Findings and Recommendations |
Response |
Actions Completed |
Actions Pending |
| Findings and Recommendations 1 - 8 | Adopted PDD and CA responses. BOS | ||
| 1. The BOS first directed the PDD to implement a streamlining program for permit processing and one-stop permit counter in 1991. In the 1996 Strategic Plan, the BOS is still requesting improvement in the permit streamlining process. | "We would characterize the 1996 Strategic Plan
as directing continued improvement in permit processing. Continuous improvement
is desired in all county programs and processes." CA "PDD fully implemented all BOS directives on permit processing within the suggested timelines and has implemented additional improvements each year." PDD |
PDD expects to have the first phase of the Permit Tracking System operating by the summer of 1997. | |
| 1a. PDD should fully implement the directives for permit processing and the one-stop counter from the BOS. | One stop counter was implemented in Feb. '92. After approximately one year, Fire and Environmental Health ceased to have set hours due to lack of business. "Physical constraints at Foster Road and the Engineering Building as well as budget constraints limit the County's ability to provide the state-of-the-art Counter operations." PDD | ||
| 1b. The BOS should continue to request progress reports from PDD quarterly. | Semi-annual reports are sufficient. CA We suggest the BOS request semi-annual reports for two years beginning six months after the Permit Tracking System is on-line. PDD |
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| 1c. The 1996-97 Grand Jury should monitor the progress of PDD in implementing the Supervisors' directives. | The 1996-97 Grand Jury requested and received progress of implementation. | ||
| 2. Long-standing problems still exist in the management and operations of the PDD. The BOS should direct that a performance audit be conducted for all PDD divisions involved in permit processing approximately six months after the permit tracking system is installed. | "It is unfortunate that the Grand Jury chose
to characterize the issues raised in their report as `long standing problems'...We
believe department management has made and continues to make process improvements...Performance
audits can be extremely useful when the scope of the audit is well defined."
CA If the County develops a standardized approach to performance auditing as a service to management using qualified personnel with adequate resources, PDD looks forward to the assistance. PDD |
| 3. Insufficient steps have been taken by PDD management to correct deficiencies in personnel matters, i.e. qualification for certain jobs are set too low; work stations are empty due to 9/80 work week, scheduling or vacations; crossing over from one position to another for which the individual is not qualified. PDD management should review employee practices to make appropriate adjustments to enforce established regulations. | All PDD managers comply with all County employment regulations. The Personnel Department sets job classification qualifications. PDD does not ask Personnel to update job descriptions unless the job has changed. Does not agree that qualification for certain jobs are set too low but feels that the work assignments are within the job descriptions of the employees. Pertaining to crossing over from one position to another, it is an industry norm to have combination Building Inspectors trained to inspect electrical, plumbing, mechanical and structural for most projects. PDD has 15 permanent employees with 9/80 schedules who take one Friday per pay period off ( 10 the first Friday and 5 the second Friday). Managers are responsible for ensuring that an adequate number of employees are available to provide services during vacations. Planners and building inspectors fill in when counter-assigned employees are on vacation. PDD |
| 4. There is no single manager in PDD who is totally responsible for all permit functions. The PDD should establish one central authority for the permit process to assure clear lines of authority and decision making. | Agrees with Finding but not Recommendation. PDD has a "flat" organization without even an assistant director. Various tools have been employed to make the management of permit processing more cohesive, and they have achieved some success. More integration is possible and will be achieved. Over-the-counter permit operations will be integrated into a single permit process for both zoning and building that may be fully implemented by 1998 depending on required ordinance revisions, facility redesign, personnel actions and training. The PDD does not have the authority to establish a central authority over other departments having regulatory responsibilities in the permit process. PDD | Over-the-counter permit operations will be integrated into a single permit process for both zoning and building that may be fully implemented by 1998. | |
| 5. PDD should prepare thorough and adequate training programs for all PDD staff who will be involved in the operation of the new computer system. | The vendor from whom the County has purchased the Permit Tracking System is responsible for training 50 users on the system to PDD's satisfaction. In addition, several PDD managers and employees will be responsible for ensuring that training and proper use continue. PDD |
| 6. Lack of adequate signage and integrated presentation of printed material impede communication with the public. PDD management should design a communication system including up-to-date signage, brochures, information documents, applications and other documents for the public. | Agrees. PDD will continue to prepare and update information and make it available to the public as budget and staffing allow. PDD will ask the General Services Department to help address the signage issue. PDD | ||
| 7. Standard mitigation conditions of approval and mitigation conditions confuse the issues in proper planning. Each planner is able to elaborate or write his/her own measures. | Disagrees. The Standard Mitigation Measures and Conditions of Approval Manual (SMMCAM) is an in-house source book to standardize language of conditions on discretionary permits. PDD | ||
| 7a. For clarity and improved understanding, PDD should divide the Mitigation Manual into two separate sections: "Standard Conditions" and "Mitigation Measures". | PDD is following this recommendation and reorganizing the Manual. With few exceptions, standard conditions may be used as mitigation measures. Instructions to staff will be more thorough. PDD | The Manual has been completed as of February 1997. | |
| 7b. Planners should consult with, and obtain approval from, management before creating their own mitigation measures. | Mitigation measures are applied only to discretionary projects. It has always been PDD's practice to have all mitigation measures in CEQA documents and all recommended conditions of approval reviewed by a supervisor. PDD |
| 7c. PDD should consider the November 1995 recommendations of the Building Official to modify the mitigation measures. | A team has been assigned to review the Building Official's comments. Many will be incorporated into the next printing. PDD | A team has been assigned to review the Building Official's comments. | |
| 8. Citizen complaints which allege problems with employees and functions within the PDD deserve attention. PDD management consideration of complaints should be prompt, fair and consistent. | Agrees. Department management encourages customers to contact them regarding problems, operating functions and successes as well. PDD |