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focus of achieving an overall successful and timely project for the applicant, further <br />dividing the department. From the applicant's perspective, there is an internal, rules - <br />based focus as opposed to an external project -completion focus. <br />3. Establish clear lines of responsibility/accountability for the various permitting <br />processes. Define an "approver" and "reviewer(s)" for each major process. Establish <br />and enforce accountability for each employee's role. Enforcing accountability will <br />reduce the need for other employee's to fill gaps. When employees have to fill voids <br />created by others, resentment between employees is generated; process is slowed; and <br />customers experience conflicting guidance, confusion, and frustration. <br />4. Develop a review and comment system that will resolve all issues prior to meeting <br />with the customer. Recognize that individuals involved with inspections, code <br />enforcement, and engineering generally tend to be more "left -brained" and logically - <br />oriented, and individuals involved with planning -related fields generally tend to be more <br />"right -brained" and creative -oriented. When employees interact with other members <br />of the department, recognizing these different perspectives will facilitate <br />communication and problem -solving. Resolving differences in perspective internally <br />before presenting the department's official interpretations to the customer should both <br />expedite the process and enhance the quality of service to the customer. <br />J. Trust <br />Findings <br />There is a lack of trust between some members of the department resulting in staff members <br />overcompensating for the deficiencies they perceive. This situation becomes evident to customers, <br />creating confusion and uncertainty as to the correct staff direction to follow. Processes are not as <br />efficient as they could be due to the gaps and overlaps caused by ad -hoc modifications made in <br />response to these patterns. <br />Recommendations <br />1. Establish a culture of greater trust and open communication among the staff members <br />of the department. <br />i. One outward sign of a lack of trust within the department are the examples of <br />one division needing a sign -off from another division before a process can <br />proceed. These situations appear to be based more on self-protection than on <br />actual documented procedural requirements. <br />19 Planning Department Review Mueller Management/Ron Cox Consulting <br />