HomeMy WebLinkAbout1989-10-10; City Council; 10302; Community Development new positionshB#B?
DEPT. PLN
MTG. 10/10/89
RECOMMENDED ACTION: -, n
TITLE:
NEW POSITIONS IN COMMUNITY DEVELOPMENT
3(P'P ADOPT Resolution No.87 , APPROVING new positions in the Planning and Engineering
Departments and appropriating monies to fund these positions.
ITEM EXPLANATION
The Community Development workload has been steadily increasing over the last few
years. The City's strong emphasis on enhancing the quality of review of applications and
follow-up on completed projects, an increasing number of citizens' committees to provide
for maximum public input on City issues and the increased federal and state environmental
review requirements have all served to create additional demands on staff time.
In response to these increased and varied demands placed on staff, the Engineering and
Planning Departments have implemented a development processing model to identify
specific staffing needs and increase effectiveness of staff utilization. The methodology of
the model is outlined below:
1. The time required for basic duties of each staff position was estimated to
determine the number of available hours for discretionary review.
2. The time required per staff position to complete the various applications was
estimated to determine the number of hours required per application for
discretionary review.
3. The number of applications that will be submitted during the years 1990-
1994/95 were projected based on Growth Management's development projections
for dwelling units and industrial/commercial square footage over this same time
period.
4. The number of projects in each category were then evaluated for staff time
requirements. The total number of projects were converted to total number of
hours required for discretionary review.
5. The number of hours required for discretionary review were then compared
with the number of hours available.
Planning Request: Several different scenarios of additional planning positions and their
impact on the number of available hours for discretionary review have been considered.
In addition, an internal review of department responsibilities in relationship to the
organizational structure was performed and a reassessment of environmental review
requirements in relationship to staffing levels was initiated. The result is a request for six
new planning positions (2 Senior Planners, 2 Associate Planners, 1 Assistant Planner, and
1 Planning Technician) and a reorganization of the department to process applications more
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PAGE 2 OF AGENDA BILL NO. 16 303,
efficiently. It is also anticipated that an appropriation of funds will be requested in the
near future for an environmental consultant to coordinate environmental reviews. If such
a consultant is hired, periodic evaluations of his or her responsibilities will be conducted
to determine the feasibility of converting the consultant's position to a staff position.
- Reauest: Based upon lengthy analysis of staffing requirements under increased
service levels, the Engineering Department is requesting six (6) new positions be added to
its current staff. The positions will be added to both Land Use and Plan Check Divisions
and include: 5 Associate Civil Engineers (4 Plan Check, 1 Land Use) and 1 Assistant Civil
Engineer (Land Use).
Results of Additional Positions - The Engineering and Planning Departments are requesting
the additional positions to achieve the following goals:
1. Accommodate Growth Management's projections of future development;
2. Process applications well within state mandated time limits to the full extent of
the City's ability to control application processing time (processing time is
dependent upon both the City and the applicant);
3. Continue to provide quality review of applications;
4. Continue to provide comprehensive follow-up on completed projects; and
5. Continue to serve and support citizen's committees and facilitate citizen input and
participation in the City's development.
Council adoption of the 1989-90 Operating Budget left funds available in the
unappropriated funds balance to support this program. The total amount to be
appropriated, $237,000, is based on the estimated dates all positions will be filled: January
1, 1990, and April 1, 1990, for the Planning Department and Engineering Department
respectively. Appropriations from the unappropriated funds are to be distributed as follows:
-
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PAGE 3 OF AGENDA BILL NO. ~o/3o%
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PLANNING DEPARTMENT (January 1, 1990 to June 30, 1990)
Salaries:
Retirement:
Health:
Furnishings & Equipment
$105,500.00
16,200.00
18,000.00
10.200.00
TOTAL: $149,900.00
ENGINEERING DEPARTMENT (April 1, 1990 to June 30, 1990)
Salaries:
Retirement:
Health:
Furnishings & Equipment:
$64,700.00
10,000.00
9,000.00
3,400.00
TOTAL: $87,100.00
The total cost of the Planning Department and Engineering Department positions in fiscal
year 1990-91 is $280,000 and $335,000 respectively. Four of the six Engineering
Department positions, however, will replace consultant services; as a result, funds allocated
to consultant services will be reduced from $550,000 to $250,000 leaving a net budget
increase estimated at $50,000 for fiscal year 1990-91.
EXHIBITS
1. City Council Resolution No. 87 -36%
2. Memorandum to the City Manager from City Engineer
3. Memorandum to the City Manager from Planning Director
4. Staff Analysis
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RESOLUTION NO. 89-362
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARISBAD, CALIFORNIA, APPROVING 1 PLANNING
TECHNICIAN, 2 ASSOCIATE PLANNERS AND 2 SENIOR
PLANNER POSITIONS IN THE PLANNING DEPARTMENT;
AND 1 ASSISTANT CIVIL ENGINEER AND 5 ASSOCIATE
CIVIL ENGINEER POSITIONS IN THE ENGINEERING
DEPARTMENT.
WHEREAS, Community Development staffing needs have been identified
by a staffing analysis; and
WHEREAS, the City Manager recommends and the City Council conurs, that
staffing levels in the Engineering and Planning Departments be increased.
NOW, THEREFORE, BE IT HEREBY RESOLVED by the City Council
of the City of Carlsbad, California, as follows:
1. That the above recitations are true and correct.
2. That the City Council hereby authorizes the addition of 1 Planning
Technician, 1 Assistant Planner, 2 Associate Planners and 2 Senior Planner Positions to the
Planning Department; and 1 Assistant Civil Engineer and 5 Associate Civil Engineer
positions to the Engineering Department.
3. That a fund transfer in the amount of $237,000 on file in the Finance
Department and incorporated herein by reference is hereby approved for allocation from
the unappropriated funds balance to the following accounts:
Planning Department Salaries in the amount of $139,700 to account
Number 001-820-3230-1100;
Planning Department Capital Outlay in the amount of $10,200 to
Account Number 001-820-3230-3900,
Engineering Department Salaries in the amount of $83,700 to Account
Number 001-820-3110-1100; and
Engineering Department Office and Equipment in the amount of
$3,400 to Account Number 001-820-3110-2550.
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PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council
of the City of Carlsbad, California, on the 10th day of October , 1989 by the following
vote, to wit:
AYES: Council Members Lewis, Kulchin, Pettine, Mamaux and Larson
NOES: None
ABSENT: None
ATTEST
ALETHA L. RAUTENKRANZ, City C)erk
September 19, 1989
TO: CITY MANAGER
FROM: CITY ENGINEER
VIA: COMMUNITY DEVELOPMENT DIRECTOR
1989-90 BUDGET SUPPLEMENT
RECOMMENDATION
-Approve addition of four full time permanent Associate Civil Engineers in Plancheck Division to replace consultant services and addition of one Associate and one Assistant Civil Engineer in the Land Use Review Division to improve effectiveness and increase levels of service for small and moderate size projects.
BACKGROUND
The Planning and Engineering Departments have recently completed development of a program management model for the land development process. This model involved the following steps:
Review of existing staff functions
Development of Unit Time Allocations a Definition of Work Units
a
a Projection of Staffing Requirements
a Analysls of Existing and Future Workload
The results of this analysis are further detailed in the attached Staffing Analysis report.
In developing future staffing levels, growth management projections have been utilized. These projections are considered moderate levels of growth. The proposed staffing levels are, therefore, consemative for a number of years into the future.
FISCAL, IMPACT
Four of the six ositions requested will directly replace consultant services. The total amount of salaries and : enefits for the (6) six positions total $350,000. Funds allocated to consultant services however, will be reduced from $550,000 to $250,000 leaving a net budget increase estimated at $50,000 for fiscal year 1990-91.
CONCLUSION
The Engineering Department feels that the addition of permanent staffing will provide a more cost-effective program, and will add depth and vitality to the staff, which will result in higher morale and overall iricreased effectiveness.
LLO~ B. HUBBS City Engineer
LBH:rp Att.
-_
I
ENGINEERING DEPARTMcNT
STAFFING ANALYSIS
This analysis was developed through a five (5) step process designed to project workload in terms
of work units and manpower allocation.
Step 1 - Review Existinn Staff Functions and Time Allocations. The results of this analysis for
the Land Use Review and Plancheck Division are shown in the attached Exhibit 1, Functional
Time Distribution Chart. This information is based on historical and time card data and
established manpower availability.
Steu 2 - Define Work Units. Four basic categories have been developed to provide the basis for
workload projections:
Master Plans
Major Projects
m Minor Projects
m Miscellaneous Projects
Further definitions of these activities for the Engineering functions are shown on Exhibit 2, Land
Use Review Project Categories.
Steu 3 - Develop Manhour Allocation Model bv Proiect Ifrw. Based on historical time sheet data
and experience, manpower allocations have been assigned to each project category to provide the
basis for manhour projections. It should be noted that these allocations are general and will be
monitored and adjusted in future years. Manpower allocations for plan check functions have been
related to plan sheet reviews based on data developed over this past year. Exhibit 3 documents
assumed manhour allocations.
Step 4 - Proiect Existinn and Future Workload Staff reviewed all project categories currently in
process and those in past years. This data was compared with Growth Management Projections
to provide the basis for workload projections over the next five years. The results of this analysis
are shown on Exhibit 4 and 5.
Steu 5 - Estimate staff in^ ReaUirements. Workload projections are multiplied by manpower
allocation rates to obtain the overall manpower requirement for each of the next five years.
These numbers were then compared with existing staff levels to identify new staffing
requirements. Results of this analysis are shown on Exhibits 6, 7, 8 and 9.
CONCLUSION
This staffing analysis indicates a long-term need for four additional Plancheckers and two
additional Land Use Review staff.
The projected long-term need for four additional Plancheckers will allow replacement of existing
consultants, resulting in an estimated annual saving of $220,000 (see Exhibit 10).
It should be noted that consultant services will be used in the future to deal with peak workload
periods. Consultant requirements would average 1.3 man years each year over the next five years.
Page: 2
Additional Land Use Review staff has been programmed to improve service effectiveness with a
goal of reducing review time of minor and miscellaneous projects to well below State-mandated
levels.
It should be noted that attraction and retention of qualified personnel is a continual problem.
Full staffing levels have proven to be the exception over the past years. The increased staff will
provide a broader cushion to absorb these staffing fluctuations in all engineering functions.
FUNCTIONAL TIME USAGE
DEVELOPMENT DIVISIONS
A D M I N / LE AV E
31%
GRWTH MGMT 8%
PUBLIC INFO 28%
LAND USE
34%
10%
PLANCHECK
59%
LAND USE PLANCHECK
REVIEW
--
AUGUST 1989
EXHIBIT 1
Land Use Review Project Categories
C 1 PROJ C CATION TY
Master Plan
1. Master Development Plan
2. Master Plan Amendments
3. Specific Plans
4. Specific Plan Amendments
5. EIR's
Major Site Plans
1. Tentative Tracts (major)
2. Site Development Plans
3. Cond. Use Permits (major)
Minor Site Plans
1. Minor Subdivisions
2. Tentative Tracts (minor)
3. Redevelopment Permits
4. Special Use Permits
5. Planned Industrial Permits
6. Precise Development Plans
7. Site Development Plans
Miscellaneous
.-
1.
2.
3.
4.
5.
6.
7.
9.
10.
11.
12.
13.
a.
Hillside Development Plans
Zone Changes General Plan Amendments Street Name Changes Day Care Coastal Development Permits Satellite Antennas Local Coastal Plan Amend. Zone Code Amendments Condominium Permit Variance
Administrative Variance
CM Conditional Use Permit
EXHIBIT 2
LAND USE REVIEW
Proiect Category
MANPOWER ALLOCATIONS
BY
PROJECT CATEGORY
Master Plans
Major Projects
Minor Projects
Miscellaneous Projects
PLANCHECK
Proiect Category
Man Hours
65.5 Hours
70.5 Hours
20 Hours
6.5 Hours
*Manhours
Single Family 3 sheets/project 11 Hours
Minor Residential (4-50 units) 9 sheets/project 33 Hours
Major Residential (SO+ units) 34 sheets/project 125 Hours
CommerciaVIndustrial 24 sheets/project 88 Hours
Plancheck Capacity: 150 Plan Sheets/Planchecker/Month
*Note: Manhours per sheet based on historical data ypically including 3 planchecks per sheet.
EXHIBIT 3
REQUIRED
PROJECT CATEGORY 0 YEAR
Master Plans
Major Plans
Minor Plans
65.5
70.5
20
Miscellaneous Appl 6.5
.-
1989
1990
1991 1992
1993
1994
1995
1989
1990
1991
1992
1993
1994
1995
1989
1990
1991
1992
1993
1994
1995
1989
1990
1991
1992
1993
1994
1998
NUMBER OF
PROJECTS
43
6
5
8
7
8
6
93
129
134
121
197
169
157
99
99
99
99
99
99
99
EXHIBIT 4
PLAN CHECK MAN HOUR/PROJECTS SUMMARY
REQUIRED NUMBER OF
PROJECT CATEGORY REVIEW HOURS YEAR PROJECTS
Single Family 11
Minor Residential 33
Major Residential 125
Commercial/Industrial 88
.-
1990
1991
1992
1993
1994
1995
1990
1991
1992
1993
1994
1995
1990
1991
1992
1993 1994
1995
1990
1991
1992
1993
1994
1995
50
51
47
76
61
64
70
77
70
121 109
94
22
21
19
28
22
23
EXHIBIT 5
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LAND USE REVIEW
STAFFING REQUIREMENTS
THOUSAND HOURS
8
6
4
2
0 1989 1990 1991 1992 1993 1994
YEAR
1995
ISSS! REQUIRED HOURS + AVAILABLE HOURS
++ PROPOSED HOURS
EXHIBIT 7
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PLANCHECK DIVISION
STAFFING REQU I REM EN TS
HOURS(X1000) (Thousands)
14 1 I
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12
10
8
6
4
2
0
1
1990 1991 1992 1993 1994 1995
YEARS
~~ ~~~ I
8@8 WORKLOAD + EXIST STAFF LEVEL
++ PROPOSED STAFF LEVEL
ENGINEERING AUGUST 1989
EXHIBIT 9
..
COST OF PLANCHECK SERVICES
CONSULTANT VS STAFF
2000
1500
1000
500
0’ I t I
CUMULATIVE
5 YEAR
SAVINGS
$1,100,00
90-91 91-92 92-93 93-94 94-95
FISCAL YEAR
ENGINEERING AUGUST 1989
EXHIBIT 10
September 22, 1989
TO: CllY MANAGER
FROM: Planning Director
STAFF ANALYSIS
The analysis to determine staffing requirements for the years 1990-1 994 is now complete. An
in-depth explanation of the model used to project staffing needs and the assumptions that form
the basis of the analysis are provided in the report entitled "Staff Analysis - Methodology"
attached. The following is a brief summary of the background, results and implications of the
analysis.
BACKGROUND
Planning Department responsibilities have been steadily increasing over the last few years. The
number of applications submitted during the first two-thirds of this year is 217 compared with
a total of 155 applications submitted in 1988. As of August 25, 1989, for example, more than
three times the number of tentative tract applications and more than twice the number of
hillside development permit applications have been submitted as in 1988. In addition to the
rising number of applications submitted, the City's strong emphasis on enhancing the quality
of review of applications and follow-up on completed projects, an increasing number of citizens'
committees to provide for maximum public input on City issues, and the increased federal and
state environmental review requirements have all served to create additional demands on staff
time.
In response to these increased and varied demands placed on staff, the Planning Department
has implemented a development processing model to identify staffing needs and increase
effectiveness of staff utilization. The model projects the available staff time and required staff
time for long range planning and discretionary review of applications for the years 1990-1 994
and is based on: 1) estimates of available and required staff time for discretionary review and
long range planning ("advance planning"); and 2) the Finance Department's projections of
development utilizing Growth Management data.
.. RESULTS
To achieve the highest possible degree of validity for an analysis based on estimates,
projections of the number of applications to be submitted during the 1990-1994 period and
required staff time to process these applications in a timely manner are very conservative.
Despite this conservative approach, however, the results of the model point to a clear need for
additional staff time for discretionary review. Exhibit 1 illustrates this need with a comparison
of the number of hours available for discretionary review with the number required under
current staffing levels. As shown in the chart, there is a rapidly growing pool of work in
progress, or Work backlog", each year. Exhibit 2 provides the projections of manpower
requirements for the 1990-1 994 and Exhibit 3 shows the results of these projections in the form
of a new organizational structure proposed with 6 new planning positions (2 Senior Planners,
2 Associate Planners, 1 Assistant Planner, and 1 Planning Technician). Exhibit 4 illustrates the
impact of these new positions (see "proposed hours") on both discretionary review and long
range planning workload capacity. Under this proposal, available hours approximate required
hours for discretionary review and long range planning.
IMPLICATIONS
The model provides a framework and direction for determining staff level requirements. Actual
numbers in the analysis, however, are based on estimates and there are both internal and
external factors beyond and within our control which affect application processing time
requirements and therefore staffing needs. As a result, the proposed organizational structure
is recommended not only because the available hours provided under' this structure
approximate the estimated hours required, but also for the reasons listed below.
1. The proposed organizational structure in and of itself should increase the
efficiency of processing applications. The planners under the Advance Planning
and Current Planning Divisions will concentrate on assignments specific to these
divisions. This requires a greater degree of specialization among planners, and
therefore, allows them to achieve a higher level of technical expertise and work
more efficiently with experience.
2. The Associate Planner has the ability to work on projects requiring a wide range
of skills. This flexibility inherent to the position should provide a consistent level
of application processing efficiency when there are periodic changes in the
numbers and types of applications submitted.
3. The Senior Planners will provide a higher level of skill for the more complex
applications and will be able to function as project leaders for multiple
applications submitted simultaneously in the same zone.
In conclusion, my recommendation is based in part on the results of the model and in part on
the anticipated improvement in processing applications with a new organizational structure.
Changes in policies and economic conditions, however, will require a re-evaluation of the model
results and staffing requirements.
MICHAEL J. HOLZMI~LER
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SECRETARY
EXHIBIT 3
SR. MGMT ANALYST
MGMT ANALYST
W.P. OPR I1
W.P. OPR I
W.P. OPR I
PLANNING DEPARTMENT
~'ONQ4AR.T
PL. DIR
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PRINCIPAL
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PLANNING DEPARTMENT STAFF ANALYSIS
The analysis identifies workload capacity under the current staff level and projects the workload and staff level requirements for the years 1990-1994. An explanation of the model and the assumptions that form the basis of the analysis are provided below in an outline of the methodology used and illustrated in the exhibits attached.
Time Available- The amount of time available hours for discretionary review and advance planning under the current staff level was determined with an analysis of the time distribution of available man-hours (Exhibit 1). The analysis was based on staff member estimates of his or her time spent on the various staff functions.
Time Reauired- The total time required per di scret i onary appl i cat ion was determined by estimating the average number of hours required per staff position to complete an application in each of the 4 major categories of applications (Exhibits 2, and 2A). The time required for advance planning was determined by combining the average number of hours required per staff position to complete a major application (from Exhibit 2), e.g., general plan amendments, zone changes and zone code amendments, with the annual time required to support Planning Commission subcommittees and citizens’ committees (Exhibit 26).
Pro.iected Workload- The number of applications in each of the 4 categories that will be submitted in the years 1990-1994 was projected (Exhibit 3) using historical data and Growth Management projections of development in terms of dwelling units (Exhibit 4) and industrial/commercial square feet (Exhibit 5). These applications were then converted to hours to determine the hours required for discretionary review.
Estimated Staff Level Reauired- The time available for discretionary review and advance planning was then compared with the projected hours required for the years 1990-1994. The results are shown in Exhibit 6.
Conclusion- The staff analysis indicates a long-term need for six additional planners. The hours that will be provided by these additional staff members approximate the prDjected required hours for discretionary review and advance planning.
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DISCRETIONARY APPLICATION8
EXHISIT 2A
CATEGORY APPLICATION TYPE
MASTER DEVELOPMENT Master P1 ans Master Plan Amendments Specific Plans Speci f i c P1 an Amendments EIRs
MAJOR
MINOR
MISCELLANEOUS
RMH Tentative Tracts Site Development Plans Redevelopment Permits Conditional Use Permits Tentative Tract Amendment/Revisions Zone Code Amendments P1 anned Developments Zone Changes General P1 an Amendments
Minor Subdivisions Conditional Use Permits Redevelopment Permits Site Development Plans Special Use Permits Preci se Devel opmen t P1 ans Planned Industrial Permits Coastal Development Permits
Hillside Development Permits Administrative Variances Local Coastal Plan Amendments Day Cares Satellite Antennas Planning Commission Determinations CM Conditional Use Permits Variances Street Name Changes Condominium Permits
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