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Morgan Hill, California
2
Zucker Systems
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: