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HomeMy WebLinkAboutAGENDA REPORT 2020 0115 REG CCSA ITEM 09C POWERPOINTCity of Moorpark Community Development Organizational Assessment Jay Trevino, Partner Steve Chase, Special Advisor January 15, 2020 of California cities with more than 100,000 people Served 90% of service exclusively to local governments 25 years About Management Partners We are experts at helping government leaders improve operations 2 including generalists and subject-matter experts in police, fire, finance, IT, public works and other areas 100+ associates successfully completed in 42 states Over 1,700 projects in Costa Mesa (Orange County) and San Jose, CA and Cincinnati, OH 3 national offices Services •Process Improvement •Operations Improvement •Strategic Planning •Service Sharing •Staffing Analysis •Financial Planning/Budgeting •Organization Analysis •Organization Development •Performance Management •Facilitation and Training •Executive Recruitment •Executive Coaching Study Overview Staff Interviews Expert Immersion Document Gathering and Analysis Process Mapping – Current and Going Forward Observations and Recommendations Executive Summary Report Implementation Action Plan 3 Identify opportunities for the Community Development Department to: •Analyze current practices, •Improve business systems, •Optimize process and structure, •Improve transparency, •Determine future needs and costs, and •Improve stakeholder communication. Primary Study Objectives Methodology Transition from Regulation to Navigation 4 Observations •Meet with stakeholders to identify pinch-points and solutions •Establish a Project Manager role •Prepare a Development Review Handbook •Create customer-oriented, web-based process guides, forms and checklists •Conduct customer-service oriented workflow management training Recommendation Highlights •Process should emphasize customer assistance, and help them get “across the finish line“ •Staff should be proactive and “own” the process to ensure projects do not languish due to lack of direction Improve Predictability 5 Observations •Update the General Plan and Zoning Ordinance •Measure system performance and provide coaching/training for staff as necessary •Scale permit conditions to each development project •Expand and better manage outside consulting services for casework expertise Recommendation Highlights •Current process emphasizes project-by- project negotiation, which brings uncertainty •Process should be based on Council- adopted policies and standards, which would improve clarity and predictability •Best practices from other successful communities will help standardize the review process and improve efficiency Enhance Financial Systems 6 Observations •Invest in and integrate business systems – e.g., Enterprise Resource Planning (ERP) •Conduct a nexus study of infrastructure needs based on growth identified in updated General Plan, Zoning Ordinance and Capital Improvement Program •Adopt development impact fees based on the nexus study to provide infrastructure funding Recommendation Highlights •The current cost center program does not meet customer or staff needs and is a source of frustration •Accounting systems for tracking staff time on individual projects need improvement •A comprehensive study of infrastructure needs and fees would improve clarity and ensure funding from new development Improve Performance Measurement and Fee Transparency 7 Observations •Establish and track processing cycle-times •Adopt a cost-recovery policy for development processing •Recover external costs incurred by the City •Reexamine building fees Recommendation Highlights •Implementing the new land management system (EnerGov) is essential for workflow management and performance measurement •Reviewing development-related costs, and creating a cost-recovery policy would help ensure that City services are appropriately funded Actions and Initiatives Underway Improvements in Five Areas 1.Development policies are being updated 2.Technology enhancements are being implemented 3.Review systems are being enhanced 4.Staffing is being aligned to provide key services and is being supported through training and teamwork 5.External resources are being utilized for maximum efficiency 8 Highlights Updates to General Plan and Zoning Expanded Role of DRC Implementation of EnerGov electronic permitting system Expansion of Department Webpages Expansion of Consultant Services Next Steps Prioritize recommendations and finalize implementation plan Establish best practices for department and metrics to measure success Develop effective front counter workflow Track staff performance and coach/train accordingly Prepare development handbook, FAQs, web-based guides, forms and checklists Initiate fee study and develop fee policies 9 Thank You! 10 Jay Trevino, Partner jtrevino@managementpartners.com Steve Chase, Special Advisor schase@managementpartners.com