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Steering Group 4: Supervision, Staffing, Training, Tools |
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CharterUpgrading management, supervisory, and personnel practices — supervising planners should not be processing cases. We need to change their role to being problem-solvers, problem-preventers, work organizers, and coaches. Supervisors need to be available to members of the public when there are issues on a case, resolving those issues early in the process, before they are magnified and become intractable. In addition, the language of “follow through” must be established as an integral part of P&D’s culture. Completing all of our tasks must be a long-term priority; everything from case files to zoning ordinance amendments. An enhanced recruitment program, as well as establishing a retention program, is also ultimately essential for the long-term success of any specific improvements. We believe that creating a positive work environment, by recognizing quality work, and looking for ways to foster longevity, are crucial to the success of P&D’s ministerial process.Improving training of staff, applicants, and agents — we need to be providing just-in-time training to everyone involved, in all key concepts, on the changes that are occurring, and identifying the resolution of identified problems. P&D will provide training in our ordinances and policies and their interpretation; local architects and planning consultants, among others, can provide us reciprocal training in design issues and related matters. Re-examining and clarifying the roles of other involved agencies and the BAR/MBAR — the County benefits greatly from, for example, the BAR/MBAR process. However, we have not integrated the BAR/MBAR process into the overall process as well as we should. This lack of integration is contributing towards inconsistency, less predictability of outcomes, and lengthy processing times. We need to work with BAR/MBAR to resolve these issues. Institutionalizing our knowledge — we have not developed consistent policy interpretations on the short-list of recurring issues (e.g., what is acceptable grading; how do we define and interpret “the maximum extent feasible,” etc.). Applicants and planners are interpreting these policies every day, however, to address the issues raised by projects. We have many policies and issues that need clarification, and all of these must be applied in a consistent manner throughout the County. Currently, we rely on many diverse data sources to piece together the County’s “position” on these issues. The current method is inefficient, as a planner must look in many places and talk to many people in order to get an answer, often delaying the processing of a permit by weeks. In addition, the current method breeds inconsistency--since there is not one “source” for answers, planners come up with different interpretations over time. Planners now must research answers that another planner may have already completed, since the outcomes are not consistently shared and catalogued. Improving the tools available for use by applicants, agents, and staff —our efforts are impeded because we have not invested the time and energy necessary to keep our tools current. Along with putting so many of our documents and resources on the web, we need to place a PC/copier/printer at each counter to be available to applicants. We need to set aside a place for planners and applicants to meet and talk, with layout tables, improve our records by scanning and digitizing what is on microfiche, and explore other possibilities to digitize data, and make it available via the intranet and the internet. We need to develop: upgraded, standardized, up-to-date Standard Conditions and prototype documents and forms that are easy to access and are used by everyone. We need to improve our use of Accela (our computerized permit tracking system); etc. |
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Meetings |
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August 25, 2003 |
September 10, 2003 |
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September 22, 2003 |
October 22, 2003 |
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December 8, 2003 |
December 22, 2003 |
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January 6, 2004 |
January 20, 2004 |
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January 28, 2004 |
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Back to Process Improvement History
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