Development Services Review. Final Report. Zucker July 2016

Table 18 Planning Division FTE Staffing Resource Levels for Last Six Fiscal Years 1

Full Time, Regular Staff FTE

FY 10/11

FY 11/12

FY 12/13

FY 13/14

FY 14/15

FY 15/16

Asst. CM for Community Development Community Dev. Director

0

1

1

1

1

1

1 1 2 1 0 1 2 8

0 0 2 1 0 0 1 5

1 0 2 1 0 2 1 8

1 0 2 1 1 1 1 8 0

1 0 3 1 1 1 1 9

1 0 3 2 0 1 1 9 0

Planning Manager Senior Planners Associate Planner Assistant Planner

Development Services Tech Municipal Services Admin

Total FTE’s % Change

-

-37.5%

60%

12.5%

Part-Time, Contract Staff 2

Contract Planner FTE Total Staff Resources

0 8

.5

.5

.5

.5

1.35

5.5

8.5

8.5

9.5

10.35

1 This table shows total staff independent of the funding source. 2 Contract Planners are not listed as FTE resources in the actual budget documents. They are shown as an expenditure line item under contract service costs. As the above table indicates, staffing levels have fluctuated over the period shown. From FY 10/11 to FY 11/12, staffing resources were reduced by over 37% due to budgetary constraints, and the Planning Manager, Development Services Tech and a Municipal Services Admin. Positions were eliminated. In FY 12/13 staffing resources increase by 60%, with the addition of a Community Development Director, two Development Services Technicians, and a Municipal Service Admin. Position. There was no change in staffing resources in FY 13/14, however, in FY 14/15, staffing resource numbers increased by just over 12%, with the addition of a Senior Planner. In FY 15/16, the Division increased its contract planner staffing resources and added an Associate Planner position. Within the 5-year period shown, the Division began utilizing Contract Planners in FY 2011/12 to supplement full-time staffing resources in an effort to respond to an increase in development activity. Contract Planning staff resources remained level from FY 2011/12 to FY14/15, and then increased from FY 14/15 to FY 15/16 to respond to the increase in development activity and help bridge the staff resource gaps created by fulltime staff that were partially reallocated to manage the Morgan Hill 2035 and TRAKiT implementation projects.

Activity data provided by Division, shown earlier, indicates that Planning Application activity decreased by 16% from FY 13/14 to FY 14/15, while Development

Morgan Hill, California

105

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