrease planning fees of $325,810 by 40' Ynitiate fees for uncharges planning services Yncrease Building , Safety plan check fees of $901,000 by 26' Yncrease Building , Safety C of 0 Charge Yncrese Public Improvement Plan fees from 2t to 2.2' Subota1 Annual (1st Year) 4 months "cash flow" RDA offset 3 months operating expenses 1989-90 TOTAL REVENUES (Part Year) 1990-91 1st Year Funding +5' Inflation 1991-92 2nd Year Funding +5' Inflation 1992-93 3rd Year Funding +5% Inflation PRASI II Yncrease current Planning fees of $456,130 by 20' RDA offset of operating expenses 1990-91 TOTAL REVENUES 1991-92 1st Year Funding +5' Inflation - RDA offset 1992-93 2nd Year Funding +5' Inflation PRASI III ~just Development fees of $1,682,640 by 5% for growth/inflation '?<.,..,.~"'" RDA/Offset for cash flow 1991-92 TOTAL REVENUES 1992-93 1st Year Funding +5' Inlation - RDA Offset ATTACHMENT "C. . Amount $130,320 75,000 234,260 33,390 42.150 $515.120 171,710 85.470 $257.180 $540,880 $567,920 $596,320 $ 91,230 44.620 $135.850 $ 95.790 $100.580 $ 84,130 $ 45.740 $129.870 $ 88.340 - . . . ATTACHMENT "0-. " ~ONDINQ PROJBCTIONS FOR THB DEVELOPMENT SERVICES CENTER Ph.... T..r I II III TOTAL 1989-90 -$157,080 -$ 157,080 (6 aonths) + 257,180. + 257,180 Net + 100,100 + 100,100 1990-91 - 332,610 - 135,850 468,460 + 540,880 + 135,850** + 676,730 Net + 208,270 + 208,270 Accumulated Net + 308,370 1991-92 - 349,240 - 117,760 - 632,500 - 1,099,500 + 567,920 + 95,790 + 129,870*** + 793,580 Net + 218,680 21,970 + 502,630 305,920 Accumulated Net + 2,450 1992-93 - 366,700 - 123,650 - 189,000 679,350 + 596,320 + 100,580 + 88,340 + 785,270 Net + 229,620 23,070 - 100,660 + 105,920 Accumulated Net +$ 108,370 * Includes RDA Offset of $85,470. ** Includes RDA Offset of $44,620. **. Includes RDA Offset of $45,740. .' . , . - ~ . .. DRAFT 12/1/89 . DEVlLOPMENT SERVICES CENTER MONTHLY PLAN JANUARY - JUNE 1990 1. 2. 3. January February March 4. 5. 6. April May June Staffinq 1. Recruitment of Planninq Aides initiated. Recruitment of Receptionist/Clerks initiated. 2. Recruitment tor construction Plan Check staff initiated. Selection of Planninq Aides. Selection of Receptionist/Clerks. New staft orientation. 3. Recruitment for Public Improvements Plan Checker. Selection ot Plan Checkers. Traininq and orientation of new staff. 4. Selection ot Senior Plan Check Enqineer. Selection ot Public Improvements Plan Checker. Traininq and orientation of new staff. 5. Start Cross Traininq Proqram. Cashier , Development Services Manaqer job descriptions reviewed by Per.onnel Committee. 6. Recruitment of Calhier and Development Services Manaqer. Cross Traininq Proqram continues. ."