San Mateo County Grand Jury
• 2004-2005
Issue | Background | Findings | Conclusions | Recommendations | Responses | Attachments San Mateo County Planning and
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⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 6 findings
F1
Follow through with the formal training program for new Current Planning employees and allow ample time to learn regulations before handling customer inquiries. Response: Concur. The Planning and Building Division is committed to training new employees. The Current Planning Section is recruiting to fill three vacancies in the near future. With this recruitment, the Current Planning Section will have the opportunity to initiate and complete the Division’s training program with each of the new employees. The program will include instruction provided by senior staff in their areas of expertise and other relevant planning topics. The training program will also include assigning senior staff to mentor new employees. We believe that ample time is required to fully understand complex Planning regulations. Before a new employee is assigned counter or phone duty, an assessment by senior staff will be completed to insure new employees exceed a minimum level of competence for those responsibilities.
Related Recommendations (1)
R1
follow through with the formal training program for new Current Planning employees and allow ample time to learn regulations before handling customer inquiries.
F2
Immediately set up an express line for picking up and processing simple permits in the Planning and Building lobby. Response: Concur. The Planning and Building staff are taking the necessary steps to develop a work plan for implementing this recommendation. Through feedback provided in customer surveys, the Planning and Building Division identified the need for an express line service for picking up permits and simple permits. This
Related Recommendations (1)
R2
immediately set up an express line for picking up and processing simple permits in the Planning and Building lobby.
F3
Immediately raise awareness of the fax-in and mail-in options as well as the on-line permit status through the website, brochures, automated phone messages and personal contact with the applicants. Response: Concur. The Planning and Building Division staff is currently in the process of implementing this recommendation. Staff is developing a new brochure that identifies the different methods for the public to contact the Division, submit applications and review application status on-line. In addition, as part of the Division’s community outreach and information program, phone messages will be updated to reflect options for submitting permits.
Related Recommendations (1)
R3
immediately raise awareness of the fax-in and mail-in options as well as the on-line permit status through the website, brochures, automated phone messages and personal contact with the applicants.
F4
Expand the use of fax and e-mail in the Planning and Building Division to facilitate and expedite the processing of permits and responses to customer inquiries. Response: Concur. The Planning and Building Division staff is currently in the process of implementing this recommendation. Staff will notify customers of the option of providing a fax number in order to expedite plan check review comments and/or responses to customer inquiries.
Related Recommendations (1)
R4
expand the use of fax and e-mail in the Planning and Building Division to facilitate and expedite the processing of permits and responses to customer inquiries.
F5
Improve accessibility to the web site by creating better links from the County’s home page. Response: Concur. The Planning and Building Division management staff is currently developing a work program and budget with the Information Services Department (ISD) to improve the Planning and Building Division’s web site links, and will work with the County Manager’s Office (CMO) and ISD to make necessary improvements to comply with established guidelines for the County’s homepage.
Related Recommendations (1)
R5
improve accessibility to the web site by creating better links from the County’s home page.
F6
Immediately solicit written feedback from architects, contractors, and homeowners on recommendation for improving the application process. Response: Planning and Building management staff is currently developing a work program and assigning responsibilities to develop a survey form and method for soliciting comments and suggestions from the public to improve the application process. The status of these responses will be reported to the Board in a future Grand Jury update.
Related Recommendations (1)
R6
immediately solicit written feedback from architects, contractors, and homeowners on recommendations for improving the application process. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: May 26, 2005 BOARD MEETING DATE: June 7, 2005 SPECIAL NOTICE: None VOTE REQUIRED: None TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: 2004-05 Grand Jury Response Recommendation Accept this report containing the County’s response to the 2004-05 Grand Jury report on the San Mateo County Planning and Building Division. VISION ALIGNMENT: Commitment: Responsive, effective and collaborative government. Goal 20: Government decisions are based on careful consideration of future impact, rather than temporary relief or immediate gain. This activity contributes to the goal by ensuring that all Grand Jury findings and recommendations are thoroughly reviewed by the appropriate County departments and that, when appropriate, process improvements are made to improve the quality and efficiency of services provided to the public and other agencies.
Conclusions 1
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CL1 Page 7Employee turnover along with the complexity of regulations in the county, and a lack of adequate training have resulted in a highly stressful environment for employees in the Current Planning section and frustrating delays for county residents. Management seems to be addressing the training problem with plans for a formal training program which would allow employees more time for training before assisting customers at the service counter. Despite the delays and occasional misinformation, those users interviewed had a high regard for many of the employees who are attempting to complete applications promptly under difficult circumstances. Current Planning is not taking full advantage of the technology available to improve efficiency and communications with applicants. Many county residents are unaware of the option to fax in simple permits or the ability to view the status of their permit application online. If they manage to locate the website, there is no mention of the fax-in option although the on-line status is well marked. Simply publicizing these options would reduce the number of phone calls and wait times at the Planning and Building office. There should also be consideration given to expanding the use of fax and email. Better use of e-mail could result in quicker, clearer and more complete answers to customer inquiries. Allowing greater use of facsimiles would certainly increase customer satisfaction considering that many applicants reside on the coast and must invest substantial time coming to the Planning office. Current Planning has attempted to guide the applicant through the intricacies of the permit process by developing an extensive set of brochures for various aspects of the permit process. However, the permit process remains confusing and unclear to many applicants. Particularly bothersome is the concern by applicants that some arcane requirement will arise late in the approval process that has not been addressed in the plans, thereby causing time delays and major costs. Many contractors and architects in the county have extensive experience in dealing with Current Planning and could be a valuable source for recommendations on improving the current process. Rather than being merely critical of the department, they had many excellent suggestions which would provide a more complete picture of customer needs, and expedite the approval process. 7