MEMORANDUM 03-87

 

 

DATE:          May 21, 2003

 

TO:                Mayor Cushing / Homer City Council

 

FROM:          Walt Wrede

 

SUBJECT:     City Planning Function

 

 

INTRODUCTION / BACKGROUND

 

Shortly after I arrived, the Council asked me to review the planning function within the City and provide some recommendations on how that function could be improved. As you know, community planning is perhaps the highest priority of the Council at this time. The Council expressed concern that the planning division was not functioning at a high level and that there was a significant backlog of high priority planning projects.

 

I have been reviewing our planning activities for the past few months and have formulated some conclusions and specific recommendations. These finding are based upon personal observations, a review of staffing levels and qualifications, discussions with Zak Tucker prior to his departure, discussions with P.C. Chairman Bill Smith, discussions with Acting City Planner Beverly Guyton, a review of HCC Titles 11,12 21, and 22, and a review of the planning priority lists, progress reports, reports on permit activity, and a matrix documenting the allocation of staff time.

 

FINDINGS:   

 

  1. That the staff is spending about 95% of its time doing routine planning tasks that are required by code and state statute. This includes preparing packets, taking minutes, writing letters, writing staff reports and recommendations, doing research, making maps, responding to unanticipated public inquiries, reviewing subdivision and platting actions, reviewing zoning applications, attending meetings etc. In short, it is not possible for the staff to focus on the long term, big picture planning issues that the Council wants addressed. They simply do not have the personnel or the time.
  2. A review of the planning priority lists that have appeared from time to time over the past few years reveals that the planning division has actually accomplished quite a bit. I don’t believe they have received much credit for this because the focus is upon what still needs to be done.
  3. The planning staff has been much more active in the permit review and zoning compliance areas in the past few years than people think. The number of cases the staff has responded to has increased significantly.
  4. The staff workload has been overwhelming for some time now. Former Manager Drathman took several steps designed in part to reduce the pressure on the staff so that it could work on other priorities. This included moving some permitting functions to Public Works, moving responsibility for leases to the Manager’s office, and moving some grant writing responsibility to the Manager’s office. That did not appear to help for a variety of reasons, not the least of which was the fact that the list of demands continued to increase.
  5. The planning division has not been working as efficiently and productively as it could be. The division has been hindered by internal management problems including a lack of focus and priority setting, a lack of follow-through, and problems with direction and delegation.
  6. The planning division has been hindered by overlapping and confusing lines of authority. The staff regularly received direction from the City Manager, the City Council, the Chair of the Planning Commission, and the Commission itself. These directions were often conflicting.
  7. The division has been hindered by an occasional lack of support by the administration, the Council, and the Commission. The staff is often reluctant to do their jobs because they are fear being undermined.
  8. The planning staff lacks the personnel it needs to do the job that the Council expects. The demands keep increasing. In just the past few months we have passed a flood ordinance, a watershed protection ordinance, and introduced an ordinance increasing zoning enforcement powers. All of these require more effort from the staff in the area of enforcement and review.

 

RECOMMENDATIONS

 

  1. Increase salary for city planner to make Homer competitive and attract high quality candidates ( in progress)
  2. Consider elevating the planning division to a department to increase its stature. Changing the city planner to planning director and adjusting the salary accordingly could help attract and retain quality people. (review during next budget cycle or after we have had time to evaluate performance of new city planner.)
  3. Add one additional staff person. I recommend that this person be a planning technician to start and be responsible for permitting and zoning compliance. (plan for in FY 04 budget)
  4. Review salary scale generally to attract and retain quality staff people. (in progress)
  5. Clarify and formalize the lines of authority for planning staff. Work with all parties to better coordinate competing demands and requests. (manager and new City Planner). 
  6. Improve internal management and organization to provide for increased efficiency and productivity. (manager and new city planner)
  7. Provide additional funding and support for staff training and development (next budget)
  8. Revise and Upgrade codes to eliminate ambiguity, contradictions, and outdated materials.
  9. Improve administrative support for the planning staff (Manager)