TranslateProcess Improvements
We have an ongoing practice of improving our operational processes to better meet the needs of our customers and our community. These improvements aim to meet the following goals:
- Improve Service Quality
- Improve Customer Experience
- Reduce Processing Time
- Maintain Consistency and Transparency
- Reduce and Manage Staff Workload
If you have specific suggestions for additional improvements that you think would improve our services, please contact our Ombudsperson.
Below is the list of process improvements that are pending or currently in progress.
Software and Technology Improvements
Software and technology improvements by Permit Sonoma's Department Informations Systems (DIS) section.
DIS Project Dashboards (PDF)
Pending or In Progress Process Improvements
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| Number | Division | Current Practice | Proposed Practice | Status |
|---|---|---|---|---|
| A001 | Administration | At Cost accounting using outdated information (10 years old) | Document update for At Cost billing cycle-Planning and Engineering coordination. Make sure cash flow processes and deposit requirements are clear and adhered to between planning, engineering. | Pending |
| A002 | Administration | At Cost internal accounting processes not adequate | Streamline At Cost processes to make more efficient (cut lag times for billing) | Pending |
| A003 | Administration | Outdated and inconsistent Refund process revamped | All refunds to be routed to Accounting first to be logged, monitored, tracked (with effort to minimize paper). | Pending |
| A004 | Administration | Move refund process to electronic | Create fillable online form to facilitate this. | Pending |
| A005 | Administration | Contracts managed inefficiently | Organize and create a process to train managers and help supervisors understand their role as a contract managers | Pending |
| A006 | Administration | Queueing system software improvements & training | Move to different interface (customer engagement center). Increased training and understanding for all customer service staff (every division). Messaging to community about the tool and how to use it. Training for community. | Pending |
| A007 | Administration | 24 hour policy for response to phone calls and emails is not followed as a standard practice | Start reporting on how often complaints are logged (Operator responsible). Update to a 48 hour return policy. Message internally and have staff update current voicemail settings. | Pending |
| A008 | Administration | Rotation of staff through customer service cubes (creates inconsistencies of processes and information) | More in depth training for all staff who cover cubes. Lessen the rotation by having less staff assigned to cubes. Each discipline should have and use the same resources (central location of information) so we are delivering the same message. Improved access to information for customers online (kiosks in the front reception area) | Pending |
| A009 | Administration | Not providing all pertinent information up front before a project begins (for customers) | Develop wizard tool to provide information on permit process prior to application. | Pending |
| A010 | Administration | Electronic submittals processed on the floor (customer service area) | Create workstations outside of main customer service area for focus and customer service | Pending |
| A011 | Administration | Paperless Office - Scanning plans at issuance (Building Permits) | Goals: 1) stop creating new files in the files room; 2) reduce travel of paper back and from front of office to back of office; 3) create efficiencies with current staff processes regarding copies made, filing of paper, etc. | Pending |
| A012 | Administration | Recruitment Process- Currently we have some written instruction, but it can be adjusted and updated to function more clearly and efficiently. | Streamline the recruitment process with a structured workflow. It will be available on our intranet page to better guide managers/supervisors through the process. | In Progress |
| A013 | Administration | MOU Update- currently there are various rules per bargaining unit that vary and are difficult to track and remember. | Create an FAQ document per bargaining unit to better guide staff and supervisors. This will aid how hours work, time accruals, and various other HR related common issues. | In Progress |
| A014 | Administration | Essential Functions Worksheets- currently there exists a list of essential job functions and what is required to complete it. | The County has started to update this to Jobs Demands Analysis (JDA's). Each of these need to be updated. This will enhance recruitment processes and make job functions and the department work more smoothly. | In Progress |
| A015 | Administration | Performance Dashboards Enhancements - currently dashboards are manually created at the beginning of each month. | Use an automated SQL query that will update the dashboards directly from Accela daily. | Pending |
| A016 | Administration | Contract Budget Clarity - current budget analysis of contracts only takes into account current room within the budget. | Incorporate a process to ensure managers are familiar with their overall budget space for contracts so they can make better decisions within their division/group. | Pending |
| A017 | Administration | Staff Safety Trainings - presently we have very few assigned trainings and poor tracking of them. | Leverage new Learning Management System functionality to automatically assign trainings to staff upon joining our department. Additionally, allow Safety Team and supervisors to assign as needed trainings whenever. | Pending |
| A019 | Administration | GIS Tools for staff - Staff currently lacks needed GIS tools for analytics | Release new GIS capabilities for full analytics, while maintaining the integrity of underlying data | Pending |
| A020 | Administration | Electronic Signatures - All signatures are currently collected in writing | Eliminate unnecessary signature and collect remaining signatures electronically | In Progress |
| A021 | Administration | Online Wizard - Current permit wizard is very basic in function and assumes customer sophistication with our internal processes | Recreate the wizard with a project based perspective (i.e. I want to remodel my kitchen) that will guide the applicant to all of the information they need to proceed, including the online application for all necessary permits. | In Progress |
| A022 | Administration | Fee Estimates - Currently fee estimates must be processed by permit tech on a case by case basis | Develop the online wizard to also deliver estimates for all projects in an online environment | In Progress |
| C001 | Communications | Improved Language Access: High Interest Videos have Spanish captions | Improved Language Access: Spanish translations for all videos & Spanish language videos (originally in Spanish, not translated) for high interest topics. | Pending |
| C002 | Communications | Improved Language Access: Handouts for items of significant interest are available in English & Spanish | Improved Language Access: Spanish translations for all handouts | Pending |
| C003 | Communications | Improved Language Access: Press releases on items of high interest now sent out in English & Spanish | Improved Language Access: Spanish translations for all press releases | Pending |
| C004 | Communications | Improved Language Access: Social media posts on items of high interest in English & Spanish | Improved Language Access: Spanish translation or separate Spanish posts for majority of social media posts | In Progress |
| C005 | Communications | Improved Language Access: Spanish translation at some community meetings | Improved Language Access: Spanish translation available for all Permit Sonoma community meetings/hearings with 72 hours advanced request | In Progress |
| C006 | Communications | Improved Language Access: Content Reading Level is not consistent | Improved Language Access: Make sure all our newsletters meet 8th grade reading level simplicity. All web pages and handouts must at a minimum include summaries/introductions that meet 8th grade reading level simplicity. | Pending |
| C007 | Communications | Expanded outreach to encourage public engagement in public hearings: website posting, legal noticing, and social media posting for BOS, BZA, PA meetings; produce videos with recap of Planning Agency meetings & high interest BOS item meetings | Expanded outreach to encourage public engagement in public hearings: Live stream or film full PC/PA/BZA meetings; post major development proposals on website | Pending |
| C008 | Communications | Increased storytelling: Monthly e-newsletter & latest news announcement on website | Increased storytelling: create meaning for citizens by clustering various discrete elements of information into a coherent stories; customer interviews | In Progress |
| C009 | Communications | Improved online information: special events calendar & GIS map | Improved online information: post all major permitted special events in special events map along with large-scale industry events | In Progress |
| C010 | Communications | Improved online information: details on use permit winery events not currently available | Improved online information: Accela winery events report available to the public | In Progress |
| C011 | Communications | Improved online information: online list of permit types; Accela wizard tool | Improved online information: Video series on permitting processes for property owners along with corresponding webpages and quick-cards | Pending |
| C012 | Communications | Improved online information: website uses County CMS template | Improved online information: homepage redesign with focus on services | Pending |
| E001 | Engineering & Construction | County inputs into Accela and verbally informs clients as to what is needed to issue their permit and what is needed to final the permit. | County is creating a report which captures this information and which will be printed at the cashiers desk so the clients will leave with a hard copy of the requirements for each stage of their application. The information will also be made available online. | Pending |
| E002 | Engineering & Construction | County has minimal overtime funding available. | County has authorized expenditure of existing overtime funding. To augment the use of existing overtime funding, County is allowing clients to pay overtime charges to have their projects reviewed after hours. This concept applies to all plan review activities, subject to staff availability: building, grading, septic, improvement plans. | Pending |
| E003 | Engineering & Construction | County currently accepts incomplete submittals which slow down processing of plan reviews. | County is revisiting plan submittal requirements to pair down to the absolute minimum and enforce revised submittal requirements. | Pending |
| E004 | Engineering & Construction | Code case opened when complaint received. Attempt to contact owner. Monitor | Coordinate closely with Fire and Emergency Services to abate vacant/abandoned homes with vegetation overgrowth. Abate conditions with an abatement warrant using Supervised Adult Crews to reduce fire danger. | Pending |
| E005 | Engineering & Construction | Keep fees due cases open with lien in place until all fees paid. | Submit closed code cases with fees/penalties due to County Collections to increase timely payments | Pending |
| E008 | Engineering & Construction | Inability to abate violation properties due to lack of a dedicated funding source | Obtain dedicated abatement fund to be financed with funds obtained from code penalties. | In Progress |
| E009 | Engineering & Construction | County currently does not have contracts for grading plan review activities. | County is seeking $100,000 contracts to assist in grading plan review activities. | Pending |
| E010 | Engineering & Construction | Billing and tracking of annual encroachment permits is not clear or consistent. | Revised annual encroachment permit process to clearly identify scope of work and expectations for inspection requests and bill work at-cost. | Pending |
| E011 | Engineering & Construction | Encroachment work occurring in fire impacted subdivision areas not being held to same standards as other areas. | Allow for encroachment work in fire impacted subdivisions to use an interim paving standard and collect an in lieu fee for DTPW so they can do final paving at a later point in time after fire rebuilding in mostly complete. Work with DTPW to establish program known as "OnePave". | Pending |
| E012 | Engineering & Construction | No policy and procedure for ministerial encroachment permits exists. | Create a policy and procedure for ministerial encroachment permits. | Pending |
| E013 | Engineering & Construction | No policy and procedure for annual encroachment permits exists. | Create a policy and procedure for annual encroachment permits. | Pending |
| E014 | Engineering & Construction | Transportation permitting process is too labor intensive. | Make transportation permits available online and automate submittal, review and approval process. | Pending |
| E015 | Engineering & Construction | Certain inspection results do not allow for customer to make the same inspection request again. | Revise inspection result scripting in Accela to allow the same inspection type to be requested again regardless of the original inspection result. | Pending |
| E016 | Engineering & Construction | Non-Standard Septic System Operational Permit and Monitoring (OPR) inspections priorities has not been clear and inspections performed sporadically throughout county. | Revise OPR inspection priorities to focus on last inspection performed in similar geographical areas. Need to create ad hoc report to identify last inspection performed by each type (I, II, III) and group by geographical area. | Pending |
| E017 | Engineering & Construction | Revise our Third Party Plan Review policy: current practice requires auxiliary permits to be issued (such as grading permits); does not allow if project is within a flood plain or is to legalize a code violation and requires each plan review iteration to be reviewed by the County. | Revised the policy to require a complete application for auxiliary permits (if needed); opens up the eligibility to include those projects within a flood plain, geologic hazard zone, etc.; County would receive all correspondence when the review has been completed. | Pending |
| E018 | Engineering & Construction | County currently has nearly expended our $50,000 contracts for plan review activities. | County is seeking $100,000 contracts to assist in building plan review activities. | Pending |
| E019 | Engineering & Construction | Different application requirements for different types of applications: Plan Check Only, Plan Check and Permit, and Permit Only. | Retire current concept of Plan Check Only. Revise application requirements to consolidate into one standard. Rename to be "Septic Design Application". | Pending |
| E020 | Engineering & Construction | Plan Check Only application standards include use of “Request for Service” form as actual application, no floor plans required. | Revise application standards: add requirement for supporting documentation for design: (pre-percolation results, percolation test results, wet weather ground water determinations) and remove requirement for floor plans. | Pending |
| E021 | Engineering & Construction | Plan Check and Permit application standards include use of septic permit application form, floor plans are required. Supporting documentation (pre-percolation results, percolation test results, wet weather ground water determinations) are not required as part of any application and are often not provided. | Develop and identify better submittal requirements such as an online check list for customers to follow. Clearly set the expectation from the start. | Pending |
| E022 | Engineering & Construction | Permit Only application requires use of septic permit application form and assumes customer applies for permit after Plan Check Only application has been approved or to invoke permit issuance right guaranteed from a Vesting Certificate. | Create consistency with other construction permit types regarding application submittal requirements. | Pending |
| E023 | Engineering & Construction | The three application types (Plan Check Only, Plan Check and Permit, and Permit Only) allows multiple ways to start application process. | Consolidate the application submittal requirements into a singular standard to facilitate only one way to submit application. Septic design applications shall be reviewed and approved in anticipation of permit issuance. | Pending |
| E024 | Engineering & Construction | Permit Techs initialize permits without applicant present. | Notify applicants of incomplete applications at the beginning of submittal process instead of later during review process. Allow applicants to defer determination of whether or not they want to obtain permit or get design approval to the application review process. Require decision to be made during review process but prior to approval process. | Pending |
| E025 | Engineering & Construction | Well & Septic applications are dropped off in a box at Customer Service without any screening for completeness. | Remove drop off box and require applicants to visit permit techs to discuss the project and get a better sense of proposed scope of work. Permit Techs would be better able to determine which other disciplines may need to review project (activate appropriate tasks) and assess appropriate fees. | In Progress |
| E026 | Engineering & Construction | Plan check Only applications are only reviewed by W&S and are not reviewed by any other disciplines. | Require the same review standards for the singular (septic design) application submittal process. Activate all applicable disciplines at time of application submittal. | Pending |
| E027 | Engineering & Construction | Plan Check and Permit applications are reviewed by all applicable disciplines. Applications are not routed to any customer service cubes for initial reviews. | Route customers to the customer service cubes for activated disciplines. Review of septic design to be performed by all activated disciplines. | Pending |
| E028 | Engineering & Construction | Customers often switch from Plan Check Only to Plan Check and Permit applications during review process. | Customer must notify staff whether or not they want permit issued before approval is granted. Customer may provide notice at initial submittal | Pending |
| E029 | Engineering & Construction | Plan Check Only application approvals do not have a clear requirement or path to become a permit or a vesting certificate. | Create a two path option for approval of septic design applications; one path would be the traditional permit issuance process while the other path would replace the current Plan Check Only approval process and require the applicant to apply for a vesting certificate if the don't want a permit issued. Require submission of required documentation for non-standard systems prior to approval of septic design applications that will advance to issued permits only. Documentation shall not be required for septic design applications that will advance to vesting certificates. | Pending |
| E030 | Engineering & Construction | Permit Issuance is mostly done by W&S clerical staff. | Route all approved septic design applications to permit techs to either issue permit or initialize vesting certificates. In both cases, additional fees would need to be assessed and paid. Enforce plan check expirations in accordance with new policy and procedure. | Pending |
| E031 | Engineering & Construction | Fees for plan review and permit issuance are assessed and collected when the application is submitted. Review fees for other disciplines are not assessed. | Assess plan review fees only at application submittal time. Assess appropriate discipline specific review fees. Assess permit fees at time of permit issuance not at time of application submittal. | Pending |
| E032 | Engineering & Construction | Plan check time limit is one year from first check. | Revise plan check time frame to be one year from the submission of a complete application which includes all required application submittal contents and payment of plan review fees. | Pending |
| E033 | Engineering & Construction | One plan check renewal application allowed within 180 days from plan check expiration date in order to continue review process under original submittal. One plan check renewal allowed, any subsequent plan check renewal applications would have to start from scratch. No allowance for extensions of time for warranted circumstances. | Revise application expiration policy and procedure. Expire septic design applications that do not advance to an issued permit or a vesting certificate within the one-year plan check time frame. Require a site review to be performed by staff for permit renewals that have not started work to ensure location of proposed septic system is still valid. Allow for extensions of time for plan check for circumstances beyond the control of the applicant. | Pending |
| E034 | Engineering & Construction | Permit renewal policy and practice is not clear and outdated. No limitations for renewals even if work never commenced. No allowance for extensions of time for warranted circumstances. | Revise permit expiration policy and procedure. Allow unlimited renewals if work has commenced. Allow two renewals if work has not commenced. Allow for extensions of time for permits for circumstances beyond the control of the applicant. | Pending |
| E035 | Engineering & Construction | Septic workflow in Accela is not adequate for Plan Check Only applications (No good way to determine approved status, inspection workflow not necessary). SEP workflow is not adequate for applications submitted to get approval to support a subdivision or lot line adjustment. SEP workflow does not have a good way to globally manage application phase (withdraw, deny, place review on hold, reactivate completed tasks, etc.) | Revise workflow for Septic Permit record types. Make similar to Grading workflow and add greater functionality. Revise to accommodate two-path approval option. Revise workflow for Vesting Certificate record type. Create a new record type to account septic design applications that will not evolve into a permit/authorization to perform work. (Septic reviews to support a subdivision, lot line adjustment, or reserve replacement area). | Pending |
| E036 | Engineering & Construction | N/A | Gather staff input on Well & Septic processes, update processes, then provide training and notification to all staff and septic design professionals. Update website information regarding requirements, expectations, processes, procedures, etc. | Pending |
| F002 | Fire Prevention | Complaints are reported via phone which takes excessive staff time to address. Current staff resources are taken away from other tasks causing inefficiency. | Implement So Co Report It to track & provide customer access to report overgrown vegetation in unincorporated Sonoma County. | In Progress |
| F003 | Fire Prevention | Utilize ESRI Collector App which does not easily interface/communicate with Accela Platform. Requires excessive manual manipulation of data and is inefficient. | Migrate data collection platform for vegetation management (defensible space inspection) to Accela System to streamline GIS, notices and statistic tracking to populate "dashboards" for public access to inspection data. | Pending |
| P004 | Planning | Accela: Accela allows project tracking, but it is not used to its full potential | Schedule regular in depth training between IT and planning staff to improve Accela-based project management and processing automation; refine Accela as needed to facilitate work flows | Pending |
| P005 | Planning | Accela: Accela allows project tracking, but it is not used to its full potential | Require staff to enter all projects in Accela; establish a billing/timecard entry and require min hours weekly for logging and updating project files until we have an up to date record | Pending |
| P007 | Planning | Organization: Division staff is divided by Section | Develop deliverables for Project Teams: (A) Review projects collectively; develop model language/analytical methods (B) Develop resources for staff to improve processing and quality (C) Report on legislative/procedural changes new and proposed (D) Training staff and developing "onboarding" to the topic area as staff join the team (E) Resource to respond to customer inquiries; manager for topical interpretations and reporting on determinations (F) Establish regular meeting calendar and team moderator/administrator to prepare and cover meeting agendas (G) Project triage; identifying "boiler plate" approval candidates as a team (X) Service Improvements Team: 7-member group from each project team, responsible for identifying and reporting on process improvements, lessons, and following up with assigned process improvements delegates to complete the improvements. (XX) Service Improvements Team: Funnel information on process improvement needs to designated IT coordinator. | Pending |
| P016 | Planning | Implementation: Staff meeting discussions identify protocols/improvements that are not always implemented | Develop process improvements tracking mechanism and notification; prepare "submission" form that are to be used at all staff meetings. | Pending |
| P017 | Planning | Accela: Accela allows project tracking, but it is not used to its full potential | Establish clearer and more streamlined milestones for project tracking in Accela to maximize the program | Pending |
| P018 | Planning | At-Cost Projects: Overhead is not billed to clients | Develop procedures for calculating overhead on projects in a standardized format, such as automatic % increase based on tasks billed per invoice. | Pending |
| P019 | Planning | Tracking: Staff emails on project direction and review processing are routinely requested by applicants and the public. This requires research time to locate and distribute. | Process all milestone emails in Accela to keep an accurate record of key decision points: (A) Welcome letter (B) Completeness (C) Conditions (D) Packets (E) Major interpretations (F) CEQA determinations | Pending |
| P027 | Planning | Accela: Accela allows project tracking, but it is not used to its full potential | Explore options to recruit intern/volunteers to load all project status entries to Accela | Pending |
| P028 | Planning | Accela: Accela allows project tracking, but it is not used to its full potential | Develop reports that track staff-processing times only for planning projects, indicating delays due to applicant | Pending |
| P034 | Planning | Processing: Clerical staff retain project processing timelines for respective review bodies | Review, refine, and circulate the packet preparation schedule to ensure planners are aware of deadlines for submission; create calculator to backdate process work flow for planners | Pending |
| P035 | Planning | Streamlining: N/A | Implement Zoning Administrator structure | Pending |
| P036 | Planning | Tracking: Department maintains dashboard modules on processing improvements and project status | Develop modules for Planning as Accela data is implemented | Pending |
| P038 | Planning | Process Improvements: Competing demands limit capacity to implement process improvements | Establish bi-weekly focus sessions to process project subsets (e.g. LLA "blitz") recruit all relevant referral partners as resources to make decisions on projects | Pending |
| P039 | Planning | Staff Reports: Staff develops reports based on previous reports, templates, and internal coordination | Mandate review of major projects nearby to applications; develop procedures to streamline data gathering | Pending |
| P041 | Planning | Management: Managers process large and small projects | Focus manager time on large projects only to allow for management time and coordination | Pending |
| P042 | Planning | Contact Information: Staff, committee, Board, Commission rosters published online | Update references and contact information online | Pending |
| P043 | Planning | Legislation: Regulatory updates on CEQA case law and land use policy at the state or regional level are done ad hoc. | Work with County Counsel and Sr. Management to update planners on upcoming and recently passed legislative changes that impact Permit Sonoma's work. | Pending |
| P044 | Planning | Staff Development: Staff training is coordinated through the department budget | Revisit department budget to create more opportunities for CEQA training and SMA training | Pending |
| P045 | Planning | Customer Experience: Training provided by staff/shadowing | Bring in CX consultant to update staff on best practices; focus on solutions oriented approaches - getting to "yes" and achieving applicant goals together | Pending |
| P047 | Planning | Customer Service: N/A | Invest in customer service training for all staff to provide focus, share tips and tools to improve cx, and promote solutions-oriented approach. | Pending |
| P048 | Planning | Workload: FTE locked and limited | Collect data on workload and processing to advocate for FTE expansion, including advocating for increased at-cost processing | Pending |
| P049 | Planning | Counsel: Access to files relies on planner as intermediary | Review commonly requested files types and upload to Accela with link for Counsel. Allow counsel direct access, but controlled. | Pending |
| P050 | Planning | Training: Provided in-house | Increase external training opportunities; bring expertise into Permit Sonoma | Pending |
| P051 | Planning | Intake: Project intake process is typically over the counter/in person | Transition to online application intake | Pending |
| P054 | Planning | Housing: Housing Element defines goals to address affordable housing needs | Develop regular reporting on housing initiatives and publish online | Pending |
| P055 | Planning | Tribal Consultation: Procedure follows standard noticing | Develop updated consultation policy | Pending |
| P056 | Planning | Tribal consultation: Recommended practitioners lists do not assess quality of the professional | Develop County practitioner list or work with NWIC to update/modify the list | Pending |
| P057 | Planning | Conditions Compliance: Operational reporting requirements are the onus of the applicant | Work with IT to develop automated noticing to Permit Sonoma staff (clerical) on reporting deadlines into the future. | Pending |
| P058 | Planning | Revenue: N/A | Examine economic development opportunities and identify process improvements and other resources that Permit Sonoma can publish to support revenue-generating uses in appropriate areas. Work with EDB, Tennis, CAO, and Board (e.g. Hotel TOT). | Pending |
| P060 | Planning | At-Cost Projects: Fire review is not fully at-cost | Implement at-cost fire review | Pending |
| P063 | Planning | Intake: Applicants submit plans that are reviewed at the counter for completeness | Implement policy that incomplete applications will not be accepted. | Pending |
| P064 | Planning | Training: Managers design training plan | Require initial consultation with staff on training plan before finalizing | Pending |
| P065 | Planning | File Management: S:/ drive holds planner files | Reorganize the S:/ drive according to predefined goals and structure that all staff have been notified of in advance. Map the changes, present to staff, and begin implementation | Pending |
| P066 | Planning | PMD Website: Navigation is cumbersome | Improve website navigation; enlist client test groups with members of the public and improve navigation | Pending |
| P067 | Planning | Mapping: GIS viewer online provide access to geospatial data | Invest in software improvements to improve reliable and fast mapping | Pending |
| P073 | Planning | Policy Development: Comprehensive Planning develops policy; other staff learn about the changes when implemented | Require that policy planners consult with project review focus groups to test and evaluate policy changes. | Pending |
| P074 | Planning | Engagement. Protocols and procedures for community engagement and outreach are not standardized. Procedures for individual projects are set forth in individual project work plans that are not accessible to all staff. | Develop department standards and guidelines for community outreach, including: (A) Requirements during lifespan of policy projects (B) Outreach methods (C) Outreach types that have been successful (D) Lessons learned that should not be repeated (E) Ambassadors, networks, organizations, and groups that should be utilized | Pending |
| P076 | Planning | Streamlining: Fence permits occupy excessive planner time | Review code standards and prioritize streamlining in Dev. Code Update Phase II | Pending |
| P077 | Planning | Policy Development: Implementation | Policies are developed but pathway to full implementation by other divisions or departments is unclear. Implement process workflow for Comp team, such as an electronic "ticket," to ensure policies are carried into maps, codes and policies when authorized. | Pending |
| P078 | Planning | Management: Ad hoc meetings to coordinate upper management on projects | Develop protocol for coordinating upper management on policy directions to eliminate redirection and processing delays | Pending |
| P079 | Planning | Deadlines: Policy projects are self-initiated; scheduling is more flexible | Implement project management software to track processing toward pre-defined target dates | Pending |
| P080 | Planning | Regulations: Findings reside in the General Plan for standards of review | Process zoning amendments to codify findings and standards | Pending |
| P081 | Planning | Regulations: Some policies may require repetitive or excess review | Reduce review authority, clarify standards of review for fences | Pending |
| P082 | Planning | Regulations: Some policies may require repetitive or excess review | Reduce review authority for ADUs consistent with state law, move to over the counter review of building permits | Pending |
| P083 | Planning | Regulations: Some policies may require repetitive or excess review | Consider amending appeal language to streamline processes. Example: no appeals on recommendations, only on actions | Pending |
| P084 | Planning | Deadlines: Policy projects are self-initiated; scheduling is more flexible | Develop project status report summaries - one page, simplified Gantt charts for all projects in the work plan | Pending |
| P086 | Planning | CEQA: Templates exist for the CEQA checklist to assist in processing | Update the CEQA checklist to streamline review | Pending |
| P087 | Planning | CEQA: Technical analyses require outside consultants to prepare or review | Issue RFQ for services covering all special topic areas | Pending |
| P088 | Planning | TPW: Project management ad hoc | Develop MOA to establish standards of review for NR on public projects | Pending |
| P089 | Planning | CEQA: Mitigations are applied to mitigate impacts | Develop protocol for determining when projects require mitigations versus conditions | Pending |
| P090 | Planning | CEQA Initial Studies: Project planners process CEQA review and tag NR staff as needed | Establish procedure to route CEQA Initial Studies (Biology, Geology, Hydrology, etc.) review to NR specialists; establish routing protocol, document preparation procedures, turnaround times | Pending |
| P091 | Planning | Streamlining: N/A | Develop targets for reducing processing on TPW projects | Pending |
| P094 | Planning | CEQA: Templates exist for the CEQA checklist to assist in processing | Prepare a clean CEQA checklist to eliminate staff time in clearing irrelevant stock review comments | Pending |
| P095 | Planning | Streamlining: N/A | Analyze contracted projects to determine cost/savings or issues that may have been created | Pending |
| P097 | Planning | Routing: Natural resources has seldom prepared staff reports | Train Natural Resource staff on packet preparation and timelines | Pending |
| P098 | Planning | CEQA: Templates exist for the CEQA checklist to assist in processing | Update stock review comments to speed up processing | Pending |
| P099 | Planning | CEQA: Mitigations are applied to mitigate impacts | Review all template and common mitigations to determine if the mitigations are additive to other regulations or repetitive; avoid redundancy | Pending |
| P100 | Planning | TPW: Intermittent face-to-face with TPW on traffic studies for PRIVATE PROJECTS | Coordinated planner days in TPW | Pending |
| P101 | Planning | CEQA: (M)NDs are processed in-house | Under-take at-cost environmental review for select projects with major natural resource issues with staff oversight | Pending |
| P102 | Planning | Project Review: Submittal requirements capture CEQA needs | Expand and clarify submittal requirements to provide more environmental detail (when determined necessary by staff), and provide model submittals/templates | Pending |
| P103 | Planning | Develop Biological Assessment Guidelines for Private Projects | Develop guidelines for CEQA studies needed for bio and hydro sections of CEQEA checklist | Pending |
| P104 | Planning | CEQA/NEPA Process Procedures Manual and Flow Charts | Update manual and process flow charts | Pending |
| P105 | Planning | Workload: Full-time ARM Position needed | Submit PCR, Hire Staff if approved | Pending |
| P107 | Planning | Routing: Project routing and connecting with commenting staff/agencies is opaque | Develop or update standardized conditions for common issues; include language that allows for staff review of the condition at time of condition compliance | Pending |
| P108 | Planning | Routing: Project routing and connecting with commenting staff/agencies is opaque | Work with commenting agencies/departments to develop routing tracking thru Accela | Pending |
| P109 | Planning | Routing: project are sent to review agencies/departments without priority identification | Develop cover sheet template to communicate urgency for targeted projects | Pending |
| P110 | Planning | Routing: project are sent to review agencies/departments without priority identification | Establish more reliable channels between Department heads to add urgency to projects | Pending |
| P111 | Planning | Interpretations: Staff interpretations of code logged in S:/ | Review all interpretations and clarify determinations | Pending |
| P112 | Planning | Interpretations: Staff interpretations are made ad hoc, reviewed by managers | Develop a process to log interpretations in S:/ or elsewhere, flag issues in the code, and notify planners of new interpretations made with clients | Pending |
| P113 | Planning | Inquiries: Planners at the cube receive questions from applicants and provide direction | Develop a process to track applicants that raise questions and determinations provided to log previous discussions and maintain consistency with interpretations or direction provided to the public. | Pending |
| P114 | Planning | Condition Compliance: This aspect of planners' duties is growing exponentially due to lengthier conditions and lack of process structure | Implement condition compliance as a function of Accela to manage workflows and allow public access to status updates | Pending |
| P116 | Planning | Condition Compliance: This aspect of planners' duties is growing exponentially due to lengthier conditions and lack of process structure | Develop a module/dashboard to track progress on condition compliance | Pending |
| P117 | Planning | Condition Compliance: This aspect of planners' duties is growing exponentially due to lengthier conditions and lack of process structure | Establish a clerical liaison for condition compliance to keep projects moving. | Pending |
| P118 | Planning | Health: Applicants are required to submit necessary application material for health review | Applicants routinely do not provide information; identify the most commonly overlooked or challenged requirements (well/septic, noise, garbage, restaurants, swimming pools, HazMat, and medical waste). Are they necessary? Develop checklists and sample reports so applicants are aware of requirements. Connect with practitioners directly through a working group to develop best practices and streamlined review | Pending |
| P119 | Planning | Health: One health specialist on staff | Implement training for 1 additional health specialist on staff | Pending |
| P120 | Planning | Health: Noise specialist required for project review | Release RFQ, with reasonable expectations, to secure at-cost support | Pending |
| P121 | Planning | GHG Impacts: Standard conditions require a GHG mitigation plan, with no clear guidance or parameters | Work with RCPA, BAAQMD, ARB, and other specialist to develop GHG reduction options with clear associated benefits that can be tailored to projects by size and scope. | Pending |
| P122 | Planning | GHG Impacts: Cumulative impacts are considered qualitatively | Define process and benchmarks for cumulative impact assessment | Pending |
| P123 | Planning | Staff Reports: Templates exist but vary widely and have not been updated for current review standards, requiring planners to update and redevelop for each project | Develop a standard staff report template for PC, BZA, DR, and other Boards/Committees | Pending |
| P124 | Planning | Staff Reports: Templates exist but vary widely and have not been updated for current review standards, requiring planners to update and redevelop for each project | Develop "best practices" checklists with stock answers and reference materials for planners on projects based on type of project. This should supplement the blank staff report template. | Pending |
| P125 | Planning | Workload: Remediation is processed at the end of document preparation | Develop staff report, conditions, and resolution templates that are pre-remediated and train staff on "styles" so that documents are remediated during drafting. | Pending |
| P126 | Planning | Workload: Clerical staff responds to planner notification of new materials, supplements, and public comments received on staff reports | Require mandatory "check-ins" 5 and 2 days prior to hearings to remind planners to notify clerical of any new material for packets. | Pending |
| P127 | Planning | Condition Compliance: Applicants track conditions independently | After implementing conditions compliance through Accela, develop mechanism to track completed conditions that lives in/with the project record and is accessible in a pre-determined location for all to access. Consider uploading conditions PDF, and revising with strikeout version as conditions are completed. | Pending |
| P128 | Planning | Condition Compliance: Applicants track conditions independently | Host Accela training for applicants through Directors Advisory Group and online tutorials. | Pending |
| P129 | Planning | Completeness: Determinations are provided prior to routing completion | Revise policies and procedures to gather routed comments prior to issuing completeness | Pending |
| P130 | Planning | Completeness: Items required versus items requested are not differentiated | Update completeness letter formatting to establish required and advisory items. Institute tracking mechanism linked with Accela to maintain logs of required information | Pending |
| P131 | Planning | Conditions Compliance: Operational reporting requirements are the onus of the applicant | Work with IT to develop automated noticing to PRMD staff (clerical) on reporting deadlines into the future. | Pending |
| P132 | Planning | ADUs: Staff process ADUs ad hoc consistent with standard and regulations | Develop checklists to expedite processing ( Being done w/ LLA app updates) | Pending |
| P133 | Planning | LLAs: No special processing | Develop handouts for applicants to clarify submittal requirements and expedite processing | Pending |
| P134 | Planning | Streamlining: Ministerial permits are processed over the counter and are taken in for longer processing | Develop necessary checklists and standards to shift ministerial projects to 5-day permit approvals. (Eliminate hard file process/electronic file only in Accela & S:> drive | Pending |
| P135 | Planning | Resources: Review for wetlands on site includes existing GIS database | Review published and reliable GIS information and develop checklists for planners to flag and notify applicants of wetlands potential and associated risks/permitting issues. Amend grading permit checklist to consider wetlands resources in the checklist. Ideas: Check soils, check state wetland mapping at minimum | Pending |
| P136 | Planning | Pre-application Meetings: Applicants can schedule pre-application meetings with senior leadership | Develop procedures and checklists to manage meeting discussions for Planning | Pending |
| P137 | Planning | Pre-application Meetings: Applicants can schedule pre-application meetings with senior leadership | Integrate TPW into the review process | Pending |
| P138 | Planning | Hot Files: Tracked in excel database | Log and update project files into Accela; track files in Accela | Pending |
| P139 | Planning | Applications: Received largely over the counter | Require electronic submittals and enable online submittal | Pending |
| P140 | Planning | LLAs: Technical corrections need to be tracked when a GPA or rezoning is involved | Update technical corrections LLA form | Pending |
| P141 | Planning | LLAs: When GPA or rezone is required, processed as administrative action | Create PCAS and log time to process technical correction | Pending |
| P142 | Planning | Conditions Compliance: Conditions are generalized to speed processing, causes confusion at hearings and increases tendency for prolonged hearings, continuances, and repeat hearings | Review conditions with all referral agencies and departments to: (A) Improve clarity (B) Remove redundancy where a permit requirement condition covers specific condition requirement (C) Define review authority (D) Define condition compliance timeframes (when must it be completed) | Pending |
| P143 | Planning | Applications: N/A | Develop reference materials for applicants that highlight "model" application materials | Pending |
| P144 | Planning | Applications: Intake staff utilize checklists that are dated for verifying application requirements. | Update application intake checklists for front-line staff using completeness letters to identify routinely overlooked materials; prepare "model" application material samples to aid applicants | Pending |
| P145 | Planning | Inactive Files: Assigned to planners individually | Prepare summary denial letter template; dedicate time to send letters on status/summary denials for inactive | Pending |
| P146 | Planning | Workload: N/A | Identify additional over-the-counter review opportunities | Pending |
| P147 | Planning | PRAC: Mandatory on specified projects | Implement PRAC waiver procedure; improve referral processing to reduce need for PRAC input later in the process | Pending |