Development Services Review. Final Report. Zucker July 2016

2. M ANAGEMENT I SSUES

Findings Contemporary organizations have discovered the productive power of empowering employees, which is also consistent with the technology age. We found management issues, as well as a need for more proactive management and staff empowerment in all three of the key development functions, building, engineering, and planning. All three divisions have a tendency for micro management. Recommendations:  Senior Engineer should delegate more decision making authority, Recommendation 76;

 Generate monthly performance reports in planning, Recommendation 95;

 Empower the planners, Recommendation 116;

 New building official to have good management and leadership skills, Recommendation 32; and  There should be regular meetings between planners and engineers, Recommendation 112.

3. P ERFORMANCE S TANDARDS

Findings Best practice communities use performance standards to meet customer expectations and to assist in staff management. Morgan Hill has only established performance standards for the building function, but they have generally not been met. The national standard for building inspections is that they are conducted no later than the next day requested. Morgan Hill has had a delay as long as two weeks. Both engineering and planning have lacked performance standards. For the planning function, the city has had an approach to hire an outside consultant at the applicants’ request to facilitate the process (e.g. expedited review). However, even for the expediting type process, there is no performance standard. The new TRAKiT permitting system, will allow an easy way for the divisions to set and monitor performance standards. Recommendations This report includes a variety of recommendations addressing and setting performance standards. Key recommendations include:

Morgan Hill, California

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