COMMITTEE OF THE WHOLE - Memo - 9/24/2003
Planning Department
Memo
To: Mayor Slocomb; Committee of the Whole
From: Brian Turk
CC: Dawn Gunderson
Date: September 24, 2003
Re: Planning Department Operations
I respect that the staffing decisions made on September 22, 2003 employee were both difficult and
necessary. I have discussed with Mayor Slocomb the importance of maintaining the highest level of
service possible, given the loss of 1.75 FTE positions in this department. At the same time, I think it is
imperative to aggressively pursue economic development opportunities for Muskego, which will
broaden the tax base and help avoid similar situations from occurring in the future.
I am proposing the following changes in operations and services to allow us to pursue an aggressive
economic development program:
1) Recess the Mayors Task Force on Economic Development. This committee’s core function
has been completed with their completion of Strategic Plan development. The only topic
remaining on their agenda is “community identification signs”. This has been a very low
priority for both the Committee and staff, and not something I would recommend expenditures
for under the circumstances. Although it may seem counter-intuitive to recess this committee
while pursuing economic development, in reality the Task Force has no statutory authority.
The CDA is maturing, and has the statutory “tool kit” to effect change. The Task Force can
still be called forward in the future if a special need arises. Recessing the Task Force will
result in a budget reduction of $853 in overtime, and $150 in supplies.
2) Transfer certain GIS maintenance duties from the Associate Planner to the GIS Coordinator.
These items include structure updates, creating of easement data, utility data edits, etc. This
transfers a monthly workload of approximately 10 hours to the GIS Coordinator. This transfer
will free the Associate Planner to cover additional front-line customer service functions which
were routinely addressed by the eliminated 1.75 FTEs . There is no cost savings associated
with these transfers. Rather, it is a balancing of caseloads. The effect on our operations
would be limited to a slow down of Intranet GIS applications, but not their elimination.
3) Train the Associate Planner to staff the Zoning Board of Appeals. This will take a period of at
least one and one half years due to the low case load and the need to build a knowledge base
in administrative law. In the mean time, the Planning Director will staff the Board and mentor.
As with #2 above, this is a balancing of caseloads, and there is no cost savings associated
with these transfers.
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4) Retain consulting services to aid in Building Site and Operation Plan review and plat review.
As with engineering plans, we have several General Services Agreements in place with
consultants. We have the ability to send these reviews to a firm, for review of compliance
with zoning, design guides, and comprehensive plans. Our staff would still be available to
process minor projects, and our staff’s input would still be provided on the others. The time
consuming elements would be outsourced. Any charges incurred would be billed to the
petitioner’s developers deposit at no net cost to the City. This is, in my opinion, is the key to
performing our traditional department operations and perform aggressive economic
development functions.
5) Reduce Plan Commission meeting schedules. In my tenure we have implemented several
efficiencies in Plan Commission support functions. Commissioners receive more information
more timely, and are able to deliberate more efficiently. As a result, meetings are generally
running 40 to 90 minutes. I suggest it may be appropriate to hold regular meetings once per
month on the first Tuesday, and hold open the third Tuesday for special meetings, if it
determined that case load warrants. This change would only save $400 in supplies, but would
prevent the issuance of more than 40 hours of comp time or over time annually. With the
loss of 1.75 FTEs, it becomes more important for front line staff to be available to address
counter inquiries. 40 hours of staff time is significant in that regard.
6) Transfer code enforcement functions to the Building and Engineering Department. This was
a recommendation of the Strategic Plan regardless of staffing levels. In 2003 year to date,
there were fourteen cases where this department was involved in active code compliance,
resulting in approximately 25 hours of labor in total. The case load itself is not a significant
time issue. Instead, it is a matter of perception in the business community. At a basic level it
is inappropriate to have your “promoter” being your “enforcer”.
The recommendations above only account for $1,400 in operational savings. However, the
elimination of 1.75 FTEs has other operational reductions (phones, supplies, training, etc) which total
an additional $1,850. Revenue associated with the Developer Charges (billing of staff time) will be
reduced by $20,250. These changes will be incorporated into the administrations budget to be
presented.
I encourage you to consider these recommendations and contact me in advance of the September
th
30 COW meeting with any questions or concerns.
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