Development Services Review. Final Report. Zucker July 2016

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Morgan Hill, California 40 Zucker Systems
B. POSITIVE POINTS/AREAS OF STRENGTH
 Building Division is actively pursuing replacement of outmoded Tidemark
permit system with new TRAKiT software program with enhanced features;
 Building Official is a Certified Building Official (CBO) and ICC Building
Inspector with 30 years’ experience in Morgan Hill;
 Building Division utilizes combination inspectors to achieve greater efficiency;
 Few complaints from public stakeholders;
 Comprehensive list of public handouts;
 Building Inspector being trained to assume Fire Plans Examiner/Inspector
responsibilities within the Building Division;
 Comprehensive Policies and Procedures Manual available to all staff;
 Building Official strives to minimize local code amendments and coordinates
with neighboring jurisdictions for consistency;
 Division operates as a quasi-enterprise (206) fund with a conservative reserve;
 Division utilizes qualified former employees to work during peak periods;
 Code Enforcement program was recently audited by outside consultant;
 Building Permit Fees include fees to cover cost of long-range planning,
technology enhancements and archiving of records;
 Building Official subjects applicants for building inspection positions to in-
field testing prior to hiring decision;
 Building Division takes pride in insuring website information is current;
 Staff has some experience in performing plan reviews of electronic plan
submittals; and
 The City offers incentive pay to encourage employees to obtain additional job
related certifications.
C. O RGANIZATIONAL ISSUES
Building Division Performance Standards
Throughout this report we have referenced our belief in the importance of establishing
and monitoring performance standards. In very simple terms, performance standards
represent the agreement the City has struck with the community to provide a level of
service in exchange for the fees that customers are required to pay. The City of
Morgan Hill has not necessarily embraced the use of the term performance standards
and has not invested significant effort in establishing and monitoring individual and