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SR-400-08 (2) ~ Council Meeting: July 13, 2004 JUL 1 3 2004 Santa Monica, CA TO: Mayor and City Council FROM: City Staff SUBJECT: Recommendations of Matrix Consulting Group Regarding City Permit, Plan Check, Inspection and Code Enforcement Processes, Authorization of Positions and Consideration of Policy Recommendations Introduction This report conveys the recommendations of Matrix Consulting Group in regard to the City of Santa Monica's permit, plan check, inspection and code enforcement processes. It summarizes staff's approach to implementing administrative and operational recommendations and requests City Council authorization of positions required to proceed. Meeting jointly with the Planning Commission provides Council with an opportunity to discuss and consider recommendations relating to policy. Backoround City staff, Council members, Planning Commission members and process users have had concerns about the efficiency and effectiveness of the above noted processes despite enhanced staffing and an initial process redesign within the past several years. Matrix Consulting Group was engaged in February 2004 to evaluate and make recommendations about the processes. They reviewed reports and data, interviewed stakeholders, conducted focus groups, observed work units, rode along with employees, viewed Planning Commission tapes and compared their findings to best practices. In the course of the evaluation their scope of work was expanded to provide 1 S1\ JUL 1 3 2004 for additional stakeholder interviews and to evaluate elapsed time for aspects of the permit process. Discussion Matrix Consulting Group is well regarded for conducting in-depth analysis and providing detailed recommendations. Their report is organized so that readers have immediate access to brief recommendation statements and can refer to the relevant sections of the report in which they are discussed. The recommendations address staffing levels, management and scheduling practices, procedural and regulatory practices, and technological aids. Report chapters focus on boards and commissions, technology, plans and ordinances, the inspection process, the plan check process, the permit process, code compliance and the organization of divisions that play key roles in those processes. In formulating recommendations, Matrix drew upon the experience of communities that have achieved high-performing operations while providing for meaningful public participation. Realizing the full benefits of the recommendations will occupy time and resources. Management staff responsible for the processes is committed to implementing the administrative and operational recommendations expeditiously, including prioritization and sequencing of recommendations, preparation of work plans, establishment of quarterly progress points and regular reporting mechanisms to advise the Council, Commission, community and staff of progress. Key administrative and operational recommendations of the Matrix report include: 2 · Initiate comprehensive updates of the Zoning Ordinance and the Land Use and Circulation Elements of the General Plan (tonight's agenda includes a contract to begin this process); · Increase the amount of time inspectors spend in the field each day in order to maximize the number of inspections that can be completed within one day of a request; if the level of service achieved following this change does not meet community expectations, authorize an additional inspector to help ensure next-day inspections; · Reduce certain building permit plan check timelines by consolidating interdepartmental review of less complex permits, authorizing a new Plans Examiner position with primary responsibility for over-the-counter permits, and using outside consultant plan check services to meet peak demands; · Dedicate four staff members to advanced planning if the permit review process is streamlined; otherwise, authorize four additional planner positions for long-range planning; · Consolidate plan checking for Environmental and Public Works Management within the Civil Engineering Division, supported by the authorization of a new Civil Engineering Assistant position; · Enhance Code Compliance case management through 9bjectives related to site visits per inspector, time to initial visit and geographical assignments; · Use technology to enhance operations by implementing additional features in the City's permit management software and increasing information and transactions available over the internet; and 3 · Capitalize on flexible schedules to offer inspection and permit services Monday through Friday of each week. The City Council, meeting jointly with the Planning Commission, has opportunity to discuss whether and how the policy recommendations will be implemented. Key policy recommendations include: · Initiate comprehensive updates of the Zoning Ordinance and the Land Use and Circulation Elements of the General Plan; · Simplify and streamline selected aspects of the discretionary and administrative permit process, while preserving opportunities for public participation, by requiring consolidated review by the Planning Commission of all projects greater than 25,000 square feet, by the Architectural Review Board of all projects between 10,000 and 25,000 square feet; and by staff for projects under 10,000 square feet; · Reduce the length of Planning Commission meetings through measures such as strengthening the role of the chair, special sessions to consider advanced planning and policy items, public comment times that are consistent with those of the City Council, delegation of certain items to the Architectural Review Board, and a policy to not consider new items after 11 pm; · The City Council should provide leadership and direction in enhancing the effectiveness of the Planning Commission and the Architectural Review Board; · The Planning Commission and Architectural Review Board should hold annual retreats, participate in on-going training, submit annual reports to the City Council and hold joint meetings with the City Council at least annually; and 4 Analysis of the Permit, Plan Check, Inspection and Code Enforcement Processes CITY OF SANTA MONICA, CALIFORNIA matrix consulting group 2470 EI Camino Real, Suite 210 Palo Alto, CA 94306 v.650.858.0507 f.650.858.0509 TABLE OF CONTENTS July 1,2004 1. INTRODUCTION AND EXECUTIVE SUMMARY 1 1. DESCRIPTION OF STUDY METHODOLOGY 1 2. STRENGTHS OF THE PERMIT, PLAN CHECK, INSPECTION AND CODE ENFORCEMENT PROCESSES. 3 3. SUMMARY OF KEY RECOMMENDATIONS 4 2. PROFILE OF THE PERMIT, PLAN CHECK, INSPECTION, AND CODE ENFORCEMENT PROCESS 17 1. THE PLANNING DIVISION IS AUTHORIZED 27 STAFF 17 2. THE BUILDING AND SAFETY DIVISION IS AUTHORIZED 40 FULL-TIME EQUIVALENT STAFF. 20 3. THE TRANSPORTATION MANAGEMENT DIVISION IS AUTHORIZED 34.5 STAFF. 22 4. THE FIRE PREVENTION DIVISION IS AUTHORIZED 9 STAFF. 23 5. THE ADMINISTRATIVE SERVICES DIVISION AND THE CIVIL ENGINEERING AND ARCHITECTURE DIVISION ALLOCATE 5 STAFF TO THE PERMIT, PLAN CHECK, AND INSPECTION PROCESS. 24 3. ANALYSIS OF THE EMPLOYEE SURVEY 51 1. A SURVEY WAS DISTRIBUTED TO EMPLOYEES INVOLVED IN THE PERMIT, PLAN CHECK, AND INSPECTION PROCESS. 51 2. A SURVEY WAS DISTRIBUTED TO EMPLOYEES OF THE CODE COMPLIANCE SECTION OF THE BUILDING AND SAFETY DIVISION. 60 4. ANALYSIS OF BOARDS AND COMMISSIONS 76 1. THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD SHOULD EACH CONDUCT AN ANNUAL RETREAT. 77 2. NEW PLANNING COMMISSION AND ARCHITECTURAL REVIEW BOARD MEMBERS SHOULD BE PROVIDED WITH ORIENTATION, AND ALL MEMBERS SHOULD BE PROVIDED WITH ONGOING ANNUAL TRAINING AND EDUCATIONAL RESOURCES. 79 3. THE PLANNING COMMISSION SHOULD SUBMIT AN ANNUAL REPORT TO THE CITY COUNCIL. 81 4. THE CITY SHOULD TAKE A NUMBER OF STEPS TO REDUCE THE LENGTH OF PLANNING COMMISSION MEETINGS. 82 5. THE CITY COUNCIL SHOULD CONDUCT A JOINT MEETING EACH YEAR WITH THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD. 89 7. THE POLICIES OF THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD SHOULD BE FORMALLY ADOPTED IN WRITING AND PUBLISHED TO THEIR WEB SITES, 90 8. THE CITY COUNCIL SHOULD PROVIDE DIRECTION AND LEADERSHIP IN ENHANCING THE EFFECTIVENESS OF THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD. 91 5. ANALYSIS OF TECHNOLOGY 93 1. THE CITY SHOULD IMPLEMENT A NUMBER OF STRATEGIES TO ENHANCE THE EFFECTIVE USE OF PERMITS PLUS. 94 2. IMPLEMENT PERMITS PLUS WORKFLOW. 96 3. ALL OF THE CITY'S DIVISIONS AND DEPARTMENTS THAT ARE INVOLVED IN THE ISSUANCE OF PERMITS SHOULD UTILIZE PERMITS PLUS TO MEET ALL OF THEIR PERMIT REQUIREMENTS. 98 4. PLAN CHECK AND PERMIT ANNOTATIONS, CORRECTIONS AND COMMENTS SHOULD BE STORED IN PERMITS PLUS. 99 5. STAFF REPORTS AND ARCHITECTURAL PLANS SHOULD BE STORED IN PERMITS PLUS. 99 6. APPLICANTS SHOULD BE PROVIDED WITH THE ABILITY TO OBTAIN SIMPLE BUILDING PERMITS ON-LINE USING PERMITS PLUS. 101 7. THE PUBLIC AND APPLICANTS SHOULD BE PROVIDED WITH ACCESS TO PERMITS PLUS OVER THE INTERNET. 102 8. APPLICANTS SHOULD BE ABLE TO ESTIMATE THEIR FEES ON-LINE VIA THE CITY'S WEB SITE. 103 9. THE PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENT SHOULD UTILIZE ITS WEB SITE MORE EXTENSIVELY TO COMMUNICATE THE PROCESS AND APPROVALS REQUIRED FOR PERMITS. 104 10. THE CITY SHOULD CHARGE A DOCUMENT IMAGING FEE FOR ITS PERMITS. 106 11. THE INFORMATION SYSTEMS DEPARTMENT SHOULD PROVIDE STAFF SUPPORT IN THE IMPLEMENTATION OF THE TECHNOLOGY RECOMMENDATIONS. 107 6. ANALYSIS OF POLICIES, PLANS AND ORDINANCES 108 1. THE CITY'S ZONING ORDINANCE SHOULD BE COMPREHENSIVELY UPDATED, REORGANIZED, REWRITTEN, AND ILLUSTRATED. 108 2. THE LAND USE ELEMENT AND THE CIRCULATION ELEMENT SHOULD BE UPDATED. 120 3. FOUR STAFF SHOULD BE ALLOCATED TO THE ADVANCED PLANNING SECTION. 122 4. THE PROJECT MANAGEMENT FOR ADVANCED PLANNING SHOULD BE IMPROVED. 124 7 . ANALYSIS OF THE INSPECTION PROCESS 139 1. THE WORK PRACTICES OF SENIOR COMBINATION BUILDING INSPECTORS NEEDS TO BE IMPROVED. 139 2. THE CURRENT LEVEL OF INSPECTION STAFFING IS SUFFICIENT TO IMPROVE SUBSTANTIALLY THE LEVEL OF SERVICE. 143 3. COMBINATION DWELLING INSPECTORS SHOULD BE UTILIZED TO CONDUCT BUILDING INSPECTIONS OF RESIDENTIAL CONSTRUCTION AND COMMERCIAL TENANT IMPROVEMENTS. 150 4. THE BUILDING AND SAFETY DIVISION SHOULD PROVIDE INSPECTION SERVICES MONDAY THROUGH FRIDAY OF EACH WEEK. 154 5. SENIOR COMBINATION BUILDING INSPECTORS SHOULD CITE THE APPROPRIATE CODE SECTIONS WHEN ISSUING CORRECTION NOTICES. 155 6. THE BUILDING AND SAFETY DIVISION SHOULD TAKE A NUMBER OF STEPS TO ENHANCE CONSISTENCY OF CODE INTERPRETATIONS BY BUILDING INSPECTORS AND REDUCE SURPRISES TO CUSTOMERS. 155 7. THE BUILDING AND SAFETY DIVISION NEEDS TO ROUTINELY FOLLOW-UP ON EXPIRED PERMITS. 161 8. THE CITY SHOULD RE-VISIT ITS PROPOSED APPROACH TO THE SPECIAL INSPECTOR PROGRAM. 161 9. THE BUILDING AND SAFETY DIVISION SHOULD ADDRESS THE SEISMIC RETROFIT NEEDS OF BUILDINGS WITHIN THE CITY. 163 8. ANALYSIS OF THE PLAN CHECK PROCESS 166 1. THE CASE MANAGEMENT SYSTEM FOR BUILDING PERMIT PLAN CHECKING SHOULD BE ENHANCED. 166 2. THE NUMBER OF PLANS DISTRIBUTED TO DIVISIONS AND DEPARTMENTS SHOULD BE REDUCED. 170 3. THE BUILDING AND SAFETY DIVISION IS AUTHORIZED AN APPROPRIATE NUMBER OF PLAN CHECK ENGINEERS, BUT WILL NEED TO CONTINUE TO RELY ON CONSULTING PLAN CHECKERS TO SOME EXTENT. 173 4. THE BUILDING AND SAFETY DIVISION SHOULD REDUCE RELIANCE UPON OUTSIDE PLAN CHECK CONSULTANTS FOR PLUMBING, MECHANICAL, AND ELECTRICAL PLAN CHECKS. 177 5. THE BUILDING AND SAFETY DIVISION SHOULD PUBLISH A PLAN CHECK CORRECTION COMMENT LIBRARY ON ITS WEB SITE. 178 6. THE BUILDING AND SAFETY DIVISION SHOULD ISSUE FOUNDATION ONLY PERMITS. 179 7. THE PLAN CHECK CHECKLISTS UTILIZED BY THE BUILDING AND SAFETY DIVISION SHOULD BE PUBLISHED TO THE BUILDING AND SAFETY DIVISION WEB SITE. 179 8. THE ROLE OF THE PROJECT MANAGER IN THE PLANNING DIVISION SHOULD BE CLARIFIED. 180 9. ESTABLISH A PERMIT REVIEW COMMITTEE AND UTILIZE THE COMMITTEE FOR REVIEW OF COMPLEX PROJECTS. 185 10. ENHANCE THE EXISTING CASE MANAGEMENT SYSTEM UTILIZED BY THE PLANNING DIVISION. 187 11. THE PLANNING DIVISION SHOULD FORMALIZE ITS POLICIES AND PROCEDURES. 192 12. TRANSPORTATION MANAGEMENT SHOULD PROVIDE TRAINING TO THE PLANNING DIVISION SHOULD DEVELOP CONDITIONS OF APPROVAL FOR PARKING AND CIRCULATION. 196 13. SIMPLIFY AND STREAMLINE SELECTED ASPECTS OF THE DISCRETIONARY AND ADMINISTRATIVE PERMIT PROCESS, WHILE PRESERVING OPPORTUNITIES FOR THE PUBLIC TO PARTICIPATE IN THESE PROCESSES. 197 14. THE PLANNING COMMISSION SHOULD CONSIDER THE DESIGN ASPECTS OF DEVELOPMENT REVIEW PERMITS OVER 25,000 SQUARE FEET. 201 15. THE STAFF REPORTS SUBMITTED TO THE PLANNING COMMISSION SHOULD BE SIMPLIFIED AND STREAMLINED. 202 16. THE PROCESS FOR REVIEW AND APPROVAL FOR STAFF REPORTS FOR THE PLANNING COMMISSION AND THE CITY COUNCIL SHOULD BE STREAMLINed. 202 17. ADJUSTMENTS SHOULD BE MADE IN WORK ASSIGNMENTS AND PRACTICES OF THE ASSISTANT AND ASSOCIATE PLANNERS. 204 19. SENIOR AND PRINCIPAL PLANNERS SHOULD CONTINUE TO RECEIVE OVERTIME FOR ATTENDANCE OF MEETINGS OUTSIDE OF THEIR NORMAL WORK HOURS. 208 20. A TEMPORARY RECEPTIONIST FOR THE PLANNING DIVISION SHOULD BE CONVERTED TO A FULL-TIME STAFF ASSISTANT III. 209 21. THE PLAN CHECK BY THE ENVIRONMENTAL AND PUBLIC WORKS MANAGEMENT DEPARTMENT SHOULD BE CONSOLIDATED IN THE PERMIT CENTER. 209 9. ANALYSIS OF THE PERMIT PROCESS 211 1. UTILIZE CHECKLISTS TO ASSURE APPLICATIONS MEET REQUIREMENTS BEFORE ACCEPTANCE FOR PLAN CHECKING. 211 2. THE PERMITTING PROCESS SHOULD BE REDESIGNED TO SHORTEN CUSTOMER WAITING TIMES IN THE PERMIT CENTER. 212 3. PLAN CHECK ENGINEERS SHOULD BE RedeploYED AND NOT ROUTINELY SERVE THE COUNTER. 221 4. A FULL RANGE OF APPLICATION GUIDES SHOULD BE AVAILABLE TO APPLICANTS IN THE PERMIT CENTER. 222 5. THE PERMIT CENTER SHOULD PROVIDE PERMIT SERVICES MONDAY THROUGH FRIDAY OF EACH WEEK. 223 6. THE AMOUNT OF WORK SPACE FOR STAFF AND THE PUBLIC IS EXTREMELY LIMITED IN THE PERMIT CENTER. 224 10. ANALYSIS OF THE CODE COMPLIANCE PROCESS 225 1. THE LEVEL OF STAFFING FOR THE CODE COMPLIANCE SECTION IS SUFFICIENT GIVEN THE CURRENT MIX OF SERVICES AND WORKLOAD. 225 2. THE CODE COMPLIANCE SECTION SHOULD UTILIZE ITS PRIORITIZATION SYSTEM TO RESPOND TO COMPLAINTS. 228 3. THE CODE COMPLIANCE SECTION SHOULD ENHANCE ITS CASE MANAGEMENT AND REDUCE ITS TIMELINE OBJECTIVE FOR THE INITIAL SITE VISIT. 229 4. A POLICY AND PROCEDURE MANUAL SHOULD BE DEVELOPED FOR THE CODE COMPLIANCE SECTION. 244 5. THE CODE COMPLIANCE SECTION SHOULD EXPAND THE EXTENT OF PROACTIVE ENFORCEMENT. 245 6. THE CODE COMPLIANCE SUPERVISOR SHOULD MAKE PRESENTATIONS TO THE CITY'S NON-PROFIT NEIGHBORHOOD ORGANIZATIONS. 246 7. THE CODE COMPLIANCE SECTION SHOULD EXPAND ITS WEB SITE. 247 8. THE CODE COMPLIANCE SECTION SHOULD ASSIGN ITS CODE COMPLIANCE OFFICERS TO GEOGRAPHICAL AREAS. 248 9. THE CODE COMPLIANCE SECTION SHOULD PROVIDE WEEKEND COVERAGE FOR SPECIAL EVENTS THAT COULD GENERATE SIGNIFICANT AMOUNTS OF NOISE. 248 11. ANALYSIS OF THE PLAN OF ORGANIZATION 252 1. A NUMBER OF PRINCIPLES WERE CONSIDERED IN EVALUATING THE PLAN OF ORGANIZATION FOR PERMIT, PLAN CHECK, INSPECTION, AND CODE ENFORCEMENT PROCESSES. 252 2. THE PLAN OF ORGANIZATION FOR THE PLANNING DIVISION SHOULD BE REVISED. 254 3. THE PLAN OF ORGANIZATION FOR CODE COMPLIANCE SHOULD BE REVISED. 258 4. THE PLAN OF ORGANIZATION OF THE BUILDING AND SAFETY DIVISION SHOULD BE REVISED. 260 1. INTRODUCTION AND EXECUTIVE SUMMARY CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 1. INTRODUCTION AND EXECUTIVE SUMMARY The City of Santa Monica retained the Matrix Consulting Group to conduct an evaluation of the permit, plan check, inspection, and code enforcement processes. As part this study, the Matrix Consulting Group analyzed the following specific areas: · The range and extent of services provided by the City of Santa Monica in its permit, plan check, inspection, and code enforcement processes; · The staffing needs and assignments within these processes; · The organization and operation of the permit, plan check, inspection, and code enforcement processes; · How these services and workload compare to other comparable communities; and · How current services in Santa Monica compare to 'best practices'. 1. DESCRIPTION OF STUDY METHODOLOGY In 2000, the City of Santa Monica began a systematic approach to improving the City's permit and code compliance processes. Staff from departments documented current practices, surveyed customers, visited and learned from high-performing organizations, redesigned City processes, developed checklists and materials for applicants, instituted a project management system, and established performance standards against which to measure progress. Additional staff were authorized - a total of eleven (11) positions - were provided in the Planning and the Building and Safety Divisions to facilitate implementation of the redesigned process, respond to the increased volume of permit activity, and address Council policy priorities. An additional position was added to Information Systems to develop permit tracking, report, writing Matrix Consulting Group Page 1 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process and other software enhancements in support of operational efficiency and management information. During the same period of time, improvements were also made in the City's code compliance function. An initial triage system was developed for reducing backlog and addressing new complaints. A total of six new positions were added in fiscal years 2001-02 and 2002-03. Administrative fines and penalties were enacted. In late 2003, up to three additional positions were authorized to support proactive CUP inspection and one additional position, at Council direction, to address the revised noise ordinance. These changes have enhanced the level of service provided by the Planning and Community Development Department. Plan check turnaround time has decreased from an overall average of 12 weeks on first submittal to 6 weeks, and from 8 weeks on second submittal to 3 weeks. The City plans on further improvements. For example, staff has proposed to undertake revising the zoning code to organize it for ease of use, remove or resolve conflicting provisions, and reduce the need for interpretations relating to un-codified past practice. While improvements were made in these processes, the City Council, board and commission members, customers and staff believed that impediments to timely and consistent customer service remained in the permit, plan check, and inspection process. In addition, some City Council members and Planning Commissioners have advocated in recent years for more vigorous and extensive code enforcement capacity. A significant backlog of code enforcement complaints remains; approximately 900 cases were pending at the end of November 2003. The City sought to conduct an independent review of the permit, plan check and Matrix Consulting Group Page 2 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process inspection process and of the code enforcement process, including, at a minimum: · Process flow, including formal and informal sequences of reviews by staff and appointed and elected regulatory bodies; · Organization, including staffing, staff attrition, work schedules and environment and roles of staff and appointed regulatory bodies; · Information resources, including customer handouts, employee training guides, City codes and requirements and Internet information; · Performance targets, including ability to meet targets and comparisons with "industry" standards; and · Employment of technology in support of processes. The study was expected to 1) provide baseline status of the processes in comparison to local expectations and industry standards; and 2) identify practical recommendations for removing impediments to timely and consistent customer service. 2. STRENGTHS OF THE PERMIT, PLAN CHECK, INSPECTION AND CODE ENFORCEMENT PROCESSES. A study of this nature focuses on opportunities for improvement. However, there are a number of strengths in the existing permit, plan check, inspection, and code enforcement processes. Examples of these strengths include the following: · The Building and Safety Division uses an automated voice activated inspection request system to receive inspection requests that is linked to Permits Plus; · Permits Plus is utilized to accept and issue building permits; · The Building and Safety Division utilizes Permits Plus in the tracking and reporting of permit issuance, plan check and monitoring, provide visibility on cycle time targets as well as progress against these targets; · A one-stop shop exists for submittal of building permit plan applications; · Performance targets or cycle time objectives have been set for building permit plan checking; Matrix Consulting Group Page 3 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · A monthly report is generated for the City Manager reporting actual vs. planned performance against these cycle time objectives; · The Code Compliance Section has an effective administrative enforcement process by which it can issue fines of $100 to $1,000 depending upon the severity of the violation; · After issuance of a compliance order by the Code Compliance Section to abate building code violations, the City has instituted a "conference" process whereby violators meet with designated City representatives (including the City Attorney) in order to work through impediments to compliance; · The timeliness of the response to complaints by the Code Compliance Section has measurably improved with the addition of staff in 2003-04; · Members of the Planning Commission can attend the League of California Cities annual conference; · Planning Commission meetings are televised; · The departments and divisions that participate in the discretionary and administrative permit process have access to GIS including the assessor parcels, general plan categories, zoning districts, aerials, flood and drainage data, utilities, etc; · The noise element was updated in 1992, the safety element in 1995, the housing element in 2001, and the open space element in 1997; · The Planning Division utilizes a project manager system; and · The Planning Division has installed a new process effective April 5th that determines whether a discretionary and administrative permit is complete while the customer is at the counter. These are illustrative examples of the strengths of the existing permit, plan check, inspection, and code enforcement processes. 3. SUMMARY OF KEY RECOMMENDATIONS In conducting the analysis of the permit, plan check, inspection, and code enforcement processes, the Matrix Consulting Group recognized that the City of Santa Monica expects involvement in decisions that affect them. In evaluating the City of Matrix Consulting Group Page 4 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Santa Monica against other cities, the consulting firm looked for dynamic involved communities such as Palo Alto, Santa Barbara, and West Hollywood. In the development of the recommendations within the report, the consulting firm sought to preserve this opportunity for community involvement, while enhancing opportunities for efficiency and effectiveness. The number of recommendations contained within this report can seem daunting in terms of timely implementation. It is essential not to overload staff and the system; instead the City should focus on implementation of recommendations on a phased basis. We suggest twelve key priority areas as discussed below. (1) The zoning ordinance should be comprehensively updated, reorganized, and illustrated. (2) The land use and circulation elements of the general plan should be updated within the next twenty-four to thirty-six months. (3) The Senior Combination Building Inspectors should increase the amount of time spent in the field conducting building inspections, and reduce the amount of time spent in the office to no more than one hour per day. (4) If the increase in the amount of time spent in the field does not enable the Building and Safety Division to respond to inspection requests on a next day basis consistent with community expectations, an additional Senior Combination Building Inspector position should be authorized. (5) Plan checking of the simpler permits in the Permit Center should be streamlined through a number of recommendations contained within the report including, but not limited to: · Expanding the use of Permits Plus to enable applicants for single trade permits to complete a permit application via the Internet rather than having to travel to the Permit Center for such permits; · Providing zoning clearance for minor building permits by the Building and Safety Division; Matrix Consulting Group Page 5 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Reclassifying two Permit Specialists to Building Technician to provide over-the-counter plan checking, checking of initial building permit plans for completeness, and zoning clearance for minor building permit plans; · Reducing the extent of simple, less complex building permit plans disseminated to divisions and departments other than the Building and Safety Division; and · Authorizing a Plan Examiner position for the Building and Safety Division to enable redeployment of a Plan Check Engineer from the provision of over-the-counter plan check services to the plan checking of complex building permit plans. (6) The City should revise and reduce (in some instances) the building permit plan check timelines that it has established, and the timelines for processing of discretionary and administrative permits by the Planning Division beginning initially with those applications that are approved by the Zoning Administrator. (7) Selected aspects of the discretionary and administrative permit process should be simplified and streamlined while preserving opportunities for public. participation. (8) Four staff within the Planning Division should be reallocated from current planning to advanced planning if selected aspects of the discretionary and administrative permit process are simplified and streamlined. Otherwise, the City should authorize four additional professional planning staff to establish a meaningful advanced planning capacity for the City. It is essential that the City establish a meaningful advanced planning capacity. Without this capacity, the City Council, the Planning Commission, and staff will lack the ability to effectively develop, maintain, and implement policies on land use and community design, transportation, housing, the natural environment, and community services. This capacity is also essential to the professional development and enrichment of the staff of the Planning Division. The turnover of professional staff within the Planning Division from 2000 to 2003 has approximated 18% annually. This far exceeds the experience of the City as a whole. This can create significant problems and demands in the training of new staff and in the consistency of service delivery. (9) The responsibility for plan checking of building permit plans, discretionary and administrative permits within the Environmental and Public Works Management Department should be consolidated within the Civil Engineering Division, and a Civil Engineering Assistant authorized to enable the consolidation of this responsibility. (10) The Code Compliance Section should enhance its case management practices. Matrix Consulting Group Page 6 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (11) The City should take a number of steps (as identified within the report) to enhance the effectiveness of the Planning Commission and the Architectural Review Board including reducing the length of Planning Commission meetings. (12) The City should take a number of steps to enhance the effective use of technology for the permit, plan check, inspection, and code enforcement process including, but not limited to: · The Planning Division and the Transportation Management Division should utilize Permits Plus for all aspects of the permit, plan check, and inspection process; · All of the divisions and departments that utilize Permits Plus should enter and store their annotations, comments, and conditions in Permits Plus, not on the shared drive; · The City should utilize Permits Plus to provide the capacity for the public and for applicants to access data in Permits Plus through the Internet; · The City should utilize its web site more extensively to provide permit, plan check, and inspection handouts and guides that discuss all of the subjects that face permit applicants in the City; and · All documents created by staff regarding permits, plan checks, and inspections should be archived in Permits Plus. It is essential to the timely and effective implementation of the recommendations contained within this report that a limited-term employee be authorized to work with the City Manager's Office and the Planning and Community Development Department. This limited-term employee would provide the labor required to implement the recommendations and provide the necessary staff support for the City. The following table provides an encapsulated summary of key findings, conclusions and alternatives examined in this report. Chapter Recommendation 4 - Boards and Commissions The Planning Commission and the Architectural Review Board should each conduct annual retreats. Matrix Consulting Group Page 7 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Chapter 4 - Boards and Commissions (Continued) Recommendation At the first retreat of the Planning Commission and Architectural Review Board, the expectations by staff of the Board and Commission and the expectations by the Board and Commission of staff should be defined. An outside facilitator should be utilized to facilitate these annual retreats. New Planning Commission and Architectural Review Board members should be provided with orientation by the Planning and Community Development Department. The members of the Planning Commission and the Architectural Review Board should be provided with ongoing training and membership in the American Planning Association. The Planning Commission should submit an annual report to the City Council. The City should take a number of steps to reduce the length of Planning Commission meetings including: . Amending the bylaws of the Commission to clarify the responsibilities of the chairperson to manage commission meetings; . The Planning and Community Development Director should consult with the chairperson of the Planning Commission concerning special sessions or scheduling meetings to begin earlier when considering a significant volume of amendments or revisions to the zoning ordinance or general plan policies; · Amend the bylaws of the Planning Commission to reduce the amount of time available to public speakers to the same amount as that provided by the City Council; · The approval or disapproval of a limited number of applications should be delegated from the Planning Commission to the Architectural Review Board; and . The bylaws of the Planning Commission should be amended that it will not consider new agenda items subsequent to 11 PM. The City Council, Planning Commission and Architectural Review Board should conduct ioint meetings at least annually. The City Council and Planning Commission should conduct a joint visioning exercise early in the process of updating the zoning ordinance, land use element, and circulation element. The Planning Manager, and not the Planning and Community Development Director, should represent the Planning and Community Development Department to the Planning Commission The policies of the Planning Commission and the Architectural Review Board should be formally adopted and published to their web sites. The City Council should provide direction and leadership to assure that the measures recommended within this report to enhance the effectiveness of the Planning Commission and Architectural Review Board are implemented in a timely fashion. Matrix Consulting Group Page 8 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Chapter Recommendation 5 - Technology The City should develop a city-wide approach and strategy for Permits Plus and ensure that all divisions and departments adhere to it, then buy products and implement technologies with that vision in mind. Form a steering committee to guide the further implementation of Permits Plus. The City should implement Permits Plus Workflow. The City should utilize Permits Plus Workflow to notify the architect and/or permit applicant about plan check corrections as these corrections are identified by each division or department so that the architect and/or permit applicant can begin to resolve the issue immediately, and not at the conclusion of the plan check. The City should utilize Permits Plus Workflow to exchange project- related information in real-time, over the Internet, with the architect and/or permit applicant. The Planning Division and the Transportation Management Division should utilize Permits Plus for all aspects of the permit, plan check, and inspection process. New modules, applications and reports should be developed within Permit Plus to support the activities of the Transportation ManaQement Division and PlanninQ Division. Training should be provided to the staff of the Planning Division and the Transportation Management Division in the use of Permits Plus and the new applications. The Information Systems Department should assure that sufficient server capacity is available for the Planning Division and the Transportation Management Division to fully utilize Permits Plus. All of the divisions and departments that utilize Permits Plus should enter and store their annotations, comments, and conditions in Permits Plus, not on the shared drive. All documents created by staff regarding permits, plan checks, and inspections should be archived in Permits Plus. Architectural plans submitted to the City should be archived in Permits Plus once the permit is finalized. The Information Systems Department should assure that sufficient server capacity is available once the archiving of these plans is initiated. The City of Santa Monica should expand the use of Permits Plus to enable applicants for single trade permits to complete a permit application via the Internet involving all of what is now an over-the- counter transaction. The City should utilize Permits Plus to provide the capacity for the public and for applicants to access data in Permits Plus through the Internet. The City of Santa Monica should develop the capacity at its Web site for applicants to estimate their fees on-line. The City should utilize its web site more extensively to provide handouts and guides that discuss all of the subjects that face permit applicants in the City. The Planning and Community Development Department should develop a proposal for City Council consideration for a document imaQinQ fee for permits and plan checks. Matrix Consulting Group Page 9 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Chapter Recommendation 5 - Technology The Information Systems Department should provide staff support (Continued) to implement these technology enhancements. 6-Policies, Plans, and Ordinances The Zoning Ordinance should be comprehensively updated, reorQanized, and illustrated. While the zoning ordinance is being updated, the City Council should neither consider nor authorize interim ordinances or zoning amendments. The Planning and Community Development Department should institute a policy of incorporating interpretations into the Zoning Ordinance as soon as practical after the issuance of the interpretation. The land use and the circulation elements should be updated in the next twenty-four to thirty-six months. Four staff should be allocated to the Advanced Planning Section in the Planning Division if selected aspects of the discretionary and administrative permit process are simplified and streamlined. Otherwise, the City should authorize four additional professional planning staff to establish a meaningful advanced planning capacitv for the City. The project management for advanced planning should be improved. 7 -Inspection Process Increase the performance expectation of inspectors in terms of the number of inspections accomplished per day to an average of 13 to 16 per day per inspector. Seek the assistance of the IVR vendor to correct the known deficiencies in the IVR. Senior Combination Building Inspectors should not spend more than one hour in the office per day unless exceptional circumstances warrant; the remainder of Inspectors work hours should be spent in the field conducting inspections. Inspectors should be able to use their cellular phones to receive and respond to calls from contractors. Maintain the level of inspection staffing at current levels (Le., one Supervising Inspector and 7 Combination Inspectors) and monitor the level of service provided for inspections and the productivity of inspectors. The productivity of the inspectors should be monitored and the amount of time spent in the office each day reduced to no more than one hour. The level of service for inspections should be monitored in terms of the % of inspection requests responded to in the next workday. The City should evaluate whether 87% of inspection requests being responded to on the next workday is an adequate level of service. The Building and Safety Division should provide the training necessary to its Combination Inspectors to enable these inspectors to function as Combination Inspectors. The classification structure for the Combination Building Inspector series should be modified. Matrix Consulting Group Page 10 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Cha ter 7 -Inspection Process (Continued) a-Plan Check Process Recommendation The Building and Safety Division should flexibly schedule its inspection staff and provide inspection services Monday through Frida of each week. In issuing inspection correction notices, Senior Combination Buildin Ins ectors should cite the s ecific code section s . The Supervising Inspector should sample correction notices to assure that Senior Combination Inspectors are citing the specific code sections with which contractors are not in com Iiance. Provide inspections checklists to each Inspector in the Section and re uire their use on each ins ection. Publish these checklists at the Building and Safety Division's web site. The Supervising Inspector should allocate a significant proportion of his/her time to quality control and consistency of code inter retations b the Senior Combination Buildin Ins ectors. The Building and Safety Division should develop formal written olicies and rocedures and ubi ish them on its web site Adopt a policy that Senior Combination Building Inspectors do not re-open a construction element previously approved by another ins ector Adopt a policy that Senior Combination Building Inspectors do not take issue in ublic with an a roved buildin ermit Ian. A training needs assessment should be developed for employees in the Buildin and Safet Division. The training budget for the Building and Safety Division should be increased to $30,000 annuall . The Supervising Inspector and the Assistant Building Officer should coordinate bi-weekly training and be responsible for the on oin ualit of in house trainin . Assure that one hour of training is provided bi-weekly for the staff of the Division. The Supervising Inspector should be assigned responsibility for resolution of ex ired ermits. A proportionate share of these expired permits to each inspector to clean u the backlo on a dail basis. The City should re-visit its proposed approach to the special ins ector ro ram. The Building Officer should develop a proposal for consideration of the Planning and Community Development Director to address the seismic retrofit needs of buildin s. The City should revise and reduce the building permit plan check timelines. The Permit Supervisor of the Building and Safety Division should exercise responsibility as project manager for building permit plan checkin . The Permit Supervisor should be responsible for the management of the review of building permit plans in accordance with adopted timelines including the resolution of problems with timeliness of the review b other divisions or de artments. Reduce the extent of building permit plans disseminated for the sim Jer, less com lex build in ermit lans. Matrix Consulting Group Page 11 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Cha ter 8-Plan Check Process (Continued) Recommendation The requirements of these other divisions or departments for those building permit plans that will no longer be disseminated should be identified b these divisions or de artment. The staff of the Building and Safety Division should be provided with training both initially and on an ongoing basis regarding these requirements and how to detect compliance with these re uirements. Initially this effort should be focused on simpler permits such as chimne re airs or tenant im rovements. A Plans Examiner position should be authorized for the Building and Safety Division to provide over-the-counter plan checking and zonin clearance for minor ermits. The current level of plan check staffing within the Building and Safety Division is sufficient to meet typical plan check workload if the City adjusts staff assignments as recommended and authorizes a Plans Examiner osition as recommended. Insource plan checking of plumbing, mechanical, and electrical plan to the extent that workload permits and as the City fills the position of Plans Examiner and transitions to Senior Plans Examiner and Senior Combination Building Inspector III classifications. Only utilize consulting plan checkers to address peak workloads or skills that are not readily available in the Division such as seismic Ian checkinor eotechnical soils re orts. Post common plan check corrections on the City's web site to provide guidance to architects in the construction requirements in Santa Monica. The Building and Safety Division should establish procedures for issuance of foundation only permits and authorize the issuance of this t e of ermits. The plan check checklists should be published to the Building and Safet Division web site. The project manager in the Planning Division should only be responsible for the management of applications submitted to the Plannin Division. The project manager should be responsible for the management of the review of applications submitted to the Planning Division in accordance with adopted timelines including the resolution of problems with timeliness of the review by other divisions or de artments. The applicant should be informed regarding the name of the project manager assigned to their permit application within five working days of submittal of the application and provided their tele hone number and e-mail address. The project manager should be responsible for the communication amongst the multi-disciplinary team, and the resolution of conflictin conditions of a roval or com etin code re uirements. The authority of the project manager should be clearly spelled out in a written policy by the Planning and Community Development Director, and a roved b the Cit Mana er. Matrix Consulting Group Page 12 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Cha ter 8-Plan Check Process (Continued) Recommendation A Permit Review Committee should be established that would include staff from Planning, Building and Safety, Transportation Management, Engineering and Public Works Management, and Fire Prevention. The Planning Division should provide the leadership of the meetin s of the PRC, The PRC should review all complex discretionary permits that have been submitted in the previous week. After the meeting, project managers from the Planning Division should consolidate and prioritize PRC comments, and send a written communication to the applicant outlining what steps will be required to get the ro'ect rocessed and com leted The Planning Division should use the PRC meetings to ensure the applications are handled consistently and correctly, and that decisions are consistent with ast recedents and decisions The Principal Planner for the Current Planning Section should plan and schedule the analysis of permit applications submitted to the Plannin Division. The time/ines for processing of permits by the Planning Division should be revised beginning initially with those applications that are a roved b the Zonin Administrator. The timelines for processing of permits by the Planning Division should be ublished on the Division's web site. The conditions of approval utilized by all of the divisions and departments in the review of discretionary and administrative ermits should be documented. These conditions should be posted to the Planning Division's web site. The Planning Division should take lead responsibility in facilitating the development of these written conditions of approval by all of the divisions and de artments. The zoning ordinance interpretations by the Associate Planner assigned to the Permit Center and other staff of the Planning Division should be documented and published on the Planning Division's web site and updated by the Principal Planner assigned to Current Plannin Section. The Plannin Division should develo a rocedures manual. The Planning Division should develop and utilize checklists for the review and processing of discretionary and administrative a lications b its own staff. The Transportation Management Division should provide training to the staff of the Planning Division in these code requirements, the basis for these requirements, the engineering practice and a Iication of these re uirements, etc. Selected aspects of the discretionary and administrative permit process should be simplified and streamlined while preserving existing opportunities for the public to participate in these decision- makin rocesses. Matrix Consulting Group Page 13 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Cha ter a-Plan Check Process (Continued) 9-Permit Process Recommendation The Architectural Review Board should review and approve or disapprove development review permits from 10,000 square feet to 25,000 square feet. Above 25,000 square feet, the Planning Commission should provide the design review for development review permits; the Architectural Review Board should not consider these t es of a lication above 25,000 s uare feet. Staff reports submitted to the Planning Commission should be sim Iified and streamlined. The process for review and approval of staff reports to be placed on the agenda of the Planning Commission and City Council should be streamlined. The responsibility as liaison to the Architectural Review Board should be allocated to the Urban Designer; the Associate Planner currently assigned this responsibility should be assigned a full caseload. The Assistant and Associate Planners should not attend the meetings of the Architectural Review Board, the Planning Commission or the City Council; the presentation of these reports should be the res onsibilit of the Senior Planners. A training needs assessment should be developed for employees in the Plannin Division. The training budget for the Planning Division should be increased to $27,000 annuall includin conferences/meetin s/travel . The Principal and the Senior Planners should continue to be eli ible for overtime or other monetar incentives.. The temporary receptionist within the Planning Division should be converted to a full-time Cit em 10 ee. The City should authorize an additional Civil Engineering Assistant within the Civil Engineering Division to enable the consolidation of responsibility for plan checking building permit plans and discretionary and administrative permits for the Environmental and Public Works Mana ement De artment. The responsibility for plan checking building permit plans and discretionary and administrative permits for the Environmental and Public Works Management Department should be consolidated within the Civil En ineerin Division. The staff responsible for plan checking building permit plans and discretionary and administrative permits for the department should be permanently located at the City Hall at a work station in the Permit Center. Utilize checklists to assure applications are complete before acce tance for Ian checkin . The checklists developed by the Planning Division for discretionary and administrative permits should be a collective effort of the Permit Review Committee. These checklists should be designed to assure that the applicant submits the information required by the Planning Division, and also the other divisions and departments to anal ze and rocess these a lications. The City should re-emphasize the priority of customer service to the departments and divisions involved in development review and ermittin . Matrix Consulting Group Page 14 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Chapter Recommendation 9-Permit Process Customer service training should be provided to all employees (Continued) involved in the permit, plan check, and inspection process. Customer service objectives should be set for each employee involved in the permit, plan check, and inspection process, and these objectives should be incorporated into performance evaluations. Combine the two screens relating to "Plan Check Application" and "Application to Obtain a Combination Permit" in Permits Plus so that common information relating to the applicant and project are shared between the two applications. Redesign the numbering systems for plan checks and permits, which are presently unrelated to each other. A common numbering system should be developed and implemented in order to facilitate retrieval of information relating to these applications, and to eliminate the unnecessary time spent by applicants as they retrieve their sets of approved plans. Reclassify two Permit Specialists to Building Technician to provide over-the-counter plan checking, check initial building permit plans for completeness, and zoning clearance for minor building permit plans. The Building and Safety Division should provide zoning clearance for minor building permits. Redeploy Plan Check Engineers from the provision of over-the- counter plan checking to the plan checking of complex building permit plans upon the filling of the Plans Examiner position and the reclassification of two Permit Specialists to BuildinQ Technician. The Planning and Community Development Department should develop a full range of application guides for the permits issued in the Permit Center for applicants unfamiliar with the processes with which he or she will be involved. The City should explore alternatives to flexibly schedule its Permit Center to provide services in the Permit center Monday through Friday of each week The City should explore alternatives to provide additional space for the Permit Center 10 - Code Compliance Begin monthly reporting of average days elapsed for the date of the initial filing of the complaint to the date of the first site visit by priority code. The Code Compliance Supervisor should enhance the case management practices of the Section. The Code Compliance Supervisor should establish a target for the amount of time that Senior Code Compliance Officers and Code Compliance Officers spend in the office versus the field. Hold the Senior Code Compliance Officers and Code Compliance Officers accountable for meeting this objective. The Code Compliance Supervisor should set an objective for the range of inspections that Senior Code Compliance Officers and Code Compliance Officers are expected to accomplish each day and hold the Senior Code Compliance Officers and Code Compliance Officers accountable for meeting this objective. Matrix Consulting Group Page 15 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Chapter Recommendation 10 - Code Compliance The Code Compliance Supervisor should generate a quarterly (Continued) performance report for the Planning and Community Development Director. The Code Compliance Section should develop a formal, written screening process for code enforcement cases. The Code Compliance Section should measure and report the number of cases that are screened and not investigated and report those cases in its monthly report. The Code Compliance Section should establish an objective of makihg initial site visits within three working days of the filing of the compliant, and should report the actual accomplishment of this obiective in its monthly reports. Use one-person crews for inspections of Bootleg Units The Code Compliance Section should expand the extent of proactive enforcement. The Code Compliance Supervisor should routinely make presentations to neighborhood watch organizations and non-profit organizations. The Code Compliance Section should expand its web site. The Code Compliance Supervisor should develop a proposal for the consideration of the Planning and Community Development Director for the geographical assignment of Code Compliance Officers. The Code Compliance Section should provide weekend coverage of special events that could aenerate sianificant amounts of noise 11 - Plan of Organization The plan of organization for the Planning Division should be revised. The plan of organization for the Code Compliance Section should be revised. The plan of organization for the Building and Safety Division should be revised. Matrix Consulting Group Page 16 2. PROFILE OF THE PERMIT, PLAN CHECK, INSPECTION, AND CODE ENFORCEMENT PROCESS CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 2. PROFILE OF THE PERMIT, PLAN CHECK, INSPECTION, AND CODE ENFORCEMENT PROCESS This chapter presents background information regarding the City of Santa Monica and the departments involved in the permit, plan check, inspection, and code enforcement process. The chapter includes the following: . Organizational structures for the divisions and departments involved in the development review process including the divisions within the Environmental and Public Works Management Department that are significantly involved in this process, the Planning and Community Development Department, and the Fire Department; . Workload and staffing trends for these departments where available; and . The role of staff within the permit, plan check, inspection, and code enforcement process. 1. THE PLANNING DIVISION IS AUTHORIZED 27 STAFF The Planning Division is responsible for both long-range planning and development permits. The Division has a number of key responsibilities in these two programs identified within the fiscal year 2003-04 budget. These responsibilities are presented below. · Process a variety of development permit applications including administrative permits, discretionary permits, zoning administrator permits, Architectural Review Board permits, and Landmark Commission permits including the environmental clearance. The Planning Division enforces the zoning ordinance and plays the lead role in processing applications for permits and approvals required by the zoning ordinance. The Planning Division also reviews certain types of building permit plans. In reviewing these building permit plans, the Planning Division primarily addresses zoning issues such as development type, density, building height, floor area, setbacks, landscaping, and parking. Matrix Consulting Group Page 17 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . Serve as project managers with responsibility for managing development permit applications through the entire development permit process including building permit plan check and inspection. . Recommend changes to the Municipal Code that would reduce the processing time and provide clarity to applicants, as well as reflect General Plan, City Council, Planning Commission, and community goals and concerns. . Prepare and implement the City's General Plan and Local Coastal Plan as well as special plans such as the North of Montana Development Guide. The Planning Division, on an annual basis, prepares "Workload Priorities for the Planning and Community Development Department" for the review and approval of the City Council. Other City departments, such as Environmental and Public Works Management provide assistance in developing department related goals. For fiscal year 2003-04, this included sixteen policy projects ranging from a circulation element update (developed by the Transportation Management Division) to an update of the Landmarks ordinance. . Develop reports, studies and policy analysis on a broad range of community issues including environmental impacts, traffic management, population, housing, historic resources, regional planning, and urban design plans. . Staff the Planning Commission, Architectural Review Board, Landmarks Commission, and Zoning Administrator hearings. . Provide services to the public by staffing the counter in the Permit Center, preparing informational handouts, and responding to citizen inquiries by phone and at the public counter. The plan of organization for the Planning Division is presented in the first exhibit at the end of this chapter (see exhibit 1). The Division is authorized 27 full-time equivalent staff. Important points to note concerning the plan of organization are presented below. · The Planning Division is divided into four sections. Each of these sections is comprised of vacant positions including a Senior Planner, two Associate Planners, and an Assistant Planner. One of the four is not operational due to vacancies. · The Planning Manager serves as the division-head for the Planning Division, and reports to the Planning and Community Development Director. The Planning Manager provides overall guidance to the Division and supervises a Principal Matrix Consulting Group Page 18 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Planner and a Division Assistant. A Principal Planner provides day-to-day supervision of the Senior Planners and Urban Designer. · The Urban Designer supervises a section responsible for staff support of the Architectural Review Board and Landmarks Commission. The staff assigned to this team function as "case planners" for applications that require the review and approval of the Architectural Review Board and Landmarks Commission. Six staff are assigned to this Section. Staff assigned to Landmarks function also process administrative, discretionary, and policy projects. · A Senior Planner supervises a section that is responsible for the processing of discretionary and administrative permit applications including assuring the applications meet the requirements of the general plan and the zoning ordinance, writing the staff report, presenting the report to the Planning Commission, design review, policy projects, etc. These staff act as "project managers" responsible for processing all aspects of each application as it concerns the discretionary and administrative permit applications that are considered by the Planning Commission or the Zoning Administrator. Seven staff are assigned to this section. · Another Senior Planner supervises a section that is also responsible for the processing of discretionary and administrative permit applications. In addition, three staff in this section are responsible for serving the counter in the Permit Center. This includes receipt of applications, determining whether discretionary and administrative permit applications are complete and deeming these applications complete if they meet application submittal requirements, providing zoning clearance for 'single trade' building permit applications such as re-roof or water heater tank change out applications, developing and maintaining zoning ordinance interpretations, etc. In addition, two of these three staff review business license applications for zoning conformance, and process administrative permit applications that require the review and approval of the Zoning Administrator. A total of seven staff are assigned to this section. The roles and responsibilities of the staff assigned to the Planning Division are presented in the second exhibit at the end of this chapter (see exhibit 2). The third exhibit presented at the end of this chapter presents the workload, service levels, and other important operational characteristics for the Planning Division (see exhibit 3). Matrix Consulting Group Page 19 CITY OF SANTA MONICA, ,CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 2. THE BUILDING AND SAFETY DIVISION IS AUTHORIZED 40 FULL-TIME EQUIVALENT STAFF. The Building and Safety Division is charged with the enforcement of all building and zoning codes in the City of Santa Monica and the inspection of all structures to ensure conformance with these codes. Further, the Division examines building plans to determine conformity with State laws and ordinances, and issues building permits for construction in accordance with approved plans. The Division's decisions are subject to appeals by applicants to the following boards of appeal: · Building and Safety Commission. This Board is composed of five members who hear appeals of orders, decisions and determinations of the Division relative to the application and interpretation of technical codes. · Accessibility Appeals Board. This Board is also composed of five members who hear appeals of the interpretation of accessibility code standards, equivalent facilitation and hardship exemptions for accessibility items regulated in any of the technical codes, including the State Historic Building Code. The plan of organization for the Building and Safety Division is presented in the fourth exhibit at the end of this chapter (see exhibit 4). Important points to note concerning the plan of organization of the Building and Safety Division are presented below. · The Building Officer Serves As the Division Manager, and Reports to the Director of Planning and Community Development. The Building Officer supervises the Plan Check Supervisor, the Permit Supervisor, the Code Compliance Supervisor, a Senior Administrative Analyst, who supervises the administrative functions associated with Code Compliance, and the position of Supervising Inspector, which is currently vacant. Additionally, the Building Officer supervises the activities of the Assistant Building Officer, and shares oversight of the position of Systems Analyst with the Information Systems Division. Finally, the position supervises the activities of the Business Assistant who organizationally reports to the Permit Supervisor. Matrix Consulting Group Page 20 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The Plan Check Section Is Allocated Six Staff. The Plan Check Supervisor supervises the activities of five Senior Plan Check Engineers. One of the Plan Check Engineers is dedicated to plan checks at the front counter. In addition, the Section has contracted for plumbing, electrical and mechanical plan checks with consulting plan check firms. Last year, the Section expended $554,741 for consulting plan checks with four firms. · The Permit Coordination Section Is Allocated Eight Full Time Positions. The Section is supervised by the Permit Supervisor, who oversees the activities of four Permit Specialists, three Building & Safety Specialists, a Business Assistant, who effectively reports to the Building Officer as described above, and a Temporary employee. · The Building Inspections Section Is Allocated Eight Positions. This Section is supervised by a Supervising Inspector position, which is currently vacant. The duties of the position are being fulfilled through the efforts of two of the Senior Combination Inspectors who each act in this capacity for half-days. · The Code Compliance Section Is Allocated 11 Positions. The Code Compliance Supervisor supervises the activities of three Senior Code Compliance Officers and seven Code Compliance Officers, and is responsible for this Section. The functions performance in this Section focus upon field activities, as compared to the administrative and clerical functions performed under the direction of the Senior Administrative Analyst, below. It should be noted that this Section has been authorized an additional 3 Code Compliance Officer positions, which will reportedly be utilized to monitor conditional use permits, and to enforce the newly-adopted noise ordinance. · The Administrative Section of the Code Compliance Section Is Allocated Four Positions. The Senior Administrative Analyst supervises the activities of a Business Assistant and two Building & Safety Assistants. The roles and responsibilities of the staff assigned to the Building and Safety Division are in the fifth exhibit at the end of this chapter (see exhibit 5). The sixth and seventh exhibits presented at the end of this chapter present the workload, service levels, and other important operational characteristics for the Building & Safety Division and separately for Code Compliance (see exhibits 6 and 7). Matrix Consulting Group Page 21 CITY OF SANTA MONICA, CA/:../FORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 3. THE TRANSPORTATION MANAGEMENT DIVISION IS AUTHORIZED 34.5 STAFF. The Transportation Management Division is responsible for planning and managing the circulation network of the City including motorists, cyclists, and pedestrians. The responsibilities of the division include the following: · Manage the City's parking facilities including on and off-street parking (the City has 11,000 parking spaces that generate more than $11 million in annual revenue); · Develop safe and efficient solutions to circulation and parking problems; · Review discretionary permit, excavation permit, valet parking restriction, public property use permit, and oversize load permit applications; · Issue parking permits (the Division issues over 30,000 parking permits annually); · Plan and implement capital projects; · Plan and implement circulation capital improvement projects; · Implement the City's Transportation Management Plan Ordinance; and · Coordinate efforts between the City and other local and regional transportation agencies. The Transportation Management Division is authorized 34.5 staff, but only four staff in the Transportation Management Division are involved in the permit, plan check, and inspection process. This excludes the Division Manager. These include a Senior Transportation Planner and three Associate Transportation Planners. This four-person staff has a wide variety of responsibilities beyond the permit, plan check, and inspection process. These responsibilities include, for example, updating traffic counts, the residential preferential parking permit program, etc. The Matrix Consulting Group Page 22 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process roles and responsibilities of this four staff are presented in the eighth exhibit at the end of this chapter (see exhibit 8). The ninth exhibit presented at the end of this chapter presents the workload, service levels, and other important operational characteristics for the Transportation Planners (see exhibit 9). 4. THE FIRE PREVENTION DIVISION IS AUTHORIZED 9 STAFF. The Fire Prevention Division has a number of responsibilities including the following: . Plan check of fire alarm systems, fire and standpipe systems, fire pumps, fixed fire extinguishing system smoke control systems and clean agent systems; . Plan review of new construction, tenant improvements, and remodels for compliance with building and fire codes; . Inspection of new construction, tenant improvements, and remodels for compliance with building and fire codes, and inspection and testing of fire alarm systems, fire and standpipe systems, fire pumps, fixed fire extinguishing system smoke control systems and clean agent systems to assure compliance with approved plans and fire codes; . Inspection of industrial and other buildings that use, handle, store, or dispose of hazardous materials; . Inspection of high-rise buildings; and . Inspection of licensed health care facilities, the City's jail and senior centers, E occupancies, A-Division 2.1 occupancies, and residential care facilities, hotels, motels, apartments and condominiums. The Division is authorized nine staff. These staff conduct plan reviews and inspect new construction, tenant improvements, and remodels as well as inspection and testing of fire alarm systems, fire and standpipe systems, fire pumps, fixed fire extinguishing system smoke control systems and clean agent systems to assure Matrix Consulting Group Page 23 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process compliance with approved plans and fire codes. (All new construction in Santa Monica - residential, commercial, or industrial - requires sprinklers. Any remodels in excess of 50% require retrofitting of sprinklers). The tenth exhibit presented at the end of this chapter presents the workload, service levels, and other important operational characteristics for the Fire Prevention Division (see exhibit 10). 5. THE ADMINISTRATIVE SERVICES DIVISION AND THE CIVIL ENGINEERING AND ARCHITECTURE DIVISION ALLOCATE 5 STAFF TO THE PERMIT, PLAN CHECK, AND INSPECTION PROCESS. There are eight Divisions involved in the Engineering and Public Works Management Department that are involved in the permit, plan check, and inspection process. These eight divisions, and the nature of their involvement, are presented below. · The Administrative Services Division allocates a Senior Public Works Inspector to evaluation of the proposed development site during the building permit plan check process to determine if curb, gutter, parkway, curb cuts, driveway approach, and/or alleys should be replaced as a condition of approval, and the off-site engineering construction inspection during construction. In addition, the Division allocates two Permit Specialists to the processing and issuance of various permits and the collection of fees including the film permits, water mitigation fees, etc. The Plan Check Reference Manual developed by the Environmental and Public Works Management Department states that if the value of on-site construction is less than $10,000, review by the Administration and Permitting Division is not required. The manual states that these are typically over-the- counter permits. · Staff are also responsible for issuing sewer repair and connection permits, processing fire flow tests, and reviewing preliminary plans for administrative approvals, zoning conformance, and conditional use permits. Staff respond to requests for information from the public, as well as staff the front counter. Two counters at City Hall are staffed full-time (Administration and Civil Engineering). Matrix Consulting Group Page 24 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The Civil Engineering and Architecture Division allocates two staff to the permit, plan check, and inspection process. One of these staff - a Civil Engineer - is allocated part-time (Le., less than 1/2 time) to the plan checking of building permits to assure adherence to standard specifications. This includes off-site improvements such as alleys, streets, streetlights, etc., and on-site drainage and grading. The Civil Engineer also plan checks tentative and final parcel and subdivision maps and public improvement plans. The Civil Engineer is responsible for routing these plans and permits to the appropriate divisions depending on the type of plan check required. The Environmental and Public Works Management Department has established "possible nexus requirements" for development and the required public improvements in the Plan Check Reference Manual. While not stated in these requirements, the Department apparently uses an additional threshold of ten condominiums. Any development less than ten condominiums will be required to make minimal public improvements. The roles and responsibilities of these staff are presented in the eleventh exhibit at the end of this chapter (see exhibit 11). The twelfth exhibit presented at the end of this chapter presents the workload, service levels, and other important operational characteristics for the Administrative Services Division and the Civil Engineering and Architecture Division (see exhibit 12). Matrix Consulting Group Page 25 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 1 Plan of Organization of the Planning Division City Planning Planning Manager Principal Planner Division Assistant - I I I I Urban Designer Senior Planner Senior Planner Senior Planner Zoning Administration (Vacant) Administration Staff Assistant III Staff Assistant III Staff Assistant III Associate Planner - - - - (Vacant) Staff Assistant III Associate Planner Associate Planner Associate Planner - - - - (Vacant) Associate Planner Associate Planner Associate Planner Assistant Planner - - - (Vacant) Associate Planner Associate Planner Associate Planner - - - Assistant Planner Associate Planner Assistant Planner - - Associate Planner Assistant Planner - Matrix Consulting Group Page 26 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Number Planning Manager Principal Planner Division Assistant 1 Urban Designer 1 Exhibit 2 (1) Roles and Responsibilities of the Staff of the Planning Division Description of Responsibilities · Manages the Planning Division. . Manages a staff of 27. . Supervises a Principal Planner and Division Assistant. · Functions as the Zoning Administrator. . Shapes policy and procedures for the Planning Division and gives guidance especially from the 'big picture' perspective. · Is responsible for the overall product of the Division. . Reviews and edits all staff reports requiring the approval of the City Council and all major development and policy staff reports requiring Planning Commission review. · Develops and monitors budgets for the Division. . Develops goals and objectives for the Division, and monitors performance. . Ensures the adherence of the Division to adopted policies and procedures. . Supervises three Senior Planners and an Urban Designer. . Reviews and edits all staff reports requiring the approval of the Planning Commission. . Supervises the processing of discretionary permit applications that have complex policy issues. · Supervises the completion of advanced planning projects approved by the City Council. . Provides staff support to the Principal Planner and the Plannina Manager. · Supervises two Associate Planners, an Assistant Planner, and two Staff Assistants. . Provides staff support to the Landmarks Commission and the Architectural Review Board · Meets with discretionary permit applicants (in concert with the case planner) to review the application for compliance . with design and development standards and provide design review feedback. Matrix Consulting Group Page 27 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Number Associate Planner Assistant Planner 1 1 Associate Planner Staff Assistant 2 Senior Planner Exhibit 2 (2) Description of Responsibilities . Case planners for the processing of Architectural Review Board permit applications assuring the applications meet the requirements of the general plan, zoning ordinance, and design review guidelines, writing the staff report, presenting the report to the Architectural Review Board, etc. These staff act as "case planners" responsible for processing all aspects of each application as it concerns the Architectural Review Board permit. . Handle advanced planning assignments as time permits. · Case planner for the processing of Landmark Commission permit applications assuring the applications meet the requirements of the general plan and zoning ordinance, writing the staff report, presenting the report to the Landmark Commission, etc. This staff acts as a "case planner" responsible for processing all aspects of each application as it concerns the landmark Commission permit. · Handle advanced planning assignments. · The Associate Planner is AICP certified. . Provide staff support to the Architectural Review Board and the Landmarks Commission including preparation and assembly of the agenda. . Provides clerical support to the staff assigned to processing of Architectural Review Board and Landmark Commission permit applications. · Supervises 5 Associate Planners and a Staff Assistant. · Reviews and edits all staff reports prepared by their respective team members requiring the approval of the Planning Commission. · Assigns discretionary and administrative permit applications to staff. . Trains and mentors staff. . The Senior Planner is AICP certified. Matrix Consulting Group Page 28 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Number Associate Planner 5 Staff Assistant Receptionist (temp.) Senior Planner (Administration) Exhibit 2 (3) Description of Responsibilities · Case planners for the processing of discretionary and administrative permit applications assuring the applications meet the requirements of the general plan and the zoning ordinance, writing the staff report, presenting the report to the Planning Commission, etc. These staff act as "case planners" responsible for processing all aspects of each application as it concerns the discretionary and administrative permit applications that are considered by the Planning Commission or the Zoning Administrator. . These staff prepare the initial CEQA checklist. All other environmental review is performed by consultants including negative declarations and mitigated negative declarations. . Handle advanced planning assignments as time permits. · One of the five Associate Planners is AICP certified. . Provides staff support to the Associate Planners and the Senior Planner responsible for the processing of discretionary and administrative permit applications. · Functions as Planning Commission Secretary and is responsible for packets, minutes, agendas, Planning Commission coordination and Zoning Administrator, and provides back up for the Landmarks Commission and the Architectural Review Board. · Temporary position, which serves as the Receptionist for the Planning and Community Development Department. . Supervises 3 Associate Planners, two Assistant Planners, and a Staff Assistant. . Reviews and edits all staff reports requiring the approval of the Planning Commission. . Assigns discretionary and administrative permit applications to staff. . Trains and mentors staff. Matrix Consulting Group Page 29 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Number Associate Planner 2 Associate Planner Assistant Planner 1 2 Staff Assistant Exhibit 2 (4) Description of Responsibilities Case planners for the processing of discretionary and administrative permit applications assuring the applications meet the requirements of the general plan and the zoning ordinance, writing the staff report, presenting the report to the Planning Commission, etc. These staff act as "case planners" responsible for processing all aspects of each application as it concerns the discretionary and administrative permit applications that are considered by the Planning Commission or the Zoning Administrator. These staff prepare the initial CEQA checklist. All other environmental review is performed by consultants including negative declarations and mitigated negative declarations. Handle advanced planning assignments as time permits. These two Associate Planners are AICP certified. These three staff are responsible for serving the counter in the Permit Center. This includes receipt of applications, determining whether discretionary and administrative permit applications are complete and deeming these applications complete if they meet application submittal requirements, providing zoning clearance for 'single trade' building permit applications such as re-roof or water heater tank change out applications, developing and maintaining zoning ordinance interpretations, etc. The Associate Planner provides primary counter coverage, with the two Assistant Planners providing backup. The two Assistant Planners also review business license applications for zoning conformance, and process administrative permit applications that require the review and approval of the Zoning Administrator. The Associate Planner is AICP certified. Provides staff support to the Associate Planners and the Senior Planner responsible for the processing of discretionary and administrative permit applications. Functions as one of two receptionists for the Planning Division. Matrix Consulting Group Page 30 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Number Principal Planner Senior Planner Associate Planner Assistant Planner 1 1 3 2 Exhibit 2 (5) These positions were vacant at the time the study started. If these positions were not vacant, these positions would be allocated to the processing of discretionary and administrative permit applications and handling of advanced lannin assi nments as time ermits. Matrix Consulting Group Page 31 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Characteristic Hours of Operation and Schedule Coverage Area Training and Certification Codes Administered and Enforced Exhibit 3 (1) Workload and Service levels For the Planning Division Description . Work hours are from 7:30 a.m. to 5:30 p.m., Monday through Thursday, and alternate Fridays from 7:30 a.m. to 5:30 p.m. . This schedule provides for 9 days, and 80 hours of coverage every 2 weeks. . Responsible for all processing of discretionary and administrative permit applications assuring the applications meet the requirements of the general plan and the zoning ordinance. . Staff has divided responsibility for support of the Zoning Administrator, Architectural Review Board, Landmark Commission, and Planning Commission. One of the three Sections within the Planning Division handles Architectural Review Board, Landmark Commission applications, while the other two Sections handle Zoning Administrator and Planning Commission applications. . Responsible for implementing Division priorities as directed by the City Council. The planning series classification descriptions do not require AICP certification nor is it indicated as preferred. Six professional-level planners have AICP certification or 38% of the staff (at the time this study beaan). · General Plan . Zoning ordinance . Subdivision Map Act · California Environmental Quality Act . Landmarks and Historic Districts Ordinance · Plannina and Zonina laws Matrix Consulting Group Page 32 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 3 (2) Characteristic Description Workload and Service Levels . Data prior to FY 2002-03 is unavailable Type of Permit 2002-03 Business Licenses 2,007 Administrative Approvals 20 Zoning Administrator Cases 102 Other Administrative Permits 32 Development Review Permits 9 Conditional Use Permits 20 All Other City Council, Planning Commission, and ARB Permits 600 . Based upon a review of the data contained within Oscar (the Planning Division database), the median number of calendar days to what the database labels as the action date after an application has been deemed complete amounts to 142 calendar days for a conditional use permit, 160 calendar days for the design compatibility permit, 449 calendar days for the development review permit, 163 calendar days for the tentative map, 71 calendar days for the use permit, and 90 calendar days for the variance. Matrix Consulting Group Page 33 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 4 Plan of Organization of the Building and Safety Division Building 0 Assistant B Officer Busines~ Systems Assistan Analyst (Shared wi I I I I Senior Adm Code Com Supervising Permit Sup Plan Check Analyst Supervis Vacant Business /J ~ Senior Cc Senior Corr Permit .. Sr. Plan Compliance Building Ins Specialist Check Eng Building c Code Com .. Senior Building Safety Assi Officers ( Building In Safety Assi Matrix Consulting Group Page 34 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 5 (1) Roles and Responsibilities of the Staff of the Building and Safety Division Position Number Description of Responsibilities ADMINISTRATION Building Officer 1 . Supervises the activities of the Codes Compliance Supervisor, the Senior Administrative Analyst, the (vacant) Building Inspections Supervisor, the Permit Supervisor and the Plan Check Supervisor, the Assistant Building Officer, and shares responsibility for supervision of the Systems Analyst, that also reports to the Information Systems Division. . Develops and monitors budgets for the Division. . Monitors work activity of the Division through visual inspection, and through analysis of periodic reports received from staff. . Develops goals and objectives for the Division, and monitors performance. . Ensures proper accounting for revenues from fees and fines. . Ensures conformance of the City to Title 24 of the California Building Code and local codes. . Ensures conformance of City structures, lots and other spaces to local zoning ordinances. . Oversees the development and implementation of , information system applications in the Division. . Ensures the adherence of the Division to adopted policies and procedures. Assistant Building Officer 1 . Performs special projects at the direction of the Building Officer. . Examples of projects include development of guidelines for special project inspectors, Gray Water and Reclaimed Water Initiative. Conducts searches of Title 24 for changes in laws regarding State law, accessibility, etc. Business Assistant 1 . This position is supervised by the Permits Supervisor, (Underfill of a vacant (vacant) but reports to the Chief Building Officer. Administrative Analyst - Building . Provides administrative and clerical support to the and Safety) Chief Building Officer, including scheduling, filing, taking messages, compiling monthly and annual reports, etc. Matrix Consulting Group Page 35 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 5 (2) Position Number Description of Responsibilities CODE COMPLIANCE SECTION Code Compliance Supervisor 1 . Ensures that all Code Compliance Officers have assignments for each day. . Meets with each Code Compliance Officer and Sr. Code Compliance Officers daily to review assignments, (e.g., ensuring all officers obtained their compliance orders for the day, routing of inspections, etc.), as well as to set priorities for inspections. . Oversees both the daily completion of routine tasks for officers, as well as the development of objectives for special programs such as the monitoring program, "bootlegging" program and noise abatement program. . Reviews all completed cases to ensure proper procedures were followed, as well as the completeness and accuracy of files. . Provides input to Building Officer on the operations and performance of the Section. . Provides input to, and attendance at, Conferences and Hearings after judicial referral. . Develops policies and procedures for the Section. Senior Code Compliance Officer 3 . Inspect "bootleg" homes to determine the degree to which current footprint of buildings match existing plans. . Issue compliance orders to owners who have made modifications to structures that are out of code and/or without permits. . Monitor sites in City for compliance to City codes relating to nuisance and permits. . Senior Code Compliance Officers are utilized to a greater degree than the Code Compliance Officers in the inspections of structures, as these employees have certifications in one or more of the building trades, SCASEO certification, as well as POST certification. Code Compliance Officer 7 . Monitor sites in City for compliance to City codes relating to nuisance and permits. . Primarily utilized in the inspections of potential transitory violations, such as abandoned vehicles, weeds, noise, etc. . Have SCASEO certification, and Section reports that it is desirable that incumbents have some enforcement background if possible. CODE COMPLIANCE ADMINISTRATIVE SECTION Senior Administrative Analyst- 1 . Oversees the intake of cases, the processing of these Code Compliance cases (from an administrative view), the documentation of cases, and the legal referrals of cases as necessary. . Assigns duties to clerical staff in the execution of these duties. Matrix Consulting Group Page 36 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 5 (3) Position Number Description of Responsibilities CODES COMPLIANCE ADMINISTRATIVE SECTION (Cont.) Building and Safety Assistant 2 . Takes incoming code complaints over phone. . Initializes complaints in computer. . Generates appointment letters. . Types compliance orders and other forms and correspondence, and maintains in computer as well as hard file. . Supports special programs, such as the "bootleg" program noise enforcement program and monitoring program through development of forms and templates for the specific requirements of these programs. Business Assistant 1 . Although the position is vacant, one of the Building (vacant) and Safety Assistants assigned to the Permit center fills the roles and responsibilities of the position. . Acts as primary support staff to the Monitoring Program, generating invoices, correspondence with business owners, etc. . Acts in primary role of administrative support staff on administrative citations, printing out and disseminating all citations (existing, delinquent and final demand notices). . Develops monthly report to the City Manager relating performance aQainst benchmarks, workload, etc. BUILDING INSPECTIONS SECTION Supervising Inspector 1 . Position is currently vacant, however two of the (vacant) Senior Combination Building Inspectors share the duties of the position on half-day bases. . Assigns inspections to Inspectors, ensuring equity of workloads. Senior Combination Building 6 . Conducts residential and commercial inspections in Inspector the City. Senior Building Inspector 1 . Combination Inspectors are certified in two or more of the trades, and perform all inspections relating to these specific trades. . Although all 7 positions are nominally designated as "Combination" Inspectors, only 3 positions actually function in this manner. One other has Building certification, one has Combination Dwelling certification, and 2 have Building, Plumbing and Mechanical certification. . Review approved plans for compliance with regulatory codes and inspect structures during various stages of construction to ensure that procedures and materials meet standards. . Inspectors carry laptop "tablets" in field to record inspection results and to issue correction notices, however these are not in full use at the time due to reported problems with reception in the City as well as impracticality of transport into various work environments. Matrix Consulting Group Page 37 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 5 (4) Position PERMIT CENTER SECTION Permit Supervisor Number Description of Responsibilities Building and Safety Assistant 1 . Supervises the activities of Permit Specialists, Building and Safety Specialists and Temporary Clerk. . Although the Business Assistant nominally reports to this position, it effectively reports to the Building Officer. . Answers questions regarding the permit process from customers who request such assistance. . Answers questions regarding code compliance as necessary. · Processes all applications for extension of time for construction. . Assigns work to the Permit Specialists and Building and Safety Specialists, ensuring adequate coverage at the counter and at the greeting station. . Holds weekly plan check coordination meetings to discuss upcoming due dates, contacting applicants with changes in schedules. 3 · One position answers phones for Division, routing all calls to appropriate extensions. . One position "greets" applicants, logging in entry time and tracks and logs progress of applicants through the permit application process. · The third position makes electronic images of permit files for storage as time is available, however the Coordinator reports that the Division is investigating the feasibility of outsourcing this function. 4 · Receives and balances cash from application fees. · Processes public records requests. · Ensures the completeness and accuracy of applications. . Routes plans to appropriate divisions within the City organization and compiles comments . Takes comments from Permits Plus system after these are entered by reviewing divisions and departments, contacts applicants that plans and comments are available. and transfers these plans to the applicants. . Retrieves records from archives. · Generates residential building permit histories. . Processes all plan check applications. . Issues permits. · Handles all administrative citations. Permit Specialist. Matrix Consulting Group Page 38 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 5 (5) Position Number Description of Responsibilities PLAN CHECK SECTION Plan Check Supervisor 1 . Assigns work to Senior Plan Check Engineers based on areas of expertise and availability. . Monitors progress of plans through the plan check process, meeting with staff weekly to assign work and to be apprised of changes in schedules of completion. . Checks the work of contract plan checkers. Senior Plan Check Engineer 4 . Checks plans for conformance to State and local codes. . Responsible for structural and civil plan checks. . Conforms to agreed-upon plan check turnaround times, relating changes in schedules to the Plan Check Supervisor as conditions dictate. . All staff are Registered Engineers and are Certified Plans Examiners. Senior Plan Check Engineer 1 . Dedicated full time to the checking of plans over the counter for conformance to State and local codes. . Conforms to agreed-upon plan check turnaround times, relating changes in schedules to the Plan Check Supervisor as conditions dictate. . Registered Engineer and Certified Plans Examiner. Matrix Consulting Group Page 39 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Characteristic Hours of Operation and Schedule Coverage Area Training and Certification Codes Administered and Enforced Exhibit 6 (1) Workload and Service Levels For the Building and Safety Division (Excluding Code Compliance) Description . Work hours are from 7:00 a.m. to 5:00 p.m., Monday through Thursday, and alternate Fridays from 7:00 a.m. to 4:00 p.m. · The Building Inspectors apportion responsibility for inspections among two loosely-defined "teams." One team, under the supervision of one of the acting Supervising Inspectors, conducts most multi-family and commercial inspections. The other "team", also supervised by of the acting Supervising Inspectors, conducts most of the single-family dwelling inspections. These breakdowns of responsibility recognize the specific certifications and expertise of each of the Inspectors. . Two of the Inspectors primarily handle commercial inspections along the coast; one handles single family/multi-family dwellings primarily in the SE part of the City, and another handles single-family dwellings in the North part of the City. One Inspector handles a mixed assortment of inspections at the direction of the Supervising Inspector. . Combination Inspectors are certified in two or more of the trades, and perform all inspections relating to these specific trades. · Although all 7 positions are nominally designated as "Combination" Inspectors, only 3 positions actually function in this manner. One other has Building certification, one has Combination Dwelling certification, and 2 have Building, Plumbing and Mechanical certification. . All Senior Plan Check Engineers are Registered Engineers. . The City enforces all requirements of Title 24 California Building Standards Code. Matrix Consulting Group Page 40 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 6 (2) Description . The number of building inspections performed declined by 14.1 % from 13,546 in 2000-01 to 11,637 in 2002-03. This number increased slightly, to 11,821 inspections in '02-'03. · The percentage of inspections performed the next working day amounted to 37% in calendar year 2003. This is down from 55% in '01-'02, and from 50% in '02- '03. . Inspectors performing the bulk of inspections in 2001 performed 9.87 per day worked per Inspector. In 2002 this figure was 9.42, and in 2003 this was 10.19 inspections per day worked per Inspector. . The objectives for completing plan checks are: 6 weeks for commercial and multi-family on 151 submittal 3 weeks for re-submittals 1 week for changes/revisions during construction Characteristic Workload and Service Levels . The % that divisions met these objectives for plan check turnaround time for 151 plan check and 2nd plan check during the time frame from 7-1-03 to 3-23-04 are presented in the table below. This numbers are for the system as a whole. Division 1st 70.4% 76.8% 95.6% 97.4% 100% 93.4% 97.2% City-wide Building and Safety Planning EPWM Fire Prevention Open Space Management Transportation Management Re-Submittal 63.3% 69.5% 78.2% 76.0% 100% 55.1% 93.8% · The Section has a target of 4-week turnaround time for checking of single-family structures. . For calendar year 2003, 68% of all permits requiring plan checks (1,419) were plan-checked at the front counter. . Average waiting time for a Plan Check Engineer was 37 minutes in Dec. 2003; 35 minutes in Jan. 2004; and 37 minutes in Feb. 2004. . The percentage of customers waiting for plan check 30 minutes or less varied between 74% and 76% during this 3-month period. * It should be noted that the performance of Fire Prevention within this table differs from Permits Plus. Matrix Consulting Group Page 41 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Characteristic Hours of Operation and Schedule Coverage Area Training and Certification Exhibit 7 (1) Workload and Service Levels For Code Compliance Description . Work hours for 4 of the Code Compliance Officers are from 6:30 a.m. to 4:30 p.m., Monday through Thursday, and from 6:30 a.m. to 3:30 p.m. on alternate Fridays. For 2 of the Officers, the work hours are from 8:00 a.m. to 6:00 p.m., Monday through Thursday and from 8:00 a.m. to 5:00 p.m. on alternate Fridays. · This schedule provides for 9 days, and 80 hours of coverage every 2 weeks. . Responsible for all code compliance inspections in the City, which represents a coverage area of approximately 8.3 sq. miles. . Senior Code Compliance Officers handle most of the more complex inspections, which typically involve issues related to building code compliance. . Code Compliance Officers typically handle zoning issues. . For purposes of apportioning responsibilities among Officers, the City is divided into 3 districts, along east-west boundaries. · Code Compliance Officers are reimbursed monthly for the use of personal vehicles at a rate of $195 per month. . Sr. Code Compliance Officers are required to possess I.C.C. certification as a Building Inspector, Combination Dwelling Inspector or Property Maintenance and Housing Inspector. Additionally, they are POST- certified (832 hours) for report-writing purposes (within 6 months of hire), and have certification from the Southern California Association of Code Compliance Officers (SCACEO), basic level within one year of hire, and Intermediate level within 2 years. . Code Compliance Officers are not required to have certification in a building trade, but must be POST-certified (832 hours) within 6 months of hire. They are required to hold SCACEO certification (basic level) within one year of hire, and Intermediate level within 2 years. Matrix Consulting Group Page 42 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Characteristic Codes Administered and Enforced Workload and Service Levels Exhibit 7 (2) Description · The Section enforces all Santa Monica Municipal and Zoning Codes and all State Building Codes, including but not limited to: - Building, Plumbing, Mechanical, Electrical - Swimming Pools, Spas and Hot tubs Code - Seismic Strengthening Provisions - California Health & Safety Code - State Energy Code - Title 24 - State Fire Code - California State Housing Code - State Vehicle Code pertaining to vehicle parking issues - Federal Mobile Home Parks Act · Senior Code Compliance Officers typically enforce issues relating to the building codes. Additionally, these Officers enforce those building and zoning-related ordinances adopted under Article 8, Building Regulations, in the Santa Monica Municipal Code. . Code Compliance Officers are typically engaged in the enforcement of the zoning ordinances adopted under the same Article of the Municipal Code. · In '00-'01, the Section investigated 2,559 total complaints (1,445 were zoning-related, 1,114 were building-related). In '01-'02, the Section investigated 1,929 complaints (631 zoning, 1,298 building) and in '02-'03 the Section investigated a total of 1,832 complaints (634 zoning, 1,198 building). . The above statistics indicate that there has been a decrease of almost 29% in the annual number of inspections performed from '00-'01 to '02-'03. . During the same period, there was a shift toward a greater proportion of building-related investigations. Specifically, this type of investigation represented 43.5% of all investigations in '00-'01, and rose to 65.4% in '02-'03. . The project team analyzed the average time to closure for all complaints received and closed since July, 2003, and determined that the overall average was 53.4 days. This represents a total of 670 cases. . In CY 2003, the Section closed 645 backlogged cases, of which 384 were building related, and 261 were zoning related. Matrix Consulting Group Page 43 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Characteristic Exhibit 7 (3) Description · The average days to close all cases which were closed in 2003 was 209 days, however 40% of all cases closed were backlogged cases. These cases tend to skew the average time to close, as they have been on the books for relatively long durations. · The Section closed 31 more cases in 2003 than were received. · Only 7.6% of all cases received in 2003 were proactively generated. . In Calendar Year 2003, 67% of all code violations were brought into compliance within 180 days. · In Calendar Year 2003, the Section averaged 25 days from receipt of complaint to first code inspection (median was 7 days). Matrix Consulting Group Page 44 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Senior Transportation Planner Associate Transportation Planner Associate Transportation Planner Exhibit 8 (1) Roles and Responsibilities of the Staff of the Transportation Management Section Number Description of Responsibilities · Manages the Transportation Management Section. · Reviews discretionary and administrative permits including building permits for on-site circulation, code requirements and traffic standards, the interaction between public right-of-way and private property, the location of the driveway, backing maneuvers, etc. . Manages capital improvement projects including the design and inspection by consulting engineers. · Serves the public at the counter in the Permit Center. . Reviews environmental documents and updates the City's Traffix database that is used as the basis for all traffic studies. · Reviews discretionary and administrative permits including building permits for on-site circulation, code requirements and traffic standards, the interaction between public right-of-way and private property, the location of the driveway, backing maneuvers, etc. . Manages the completion of traffic studies for environmental impact reports by consulting engineers. · Serves the public at the counter in the Permit Center. · Administers the implementation of the new and expanded preferential parking zones including managing studies and preparing staff reports too City Council. · Serves the public at the counter in the Permit Center. Reviews discretionary and administrative permits including building permits for on-site circulation, code requirements and traffic standards, the interaction between public right-of-way and private property, the location of the driveway, backing maneuvers, etc. · Plan checks minor permits such as excavation permit, valet parking restriction, public property use permit, and oversize load permit applications, etc. Matrix Consulting Group Page 45 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Number Associate Transportation Planner Exhibit 8 (2) Plan checks minor permits such as excavation permit, valet parking restriction, public property use permit, and oversize load permit applications. etc. · Reviews environmental documents and updates the City's Traffic database that is used as the basis for all traffic studies. Reviews discretionary and administrative permits including building permits for on-site circulation, code requirements and traffic standards, the interaction between public right-of-way and private property, the location of the driveway, backing maneuvers, etc. Reviews plans and applications submitted for lannin and buildin a rovals. Matrix Consulting Group Page 46 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 9 Workload and Service Levels For Transportation Management Section Characteristic Hours of Operation and Schedule Description . Work hours are from 7:30 a.m. to 5:30 p.m., Monday through Thursday, and alternate Fridays from 7:30 a.m. to 5:30 p.m. . This schedule provides for 9 days, and 80 hours of coverage every 2 weeks. . Responsible for all processing of discretionary and administrative permit applications assuring the applications meet the access and parking requirements of the general plan and the zoning ordinance and conformance to accepted safety standards. . Reviews all permits for work within the public right of way {street closures, use of public property, etc. . Responsible for quality and completeness of traffic studies prepared for environmental review. . Maintains and updates Traffic database. The Section enforces the Santa Monica Municipal Code and the zoning ordinance as it pertains to circulation and parking and ensures that. property development is consistent with Public Works Codes Administration and preferential parking. Coverage Area Codes Administered and Enforced Workload and Service Levels Citizen Traffic or Parking Requests Transportation Management Plan · Employers Regulated by the City · Employees Regulated in the City Monthly Parking Lot Permits Sold Monthly On-Street Parking Permits Sold Resident Parking Passes Sold Development Permits Reviewed 473 693 34,373 2,768 4,166 31,900 852 . The % that Transportation Management met the objectives for plan check turnaround time for 1 sl plan check and 2nd plan check during the time frame from 7-1- 03 to 3-23-04 are presented in the table below. Division Transportation Management 1 st 97.2% Re-Submittal 93.8% Matrix Consulting Group Page 47 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Position Number Administration and Permitting Division Senior Public Works Inspector Permit Specialist 2 Civil Engineering and Architecture Civil Engineer 1 Civil Engineering Assistant Exhibit 11 Roles and Responsibilities of the Staff of the Environmental and Public Works Management Department Description of Responsibilities . Evaluation of the proposed development site during the building permit plan check process to determine if curb, gutter, parkway, curb cuts, driveway approach, and/or alleys should be replaced as a condition of approval. · Off-site engineering construction inspection during construction. · Assures repairs of public property damaged during construction before sign off of the certificate of occupancy. · Receives and balances payments from application fees, water mitigation fees, etc. · Ensures the completeness and accuracy of applications. . Processes permit applications for street use and right of way permits, film permits, dumpster permits, excavation permits, and sidewalk dining permits. . . Schedule inspections for the Senior Public Works Inspector. · Conducts commercial and multi-family residential plan checks, preliminary and pre-submittal reviews and discretionary and administrative permits. . Plan checks building permits to assure adherence to standard specifications. This includes off-site improvements such as alleys, streets, streetlights, etc., and on-site drainage and grading. · Plan checks tentative and final parcel and subdivision maps and public improvement plans for adherence to the Subdivision Map Act, conditions of approval, and standard specifications. · Supports major development projects and construction. . Processes changes during construction and provides technical support. . Staffs the front counter twelve hours per week. · Follows the direction of the Civil Engineer. · Conducts sinale-familv residential plan checks. Matrix Consulting Group Page 49 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (1) Employees Cited a Number of Positive Aspects to The Permit, Plan Check, and Inspection Process As Well As a Number of Opportunities of Improvement. In reviewing the responses to the quantitative responses to the first section of the employee questionnaire, it is important to look at the pattern of responses for the entire group versus individual responses. The chart below summarizes the overall distribution of responses to statements to which employees were asked to select a response. It should be noted that the chart does not include responses were the employees selected "no response" or did not make a selection. Survey Response Distributi Stongly Agrel 9% Strongly Disagre 14% Agree 31% DisagreE 26% Neutra 20% The response pattern for all statements in the first section of the employee survey indicates employees had mixed opinions of the development permitting process. Respondents agreed with 40% of the statements (either "agree" or "strongly agree) and disagreed with the other 40% of the statements (either "disagree" or "strongly disagree.") Matrix Consulting Group Page 52 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process To gain a more detailed sense of the responses from the first section of the employee survey, it is useful to look in more detail at the statements that elicited the strongest positive and negative responses. The chart, found below, plots the actual number of responses in which employees agreed or disagreed for each statement. Question numbers are shown along the bottom of the chart. Neutral responses are excluded. Positive Negative Respc Employe Survey, Pan 10001< 800f< 6001< 40o/c 2001< 0% - - - f-- - IT - - - f-- - - f-- - f-- - f-- 11 - - - I-- - - I-- - - - I-- - I-- - I-- -I 11 - - I-- - I-- - r- - r- - - - r- - I-- - r- - I-- - ~ ,- ~ '-11'1'- :-r =-=1'- '-1'-1 :-rl'- 1'- ,- :1= Ir ,- f-- - f-- - f-- - f-- . - f-- - - - - -200f< -40 Of< -600f< -800f< -1 000f< 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 The chart, above, presents the responses for each statement provided in the first section of the employee survey. The statements that respondents agreed with (e.g., "agree" and "strongly agree") are plotted above the x - axis. The statements that respondents disagreed with (e.g., "disagree" and "strongly disagree") are plotted before the x - axis. The chart provides an overall visual representation of the response to Matrix Consulting Group Page 53 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Question #13 (53%): Santa Monica makes it easy for applicants or the general public to obtain complete, accurate information about all aspects of the development permitting process. · Question #16 (53%): The City has a coordinated one-stop permit process. · Question #22 (47%): I receive formal ongoing training in the technical skills required to fulfill my role in the development permitting process. We have a strong emphasis on training. · Question #24 (59%): Most of the time, the information submitted by applicants is complete and adequate to allow prompt action on an application. · Question #25 (53%): Santa Monica's zoning codes, building regulations and development standards do not present unreasonable or unnecessary obstacles to development. · Question #36 (47%): Staff involved in the development permitting process has a good working and professional relationship with the Planning Commission. The specific responses to each of the 30 statements are provided in the exhibit presented at the end of this chapter. (4) Respondents Were Asked to Identify Key Strengths and Opportunities for Improvement. Employees were asked to identify key strengths and opportunities for improvements. The Matrix Consulting Group reviewed each survey for responses to the open-ended questions. Key themes identified by respondents are presented in the points below. (4.1) Several Respondents Commented on the Zoning Ordinance of the City. A number of comments were received regarding the adequacy of the zoning ordinance. The following comments present a representative sample. · "Too many internal code contradictions. Code does not provide solutions for new solutions for new situations and emerging trends and technology. Code does not cross-reference. Very hard to use." Matrix Consulting Group Page 56 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · "Development standards do not prevent hideous design in single-family zones." · "Change the Zoning Ordinance! This is the root of the permitting process collapse. The current zoning ordinance is near impossible to follow - it is definitely not user friendly. The material is confusing and typically requires an interpretation by a senior planner or the planning manager. We shouldn't have to reference up to 10 different sections to devise an answer. The frustration results in loss of qualified staff." · "Most Code interpretations are not written down, you try and find the planner who has been here the longest. Some people interpret things in different ways, but you don't know they are different (typical problem: see pedestrian orientations standards: is it 50% of 70% or is it 50% of total linear frontage?)" · "Our code is badly organized and it is impossible to glean simple information from the way it is displayed on the web, such as, are day spas permitted in the RVC Zone? I challenge you to figure that out." · "Simplify the zoning ordinance." · "Fix the zoning ordinance." · "Re-write, update and revise the Zoning Ordinance for more clarity and simplicity. Raise thresholds for Environmental Reviews. · "Make clear the goals and intentions in the Zoning Ordinances and produce new design guidelines that makes those goals and intentions clear. · "Improve unclear regulations." · "Code changes that allow some flexibility (e.g., a few inches shy of a setback or dimension and you don't have to tear down a wall." (4.2) Respondents Commented on the Need to Streamline the Permit and Plan Check Process. A number of comments were received regarding the streamlining of the permit and plan check process. The following comments present a representative sample. · "Raise thresholds for the Planning Commission and Architectural Review Board, allowing for more administrative processes." · "The threshold for the Planning Commission is too low." Matrix Consulting Group Page 57 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · "Allow staff and the Planning Commission to work on big-picture projects and not be so absorbed with parcel-specific projects of limited size and impact." · "Simplify staff reports for Planning Commission and City Council. Do reports really need to be submitted two months prior to the meeting?" · "The process is too complex due to: the complexity of the code, the lack of succinct easy to follow information about what to do, numerous requirements and lack of central coordinator. Planning Information that would give applicants a clearer path to more complete plans and applications is not readily available ether on the web or in written form." · "Eliminate redundant tasks (e.g., Zoning Conformance and Administrative Approvals can be done at plan check.)" · "Quicker and simpler permitting for single trade [building] permits (roofing, water heater replacement, etc.)" · "Simpler procedures at counter handled by staff other than the Plan Check Engineers. Concise and clear procedures provided to the public so the public knows what to anticipate in permitting process." · "Plan checker's waste too much time doing everything from submittals to STP [simple trade permits] to stamping drawings to jumping to counter. We waste a lot of productive time." · "Get people who can plan check for electrical, mechanical and plumbing, plus be trained in handicap Title 24 for disabled access. It s always missed and the battle is on in the field when I try to enforce it." · "I think applicants have too many hoops to jump through. To streamline the process would be much better. The permits review meeting meets once every 5 - 6 months, which is not enough. The results of these meetings are not sent to all divisions to keep them informed." · "To speed up the permit issuing process all permits that are for new interior work that does not have any exterior changes should not be subject to a planning approval. Single trade permits in most circumstances should also be exempt from a planning approval." · "To speed up the permit issuing process there should be a fast track line for applicants to pull permits for single trades that do not require planning or building review. " · "Reduce requirements or simplify. Let us make it easy for applicants." Matrix Consulting Group Page 58 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · "Alleviate burdensome processes for staff and applicants." (4.3) Respondents Identified Opportunities for Improvement Relating to the Project Manager System. A number of comments were received regarding the effectiveness of project managers or case planners. The following comments present a representative sample. · "As project managers we have the responsibility without the authority." · "Planners currently have responsibility without authority, which makes them ineffective as 'project managers' because they do not have authority to compel other divisions to complete their plan checks on time when they are running behind schedule. Yet, when other divisions do not complete their plan checks on time, the project manger (planner) gets negative performance evaluations when projects are not completed within the prescribed timelines." · "Improve project managers respect level in other Departments/Divisions." · "Early on the permitting process we were made cognizant of the roll of the planner (Planning Division) as the gatekeeper, meaning that persons will be in charge of coordinating the review and permitting process. As time went on, that role dissipated. It should be re-integrated in the process again." (4.4) Employees Identified Job Retention and Training as a Key Opportunity for Improvement. A number of comments were received regarding the job retention and training. The following comments present a representative sample. · "I think that the overwhelming workload, coupled with the unimaginative nature of the majority of the work and the hierarchical management style of the team structure, and lack of promotional opportunities, make it hard to justify staying here for the long term. The result of the job turnover for those who decide to stick it out makes it even more stressful and demoralizing. An incentive for staying more than five years, such as a revolving, 3 months (not necessarily paid) off, or even one month off could make all the difference between burnout and leaving, and staying." · "Better staff training; retain experienced staff frustrated with process." Matrix Consulting Group Page 59 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · "Our group of highly intelligent and professional planners are consistently channeled into focusing on their own projects rather than general team work and collective discussions. We spend so much time processing unnecessary paper that the real work, such as policy projects, imaginative solutions, gets relegated to the corners of our time, or to our supervisors. It's boring and unrewarding." · "Data entry and accuracy can improve to help the current reviews and when looking up the history of a project." (4.5) Employees Identified a Number of Miscellaneous Opportunities for Improvement. A number of miscellaneous comments were received. The following comments present a representative sample. · "Our file system is inadequate and embarrassing." · "We do not have an up-to-date procedures manual. It's hard with so many interim ordinances and such high staff turnover." · "Provide better information to the public, including handouts, websites, etc. Get ride of the minutia." The first exhibit presented at the end of this chapter contains the responses by employees to each question. 2. A SURVEY WAS DISTRIBUTED TO EMPLOYEES OF THE CODE COMPLIANCE SECTION OF THE BUILDING AND SAFETY DIVISION. The survey was distributed to the 13 employees in the Code Compliance Unit and a response rate of 69% was received. The survey was prepared by the Matrix Consulting Group and contained two sections. · The first section was a "multiple choice" section designed to cover a wide range of topics about the management, organization, and operation of code enforcement while minimizing the employee's time and effort in completing this survey. Employees were asked to respond to 24 statements by selecting "no response," "strongly agree," "agree," "neutral," "disagree," and "strongly disagree." Matrix Consulting Group Page 60 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The second section consisted of two open-ended questions. These questions provided the opportunity for employees to identify the key strengths and opportunities for improvement for the development permitting process. The questions were designed to create opportunities for employees to offer their candid assessment of the process, and to make suggestions for improvements, if needed. The following sections provide a discussion of the results. (1) Employees Cited a Number of Positive Aspects of the Code Compliance Process as well as a Number of Opportunities for Improvement. In reviewing the results of the quantitative responses to the first section of the employee questionnaire, it is important to look at the pattern of responses for the entire group versus individual responses. The chart below summarizes the overall distribution of responses to statements to which employees were asked to select a response. It should be noted that the chart does not include responses were the employees selected "no response" or did not make a selection. Survey Response Distribution Strongly Disagree 8% Disagree 20% Strongly Agree 12% Matrix Consulting Group Page 61 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The response pattern for all statements in the first section of the employee survey indicates employees had mixed opinions of the code compliance process. Approximately, 52% of responses were positive (either "agree" or "strongly agree) and 28% were negative (either "disagree" or "strongly disagree.") To gain a more detailed sense of the responses from the first section of the employee survey, it is useful to look in more detail at the statements that elicited the strongest positive and negative responses. The chart, found below, plots responses for each statement. Question numbers are shown along the bottom of the chart. Neutral responses are excluded. Positive Negative Respc Employe Survey, Pan 1000A 80o/c 60o/c 400A 20o/c 0% - ~ - - :T - - - - I-- -- - I-- - - - I-- - :T - - - - - - I-- - I-- - I-- - - - 1--1 - :T - - - - - -II-- - I-- - I-- - I-- - - - -- - I-- - - - -r ,- -r '-I-rl'- f-,- =-: 1'- f-,-I'- f-,-I'- f-,- '-II ,- f-,-I'- -r ,- - - - - - - I-- - I-- - - - - - 11 - - i:J --_.._~-~--_._- - -20o/c -40o/c -60o/c -80oA -100oA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 The chart, above, presents the responses for each statement provided in the first section of the employee survey. The statements that respondents agreed with (e.g., Matrix Consulting Group Page 62 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process "agree" and "strongly agree") are plotted above the x - axis. The statements that respondents disagreed with (e.g., "disagree" and "strongly disagree") are plotted before the x - axis.. The chart provides an overall visual representation of the response to each statement. It allows statements that respondents strongly agreed with or disagreed with to be singled out. Those statements are highlighted below. (2) Of the 24 Statements in the First Section, Respondents Had A Positive Perceptions and Attitudes to Twelve statements. A review of the responses to the statements provided in the first section of the employee survey shows that there are twelve statements to which employees clearly agreed with. At least 40% of respondents selected "agree" or "strongly agree" in response to the following statements of employees about the work they are performing. · Question #2 (56%): I am kept abreast of changes that affect me as it pertains to the code compliance process. · Question #4 (44%): Code Compliance is effectively managed and operates efficiently as it regards the code compliance process. · Question #5 (78%): Code Compliance has an efficient records management and document system. · Question #6 (50%): Code Compliance has established clear performance standards and routinely monitors performance with regard to the code compliance process using Permits Plus. · Question #8 (56%): Code compliance, and the interpretations of codes and ordinances associated with code compliance, is undertaken in a consistent manner by staff assigned to code compliance. · Question #9 (78%): Code Compliance effectively utilizes Permits Plus to track the time required to achieve compliance, enforcement commends, and other aspects of code compliance. · Question #10 (43%): Santa Monica makes it easy for the general public to obtain complete, accurate information about all aspects of the code compliance process. Matrix Consulting Group Page 63 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Question #11 (44%): Code compliance cases are resolved and compliance achieved by staff in a timely manner. · Question #12 (67%): Management discusses objectives, programs and results with employees of Code Compliance regularly. · Question #13 (78%): Managers in my division are receptive to new ideas and employees suggestions for improvements in the code compliance process. · Question #14 (89%): We prioritize code compliance cases according to life safety threats posed by the compliant. · Question #15 (67%): Residents, business owners, and property owners that receive Notices of Violation from Code Compliance have easy access to staff to obtain information about the violation and the steps necessary to achieve compliance. · Question #16 (78%): I am encouraged to take the initiative in resolving problems in the code compliance process. · Question #17 (67%): I receive formal ongoing training in the technical skills required to fulfill my role in the code compliance process. We have a strong emphasis on training. · Question #18 (63%): This organization encourages practical risk-taking and supports positive effort in the code compliance process. · Question #20 (44%): The concern for employees in this organization is more than lip service. · Question #21 (67%): There is free and open communication between all levels of employees about the work they are performing. · Question #22 (56%): I have the authority I need to fulfill my responsibilities effectively and efficiently. Overall, employees maintained positive perceptions and attitudes to multiple aspects of the City's code compliance process. Matrix Consulting Group Page 64 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (3) Respondents Disagreed With 6 Statements. There were six statements to which employees responded negatively. The statements are provided in the points below, as well as the percentage (%) of respondents selecting "disagree" or "strongly disagree." · Question #1 (56%): Code Compliance processes in the City are neither unnecessarily complex nor burdensome on staff assigned to Code Compliance. · Question #3 (63%): In Code Compliance, at present, staffing is adequate and workloads are reasonable with respect to the code compliance process. · Question #7 (56%): Code Compliance has clear, well-documented policies and procedures to guide my involvement in the code compliance process. · Question #11 (56%): Code compliance cases are resolved and compliance achieved by staff in a timely manner. · Question #23 (50%): I spend my time addressing important code compliance cases that represent life safety threats to the public. · Question #24 (100%): The City of Santa Monica has an effective landlord-tenant mediation program to deal with landlord-tenant disputes. As the above points show, respondents identified concerns regarding staffing levels, and policies and procedures, the timeliness in which cases are resolved, the complexity of the processes administered by staff, and the allocation of time by this staff to high priority cases. (4) Respondents Were Asked to Identify Key Strengths and Opportunities for Improvement. Employees were asked to identify key strengths and opportunities for improvements. The Matrix Consulting Group reviewed each survey for responses to the open-ended questions. Key themes identified by respondents are presented in the points below. Matrix Consulting Group Page 65 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (4.1) Respondents Identified Staff and Supervisors as Key Strengths of the Code Compliance Section. A number of comments were received regarding the staff and supervisors as a strength of the Code Compliance Section. The following comments present a representative sample. . "Employees with flexible attitudes, strong work ethics and the ability to get the job done, no matter what arises." . ''The attitude of management is in the right place. It is positive and aggressive. This attitude has created the environment that has enabled the unit to increase its staff and to up grade the work place." . "Good supervision and positive work force." . "Teamwork and support management." . "The supervisor within the Unit has an open door policy and is always ready to listen and then make suggestions to help solve the problem. She also shows general care for all of us within the Unit." . "Personnel- quality people, positive team players who are very committed." . "I consider that Code Compliance Supervisor to be the key strength of our organization. Her sincere desire to make this a better organization is clearly evident." (4.2) Some Respondents Identified Compliance Tools, Equipment, and Service to the Public as Key Strengths. A number of comments were received regarding the tools, equipment, and service provided to the public as being a strength of the Code Compliance Section. The following comments present a representative sample. · "Compliance tools that are effective." · "Service to the public." · "Orderly and organized work flow; and up to date equipment and information systems." Matrix Consulting Group Page 66 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (4.3) Respondents Viewed the Process for Intake of Complaints to be Investigated and Enforced was an Opportunity for Improvement. A number of comments were received regarding opportunities to improve the process for intake of complaints and investigation in the Code Compliance Section. The following comments present a representative sample. · "Be more specific with the types of complaints that come in; only take those complaints that we can actually handle." · "Qualitative or value assessments of assignment so 'real' and 'legitimate' complaints get priority and time for proper work up while nuisance and abusive complaints are dealt with in a manner reflective of their actual merit (Le., less on the squeaky wheels and more for the public interest)." The second exhibit presented at the end of this chapter contains the responses by employees of the Code Compliance Section to each question. Matrix Consulting Group Page 67 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 13 Responses Received from Employees Assigned to the Permit, Plan Check, and Inspection Process 1. Development permit processes in the City are neither unnecessarily complex nor burdensome on the applicant. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 3 4 4 14 7 2. I am able to consistently meet standard turnaround times or timelines for processing of plans and permits as communicated by my supervisor. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 4 3 14 1 12 0 3. I am kept abreast of changes that affect me as it pertains to the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 1 17 4 7 4 4. In my division, at present, staffing is adequate and workloads are reasonable with respect to the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 1 1 3 7 21 5. My division is effectively managed and operates efficiently as it regards the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 5 7 7 9 4 6. My division has an efficient records management and documentation system. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 3 7 7 12 5 7. My division has established clear performance standards and routinely monitors performance with regard to the development permitting process using Permits Plus. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 3 4 13 4 9 1 Matrix Consulting Group Page 68 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 8. My division has clear, well-documented policies and procedures to guide my involvement in the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 3 6 9 11 3 9. My division has s an effective process for listening to citizen or applicant concerns as it pertains to the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 4 12 11 6 0 10. Permit review, and the interpretation of codes and ordinances associated with permit review, is undertaken in a consistent manner by staff. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 1 10 7 11 3 11. My division effectively utilizes Permits Plus to track turnaround time, comments, conditions of approval and other aspects of development permitting. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 8 14 6 4 1 12. There is good teamwork and communication between the different divisions or departments that are processing development plans and permits in the City. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 1 13 8 6 5 13. Santa Monica makes it easy for applicants or the general public to obtain complete, accurate information about all aspects of the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 2 9 5 11 7 14. Development plans and permits are reviewed by staff in a timely manner. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 0 10 10 10 2 15. Santa Monica's development permitting procedures ensure that applicants are advised of all application requirements and standards early in the process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 1 12 7 9 4 Matrix Consulting Group Page 69 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 16. The City has a coordinated one-stop permit process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 1 7 6 13 5 17. Management discusses objectives, programs and results with employees of my division regularly. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 6 14 4 7 3 18. Managers in my division are receptive to new ideas and employee suggestions for improvements in the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 3 5 13 4 5 4 19. Field inspections, and the interpretation of the codes and ordinances associated with making these field inspections, are undertaken in a consistent manner by staff. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 6 4 11 6 5 2 20. Applicants have easy access to staff from various divisions to obtain information about development permit application and approval requirements. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 5 9 9 7 2 21. I am encouraged to take the initiative in resolving problems faced by applicants in the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 3 6 11 10 3 1 22. I receive formal ongoing training in the technical skills required to fulfill my role in the development permitting process. We have a strong emphasis on training. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 2 7 7 9 7 23. This organization encourages practical risk-taking and supports positive effort in the development permitting process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 5 3 7 7 9 3 Matrix Consulting Group Page 70 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 24. Most of the time, the information subinitted by applicants is complete and adequate to allow prompt action on an application. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 0 8 4 14 6 25. Santa Monica's zoning codes, building regulations and development standards do not present unreasonable or unnecessary obstacles to development. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 4 1 6 5 8 10 26. Staff involved in the development permitting process have a good working and professional relationship with the Planning Commission. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 6 0 3 9 7 9 27. The concern for employees in this organization is more than lip service. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 1 15 6 7 3 28. There is free and open communication between all levels of employees about the work they are performing. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 2 11 6 8 5 29. I have the authority I need to fulfill my responsibilities effectively and efficiently. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 8 11 5 4 513 30. Staff involved in the development permitting process have a good working and professional relationship with the Architectural Review Board. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 13 3 4 11 1 2 Matrix Consulting Group Page 71 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 14 Responses Received from Employees Assigned to the Code Compliance Process 1. Code Compliance processes in the City are neither unnecessarily complex nor burdensome on staff assigned to Code Compliance. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 0 1 3 4 1 2. I am kept abreast of changes that affect me as it pertains to the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 5 2 2 0 3. In Code Compliance, at present, staffing is adequate and workloads are reasonable with respect to the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 0 3 1 3 2 4. Code Compliance is effectively managed and operates efficiently as it regards the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 3 3 3 0 5. Code compliance has an efficient records management and documentation system. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 6 0 3 0 6. Code Compliance has established clear performance standards and routinely monitors performance with regard to the code compliance process using Permits Plus. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 1 3 3 1 1 7. Code Compliance has clear, well-documented policies and procedures to guide my involvement in the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 1 2 5 0 Matrix Consulting Group Page 72 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 8. Code compliance, and the interpretation of codes and ordinances associated with code compliance, is undertaken in a consistent manner by staff assigned to code compliance No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 4 2 1 1 9. Code Compliance effectively utilizes Permits Plus to track the time required to achieve compliance, enforcement comments, and other aspects of code compliance. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 0 7 2 0 0 10. Santa Monica makes it easy for the general public to obtain complete, accurate information about all aspects of the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 1 2 3 0 1 11. Code compliance cases are resolved and compliance achieved by staff in a timely manner. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 0 4 2 2 1 12. Management discusses objectives, programs and results with employees of Code Compliance regularly. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 5 2 1 0 13. Managers in my division are receptive to new ideas and employee suggestions for improvements in the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 3 4 0 2 0 14. We prioritize code compliance cases according to life safety threats posed by the complaint. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 4 4 0 0 1 15. Residents, business owners, and property owners that receive Notices of Violation from Code Compliance have easy access to staff from to obtain information about the violation and the steps necessary to achieve compliance. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 0 6 2 0 1 Matrix Consulting Group Page 73 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 16. I am encouraged to take the initiative in resolving problems in the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 2 5 2 0 0 17. I receive formal ongoing training in the technical skills required to fulfill my role in the code compliance process. We have a strong emphasis on training. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 2 4 1 2 0 18. This organization encourages practical risk-taking and supports positive effort in the code compliance process. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 1 4 2 1 0 19. Santa Monica's codes, regulations and standards do not present unreasonable or unnecessary obstacles to achieving compliance. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 2 1 2 3 20. The concern for employees in this organization is more than lip service. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 3 3 2 0 21. There is free and open communication between all levels of employees about the work they are performing. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 3 3 1 2 0 22. I have the authority I need to fulfill my responsibilities effectively and efficiently. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 0 1 4 2 1 1 23. I spend my time addressing important code compliance cases that represent life safety threats to the public. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 1 0 1 3 3 1 Matrix Consulting Group Page 74 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 24. The City of Santa Monica has an effective landlord-tenant mediation program to deal with landlord-tenant disputes. No Response Strongly Agree Neutral Disagree Strongly Agree Disagree 2 0 0 0 3 4 Matrix Consulting Group Page 75 4. ANALYSIS OF BOARDS AND COMMISSIONS CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 4. ANALYSIS OF BOARDS AND COMMISSIONS This chapter presents an analysis of the Architectural Review Board and Planning Commission and approaches that could be utilized by the Planning and Community Development Department to enhance the effectiveness of the Board and the Commission. In conducting the analysis of the Board and the Commission, the Matrix Consulting Group utilized a number of best practices. These best practices are presented in the paragraphs below. · Joint work sessions of the City Council and Planning Commission are conducted at least once a year, and joint work sessions of the Planning Commission and Architectural Review Board are conducted at least once a year. · A Planning Commission annual report is presented to the City Council. · The Planning Commission and the Architectural Review Board each conduct annual retreats to discuss and plan future activities. · The Planning Commission is well organized with clearly defined long-range planning goals, objectives. and priorities that are reflected in an annual work program. The Commission allocates a substantive portion of its meetings on an ongoing basis to advanced or long-range planning. The Commission does more than just process development applications. · There is good overall communication characterized by openness at meetings, and positive relationships between commission and board members and staff. · There is able leadership of the Planning Commission and the Architectural Review Board characterized by well-run meetings, good preparation, effective agendas, promptness, respectful membership, meetings that do not consistently end at the early hours of the morning, and a pleasant atmosphere at meetings. · The staff of the Planning Division provides alternatives as well as recommendations within staff reports to the Planning Commission and Architectural Review Board. · New Planning Commission and Architectural Review Board members are provided with orientation, and the members of the Commission and the Board Matrix Consulting Group Page 76 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process are provided with ongoing training. · The Planning Commission and the Architectural Review Board have adopted bylaws. · The Planning Commission and Architectural Review Board meetings are televised. · The City Council provides leadership and direction to the boards and commissions to ensure the effectiveness of these boards and commissions, that the public, applicants, and staff are treated fairly, and that the City Council and these boards and commissions have an agreed upon and understood vision for the future of the City. The paragraphs that follow discuss how well the current practices of the staff of the Planning Division and the Planning Commission or the Architectural Review Board meet these best practices. 1. THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD SHOULD EACH CONDUCT AN ANNUAL RETREAT. The purpose of this retreat is to enable the Planning Commission and the Architectural Review Board to get away from the ordinary routine to discuss matters that they never get around to: discussion of the annual work program, for example. One city's annual retreat agenda for its Planning Commission consisted of the following: · Commission role in implementing Council policy; · Variances and planned unit developments zoning regulations; · The code enforcement process, coordination with Planning and case studies. Other cities utilize these annual retreats to discuss zoning regulations, the grounds upon which applications can be denied, transportation issues, etc. Managerial and supervisory staff of the Planning Division and the Planning and Community Development Director should participate in this annual retreat with the Matrix Consulting Group Page 77 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Commission and the Board. An important part of the first annual retreat is to define the relationship between the Planning Commission and the staff of the Planning Division. This includes what expectations the Commission has of staff and, similarly, what expectations staff has of the Commission. Without discussing the expectations each has of the other, misunderstandings can result. This, in turn, can lead to publicly aired disagreements that reflect poorly on the City as a whole. The simplest way to resolve these issues is to share these expectations at the first retreat. The table below presents ten typical expectations that Commissions typically have of staff and that staff typically have of a Commission. Commission Expectations of Staff Staff Expectations of the Commission Be well organized and anticipate the type and kind Prepare for meetings by reading all reports. of information that the Commission will need to perform its duties. Respond to requests for information in a timely and Whenever possible, call staff with your questions professional manner. before the meeting, so answers can be researched and shared durina the meetina. Prepare accurate, well-documented and well Examine all the facts on a given issue and make written staff reports that layout options for the the best possible decision. Commission to consider. Leave personal or political bias out of reports. Do not deride or make light of staff in public; instead, provide criticism in private. Trust and respect staff. Provide exhibits, illustrations, and/or pictures to Do not assume staff is wrong and the resident is help Commissioners visualize the layout or location right when there is a disagreement. of proposals. Orient new Commissioners and provide ongoing Manage the Commission meetings so that educational opportunities for all Commissioners. meetings do not consistently end in the early hours of the morninQ. Be accessible to all Commissioners, whether in Complement the staff when appropriate. person, at meetings, or over the phone. Keep all Commissioners informed equally; do not If the Commission disagrees with staff, explain your show favoritism. reasonina. Make the Commission decisions work after it is Do not hold a grudge if you disagree with a staff made. recommendation. Act in a fair, ethical, and consistent manner. Act in a fair, ethical, and consistent manner. One of the first items of business of the first retreat should be the development of these Matrix Consulting Group Page 78 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process expectations. The Planning and Community Development Department should utilize an outside facilitator to keep this annual retreat on track, develop the agenda, coordinate the meeting, and conclude the retreat by developing an agreed upon list of actions or next steps. Recommendation: The Planning Commission and the Architectural Review Board should each conduct annual retreats. Recommendation: At the first annual retreat, the Planning Commission and the staff of the Planning Division should define the expectations the Commission has of staff and, similarly, what expectations staff has of the Commission. Recommendation: The City should use an outside facilitator to facilitate the annual retreats. 2. NEW PLANNING COMMISSION AND ARCHITECTURAL REVIEW BOARD MEMBERS SHOULD BE PROVIDED WITH ORIENTATION, AND ALL MEMBERS SHOULD BE PROVIDED WITH ONGOING ANNUAL TRAINING AND EDUCATIONAL RESOURCES. Upon appointment, new members to the Architectural Review Board and the Planning Commission should be provided with an orientation by the Planning and Community Development Department. The Chairperson of the Planning Commission and the Architectural Review Board should also participate in this orientation of new members of the commission or the board. This issue is so important that the states of Kentucky and Tennessee have passed legislation in the past few years that mandates orientation for new Planning Commissioners and continuing education for these commissioners (as well as staff). The orientation that should be provided by the Planning and Community Development Department to new commission or board members should include such Matrix Consulting Group Page 79 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process topics as the following: · The legal basis for the Commission and the Board; · The duties, roles and responsibilities of the Commission and the Board including the kinds of decisions that the Board and Commission make and the required legal basis for making those decisions; · The structure and staffing of the Planning and Community Development Department and the duties, roles and responsibilities of staff; · Recent significant issues, significant applications, and advanced planning program initiatives that the Commission and Board have considered; · The general plan, the zoning ordinance, and design guidelines that have been developed by the City, and the overall planning and land use framework; · The bylaws of the Commission and the Board, meeting management and procedures; · Public participation both in terms of noticing and at Commission and Board meetings; · CEQA and environmental issues; · Sources of funding for the Planning and Community Department and the most recent adopted annual budget for the department - both revenues and expenditures; · The most recent advanced planning work program adopted by the Commission, Board and City Council; and · Publications available from the Planning and Community Development Department. In addition, the members of the Commission and the Board should be provided with ongoing, annual training. This should include attendance at the annual Planner's Institute sponsored by the League of California Cities as well as training developed by staff of the Planning and Community Development Department to cover topics that the Commission and Board identify as relevant. Matrix Consulting Group Page 80 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process In addition, each member of the Architectural Review Board and the Planning Commission should be provided with membership in the American Planning Association. The American Planning Association provides information specifically for Planning Commissioners including a Commissioner newsletter, a CD-ROM and video training package series for planning commissioners, audio training packages, a planning commissioner training resource center, a planners book service and a series of workshops at the annual American Planning Association annual conference, the monthly Planning magazine, and other relevant material. This membership is available at a discounted rate for "planning board" members. Recommendation: New Planning Commission and Architectural Review Board members should be provided with orientation by the Planning and Community Development Department. Recommendation: Planning Commission and Architectural Review Board members should be provided with ongoing training of no less than four hours a year. Recommendation: The members of the Planning Commission and Architectural Review Board should be provided with membership in the American Planning Association. 3. THE PLANNING COMMISSION SHOULD SUBMIT AN ANNUAL REPORT TO THE CITY COUNCIL. The City already uses one practice to foster communication between the City Council and the Planning Commission: a City Council member who acts as liaison on behalf of the City Council to the Planning Commission (and vice versa). Another practice that many cities utilize is an annual report prepared by staff on behalf of the Planning Commission and submitted to the City Council. The purpose of the annual report is to communicate the activities, results and actions of the Planning Matrix Consulting Group Page 81 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Commission for a fiscal year or calendar year to the City Council. This annual report could include: · The mission, goals and objectives of the Commission; · The advanced planning initiatives of the Commission in the previous year such as updates of the general plan, design guidelines, etc. and any special sessions that were conducted to consider these initiatives; · The number and types of applications that were considered by the Commission including any notable cases; and · The planned initiatives for the following fiscal year. This document need not be long; the annual report of some planning commissions does not exceed ten (10) pages. Recommendation: The staff of the Planning Division should prepare an annual report on behalf of the Planning Commission and submit that report to the City Council. 4. THE CITY SHOULD TAKE A NUMBER OF STEPS TO REDUCE THE LENGTH OF PLANNING COMMISSION MEETINGS. It is clear from a review of agendas and minutes of the Planning Commission that these meetings are lengthy. The table below presents the starting and ending time for Planning Commission meetings from mid-October 2003 until April 2004. Start DatefTime End DatefTime Meeting Hours/Minutes 10/15/03 7:07 PM 10/15/03 9:37 PM 2:30 11/5/037:12 PM 11/5/03 11 :26 PM 4:14 11/19/037:15 PM 11/20/03 12:55 AM 5:40 12/3/037:27 PM 12/4/0312:40 AM 5:13 12/17/037:20 PM 12/17/039:30 PM 2:10 1/7/047:00 PM 1/7/048:41 PM 1 :41 1/21/047:06 PM 1/21/04 11 :53 PM 4:47 2/4/047:12 PM 2/5/04 12:30 AM 5:18 2/18/04 7:10 PM 2/19/042:18 AM 7:08 3/3/047:12 PM 3/4/04 12:25 AM 5:13 3/17/047:15 PM 3/18/04 12:50 AM 5:35 3/24/046:12 PM 3/25/0412:13 AM 6:01 4/14/047:15 PM 4/15/0412:22 AM 5:07 Matrix Consulting Group Page 82 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Start DatelTime I End DatelTime Meeting Hours/Minutes 4/21/04 7:11 PM I 4/21/0411 :25 PM 4:14 Median 5:10 As the data in the table indicate, the median length of time required by the Planning Commission amounted for these fourteen meetings to five hours and ten minutes. Since the meetings of the Planning Commission started at a median of 7:12 PM, this means that the meetings are typically lasting until almost 12:30 AM the following morning. The other cities that participated in the comparative survey all reported that the typical length of their Planning Commission meetings do not approach that of Santa Monica. More specifically: · The City of Palo Alto reported that their Planning Commission starts their meetings at 7:00 PM and that these meetings typically end between 10:30 PM to 11 :00 PM; · The City of Pasadena reported that their Planning Commission starts their meetings at 6:30 PM and that these meetings typically end at 10:00 PM; · The City of West Hollywood begins their Planning Commission meetings at 6:30 PM and concludes these meetings at 8:30 to 9:00 PM. · The City of Huntington Beach reported that their Planning Commission starts their meetings at 7:00 PM and that these meetings typically end between 9:00 PM to 10:00 PM; and · The City of Santa Barbara reported that their Planning Commission starts their meetings at 1 :00 PM and that these meetings typically end between 6:00 PM to 10:00 PM. The Planning Commission also schedules luncheon meetings to discuss. informal items. In addition, the City transports the Commission to the sites of the applications that the Commission will consider the morning of the Commission meeting. The Planning Commission in this city typically meets three times a month. The Planning Commission itself, at its meeting of January 7, 2004 considered this issue. The Commission made a variety of comments including the following: Matrix Consulting Group Page 83 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · A Commissioner commented on the length of meetings lately and asked for comments and suggestions on how to shorten meetings and give the public adequate time to speak. The Commissioner suggested that the Commission could have a policy that no new items of business will begin after 11 :00 p.m. and that additional meeting nights could be added when necessary. · The impact of additional meetings was discussed including the impact on staff doing their work the next day, especially if the meeting is back-to-back with a City Council meeting. · The Commission's recent changes in their Rule of Order increasing the time applicants, appellants and the public can address the Commission was noted as increasing the length of meetings. The amount of time provided per speaker by the Commission exceeds that of the City Council. · A Commissioner indicated that she supported additional Commission meeting dates, when needed, but not by adding the meeting in the following week. She stated that when this has been done in the past, it does not give the public adequate notice. The Commissioner recommended that the Commission strive to keep their comments to the pertinent matter and to be concise. The Commissioner also recommended that the Commission gauge how long items are taking during the course of the meeting and assess whether items late in the agenda should be continued following the first break. The Commissioner stated that if the Chambers are full of people, then adjustments should be made and that the Chairperson should "come down hard on us" if Commissioners stray from the pertinent issues of a project. · A Commissioner suggested that: (1) it is helpful for the public to get direction from the Chair about what issues are germane to the Commission; (2) it is also helpful when the Commission states their concern "up front" so the public and applicant are aware; (3) there should be discussion regarding re-ordering the agenda, when necessary; and (4) a check list of key points could be added to the staff report, noting specific concerns the Commission raised at a prior hearing and general concerns such as streetscape, stepbacks, impacts on neighbors from noise, etc. The Commission is aware of the length of its meeting and has discussed a number of steps to address this problem. There appear to be several reasons for the lengthy meetings in Santa Monica for the time period evaluated by the Matrix Consulting Group (October 15, 2003 through April 21, 2004). These include the following: Matrix Consulting Group Page 84 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · A significant number of major and minor policy amendments and revisions to the zoning ordinance. These include such amendments and revisions as the following: Modification of development review thresholds; Policies regarding ex parte meetings and other forms of lobbying; Policies regarding noise; Requirements for sound related enclosures for mechanical equipment; R3 development and design standards; Downtown development and design standards; Short-term rental housing; Substantial remodels; In-lieu fees; and Auto dealer standards. This is a significant amount of major and minor policy amendments and revisions to consider during these fourteen meetings. There were only two special sessions or meetings during this period to consider these amendments and revisions. It is a significant amount of material to fit into the standard meeting format. · The Planning Commission, at times, considers issues regarding applications that are not before the Commission. Observations of videotapes of the meetings and review of minutes indicated that it was not uncommon for the Planning Commission to consider issues that it could not use to base its decisions. For example: Discussion of property value and health issues in the consideration of an appeal of a use permit for a wireless communication facility; Discussion of the noise generated by an air conditioning unit as part of a design compatibility review permit; · The roles and responsibilities of the Chairperson for managing the meetings of the Planning Commission are not clearly identified in the bylaws. The bylaws are silent regarding the responsibility of the chairperson to manage meetings to assure that these meetings conclude discussions regarding agenda items in a timely manner. · The Planning Commission bylaws provide for a lengthier amount of time for speaking by applicants, the public, and appellants to speak at Commission meetings than the City Council at its meetings. Public participation and input is important, but the public, applicants, and appellants should be capable of delivering their message within the same amount of time allotted by the City Council. Matrix Consulting Group Page 85 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Some cities use an approach to begin their meetings or their consideration of revisions and amendments at earlier hours. The City of Pasadena begins their Planning Commission meetings at 6:30 PM. The City of Huntington Beach begins their study sessions at 5:15 PM. The City of Santa Barbara meets during the day. It is important to consider the ability of the public to attend meetings in the deliberating the times at which to start Commission meetings. The approach utilized by Santa Barbara would limit such opportunities. However, beginning meetings at an earlier time at night, such as 6:30 PM, and beginning study sessions at an earlier hour, particularly when the Commission will not be taking any action, should be considered. · The Planning Commission considers a number of application types that other cities have delegated to their Architectural Review Board. Planning Commissions in other cities, for example, do not consider design compatibility permits or development review permits below a certain square footage threshold. These permits have been delegated to the Architectural Review Board for consideration in a public meeting (and the applications continue to be noticed). A number of steps should be taken by the City Council and the Planning Commission to address these issues. These steps are presented below. (1) Amend Planning Commission Bylaws To Clarify the Responsibility of the Chairperson To Manage Commission Meetings. The clarification of the responsibility of the chairperson should include presiding over all commission deliberations and having the authority to preserve order, enforcing rules of the commission, assuring commission meetings are conducted in accordance with commission bylaws, and determining the commission order of business. The bylaws should clarify that one of the main duties of the chairperson is to preside over meetings of commission and ensure these meetings are well-run, prompt, that its membership is respectful of each other and staff, that these meetings do not consistently end at the early hours of the morning, and a pleasant atmosphere exists at these meetings. Matrix Consulting Group Page 86 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The role and responsibility of the chairperson should include monitoring Commissioner comments to assure these comments are pertinent to the matter and concise, that Commissioners avoid issues that it cannot use to base its decisions, and provide direction to the public about what issues are germane to the Commission. Recommendation: Amend the Planning Commission bylaws to clarify the responsibility of the Planning Commission chairperson to manage Commission meetings. (2) Special Study Sessions Should Be Utilized for the Consideration of Revisions to the Zoning Ordinance or Advanced Planning Issues. It is clear that one of the primary contributors to lengthy Planning Commission meetings was the number of revisions and amendments to the zoning ordinance. It is unrealistic to expect that consideration of this volume of amendments and revisions to be accommodated within the normal meeting schedule of the Commission. If it is clear that will be a substantial number of these amendments and revisions to be considered over a period of the next several months, the Planning and Community Development Director should consult with the chairperson of the Planning Commission concerning special sessions or scheduling meetings to begin earlier. This is a clear pattern in other cities such as Huntington Beach. Recommendation: The Planning and Community Development Director should consult with the chairperson of the Planning Commission concerning special sessions or scheduling meetings to begin earlier when considering a significant volume of amendments or revisions to the zoning ordinance or general plan policies. Matrix Consulting Group Page 87 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (3) Amend Planning Commission Bylaws To Reduce the Amount of Time Available to Public Speakers to the Same Amount As Provided by the City Council. The amount of time provided for applicants, appellants, and the public should be the same for the Planning Commission as the public. The issues considered by the City Council are equally as serious and complex as those before the Planning Commission. The amount of time provided for public speakers by both bodies should be the same. Recommendation: Amend the bylaws of the Planning Commission to reduce the amount of time available to public speakers to the same amount as that provided by the City Council. (4) The Approval or Disapproval of a Limited Number of Applications Should be Delegated From the Planning Commission to the Architectural Review Board. This issue will be addressed in more detail in a subsequent chapter. However, it is recommended that the talents and skills of the Architectural Review Board be more fully utilized to consider development review permits below a certain threshold (with appeal to the' Planning Commission). In addition, it is recommended that the Planning Commission no longer consider a design compatibility review permit for a'site and then the Architectural Review Board subsequently consider the design review permit for that same site. The Architectural Review Board alone should consider the permit since it considers design guidelines and the extent to which the application conforms to the City's design guidelines. Recommendation: The approval or disapproval of a limited number of applications should be delegated from the Planning Commission to the Architectural Review Board. Matrix Consulting Group Page 88 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (5) The Planning Commission Amend Its Bylaws that the Commission Will Not Consider New Agenda Items Subsequent to 11 PM. The consideration of new agenda items subsequent to 11 PM only further lengthens an already lengthy meeting. It is unlikely that the Commissioners or staff are crisp and at their best subsequent to that hour. Recommendation: The bylaws of the Planning Commission should be amended that it will not consider new agenda items subsequent to 11 PM. 5. THE CITY COUNCIL SHOULD CONDUCT A JOINT MEETING EACH YEAR WITH THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD. It is extremely critical for the effective implementation of the general plan and the zoning ordinance that the City Council, the Planning Commission, and the Architectural Review Board speak from the basis of a common vision for the city. To develop that linkage, the Council of Santa Monica should conduct joint work sessions with the Planning Commission and the Architectural Review Board at least annually. The purpose of these joint work sessions is to discuss matters involving planning, land use, and community change management issues. A working dinner is a common approach. To avoid being haphazard and disjointed, an agenda should be developed by the Planning and Community Development Department and followed. In addition, given that the process has started for the comprehensive updating of the zoning ordinance, the land use element and the circulation element, a joint visioning exercise between the Planning Commission and the City Council would be appropriate. By conducting this joint visioning exercise, listening to ideas (and complaints) about a range of neighborhood and citywide issues, the City Council and Planning Commission can provide early input and direction to these critical policy documents, to assure these Matrix Consulting Group Page 89 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process documents incorporate the important perspectives and concerns. This will reduce the chances of being "blind-sided" by critical comments at the end of the process. Recommendation: The City Council, Planning Commission and Architectural Review Board should conduct joint meetings at least annually. Recommendation: The City Council and Planning Commission should conduct a joint visioning exercise early in the process of updating the zoning ordinance, land use element, and circulation element. 6. THE PLANNING MANAGER SHOULD REPRESENT THE PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENT TO THE PLANNING COMMISSION. At present, both the Planning and Community Development Director and the Planning Manager attend the meetings of the Planning Commission and represent the department to the Commission. The presence of both managers at the meetings of the Commission is an unnecessary duplication. The Planning Manager should represent the department to the Planning Commission since the Planning Manager supervises the staff that prepared the staff reports considered by the Commission and is more familiar with these reports than the Director. The Planning and Community Development Director should represent the department to the City Council. Recommendation: The Planning Manager, and not the Planning and Community Development Director, should represent the Planning and Community Development Department to the Planning Commission. 7. THE POLICIES OF THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD SHOULD BE FORMALLY ADOPTED IN WRITING AND PUBLISHED TO THEIR WEB SITES, The Commission and Board in the process of their meetings develop policies and procedures. Some of these procedures are documented within bylaws. In the case of Matrix Consulting Group Page 90 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process the Architectural Review Board, however, these policies, reflects what could be considered as acceptable design policies and practices from the Board's perspective. These policies should be formally documented and published to the Board's web site. Recommendation: The policies of the Planning Commission and the Architectural Review Board should be formally adopted and published to their web sites. 8. THE CITY COUNCIL SHOULD PROVIDE DIRECTION AND LEADERSHIP IN ENHANCING THE EFFECTIVENESS OF THE PLANNING COMMISSION AND THE ARCHITECTURAL REVIEW BOARD. Ever since the nation's first planning commission was appointed by the Hartford, Connecticut City Council in 1907, planning commissions have served as independent advisors to their local governing body on planning and land use matters. As an independent advisor to the local governing body, the planning commission's fulfills a number of essential functions such as reviewing and recommending approval of the general plan, recommending amendments to zoning ordinance, making recommendations to the governing body on development proposals or approving or disapproving these development proposals themselves, etc. Given this role, it is essential that the planning commission and the local governing body develop a partnership and common vision for the future of their community. The consulting team has recommended a number of measures in this chapter to foster that partnership in Santa Monica. It is essential that the City Council provide direction and leadership in enhancing the effectiveness of that partnership with the Planning Commission and the Architectural Review Board, assuring that there is a common vision for the future of Santa Monica, and assuring that the measures Matrix Consulting Group Page 91 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process recommended within this chapter to enhance the effectiveness of the Planning Commission and the Architectural Review Board are implemented in a timely fashion. One of the key elements to the effectiveness of the Planning Commission, and an element that the Commission has expressed an interest, is the timeliness of the Commission meetings. It is difficult to ensure a full and complete public participation in decisions that affect the community when decisions of a commission or a board are made in the early hours of the morning. Good governance requires that the public be provided meaningful opportunities to participate in decisions that affect them; this means that the decisions of the commissions and boards should be discussed and made at hours of the day that the public has a reasonable opportunity to participate. The City Council should provide leadership and direction to the Planning Commission is enhancing the timelines of their meetings and managing these meetings including the implementation of the measures identified within this chapter. Recommendation: The City Council should provide direction and leadership in enhancing the effectiveness of the Planning Commission and the Architectural Review Board. Recommendation: The City Council should provide direction and leadership to assure that the measures recommended within this report to enhance the effectiveness of the Planning Commission and Architectural Review Board ~re implemented in a timely fashion. Matrix Consulting Group Page 92 5. ANALYSIS OF TECHNOLOGY CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 5. ANALYSIS OF TECHNOLOGY This chapter presents an analysis of technology and its use to support the permit, plan check, inspection and code enforcement process. By its nature, this analysis focuses on the use and application of Accela Permits Plus, the permitting software used by the City, since the use of that software is central to that process. Permitting software has changed the way communities do business, speeding the permit process for the people most involved - applicants, contractors, neighborhoods, and staff - and providing better and more timely information to decision- makers, managers, and staff throughout city hall and the communities. Initiated by a few pioneering jurisdictions in the early 1980s, permitting software has become mainstream. Software vendors offer a variety of permitting software and systems that can be tailored to a jurisdiction's needs. Many can be integrated into larger, citywide information technology systems such as Arclnfo. Progressive local governments have adopted permitting software. Regardless of the catalyst for change, permitting software can provide a broad range of benefits, including: · Standardized building site and parcel information; · Improved record keeping and reliable archiving of permitting activities; · Enhanced communication between customer and staff that produces higher quality plan submissions and reviews, permit applications, and customer service; · Defined workflow and project tracking that results in more timely review of plans and permits; · Higher quality inspections (since the inspectors can readily retrieve conditions of approval associated with discretionary permits) with better scheduling and improved reporting; Matrix Consulting Group Page 93 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · More efficient use of staff time and less duplication of effort; · Better internal management tools for gauging permitting efficiency and service levels and spotting problems; · Improved financial tracking of permitting, plan review, and inspection fees; and · Flexible reporting capabilities that document the volume of work completed and the revenue generated by the departments/divisions involved in the permit, plan check, inspection, and code enforcement process. However, the investment that a city makes in permitting software can only be worthwhile if the software itself is effectively utilized. 1. THE CITY SHOULD IMPLEMENT A NUMBER OF STRATEGIES TO ENHANCE THE EFFECTIVE USE OF PERMITS PLUS. The City of Santa Monica has utilized Permits Plus for approximately eighteen years. Like any information system, Permits Plus has its strengths as well as opportunities for improvement. However, Permits Plus is the permitting software the City has utilized, is utilizing, and will likely continue to utilize for the near-term. Given that, it is important that the City leverage its investment in Permits Plus to enhance its effective use by staff, the public, and applicants. The Matrix Consulting Group recommends that the City implement a number of strategies to leverage its investment. These strategies are presented in the table below. Strate Benefits Consolidate data stora e in Permits Plus Maximize access to data by all divisions/departments Maximize access to data b customers and ublic All divisions/departments . involved in the permit, plan check, inspection and code enforcement · process utilize Permits Plus to issue permits · Reduction in the amount of duplicate data currently being captured Common business process logic Streamlined operations Holistic view of process Improved customer service Expanded customer service Su orts e-Permittin Matrix Consulting Group Page 94 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Strate Benefits Implement Permits Plus Enhances accountability by generating schedule and reporting actual workflow performance based upon goals set in workflow · Route applications through Permits Plus. Reviewers can then post their progress and comments. Eventually, customers will be able to go to the internet, access their project number and locate review status. Comments could be received electronically. Ability to create, access, process, and store forms and documents electronicall are the basic re uirements of a a erless environment Implement On-Line Permitting via Permits Plus Electronic commerce can give citizens the ability to conduct government business instantly and at their own convenience. Implement Citizen Access to Permits Plus Electronic access can give citizens the ability to access data concerning staff re orts, historical data concernin ermittin, etc. Enhance the information · Improved customer service available at the City's Enhanced customer service web site The implementation of these strategies first requires that the City take several steps - steps designed to assess where the City wants to take Permits Plus in the near term (and not focused on its replacement). These steps include the following: · Develop a city-wide approach and strategy for Permits Plus and ensure that all divisions and departments adheres to it; · Develop a vision of the entire Permits Plus solution, then buy products and implement technologies with that vision in mind; and · Form a steering committee to guide the further implementation of Permits Plus. Recommendation: The City should develop a city-wide approach and strategy for Permits Plus and ensure that all divisions and departments adheres to it, then buy products and implement technologies with that vision in mind. Recommendation: Form a steering committee to guide the further implementation of Permits Plus. Matrix Consulting Group Page 95 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 2. IMPLEMENT PERMITS PLUS WORKFLOW. Complex permits often have to be routed to several individuals at various divisions and departments in Santa Monica. Automating the permit process means that the permit will not sit on a desk too long or get misplaced as it is being reviewed. Workflow within Permits Plus allows Santa Monica to automate its routing processes. For example, when Open Space approves or reviews a permit application, these tools automatically route the application to the next functional unit. Workflow tools can route documents either in serial or parallel sequence to eliminate float time, (the time it takes to transfer the document between divisions/departments), automatically notifies divisions/departments of pending work, and automatically makes decisions based on established business rules. Workflow tools can also support communication between the City of Santa Monica and the architect or permit applicant. For example, a construction professional applies for a permit and waits for the results. Traditionally, they cannot begin to resolve problems until the permit application has made its rounds. With an integrated workflow, the construction professional learns about a problem when it is identified by each division or department and can begin to resolve the issue immediately. Through the use of automated routing and standard data exchange formats, construction professionals and Santa Monica can integrate their processes and exchange project-related information in real-time, over the Internet. (There is some risk to the applicant in responding to these corrections piecemeal; corrections could potentially conflict with each other. The consolidation of these corrections was an element of previous improvements. But this was a service that some customers identified as desirable in the Matrix Consulting Group Page 96 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process focus groups.). In implementing workflow for the permit, plan check, and inspection process, the City should take the steps identified below: . Identify workflow coordinators for the various processes such as building permit plan check, discretionary permit plan check, etc. and utilize this group to coordinate the installation of workflow and represent their division or department; . Utilize the group to define workflow details including mapping the permit, plan check, and inspection process; . Managers for the permit, plan check, and inspection process should define timelines for the various permits; and . Test the workflow. Workflow software directs the workflow based upon procedures established by the City and forwards projects and documents to staff for review. It can record personnel assignments and monitor turnaround time. Tracking software follows the project from the initial application to the certificate of occupancy and records when project documents entered the system, how long they took to be processed, and their current standing. Workflow software links the project to the history of the property held in the database. The City needs to fully utilize this aspect of Permits Plus. Recommendation: The City should implement Permits Plus Workflow. Recommendation: The City should utilize Permits Plus Workflow to notify the architect and/or permit applicant about plan check corrections as these corrections are identified by each division or department so that the architect and/or permit applicant begin to resolve the issue immediately, and not at the conclusion of the plan check. Recommendation: The City should utilize Permits Plus Workflow to exchange project-related information in real-time, over the Internet, with the architect and/or permit applicant. Matrix Consulting Group Page 97 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 3. ALL OF THE CITY'S DIVISIONS AND DEPARTMENTS THAT ARE INVOLVED IN THE ISSUANCE OF PERMITS SHOULD UTILIZE PERMITS PLUS TO MEET ALL OF THEIR PERMIT REQUIREMENTS. It is apparent that not all of the divisions and departments involved in the permit, plan check, and inspection process utilize Permits Plus. A number of Microsoft Excel spreadsheets are or have been utilized to track permits. The City has made a significant investment in Permits Plus. Permits Plus is capable of a broad range of tasks including the following: . Plan review tracking; . Permitting including the issuance and tracking of permits; . Inspections scheduling and tracking; . Workflow management; . Fee calculation and collection; . Customer communications through web-based customer services; . Telephone-based voice response services; and . Inter- and intra-departmental communication and management. While the Building and Safety Division, Environment and Public Works Management Department and Fire Prevention Division are utilizing Permits Plus to a large degree, the Planning Division and the Transportation Management Division are not. These two divisions need to utilize Permits Plus for all aspects of the permit, plan check, and inspection process. Recommendation: The Planning Division and the Transportation Management Division should utilize Permits Plus for all aspects of the permit, plan check, and inspection. Matrix Consulting Group Page 98 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Recommendation: Modules, applications and reports should be developed within Permits Plus to support the work of the Planning Division and Transportation Management Division. Recommendation: Training should be provided to the staff of the Planning Division and the Transportation Management Division in the use of Permits Plus. Recommendation: The Information Systems Department should assure that sufficient server capacity is available for the Planning Division and the Transportation Management Division to fully utilize Permits Plus. 4. PLAN CHECK AND PERMIT ANNOTATIONS, CORRECTIONS AND COMMENTS SHOULD BE STORED IN PERMITS PLUS. Once permits are plan checked, annotations and comments can be added to the permitting software, shared among the review team, and forwarded to the applicant. This is an essential element of permitting software: to facilitate collaboration, integration, and cooperation among staff, applicants, architects, and the neighborhoods. Use of Permits Plus for these annotations and comments provides the potential for 24/7 access to staff, applicants, architects, and the neighborhoods. The City is not storing comments and corrections on Permits Plus. These comments and corrections are being stored on a shared drive. All of the divisions and departments that utilize Permits Plus should enter and store their annotations, comments, and conditions in Permits Plus, not on the shared drive. Recommendation: All of the divisions and departments that utilize Permits Plus should enter and store their annotations, comments, and conditions in Permits Plus, not on the shared drive. 5. STAFF REPORTS AND ARCHITECTURAL PLANS SHOULD BE STORED IN PERMITS PLUS. Document management tools within Permits Plus offer the capacity to transform paper documents into digital documents and files, allowing staff to store, manage, and Matrix Consulting Group Page 99 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process access documents and applicants and the public to access these documents using a standard interface - Permits Plus. Using these document management tools, any information associated with the permit process is digital and indexed to the permit application. In addition to the electronic documents that can be stored in Permits Plus, hard copy documents, photos and drawings can be scanned and converted to digital files in Permits Plus. Organizations are beginning to integrate document management tools into their permit processes because this technology improves the linkages between related information and provides a single point of access to multiple sources of permit information. This goal should be accomplished by the City of Santa Monica using a number of approaches. These approaches are presented in the paragraphs below. · All documents created by staff regarding permits, plan checks, and inspections should be archived in Permits Plus so that they can be stored and located more easily and efficiently. Permits Plus has the capacity to store electronic documents (such as those created by Microsoft Word or Excel), legacy documents imaged or scanned from paper or microfiche, and documents and images from databases. In addition, city staff can scan non-electronic documents to add them to the document management database. · The City should scan architectural plans submitted to the City electronically. The City should accomplish this through a document imaging fee (as proposed later in this chapter). This is not an uncommon approach. Other cities and counties have already taken this step. · Architectural Plans that are scanned should be archived in Permits Plus. All plans should be labeled and archived for future reference. There are a number of public agencies that are not only archiving these architectural plans, but also receiving these plans from applicants over the Internet. While the City of Santa Monica has been utilizing Permits Plus for approximately eighteen years, some divisions and departments have not begun to completely utilize the capacity of this software. These divisions need to fully utilize the software before the Matrix Consulting Group Page 100 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process City begins to consider electronic submission of building permit plans. Recommendation: All documents created by staff regarding permits, plan checks, and inspections should be archived in Permits Plus. Recommendation: Architectural plans should be archived in Permits Plus once the permit is finalized. Recommendation: The Information Systems Department should assure that sufficient server capacity is available once the archiving of these plans is initiated. 6. APPLICANTS SHOULD BE PROVIDED WITH THE ABILITY TO OBTAIN SIMPLE BUILDING PERMITS ON-LINE USING PERMITS PLUS. Permits that do not require a plan check, such as single trade permits, often known as over-the-counter permits, are well suited to online permit processing. Similar to e-commerce transactions, such as buying products from a Web site, this activity involves credit card processing and the printing of a permit. On-line processing of permit applications can be as basic as automating only the front-end information collection process or as complete as full automation of the entire over-the-counter permit transaction. At their own personal computer, applicants can apply for a building permit, schedule an inspection, and print the permit and receipt. Credit card payments are secured through the use of encryption technology. Applicants can setup their access so that basic information does not need to be re-entered for multiple transactions. Permits Plus provides the capacity for applicants to complete a permit application via the Internet. Applicants complete online forms and hit a "send" button to transmit the application to the City's permit database. Permits Plus processes, reviews, approves, and stores completed permits. The permit system then generates a permit for the Matrix Consulting Group Page 101 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process applicant. Applicants can pay for permits using a credit card. There are a number of public agencies throughout the United States that are using this capacity within Permits Plus. These cities range from Albany, Oregon to Miami-Dade County, Florida to Alameda, California. The City of Santa Monica should implement this feature within Permits Plus for simple building permits including the full automation of the entire over-the-counter permit transaction. Initially, this would include only single trades permits such as plumbing, mechanical, and electrical permits. Longer-term, this should be expanded to other types of permits such as re-roof permits. Recommendation: The City of Santa Monica should expand the use of Permits Plus to enable applicants for single trade permits to complete a permit application via the Internet involving all of what is now an over-the-counter transaction. 7. THE PUBLIC AND APPLICANTS SHOULD BE PROVIDED WITH ACCESS TO PERMITS PLUS OVER THE INTERNET. Permits Plus provides the capacity for the public and for applicants to access Permits Plus through the Internet. This capacity would make information from the City's permit database accessible via the Internet by permit applicants, residents, and other interested parties. In this instance, the City's Web site would provide a search form where citizens enter a property address or permit number to receive current information on that permit, 24 hours a day, seven days a week, from any computer with Internet access. The City can control the amount of information that is accessible by the public and can limit the amount of users by incorporating password protection, if it chooses to do so. This feature of Permits Plus - a Citizen Access module - should be utilized to Matrix Consulting Group Page 102 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process enable applicants to check the status of their permits. Giving applicants the ability to check the status online reduces telephone and walk-in traffic and allows applicants and city residents to review this information even when City Hall is closed. It should also be utilized to enable citizens to review proposed projects online. By placing information about proposed developments on the Web, citizens have increased opportunity to participate in planning the City of Santa Monica. Overland Park, Kansas, for example, enables citizens to access development activity in their neighborhood through a marriage of their permitting software and geographical information system. The City's Web site contains "What's Happening In My Neighborhood" (http://gis.opkansas.org/website/what_haps/). Built on ArclMS and Tidemark Advantage and e-Connect (Tidemark is a different permit software than what the City of Santa Monica utilizes), the site lets users enter their home address and desired search radius, to retrieve listings of all active Planning Commission cases, special event permits, building permits, and Public Works projects. Users can click on each case number for more detail from the permit system, and click further to send email and comments directly to the case planner for the permit application. Recommendation: The City should utilize Permits Plus to provide the capacity for the public and for applicants to access data in Permits Plus through the Internet. 8. APPLICANTS SHOULD BE ABLE TO ESTIMATE THEIR FEES ON-LINE VIA THE CITY'S WEB SITE. Applicants have a number of desired outcomes of the permit, plan check, and inspection process. One of those outcomes is predictability or "no surprises." One of the "no surprises" that applicants prefer to avoid is finding out about new fees mid-way or late in the process. Matrix Consulting Group Page 103 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The Matrix Consulting Group recommends that the City develop a capacity for applicants to develop an estimate of their fees on-line at the City's Web site. The City of Riverside has done this for their fees including the Fire Department (fire sprinkler, alarm systems, etc.), the Parks and Recreation Department (park impact fees, street tree plan check fee and inspection fee, landscape plan check and inspection fee), Building and Safety fees (plan check and inspection fees), Public Utilities fees including water, and Public Works fees (construction bond for public improvements, plan check fees, inspection fees, impact fees, etc.). Recommendation: The City of Santa Monica should develop the capacity at its Web site for applicants to estimate an estimate of their fees on-line. 9. THE PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENT SHOULD UTILIZE ITS WEB SITE MORE EXTENSIVELY TO COMMUNICATE THE PROCESS AND APPROVALS REQUIRED FOR PERMITS. One of a number of desired outcomes of the permit, plan check, and inspection process is that the process and required approvals for permits are communicated clearly, early, and consistently. This communication demonstrates attentiveness to customer service and support timeliness objectives. Some of the divisions and departments utilize their web site effectively to communicate the process and required approvals for permits. For example, the Fire Department, at its Fire Prevention Plan Review web site, includes information regarding the minimum requirements when submitting fire protection system plans, construction plans, and the like. However, other cities utilize their web site more extensively than does the City to communicate the process and required approvals for permits. A comparison of the Matrix Consulting Group Page 104 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process material included by the City of Pasadena at its Planning Division web site for conditional use permits and variances to the City of Santa Monica is presented in the table below. Explanation Included Pasadena Santa Monica What is a conditional use permit Yes No or variance? What do I need to do to file for an Yes; 1/3 page Yes; 12 pages application for a hearing? Are there fees and what do they Yes No cover? How long does it take to process No No a conditional use permit or variance? What is the process after an Yes No although there is at a application is filed? separate web page a generic portrayal of an application filing process Can the decision be appealed? Yes No How does one file an appeal? Yes No When does the conditional use Yes No perm it or variance become effective? How long is the conditional use Yes No . permit or variance effective? Links to other sites of interest in Yes No the City's web site such as environmental review, relevant portions of the zoning ordinance, e-mail addresses of Planning Division staff, etc. Pdf files containing conditional No No use permit information and application form Information concerning mitigation Yes, but it is not linked to the No and condition monitoring web page for the conditional use permit or variance The City of Santa Monica should utilize its web site to provide handouts and guides that discuss all of the difficult/confusing subjects that face permit applicants in the City. The web site should include: · Permit application instructions by type of application. This should include intake checklists by type of application that specify all of the materials required by all of the divisions and departments to achieve a complete submittal. Matrix Consulting Group Page 105 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The permit application forms including all of the permits issued by Planning, Building and Safety, Transportation Management, Engineering, etc. · Environmental impact assessment information including when is a project exempt, the initial study, negative declarations including an environmental impact questionnaire and application. · Design guidelines including guidelines for signs. · Guidelines for the review of applications by Transportation Management including traffic impact and parking analysis including traffic significance thresholds and standards. There are a number of "good" models that the City of Santa Monica could utilize such as the City of Pasadena. Recommendation: The City should utilize its web site more extensively to provide handouts and guides that discuss all of the difficult/confusing subjects that face permit applicants in the City. 10. THE CITY SHOULD CHARGE A DOCUMENT IMAGING FEE FOR ITS PERMITS. The permit and plan check processes of any city generate a significant amount of paper including the permits, plans, plan check comments, etc. Some of this is generated by the City and can be electronically stored in Permits Plus. The applicant, however, generates other documents. The City has been attempting to scan some of these documents. The Building and Safety Division has been the most successful in accomplishing scanning of these documents, but it has not been consistent in this Division or in other divisions or departments. Other cities have begun to charge a document imaging fee to provide consistent funding for scanning of these documents. For example: · The City of San Clemente charges an imaging fee that ranges from $26 for minor use permits to $53 for tentative tract maps as well as fees for building permit plans; and Matrix Consulting Group Page 106 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The City of Fullerton charges a document imaging fee that amounts to $76 per item or $33 per item if the planning fee is less than $1,000. The Planning and Community Development Department should develop a proposal for consideration of the City Council for a document imaging fee. This fee should be charged for all types of permits and plan checks. The revenue should be utilized to contract with a firm to scan and index these documents on behalf of the City, and to pay the costs of overtime for City staff to cull through the files, plans, and permits before scanning to assure that duplicates and other unessential documents are not scanned. Recommendation: The Planning and Community Development Department should develop a proposal for City Council consideration for a document imaging fee for permits and plan checks. 11. THE INFORMATION SYSTEMS DEPARTMENT SHOULD PROVIDE STAFF SUPPORT IN THE IMPLEMENTATION OF THE TECHNOLOGY RECOMMENDATIONS. Technology is taking central stage in many communities in enhancing public service and public access to information concerning their community. An essential element of improving the permit, plan check, inspection and code enforcement process is the enhancement of the technology for this process. The support of the Information Systems Department is a critical enabler of these improvements. Recommendation: The Information Systems Department should provide staff support in the implementation of the technology recommendations contained within this report. Matrix Consulting Group Page 107 6. ANALYSIS OF POLICIES, PLANS AND ORDINANCES CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 6. ANALYSIS OF POLICIES, PLANS AND ORDINANCES This chapter presents an assessment of the City's policies, plans and ordinances that guide the development of the City of Santa Monica and the capacity of the Planning and Community Development Department to maintain, update, and implement these policies, plans and ordinances. This includes an assessment of the following: · The ability of the Planning and Community Development Department to maintain and update the City's land use policies and general plan; · The adequacy of the zoning ordinance; and · The adequacy of the work program as a tool for planning the work of staff in maintaining and updating the City's land use policies and general plan. Generally, planning has two distinct functions. One of the two functions is the development, maintenance, updating and implementation of policies, plan and ordinances that act as a guide for the development of the City. The second function is plan check and inspection of permits in accordance with these policies, plan and ordinances. Presently, the Planning Division primarily plan checks and inspects permits. The second function - the development, maintenance, updating and implementation of policies, plan and ordinances that act as a guide for the development of the City - is not occurring. The consequence is that the policies, plan and ordinances need, in large measure, to be updated. 1. THE CITY'S ZONING ORDINANCE SHOULD BE COMPREHENSIVELY UPDATED, REORGANIZED, REWRITTEN, AND IllUSTRATED. Crawford Multari & Clark Associates, a subcontractor to the Matrix Consulting Group, reviewed the City's Zoning Ordinance as revised in June 2003. The purpose of Matrix Consulting Group Page 108 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process this review was to identify shortcomings and opportunities for refinement. The focus of this review was to document usability and clarity, rather than an analysis of the effectiveness of its development standards in producing the desired character and quality of development. Successful municipal zoning regulations must ensure that a community obtains the type, character, and quality of development it desires by: · Providing standards that adequately and precisely define acceptable development types, character and quality. In other words, the standards should allow the land uses and site development, the building types, form, and mass that the City wants, where the City wants them, and prevent those that the City does not want. · Presenting standards in a manner that clearly and unambiguously communicates City requirements and expectations to all Zoning Ordinance users. Those users range from architects, contractors, and applicants, to City staff and decision-makers responsible for administering the Zoning Ordinance, to citizens interested in the basis for City land use and development decisions and how specific property within the city may be used. The standards should be organized and presented in a logical and intuitive sequence, written in clear, simple language, and illustrated wherever images may assist in explaining and/or understanding technical concepts. · Configuring efficient and effective procedures for the City's review, and approval or disapproval of proposed development and new land uses. The procedures must allow the City to efficiently determine the extent of project compliance with applicable requirements, allow prompt decisions for approval or disapproval while ensuring thoroughness and quality in the review process, and effectively balance the competing objectives of certainty and flexibility in the administration of Zoning Ordinance standards. A Zoning Ordinance that does not reflect the above principles is likely to be difficult to understand, use; and administer. The type, character, and quality of the development that is allowed or emerges from the public review process under such a zoning ordinance is likely to be of inconsistent quality, controversial, and/or disliked by significant segments of the community. And both the public and applicant perception of Matrix Consulting Group Page 109 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process the development review process, and development decisions rendered under such a zoning ordinance are likely to be that the process is arbitrary, unpredictable, and excessively time consuming. The following sections review various components of the current City Zoning Ordinance in terms of the above principles, and provide recommendations on how the City may choose to pursue changes to the Zoning Ordinance. (1) Overview of Zoning Ordinance The City of Santa Monica Zoning Ordinance, as of its July 2003 revision, includes Article 9 (Planning and Zoning) of the Santa Monica Municipal Code. Article 9 consists of 14 chapters, which include, in addition to the City's zoning regulations, provisions for transportation management, subdivision regulations, procedures for Master Plans, the City's inclusionary housing program, procedures for Architectural Review (including the establishment of the City's Architectural Review Board), landmark and historic district preservation, adult entertainment uses, the City's Sign Code, and others. As printed by the City for public distribution, the Zoning Ordinance also includes 16 pages of introductory information intended to help inexperienced users understand the development review process in Santa Monica, how to use the Zoning Ordinance, and where to obtain City regulations in addition to the Zoning Ordinance that affect allowable land uses and development. The comprehensive scope of Article 9 content suggests that it may more appropriately be titled "Development Code," or "Land Use and Development Code," rather than simply "Planning and Zoning," or the "Comprehensive Land Use and Zoning Ordinance," as the document refers to itself in various places. Matrix Consulting Group Page 110 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The materials necessary for the City's administration of the Zoning Ordinance also include over 100 pages providing 34 "Planning Interpretations and City Attorney Opinions." The interpretations and opinions cover a wide range of the topics within the Zoning Ordinance, most recently, the abandonment of a non-conforming use. The Zoning Ordinance provisions date back to 1987. (2) Issues Regarding the Zoning Ordinance The following discussion identifies issues with the usability and effectiveness of the current Zoning Ordinance, and provides recommendations for changes to the current provisions. The obvious conclusion to be drawn from the comments and recommendations is that the Zoning Ordinance should be comprehensively reorganized, rewritten, and illustrated as suggested below, and as outlined in the first exhibit presented at the end of this chapter. (2.1) Organization, Codification, and Format The codification system for numbering chapters, subchapters, parts, and sections within Article 9 is unnecessarily cumbersome. The overall organization of Article 9 is counter-intuitive, and potentially confusing. · Most of the regulations within Article 9 are grouped under Chapter 9.04, which is over 130 pages, while the remaining 13 chapters occupy less than half as many pages. This disproportionate distribution of Zoning Ordinance topics among the chapters has resulted in Chapter 9.04 needing extended section numbers (e.g., 9.04.02.030.190, etc.), which are complicated to cite in writing or orally, and therefore easy to cite in error. Most zoning ordinances instead use a seven-digit coding system (e.g., 19.10.020, etc.) that provides section numbers that are easier to work with. Article 9 could be reorganized and renumbered with all the current content so that no extended section numbers are necessary. An alternative outline for Article 9 is suggested in the first exhibit presented at the end of this chapter. Matrix Consulting Group Page 111 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The sequence of subchapters and sections within Chapter 9.04 and the sequence of Chapters in Article 9 are not organized in a logical sequence.:, The overall organization of a Zoning Ordinance and the internal structure of chapters should be organized to reflect the sequence in which code users most commonly need to find specific information. A primary question to ask in deciding how to organize a Zoning Ordinance is "Where will users most intuitively expect to find specific information?" People working with zoning codes tend to be interested in first finding whether particular land uses are allowed in particular zones, then the regulations and standards that apply to the design and development of a use, and finally the details of the required approval process. The code should be organized to reflect these procedural sequences and the order in which decisions about the applicability of provisions must be made. Some examples of how the current Zoning Ordinance does not have its provisions organized in logical sequence include the following. The placement of the definitions of technical terms and phrases at the beginning of the document. This is an obsolete Zoning Ordinance organizational approach, implying that Zoning Ordinance users will read the definitions before any other text; which is rarely the case. Because a Zoning Ordinance is a reference work, most users would intuitively expect its glossary to be at the end of the document, to be reviewed when specific interpretive questions come up. Standards for specific land use types are scattered in several locations within the Zoning Ordinance, and there are no cross references from the zoning district allowable use lists to alert an inexperienced user that the specific rules exist. For example, standards for "Homeless shelters" and "Senior group housing" are in Subchapter 9.04.10, but standards for "Senior group housing" and "Shelter for the homeless" are also in Subchapter 9.04.12. And in the case of senior group housing, the standards in the two separate sections conflict (one sets a minimum age of 60 while the other sets the age at 62). · The two-column format of the Zoning Ordinance provides insufficient individual column width to allow consolidating related information into a single section with subordinate subsections with adequate indents for readability. The following two examples show the limitations of both the two- column format, and the current system for outlining sections and subsections. The current system outlines sections and subsections in the following format (from Zoning Ordinance page 430B the actual text is omitted from this example): 9.04.08.16.060 (a) (b) Matrix Consulting Group Page 112 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (c) (1 ) (d) (e) (1 ) (2) As can be seen above, the absence of indents in subsection identifiers makes it difficult to track which provisions are subordinate to others. A more readable format that would also accommodate amendments more effectively would be the following, but it cannot be accommodated in a two-column page layout because the indents would eventually create an excessively narrow column. 9.40.080 A. 1. (a) (1 ) Revising the Zoning Ordinance page to employ a single-column page layout throughout would not only accommodate a more readable outlining system, but would also more easily accommodate the placement of graphics within the Zoning Ordinance text. · The writing within the Zoning Ordinance is complex and legalistic. Sentences and paragraphs are generally too long to be easily understood. The Zoning Ordinance should instead be organized into tables whenever possible, and long, dense subsections should be broken down into shorter paragraphs. · The Zoning Ordinance is characterized by complex quantitative standards for development project design, which are otten presented in lengthy paragraph form. This requires repeatedly re-reading provisions to attempt understanding them. There are numerous instances where complicated development standards could be more easily understood with an accompanying illustration. It is also possible that the exercise of illustrating a development standard may reveal problems or shortcomings with the standard itself, highlighting provisions that may need to be refined to achieve their intended effect. (2.2) Zoning Districts and Standards Zoning districts are the mechanism for applying land use and development regulations to property throughout the city and differentiating areas of the city in terms of Matrix Consulting Group Page 113 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process allowable land uses, and the regulations that define the form and character of desired development. In most zoning codes, the differentiation is primarily in the distribution of land use types throughout the city, with an emphasis on segregating similar uses into zones that limit the potential mixture of uses, and with the only attention to form being through setback requirements, height limits, floor area ratios, and site coverage limitations. · The City's Zoning Ordinance uses what would otherwise be an excessive number of primary and overlay zones in a city this size (over 30), to address fine-grained urban form and design details in many discrete neighborhoods and non-residential areas. The problem with this approach is that dense language, the limited use of tables, the absence of illustrations, and the document's other formatting limitations cited above make the detailed zoning district standards difficult to understand and apply. As an alternative, the current zoning district provisions could be consolidated into tables where appropriate, illustrated, and equally importantly, supplemented with more graphic standards for how proposed structures must address their streets, coupled with including the City's streetscape standards in the Zoning Ordinance. This "form-based" approach would more clearly present the City's intentions for the form and character of its streets, highlighting pedestrian-oriented areas, and more reliably ensure that regulations for individual projects will produce buildings that effectively relate to adjacent structures, and those across the street, to shape the public space of the street as the City desires. · A second major issue with the zoning district is the approach used to identify and differentiate the land use types allowed by zone. For each zone, the Zoning Ordinance provides separate lists of permitted uses, uses subject to a use permit, conditionally permitted uses and, in some cases, prohibited uses. Some use types are defined in the glossary ("general retail") while others are not ("specialty retail," "small appliance stores"). Some use types appear to overlap with ones allowed in different zones, but because all use types are not defined, it is not possible to determine whether the uses are different (for example, the C6 zone allows "photocopy shops," which are defined, and the CM zone allows "print or publishing shops," which are not defined). The use types listed range from very specific ("cleaners"), to generic ("general retail," "cultural facilities"). Some zones provide a list of permitted uses that include uses allowed in another zone, requiring a user to refer to two zoning district sections to determine the full extent of use types allowed (see 9.04.08.28.020(b)(1 )). The Zoning Ordinance notes that the types of uses listed Matrix Consulting Group Page 114 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process are based on the Standard Industrial Classification (SIC) Manual of 1972, and that the SIC is to be used "to classify similar uses not specifically listed or classified in this Chapter." (Zoning Ordinance Section 9.04.06.050.) Overall, this also is an obsolete approach to Zoning Ordinance drafting. In most cases, it is not useful to provide extensive lists of allowable land use types because many listed uses will have similar performance and compatibility issues. And in some zones, if the form and design of a building are "correct," there may be less concern about the use of the building. A more effective approach to listing permitted and conditional land uses is to: Rely on generic types as much as possible (e.g., "general retail"); List more specific use types only where the City has particular concerns about compatibility or other performance issues such as traffic, or economic development objectives for particular areas of the city; Include a definition of each use type in the Zoning Ordinance glossary that identifies the overall nature and performance of the use, and includes several examples of the specific uses that are included under the generic type; and Organize the use types into tables that cover groups of zones, so that each use type can be listed only once for each group of zones, and the user can readily determine from the table which uses are permitted, which are conditional, and which are not allowed in a particular zone. The first exhibit presented at the end of this chapter presents a sample land use table from another community that illustrates the above suggestions. · Development standards. A final, and key question regarding the standards of the Zoning Ordinance is whether they "work," in terms of producing the character and quality of development that the City wants. While analysis to answer that question is beyond the scope of this report, an approach to evaluating the effectiveness of current development standards is suggested below, under "Updating the Zoning Ordinance." (3) The Planning and Community Development Department Should Institute a Policy of Incorporating Interpretations into the Zoning Ordinance as Soon as Practical After the Issuance of the Interpretation. In general, the fact that a City maintains an extensive collection of interpretations printed and organized separately from the Zoning Ordinance means that there is no institutional commitment to the effective maintenance of the Zoning Ordinance. Matrix Consulting Group Page 115 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Each event of an official interpretation indicates that the applicable code provision is either unclear, or inadequately addresses a regulatory issue. In both instances an interpretation should be used only as interim support for daily Zoning Ordinance administration until a prompt "cleanup" amendment can be processed. Although in Santa Monica's case there have been numerous Zoning Ordinance amendments since the earliest interpretation in the collection, the amendments have, for some reason, not eliminated the need for the interpretations to be separately maintained. The City should institute a policy of incorporating interpretations into the Zoning Ordinance as soon as practical after the issuance of the interpretation. (4) The Zoning Ordinance Should Be Comprehensively Updated, Reorganized, and Illustrated. A comprehensive Zoning Ordinance update is necessary. The scope of substantive changes should be defined through several means, each of which will contribute important additional insights into the adequacies and inadequacies of the existing Zoning Ordinance. · First, regular users of the code should be consulted for input about their experiences working with the current standards and procedures. This feedback can provide valuable perspectives on how users with different objectives experience the effectiveness, clarity, and ease of use of the current code. These participants should include: staff who administer the existing provisions; decision-makers; project designers, developers and other zoning permit applicants; and the general public. · A thorough, multi-part analysis should then examine the details of the Zoning Ordinance. One part of the analysis should review the current code in relation to the policies of the general plan, current state law and case law requirements. This review will determine whether all applicable plan policies and legal requirements are effectively addressed by the current code. The analysis should also evaluate current Zoning Ordinance provisions by comparing them with a sample of existing development projects. The projects should be chosen to represent both those regarded by the community as Matrix Consulting Group Page 116 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process desirable and successful, and others that are generally seen as undesirable, no longer appropriate, or otherwise problematic. This component of the analysis will highlight current standards that have been ineffective in producing desirable development, and also those that are working well. · Finally, because a Zoning Ordinance update for Santa Monica will deal almost entirely with new or revised standards for infill development within existing neighborhoods, the analysis should include a detailed inventory of existing conditions within the areas to be affected. The "existing conditions" should include the quantifiable features of existing development that define neighborhood character. An example of this would be where a City intends to reconsider its building setback requirements and height limits as they affect an existing neighborhood, or where citizens have noted that new homes in an older area are insensitive to neighborhood character. In this case, the inventory should measure, document, and analyze existing development to identify the "on-the-ground" patterns and rhythms of street setbacks, separations between buildings, and heights from one lot to the next; or at least should document those features from a sample of representative lots within the neighborhood. Then, as new standards are considered, their effectiveness in replicating existing neighborhood character, and hence their desirability, can be assessed. The results of the above analysis should provide an understanding of: . How well existing zoning requirements are working; . Whether new land use issues have emerged in the community that are not addressed by existing requirements and need new standards; and . What existing standards and procedures need to be changed, augmented, or discarded. The actual revision work can then begin. A variety of resources can then be drawn upon to provide source material for revisions. These include: · Reviewing the zoning codes of other communities; · Using zoning consultants experienced in drafting standards to address local issues that have not been covered by other communities; and · Taking advantage of insights and inputs from City staff on how to address land use regulatory issues in ways that will work within the community's social and political framework. Matrix Consulting Group Page 117 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (5) Staff of the Planning Division Supported the Comprehensive Update, Rewrite, and Illustration of the Zoning Ordinance. Staff of the Planning and Community Development Department supported the need for this comprehensive update of the Zoning Ordinance in the employee questionnaire. Representative comments received regarding the adequacy of the zoning ordinance are presented below. · "Too many internal code contradictions. Code does not provide solutions for new situations and emerging trends and technology. Code does not cross-reference. Very hard to use." · "Development standards do not prevent hideous design in single-family zones." · "Change the Zoning Ordinance! This is the root of the permitting process collapse. The current zoning ordinance is near impossible to follow - it is definitely not user friendly. The material is confusing and typically requires an interpretation by a senior planner or the planning manager. We shouldn't have to reference up to 10 different sections to devise an answer. The frustration results in loss of qualified staff." · "Most Code interpretations are not written down, you try and find the planner who has been here the longest. Some people interpret things in different ways, but you don't know they are different (typical problem: see pedestrian orientations standards: is it 50% of 70% or is it 50% of total linear frontage?)" · "Our code is badly organized and it is impossible to glean simple information from the way it is displayed on the web, such as, are day spas permitted in the RVC Zone? I challenge you to figure that out." · "Simplify the zoning ordinance." · "Fix the zoning ordinance." · "Re-write, update and revise the Zoning Ordinance for more clarity and simplicity. Raise thresholds for Environmental Reviews." · "Make clear the goals and intentions in the Zoning Ordinances and produce new design guidelines that makes those goals and intentions clear." · "Improve unclear regulations." Matrix Consulting Group Page 118 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · "Code changes that allow some flexibility (e.g., a few inches shy of a setback or dimension and you don't have to tear down a wall.)" There are a number of reasons to update the zoning ordinance. An important reason for developing a Zoning Ordinance that is easy for the public to use is that it will enhance compliance with the City's laws and regulations. Another major reason is that they will be easier to understand and enforce by Planning Commissions, Planning Division staff, and Code Compliance Officers. (3) While the Zoning Ordinance Is Being Updated, the City Council Should Not Authorize Interim Ordinances or Zoning Amendments. Over the past several years, the City of Santa Monica has adopted numerous interim ordinances to the zoning ordinance. These include such example interim ordinances as the following: · An interim ordinance modifying development standards in the RVC District (September 2000); · An interim ordinance extending modifications to the development standards and building height projections for projects in the R2 and R4 multiple-family residential districts (June 2000); · An interim ordinance extending modifications to development standards, uses subject to performance standards permit, uses subject to a use permit prohibited uses, and the development review threshold within the C2 neighborhood commercial district (June 2000); · An interim ordinance extending and amending the construction rate program for multi-family districts and the design compatibility permit requirement for the development of condominiums and other multiple family housing (August 2000); · An interim ordinance extending modifications to development review thresholds in the RVC residential visitor, BCD, C2, C4, C6, CM, CP, M1, and LMSD districts to 7,500 square feet (February 2001); · An interim ordinance extending the moratorium on new or expanded retail uses on the ground floor of the Third Street Promenade with limited exceptions (January 2002); and Matrix Consulting Group Page 119 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · An interim ordinance extending modifications to the development standards for parcels in the R-1 districts located in the Sunset Park and North of Wilshire neighborhoods (March 2003). These are examples, and are not a comprehensive listing of interim ordinances. There were approximately seven interim ordinances adopted in 2002 and another seven interim ordinances adopted in 2003. This suggests that the zoning ordinance is out-of- date, but, more importantly, is not effectively responding to the needs of the various communities within Santa Monica. This is just another indication that the zoning ordinance needs to be comprehensively updates, reorganized, and illustrated. However, the extent of interim ordinances makes it extremely difficult for staff, architects, and the residents of the City to understand and administer the zoning regulations. While the City is in the process of updating the zoning ordinance, the City Council should not authorize additional interim ordinances or zoning amendments. Such additional interim ordinances or zoning amendments would only serve to further confuse existing regulations and make the update a moving target. Recommendation: The Zoning Ordinance should be comprehensively updated, reorganized, and illustrated. Recommendation: While the zoning ordinance is being updated, the City Council should not authorize interim ordinances or zoning amendments. Recommendation: The Planning and Community Development Department should institute a policy of incorporating interpretations into the zoning ordinance as soon as practical after the issuance of the interpretation. 2. THE LAND USE ELEMENT AND THE CIRCULATION ELEMENT SHOULD BE UPDATED. Pursuant to California Government Code Section 65103, the Planning Division of the City of Santa Monica is required to perform all of the following functions: Matrix Consulting Group Page 120 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Prepare, periodically review, and revise, as necessary, the general plan; · Implement the general plan through actions including, but not limited to, the administration of specific plans and zoning and subdivision ordinances; · Annually review the capital improvements program of the city and the local public works projects of other local agencies for their consistency with the general plan, pursuant to Article 7 of the Government Code (commencing with Section 65400); · Endeavor to promote public interest in, comment on, and understanding of the general plan and regulations relating to it; · Consult and advise with public officials and agencies, public utility companies, civic, educational, professional, and other organizations, and the general public concerning implementation of the general plan; · Promote the coordination of local plans and programs with the plans and programs of other public agencies; and · Perform other functions as the City Council provides, including conducting studies and preparing plans other than those required or authorized by Title 7 of the Government Code. After the City Council has adopted all or part of a general plan, California Government Code Section 65400 requires the planning agency to do both of the following: · Investigate and make recommendations to the City Council regarding reasonable and practical means for implementing the general plan or elements of the general plan so that it will serve as an effective guide for orderly growth and development, preservation and conservation of open-space land and natural resources, and efficient expenditure of public funds relating to the subjects addressed in the general plan; and · Provide an annual report to the City Council, the Office of Planning and Research, and the Department of Housing and Community Development on the status of the plan and progress in its implementation, including the progress in meeting the jurisdiction's share of regional housing needs determined pursuant to California Government Code Section 65584 and local efforts to remove governmental constraints to the maintenance, improvement, and development of housing pursuant to paragraph (3) of subdivision (c) of California Government Code Section 65583. Matrix Consulting Group Page 121 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Although there are no clear statutory guidelines in California Government Code Section 65103 on updating general plans (except the Housing Element), a comprehensive update of the elements no less than once every ten years is recommended. This recognizes that the General Plan is not static, but rather a dynamic and multi-faceted document, which defines and addresses the changing needs of the community. It is also based on an ongoing assessment and understanding of existing and projected community needs. The City's land use element has not been updated since 1984. The circulation element has not been updated since 1984. These two documents need to be updated in the next twenty-four to thirty-six months. Recommendation: The land use and the circulation elements should be updated in the next twenty-four to thirty-six months. 3. FOUR STAFF SHOULD BE ALLOCATED TO THE ADVANCED PLANNING SECTION. The Planning Division, under its current circumstances, is unable to maintain and update the general plan, let alone address other advanced planning priorities, such as the development of a wider array of design guidelines, the development of specific plans for the unique communities in the City, etc. This is attributable to the amount of staff hours allocated to advanced planning by the Division; it just is not enough. In the fifteen-month period from July 2002 to October 2003, the Planning Division allocated an average of 83 hours each month to "policy and advanced planning." This is the equivalent of a little more than one-half staff year. This is far less than the cities that were benchmarked as part of this analysis. For example: Matrix Consulting Group Page 122 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The City of Palo Alto allocates 11 staff to advanced planning for a community with approximately 59,000 population; · The City of Pasadena allocates 10 planners and two support staff to advanced planning for a community with approximately 134,000 population; and · The City of Huntington Beach allocates 4 staff to advanced planning for a community of approximately 190,000. In comparison, Santa Monica with a 2000 census population of 84,000 allocates the equivalent of 0.5 staff to advanced planning. These other communities have chosen to provide a higher level of service to advanced planning than has the City of Santa Monica. There are, however, consequences for the level of service that the City has chosen. These include an inability to update and maintain its general plan and an inability to update and maintain the zoning ordinance. The chapter regarding the proposed plan of organization recommended the allocation of a Principal Planner as the manager of Advanced Planning. In addition, three other staff should be allocated to Advanced Planning: a Senior Planner and two Associate Planners. This reallocation of staff can only be made if the City reengineers the permit and plan check process, streamlining staff reports submitted to the Architectural Review Board and Planning Commission, reducing the level of detailed reviews required by the Planning Commission and ARB, eliminating the attendance of the Assistant and Associate Planners attendance at Planning Commission and City Council meetings, rewriting the zoning ordinance, eliminating the responsibility of staff in the Planning Division for functioning as project managers for building permit plans, etc. Without such Matrix Consulting Group Page 123 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process reengineering, the workload of the Planning Division will not enable the reallocation of these staff to advanced planning. Recommendation: Four staff should be allocated to the Advanced Planning Section in the Planning Division if selected aspects of the discretionary and administrative permit process are simplified and streamlined. Otherwise, the City should authorize four additional professional planning staff to establish a meaningful advanced planning capacity for the City. 4. THE PROJECT MANAGEMENT FOR ADVANCED PLANNING SHOULD BE IMPROVED. There are a number of challenges that will face the Planning Division over the next several years as it regards its land use policies. These include such challenges as updating the land use and circulation elements, updating the zoning ordinance, updating the conservation element among others. These will represent challenges for that staff allocated to Advanced Planning. This will clearly require additional staffing over the next several years to address these challenges, beyond that allocated previously. As this level of staffing is expanded, the project management for advanced planning should be enhanced to better control its current workload and to ensure completion of high quality products in a predictable and timely manner. At present, while there is a Gantt chart of sorts for the Workload Priorities, some of these projects such as the Circulation Element and the Conservation Element have been in these Workload Priorities for at least five years. The Planning Division needs to systematically assess and manage the proposed and existing Advanced Planning Workload Priorities based on the following elements: · Preparation of a project budget including staff and consulting costs; · Definition of the project, including its scope, staff resources required, project costs, and project priority; Matrix Consulting Group Page 124 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Establishment of plans and schedules of each project to determine that tasks are to be performed internally and by consultants, as well as the start, end and milestone dates; · Monitoring and reporting the progress against each element of the schedule for each project; · Development of a system to alert top management to cost, schedule, and other difficulties and unusual circumstances encountered during the course of the project; · Management of the staff and consulting resources involved in the project in order to adjust to changes in priorities and project mixes as well as to enable completion of the project on schedule and within budget; and · Management and coordination of the interfaces needed to complete the project. Underlying all of these principals is management accountability within the Planning Division to ensure these advanced planning projects are accomplished on schedule and within budget. (1) The Responsibilities for Management of Advanced Planning Projects Needs to Be Clarified. The responsibility for managing the advanced planning projects need to be clearly defined as belonging to the proposed Principal Planner position within the Advanced Planning Section. These responsibilities need to be identified in detail, and the Principal Planner held accountable for their delivery. These requirements are described in the text below and in the second exhibit following this chapter. · Planning and Organizing the Advanced Planning Work Program. Planning of the advanced planning projects is essential to the development of a workable approach to completing these projects on schedule and within budget. Key development requirements for management of the process include the definition of each advanced planning project through the completion of a project work plan, preparation of a detailed schedule for each project (using Microsoft Project); the preparation of a two-year schedule for the Advanced Planning work program; the projection of staffing requirements to handle planned, prioritized projects; and the Matrix Consulting Group Page 125 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process "leveling" of these staffing requirements to assure the work does not exceed staff capacity. · Project Monitoring and Reporting. The project manager for each advanced planning project should be required to assess and report the financial and scheduling status of each project. The project manager should be able to report meaningful information in these status reports. Variances from the planned budget and schedule should be reported via this report as well. · Management of Advanced Planning Work Program Resources. Management of the Advanced Planning Work Program process is as much concerned with keeping the project moving after it has started as it is with planning. Management of resources proceeds directly out of the variances identified in the monitoring and reporting phase, and the project manager is concerned with correcting these variances. Key system requirements include defining within the monthly report the steps that need to be taken to restore projects back to schedule, and alerting top management when projects will not be completed on schedule. Although the specific duties and responsibilities are defined in the second exhibit, general goals and objectives for each of the positions within the Planning Division and the Advanced Planning Section are presented below: · The Principal Planner of the Advanced Planning Section should be held accountable for delivering advanced planning projects on schedule and within budget, and for managing the advanced planning work program process, including planning and scoping of all projects. This should recognize that budgets may need to be adjusted to provide additional opportunities for community input and that of the Planning Commission and City Council. It is difficult to anticipate during project planning the extent of input that may be necessary. · The staff within the Advanced Planning Section that are assigned as project managers should be held accountable for the effectiveness of the project management of advanced planning projects to which they have been assigned. Further, they should be held accountable for monitoring the planned versus actual schedule and budget for their assigned projects, including: Implementing initiatives to accomplish assigned advanced planning projects on schedule and within budget; Working with management of the Planning Division to define and secure the staff resources needed for the project; Assuring that all project plans and schedules are defined as part of the planning and scoping of a advanced planning project prior to commencement of the project; Matrix Consulting Group Page 126 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Monitoring and reporting progress and problems in meeting advanced planning project plans and schedules; and Managing and coordinating interfaces between various staff of the Advanced Planning Section and other divisions and/or departments in the City. The individual project manager from the beginning of the project to its final conclusion should fulfill the responsibilities listed above. This is a concept of "cradle to grave" project. The assignment of the responsibility for planning and scoping of an advanced planning project is essential to the completion of these projects on time and in budget. (2) A Project Work Plan Should Be Prepared Prior to the Initiation of Each Major Advanced Planning Project. At the inception of a advanced planning the complexity of an advanced planning project may not be fully understood. For example, the initial request may be for a zoning ordinance amendment that presents legal or policy issues. If potential project issues are identified early, the Planning Manager can determine whether alternatives need to be developed to achieve the desired result. If the project is added to the work program without an adequate definition of the issues, the estimated time requirements are likely to be understated. A project work plan should be prepared for each major advanced planning project before that project commences. A major project (would be one that involves more than 80 hours of staff effort. This project work plan is, in essence, a scoping document. The Planning Division should not initiate an advanced planning project until this scoping document has been developed. The project work plan should include the components enumerated below. · The project title; Matrix Consulting Group Page 127 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . A general project description including a narrative summary description of the project; . The project objectives; . The planning process that would be utilized (such as the tasks and activities involved in the study startup, data collection an analysis, development of study alternatives, environmental assessment, and final study report); . The study data needs and sources (maps, soil studies, etc.); . A budget covering the project management or Planning Division staffing including the staff costs, consulting costs and other related costs such as traffic analysis, environmental impact report preparation, etc.; . The responsibility for completing the various components of the advanced planning project including the manager, supervisor or lead worker, and planning staff; . The extent of coordination necessary, listing the inter-agency coordination by outside agency with whom coordination will be required in the completion of the advanced planning project, the nature of the coordination, and the key contacts; The preliminary schedule for completing the advanced planning project; . . A document control procedure and record-keeping system including contract documents; . Project team organizational structure and staffing levels required throughout the advanced planning project, including the estimated staffing required in terms of person hours required for each task; and . Community relation and public information requirements including public hearings or meetings and how the public will be informed and involved in the advanced planning project and informed about the progress of the project. A project work plan should be completed before commencement of each major advanced planning project. It should be reviewed with the Planning Commission and the City Council prior to the commencement of the project. Matrix Consulting Group Page 128 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (3) A Quarterly Report Should Be Prepared Reporting Progress Against the Project Work Plan. The Planning Division should prepare a quarterly narrative statement regarding each advanced planning project no later than the fifth working day of the month. The following information should be included in this status report. · The advanced planning project name; · The project manager assigned to the project; · A comparison of actual project costs to date versus planned including Budget for the project including staff costs, consultant costs, and other related costs; Project expenditures to date separately identifying staff expenditures from consulting expenditures; · A comparison of actual project schedule to date versus planned including: The date the advanced planning project was scheduled to begin and actually begun; The current status of the project containing explanations such as 30% complete. These should be simple reports. The reports should be published quarterly, on- line on the Internet. (4) The Planning Division Should Utilize the Payroll System to Capture the Staff Costs Associated with Advanced Planning Projects. The payroll system should be utilized by the Planning Division to capture the staff hours allocated to each advanced planning project. The intent of this system is to identify the actual staff hours allocated to a project versus the planned staff hours. The payroll system is capable of meeting this requirement through work orders. Matrix Consulting Group Page 129 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (5) A Final Report Should Be Prepared on Completion of an Advanced Planning Project. Without a formal analysis and distribution for review, the mistakes and weaknesses of one project will almost certainly be repeated on others. The final report should focus on analyzing the completed project. At the completion of the project, the project manager assigned to the project should complete a final report including: · Project name, and a description of the project; · Costs - planned versus actual with an identification of reasons for the variances; · The staff hours allocated to the project - planned versus actual; · The schedule for completion of the project - planned versus actual; · Whether the project at completion met the expectations of the community, the appropriate Boards and Commissions and City Council; and · Comments and discussion regarding the project as necessary including unusual conditions encountered during the project. Recommendation: The project management for advanced planning should be improved. Matrix Consulting Group Page 130 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 15 Example of land Use Table ARTICLE 2 CHAPTER 2.20 - URBAN STANDARDS - ALLOWABLE LAND USES P Permitted Use, Zoning Clearance required MUP Minor Use Permit required UP Use Permit required S Permit requirement set by Specific Use Regulations Use not allowed TABLE 2.3 - Allowed Land Uses and Permit Requirements for Corridors PERMIT REQUIRED BY ZONE LAND USE TYPE (1) CAZ CFB Specific Use Regulations RETAIL SALES Auto and vehicle sales and rental - - - MUP - Bar/tavern UP - UP UP UP Building and landscape materials sales - - - - MUP - Outdoor Furniture, furnishings and appliance store - - - MUP - General retail, except with any of the following P - P P P features Alcoholic beverage sales MUP - MUP MUP MUP Drive-through facilities - - - MUP - Floor area over 50,000 sf - - - MUP - On-site production of items sold MUP - MUP MUP MUP Operating between 9:00 pm and 7:00 am MUP - MUP MUP MUP Selling used merchandise - - - MUP - Groceries, specialty foods P - P P P Floor area over 50,000 sf - - MUP MUP - Neighborhood market P - P P P Night club - - UP UP - Outdoor displays and sales - - - MUP - Restaurant, cafe, coffee shop P - P P P Service station - - UP UP - SERVICES. BUSINESS, FINANCIAL, PROFESSIONAL ATM P - P P P Bank, financial services P - P P P Business support service P - P P P Medical services - Clinic, urgent care MUP - MUP - MUP Medical services - Doctor office P - P - P Medical services - Extended care MUP MUP - - MUP Office - Accessory P P P P P Office - Business/service, government, P - P P P processing, professional Matrix Consulting Group Page 131 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process ey 0 one iym os CAZ CAH Azusa Avenue Corridor Arrow Highway Corridor CSG San Gabriel Avenue CFB Foothill Boulevard Corridor Corridor CSA South Azusa Avenue Corridor K t Z S bl Notes: (1) A definition of each listed use type is in Article 6 (Glossary). Matrix Consulting Group Page 132 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Subchapter 9.22 - Commercial Zoning Districts [Includes commercial overlay districts] [Organized in same manner as residential districts above.] Subchapter 9.24 - Manufacturing/Industrial Zoning Districts [Organized in same manner as residential districts above.] Subchapter 9.26 - Special Purpose and Additional Overlay Zoning Districts [Organized in same manner as residential districts above.] Subchapter 9.28 - Historic Districts Chapter 3 - Site Planning and Project Design Standards Subchapter 9.30 - Standards for all Development and Land Uses 9.30.010 - Purpose 9.30.020 - Applicability 9.30.030 - Access 9.30.040 - Building Height Limits and Exceptions 9.30.050 - Demolitions 9.30.060 - Drainage 9.30.070 - Fences and Walls 9.30.080 - Outdoor Lighting 9.30.090 - Pedestrian Oriented Design 9.30.100 - Performance Standards 9.30.110 - Public Improvement Requirements 9.30.120 - Screening Requirements 9.30.130 - Setback and Build-To Line Requirements, Exceptions, and Allowed Projections 9.30.140 - Solar Energy Standards 9.30.150 - Solid Waste/Recyclable Materials Storage Subchapter 9.32 - Landscaping Standards Subchapter 9.34 - Parking and Loading Subchapter 9.36 - Signs Subchapter 9.38 - Transportation Management Chapter 4 - Standards for Specific Land Uses Matrix Consulting Group Page 134 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Subchapter 9.40 - Adult Entertainment Uses Subchapter 9.42 - Standards for Specific Land Uses 9.42.010 - Purpose and Applicability 9.42.020 - Accessory Structures and Uses 9.42.030 - Alcohol Outlets 9.42.040 - Automobile Dealerships and Rental Agencies 9.42.050 - Automobile Maintenance and Repair 9.42.060 - Bed and Breakfast Inns (B&Bs) 9.42.070 - Child Day Care Facilities 9.42.080 - Commercial Entertainment Facilities 9.42.090 - Condominiums and Condominium Conversions 9.42.100 - Drive-In and Drive-Through Facilities 9.42.110 - Home Occupations 9.42.120 - Homeless Shelters 9.42.130 - Live/Work Units 9.42.140 - Mixed Use Projects 9.42.150 - Mobile Homes and Manufactured Dwellings 9.42.160 - Multi-Family Projects 9.42.170 - Neighborhood Grocery Stores 9.42.180 - On-Site Hazardous Waste Facilities 9.42.190 - Outdoor Displays and Sales [Antique markets, newsstands, etc.] 9.42.200 - Outdoor Storage 9.42.210 - Recycling Facilities 9.42.220 - Restaurants 9.42.230 - Second Units 9.42.240 - Self-Storage Facilities 9.42.250 - Senior Group Housing 9.42.260 - Service Stations Subchapter 9.44 - Telecommunications Facilities and Antennas Chapter 5 - Affordable Housing Incentives and Requirements Subchapter 9.50 - Inclusionary Housing Program Subchapter 9.52 - Affordable Housing Production Program Chapter 6 - Planning Permit Procedures Subchapter 9.60 - Permit Application Filing and Processing 9.60.010 - Purpose of Subchapter Matrix Consulting Group Page 135 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 9.60.020 - Authority for Land Use and Zoning Decisions 9.60.030 - Multiple Permit Applications 9.60.040 - Application Preparation and Filing 9.60.050 - Application Fees 9.60.060 - Indemnification of City by Applicant 9.60.070 - Initial Application Review 9.60.080 - Project Evaluation and Staff Reports Subchapter 9.61 - Permit Review and Decisions 9.61.010- Purpose of Subchapter 9.61.020 - Adjustments 9.61.030 - Administrative Approvals 9.61.040 - Architectural Review 9.61.050 - Design Compatibility Permit 9.61.060 - Home Occupation Permit 9.61.070 - Performance Standards Permit 9.61.080 - Reduced Parking Permit 9.61.090 - Temporary Use Permit 9.61.100 - Use Permit and Conditional Use Permit 9.61.110 - Variance 9.61.120 - Yard Modification Permit Subchapter 9.62 - Historic Resource Protection Subchapter 9.64 - Permit Implementation, Time Limits, and Extensions 9.64.010 - Purpose of Subchapter 9.64.020 - Effective Date of Permits 9.64.040 - Applications Deemed Approved 9.64.050 - Permits to Run with the Land 9.64.060 - Performance Guarantees 9.64.070 - Project Mitigation Measures 9.64.080 - Time Limits and Extensions 9.64.090 - Changes to an Approved Project 9.64.100 - Resubmittals 9.64.110 - Covenants of Easements Subchapter 9.66 - Development Agreements Subchapter 9.68 - Master Plans Chapter 7 - Subdivision Regulations and Procedures Subchapter 9.70 - Applicability and Administration of Subdivision Regulations Matrix Consulting Group Page 136 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Subchapter 9.71 - Tentative Map Filing and Processing Subchapter 9.72 - Parcel Maps and Final Maps Subchapter 9.74 - Additional Subdivision Procedures Subchapter 9.76 - Dedications and Exactions Subchapter 9.78 - Subdivision Design and Improvement Requirements Chapter 8 - Development Code Administration Subchapter 9.80 - Administrative Responsibility Subchapter 9.81 - Nonconforming Uses, Structures, and Parcels Subchapter 9.82 - Appeals Subchapter 9.83 - Amendments Subchapter 9.84 - General and Specific Plans Subchapter 9.85 - Public Hearings Subchapter 9.86 - Report of Residential Building Records Subchapter 9.88 - Enforcement and Penalties Chapter 9 - Glossary Subchapter 9.90 - Definitions 9.90.010 - Purpose 9.90.020 - Definitions of Specialized Terms and Phrases Matrix Consulting Group Page 137 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 17 MANAGEMENT REQUIREMENTS FOR ADVANCED PLANNING PROJECTS Component of the Capital Improvement Process Requirement Responsibility Planning and Organizing the Preparation of an advanced planning project work Project Manager Advanced Planning Work form for each project to define the financing, program Upon City Council description, scope, public process considerations, the Approval necessary coordination with outside agencies, etc. This process should also include an identification of whether an EIR is required, as well as a determination of staffing requirements. Preparation of a network schedule using Microsoft Project Manager Project for each project, including duration time for each task, and earliest and latest start and final times. Preparation of bar chart schedules for the entire Principal Planner advanced planning work program for a 2-year period showing projected timing of planned projects by major proiect component. Projection of staffing requirements to handle planned, Principal Planner prioritized projects for next fiscal year, including workload loading on a monthly basis. Leveling of resources to enable the development of Principal Planner schedules based on available staffing and other resources. Project Monitoring and Reporting via the time accounting system of actual Project Manager Reporting staff-hours by skill level and position type on advanced planning projects to provide the basis for: . Monitoring of staff performance against guidelines during each phase of the process. . Monitoring actual versus projected staff work hours. . Development of a database to utilize in refining project workload estimates. Reporting of project status on a monthly basis, Project Manager including status of staff hours planned vs. actual. Reporting of financial status of each project showing Principal Planner expenditures to date versus the plan. Management of the Recommending within the monthly status report steps Project Manager Advanced Planning Work that can be taken to enable completion of projects on and Principal program schedule. Planner Communication to top management within the Principal Planner monthly status report of advanced planning projects, their schedule vs. planned and expenditures vs. budget, along with estimated completion dates for each of these projects. Matrix Consulting Group Page 138 7. ANALYSIS OF THE INSPECTION PROCESS CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 7. ANALYSIS OF THE INSPECTION PROCESS This chapter presents an analysis of the inspection process within the Building and Safety Division focusing on such issues as the following: · The level of service provided by the Division in response to inspection requests; · The level of staffing allocated for building inspections; · The use of combination inspectors; and · Steps that should be taken to enhance the consistency of code interpretations. 1. THE WORK PRACTICES OF SENIOR COMBINATION BUILDING INSPECTORS NEEDS TO BE IMPROVED. The Building and Safety Division is not completing building inspections in a timely manner in response to inspection requests. Only 37% of all inspection requests in 2003 were fulfilled within 24 hours of receipt. This is far below the norm. Other building and safety divisions typically provide next-day inspection service for 95% of all requests. (1) The Building and Safety Division Can More Effectively Utilize the Available Work Hours of Its Inspectors for Conducting Building Inspections. The Matrix Consulting Group analyzed workload data to determine the number of inspections being accomplished by Building Inspectors for a three year period: 2001, 2002, and 2003. The table below presents the total and average numbers of inspections completed by Building Inspectors over these three calendar years. Building Inspectors are not noted by name; they have been randomly assigned Inspector numbers which are consistent from year to year, but do not necessarily correspond to the numbering system applied elsewhere in this report. Also, it should be noted that two Inspectors' data reflect very low numbers of inspections per day. These were part time Inspectors, Matrix Consulting Group Page 139 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process whose data are presented in the table only to account for total numbers of inspections accomplished in the year. Average Daily Inspections Accomplished By CY Inspector 2001 2002 2003 Inspector 1 8.79 7.65 7.93 Inspector 2 11.71 9.74 9.18 Inspector 3 9.25 4.18 2.03 Inspector 4 13.70 11.62 12.08 Inspector 5 11.87 9.09 6.72 Inspector 6 9.22 9.30 10.63 Inspector 7 9.58 11.10 12.71 Inspector 8 NA 10.77 12.01 Inspector 9 2.43 5.40 NA Average 9.87 9.42 10.19 Excluding part-time employees, the average numbers of inspection stops per Inspector per day varied from a low of 6.72 to a high of 13.70 over this three-year period. The inspectors should be capable of conducting between 13 and 16 inspection stops per 9- hour day per inspector. This is equivalent to an average of 30 minutes to 37 minutes per stop assuming 8 hours in the field each workday and one hour in the office. (2) Inspection Scheduling Practices Are Limiting the Number of Inspections That Can Be Accomplished in a Single Day. The Building and Safety Division is authorized 7 inspection positions. The current practice of the Division is to schedule inspector for no more than 10 inspection stops per day, although that "rule" has recently been modified due to a short- term vacancy. As noted previously, inspectors should be capable of conducting between 13 and 16 inspection stops per 9-hour day. There are several factors that limit the overall number of inspection stops per inspector per day in the Building and Safety Division. These factors include the following. Matrix Consulting Group Page 140 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The number of inspections scheduled per inspector is limited to a maximum of ten. This is less than the norm of 13 to 16 inspection stops per inspector per day experienced in other cities. · The limit of 10 inspections per inspector per day is implemented throuQh the Interactive Voice Response System (IVR). This is a severe limitation in that the IVR interprets each inspection request as a separate "stop." This limits the number of inspections to the available Inspectors times 10. If there are multiple inspections requested at a specific address, the IVR interprets this as 10 "stops," and effectively closes out the workload for the day at that point. Recommendation: Increase the performance expectation of inspectors in terms of the number of inspections accomplished per day to an average of 13 to 16 per day per inspector. Recommendation: Seek the assistance of the IVR vendor to correct the limitations with the IVR system so that multiple inspections per stop are possible. (3) The Number of Inspections That Can Be Accomplished Is Limited by the Amount of Time Spent in the Office by the Inspectors. A significant impediment to accomplishing a higher proportion of inspections on a next-day basis is the relatively low proportion of time each Inspector is in the field accomplishing inspections. To analyze the amount of staff hours spent in the field by inspectors, the consulting team analyzed the daily inspection reports for each inspector for the first week of each month of calendar year 2003. The table below provides the results for the average starting and ending times for each Inspector, as well as the average number of hours spent conducing inspections. Total Average Daily Employee Average Start Averaae End Time in Field (Hours) Inspector 1 8:42 AM 14:43 PM 6:01 Inspector 2 8:34 AM 14:57 PM 6:23 Inspector 3 8:41 AM 14:37 PM 5:56 Inspector/Supv 4 10:02 AM 15:23 PM 5:21 Inspector/Supv 5 8:49 AM 14:37 PM 5:48 Inspector 6 8:52 AM 15:08 PM 6:16 Inspector 7 8:52 AM 15:06 PM 6:16 Inspector 8 13:29 PM 14:20 PM 0:51 Matrix Consulting Group Page 141 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process There are several findings that emerge from an analysis of this table. These include the following. · Inspector 8 was utilized only sporadically, and is not included in the overall averages described below. · Two Senior Inspectors were fulfilling the role of Supervising Inspector. Each alternated this responsibility, spending half-days in the office. However, these two Inspectors averaged inspection hours about one-half hour less per day than the 5 Inspectors assigned full-time to the conducting inspections. · On average, non-supervisory Inspectors began field inspections at approximately 8:40 a.m. The shift start time for these Inspectors is 7:00 a.m. Inspectors spent an average of about 1.6 hours each morning in administrative activities in preparation for inspections. · On average, non-supervisory Inspectors completed conducting inspections at about 2:40 p.m. On 8 of 9 workdays, the shift end time is 5:00 p.m. (on the 9th work day, the official shift end time is 4:00 p.m.). Inspectors spent an average of about 2.3 hours each afternoon in administrative activities in preparation for inspections (excluding the 9th day). · The five Inspectors assigned full time to inspection activities averaged approximately 6 hours and 11 minutes conducting inspections each day. (It should be noted that, although Inspectors do not report break time or lunch time in the daily activity reports, the time spent in these activities is included in "field" time, to the extent that it was taken at all, and assuming it was taken during "normal" hours between 8:40 a.m. and 2:40 p.m.) This equates to about 55.6 hours of every 80 (or 69.5%) being spent in the field. Typically, these inspectors should be spending no more than one hour a day in the office. To enable this reduction, inspectors need to be able to receive and return calls from contractors while they are in the field. This will require inspectors to be able to receive and return phone calls on their cellular phones. Recommendation: Inspectors should not spend more than one hour in the office per day unless exceptional circumstances warrant; the remainder of Inspectors work hours should be spent in the field conducting inspections. Recommendation: Inspectors should be able to use their cellular phones to receive and return calls from contractors. Matrix Consulting Group Page 142 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 2. THE CURRENT LEVEL OF INSPECTION STAFFING IS SUFFICIENT TO IMPROVE SUBSTANTIALLY THE LEVEL OF SERVICE. The primary method of receiving inspections requests in the Division is through the Interactive Voice Response (IVR) system. The consulting team analyzed these requests, and added to them the number of non-IVR inspections requests to document the total number of inspections requests received over a 9-month period from July, 2003 through March, 2004. These figures were used to calculate the average numbers of inspection requests per day. (1) The Division Should Be Able to Provide a Much Higher Level of Inspection Service with Its Current Level of Staffing. The consulting team utilized a database of 9 months of workload data to determine the number of inspections that could be accomplished by existing level of inspection staffing. In evaluating the data, a number of assumptions were made. These assumptions are presented below. · Contractors were assumed to desire an inspection on the next available work day. Although this may not have been true in every case, the consulting team assumed that contractors requesting inspections requested next-day service. · Inspectors were assumed capable of conducting an average of 14 per inspection stops per day. The table below reflects calculations based on the assumptions that 14 inspection stops per day can be accomplished. This falls within the range of 13 to 16 inspection stops that each inspector should be capable of accomplishing on average. · Travel time does not appear to be a significant problem. These figures also assume a normal amount of travel time between sites, which, in the case of Santa Monica (as well as in the observations on ride-alongs by the consulting team) average no more than 10 minutes per stop. Matrix Consulting Group Page 143 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · The number of Inspectors available for inspection services varied considerably from day to day. This was due to the "normal" causes such as vacations, sick leave, etc., but was also due to an injury that prevented one Inspector from accomplishing field inspections. The 6 inspectors listed in the table below represent the average number available for inspections over the time period, and not the total authorized. The table below incorporates these assumptions, and provides the results of the calculations. Number 55.7 56.0 38.6 6.0 4.0 Important points to note concerning this data in the table include the following: . There were an average of 9.3 inspection requests received per Inspector per day over the 9-month sample period (based upon 6 inspectors actually being available ); . The number of daily inspections requests varied considerably over the 9-month sample period, as the standard deviation of 38.6 shows. This standard deviation simply reflects the probability of variation from the mean of 56.0 requests. It's practical interpretation is that there is about a 67% probability that the actual number of inspections requests will be between 17 and 89. Although the daily data are not shown in the table, there were only 28 days out of the total of 170 in the sample on which the number of requests exceeded 89. The highest number on any date, October 21, was 102 requests. . The highest number of requests, 102, on any single date represented 17 inspections requests per average available Inspector, and 14.6 inspection requests per authorized Inspector. The 14.6 inspection requests per inspector are within the range of the workload capacity of the Building and Safety Division assuming all inspection positions are filled. The data in the table indicates that, with an expectation of 14 inspection stops per day per Inspector, the Section should be able to substantially improve its current level of service. Matrix Consulting Group Page 144 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (2) Approaching the Inspection Staffing Analysis From Another Perspective Confirms the Current level of Staffing Is Capable of Substantially Improving the level of Inspection Service. Another approach utilized for the analysis of inspection staffing was the average time spent per inspection and the total number of inspections. The consulting team first developed assumptions regarding the actual hours available for inspections on an annual basis. This data relating to this assumption is made in the table below. Element Hours Total Annual Hours 2,080 Holidays 88 Vacation 120 Sick Leave 40 Training 120 Staff Meetings (8 hours per month) 96 Research and Other Special Projects 60 Administrative Time in Office (phone calls, routing, etc.) - assumes 1 hour per day for days reporting to office (Le., 240 work days less 46 for vacation, sick, training, holidavs) 194 Total Annual Available Hours per FTE in Field 1,362 Based upon the 1,362 available inspection hours available annually per inspector, 5.5 inspectors are required to effectively respond to typical or average workload (see the table below). Element Number Number of Inspections Requested, Last 12 Months (annualized, based on 9 months of data from Jul, '03 - Mar, '04) 12,559 Average Time Spent on Inspections (at 36 minutes per inspection stop including travel time) 36 minutes Hours Reauired to Complete Inspections 7,535 Average Hours Available per FTE for Field Inspections (see above calculation) 1,362 Inspections FTE's Required to Accomplish Workload 5.5 The table indicates that 5.5 Inspectors would be needed on average to meet average workload levels. Matrix Consulting Group Page 145 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (3) With Improvements In Productivity, the Building and Safety Division Should be Capable of Meeting the Benchmark for Inspection Service for 87% of the Workdays. Providing a next day response to 95% of inspection requests is a benchmark level of service. It is the level of service delivered by progressive cities. The building permit and inspection fees within the Uniform Building Code are designed to provide sufficient revenue to deliver this level of service; the fee structure utilized by the City of Santa Monica closely approximates those contained within the Uniform Building Code. While the previous analysis indicates that the authorized level of staffing of 7 inspectors is capable of handling typical or average inspection workload, the current level of staffing, even with productivity improvements, will be unable to deliver a next day response to 95% of inspection requests each and every workday. However, an analysis of inspection requests and available staff for inspections in 2003 indicates that the Division should be capable of delivering that level of service for 87% of the workdays. More specific data is presented in the paragraphs below. · For 29 of 226 workdays in 2003, the Division would not have been able to deliver next day inspection response to 95% of the inspection requests. Two workdays were excluded from this analysis (May 6 and 7, 2003) since they indicated that no inspection staff was available at all; it was presumed that this data was in error. The 29 workdays in 2003 in which the Division would not have been able to deliver next day inspection service for 95% of the inspection requests are presented in the table below. The data is distributed by the percentage of inspections that the Division would have been able to provide next day inspection service. 55% to 60% 61% to 70% 71% to 80% 81% to 90% 90% to 95% No of 1 2 10 10 6 Workdays % of Total 3.45% 6.90% 34.48% 34.48% 20.69% Workdays Important points to note concerning the data contained within the table, and the 29 days that the Division would have been unable to deliver next day inspection Matrix Consulting Group Page 146 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process service to 95% of the inspection requests, are presented below are presented below: The Division would have been able to provide next day inspection service to 90% to 95% of the inspection requests for 6 of these 29 workdays or 20.69% of the total; The Division would have been able to provide next day inspection service to 81 % % to 90% of the inspection requests for 10 of these 29 workdays or 34.48% of the total; The Division would have been able to provide next day inspection service to 71 % to 80% of the inspection requests for 10 of these 29 workdays or 34.48% of the total; The Division would have been able to provide next day inspection service to 61 % to 70% of the inspection requests for 2 of these 29 workdays or 6.9% of the total; and The Division would have been able to provide next day inspection service to 55% to 60% of the inspection requests for 1 of these 29 workdays or . 3.45% of the total. . If inspectors are capable of conducting 16 inspection stops a day on average, the existing level of staffing is sufficient to meet average inspection workload demands. The chart below presents the staffing required in 2003. This is based on the analysis on a day-by-day basis of the inspection requests and the assumption that each inspector could effectively handle 16 inspection stops per day. As the table indicates, seven inspectors would be required on rare occasions. No. of Inspectors Required at 16 Stops Per Inspector Per Day 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 0 32.0% 7.5% =II 0.9% 2 3 4 5 6 7 No. of Inspectors Matrix Consulting Group Page 147 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · If inspectors are capable of conducting 14 inspection stops a day on average, the level of staffing is sufficient. The chart below presents the staffing required in 2003. This is based on the analysis on a day-by-day basis of the inspection requests and the assumption that each inspector could effectively handle 14 inspection stops per day. As the table indicates, seven inspectors would still be required on rare occasions, although on a more frequent basis than the previous analysis. 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 0 No. of Inspectors Required at 14 Stops Per Inspector Per Day 0.9% 2 6 7 8 3 4 5 No.of Inspectors The analysis in both scenarios indicates that six inspectors should be able to accommodate inspection requests and deliver next day inspection requests next day basis on a 95% basis. However, this same data indicates that six inspection staff (of the seven authorized) were actually available in 2003 for only 64% of the days; in 36% of the days, five or fewer inspection staff were available (see the table below). Matrix Consulting Group Page 148 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process No. of Inspectors Available 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.9% 0.0% 0 0.0% 0.0% 2 3 4 5 6 7 8 As the table indicates, four inspectors were available for 10.5% of these days, and five inspectors were available for 22.8% of the days in 2003. This may indicate that two or more inspectors taking vacation at the same time or lengthy vacancies (or an industrial injury). However, this clearly hinders the ability of the Division to deliver next day inspection service. While the number of authorized inspection staff may be adequate, the ability of the Division to deliver next day inspection service is problematic. Recommendation: Maintain the level of inspection staffing at current levels (i.e., one Supervising Inspector and 7 Combination Inspectors) and monitor the level of service provided for inspections and the productivity of inspectors. Recommendation: The productivity of the inspectors should be monitored and the amount of time spent in the office each day reduced to no more than one hour. Recommendation: The level of service for inspections should be monitored in terms of the % of inspection requests responded to in the next workday. Recommendation: The City should evaluate whether 87% of inspection requests being responded to on the next workday is an adequate level of service. Matrix Consulting Group Page 149 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 3. COMBINATION DWELLING INSPECTORS SHOULD BE UTILIZED TO CONDUCT BUILDING INSPECTIONS OF RESIDENTIAL CONSTRUCTION AND COMMERCIAL TENANT IMPROVEMENTS. The use of combination inspectors is standard practice amongst most small to mid-size cities. There are a number of advantages to the use of combination inspectors. . Utilization of combination dwelling inspectors enhances the efficiency of inspection services. A combination inspector increases the efficiency of inspection operations as the inspector can make all of the plumbing, mechanical, electrical, and building inspections in a single stop. With specialized inspectors, three different inspectors - a Building Inspector, a Plumbing/Mechanical Inspector, and an Electrical Inspector - would all have to inspect the structure during three different stops. This results in increased non-productive travel time and reduces the number of potential inspections per day. . The combination dwelling inspector provides continuity of contact with the contractor and better public relations. The use of a combination inspector removes stumbling blocks to the timeliness of inspection services for contractors. A combination inspector can approve the electrical, building, and plumbing/mechanical work; three different inspectors do not have to make three different inspection stops to approve the construction work performed by the contractor. . The use of combination dwelling inspectors will enable the Building and Safety Division to better accommodate inspection vacancies. The use of a combination inspector approach rather than inspection specialists significantly reduces the workload impact of vacant inspection positions since there is a broader pool of inspectors to allocate the workload amongst. The use of combination inspectors is not unusual. The City of Palo Alto uses combination inspectors (although it will use electrical specialty inspectors for large projects). The City of Pasadena uses combination inspectors. The City of Huntington Beach utilizes combination inspectors although it utilizes two specialist inspectors for commercial plumbing, mechanical, and electrical inspection services. The City of Santa Barbara utilizes combination inspectors although it will utilize specialist Matrix Consulting Group Page 150 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process plumbing/mechanical and electrical inspectors for complex residential and commercial construction (and not combination inspectors). The City of Santa Monica does not assign inspection requests based upon the geographical area in which the inspection request is located, but rather based upon the skills of its inspectors. Although the seven inspection positions are classified as Senior Combination Inspectors, only two positions actually function in this manner. One of the other inspectors has International Codes Council (ICC) Building certification, one other has ICC Combination Dwelling certification, and two others have ICC Building, Plumbing and Mechanical certification. The Matrix Consulting Group recommends that the Building and Safety Division fully utilize the combination dwelling inspector approach for at least two areas of inspections. These include residential construction (including multi-family) and commercial tenant improvements. The application of combination inspectors has the potential for broader application beyond these two areas depending on the complexity of the construction. The implementation of this recommendation should be based upon two steps. (1) The Building and Safety Division Should Provide the Training Necessary to its Senior Combination Building Inspectors to Enable these Inspectors to Function as Combination Inspectors. The International Codes Council (ICC) provides certification examination for combined inspection. This course concentrates on the examination questions and answers rather than field application. The Building and Safety Division should facilitate the completion of this certification by all of its inspectors. Matrix Consulting Group Page 151 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process In addition, a system of ongoing training is needed for these inspection staff to enable these staff to function as combination inspectors. The Building Officer should develop a training program for each of these staff based upon a training needs assessment. The two existing inspectors that are certified as Combination Inspectors could provide the initial ongoing training. These two staff should be utilized to provide the day- to-day inspection training to the other inspection staff in an approach as follows. · Select one Inspector to be trained and to perform combined residential inspections or tenant improvement inspections, and team this inspector with one of the ICC-certified Combination Inspectors. · Have each ICC-certified Combination Inspector provide code and practical field training to the group for an appropriate period of time with code training in the mornings and group field inspections in the afternoon. · Establish a time period for training and implement the program on a target date (40 - 60 days). Confer with the inspectors to establish the implementation date. Establish the target date realizing that some of the quality expertise will occur with practice. A comfort level can be achieved by realizing that team support is available within the group where each Inspector has having specific expertise. This method will produce quality Combination Inspectors. Recommendation: The Building and Safety Division should provide the training necessary to its Combination Inspectors to enable these inspectors to function as Combination Inspectors (2) Classification Structure for the Combination Building Inspector Series Should Be Modified. At present, the City of Santa Monica uses one classification for its inspectors in the Building and Safety Division: Senior Combination Building Inspector. This classification requires certification as a Building Inspector by the ICC. There are not any Matrix Consulting Group Page 152 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Combination Inspector classifications beyond this Senior Combination Building Inspector. The Matrix Consulting Group recommends that a classification series for a Combination Building Inspector be developed. This series should function as follows: · Combination Building Inspector I. This would be the entry-level classification in the combination building inspector series. Incumbents in this classification would be required to have a basic knowledge of the various codes, ordinances, and state laws used in building inspection. The Building Inspector I would receive training under close supervision evolving toward general supervision as experience and training progresses. The Building Inspector I would be distinguished from the Combination Building Inspector II in that the latter would be the journey level classification performing detailed combination field inspections requiring ICC Combination Building Inspection Certification. The Combination Building Inspector I would be required to possess and maintain the Building Inspection Certificate issued by International Code Council within 12 months of employment. · Combination Building Inspector II. This would be the journey level classification in the combination building inspector series. Incumbents at this level would be expected to perform the full range of duties and assignments with minimal supervision. The Combination Building Inspector II should be expected to perform the entire range of combination inspections (building, electrical, plumbing and mechanical) of a variety of residences, commercial and industrial buildings. The Combination Building Inspector II should be distinguished from the Combination Building Inspector III in that the latter is responsible for functioning as the advanced journey level. The Combination Building Inspector II should be required to possess and maintain the Combination Inspection Certificate issued by the International Code Council. · Combination Building Inspector III. This should be the advanced journey level classification in the combination building inspector series. Incumbents at this level are expected to perform the full range of duties and assignments with minimal supervision. The Combination Building Inspector III is expected to perform the entire range of combination inspections (building, electrical, plumbing and mechanical) of a variety of residences, and for commercial and industrial buildings, perform specialized electrical and plumbing/mechanical inspections of complex commercial and industrial construction, and provide training to Combination Building Inspector 1111's on an ongoing basis. The Combination Building Inspector III should be required to possess and maintain the Combination Inspection Certificate issued by the International Code Matrix Consulting Group Page 153 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process gCouncil, and certification as an Electrical Inspector or Plumbing/Mechanical Inspector. There may be salary implications that result from the implementation of this revised classification structure. However, it is not possible to fully implement the combination inspector approach without requiring that the inspectors obtain the Combination Inspection Certificate issued by the International Code Council. This should be required at the journey-level. Recommendation: The classification structure for the Combination Building Inspector series should be modified. 4. THE BUILDING AND SAFETY DIVISION SHOULD PROVIDE INSPECTION SERVICES MONDAY THROUGH FRIDAY OF EACH WEEK. Building and Safety Division employees, like other City employees, work a schedule that results in working 80 hours over a nine-day period every two weeks. This is the case for Building Inspectors as well, and results in the working 9 hours for 8 of the 9 workdays, and 8 hours on the 9th day. This also results in the absence of Building Inspectors on alternate Fridays. This practice decreases the level of inspection service provided to contractors, builders, homeowners and others who require inspectional services on these alternate Fridays. The Building and Safety Division should flexibly schedule its inspection staff to cover these alternate Fridays and provide inspection services Monday through Friday of each week. Recommendation: The Building and Safety Division should flexibly schedule its inspection staff and provide inspection services Monday through Friday of each week. Matrix Consulting Group Page 154 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The Building and Safety Division has developed checklists for building inspections. These checklists include the following project types. · Residential Foundation · Wood Frame Shear Walls · Underground Plumbing · Rough Plumbing · Rough Electrical (Residential) · Mechanical · I nsulation Drywall · Interior and Exterior Lath · Swimming Pool Spa and Hot Tub · Building Inspection (Final - Residential) · Water Heater and Hot Water Storage Tank Replacement · Temporary Service Pole · Re-Roofing · Copper Water Line Re-Pipe · HV AC Unit Change-Out Interviews with inspections staff and the Building Officer, as well as observations during ride-alongs by the consulting team indicate that the inspections checklists are not utilized during inspections. The lack of use of these checklists will result in a deterioration of a standard level of service provided by the Section, both in terms of content and quality. Matrix Consulting Group Page 156 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Recommendation: Provide inspections checklists to each Inspector in the Section and require their use on each inspection. Recommendation: Publish these checklists at the Building and Safety Division's web site. (2) The Supervising Inspector Should Allocate a Significant Proportion of His/Her Time to Quality Control and Consistency of Code Interpretation. One of the major issues identified in the focus groups was concern regarding the consistency by the Senior Combination Building Inspectors as well as their professional conduct. A quality control program would assist in the development of feedback and identification of problems with consistency, and feedback regarding expected employee performance. This program should consist of the following: · The Supervising Inspector should ride for at least one half day each month with each Inspector to observe their inspection procedures. · The Supervising Inspector should visit major jobs such as the Rand Building periodically alone to review the results of inspections by the Senior Combination Building Inspectors and visit with contractors and architects regarding the demeanor of the Senior Combination Building Inspectors. · Document the activity and findings and submit written reviews and findings monthly to the Building Officer. Recommendation: The Supervising Inspector should allocate a significant proportion of his/her time to quality control and consistency of code interpretations by the Senior Combination Building Inspectors. (3) The Building and Safety Division Should Develop Policies Regarding Code Interpretations and Inspections and Publish these Policies at its Web Site. As another step to address the concerns regarding consistency, the Building and Safety Division should develop formal written policies regarding plan checking and inspection, and publish these policies to their web site. Matrix Consulting Group Page 157 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The City of Dublin, California, for example, has developed and published to their Building Division's web site policies such as re-roof inspections, expired building permits, structural design interpretations, window replacement, etc. Washoe County, Nevada Building and Safety Department's web site contains policies such as owner/builder and plan submittal requirements, contractor's license and plan submittal requirements, final inspection and issuance of the certificate of occupancy, foundation only permits, etc. The Building and Safety Division should develop policies and procedures to guide its managers, first line supervisors, and staff and assure uniformity in service delivery. Recommendation: The Building and Safety Division should develop formal written policies and procedures and publiSh them on its web site. (4) Adopt A Policy that Senior Combination Building Inspectors Not Re-Open a Building Inspection Previously Approved by Another Senior Combination Building Inspector. Another of the major issues identified in the focus groups was concern regarding the raising of new code violations for work previously approved by other Senior Combination Building Inspectors. While sometimes this problem will arise as a result of work changed by contractors to comply with codes, surprises also appear to be occurring due to differing approaches and interpretations by each Senior Combination Building Inspector. Policies and procedures should be developed and implemented to eliminate these surprises. Recommendation: Adopt a policy that Senior Combination Building Inspectors do not re-open a construction element previously approved by another inspector. Matrix Consulting Group Page 158 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (5) Adopt a Policy That Senior Combination Building Inspectors Do Not Take Issue with Approved Building Permit Plans Without First Consulting with the Plan Check Engineer. Another of the major issues identified in the focus groups was concern regarding the raising of new code violations for work completed in conformance with approved building permit plans. If a Senior Combination Building Inspector questions a plan check approval or is concerned about an omission or discrepancy, the Senior Combination Building Inspector should review it with the appropriate Plan Check Engineer and, if a problem is identified, the Plan Check Engineer should contact the Architect for a change. Recommendation: Adopt a policy that Senior Combination Building Inspectors do not take issue in public with an approved building permit plan. (6) The Building and Safety Division Should Expand the Extent of Training Provided to Its Inspection Staff. Setting a budget for training is never easy with all the competition for expenses needed to run local government. The American Society for Training & Development (ASTD) 2003 State of the Industry Report identified a number of ways to measure commitment to training and a few benchmarks on what others spend. · Training as a % of payroll increased to 2.2% in 2002, up from 1.9% in 2001. · Training expenditures per employee increased to $826 per employee in 2002, up from $734 in 2001. · Training hours per employee increased to 28 in 2002, up from 24 in 2001. · Training delivery via classroom decreased to 72% in 2002, down from 77% in 2001. Matrix Consulting Group Page 159 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Training delivery via technology increased to 15% in 2002 up from 10.5% in 2001. In the fiscal year 2004-05 annual budget for the Building and Safety Division, the training budget amounts to $10,280. This amounts to 0.5% of the salary expenditures for permanent employees or $285 per employee. This is substantively less than that found by ASTD. However, before consideration of an increase in the level and extent of training expenditures for the Division and its staff, the Building Officer should assure the development and execution of a well-conceived training. In developing a training plan for the Division, the Building Officer should assure that skill development is linked to an assessment of the strengths and opportunities for improvement of each employee. Ongoing training is also essential to maintain staff proficiency, consistency and uniform interpretation of codes. In addition, dedicated time on-site for codes training is essential. This on-site training be regularly scheduled and coordinated. Assigning training subjects to inspectors and plans examiners works well. There is significant training and accomplishment achieved when people have to prepare and present training. The Building Officer should present training on problematic subject areas. Recommendation: A training needs assessment should be developed for employees in the Building and Safety Division. Recommendation: The training budget for the Building and Safety Division should be increased to $30,000 annually. Recommendation: The Supervising Inspector and the Assistant Building Officer should coordinate bi-weekly training and be responsible for the ongoing quality of in house training. Matrix Consulting Group Page 160 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Recommendation: Assure that one hour of training is provided bi-weekly for the staff of the Division. 7. THE BUILDING AND SAFETY DIVISION NEEDS TO ROUTINELY FOLLOW- UP ON EXPIRED PERMITS. All cities face the problem of expired building permits. In Santa Monica, there were 385 permits in 2003 alone that expired. These are permits where final inspections have not been requested. Residents or contractors do not call for final inspections after they obtain approvals to cover walls, and others where they construct and do not call for inspections. The permits that are not finalized are a concern. These permits need to be resolved. All permits that have expired and have not had an inspection should be acted upon. The resolution of expired permits should be the responsibility of the Supervising Inspector. The Supervising Inspector should assign a proportionate share of these expired permits to each inspector to clean up the backlog on a daily basis. After the backlog is cleaned up, make each inspector responsible for keeping all permits current in their assigned area. Recommendation: The Supervising Inspector should be assigned responsibility for resolution of expired permits. Recommendation: A proportionate share of these expired permits should be assigned to each inspector to clean up the backlog on a daily basis. 8. THE CITY SHOULD RE-VISIT ITS PROPOSED APPROACH TO THE SPECIAL INSPECTOR PROGRAM. The building code requires applicants that pull building permits to hire special inspectors who are to be continuously present. during critical elements of the construction. These inspectors act as deputy inspectors for the City and are responsible Matrix Consulting Group Page 161 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process for insuring that the specified important elements of the construction comply with the related technical codes and the approved plans and specifications. The special inspectors are employed directly by the applicant. The Building and Safety Division expressed several concerns with the current system relating to conflict of interest. Conflicts of interest exist when the special inspector is hired and paid by the person whose work they regulate. To resolve this conflict, the City Council amended the Building Code to authorize the Building Officer to directly hire special inspectors (Ordinance No. 2054, effective November 1, 2002). The City of Santa Monica will hire these special inspectors instead with the costs to be reimbursed by the applicant that pulled the building permit. The revenue generated by this program was estimated by the Building and Safety Division to approximate $400,000 annually. The Matrix Consulting Group has several concerns regarding this approach. These concerns include the following: · This shifts liability and risk for any problems that occur as a result of ineffective special inspection from the owner of the building to the City. Should a problem occur with that building that causes injury, death, or loss of property, the City would largely be responsible since the special inspectors would be acting as agents of the City and not the owner of the building. · The costs of administration are significant. The costs of administration will approximate 25% of the special inspection revenue. This would provide funding for a Supervising Inspector. The costs of administration could be even higher than 25%. At the time this program was conceived, it was anticipated that only the Supervising Inspector position would be added. However, the workload associated with invoicing of costs and receipting the revenues associated with this program was not anticipated. The addition of a Business Assistant to perform these duties would result in the costs of administration exceeding 25% of the revenues. Matrix Consulting Group Page 162 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · This is a highly unusual approach to special inspection. Other cities and counties put this burden on the applicant that pulls the permit including the hiring of special inspectors certified by the agency. If these cities can make the special inspection program work effectively using this approach, it would seem that the City of Santa Monica could as well. Given the breadth and depth of opportunities for improvement in the permit, plan check, inspection, and code enforcement processes, the implementation of this special inspector program as proposed should be a low priority, and the Matrix Consulting Group questions the need for this change altogether. Recommendation: The City should re-visit its proposed approach to the special inspector program. 9. THE BUILDING AND SAFETY DIVISION SHOULD ADDRESS THE SEISMIC RETROFIT NEEDS OF BUILDINGS WITHIN THE CITY. There are an estimated 2,500 to 3,000 buildings within the City of Santa Monica that must be seismically retrofitted based on the requirements of the Municipal Code. This includes buildings that are: . Steel moment welded form; . Un-reinforced masonry; . Non-ductile concrete; . Tilt up roof wall; and . Tuck under parking. The Building and Safety Division utilized a consultant to inventory buildings that were potentially in violation of the Municipal Code, but has been unable to do much more. Matrix Consulting Group Page 163 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process This issue should be addressed. The risks of these types of buildings have been clearly manifested in the recent earthquakes in California as indicated by the recent San Simeon earthquake. This issue is clearly a temporary workload. As such it could be addressed through a number of alternatives. · Through the use of temporary staff. The Division could retain and utilize temporary staff to conduct the inspections of these buildings and to plan check the corrections proposed by the owners of the buildings. · Through the use of Division staff during non-peak workloads. The analysis of plan check and inspection workload indicates that the workload of the inspection and plan check staff fluctuates. One of the alternatives to address this issue could be to utilize Division staff during these non-peak workloads to conduct the inspections of these buildings and to plan check the corrections proposed by the owners of the buildings. For 17% of the workdays in 2003 (or 38 workdays), the inspection staffing available on that workday was twice that required by inspection workload. This is a significant resource that can be utilized to address this program. · A mixture of both temporary or contract staff and Division staff. The third alternative is to utilize a mix of both temporary and Division staff to conduct the inspections of these buildings and to plan check the corrections proposed by the owners of the buildings. Regardless of which of these three alternatives are selected, the Building and Safety Division (1) should not add permanent full-time staff to address a problem of a one-time nature; and (2) should inspect the inventory of buildings on a geographical basis, taking one part of the City, conduct the inspections, and mail the owners notices regarding their violations. After that part of the City has been inspected, then the Division should proceed onto another portion of the City. This problem should be addressed over the next four to five years. Matrix Consulting Group Page 164 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The Building Officer should develop a proposal for the consideration of the Planning and Community Development Director to address this issue. It should be based on a multi-year approach that proposes temporary staff and in-house staff (as workload permits) to inspect the inventory of buildings on a geographical basis, conduct the inspections, mail the owners notices regarding their violations, and plan check the building permit plans. Recommendation: The Building Officer should develop a proposal for consideration of the Planning and Community Development Director to address the seismic retrofit needs of the City. Matrix Consulting Group Page 165 8. ANALYSIS OF THE PLAN CHECK PROCESS CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 8. ANALYSIS OF THE PLAN CHECK PROCESS This chapter presents an analysis of the plan check process utilized by the City of Santa Monica in a number of divisions and departments such as the Building and Safety Division, the Planning Division, the Transportation Management Division, the Environmental and Public Works Management Department, etc. 1. THE CASE MANAGEMENT SYSTEM FOR BUILDING PERMIT PLAN CHECKING SHOULD BE ENHANCED. The City of Santa Monica has established timeline objectives for completing building plan checks are: · 6 weeks for commercial and multi-family on 1st submittal; · 3 weeks for re-submittals; and · 1 week for changes/revisions during construction. Some of the divisions involved in the building permit plan check process are unable to consistently meet these objectives. Some of the problems experienced by the Building and Safety Division result from its responsibilities for compiling the comments of the various divisions and departments for the customer. The extent that divisions met these objectives for 1 st plan check and 2nd plan check during the time frame from 7-1-03 to 3-23-04 is presented in the table below*. Division 1 st Re-Submittal City-wide 70.4% 63.3% Building and Safety 76.8% 69.5% Planning 95.6% 78.2% EPWM 97.4% 76.0% Fire Prevention 100% 100% Open Space Management 93.4% 55.1 % Transportation Management 97.2% 93.8% * It should be noted that the data for the Fire Prevention Bureau differs from Permits Plus. Matrix Consulting Group Page 166 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process As the table indicates, the Building and Safety Division meets these timelines for first plan check little better than half the time. Open Space Management, Transportation Management, and Planning meet the objective better than 90% of the time first plan check. Only Fire Prevention and Transportation Management were able to consistently meet these objectives for first plan check and re-submittals. In reviewing the table, the data for city-wide represents the extent to which the timeline objectives are met from the customer's perspective. Clearly a number of steps need to be taken to enhance the management of the building permit plan check process. (1) The Building Permit Plan Check Timelines Should be Revised and Reduced. These timelines are appropriate in some circumstances - for larger construction projects. These timelines should be revised and refined based upon the size and complexity of the project. The target for processing a plan for a residential re-roof should be different - than a plan for a commercial structure larger than 10,000 square feet. Possible timelines are presented in the table that follows this page. Each of these timelines for building permit plan checking are less than the existing timelines utilized by the City of Santa Monica. Matrix Consulting Group Page 167 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Category Order of Complexity Building Permit Type (In Weeks)* 1 Patios and Covers Over the Counter (Miscellaneous Small Re-roof Permits) Retaining Walls Minor R1 Additions (No structural) Pools 2 R1, 1 DU 2 R1 Addition (With structural cales) Tenant Improvements Minor Electrical, Mechanical, Structural and Plumbing 3 Small Residential Projects (<20 DU) 3 Weeks Office/Commercial <10,000 sq. ft. 4 Residential >20 DU 4 Weeks (Large Project) Office/Commercial >10,000 sq. ft. -Time required for first plan check. Second plan check target would be one-half of these targets. Each of these timelines for building permit plan checking are less than the existing timelines utilized by the City of Santa Monica. These timelines reflect best practices in other cities, such as the City of Livermore. This City uses timelines that are even shorter, in some instances, than those proposed in the table above. This City has been extremely effective at streamlining the building permit plan check process. Recommendation: The City should revise and reduce the building permit plan check timelines. (2) The Building Officer Should be Given Both the Authority and the Responsibility to Resolve Delays in Processing Building Permit Plans. At present, the staff in the Planning Division is expected to function as project managers not only for permit applications submitted to the Planning Division, but also building permit applications. It is unusual and impractical to expect staff of the Planning Matrix Consulting Group Page 168 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Division to intervene as case managers in the building permit plan check process. Other cities such as Palo Alto have typically placed this responsibility in their Building and Safety Divisions. The Building and Safety Division should assume responsibility for managing the building permit plan check process. (This excludes simple trade permits and other types of building permits that are issued over-the-counter). The Building and Safety Division should be assigned responsibility for being the project manager for building permit plan checking. The responsibilities that the Building and Safety Division would need to exercise in fulfilling this responsibility are identified in the paragraphs below. . Monitoring the compliance of divisions and departments with adopted timelines for building permit plan checking, and working with the appropriate managers to resolve performance problems; . Resolving inter-division or inter-departmental problems such as conflicting conditions; . Assuring that other division or department conditions of approval or requirements are appropriate; . Working with the applicant to resolve problems and revise the project as appropriate; . Promptly reviewing and issuing notifications of omissions or problems with the project; and . Coordinating with key decision makers. In summary, the Permits Supervisor in the Building and Safety Division would function as the project manager. The Permits Supervisor would be responsible for keeping the review of building permit plans on track, making sure issues involving conflicting code or regulatory issues are resolved, charting a clear course for the Matrix Consulting Group Page 169 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process applicant through the plan check process, and making sure issues regarding the application are identified early in the plan check process. This authority and responsibility should be clearly spelled out to other organizational units involved in processing building permit plans in a policy developed by the Planning and Community Development Director and approved by the Office of the City Manager. The Plan Check Engineers themselves should not function as project managers. These positions should be dedicated to plan checking of building permit plans. Recommendation: The Permits Supervisor of the Building and Safety Division should exercise responsibility as the project manager for building permit plan checking. Recommendation: The Permits Supervisor should be responsible for the management of the review of building permit plans in accordance with adopted timelines including the resolution of problems with timeliness of the review by other divisions or departments. 2. THE NUMBER OF PLANS DISTRIBUTED TO DIVISIONS AND DEPARTMENTS SHOULD BE REDUCED. Building permit plans are distributed to six departments or divisions for those building permit plans that cannot be plan checked over the counter. This creates unnecessary work for the divisions or departments that receive plans, an added administrative burden for the Building and Safety Division in tracking plan check comments, and additional expense for the applicant for providing six sets of plans. In many instances, the dissemination of building permit plans is different than patterns used in other cities. For example: · Single-family additions are routed to the Planning Division, Civil Engineering, EPWM Administration, and Transportation Management; Matrix Consulting Group Page 170 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Non-structural residential alterations are routed to the Planning Division and EPWM Administration; · Tenant improvements are routed to Civil Engineering, EPWM Administration, Fire, Planning, and Solid Waste; and · Chimney repairs are routed to Planning and Transportation Management. The City should take steps to address this issue. Matrix Consulting Group recommends the City review the dissemination of building permit plans to assess if all organizational units need to review these plans. For example, the City could consider streamlining the building permit plan check routing such as those presented below. . The City should eliminate the routing for single-family alterations that fall below the substantial remodel threshold to the Planning Division, EPWM Administration, Transportation Management, and to the Civil Engineering. This will require the Building and Safety Division to check for zoning clearances, easements, and the other requirements of these other divisions or departments. Tenant improvements should not be routed to the Civil Engineering, EPWM Administration, Planning, and Solid Waste. This will require the Building Division to check for zoning clearances and the other requirements of these other divisions or departments. The consulting team recommends that the distribution of building permit plans be reduced. The Building Officer has developed a proposal to accomplish this. The . Planning and Community Development Director and the affected departments should review this proposal. This proposed reengineering of this process should be implemented in phases beginning with the simpler permits. To enable the reengineering of this process and the assumption of additional workload by the Building and Safety Division, an additional position should be authorized. This position should be authorized as a Plan Checker. This position should be dedicated to the provision of over-the-counter plan checking and zoning clearance for these types of permits. This position should be backed up by a Senior Plans Matrix Consulting Group Page 171 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Examiner recommended in the final chapter in this report - the chapter regarding the plan of organization. This Senior Plans Examiner would be a reclassification of the existing Permit Supervisor position. There should be little risk associated with this recommendation as long as it is utilized for the smaller and simpler permits. It will require (1) that the requirements of these other divisions or departments for these building permit plans be identified in writing by these divisions or department, (2) that the staff of the Building and Safety Division be provided with training both initially and on an ongoing basis regarding these requirements and how to detect compliance with these requirements, and (3) that initially this effort should be focused on simpler permits such as chimney repairs or tenant improvements. Another city that the consulting firm has worked with, the City of Livermore, already uses this approach for pool and spa permits. Recommendation: Reduce the extent of building permit plans disseminated for the simpler, less complex building permit plans. Recommendation: The requirements of these other divisions or departments for those building permit plans that will no longer be disseminated should be identified by these divisions or department Recommendation: The staff of the Building and Safety Division should be provided with training both initially and on an ongoing basis regarding these requirements and how to detect compliance with these requirements Recommendation: Initially this effort should be focused on simpler permits such as chimney repairs or tenant improvements. Recommendation: A Plans Examiner position should be authorized for the Building and Safety Division to provide over-the-counter plan checking and zoning clearance for minor permits. Matrix Consulting Group Page 172 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 3. THE BUILDING AND SAFETY DIVISION IS AUTHORIZED AN APPROPRIATE NUMBER OF PLAN CHECK ENGINEERS, BUT WILL NEED TO CONTINUE TO RELY ON CONSULTING PLAN CHECKERS TO SOME EXTENT. In assessing the plan check staffing requirements for the Building and Safety Division, the consulting team relied not only upon its own experience and workload guidelines, but also upon the plan check hours required by type of plan developed in the recent fee study conducted on behalf of the Planning and Community Development Department. In evaluating staffing requirements for plan checking for the Building and Safety Division, the consulting team documented the number of building permits that were plan checked during calendar year 2003 by type of plan. The data, provided by the Building and Safety Division, utilized hours required for plan checking per square foot of construction, by type of construction, and the number of square feet actually plan checked during the year. The table below presents these staffing calculations. Commercial Residential Tenant Element 1&2 Family Apartment Commercial Garage Remodel & Improvement Addition Square Feet 214,359 373,749 185,512 316,652 184,850 835,355 Reviewed Hours Required for 773.6 1,036.1 553.4 878.7 1,592.8 1,518.0 Review Sub-Total Hours by Category 6,352.6 Sub-Total Hours not in Above Categories 2,010.4 Total Hours Required for Plan Review 8,363.0 Total Hours for Review Available per FTE per Year 1,650 FTE's Required 5.1 Note: Tl1ere were hours expended by plan check staff during the year which did not fall into any of the categories used above. These plan types are noted in the table as "not in above categories" and cover a variety of miscellaneous plan review types. In addition, the hours included for apartments, commercial, and tenant improvements include hours for plumbing, mechanical, and electrical plan checking. The Building and Safety Division, in discussing the level of staffing for plan checking, provided data for 2003 regarding the day-to-day plan check workload for the Matrix Consulting Group Page 173 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Division. This data has some limitations; it presumes that each plan check was completed in one day including re-submittals. The table that follows presents the number of plan check staff required for 2003 on a day-by-day basis based upon the data that was provided. 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% No. of Plan Checkers Required 25.0% 0.4% 0.4% 0.4% 0.4% 2 4 5 6 8 9 10 11 12 13 14 3 7 No. of Plan Checkers The data indicates that the plan checking of building permit plans could only be accomplished solely or primarily by in-house staff if the number of Plan Check Engineers was increased substantially - by three Plan Check Engineers. The problem with this increase in staff is that a substantial proportion of these staff would be underutilized or idle a large amount of the time. As the chart indicates, five Plan Check Engineers were required for 53% of these days in 2003. The additional three Plan Check Engineers were needed for 34% of the days in 2003. This staffing depends on the City's philosophy of staffing: should plan checking be staffed for the peaks or for the Matrix Consulting Group Page 174 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process norm. The Matrix Consulting Group recommends that the City staff for the norm and take measures to mitigate the need for consulting plan check engineers. The measures that the Matrix Consulting Group recommends that the City take to mitigate the need for consulting plan check engineers are presented in the paragraphs below. (1) Develop and Implement Alternative Approaches for Plan Checking of Tenant Improvement Plans When Structural Issues Are Not Involved. One of the measures to mitigate the need for consulting plan check engineers is developing an alternative approach for plan checking of tenant improvements. Tenant improvements represent a substantial portion of the plan check workload consists of tenant improvements. This workload is equivalent to a staff year. This type of plan check is typically non-structural, and is not typically plan checked by Plan Check Engineers in other cities or counties (unless there are structural issues associated with the tenant improvement). This is workload that could be absorbed, in part, by the inspection staff when inspection workload permits. As noted previously, for 17% of the workdays in 2003 (or 38 workdays), the inspection staffing available on that workday was twice that required by inspection workload. This is a significant resource that can be utilized to address tenant improvement plan checking. As another alternative, the Senior Plans Examiner (proposed as an upgrade of the Permits Supervisor position in the last chapter of this report) could plan check, in part, tenant improvements. (2) The Plan Check Supervisor Should Allocate One-half of His Time To Plan Checking of Submittals. As another measure, the Plan Check Supervisor should allocate one-half of his time to plan checking of submittals for adherence to codes. There are currently five (5) Matrix Consulting Group Page 175 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Senior Plan Check Engineers in the Building and Safety Division and the Plan Check Supervisor, or a total of six (6) staff. As noted in the last chapter regarding the plan of organization, it is recommended that the Plan Check Supervisor should be a "working" supervisor and allocate one-half of his available labor hours to plan checking of submittals (and not just quality controlling plan checking completed by consultants). (3) A Plans Examiner Position Should Be Authorized. As another measure (and as recommended earlier in this chapter), a Plans Examiner position should be authorized to provide over-the-counter plan checking. The addition of this position would enable the re-allocation of a Plan Check Engineer from the serving the front counter to plan checking. This service is presently provided by Plan Check Engineers. This is largely an ineffective use of a registered engineer. The Plans Examiner should be capable of determining whether building permit plan submittals are complete, and the plan checking of building permit plans that can be considered for over-the-counter plan checking. Recommendation: The current level of plan check staffing within the Building and Safety Division is sufficient if the Plan Check Supervisor assumes a half- caseload, the allocation of responsibility for plan checking of tenant improvements to inspectors when workload allows, and the reallocation of responsibilities for over the counter plan checking. Recommendation: The Building and Safety Division should continue to utilize plan check consultants for peak workloads. Matrix Consulting Group Page 176 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 4. THE BUILDING AND SAFETY DIVISION SHOULD REDUCE RELIANCE UPON OUTSIDE PLAN CHECK CONSULTANTS FOR PLUMBING, MECHANICAL, AND ELECTRICAL PLAN CHECKS. A review of the Building and Safety Division's expenditures for fiscal year 2002- 03 indicates that it spent $554,741 on plan checks by outside consultants last year. This represents a significant increase from previous years. The expenditures by type of consultant include the following: · $118,920 was expended for geotechnical soils reports; · $124,863 was expended on seismic plan checks; · $172,282 was expended on plan checking by ESGIL; and .' $138,676 was expended on JAS for contract plan check employees. The Division's current policy is that all plumbing, electrical and mechanical plans are outsourced to private plan check consultants. All geotechnical reports are sent to a private consultant. With then proposed re-allocation of a Plan Check Engineer assigned to the counter through the proposed addition of a Plans Examiner and the assumption of a half-caseload by the Plan Check Supervisor, the Building and Safety Division will be able to review a significantly greater proportion of plumbing, mechanical, and electrical plans that are currently being completed by consultants. In fact, the workload analysis of the amount of plan checking staff required presumed that of plumbing, mechanical, and electrical plans would be accomplished as part of the regular plan check process (this was built into the fee analysis). However, the transition to reliance on in-house staff for plumbing, mechanical, and electrical plan checks will not be easy. In Newport Beach, the Building Department Matrix Consulting Group Page 177 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process utilizes inspectors that are dedicated to commercial inspection to provide this service. In Livermore, a Plans Examiner that has knowledge and skills in this area is utilized to provide this service (unless the plans are particularly complex). As the City begins to recruit for the Plans Examiner position, and makes the transition to the Senior Plan Examiner classification and the Combination Building Inspector III classification, the City should seek candidates with the skill to plan check plumbing, mechanical, and electrical plans. Plan check consultants should only be utilized when necessary to address peak workloads or to provide a skill set not available within the Building and Safety Division such as seismic plan checking or geotechnical soils reports. Recommendation: Insource plan checks of plumbing, mechanical, and electrical plan checking currently performed by outside consultants (1) to the extent that workload allows and (2) as the City fills the Plans Examiner position and transitions to the Senior Plans Examiner and the Combination Building Inspector III classifications. Recommendation: Only utilize consulting plan checkers to address peak workloads or skills that are not readily available in the Division or have significant peaks and valleys in workload such as seismic plan checking or geotechnical soils reports. 5. THE BUILDING AND SAFETY DIVISION SHOULD PUBLISH A PLAN CHECK CORRECTION COMMENT LIBRARY ON ITS WEB SITE. The Building and Safety Division currently compiles corrections made to building plan checks made by the various reviewing departments and agencies in the City. These corrections should be analyzed, with the most common comments for each construction type posted on the City's web site. These corrections should include the following. Matrix Consulting Group Page 178 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Fire protection Room sizes, lighting, ventilation Exists, stairways, railings Roofing Masonry Garages Elevations Mechanical, electrical, plumbing Noise insulation Energy conservation Foundation requirements Framing Plot plans Floor plans The posting of the correction library will provide guidance to architects in understanding the requirements for construction in Santa Monica, and should include the requirements of all divisions and agencies involved in the review process in the City. Recommendation: Post common plan check corrections on the City's web site to provide guidance to architects in the construction requirements in Santa Monica. 6. THE BUILDING AND SAFETY DIVISION SHOULD ISSUE FOUNDATION ONLY PERMITS. The Building and Safety Division can issue foundation only permits. The Division does not issue foundation only permits. Other cities included in the comparative survey do, in fact, issue foundation only permits including Pasadena and Huntington Beach. The Building Officer should establish procedures for the issuance of foundation only permits and permit the issuance of these types of permits. Recommendation: The Building and Safety Division should establish procedures for issuance of foundation only permits and authorize the issuance of this type of permit. 7. THE PLAN CHECK CHECKLISTS UTILIZED BY THE BUILDING AND SAFETY DIVISION SHOULD BE PUBLISHED TO THE BUILDING AND SAFETY DIVISION WEB SITE. The Building and Safety Division has developed checklists that are utilized by its plan Check Engineers to assure compliance with the various building code requirements. These checklists should be readily available to architects and the public to act as a guide for the nuances of interpretations of these codes by the City of Santa Monica. Matrix Consulting Group Page 179 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Recommendation: The plan check checklists developed by the Building and Safety Division should be posted to the Division's web site. 8. THE ROLE OF THE PROJECT MANAGER IN THE PLANNING DIVISION SHOULD BE CLARIFIED. The City recently implemented a project manager system. The purpose of this project manager system is to provide applicants with a single point of contact as their permit goes through the multi-department/division plan check process and to coordinate the development of an unified set of comments and corrections for applicants. In the employee questionnaire, employees noted a number of problems with the implementation of the project manager system. The problems noted by employees in the questionnaire included the following: · "As project managers, we have the responsibility without the authority." · "Planners currently have responsibility without authority, which makes them ineffective as 'project managers' because they do not have authority to compel other divisions to complete their plan checks on time when they are running behind schedule. Yet, when other divisions do not complete their plan checks on time, the project manger (planner) gets negative performance evaluations when projects are not completed within the prescribed timelines." · "Improve project managers respect level in other Departments/Divisions." · "Early on the permitting process we were made cognizant of the roll of the planner (Planning Division) as the gatekeeper, meaning that persons will be in charge of coordinating the review and permitting process. As time went on, that role dissipated. It should be re-integrated in the process again." There are three key aspects of project management that leading organizations use to support an organized approach to permit administration. These are 1) providing a single point of contact for applicants, 2) having dedicated project managers, and 3) monitoring internal timelines. These are described below: · Single Point of Contact - A single point of contact is a person assigned to a Matrix Consulting Group Page 180 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process particular permit or permit type, and that individual is accessible to the applicant for any questions regarding permit application, review, and issuance. · Dedicated Project Managers - Similar to a single point of contact, dedicated project managers (also known as application facilitators, case managers) are typically assigned only for large or complex projects. A project manager is different from the single point of contact, in that the project managers take an active role in managing the permit application through the permit process. · Monitoring Internal Timelines - These are the approaches used to monitor the time it takes to process a permit from the time of permit application. The project manager in the Planning Division should be responsible for managing all aspects of a permit application submitted to the Planning Division including being the single point of contact for applications submitted to the Planning Division, monitoring internal timelines, and taking an active role in managing the permit application through the permit process. The project manager should be empowered to manage the review of these permit applications by all staff in the various divisions/departments. The project manager should be empowered as the team leader of a multi-discipline team comprised of staff from Planning, Transportation Management, Building and Safety, Environmental and Public Works Management, and Fire Prevention. While the Planning Division already utilizes a project or case manager system, the parameters and authority of the project or case manager need to be clarified and defined in writing. The parameters or authority of the project or case manager should include those aspects defined in the following paragraphs. Matrix Consulting Group Page 181 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (1) The Project Manager Should be Responsible for Management of the Review of Permit Applications Submitted to the Planning Division. The project manager is expected at the present time to be responsible for the management of the review of applications for the entire process starting with the discretionary or administrative permit all the way through the building permit. This is atypical. Other cities place responsibility with the project manager in the Planning Division only for the applications submitted to that Division, and not application submitted to the Building and Safety Division. The project manager in the Planning Division should only be responsible for the management of applications submitted to the Planning Division. Elsewhere in this chapter, the consulting team recommends that the Building and Safety Division should establish a project manager system for building permit plan checking. Recommendation: The project manager in the Planning Division should only be responsible for the management of applications submitted to the Planning Division. (2) The Project Manager Should be Responsible for Making Sure the Applicant Gets to a Clear Decision Point in Accordance with Adopted Timelines. The project manager is there to make sure that the review of the permit application submitted to the Planning Division proceeds in a timely and predictable fashion. The project manager should not be expected to always give the applicant the answer the applicant wants -- the City's codes and regulations do not allow everything. So, the answer may be "no, you cannot build that, but, we will give you an option as to what you can build." Recommendation: The project manager should be responSible for the management of the review of applications submitted to the Planning Division in Matrix Consulting Group Page 182 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process accordance with adopted timelines including the resolution of problems with timeliness of the review by other divisions or departments. (3) The applicant should be informed regarding the name of the project manager assigned to their permit application within five working days of submittal of the application. The applicant should be informed of the name of the case manager assigned to their application no later than five working days after the submittal of their application. This should include the phone number and e-mail address of the project manager. Recommendation: The applicant should be informed regarding the name of the project manager assigned to their permit application within five working days of submittal of the application and provided their telephone number and e-mail address. (4) The Project Manager Should be Responsible for Complete and Timely Communication Among the Multi-Disciplinary Team. The project manager should make sure communications occurs amongst the multi-disciplinary team, and complex issues are resolved, such as when code issues raised by the multi-disciplinary team conflict. The project manager should lead any discussions that focus on resolving conflicting conditions of approval or competing code requirements. His or her job is to keep the review of the permit application submitted to the Planning Division is coordinated and predictable. Recommendation: The project manager should be responsible for the communication amongst the multi-disciplinary team, and the resolution of conflicting conditions of approval or competing code requirements (5) The Role of the Project Manager Should be Clarified in a Written Policy. The responsibility and the authority of the project manager should be clearly spelled out in a written policy by the Planning and Community Development Director, Matrix Consulting Group Page 183 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process and approved by the City Manager. The responsibility and authority, in addition to that previously identified, should include: . Conducting pre-application meetings and review as appropriate; . Collecting and integrating comments from other divisions and departments; . Resolving inter-division or inter-departmental problems such as conflicting conditions; . Assuring that the conditions of approval suggested by other divisions or departments are reasonable; . Analyzing the application in regards to the compliance with zoning regulations and the general plan; . Coordinating citizen input and comments; . Working with the applicant to resolve problems and revise the project as appropriate; . Managing the processing of the permit application in accordance with adopted timelines and seeing that they are met; . Promptly reviewing and issuing notifications of omissions or problems with the project; . Coordinating with key decision makers; Signing the staff reports; and . . Following up on enforcement of conditions. The role of the project manager should be that of a "team leader;" if there are problems with one of the members of the team, it would not be the role of the project manager to resolve this problem directly with that member, but rather with the supervisor of that member of the team. It also does not suggest that the project manager has the authority to override code requirements or adopted standards. However, if the project manager has a problem with the conditions of approval Matrix Consulting Group Page 184 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process suggested by the team member, it should be the role of the project manager to resolve that problem working with the member of the team or the supervisor of that member of the team. In summary, the project manager is a team leader for a multi-disciplinary team who is responsible for keeping the review of a permit application on track, makes sure issues involving conflicting code or regulatory issues are resolved, charts a clear course for the applicant through the review process, and makes sure issues regarding the application are identified early in the review process. Recommendation: The authority of the project manager should be clearly spelled out in a written policy by the Planning and Community Development Director, and approved by the City Manager. 9. ESTABLISH A PERMIT REVIEW COMMITTEE AND UTILIZE THE COMMITTEE FOR REVIEW OF COMPLEX PROJECTS. Guiding applicants through the City's complex permit and plan check process is a challenge. Applicants and staff alike advocate investing staff resources at the front end of the process to help reduce confusion, uncertainty, and mistakes. Like Santa Monica, progressive cities have implemented one-stop Permit Centers to facilitate project review and approval. In addition, progressive cities use a team approach with a project manager as the team leader to review and approve many types of applications. The Planning Division, however. is not utilizing a Permit Review Committee (PRC) to discuss permits, develop recommended conditions of approval and mitigation measures. The PRC should be utilized to expedite the permit and plan check process, by ensuring the applicant is aware of all the things they will need to do to enable their Matrix Consulting Group Page 185 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process permit to receive serious consideration by the appropriate Boards and/or Commissions. The Permit Review Committee (PRe) should consist of multi-disciplined and multi-departmental personnel including staff from Planning, Building and Safety, Transportation Management, Engineering and Public Works Management, and Fire Prevention. Applicants should be invited to attend the meetings. The PRC meetings should be utilized to review all of the complex discretionary permit applications filed during the previous week. After the meetings, the project manager should send the applicant a letter containing PRC comments, and specifying what will be required to process the project. The utilization of the PRC needs to be carefully managed by the Planning Division, however, to be an aid in the permit and plan check process, and not a hindrance. The careful management should include the following aspects. · The permit application should be routed to PRe before the weekly meeting. · The permit application should be routed to PRC after the application has been determined to meet submittal requirements - the day after. · Comments, conditions of approval, and mitigation measures should be discussed at the PRC meeting, and formal written comments, conditions of approval, and mitigation measures should be due back to the project manager within 5 calendar days. · Members of PRC should only have one opportunity to comment or condition an application. · "Thresholds" should be set for referral of applications to PRC. Not all applications should always be referred to all members of SAC Gust as in the case with building permit plans). The involvement of PRC in the permit and plan check process needs to be managed by the Planning Division. Matrix Consulting Group Page 186 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Applicants should be invited to the PRC to receive direct feedback regarding their application and comments or conditions or approval, and to inform the applicant face-to- face about basic problems, if any, with the application being deemed complete, preliminary environmental findings, basic conditions that might be imposed, and timing for processing of the application. The meeting would allow the applicant to meet staff members that are working on the application, and staff could hear what goals the applicant might have, and what problems the conditions might cause. Recommendation: A Permit Review Committee should be established that would include staff from Planning, Building and Safety, Transportation Management, Engineering and Public Works Management, and Fire Prevention. Recommendation: The Planning Division should provide the leadership of the meetings of the PRC. Recommendation: The PRC should meet and review all complex discretionary permits. After the meeting, project managers from the Planning Division should consolidate and prioritize PRC comments, and send a written communication to the applicant outlining what steps will be required to get the project processed and completed. Recommendation: The Planning Division should use the PRC meetings to ensure the applications are handled consistently and correctly, and that decisions are consistent with past precedents and decisions. 10. ENHANCE THE EXISTING CASE MANAGEMENT SYSTEM UTILIZED BY THE PLANNING DIVISION. The purpose of the case management system should be to make visible the amount of staff hours and calendar time required to analyze and reach a decision on permit applications submitted to the Planning Division. The specific objectives related to the system are as follows: · To establish a process whereby specific staff hours and calendar day targets are set for each application. The hours established by the fee study conducted recently on behalf of the Planning and Community Development Department could serve as the basis for the staff hour targets. Matrix Consulting Group Page 187 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · To general data sufficient to assess the performance of both individuals as well as the Planning Division in comparison to those targets. · To provide a data base from which staffing requirements can be analyzed and budget requests can be justified during the annual budget process. Overall data provided by the system should be sufficient to: . Indicate when caseload exceeds the time requirements and commitments of the staff assigned to the Current Planning Section (and, as a result, when consulting planners should be considered for the review of these permit applications). . Show the impact of overload On the amount of calendar days required to process cases or applications. Major elements of the proposed case management system are presented in the sections that follow. (1) The Principal Planner for the Current Planning Section Should Plan and Schedule the Analysis of Permit Applications Submitted to the Planning Division. The Principal Planner assigned to the Current Planning Section should review incoming permit applications submitted to the Planning Division and analyze application characteristics, focusing in particular on potential processing difficulties. Once difficulties are identified, the Principal Planner would set targets for staff as follows: (1) overall staff hours allocated to process the application; and (2) calendar targets for completing the analyses of the application. Based on the target data, the Principal Planner would review the most recent open case inventory report in Permits Plus and note the workload of staff. Cases would then be assigned as appropriate. The Principal Planner would then enter the target data and the name of the case planner on the cases inventory report. (Ultimately, this responsibility should be delegated to the Senior Planners in the Current Planning Section on a rotating basis). Matrix Consulting Group Page 188 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process When projects are first assigned, the "project manager" to whom the permit application is assigned would review the targets (calendar targets and staff hour allocations) established for the case. If the "project manager" feels that the targets are unreasonable after a review of the application, the project manager should discuss them with the Principal Planner and negotiate appropriate changes. Applications should be scheduled for the Zoning Administrator, Architectural Review Board, or Planning Commission meetings and for noticing before the project manager completes the analysis and the staff report approved by the Senior Planner. For most cases, the Division should readily be able to anticipate when the analysis will be completed. The Planning Division has developed staff hour requirements as part of the fee study. These staff hour requirements were identified in terms of staff hours required, on the average, for process of application by type of application. These staff hour requirements should be utilized for each case in the application planning and scheduling system. These targets should be utilized to manage the caseload of each project manager. Recommendation: The Principal Planner for the Current Planning Section should plan and schedule the analysis of permit applications submitted to the Planning Division. (2) The Timelines for Processing of Permits by the Planning Division Should be Revised. Based upon a review of the data contained within "Oscar" (the Planning Division database), the median number of calendar days to what the database labels as the action date after an application has been deemed complete amounts to 118 calendar Matrix Consulting Group Page 189 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process days for a conditional use permit (with a sample size of 21), 160 calendar days for the design compatibility permit (with a sample size of 14), 449 calendar days for the development review permit (with a sample size of 8), 163 calendar days for the tentative map (with a sample size of 14),71 calendar days for the use permit (with a sample size of 21), 78 calendar days for an administrative approval (with a sample size of 15), and 90 calendar days for the variance (with a sample size of 18). For those applications requiring review and approval of the Architectural Review Board, the median number of calendar days to final action was 48 calendar days (with a sample size of 135). These processing times are longer than comparable progressive organizations. The timelines utilized by the Planning Division should be refined for the length of time -- in calendar days -- required to process permit applications from the date the permit application is deemed complete to the date of the applicant's initial public hearing. The Planning Division should initially focus its attention on those applications that are approved by the Zoning Administrator. If the proposed reengineering of the discretionary and administrative permits are ultimately approved by the City Council, then the Planning Division should further refine these timelines to reflect those policy decisions. Possible calendar date targets for processing different types of applications, based upon the experience of progressive cities, are presented in the table below: Type of Application Target Processing Time (Calendar Days) 30 45 45 120 120 120 120 Design Review (Requiring ARB Approval) Variance Use Permit Conditional Use Permit Design Compatibility Permit (wlo EIR) Development Review Permit (wlo EIR) Tentative Map (wlo EIR) Matrix Consulting Group Page 190 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process These possible targets for processing applications should be reviewed by the Planning and Community Development Director and the City Manager and modified as necessary. These targets should be published to the Division's web site. The Principal Planner should be held accountable for management of the open permit case inventory. The Principal Planner should utilize the planning and scheduling system to: · Evaluate employee productivity; · Balance workload among different project managers; · Determine the amount of staff time that could be reasonably expected to be consumed on various types of cases or activities; and · Quantify the amount of backlog and the anticipated completion date of various applications given all work in progress. This system should be utilized to "manage" the workload including reviewing actual progress versus scheduled deadlines and facilitate the shifting of work assignment and schedules in the face of changing priorities or workload. One of the products of this system should be a monthly report to identify workload for each staff both in number of cases, and estimated hours to handle these cases, an identification of actual processing time versus scheduled both on a case-by- case basis and year-to-date, and workload by type of case, year-to-date. Recommendation: The timelines for processing of permits by the Planning Division should be revised beginning initially with those applications that are approved by the Zoning Administrator. Recommendation: The timelines for processing of permits by the Planning Division should be published on the Division's web site. Matrix Consulting Group Page 191 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 11. THE PLANNING DIVISION SHOULD FORMALIZE ITS POLICIES AND PROCEDURES. The formalization of these policies and procedures includes a number of distinct elements including the following: · The documentation of the conditions of approval utilized by all of the divisions and departments in the review of discretionary and administrative permits; · The publishing of the interpretations by the Associate Planner assigned to the Permit Center to the Planning Division's web site; · The development of a policies and procedures manual by the Planning Division; and · The use and application of checklists for the review of applications submitted to the Planning Division. These elements are discussed in greater detail in the sections below. (1) The Conditions of Approval Utilized by All of the Divisions and Departments in the Review of Discretionary and Administrative Permits Should be Documented. In the consulting teams experience, one of the primary methods for assuring consistency in the completion of plan check activities, whether it is a building permit plan check, final map plan check, or conditional use plan check, or any other type of permit, is to document in writing the conditions of approval. The Planning Division has largely already accomplished this task. Other divisions and departments should follow suit and develop, in writing, their conditions of approval. This would include the Planning Division (including architectural review), Transportation Management, Utilities, Open Space, Fire Prevention, Police, etc. Some concerns have been expressed regarding the legal authority to comment Matrix Consulting Group Page 192 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process on discretionary or administrative permits. This recommendation is driven by the need for the City to enhance its customer service, and avoid surprises for its customers. For example, the Fire Prevention Bureau requires that a sprinkler system shall be required "throughout any existing building whenever more than fifty percent cumulative, of the existing floor area, including mezzanines, is added to and/or remodeled within three calendar years." This would be an important condition of approval for a discretionary permit such as a design compatibility review or development review. The Fire Prevention Division has already documented many of these conditions and placed them on their web site in a document entitled "Santa Monica Fire Department Plan Review Comments." These conditions should be posted to the Planning Divisions web site. The Planning Division should take lead responsibility in facilitating the development of these conditions of approval by all of the divisions and departments. Recomm~ndation: The conditions of approval utilized by all of the divisions and departments in the review of discretionary and administrative permits should be documented. Recommendation: These conditions should be posted to the Planning Division's web site. Recommendation: The Planning Division should take lead responsibility in facilitating the development of these written conditions of approval by all of the divisions and departments. (2) The interpretations by the Associate Planner assigned to the Permit Center and other interpretations of the zoning ordinance should be published to the Planning Division's web site. Another tool to help the Division achieve consistency is an interpretation log that records how various provisions of the zoning ordinance are interpreted in cases where Matrix Consulting Group Page 193 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process the application of certain regulations is not entirely clear. The Associate Planner assigned to the Permit Center has developed a set of interpretations based upon the situations and applications that he has encountered in providing customer service in the Permit Center. These interpretations are in writing, but not readily available to the public or to staff. Other than that, the Division does not maintain a log of interpretations. The maintenance of such a log can easily become a low priority unless someone is specifically tasked with the responsibility of updating it regularly. Recommendation: The zoning ordinance interpretations by the Associate Planner assigned to the Permit Center and other staff of the Planning Division should be documented and published to the Planning Division's web site and updated by the Principal Planner assigned to Current Planning Section. (3) The Planning Division Should Develop a Procedures Manual. The Planning Division has suffered significant turnover in the previous three years. The turnover has approximated 18% annually. This is twice the experience of the City as a whole. This can create significant problems and demands in the training of new staff and in the consistency of service delivery. The Planning Division can better integrate new employees and enhance consistency by developing a procedures manual. The procedures manual should address such topics as the following: · Office hours; · Customer service; · The ethics policies of the Division; · A summary of the general plan including relevant policies; Matrix Consulting Group Page 194 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Permit processing procedures (application submittal, initial review, completeness review, etc.; · Environmental review procedures; · The use of Permits Plus; and · Hearing body review; Recommendation: The Planning Division should develop a procedures manual. (4) The Planning Division Should Develop and Utilize Checklists for the Review and Processing of Discretionary and Administrative Applications by Its Own Staff. As noted previously, the Planning Division has suffered significant turnover in the past several years, well in excess of the average for the City as a whole. Another measure that should be taken to integrate new staff and ensure consistency is the development of checklists for the review and processing of each discretionary and administrative application. The development of these checklists should also be designed to assure better consistency among the staff of the Planning Division in the review and processing of discretionary and administrative applications. For example, for a design review application, the checklist could include such aspects as the following: · Setting up the file; · Reviewing for consistency with zoning guidelines including the FAR, parking standards, setback and height requirements, compliance with specific plan design criteria, etc.; · Field checking to review views and visibility, natural resources, compatibility with adjacent uses including style and protection of privacy, and solar planes; · Setting up a discussion with the Urban Designer; Matrix Consulting Group Page 195 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . Working with the applicant to obtain an adequate design for either staff approval (minor projects) or the Architectural Review Board; . Completing the environmental determination; and . Condition clearance for the building permit plan check. Recommendation: The Planning Division should develop and utilize checklists for the review and processing of discretionary and administrative applications by its own staff. 12. TRANSPORTATION MANAGEMENT SHOULD PROVIDE TRAINING TO THE PLANNING DIVISION SHOULD DEVELOP CONDITIONS OF APPROVAL FOR PARKING AND CIRCULATION. Discussions with the staff of the Planning Division indicate that there is a lack of clarity regarding parking and circulation standards and conditions of approval. This includes such issues as the following: · Two vehicle maneuvers; · The slope of driveways; and · Hazardous visual obstructions. The confusion relates to some degree on the need to understand what aspects of the Transportation Management Division rules and requirements are code standards versus guidelines, where there is flexibility in the application and where there is not. The Transportation Management should provide training to the staff of the Planning Division in these code requirements, the basis for these requirements, the engineering practice and application of these requirements, etc. Recommendation: The Transportation Management Division should provide training to the staff of the Planning Division in these code requirements, the basis for these requirements, the engineering practice and application of these requirements, etc. Matrix Consulting Group Page 196 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 13. SIMPLIFY AND STREAMLINE SELECTED ASPECTS OF THE DISCRETIONARY AND ADMINISTRATIVE PERMIT PROCESS, WHILE PRESERVING OPPORTUNITIES FOR THE PUBLIC TO PARTICIPATE IN THESE PROCESSES. The City's current permit and plan check process for discretionary and administrative permits is so complex that many applicants cannot determine how or when their projects will be approved. In interviews, applicants, staff, and the public alike, complained about the complexity of the current process. A permit application submitted to the Planning Division can go through more than twenty types of applications that have different processes for their consideration. More specifically: · There are over twenty types of discretionary and administrative permit applications. These include administrative approvals, alcohol determinations, coastal approval in concept, deed restriction, administrative extension, minor permit, re-occupancy permit, performance standards permit, temporary use permit, zoning conformance permit, certificate of appropriateness, conditional use permit, design compatibility permit, development review, final map, Mills Act Application, landmark permit, text amendment, tentative parcel map, tentative subdivision map, use permit, variance, lot line adjustment, general plan amendment, and design review permit. · There are a multiple number of decision-makers for these over twenty types of discretionary and administrative permit applications. The decision maker for these over twenty different types of applications include the staff of the Planning Division, the Zoning Administrator, the Architectural Review Board, the Planning Commission, and the City Council. · In some cases, the application requires more than one public hearing involving different decision makers. For example: The development review permit requires the approval of the Planning Commission. The applicant must then submit a design review permit for consideration of the Architectural Review Board. A design compatibility permit requires the approval of the Planning Commission. The applicant must then submit a design review permit for consideration of the Architectural Review Board. Matrix Consulting Group Page 197 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . In some cases in which staff of the Planning Division approves (or disapproves) an application, it duplicates work that these staff perform later in another separate permit process. The staff approves (or disapproves) a zoning conformance permit, but then review the same application for zoning conformance during the building permit plan check. . The length of time required for processing these cases is longer than the experience in other cities as noted previously. The median number of calendar days to what the Oscar database labels as the action date after an application has been deemed complete amounts to 118 calendar days for a conditional use permit (with a sample size of 21), 160 calendar days for the design compatibility permit (with a sample size of 14), 449 calendar days for the development review permit (with a sample size of 8), 163 calendar days for the tentative map (with a sample size of 14), 71 calendar days for the use permit (with a sample size of 21),90 calendar days for the variance (with a sample size of 18), 78 calendar days for an administrative approval (with a sample size of 15). For those applications requiring review and approval of the Architectural Review Board, the median number of calendar days to final action was 48 calendar days (with a sample size of 135). . The length of time for applications that require the approval of two different decision-making bodies is even more lengthy. This problem is actually worse, in some cases, than the data for each different type of discretionary permit portrays. For example, after the applicant obtains the approval of the Planning Commission for a development review permit (requiring an average of 449 calendar days), the applicant must then obtain the approval of the Architectural Review Board for a design review permit. This required an average of 73 calendar days. Overall, an applicant would require an average of almost seventeen months to obtain the approval of the Planning Commission and the Architectural Review Board for an application involving both a development review permit and a design review permit. . Public participation in these processes tends to lengthen the amount of time required for approval or disapproval of these applications. The Matrix Consulting Group sampled case files to determine the amount of calendar time required for processing of various types of applications (above and beyond what was available in the Oscar database). The sample clearly indicated that the public process increases the length of time required for processing of applications. For example: The median number of calendar days for review and approval or disapproval of a zoning conformance review permit approved at staff level amounted to 47 calendars days; Matrix Consulting Group Page 198 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The median number of calendar days required for review and approval or disapproval of a use permit or variance permit approved by the zoning administrator amounted to 78 calendar days; and The median number of calendar days for review and approval or disapproval of a conditional use permit, design compatibility permit, or a development review permit by the Planning Commission amounted to 213 calendars days. This was not the case in all instances. The design review permits approved by the Architectural Review Board required 50 calendar days at the median - less than the amount of time required by the zoning administrator. However, overall, the amount of time required for review and approval of an application lengthened as the public participation process increased. This is not to suggest that a city should make a decision regarding thresholds for review of applications based upon the length of time required, but rather that decisions regarding these thresholds should be based on careful consideration of the value of public participation versus the complexity and impact of that application. Other comparable cities, such as Palo Alto, have evaluated the processes that they utilize for approval or disapproval of discretionary and administrative permits and streamlined these processes while preserving public participation. These cities have delegated authority to staff, a zoning administrator, or an architectural review board for review and approval (or disapproval) based upon the nature of the permit. The cities included in the comparative survey have clearly made a decision to delegate approval (or disapproval) of selected discretionary or administrative permits to staff, a zoning administrator, or the Architectural Review Board (or its equivalent). For example: · The City of Pasadena has delegated to staff the approval (or disapproval) of sign permits, development proposals of 10,000 square feet or less downtown or 25,000 square feet or less citywide (excluding the downtown), and development proposals for multi-family dwellings of 8 units or less. The zoning administrator is delegated authority to approve variances, conditional use permits, and sign exceptions. The Design Review Commission is delegated authority to approve development proposals of 10,001 square feet or greater downtown to as much as 25,000 square feet and multi-family construction of 9 units or more. The Planning Commission is delegated authority to approve development proposals over 25,000 square feet. Matrix Consulting Group Page 199 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . The City of Palo Alto has delegated to staff the approval (or disapproval) of sign permits minor use permits, and minor variances. The zoning administrator is delegated authority to approve (or disapprove) variances, conditional use permits, and sign exceptions. The Architectural Review Board reviews and approves (or disapproves) design review permits for R2 and greater. The Planning Commission in Palo Alto is strictly advisory to the City Council; the City Council reviews and approves (or disapproves) parcel and subdivision maps as well as rezones. . In the City of Santa Barbara, the Architectural Review Board reviews and approves (or disapproves) all development proposals for commercial and multi- family construction. The Planning Commission approves (or disapproves) parcel and subdivision maps. This is clearly a policy decision that must ultimately be made by the City Council, however, the Matrix Consulting Group recommends that the City Council simplify and streamline selected discretionary and administrative permits while assuring that those permits that receive a public hearing at present continue to receive a public hearing. These recommendations include the following: · The zoning conformance permit should be eliminated altogether. This process, checking for zoning conformance, is already part of the building permit plan check process. The zoning conformance review duplicates this process. · The design compatibility permit should be eliminated altogether. This process duplicates the design review permit. The responsibility for review of the location, massing, size, and placement of the proposed condominiums and other multi-family dwellings should be assigned to the Architectural Review Board. This Board should give this consideration as part of the design review permit and would include noticing of the affected neighborhood and a public hearing. · The administrative approval permit should be eliminated altogether. This permit is intended to allow for the approval (or disapproval) of development proposals that conform to standards for the zone and do not require discretionary review. This should be integrated into the building permit plan check process. · Sign permits should be delegated to staff as long as these signs meet design guidelines and standards that have been adopted in a public hearing by the Planning Commission and the City Council. This is a common pattern: both the delegation of this authority to staff and the development by staff of design guidelines and standards and their approval by the Planning Matrix Consulting Group Page 200 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Commission and City Council. The Architectural Review Board should approve (or disapprove) exceptions to these design guidelines and standards in a public hearing. · Development review permits for construction of 10,000 to 25,000 square feet should be delegated to the Architectural Review Board. This is not an unusual pattern. It is the pattern used by the City of Pasadena. Palo Alto delegates to their Architectural Review Board the authority for all development proposals regardless of size. The Architectural Review Board in Santa Barbara reviews and approves (or disapproves) all development proposals for commercial and multi-family construction. The responsibility for review of the location, massing, size, and placement of the proposed structure on the site should be assigned to the Architectural Review Board. This Board should give this consideration as part of the design review permit. Recommendation: Selected aspects of the discretionary and administrative permit process should be simplified and streamlined, while preserving the existing opportunities of the public to participate in these decision-making processes. 14. THE PLANNING COMMISSION SHOULD CONSIDER THE DESIGN ASPECTS OF DEVELOPMENT REVIEW PERMITS OVER 25,000 SQUARE FEET. At present, the Architectural Review Board considers permit applications subsequent to their review and approval by the Planning Commission. There will continue to be discretionary permit applications that will be considered by the Planning Commission. This duplicates the review of the Planning Commission, which also considers the design aspects of these applications. This duplication should be eliminated. The review of the compliance of development review permits applications for their compliance with the City's design guidelines should not be subject to review by both the Planning Commission and the Architectural Review. As recommended previously, the Architectural Review Board should review and approve or disapprove development review permits from 10,000 square feet to 25,000 square feet. Above Matrix Consulting Group Page 201 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 25,000 square feet, the Planning Commission should provide the design review; the Architectural Review Board should not consider these types of applications. Recommendation: The Architectural Review Board should review and approve or disapprove development review permits from 10,000 square feet to 25,000 square feet. Above 25,000 square feet, the Planning Commission should provide the design review; the Architectural Review Board should not consider these types of applications. 15. THE STAFF REPORTS SUBMITTED TO THE PLANNING COMMISSION SHOULD BE SIMPLIFIED AND STREAMLINED. A review of the staff reports prepared by the Planning Division for the Planning Commission indicates a length that ranges from fifteen to twenty pages. This length is far longer than that in other cities. Some of the information appears duplicative or not essential. The Planning Division should consult with the Planning Commission in regards to that information the Commission finds useful in these reports. The reports should be streamlined and simplified. Recommendation: Staff reports submitted to the Planning Commission should be simplified and streamlined. 16. THE PROCESS FOR REVIEW AND APPROVAL FOR STAFF REPORTS FOR THE PLANNING COMMISSION AND THE CITY COUNCIL SHOULD BE STREAMLINED. A review of the timeline for review of the review of staff reports submitted to the Planning Commission indicates that the agenda process is a lengthy one that contributes significantly to the length of time required for processing of discretionary applications. For example, the timing for the July 7, 2004 Planning Commission agenda is presented in the table below. Matrix Consulting Group Page 202 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Date of submittal of legal ads, staff reports, and photo verifying site posting Date of submittal of legal ads and staff reports to Principal Planner Date staff reports returns to Planner Date staff report returns to Senior Planner Date of submittal of staff reports to Planning Manager/City Attorney (if needed) Date of submittal of legal ads to Kyle Notice to Los Angeles Times Packet day Monday, May 10 Monday, May 17 Tuesday, May 25 Tuesday, June 1 Tuesday, June 8 Tuesday, June 15 Monday, June 21 Thursday, June 24 The amount of time required for placing a staff report in a packet for consideration of the Planning Commission amounts to more than six (6) weeks. This is not a reasonable amount of time. Much of the time early in the process for review of the staff report by the Principal Planner and its subsequent revision by the Planner should be compressed. The amount of time required to review and modify reports before their review by the Planning Manager and City Attorney (if needed) should amount to a week, not the four weeks that are currently scheduled. This, however, is highly dependent on the streamlining of the reports prepared for the Planning Commission (and the expansion of the number of Senior Planners and Principal Planners to enhance team leadership). The longer these reports, the more time required for review and correction. When these reports are streamlined, the process for their review should also be streamlined and shortened. At the same time, a review of the timeline of staff reports submitted to the City Council indicates that the agenda process is a lengthy one that contributes significantly to the length of time required for processing of discretionary applications. For example, the timing for the July 13, 2004 City Council agenda is presented in the table below. Staff reports due to Senior Planner Staff reports due to the Planning and Community Development Director Staff reports returned from the Planning and Community Development Director Staff reports due to City Attorney/Finance Revised reports due to City Attorney/Finance for recheck (after revisions by staff of the Planning Division) Final reports due to City Manager's Office Monday, May 17 Tuesday, June 1 Monday, June 7 Monday, June 14 Monday, June 14 Monday June 28 Matrix Consulting Group Page 203 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The amount of time required for placing a staff report in a City Council packet amounts to six (6) weeks. This lengthens the timing for appeals of discretionary permits approved or disapproved by the Planning Commission. Much of the time early in the process for review of the staff report by the Senior Planner and its subsequent revision after review by the Planning and Community Development Director should be compressed. The amount of time required to review and modify reports before their review by the Finance Department and City Attorney should amount to two weeks, not the four weeks that are currently scheduled. At the same time, the review of these reports by the Finance Department and City Attorney's Office and their re-review after revisions have been made should be streamlined. The City Attorney's office and the Finance Department should be expected to be clear about the necessary changes; the staff revising the staff report should be expected to make these changes (or discuss their concerns regarding these changes with the Planning and Community Development Director, Finance Department and City Attorney's Office). If staff do not make these changes or do not discuss concerns with the Planning and Community Development Director, Finance Department and City Attorney's Office, then these staff should be disciplined. Recommendation: Streamline the processes for the review and approval of staff reports for the Planning Commission and the City Council should be streamlined. 17. ADJUSTMENTS SHOULD BE MADE IN WORK ASSIGNMENTS AND PRACTICES OF THE ASSISTANT AND ASSOCIATE PLANNERS. The Matrix Consulting Group utilized a number of factors to assess the workload of the Planning Division and the amount of staffing required. This included the number Matrix Consulting Group Page 204 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process of discretionary and administrative permits currently being processed as well as the application of staff hours per type of application for the volume processed in 2003 and how staff hours were allocated for a fifteen-month period until October 2003. The table below presents how Assistant and Associate Planners allocated staff hours for that fifteen month period by general category. Work Type % Mos. Avg. City Council, Boards, and Commission 27.5% 716.50 Policy and Advanced Planning 3.2% 82.79 Administrative Permits, Licenses, Plan Check 28.3% 739.15 Customer Service 24.9% 649.42 Environmental Documents 3.1% 80.30 Other Public MeetinQs 1.0% 26.09 Miscellaneous 12.1% 314.77 Total 100% Important points to note concerning this data are presented below. · A little more than one-quarter (27.5%) of the time of Assistant and Associate Planners was allocated to meetings and presentations to the City Council, Boards and Commissions. This is the equivalent to 4.4 staff years. · A little more than one-quarter (28.3%) of the time of Assistant and Associate Planners was allocated to the processing of administrative permits, licenses, and plan checks. This is the equivalent to 4.5 staff years. · Almost one-quarter (24.9%) of the of the time of Assistant and Associate Planners was allocated to customer service (the Permit Center, answering phones, etc.). This is the equivalent to 4.0 staff years. These three work activities comprised almost 81 % of the staff hours of the Assistant and Associate Planners for the fifteen-month period ending October 2003. Matrix Consulting Group Page 205 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process In addition to this data, the consulting firm also reviewed the number of open and active administrative and discretionary permits. A review of the permit allocation as of May 2004 indicated that workload is relatively evenly allocated in terms of the volume of applications. However one of the Associate Planners is assigned few cases since this Associate Planner functions as the liaison to the Architectural Review Board. This responsibility should be allocated to the Urban Designer; the Associate Planner should be assigned a full caseload. The number of open and active cases assigned to Assistant and Associate Planners did not appear to be inappropriate in terms of the volume. However, the application of work hours by type of application indicates that the current staffing level is marginally adequate given the other demands that are placed on these staff, primarily the number of hours required for meetings and presentations to the City Council, Boards and Commissions. The amount of staff hours required for attendance at these meetings and presentation of reports and responding to questions seriously detracts from their ability to process discretionary and administrative staff reports on a timely bases. Recommendation: The responsibility as liaison to the Architectural Review Board should be allocated to the Urban Designer; the Associate Planner currently assigned this responsibility should be assigned a full caseload. Recommendation: The Assistant and Associate Planners should not attend the meetings of the Architectural Review Board, the Planning Commission or the City Council; the presentation of these reports should be the responsibility of the Senior Planners. 18. THE PLANNING DIVISION SHOULD EXPAND THE EXTENT OF TRAINING PROVIDED TO ITS STAFF. Setting a budget for training is never easy with all the competition for Matrix Consulting Group Page 206 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process expenses needed to run local government. The American Society for Training & Development (ASTD) 2003 State of the Industry Report identified a number of ways to measure commitment to training and a few benchmarks on what others spend. · Training as a % of payroll increased to 2.2% in 2002, up from 1.9% in 2001. · Training expenditures per employee increased to $826 per employee in 2002, up from $734 in 2001. · Training hours per employee increased to 28 in 2002, up from 24 in 2001. · Training delivery via classroom decreased to 72% in 2002, down from 77% in 2001. · Training delivery via technology increased to 15% in 2002 up from 10.5% in 2001. In the fiscal year 2004-05 annual budget for the Planning Division, the training budget amounts to $0, although the amount of budget for conference/meetings/travel amounts to $13,100. This amounts to 0.7% of the salary expenditures for permanent employees or $485 per employee. (It should be noted that this budgeted amount includes funds for the Planning Commission). This is substantively less than that found by ASTD. However, before consideration of an increase in the level and extent of training expenditures for the Division and its staff, the Planning Manager should assure the development and execution of a well-conceived training. In developing a training plan for the Division, the Planning Manager should assure that skill development is linked to an assessment of the strengths and opportunities for improvement of each employee. Matrix Consulting Group Page 207 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Ongoing training is also essential to maintain staff proficiency, consistency and uniform interpretation of the zoning ordinance. Recommendation: A training needs assessment should be developed for employees in the Planning Division. Recommendation: The training budget for the Planning Division should be increased to $27,000 annually (including conferences/meetings/travel). 19. SENIOR AND PRINCIPAL PLANNERS SHOULD CONTINUE TO RECEIVE OVERTIME FOR ATTENDANCE OF MEETINGS OUTSIDE OF THEIR NORMAL WORK HOURS. The City of Santa Monica, like every city in California, has faced and continues to face difficult financial choices. These choices result in decisions that cities might not make otherwise. The City has made important efforts to control the cost of overtime and encourage performance by providing 48 hours of incentive pay annually to Assistant and Associate Planners, and the eligibility for bonuses that can amount to as much as 10% of their base salary. This same approach is being considered for Senior and Principal Planners. The Matrix Consulting Group recommends that this approach not be utilized for Senior and Principal Planners since these staff will likely face long hours of meetings with the Architectural Review Board, Planning Commission, and City Council. The amount of hours spent in these meetings will certainly exceed 48 hours per year. As noted previously, each meeting of the Planning Commission amounts to approximately 5 hours and ten minutes. That alone is 124 hours of meeting time annually. The removal of Senior Planners from eligibility for overtime will likely worsen morale and turnover problems within the Planning Division. Matrix Consulting Group Page 208 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Recommendation: Principal and Senior Planners should continue to be eligible for overtime or some other form of monetary compensation. 20. A TEMPORARY RECEPTIONIST FOR THE PLANNING DIVISION SHOULD BE CONVERTED TO A FULL-TIME STAFF ASSISTANT III. Currently, the Planning Division utilizes a temporary employee forty-hours a week on a year-round basis as a receptionist. This has been a practice for a number of years. The annual cost of this position amounts to $34,300. The ratio of professional staff to support staff within the Planning Division is not unreasonable at the present time even considering the temporary receptionist. Currently there are four full-time Staff Assistant Ill's and a Division Assistant to serve twenty-two professional staff. The nature of the business of the Planning Division and the number of boards and commissions that the Division serves require this level of support staff. This temporary receptionist position in the Planning Division should be converted to a full-time City employee. The incremental additional cost to convert this position to Staff Assistant III, at first step, would approximate $20,000 annually. Recommendation: The temporary receptionist position within the Planning Division should be converted to a full-time City employee. 21. THE PLAN CHECK BY THE ENVIRONMENTAL AND PUBLIC WORKS MANAGEMENT DEPARTMENT SHOULD BE CONSOLIDATED IN THE PERMIT CENTER. At present, the Environmental and Public Works Management Department routes building permit plans and discretionary and administrative permits to a wide variety of divisions within the department. This includes electrical facilities, solid waste, water and wastewater, Civil Engineering, etc. The variety of divisions that these plans and applications introduces a complexity to these processes and real problems with being Matrix Consulting Group Page 209 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process able to meet timelines for plan check of these permits, particularly if these timelines are reduced as proposed by the Matrix Consulting Group. The problem is further compounded because most of the divisions to whom these plans are being routed are not located in City Hall. The City and the Environmental and Public Works Management Department should take steps to reduce the complexity of this process. Recommendation: The responsibility for plan checking building permit plans and discretionary and administrative permits for the Environmental and Public Works Management Department should be consolidated within the Civil Engineering Division. Recommendation: The staff responsible for plan checking of building permit plans and discretionary and administrative permits for the department should be permanently located at the City Hall at a workstation in the Permit Center. Recommendation: The City should authorize an additional Civil Engineering Assistant within the Civil Engineering Division to enable the consolidation of responsibility for plan checking building permit plans and discretionary and administrative permits for the Environmental and Public Works Management Department. Matrix Consulting Group Page 210 9. ANALYSIS OF THE PERMIT PROCESS CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 9. ANALYSIS OF THE PERMIT PROCESS This chapter presents an analysis largely of the Permit Center and the staff assigned to the Permit Center and opportunities to streamline the work processes within the Permit Center. 1. UTILIZE CHECKLISTS TO ASSURE APPLICATIONS MEET REQUIREMENTS BEFORE ACCEPTANCE FOR PLAN CHECKING. The purpose of the checklist is to focus the effort and attention of the staff processing the application to assure it meets all the requirements for a complete submittal. These checklists would specify what the applicant must submit for the staff of the Permit Center to accept the permit application, regardless of whether these staff are assigned to the Building and Safety Division, the Planning Division, the Transportation Management Division or other Divisions. These staff at the Permit Center would complete a checklist for each application submittal. For example, the checklist for commercial and industrial building permits might specify such factors as: . The number of plans which will be submitted to include site plan, grading plan, street improvement plan, floor plan, handicap requirements and facilities, and the like. . The number of sets of specifications, structural calculations, and Title 24 Energy calculations which will be submitted. . Each plan sheet and each document must be signed by the architect or engineer of record. . Floor plan or earthquake factors. . Soils report. Planning Commission statement of official action and list of standard conditions. The intent is to specify the materials that are required to be submitted initially. When these checklists have been developed, orientation sessions with developers, . Matrix Consulting Group Page 211 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process builders, architects, consulting engineers and City staff should be held to explain and discuss the criteria so that their intent, meaning, and interpretation is clearly understood by all parties. The checklists developed by the Planning Division for discretionary and administrative permits should be a collective effort of the Permit Review Committee. These checklists should be designed to assure that the applicant submits the information required by the Planning Division, and also the other divisions and departments to analyze and process these applications. Recommendation: Utilize checklists to assure applications are complete before acceptance for plan checking. Recommendation: The checklists developed by the Planning Division for discretionary and administrative permits should be a collective effort of the Permit Review Committee. These checklists should be designed to assure that the applicant submits the information required by the Planning Division, and also the other divisions and departments to analyze and process these applications. 2. THE PERMITTING PROCESS SHOULD BE REDESIGNED TO SHORTEN CUSTOMER WAITING TIMES IN THE PERMIT CENTER. Employees involved in the permit, plan check, and inspection process noted a number of issues with the Permit Center in the employee questionnaire. More specifically: · "Quicker and simpler permitting for single trade [building] permits (roofing, water heater replacement, etc.)" · "Simpler procedures at counter handled by staff other than the Plan Check Engineers. Concise and clear procedures provided to the public so the public knows what to anticipate in permitting process." · "Plan checker's waste too much time doing everything from submittals to STP [simple trade permits] to stamping drawings to jumping to counter. We waste a lot of productive time." Matrix Consulting Group Page 212 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · "Get people who can plan check for electrical, mechanical and plumbing, plus be trained in handicap Title 24 for disabled access. It is always missed and the battle is on in the field when I try to enforce it." · "I think applicants have too many hoops to jump through. To streamline the process would be much better. The permits review meeting meets once every 5 - 6 months, which is not enough. The results of these meetings are not sent to all divisions to keep them informed." · "To speed up the permit issuing process all permits that are for new interior work that does not have any exterior changes should not be subject to a planning approval. Single trade permits in most circumstances should also be exempt from a planning approval." · "To speed up the permit issuing process there should be a fast track line for applicants to pull permits for single trades that do not require planning or building review." During on site observations, the consulting team also noted that the permitting process in the Permit Center is cumbersome. The processes currently in place resulted in many cases of customers waiting 2 to 3 hours (and reportedly longer in cases not directly observed by project team members) for simple plan checks for such items as zoning clearance, simple trade permits, and others. (1) Permit Applicants Are Currently Waiting an Average of Over 20 Minutes Per Station to Receive Plan Approvals and to Obtain Permits. Permit applicants are waiting in the lobby and at the various stations in the Permit Center for 2 to 3 hours, and reportedly longer in some unusual cases. Currently, customers wishing to obtain plan check approval and permits sign in with the "Greeter" (a Building and Safety Assistant position), who logs in the time of sign in, the purpose of the visit, and the stations (Le., Planning, Engineering, Plan Check, Permit Specialist, etc.) which are required to review plans. As stations are available, the "Greeter" notifies the customer of station availability and the customer proceeds to that Matrix Consulting Group Page 213 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process station, and the Greeter logs in the time and duration of the visit. As the customer finishes at that station, he/she proceeds back to the lobby area and the "Greeter" notes the time, as well as the fact that the customer is again available to proceed to the next station as there is an opening. This process is repeated until the customer has visited each required station and obtains all necessary approvals. There are several impediments to the efficient customer movement, as outlined in the description above. These are summarized below: · The process places a high degree of reliance upon the "Greeter" to both facilitate customer movement and to monitor and report time-related data. During observations by the consulting team, the "Greeter", although diligent and accurate in performing the required tasks, was required to monitor incoming customer traffic, monitor station availability (which is located behind the "Greeter", requiring an awareness of activity not in the line of sight), record movements in the monitoring spreadsheet, and answer questions from the customers. · Customers are required to obtain approvals at separate stations for items that are of very low complexity, requiring no interpretation of building codes or zoning ordinances. To illustrate this, the following table presents certain selected project types, with the divisional approvals required for each. Note that in the table, each divisional approval represents a separate station stop by the customer, and thus, additional time spent in the overall process. Divisional A Building and Safety Civil Engineering Planning Solid Waste Building and Safety Civil Engineering Plannin Building and Safety Planning Trans ortation Mana ement Building and Safety Plannin Building and Safety Planning Trans ortation Mana ement Fences and Walls Re-roofin Si ns - New and Alteration Si ns - Demolition Chimne Re airs Matrix Consulting Group Page 214 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process As can be seen from the table above, although these project types represent only a portion of all types of permits issued over-the-counter, the number of sign-offs necessary to process these low-complexity types of permits is illustrative of a process that is unnecessarily cumbersome and time-consuming from the customer's standpoint. These obstacles to obtaining approval have resulted in waiting times that have become extraordinarily long, as is illustrated in the table below. Average Customer Wait Times (minutes) Permit Planning Plan Check Specialist Month Counter Counter Counter Total Wait Time December, 2003 21 22 21 64 January, 2004 22 21 17 60 February, 2004 23 22 19 64 Note that, on average, a customer wishing to obtain a permit over the counter will spend an average of between 60 and 64 minutes in the permitting area. This equates to between one hour and an hour and 4 minutes, and represents only the average wait time, and does not include any wait times, if necessary, for Transportation Management or EPWM. As is the case in calculating averages, many of the customers wait much longer than this time period, as was noted in observations by the consulting team. (2) Observations by the Consulting Team Indicate That, In Addition to the Problems Presented by the Permitting Process, There Are Other Problems Related to Customer Service. The consulting team spent considerable time in the Permit Center observing procedures utilized by staff in the processing of customers. Generally, staff is courteous. There were, however, instances in which staff were not as customer service oriented as the City's mission and philosophy. Two of these examples stand out, and are briefly summarized below. Matrix Consulting Group Page 215 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . One applicant, after completing the required approvals at the Engineering station, noted that the Plan Check Engineer was reviewing a set of plans, with no customers at the station. The applicant asked if he could sit with the Plan Check Engineer briefly to gain approval of his set of plans. The Plan Check Engineer informed him that he needed first to go to the Greeter and report in, and get in the queue for Plan Check. At this particular point in time, there were no others waiting for the Plan Check Engineer. However, the applicant proceeded to the front counter, signed in, and waited for another 5 minutes, observing that the Plan Check Engineer was still reviewing the same set of plans with no customers at the station. The applicant was then called by the Greeter and told he could see the Plan Check Engineer. . On the same afternoon, the "Greeter" logged in 10 customers within 30 minutes, each of whom required a meeting with a Planner. This number of applicants caused long delays in processing applicant through the system. The Greeter, after realizing the extent of the delays, called for backup from the Planning Supervisor. After a period of 35 minutes, a supervisor notified the "Greeter" that there was no staff available to provide relief at the front counter. Although anecdotal in nature, the above examples provide insight into the customer service issues in the Permit Center. Irrespective of the delays inherent in the system as it currently exists, customer service should be one of the highest priorities of staff. The "structural" delays in the process are such that they require other remedies, and the consulting team will address these later in this chapter. However, customers should receive the highest priority at all times, and to the extent that they do not, they leave the process with negative views of the staff and the processes in place. Recommendation: The City should re-emphasize the priority of customer service to the departments and divisions involved in development review and permitting. Recommendation: Customer service training should be provided to all employees involved in the permit, plan check, and inspection process. Recommendation: Customer service objectives should be set for each employee involved in the permit, plan check, and inspection process, and these objectives should be incorporated into performance evaluations. Matrix Consulting Group Page 216 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (3) Entry of Information Already in Permits Plus Is Also Causing Delays In Processing Applicants In a Timely Manner. As applicants apply for plan checks, they are required to fill out a "Plan Check Application" form. After the applicant meets with, and gains approval from, the Associate Planner (such as zoning clearance), the Plan Check Engineer (for existence of proper calculations, meeting of codes, etc.), the Permit Specialist enters the application data into Permits Plus. After the applicant's set of plans has been reviewed and approved, the Building and Safety Division staff notifies the applicant that the plans are ready to be picked up. The applicant then meets with the Planner, the Plan Check Engineer, and others if necessary, and then proceeds to the Permit Specialist counter, where more information is entered into Permits Plus in order to obtain the building permit. In reviewing this process, the consulting team noted that much of the data that are collected and entered into Permits Plus from the "Plan Check Application" form are duplicated in the collection and data entry from the "Application to Obtain a Combination Permit." Examples of the duplicated data include the following: · Applicant-specific information, such as job address, property owner name, property owner address, applicant name, applicant address, phone/fax numbers, etc. · Building Code Occupancy Group, construction types, numbers of buildings, numbers of units, work type (new construction, repair, alteration, retrofit, etc.) · Square footage of the structure/project. This information fall into two categories: those that apply to the applicant, and those that apply to the project. Applicant-specific information is not likely to change, based on any alterations to the project. This type of information should be captured at Matrix Consulting Group Page 217 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process the outset of the process, and should "follow" the project without alteration in Permits Plus throughout the life of the project. However, modifications to the project may be made by staff as well as by the applicant, thus changing some of the project specific data. In these cases, the information should be known prior to the arrival of the applicant, and therefore it should not be necessary to enter this data into Permits Plus in the presence of the applicant, as other customers wait for appointments to visit each of the Permit Center stations. In observing the process of data entry, the consulting team estimates that this "re-entry" of information already in Permits Plus consumes between 15 and 20 minutes. Presently, the duplicative data entry is necessary because there are two separate screens in Permits Plus for the "Plan Check Application" and for the "Application to Obtain a Combination Permit", and these screens are not "tied together" by a single reference number. Plan check application data are filed under a plan check number that is different from the number used for permit issuance. However, if the Building and Safety Division combined the two screens that are cross-referenced by a single number, the process would be streamlined from the viewpoint of the customer, (and from staff) since the customer would not have to wait the additional 15 to 20 minutes as the Permit Specialist enters the relevant data that has already been entered into Permits Plus previously. This will, however, require the redesign of the Division's numbering system for plan checks and permits, which currently are unconnected. Further, the process would be facilitated if all plan check information currently on the reverse side of the Application Matrix Consulting Group Page 218 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process were entered prior to the applicant's arrival for the approved plans. The Plan Check Engineer would preferably accomplish this as plans are approved. Recommendation: Combine the two screens relating to "Plan Check Application" and "Application to Obtain a Combination Permit" in Permits Plus so that common information relating to the applicant and to the project are shared between the two applications. Recommendation: Redesign the numbering systems for plan checks and permits, which are presently unrelated to each other. A common numbering system should be developed and implemented in order to facilitate retrieval of information relating to these applications, and to eliminate the unnecessary time spent by applicants as they retrieve their sets of approved plans. (4) Reclassify Two Permit Specialist Positions to Building Technician. Currently, the Permit Specialist in the Building and Safety Division functions primarily as a cash handler and data entry clerk in the permitting and plan check processes. In many jurisdictions, the Permit Specialist, or Permit Technician, is utilized as a para-professional, capable of making routine zoning clearances, over the counter plan checks, etc. The Building and Safety Division does not rely upon its Permit Specialists for any of these roles. Further, it assigns a Plan Check Engineer to perform many of these routine tasks; there is a Plan Check Engineer assigned on a full-time basis to the front counter. Although this represents a high level of service, it is not only costly, but it represents a step in the process that could be eliminated, thereby reducing overall customer wait times. Many of the delays in the efficient movement of customers through the Permit Center are related to the requirement to visit multiple stations to obtain plan approvals, Matrix Consulting Group Page 219 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process even for minor project types such as single trade permits, re-roofing, swimming pools, etc. The consulting team recommends the reclassification of two Permit Specialist positions to Building Technicians to issue simple trade permits and conduct minor plan checks such as reroofs. The consulting team recommends that, at a minimum, the Building Technician should perform the following duties: . Research and interpretation of codes, ordinances, rules and regulations in the application of these to specific plans submitted for review; . Providing information to the public regarding applicable state, local, federal, engineering and building codes, standards and guidelines; . Reviewing applications and plan submittals for accuracy and compliance with pertinent laws and other criteria; and . Issuing minor building permits such as simple trade permits and conduct minor plan checks such as reroofs. This classification should be established with both a Building Technician I and \I position. Progression to a Building Technician \I should be based upon obtaining ICC certification as a Building Technician. Recommendation: Reclassify two Permit Specialist positions to Building Technician to provide over the counter plan checking, check initial building permit submittals for completeness, and zoning clearance. (5) The Process For Zoning Clearance Of Pools, Decks, And Other Minor Applications Should Be Revised. Currently, before the Building and Safety Division will issue building permits for minor applications, zoning clearance by the Planning Division is required. The zoning clearance focuses on such issues as: Matrix Consulting Group Page 220 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . Building and landscape setbacks; . Lot coverage, area, width, depth; . Building stories; . Fence/wall height and encroachments into setbacks; and . Parking. Under the current system, an applicant waits in line at Planning Division to obtain zoning clearance. The applicant would then wait in line at the Building and Safety Division's counter for a minor building permit. No doubt this results in an extremely frustrated applicant. With Permits Plus, the responsibility for zoning clearance for minor permit such as decks, patio covers, retaining walls, and minor residential additions should be reassigned to the Building and Safety Division - to the Building Technicians. Permits Plus should enable these staff to determine the zoning of the property; this would then enable this staff to determine the development standards (e.g., setbacks) for the applications. This transition should not occur until these staff has been trained in the use of the system and in applying the development standards. Recommendation: The Building and Safety Division should provide zoning clearance for minor building permits. 3. PLAN CHECK ENGINEERS SHOULD BE REDEPLOYED AND NOT ROUTINELY SERVE THE COUNTER. The consulting team recommends the use of Building Technicians in the plan check and permitting of minor building permits such as simple trade permits. This will allow the Building and Safety Division to redeploy Plan Check Engineers to plan checking of the more complex building permit plans. Matrix Consulting Group Page 221 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process In reviewing Division performance measure reports, the Building and Safety Division has typically plan checked over the counter approximately 45% of all plans submitted. These plans are of lower complexity, and are of the type the consulting team recommends that Building Technicians be utilized. From May 2003 through March 2004, there were 875 plans reviewed over the counter, equating to an annualized figure of about 955 sets of plans that could be plan checked by Building Technicians rather than by Plan Check Engineers. In addition, the Building and Safety Division has issued 1,351 single trade permits from May 2003 through March 2004, or an annualized figure of 1,474. For each of these single trade permits involving multi-family structures, an applicant currently must visit the Planning and Plan Check Engineer counters for zoning conformance and for a check of means and methods by which the modifications will affect tenants. Recommendation: Redeploy Plan Check Engineers to plan checking of complex building permit plans upon the filling of the position of Plans Examiner and the reclassification of two Permit Specialists to Building Technicians. 4. A FULL RANGE OF APPLICATION GUIDES SHOULD BE AVAILABLE TO APPLICANTS IN THE PERMIT CENTER. During observations of the permitting and plan check processes, the consulting team noted a lack of useful information available to applicants in the Permit Center. There are few, if any, application brochures or guides of any kind for Building and Safety, Planning, Transportation Management, Civil Engineering, etc. In a review of the materials available to applicants in March 2004, the project team noted the following titles of brochures available to those in the waiting area. Asbestos: A General Contractor's Guide and o en Book Exam Before You Dive Into Swimmin Pool Construction Matrix Consulting Group Page 222 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Bill of Rights - California Contractors State California Coastal Commission - Why It Exists License Board and What It Does Advertisino Do's and Don'ts for Contractors Complaint and Referral Form Consumer Guide to Filing Construction Blueprint for Becomino a Licensed Contractor Complaints What You Should Know Before Hiring a Contractor Reauest for Public Records Parking Standards To Schedule and Inspection - Dial 310-458-2202. Description of Classifications for General Parking Guidelines for Single-Family Residential Engineering Contractor, General Building in R-1 Zone Only Contractor Some of the above information is useful, primarily to contractors who are generally familiar with the process already. However, there is little information available for the applicant that is new to the process and the Permit Center that describes the process for plan check, which departments and divisions require plans, the types of permits eligible for over-the-counter plan check, descriptions of fees, common plan check comments, the function of a case manager, and other items of interest. Recommendation: The Planning and Community Development Department should develop a full range of application guides for the permits issued in the Permit Center for applicants unfamiliar with the processes with which he or she will be involved. 5. THE PERMIT CENTER SHOULD PROVIDE PERMIT SERVICES MONDAY THROUGH FRIDAY OF EACH WEEK. Permit Center employees, like other City employees, work a schedule that results in working 80 hours over a nine-day period every two weeks. This also results in the closure of the Permit Center on alternate Fridays. This practice decreases the level of permit service provided to contractors, builders, homeowners and others who require permit services on these alternate Fridays. The City should explore alternatives to flexibly schedule its Permit Center and cover these alternate Fridays and provide inspection services Monday through Friday of Matrix Consulting Group Page 223 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Cheek, Inspection And Code Enforcement Process each week. This will reduce the staff hours available to provide coverage during another day of the week for that week in which City hall is only open four days a week. Recommendation: The City should explore alternatives to flexibly schedule its Permit Center to provide services in the Permit center Monday through Friday of each week. 6. THE AMOUNT OF WORK SPACE FOR STAFF AND THE PUBLIC IS EXTREMELY LIMITED IN THE PERMIT CENTER. In conducting this study, the consulting team spent a significant amount of time observing the Permit Center. These observations found that the public, in waiting for service, were frequently sitting in chairs in the hallway leading to the Permit Center. These observations also found that the amount of space available for staff was extremely limited. In some instances, this directly affects the level of service provided to the public. The Engineering and Architectural Services Division, for example, rotates staff to the Permit Center from their offices outside of City Hall due to lack of space within the Center for these staff. In some instances, the public has had to wait for service while this staff was in transit from their offices to City Hall. Neither of these situations provides the public with a positive impression of the City of Santa Monica. Recommendation: The City should explore alternatives to provide additional space for the Permit Center. Matrix Consulting Group Page 224 10. ANALYSIS OF THE CODE COMPLIANCE PROCESS CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 10. ANALYSIS OF THE CODE COMPLIANCE PROCESS This chapter presents an analysis of the code compliance process. The chapter includes an analysis of the workload of the Code Compliance Section, the timeliness with which cases are closed, and the effectiveness of the enforcement approaches utilized by the Section. The Code Compliance Section hired a new Code Compliance Supervisor in 2003. The Code Compliance Supervisor has made significant progress in resolving the backlog, for example, 644 backlogged cases were closed in 2003. While progress has been made, the analysis of the Section suggests that other opportunities for improvement are available. 1. THE LEVEL OF STAFFING FOR THE CODE COMPLIANCE SECTION IS SUFFICIENT GIVEN THE CURRENT MIX OF SERVICES AND WORKLOAD. There are a number of indications that the code enforcement caseload, on the whole, is managed, and that staffing is sufficient for the current levels of workload and program content. In 2003, the Code Compliance Section began with 861 open cases at the beginning of the calendar year; it closed the year with 830 cases that remained open. The Section received 1,562 cases; it closed 1,593 cases or 102% of cases opened. The open caseload is not growing. That is indicative of the ability of the Section, with the type and amount of resources available in 2003, to keep up with its ongoing workload. This accomplishment exceeds that of other cities that participated in the performance measurement effort of the International City Managers Association (ICMA). Matrix Consulting Group Page 225 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The International City Managers Association (ICMA) has published for the past eight years a report entitled ICMA Center for Performance Measurement. This reports workload, staffing, and the levels of service provided by other cities and counties in a variety of municipal programs (such as law enforcement, fire protection, etc.). The most recent report available is from 2002. While Santa Monica closed more cases than were open in 2003, no cities reported this level of service in the ICMA report (including Santa Monica at that time). Of all of the reporting jurisdictions, 83.4% of cases were closed in 2002 as a percentage of cases opened in 2002. This compares to 102% for Santa Monica in 2003. (It was reported as 78% in 2002 by Santa Monica). This is a good level of service that will need to be maintained to resolve the backlog and assure a backlog does not occur again. The report by the ICMA also indicates that the level of staffing for the Code Compliance Section is comparable to these other agencies. The table below presents data concerning code enforcement workload and staffing for a wide range of cities and counties that have populations both larger and smaller than Santa Monica. Cases Per Code Code Cases 1,000 Enforcement City Population Initiated in 2002 Population FTE's Cases/FTE Phoenix, P\Z. 1,373,947 29,179 21.24 107 272.70 San Antonio, TX 1 ,241,100 108,102 87.10 75 1,441.36 Portland, OR 536,240 8,819 16.45 32 275.59 Oklahoma City, OK 510,800 59,459 116.40 39 1,524.59 Long Beach 473,000 9,963 21.06 33 301.91 Sarasota County, FL 234,601 6,104 26.02 15 406.93 Orlando, FL 194,913 21,140 108.46 30 704.67 Dayton, OH 166,179 17,898 107.70 60 298.30 Vancouver, WA 148,800 4,933 33.15 6 822.17 Coral Springs, FL 127,270 5,634 44.27 11 512.18 Bellevue, WA 117,000 2,063 17.63 6 343.83 Matrix Consulting Group Page 226 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Cases Per Code Code Cases 1,000 Enforcement Cit Po ulation Initiated in 2002 Po ulation FTE's Cases/FTE Carlsbad, CA 88,000 933 10.60 3 311.00 Santa Monica, CA 87,954 2,075 23.59 6 345.83 Sioux Cit , IA 85,013 3,221 37.89 4 805.25 Kalamazoo, MI 77,145 4,522 58.62 4 1,130.50 Redwood City, CA 31.60 301.50 Ban, TX 26.03 427.25 Blacksbur , VA 87.53 345.50 Avera e 48.63 587.28 Median 32.38 376.38 Minimum 10.60 272.70 Maximum 116.40 1,524.59 Important points to note concerning the data contained within the table are presented in the paragraphs below. · This table presents data for fiscal year 2001-2002. · The City of Santa Monica reported that in 2002 that it had 6 code enforcement officers and a caseload of 2,075 cases. The cases per 1,000 population in Santa Monica amounted to 23.59. The cases per full-time equivalent code enforcement officer amounted to 345.83. · The median number of cases per 1,000 population for the seventeen other cities and counties included in the FY 2002 ICMA Center for Performance Measurement report amounted to 32.38 or 37% more than the City of Santa Monica. The number of cases per 1,000 population generated by the residents of Santa Monica falls in the lower third of these cities and counties. · The median number of cases per full-time equivalent code enforcement officer amounted to 376.38 or 9% greater than Santa Monica. The City of Santa Monica was largely in the middle in terms of workload per code enforcement officer. Eight of these cities or counties reported lower caseload per code enforcement officer, although four of these eight cities or counties reported caseload per officer that closely approximated that of Santa Monica: Redwood City and Carlsbad, California, Bellevue, Washington, and Blacksburg, Virginia. In addition, in analyzing the workload data in 2002 and 2003, there was a slight decline in the numbers of cases received by the Section, even as the staffing increased. Matrix Consulting Group Page 227 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Although there were only 5 Inspectors available for most of 2003, it closed 124 fewer cases in 2003 (1,707 versus 1,593) than in 2002, and was able to clear 644 backlogged cases in 2003. The City of Santa Monica has recently expanded the amount of staff resources dedicated to code compliance. In February 2004, the City authorized a Business Assistant position and three Code Compliance Officer positions to enable the Building and Safety Division to expand enforcement in the areas of noise monitoring, conditional use permit compliance monitoring, and CEQA mitigation measure monitoring in response to AB 3180. These additional resources expanded the ability of the Section to provide a broader range of services. 2. THE CODE COMPLIANCE SECTION SHOULD UTILIZE ITS PRIORITIZATION SYSTEM TO RESPOND TO COMPLAINTS. Analysis of data and reports in the Code Compliance Section indicates that a system of priority codes exits to determine the priority for a specific case in its immediate handling. The priority system as it exists is provided in the table that follows. Priorit Code Level Oescri tion Priorit Emergency, or "In the Act" Status Exam les: Dan erous Buildin s, After Hours Construction Most Important in Normal Course Exam les: Substandard Housin ,Work Without Permit Important Buy Not Life Safety Concern Exam les: Auto Re air Related, Noise, Construction Related Average Importance Exam les: Una roved Use of Land, Buildin Maintenance Lowest Priority Si ns, Outdoor Merchandise, Fence Hei ht Priorit 2 Priorit 3 Priorit 4 Priorit 5 As the table shows, a numerically-based priority system has been developed to determine the priority of any complaint. This assists staff in assessing whether a lower priority can be assigned, and thus handled in a manner that allows for a longer lead Matrix Consulting Group Page 228 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process time in making an initial site visit. The priority system is very similar to those with which the consulting team has experienced in other jurisdictions. Another issue concerning the priority system as it exists in the Code Compliance Section is that there is no reporting of performance against the priority codes. The consulting team observed no internal report that provided response time data against these priority codes. It would be expected that as the priority code designation increases from 1 to 5 that the average response time for the first site visit would increase as well. However there is no regular report issued which defines these response times. Recommendation: Develop monthly reports that indicate the average elapsed days from the date of the initial filing of the complaint until the first site visit by priority code. 3. THE CODE COMPLIANCE SECTION SHOULD ENHANCE ITS CASE MANAGEMENT AND REDUCE ITS TIMELlNE OBJECTIVE FOR THE INITIAL SITE VISIT. The Code Compliance Section has set objectives for the timeliness for the resolution of code enforcement cases. These objectives are set as follows: · From the date of the complaint to the first site visit: 10 calendar days; · From the date of the first site visit to the issuance of an administrative citation, or order to comply: 15 calendar days; and · From the issuance of an administrative citation or order to comply to the completion of the compliance investigation: 10 calendar days. Interviews with the Code Compliance Supervisor and staff indicate that the Section has, in previous years, been unable to process all complaints as they come in (although this was not the case in the last year). This led to a backlog of cases, but the Section has been effective at working through this backlog. Although the number of Matrix Consulting Group Page 229 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process backlogged cases is somewhat of a "moving target" as cases are consistently being closed, there are approximately 360 cases that were still open in June 2004 that were received in calendar years 2001,2002, or 2003. In reviewing data generated from Permits Plus for calendar year 2003, the average time from the receipt of complaint until case closure was 209 calendar days. (See the exhibit presented at the end of this chapter). This is a lengthy amount of time, and clearly exceeds the objective set by the Section, but this figure is skewed by the backlogged cases. Backlogged cases amount to 40% of all cases closed during the 2003 (644 of 1,593). To develop a more realistic level of service, the consulting team requested average case closure data, by type of case, for only those cases that had been received and closed from July 2003 through March 2004. After the removal of these older, "backlogged" cases from the database, the following table reflects the median case closure periods for each of the case types for the Code Compliance Section from July 2003 through March 2004. Case Type Number of Cases Median Days to Average Days to Closure Closure Accessibilitv 3 39.0 48.3 Auto Repair Related 8 55.5 73.2 Bootleg Unit 7 68.0 63.7 Conditions of Approval 6 53.0 57.3 Commercial Building Maintenance 3 74.0 51.3 Construction Hours 30 36.0 48.9 Construction Related 60 27.5 40.9 Dangerous Buildings 5 34.0 49.0 Fences and HedQes 50 76.5 84.5 Nuisance Cases 32 30.0 43.7 Noise Complaints 37 40.0 56.1 Other BuildinQ 192 44.5 55.8 Outdoor Merchandise 28 25.0 34.4 Residential HousinQ 22 28.0 46.4 SiQn Code 114 42.5 53.6 Matrix Consulting Group Page 230 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Case Type Number of Cases Median Days to Average Days to Closure Closure Seismic Retrofit 1 66.0 66.0 Work Without Permit 60 34.5 46.0 ZoninQ Violation 11 32.0 50.4 669 39.5 53.4 Important points to note concerning the data contained within the table are presented below. · This data includes both zoning and building code complaints. Zoning code cases should typically require less time to achieve closure since these cases are, less complex and do not typically require building permits to correct. · The largest single case type over the 9-month sample period was "Other Building", which accounted for 192 cases, or 28.7%, of the total. This case type contains a variety of building-related complaints such as broken sewer pipes, storage building enclosures, ceiling holes in tenant units, etc. · The median number of calendar days to closure on the whole approximated 39.5 with a range from a low of 25 calendar days for outdoor merchandise to a high of 76.5 days for fences and hedges. · The average amount of calendar days to closure on the whole approximated 53.4 with a range from a low of 34.4 calendar days for outdoor merchandise to a high of 84.5 days for fences and hedges. · The median days to closure for the five most numerous types of cases are presented below: Other building cases required a median of 44.5 calendar days to close; Sign cases required a median of 42.5 calendar days to close; Work without a permit required a median of 34.5 calendar days to close; Construction related cases required a median of 27.5 cases to close; and Fences and hedges required a median of 76.5 calendar days to close. · In data reported by the International City/County Management Association (ICMA), the average number of calendar days from complaint or case initiation to voluntary compliance was 37 calendar days. The average number of calendar days from complaint or case initiation to initiation of the administrative or judicial process - actions used to force a property owner to comply with local codes - amounted to 64 calendar days. Matrix Consulting Group Page 231 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Cheek, Inspection And Code Enforcement Process · Some of this problem can be attributed to vacant positions within the Section. There were only three Officers available from April to July 2003, four from July through September, five from September to December, and six beginning in January 2004. Clearly, the Section was "staffing up" to effectively respond to this workload and was hindered in its response by the vacant positions. However, the Section has and does have access to contract staff from JAS and should have utilized these contract staff to address this workload and provide a timely response in accordance with the timeline objectives adopted by the Section. Overall, the Code Compliance Section appears to be closing many of the different types of cases within time periods that are comparable to many cities as indicated by the data provided by ICMA. However, there are a number of indications that the management of these cases is delayed in some instances. (1) Code Compliance Is Not Consistently Meeting Their Timeline Objectives. To test the consistent effectiveness of case management, the consulting team sampled the database of cases that were opened and closed from July 2003 through March 2004. This sample consisted of 100 cases. Of those 100 cases, 26% had enforcement actions taken; there were no violations found in 46% of cases, and violations were abated (voluntary compliance) in 27% of the cases. The following table presents a summary of the results. Number of Cases Number of Cases Percentage Violation - enforcement 26 26% No Violation Found 46 46% Violation AbatedNoluntary Compliance 27 27% Total Number of Cases in Sample 100 100% (1.1) Cases That Required Enforcement Action Exceeded Timeline Objectives. The table, which follows, provides a summary of the number of calendar days from the initial site visit to a code enforcement action such as a Notice of Violation or Order to Comply, and the calendar days required to close the case. Matrix Consulting Group Page 232 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Violation- Enforcement Administrative Notice of Order to Days to Close Cases Site Visit Citation Violation ComDlv Case Average, Median, Minimum, Maximum Average 8.5 6.0 37.2 42.6 87.3 Median 3.0 6.0 17.0 18.0 73.0 Min 0.0 6.0 2.0 11.0 21.0 Max 39.0 6.0 108.0 146.0 208.0 25th, 50th, 75th, 100th Percentile 25th 0.0 6.0 7.0 13.0 48.5 50th 2.0 6.0 17.0 18.0 73.0 75th 11.8 6.0 68.0 55.5 95.3 1 OOth 39.0 6.0 108.0 146.0 208.0 The minimum site visit time in the table excludes two proactive cases in which the initial site visit occurred before the case was opened and two stop work order cases in which the site visit was also the same day in which enforcement action occurred. Important points to note concerning the data contained in the table are presented below. · The column labeled "Site Visit" shows the number of calendar days from the case being assigned to a Code Compliance Officer to the initial site visit. The columns labeled "Administrative Citation," "Notice of Violation," and "Order to Comply" contain the number of calendar days it took from the initial site visit to that particular action. · Of the 100 cases, there were 26 (26% of the sample) that had some type of enforcement action taken (e.g., issuance of an administrative citation, notice of violation, order to comply, stop work order, etc.). Some cases had multiple enforcement actions. · Of the 26 cases that had some type of enforcement action, 7 or 27% did not have an initial site visit within the timeline objective set by the Code Compliance Section. As noted in the preceding table, it took as long as 39 calendar days for the initial site visit to occur after receipt of the complaint. · Notices of Violation, Orders to Comply, or Administrative Citations were issued, on average, 35.1 calendar days after the initial site visit. The median, however, was 14.5 days. The actual number of days to issue the Notice of Violation, Order to Comply, or Administrative Citation ranged from a low of 2 days to a high of 146 days. The median matched the objective set by the Code Compliance Section of issuing the Notice of Violation, Administrative Citation or Matrix Consulting Group Page 233 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process an Order to Comply within 15 calendar days after the initial site visit It is clear, however, that some cases were being overlooked. The average and the maximum number of days after the initial site visit to issue a Notice of Violation, Administrative Citation, or an Order to Comply exceed the objective by significant margins. There were several factors contributing to this range. Examples of the cases that seemed to be overlooked are provided below. Case number 03COM1040 was received on September 15, 2003. This case required a total of 182 days to close. The Code Compliance Officer conducted the initial site visit 39 days after being assigned the case. A second site visit occurred 100 days after the initial site visit (or 139 calendar days from assignment to the CCO). The significant delay in this was a result of the length of time for the site visits to occur. Case number 03COM1139 was received on September 25, 2003. This case required a total of 146 days to close. While it took 19 days from assignment of the case for the Code Compliance Officer to conduct the initial site visit, 102 days lapsed between the initial site visit and the second site visit. Once the second site visit was conducted, it took 1 day to issue the Notice of Violation. Case number 03COM1153 was received on September 29, 2003. This case required a total of 155 days to close. This case was reassigned to a new Code Compliance Officer after 42 calendar days. The first Code Compliance Officer conducted a site visit within 25 days and a second site visit 16 days after the first site visit. This case was reassigned to a new Code Compliance Officer after 42 days. It took the second Code Compliance Officer 30 days to conduct a site visit. A Notice of Violation was issued 8 days after the second Code Compliance Officer conducted a site visit; this was 85 days after the case was opened. Case number 03COM1074 was received on September 22, 2003. This case required a total of 60 days to close. A site visit was conducted 25 days prior to the Code Compliance Section opening the case. After assignment, 18 days elapsed before the first site visit and an additional 25 days elapsed from the site visit to issuance of a Notice of Violation (or 68 days from the identification of a potential problem to the issuance of the Notice of Violation). Case number 03COM0739 was received on July 14, 2003. This case required a total of 208 days to close. The initial site visit occurred 8 days from case assignment. The Code Compliance Officer conducted three additional site visits, as well as attempted to contact the owner by phone, Matrix Consulting Group Page 234 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process prior to issuing an "Order to Comply." The Order to Comply was issued 146 calendar days after the Code Compliance Officer conducted the initial site visit. It appears that these cases were overlooked or that the Officer did not promptly take corrective action (such as issue the order to comply), and that case management in these cases did not generate the desired result - the consistent achievement of the timeline objectives. There are additional cases presented in the second exhibit at the end of this chapter that indicate the need for enhanced case management. (1.2) Cases In Which A Violation Was Not Found Exceeded Timeline Objectives. The problem with the timeliness of code enforcement does not occur solely with cases that require enforcement action. It is also a problem with the forty-seven (47) cases in which no violation was found. This is evident in the data contained in the table that follows. No Violation Found Cases Days to Site Visit Days to Close Case Average, Median, Minimum, Maximum Average 21.3 56.7 Median 8.0 38.0 Min 0.0 7.0 Max 93.0 184.0 25th, 50th, 75th, 100th Percentile 25th 3.0 21.5 50th 8.0 38.0 75th 27.5 83.0 100th 93.0 184.0 Important points to note concerning the data contained within the table are presented below. · Of the forty-seven (47) cases, twenty (20) or 43% did not have an initial site visit within the timeline objective set by the Code Compliance Section. As noted in the table, it took an average of 21.3 calendar days for the first site visit and as long as 93 calendar days for the initial site visit to occur after receipt of the complaint. Matrix Consulting Group Page 235 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Of the forty-seven (47) cases, the average number of calendar days required to close the case amounted to 56.7. These cases, in which no violation was found, were closed, on average, one month after the initial site visit. As noted in the table, it took as long an average of 184 calendar days to close a case in which no violation was found. · Cases in which no violation was found were taking longer to close than cases in which a code violation was found and voluntary compliance to correct the violation was obtained. On the average, it required 56.7 calendar days to close cases in which no violation was found; in comparison, it required an average of 45.7 calendar days to close cases in which voluntary compliance was achieved. Clearly, cases in which no violation was found should close much more quickly than cases in which the Officer is seeking and obtaining voluntary compliance. (1.3) Cases In Which Voluntary Compliance Was Achieved Exceeded Timeline Objectives. The problem with timeliness also was found in cases in which voluntary compliance was achieved as indicated in the table that follows. Voluntary Compliance Cases Days to Site Visit Days to Close Case Average, Median, Minimum, Maximum Average 13.1 45.7 Median 10.0 37.0 Min 0.0 2.0 Max 55.0 133.0 25th, 50th, 75th, 100th Percentile 25th 1.0 27.5 50th 10.0 37.0 75th 21.0 55.5 100th 55.0 133.0 Important points to note concerning the data contained within the table are presented below. · Of the twenty-seven (27) cases, thirteen (13) or 48% did not have an initial site visit within the timeline objective set by the Code Compliance Section. As noted in the table, it took an average of 13.1 calendar days for the first site visit and as long as 55 calendar days for the initial site visit to occur after receipt of the complaint. Matrix Consulting Group Page 236 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process · Of the twenty-seven (27) cases, the average number of calendar days required to close the case amounted to 45.7. These cases were closed, on average, one month after the initial site visit. As noted in the table, it took as long an average of 133 calendar days to close a case in which voluntary compliance was achieved. · The amount of calendar days required to achieve voluntary compliance is somewhat longer than data from the leMA Center for Performance Measurement. The data from 2002 indicated that the mean for achieving voluntary compliance amounted to 37 calendar days (versus 45.7 calendar days for Santa Monica), and the median was 27 calendar days (versus 37 for Santa Monica). While the elapsed time for Santa Monica from the initiation of the complaint to the closure of the case was comparable to the data generated by ICMA, there are also cases that were clearly overlooked. There were a number of cases in which the initial site visit was not made in a timely basis nor was the issuance of the Notice of Violation, Administrative Citation, or Order to Comply. * * * * * * While the number of vacant positions in 2003 impacted the ability of the Section to consistently provide a timely response, the consulting team also found that this problem existed in cases that were initiated in 2004. This is not to suggest that this is a widespread problem. However, there still appear to be instances in which cases are overlooked and the elapsed time between receipt of the case and the first site visit does not meet timelines or the elapsed time between the issuance of the notice of violation or compliance order and a site visit to confirm the violation has been corrected does not meet timelines. Recommendation: The Code Compliance Supervisor should enhance the management of cases to assure timelines are consistently met. Matrix Consulting Group Page 237 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (2) Code Compliance Officers Should Allocate a Greater Proportion of Their Day to Conducting Inspections in the Field and Less to the Office. Data generated by Permits Plus indicates that Code Compliance Officers are spending significant amounts of time in the office conducting research, making phone calls and discussing complaints with complainants. Code Compliance Officers are conducting these activities in the mornings. To assess the extent of time spent in the office by Code Compliance Officers, the consulting team analyzed data for each of the Code Compliance Officers for the first week of the months of September through December 2003. Although no Officer worked each of these days, the sample period covered 18 working days. The following table presents the consulting team's findings regarding the average time reported by each Officer regarding the time of his or her first site visit of the day. No. of Days Worked in Average Time of Officer Sample First Site Visit Officer 1 17 10:20 a.m. Officer 2 9 1 :40 p.m. Officer 3 15 10:32 a.m. Officer 4 16 9:08 a.m. Officer 5 14 11:16a.m. Officer 6 12 12:00 noon Average 13.8 11 :02 a.m. It should be noted that in calculating the above average times, there were five (5) days in the total of eighty-three (83) workdays in the sample in which an Officer spent the entire day in the office. As can be seen in the data contained within the table, the average start time in the field conducting code enforcement inspections for Code Compliance Officers was approximately 11 :00 a.m. Four (4) of the Officers report for work at 6:30 a.m. and two Matrix Consulting Group Page 238 CITY O~ SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process (2) Officers report at 8:00 a.m. The average start time for these six Officers is approximately 7:00 a.m.: about 4 hours of the typical 9-hour day is spent in the office. In reviewing the data, most of the time in the office was spent by these Officers in making phone calls and preparing written correspondence. However there were large portions of many Officers' daily activity reports that did not specify any activities, and in most cases, these time reports did not account for the entire 9-hour work day. The amount of time spent in the office, which is unwarranted, has a direct impact on the amount of inspections that each Officer is able to make each day. In some cases, the number of inspections conducted on an average day is too low. The table below presents a sample for Code Compliance Officers for the first week of each of the four months from September through December 2003. Total Number of Total Number of Work Inspections Per Work Officer Inspections Days Day Officer #1 62 16 3.9 Officer #2 24 9 2.7 Officer #3 27 13 2.1 Officer #4 38 14 2.7 Officer #5 151 18 8.4 Officer #6 107 17 6.3 · Overall, these six Officers averaged 4.7 inspections per day with a range from a low of 2.1 inspections per day to a high of 8.4 per day. · Two of these staff were Senior Code Compliance Officers assigned to addressing structural violations: Officer #3 and Officer #4. These officers would be expected to have lower inspections per day given the difficulties of resolving structural violations. However, the other four Officers, there is a significant variation in the number of inspections per day. These Officers are utilized primarily to address less difficult violations such as abandoned vehicles, weeds, noise, etc. · Code compliance inspections vary considerably in detail and complexity. However, in our experience, Officers working on a mixed caseload, such as the Code Compliance Officers, should certainly be able to complete a greater number of inspections per day than currently being accomplished. For example, Matrix Consulting Group Page 239 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process the target number of inspections for Senior Combination Building Inspectors is 13 to 16 inspections per day. Each of the Officers is spending about 4 hours in the office each day. The Code Compliance Officers should be spending significantly less amount of time per day in the office making phone calls, receiving complaints, etc. The Senior Code Compliance Officers will allocate a lesser proportion of time in the field given the background research required for some cases, particularly bootleg cases. Recommendation: The Code Compliance Supervisor should establish a target for the amount of time that Senior Code Compliance Officers and Code Compliance Officers spend in the office versus the field, and hold the Senior Code Compliance Officers and Code Compliance Officers accountable for meeting this objective. Recommendation: The Code Compliance Supervisor should set an objective for the range of inspections that Senior Code Compliance Officers and Code Compliance Officers are expected to accomplish each day and hold the Senior Code Compliance Officers and Code Compliance Officers accountable for meeting this objective. (3) The Code Compliance Officer Should Provide a Quarterly Performance Report for the Planning and Community Development Director. The Code Compliance Supervisor is an "active" supervisor. She utilizes supervisory conferences with her staff to discuss cases and their status, meeting each day with her staff to review the cases these staff are currently working on, the actions that being taken to resolve these cases, the inspections made the previous day, etc. Each day, the Code Compliance Supervisor reviews four reports including the outstanding site visits report, the employee caseload report, the compliance order report, and the backlog case report. The Code Compliance Supervisor is already utilizing effective case management practices. Matrix Consulting Group Page 240 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process However, in reviewing the 100 cases included in the sample, it was apparent that there were a number of cases that required a lengthy period of calendar days to close, and that some cases may be overlooked. Examples of these cases were presented previously; additional cases are presented in the second exhibit at the end of this chapter. The analysis of these cases indicates a number of issues are apparent in the effectiveness of case management including the following: . There was a clear pattern of lengthy delays in conducting initial site visits; . There was a failure in some instances to take immediate action when violations were discovered; . There were long periods of time during which no actions were taken; and . As several cases indicated, there were also lengthy periods between first and second site visits, with no new violations noted after the second visit, yet enforcement notices were issued after this second visit. This indicates that enforcement action could and should have been taken after the first visit. The Code Compliance Supervisor should generate a monthly performance report for the Planning and Community Development Director regarding the effectiveness with which the caseload is being managed. This monthly report should document the actual timelines on average for the initial site visit, the completion of the investigation, and closure of cases as well as reporting the extent of exceptions on a case-by-case basis. Recommendation: The Code Compliance Supervisor should generate a quarterly performance report for the Planning and Community Development Director. (4) The Code Compliance Section Should Develop More Effective Guidelines for Screening of Cases. There are a number of measures to evaluate the effectiveness of the management and supervision of the Code Compliance Section. One of these measures is that supervisors are utilizing a formal case management system that involves Matrix Consulting Group Page 241 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process screening cases for their solvability, assigning cases based on workloads. reviewing cases once assigned, and making decisions about proceeding based on case progress criteria. The enhancement of case management is one of the challenges facing the Code Compliance Section. One of the other challenges is the development of a more effective system and formal, written guidelines for the screening of code enforcement cases. The Section does already screen cases, and reported that the effectiveness of cases screening has recently improved. However, there are a number of indications that case screening is not effective as appropriate. These indications are presented below. · To test the consistent effectiveness of case management, the consulting team sampled the database of cases that were opened and closed from July 2003 through March 2004. This sample consisted of 100 cases. Of those 100 cases, there were no violations found in 46% of cases. This is a far higher rate of no violations than that reported by the 2002 ICMA Center for Performance Measurement report for other cities and counties. · In the employee survey, 50% of the respondents in the Code Compliance Section agreed with the statement that "I spend my time addressing important code compliance cases that represent life safety threats to the public." (Four of the respondents disagreed with the statement, while one respondent agreed with the statement; there were three respondents who indicated they were neutral regarding the statement, and one respondent did not respond to this question). Recommendation: The Code Compliance Section should develop a formal, written screening process for code enforcement cases. Recommendation: The Code Compliance Section should measure and report the number of cases that are screened and not investigated and report those cases in its monthly report. (5) The Timeline Objective for the First Site Visit Should Be Reduced to Three Work Days After Receipt of the Complaint. At present, the timeline for conducting the first site visit after receipt of the complaint is ten calendar days. This is much longer than the data reported by the ICMA Matrix Consulting Group Page 242 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process in their 2002 ICMA Center for Performance Measurement report. The average and median days from the date of the complaint until the first on-site inspection to verify or check complaints are presented in the table below. Housing Zoning Dangerous Nuisance Buildino Mean 3.6 4.4 2.6 2.9 Median 2.0 3.0 2.0 2.0 As the table indicates, the mean response time ranged from a low of 2.6 calendar days to a high of 4.4 calendar days. The median ranged for a low of 2 calendar days to a high of 3 calendar days. This same report, as noted earlier, also suggested that the level of staffing for Santa Monica was comparable to these other organizations. Given the comparability of staffing levels, the Code Compliance Section should be capable of delivering a comparable level of service. Recommendation: The timeline objective for the first site visit should be reduced to three workdays after receipt of the complaint. (6) Two-Person Crews Should Not Be Utilized for "Bootleg Unit" Inspections. The City has recently initiated a "bootleg" inspection program. Two Senior Code Compliance Inspectors are allocated to this program. It is estimated by the Code Compliance Supervisor that it will take approximately three to four years for these two Inspectors to work through the workload of approximately 700 units. The two Senior Code Compliance Inspectors conduct each bootleg unit inspection as a two-person crew. Typically, one Inspector confers with the landlord/owner, while the other performs measurements of the structure. In observing this process, the consulting team believes that there is little value added by using a two- Matrix Consulting Group Page 243 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process person crew for these inspections. One Inspector could easily handle both the conference with the landlord/owner and the structural measurements required. One limiting factor in this regard is that the Inspectors utilize roll-out measuring tape which requires, in many instances, that two people are present for both ends of the tape. However, with the purchase of laser tape measures, costing no more than $60 per device, a one-person crew could accomplish these inspections. The consulting team believes that through the alteration of the work practices by which these bootleg inspections are accomplished, the Bootleg Unit Program could be accomplished within two years. Recommendation: Use one-person crews for inspections of Bootleg Units. 4. A POLICY AND PROCEDURE MANUAL SHOULD BE DEVELOPED FOR THE CODE COMPLIANCE SECTION. The Code Compliance Section has encountered a significant degree of turnover over the past several years. Given that situation, the Section should develop a policy and procedure manual that defines how the Section expects its staff to accomplish their tasks. This manual should contain a number of sections including the following: · The mission of the Code Compliance Section; · The purpose of the policy and procedures manual; · The authority to make interpretations of the policy and procedure manual; · The code enforcement philosophy of the City including the priority ranking of the various types of complaints, the sequence of enforcement, and the criteria for choosing different types of enforcement approaches; · The applicability of the policy and procedures manual; · The different methods of initiating complaints and the processes to be used in initiating complaints, the policies associated with initiation such as will the City Matrix Consulting Group Page 244 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process accept anonymous complaints, keeping the name of the complainant confidential, etc; . The procedures for recording the complaint in Permits Plus, opening the file, and the timelines for processing the complaint; . The procedures to be utilized for investigating the complaint including establishing the elements of the violation, the process for conducting the field investigation, and reporting the results of the field investigation; . The range of enforcement procedures that are to be utilized and the circumstances under which these procedures are to be utilized; and . The circumstances under which a case may be closed. This policy and procedure manual should be available on-line. Recommendation: The Code Compliance Section should develop a policy and procedures manual. 5. THE CODE COMPLIANCE SECTION SHOULD EXPAND THE EXTENT OF PROACTIVE ENFORCEMENT. The Code Compliance Section, with the recent addition of staff, will be initiating an expanded code enforcement program in areas such as CEQA mitigation monitoring, and conditional use permit monitoring. However, there are other aspects of proactive enforcement that have not been addressed by the Code Compliance Section. The Section should expand the extent of proactive code enforcement including developing partnerships with non-profit neighborhood organizations to address issues related to preservation of these communities. This proactive code enforcement effort should be designed to develop a partnership between these organizations and the Code Compliance Section to address potential eyesores such as unkempt yards and overgrown weeds, junk, litter, and debris, abandoned vehicles, property maintenance issues such as broken windows, Matrix Consulting Group Page 245 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process deteriorated roofs broken plaster, and peeling paint, outdoor storage and dilapidated buildings, developing public education opportunities, and maintaining property values. Reactive code compliance will always be the largest proportion of the labor hours by the Code Compliance Section. However the Section has the capacity to expand the extent of its proactive code enforcement. Recommendation: The Code Compliance Section should expand the extent of proactive code enforcement including developing partnerships with non-profit neighborhood organizations. 6. THE CODE COMPLIANCE SUPERVISOR SHOULD MAKE PRESENTATIONS TO THE CITY'S NON-PROFIT NEIGHBORHOOD ORGANIZATIONS. The participation of neighborhood watch organizations and the non-profit neighborhood organizations is essential to the positive participation of code enforcement and, particularly, proactive code enforcement. At present, the Code Compliance Supervisor is not making routine presentations to these organizations. As the City proceeds forward with the expansion of proactive code enforcement including noise abatement, conditional use permit monitoring, and CEQA mitigation monitoring, the Code Compliance Supervisor should increase her visibility within the community by routinely making presentations and initiating discussions with these organizations. Recommendation: The Code Compliance Supervisor should routinely make presentations to the City's neighborhood watch organizations and non-profit organizations. Matrix Consulting Group Page 246 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 7. THE CODE COMPLIANCE SECTION SHOULD EXPAND ITS WEB SITE. The Code Compliance Section has a web site within the Building and Safety Division. It enables residents to submit a complaint on-line. The web site also identifies the consequences of non-compliance. The web site for the Code Compliance Section should be expanded; it should be listed at the main web site for the Planning and Community Development Department along with City Planning, Building and Safety, Transportation Management, etc. A resident should not have to access the Code Compliance Section through Building and Safety. The web site should be expanded to include the following: . A description of what the Code Compliance Section does in terms of the types of complaints that the Section addresses (housing, bootleg units, hedges and fences, abandoned vehicles, etc.); . A definition of the standards for property maintenance that are enforced by the Section including yard maintenance, junk, litter and debris, parking and storage of motor vehicles, garage conversions, outside storage, fences, graffiti, etc.; . Community Development Block Grant rehabilitation loans that might be available to assist low-income residents who own and live in the home they wish or need to repair; . The timeline objectives for processing complaints as adopted by the Section; and . Flow charts of the different abatement processes. The web site for the Code Compliance Section provides the opportunity to communicate with the City's residents regarding the preservation of the neighborhoods within Santa Monica and the City's unique quality of life. Recommendation: The Code Compliance Section should expand its web site. Matrix Consulting Group Page 247 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 8. THE CODE COMPLIANCE SECTION SHOULD ASSIGN ITS CODE COMPLIANCE OFFICERS TO GEOGRAPHICAL AREAS. Proactive code enforcement is a key element to the effectiveness of any cities preservation. Programs that are largely based upon complaints are ineffective at addressing the larger issues that exist in any community. One of the elements that is important to the effectiveness of a proactive code enforcement program is the assignment of Offices to geographical areas. This provides an accountability mechanism for the Officers. The City of Glendale actually provides these geographical assignments at its web site for Community Development and Housing. Residents are presented with a map that depicts the geographical assignments of the Officers, pictures of the Officers, along with their name, phone number, fax number, and e-mail address. Recommendation: The Code Compliance Supervisor should develop a proposal for the consideration of the Planning and Community Development Director for the geographical assignment of Code Compliance Officers. 9. THE CODE COMPLIANCE SECTION SHOULD PROVIDE WEEKEND COVERAGE FOR SPECIAL EVENTS THAT COULD GENERATE SIGNIFICANT AMOUNTS OF NOISE. The Code Compliance Section is in the process of initiating a noise abatement program. The Section should also utilize weekend shifts when special events are planned that could generate significant amounts of noise. Recommendation: The Code Compliance Section should provide weekend coverage for special events that could generate significant amounts of noise. Matrix Consulting Group Page 248 Q) (W') Ol "'l""" 0 Q) 0 ~ =: 0 0) I- Q) Q) <0 N C'lI en en en <0 0) N to- M N <0 00 3 N 00 M 0) Q) .c i >-~ C'lI N M N to- ~ to- to- 0 '''It 0) """ ..... 0 M """ """ yo- """ N y0- N It) y0- N y0- N 01 .- .... >C'lIOO ~ .c: 0 <CO >< ~ W "'C ii:iQ).... CO .~ 0) 0 Q) -g 0 i C 3: E'E: M 0 yo- 0 It) 0 M 0 It) <0 yo- """ M M M to- '''It """ 0 <0 <0 """ """ """ N M Q) E~O'-Q) """ I I I I I I """ I I :Jo-I-o.. CI) Z 0 CO U - en g'; en'tJ .... Q).-... 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E .~ ~i;1::J .~ o c (,) en en Q) (,) ;g Q) en- Q) Q) en .::: c - 0)'" .- J: C J: C.!!! :J J:J: _1::1:: 0 :J ._ ~ 0 'S - Q) ::::l _ 0 Q) 0 - - 'Q; ~ 0<(<( N c:((/) Z Z Ou- m 000:: :I: 00 en CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Exhibit 19 Sample Code Enforcement Cases Case Number Date Action 03COM0752 7/15/03 Assigned case to a Code Compliance Officer (CCO) 7/23/03 Assigned case to another CCO 7/24/03 Made site visit to measure walls and take photos 9/16/03 Made determination that no violation existed; closed case Observations: 1. Eight days elapsed between assignment to one CCO and assignment to another, with no action taken 2. Nine days elapsed between receipt of complaint to first site visit 3. No action (Administrative Citation, Order to Comply, etc.) was taken between site visit and the determination that no violation existed. A total of 54 days elapsed with no action. 7/16/03 Assigned to a CCO 7/24/03 First site visit 8/5/03 Issued Compliance Order 03COM0769 8/27/03 Made follow-up visit to ensure compliance Observations: 1. Eight days elapsed between receipt of complaint till first site visit 2. Relatively Quick action on issuance of compliance order, with reasonable time for follow-up. Case Number Date Action 03COM0863 8/21/03 Assigned to a CCO 10/13/03 First site visit 1 0/22/03 Took pictures of site Mailed compliance order noting compliance date of 11/24/03 10/24/03 11/26/03 Re-mailed compliance order Re-inspected property - noted partial abatement of violation but 12/4/03 hedges are over 42" 12/11/03 Re-inspected site 12/16/03 Violation abated - case closed Observations: 1. 53 days elapsed before first site visit after assignment 2. Eleven (11) days elapsed after noting violation until the issuance of compliance order 3. Data provided no explanation for reason for issuance of follow-up compliance order mailing two days after compliance was to have been achieved 4. No mention of fines for non-compliance finding on 12/4/03 5. 117 days from assignment to closure Case Number Date Action 03COM 1040 9/15/03 Assigned to CCO 10/24/03 Initial site visit, photos taken, measurements taken Made follow-up visit to take additional photos. Identified new 2/4/04 hazardous visual obstruction 2/11/04 Submitted photo and issued notice of pending violation 2/12/04 Mailed NOV 3/3/04 Took new photos and determined visual obstruction had been removed 3/15/04 Closed case Matrix Consulting Group Page 250 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Cheek, Inspection And Code Enforcement Process Observations: 1. 39 days till initial site visit 2. 100 days from initial site visit till second site visit, with no apparent activity during the interim period 3. 149 days from receipt of com )Iaint till issuance of NOV. 03COM1139 9/25/03 Assioned to CCO 10/14/03 Took photos and measurements Took new photos and measurements, issued pending NOV 1/26/04 2/17/04 Determined that hedoes were in compliance 2/18/04 Closed case Observations: 1. 19 days from receipt of complaint till initial site visit 2. 102 days from initial site visit to second site visit, with no apparent action in the interim 3. NOV issued immediately after second visit. No explanation as to why no NOV after first site visit. No additional violations were noted in second site visit that were not noted in first. 146 days for case closure Case Number Date Action 03COM1153 9/29/03 Assigned case to CCO 11/10/03 Initial site visit 11/11/03 Reassigned case to different CCO 12/11/03 Initial site visit by second CCO, took photos of signage Prepared and submitted pending citation and compliance order 12/16/03 12/24/03 Mailed to business owners 1/16/04 Mailed compliance order to business owners Took photos and determined that unapproved signage was removed 2/24/04 3/2/04 Case closed Observations: 1. Apparent personnel issue resulted in no action on case for lengthy period of time 2. One month of inactivity after assignment to second CCO 3. Relatively quick preparation of pending citation after "second initial" site visit, yet 8 days elapse before issuance 4. 155 days till case closure Matrix Consulting Group Page 251 11. ANALYSIS OF THE PLAN OF ORGANIZATION CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process 11. ANALYSIS OF THE PLAN OF ORGANIZATION This chapter presents an analysis of the plan of organization used for the permit, plan check, inspection, and code enforcement process. Much of the staff assigned to this process are assigned to the Planning and Community Development Department. That the City has grouped the Building and Safety Division, Planning Division, and the Transportation Management Division in one department is a positive aspect to the existing plan of organization. However, there appear to be other opportunities for improvement in the plan of organization utilized for the permit, plan check, inspection and code enforcement processes. 1. A NUMBER OF PRINCIPLES WERE CONSIDERED IN EVALUATING THE PLAN OF ORGANIZATION FOR PERMIT, PLAN CHECK, INSPECTION, AND CODE ENFORCEMENT PROCESSES. In evaluating the plan of organization and the management systems utilized by the City of Santa Monica for the permit, plan check, inspection, and code enforcement processes, the Matrix Consulting Group utilized a number of principles for organizational structure. These principles are presented in the paragraphs below. · The permit, plan check, inspection, and code enforcement processes is organized on a 'form follows function' basis with a clear, distinct and comprehensive sense of purpose or mission for each functional area. Functions should be grouped consistent with their periodic interaction, common information systems, delivery of services which are linked in some way, etc. resulting in functional cohesion. · The organizational structure fosters accountability. The organizational structure should foster accountability among management and supervisory staff. While this criteria needs to consider the performance management systems utilized, the organizational structure itself can facilitate or impede the performance of an organization. Matrix Consulting Group Page 252 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . The plan of organization enhances communication and coordination. The number of handoffs/exchanges required among different divisions/departments providing service to the public should be minimized. The structure should enhance shared knowledge and understanding among divisions and departments. The channels of communication should be clear and consistent. . Staff resources are utilized efficiently. The plan of organization should minimize administrative overhead. Workload should be distributed/shared to maximize the productivity of staff through peaks and valleys and offer cross- functional capabilities (e.g., to balance workload of staff across current planning and long-range planning). Processes should be standardized to enhance the efficiency and customer responsiveness of services (e.g., the permit, plan check, inspection, and code enforcement processes). . The potential of human capital is enabled. The plan of organization should enhance career development opportunities, training and recruitment and retention. . The quality and responsiveness of services provided to customers is improved. The plan of organization should enable staff to provide better service to the public in terms of cycle times, user friendliness, performance management, quality control, and consistency of the application of policies and procedures. Customers are the hub - with the organization designed around them. . Each department and division in the permit, plan check, inspection, and code enforcement processes have been placed at a level in accordance with its importance in achieving city-wide goals. Departments or divisions have not been placed too high in the organizational structure or too low relative to their importance. . The span of control for any manager or supervisor does not exceed the number which can be feasibly and effectively supervised. The trend is to widen span of control. In the last decade, the introduction of information technology spurred the trend toward wider spans of control. . The number of layers of management does not result in a tall, narrow configuration. Organizations with many layers are associated with centralized decision-making. Flatter organizations tend to have decentralized decision- making, as authority for making decisions is given to the front line employees. . The plan of organization enhances the effectiveness of the Planning and Community Development Director as the chief executive officer responsible for the management of the permit, plan check, inspection, and code enforcement process. The organizational structure limits the span of control of the Planning and Community Development Director, provides analytical Matrix Consulting Group Page 253 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process support to develop goals, objectives, and performance measures, and provides resources to build and connect with the neighborhoods in Santa Monica. Reorganization efforts that ignore these broader principles could create new, unintended consequences for the future. 2. THE PLAN OF ORGANIZATION FOR THE PLANNING DIVISION SHOULD BE REVISED. In evaluating the current plan of organization for the Planning Division in comparison to the principles noted above, a number of issues are apparent. These issues, presented as advantages and disadvantages, are presented in the table below: Advantages Disadvantages . The current structure provides clear lines of . The lines of accountability and functional accountability, but at the Planning Manager cohesion are muddled in regards to the level. provision of advanced planning and current . The spans of control for the Senior Planners planning below the level of Planning Manager. are reasonable. . The spans of control are too narrow in some . The current approach to organizing long-range instances. The span of control for the Planning planning and current planning promotes Manager is too narrow. resource sharing, scalability (ability to manage . The "handoffs" for advanced planning projects peaks and valleys). and adaptability (cross can be a problem given the absence of staff functional capability) since staff can be utilized dedicated to this function. for both advanced planning and current . The current structure impedes the development planning. of human capital. There are few opportunities . The approach to project management or case for career progression. planners minimizes "handoffs" (absent the . The current structure impedes workload problem with turnover). management, resource sharing, scalability, and adaptability since different Senior Planners and the Urban Designer are responsible for current and for advanced planning. . The current structure does not aid performance management, quality control checks, and consistency of policy/procedure application since different Senior Planners and the Urban Designer are responsible for current and for advanced planning. . The current structure increases administrative overhead with the one-over-one managerial relationship. . The current structure impedes the sharing of knowledge and understanding due to the lack of lead workers. Matrix Consulting Group Page 254 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The current plan of organization clearly offers a number of advantages. The current plan of organization has worked for the Division. However, the current plan of organization has a number of issues associated with it. Illustrative issues include the following: . There is a one-over-one managerial structure. The Planning Manager is the division-head for the Planning Division. The Planning Manager supervises one position: a Principal Planner. The Planning Manager has a limited span of control: one. This approach adds an unnecessary management layer. . The span of control for the Principal Planner is not extensive. The Principal Planner supervises four Senior Planner positions (including a vacant Senior Planner position). . There are six full-time managers and supervisors in the Planning Division versus twenty professional and clerical support staff.:. This results in one supervisor or manager for little more than three professional and clerical support staff. This ratio is not extensive. The Senior Planners in the present plan of organization function as full-time supervisors. . The responsibility for current planning and long range planning is fragmented at the Senior Planner level. The Principal Planner and the Planning Manager are responsible for integrating the work completed in the various teams that are supervised by the four Senior Planners. This approach to the plan of organization for the Planning Division runs counter to that utilized by the comparative survey cities. For example: The City of Huntington Beach organizes its Planning Department into three divisions. One division is assigned responsibility for Current Planning, a second division is assigned responsibility for Code Enforcement/Neighborhood Preservation, and a third division is assigned responsibility for Advanced Planning (or long-range planning). The City of Pasadena organizes its Planning Division into three sections. One section is assigned responsibility for Community Planning or long- range planning. These staff are responsible the provision of services and conducting activities that facilitate the development and implementation of the Comprehensive Plan and Specific Plans, and support the Planning Commission. The second section is responsible for Current Planning (zoning). This staff guides the City's orderly development by applying the Zoning Code, and support Zoning Hearing Officer hearings, Subdivision Committee, and Board of Zoning Appeals. A third section is assigned responsibility for Design and Historic Preservation. These staff are Matrix Consulting Group Page 255 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process responsible for support of the Cultural Heritage and Design Commissions; implementation of the Urban Design Plan Guidelines, the Old Pasadena Design guidelines, and the City of Gardens multi-family residential design guidelines. The City of Palo Alto organizes planning into two functions. One function is Advanced Planning/Special Projects. This staff is responsible for ordinance preparation; comprehensive plan implementation; area plans and studies; federal and state grant management; affordable housing development; records and maps; and special projects. The other function is Current Planning/Development Review. These staff are responsible for application review and processing; historic preservation; and code enforcement. It is clear from these other municipal organizations that planning tends to be organized along functional lines such as advanced or long-range planning, current planning, etc. This is not an uncommon approach to the organization of planning functions. · Senior Planners are inappropriately used as middle managers. It is an increasing pattern in the planning profession to utilize Senior Planners as responsible for processing the more difficult discretionary applications as well as mentoring, training, and leading the work of Assistant/Associate Planners. The roles currently filled by the Senior Planners in the Planning Division are more appropriate to the level of Principal Planner in Divisions as large as Santa Monica. This is the pattern in Pasadena, for example. · Turnover in the Planning Division has been significant over the past several years. From 2001 until the end of 2003, twelve professional planning level employees resigned from the Planning Division - four in 2001, five in 2002, and three in 2003. Overall, this is a turnover of 18.2% annually over this three- year time span. This far exceeds the experience of the City as whole over this three-year time span. · The current plan of organization for the Planning Division limits career progression. Senior Planners are responsible as first-line supervisors for the teams of staff that are assigned to them. There are four Senior Planners in the Planning Division. There is only one Principal Planner. Other organizations - such as Pasadena and Palo Alto - have chosen to utilize their Principal Planners as .middle managers responsible for a clear and distinct function such as Current Planning or Advanced Planning and their Senior Planners as first line supervisors. Matrix Consulting Group Page 256 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The organizational analysis of the Planning Division indicates that changes are necessary in order to create a more functionally efficient and effective organization and to hold management accountable for the delivery of services. The proposed plan of organization for the Planning Division is presented below. Planning Division Planning Manager I I 1 Current Planning Advanced Principal Planner Planning Principal Planner I Senior Senior I-- Planner Planner - Senior Planner - Urban Designer Senior - Planner Important points to note regarding the plan of organization are presented below. · The Planning Manager would continue as the division-head for the Planning Division. The Planning Manager would supervise two Principal Planners. · The two Principal Planners would be responsible for managing a distinct function. One of the Principal planners would be responsible for Current Planning, while the other would be responsible for Advanced Planning. · Four Senior Planners would be responsible as lead workers, not as full- time supervisors (as these positions currently function). These staff would be responsible for processing the more difficult discretionary applications as well as mentoring, training, and leading the work of Assistant/Associate Planners. A total of four Senior Planners are proposed: three in Current Planning and one in Advanced Planning. The proposed plan of organization would result in four Senior Planners and thirteen Assistant/Associate Planners. Matrix Consulting Group Page 257 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process . There are currently six managerial and supervisor positions. The proposed plan of organization would reduce the number of managerial and supervisory positions to three. The table below presents the staffing ramifications of this proposed plan of organization. Class Title Existina Pro Dosed PlanninQ ManaQer 1 1 Principal Planner 1 2 Urban DesiQner 1 1 Senior Planner 3 4 Assistant! Associate Planner 16 13 Total 22 21 As the table notes, this proposed plan would reduce the level of staffing by one position. . The estimated cost impact of the proposed plan of organization is somewhat less than the current plan of organization. The comparison of the existing and proposed plan of organization is presented in the table below. The cost of the proposed plan of organization is largely the same as the existing cost. Salary Number of Existing Number of Proposed Class Title At Top Step Positions Cost Positions Cost Planning Manager $ 112,992 1 $ 112,992 1 $ 112,992 Principal Planner $ 92,160 1 $ 92,160 2 $ 184,320 Senior Planner $ 82,380 3 $ 247,140 4 $ 329,520 Urban Designer $ 82,380 1 $ 82,380 1 $ 82,380 Associate Planner $ 70,656 12 $ 847,872 11 $ 777,216 Assistant Planner $ 60,120 4 $ 240,480 2 $ 120,240 TOTAL 22 $ 1,623,024 21 $1,606,668.00 Recommendation: The plan of organization of the Planning Division should be revised. 3. THE PLAN OF ORGANIZATION FOR CODE COMPLIANCE SHOULD BE REVISED. In evaluating the current plan of organization for the Code Compliance Section in comparison to the principles noted above, a number of issues are apparent. These issues, presented as advantages and disadvantages, are presented in the table below. Matrix Consulting Group Page 258 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Advantages Oisadvantaoes . The span of control for the Code Compliance . The current structure does not provide for clear Supervisor is not unreasonable given the lines of accountability for code compliance. The nature of the work and the availability of Code Compliance Supervisor is responsible for support form the Senior Administrative Analyst. field supervision, while the Senior . The span of control of the Senior Administrative Analyst is responsible for office Administrative Analyst is reasonable. supervision. While the incumbents work together well right now, there is no guarantee this relationship will continue to work when the incumbents change. It would require the Building Officer to mediate disagreements. . The plan of organization could hinder communication since the Senior Administrative Analyst supervises the staff associated with intake of complaints, while the Code Compliance Supervisor is responsible for investigation of these complaints. If there is breakdown in the working relationship between these two staff, there could be delays in the referral of complaints to field investigation staff. The code compliance functions are split into two different sections. These two different sections have two different supervisors. Both of the supervisors of these two sections report to the Building Officer. The Code Compliance Supervisor supervises one of these sections. The Code Compliance Supervisor supervises three (3) Senior Code Compliance Officers and seven (7) Code Compliance Officers. A Senior Administrative Analyst supervises the other section. The Senior Administrative Analyst supervises a Business Assistant and two Building and Safety Assistants. The two Building and Safety Assistants supervised by the Senior Administrative Analyst are responsible for taking incoming code complaints over the phone, inputting these complaints into Permits Plus, generating appointment letters, typing of compliance orders etc. Matrix Consulting Group Page 259 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Both of these individuals work well together at the present, but this is a relationship that could change in the future through turnover. The Code Compliance Supervisor should be accountable and responsible for all of the code compliance functions. This includes the supervision of the Senior Administrative Analyst. The proposed plan of organization for the Code Compliance Section is presented below. Code Compliance Supervisor Senior Code Compliance Officers (3) Code Compliance Officers (7) Senior Administrative Analyst Business Assistant Building and Safety Assistant Recommendation: The plan of organization of the Code Compliance Section should be revised. 4. THE PLAN OF ORGANIZATION OF THE BUILDING AND SAFETY DIVISION SHOULD BE REVISED. In evaluating the current plan of organization for the Building and Safety Division in comparison to the principles noted above, a number of issues are apparent. These issues, presented as advantages and disadvantages, are presented in the table below. Matrix Consulting Group Page 260 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process Advantages Oisadvantaaes . The span of control for the Building Officer, . Some managerial and supervisory staff Supervising Inspector, the Permit Supervisor, resources are not utilized as efficiently as and the Plan Check Supervisor are reasonable. possible. . Form follows function in the way the Building . The potential of human capital is limited given and Safety Division is organized. Inspection the inability of inspection staff to promote in the services, plan check services, and permit organization other than the Supervising center services are each consolidated under a Inspector. separate manager. . The accountability for services are clear given the form follows function approach to the plan of organization. The Matrix Consulting Group recommends that the plan of organization for the Division be modified. . The Assistant Building Officer should assume responsibility for managing the plan check staff and the Permit Center staff of the Division. This managerial position is underutilized at present. The skills of the position can be more effectively utilized as a line manager rather than the current staff role. Currently, the position is utilized to perform special projects such as the development of guidelines for special project inspectors, the Gray Water and Reclaimed Water Initiative, conducts searches of Title 24 for changes in laws, etc. These are tasks that can largely be fulfilled by the Business Assistant. The Assistant Building Officer position should assume a lead role in the management of plan checking and the Permit Center. . The Plan Check Supervisor position should assume a half-caseload. This position should assume a half-caseload as a lead worker. The supervisory workload for plan checking should not normally represent a full-time job. With the proposed reallocation of the Assistant Building Officer, there is simply no need for a full-time plan checking supervisor in addition to the Assistant Building Officer. . The Permit Supervisor should be reclassified as a Senior Plans Examiner through attrition. This would be a non-registered engineer. This position would be a working supervisor with responsibility for leading the work of the Building Technicians, Permit Specialists, and Building and Safety Assistants, as well as conducting over-the-counter plan checks. This approach is not uncommon. The City of Santa Barbara, for example, assigns responsibility for supervision of its Permit Center to a Senior Plans Examiner. This supervisor is responsible for supervising a Plan Checker and three Building Inspector Aides. It recognizes that not all plan checking needs to be accomplished by a registered engineer. Matrix Consulting Group Page 261 CITY OF SANTA MONICA, CALIFORNIA Analysis of Permit, Plan Check, Inspection And Code Enforcement Process The proposed plan of organization for the Building and Safety Division for these components is presented below. Assistant Building Officer Plan Check Supervisor Senior Plans Examiner (Proposed) Senior Plan Check Engineer Permit Specialist (2) Building and Safety Specialist (3) Plans Examiner (Proposed) Building Technician (2) (Proposed) Recommendation: The plan of organization of the Building and Safety Division should be revised. Matrix Consulting Group Page 262