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HomeMy WebLinkAbout02-18-13 Special Meeting of La Porte City Council LOUIS R. RIGBY DARYL LEONARD Mayor Councilmember District 3 JOHN ZEMANEK TOMMY MOSER Mayor Pro-Tem, Councilmember At Large A Councilmember District 4 DOTTIE KAMINSKI JAY MARTIN Councilmember At Large B Councilmember District 5 MIKE MOSTEIT MIKE CLAUSEN Councilmember District 1 Councilmember District 6 CHUCK ENGELKEN Councilmember District 2 CITY COUNCIL MEETING AGENDA Notice is hereby given of a Special Meetingof the La Porte City Council to be held February18, 2013,beginning at 5:30 p.m.in the Council Chambers of City Hall, 604 West Fairmont Parkway, LaPorte, Texas, for the purpose of considering the following agenda items. All agenda items are subject to action. 1.CALL TO ORDER 2.PUBLIC COMMENTS (Limited to five minutesper person.) 3.DISCUSSION OR OTHER ACTION (a) Discussion or other action regarding Planning Department Audit –C. Alexander 4.ADMINISTRATIVE REPORTS La Porte Wrecker Committee Meeting, Tuesday, February 19, 2013 Planning and Zoning Commission Meeting, Thursday, February 21, 2013 City Council Meeting, Monday, February 25, 2013 5.COUNCIL COMMENTS regarding matters appearing on the agenda; recognition of community members, city employees, and upcoming events; inquiry of staff regarding specific factual information or existing policies–CouncilmembersMoser,Kaminski,Zemanek,Leonard,Engelken, Mosteit, Clausen,Martin,and Mayor Rigby. 6.EXECUTIVE SESSION The City Council reserves the right to meet in closed session on any agenda item should the need arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas Government Code. 7.RECONVENE into regular session and consider action, if any, on item(s)discussed in executive session. 8.ADJOURN I n compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable accommodations for persons attending public meetings. To better serve attendees, requests should be received 24 hours prior to the meeting. Please contact Patrice Fogarty, City Secretary, at 281.470.5019. CERTIFICATION I certify that a copy of the February 18,2013,agenda of items to be considered by the City Council was posted on the City Hall bulletin board on February 12, 2013. Patrice Fogarty, City Secretary REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested February 18,2013 Source of Funds: Requested ByTraci Leach Account Number: Department:Administration Amount Budgeted: ReportResolution:Ordinance: Amount Requested: Exhibits: FinalReport Budgeted Item:YESNO Exhibits: Presentation Exhibits: Proposed Action Plan SUMMARY & RECOMMENDATION On September 24, 2012 the Council approved an agreement with Mueller Management to conduct an operational and process audit for the City’s Planning and Engineering Department. Since that time, the consultants have been busy collecting data about the City’s current processes and procedures. This was completed by conducting a series of one-on-one interviews and focus group meetings with both internal and external stakeholders. Each group had an opportunity to discuss their experiences with the many divisions of the Department-code enforcement, inspections, planning, and engineering. OnDecember 10,2012, the consultant presentedthe interim report, as outlined in the approved scope of work. This report focusedprimarily on the information obtained through the stakeholder interviews and meetings and identifiedrecurrent themes and categories of issues.The final report attached and includes recommendations for addressing the issues and themes identified in the interim report. Following the consultant’s presentation, staff will provide information on a proposed action plan for implementation. Staff is requesting Council input on the proposed action plan at this time. Revisions to this proposed plan will be made based on Council comments andbrought back for additional consideration and approval. Action Required by Council: Provide staff with comments regarding the proposed action plan. Approved for City Council Agenda Corby D. Alexander, City ManagerDate City of La Porte Planning Department Organizational Review Final Report and Recommendations Mueller Management/Ron Cox Consulting February 6, 2013 City of La Porte Planning Department Organizational Review Final Report and Recommendations Table of Contents Page I.Introduction 2 II.Recommendations 4 Process Recommendations A.Communication 4 B.Cumbersome Processes 6 C.Site Plan Review Process 8 D.Permitting Intake/Issuance 10 E.Code Enforcement 12 F.Inspections 13 G.Miscellaneous 14 Organizational Culture Recommendations H.Mission & Goals 15 I.Departmental Cohesiveness 18 J.Trust 19 Code Recommendations K. Code Recommendations 20 Zoning Code 20 Development Ordinance 23 Other 25 III.Conclusion 25 IV.Exhibits A. Site Plan Review Flowchart B. Permit Intake/Issuance Flowchart 1 Planning Department Review Consulting I. Introduction On September 24, 2012, the City of La Porte engaged Mueller Mana Consulting, to perform an organizational review of the Planning organizational reviews in various departments of the City was identified by the City Council during the FY 2013 budget planning process. The Planning Department was chose due to its high frequency of customer/citizen interaction points have a significant impact on the communitys perception of the City gov Specifically, the purpose of this review was directed toward evaluating departmental policies, procedures, practices, and codes to identify improvements that mlue, shorten response times, and improve customer service. In particular, the processes invo issuance were identified as areas of emphasis. The underlying strategy of the analysis by the consulting team was to identify internal perceptions and external perceptions as they relate to the identified issues/p perceptions of internal participants (employees) align or differ Planning Commission, customers) was analyzed to identify gaps in desired-versus-provided service levels. Internal perceptions were gathered from individual interviews with each member of the Planning Department and members of other City departments who are involved with the site plan and building permit processes. Further, the site plan review process and theand issuance processes were flowcharted to identify potential gaps or inefficiencies in thos External perceptions were obtained by individual interviews with each member of the City C Planning and Zoning Commission. To further validate the percept interviews, three separate focus groups were convened  one focused on code enforcement; one with contractors/designers; and one with business owners. An interim report, summarizing the internal and external observations, organized under 10 major themes, was presented to City Council on December 10, 2012. Subsequent report presentation, the consulting team conducted the following activi The interim report and several specific customer concerns that w focus groups were reviewed with the Planning Department division managers. This review provided an opportunity for the staff to better understand and accept the reality of the issues at hand and begin to be part of the recommended solutions. Management recommendations were developed to address the organizational culture, communication, and trust themes that were identified in the interim report. 2 Planning Department Review Consulting The flow-charted processes were analyzed for efficiency and communication improvement opportunities. Organizational, process, and communication improvements were developed. Suggestions offered by the electedand appointed officials, customers and employees were incorporated. The zoning and development codes were evaluated for potential recommendations to improve their functionality and address concerns raised by the customer groups. Implementation Recommendations: Implementation of the recommendations will present many opportunities for organizational and leadership development within the department and with customers. An effective method of implementation is the use of task forces organized around a specific set of the recommendations. Membership in the task forces should primarily consist of employ also consist of representatives of the customer groups identifieEach task force should be managed by a team leader appointed by the Director. Each team leader will completing and reporting on the final implementation. It is also important to reinforce the revised processes with underlying improvements in culture, trust, and cohesiveness. The process improvements will not be fully successful until t organizational culture is redirected toward better cooperation internally and a customer focus externally. A variety of tools are available designed to enhance the organizational culture. A commitment by City Council and management toward this holistic approach will enhance the full implementation of the improved customer service attitude. Acknowledgements: The consulting team wishes to thank all members of the City Coun, Planning Commission, City Managers office, the Planning Department, and the customer focu great cooperation from each person we spoke with and encountered information we requested. All participants were very candid in their comments and believed their negative and positive comments would be used in the spirit of imMany positive suggestions were put forth by the individuals and groupere incorporated into these recommendations. The consulting team appreciates this opportunity to be of servic that these recommendations will add value to your customers exp effectively perform their jobs. This report concludes our engagement, provide additional assistance should you or the staff desire an implementation. 3 Planning Department Review Consulting II. Findings and Recommendations The internal observations, external perceptions, and a preliminary assessment of the implications of these observations and perceptions were documented in the interim report. The topics presented in this report generally correspond to the themes that were coveredthe interim report. A set of findings are presented for each topic along with a series of rec finding. The topics are grouped into process, organizational culture, and code-related recommendations. Process Recommendations The following process-related recommendations are intended to respond to concerns expr customers and incorporate procedural improvement possibilities o These improvements are designed to improve communication and access to information; reduce the time required to obtain permits and improve the customer experie Department. A.Communication Findings The variety of independent prerequisites before the issuance of a building permit provides multiple opportunities for ambiguity and difficulty in coordination. Cur charged with coordinating all aspects of a project from initial be challenging for customers to know exactly which sub-applications apply for a particular project and the correct submittal sequence. Staff acknowledged that multiple resubmittals do occur, but gene result of poor plans being submitted or designers modifying unrelated items (on which the additional comments are based). There is a gap between the perceptions of the customers and the staff that needs to be resolved. Recommendations 1.Pre-Development Meetings with customers: i.Establish routine days and times for pre-development meetings when staff will be available. ii.Establish which staff is required to attend the pre-development meetings, and hold those staff accountable for attendance. Establish a protoco 4 Planning Department Review Consulting responsibility to the appropriate person for notifying the staff of their attendance requirement. iii.Publicize the availability and schedule of pre-development meetings on the web site and in the Planning Department lobby. Encourage staff to r preference for using the pre-development meeting format whenever possible in their interactions with the public. iv.Develop a pre-development meeting checklist that outlines all of the permits that may be necessary for a particular project, so that the appl aware of the multiple steps that may be needed before they make their first submittal. Also, provide fee schedules associated with each of the applicab permits. v.Utilize the pre-development meeting to review the checklist and have staff available to elaborate and answer questions. Also, utilize this meeting to communicate lessons learned from similar projects, such as critical review i and long lead-time aspects of the permitting process, to assist the customer i planning their overall schedule. 2.Host periodic forums for the development/contractor/business community to open and maintain an opportunity for dialogue. These forums can be utilized to communicate such topics as new codes, frequently encountered pro receive feedback and suggestions from developers and contractors. The goal is to establish and maintain open lines of communication between the d customers to reduce the perception that involving management or order to achieve solutions. Establishing open rapport will facilitate a collaborative problem-solving environment between staff and customers. i.Initially a quarterly schedule is recommended; re-evaluate frequency after the first year. ii.Depending on the interest of participants, the city may want to forums into more focused topic sub-groups (for example, separate planning, engineering, and inspections forums). 3.Establish a centralized database of previous code interpretationcessible to the staff and public; or display in a FAQ format. 4.Ensure that the need for address verification and utility verifi consistently; document the need on related forms and communicate early in the application process. 5.Ensure that all permit application forms and related information (that was provided to the consultants in the binder) are available on the website. At a minimum, provide 5 Planning Department Review Consulting printable PDF files, but preferably as live forms that can be completed an electronically. 6.To the greatest extent possible with the current computer system available on-line so that applicants can obtain status updates as easily as p Where the computer system falls short, establish an information ill track status of projects and provide contact information to the custom information. The objective is to develop a system within the constraints of t computer software system, to provide substantive information to omer on a timely basis. 7.Post the office hours by the outside door. City hall hours are posted, which may cause customers to think the office is closed when it is actually open 8.Departmental staff should proactively notify the city management interactions that may be reasonably expected to evolve into more relations situations. 9.Revise the Planning & Zoning Commission public hearing agenda format. The following agenda sequence is proposed: i.Staff Presentation ii.Applicant Presentation iii.Public Comments (for, against, or simply questions) iv.Question and Answer The current public hearing agenda format encourages the Commissi before all of the information has been presented and also puts tion of answering questions better answered by the applicant. The Commission should allow all information to be presented in items i-iii before asking questions under item iv. Any questions posed by the public during item iii should be noted bysion and then asked by the Commission during the question and answer peri question and answer period, questions should be directed by the the staff or applicant, depending on who is in the better position to answer the particular question. B.Cumbersome Processes Findings The cumbersome nature of the NaviLine software system appears to sluggishness and inconsistencies that customers experience. Iro 6 Planning Department Review Consulting processes too difficult to navigate and work without permits, this also increase code enforcement division. Recommendations 1.Track certain permits outside of the NaviLine system to eliminat that does not add value  for example: fill dirt, utility verification, culvert, address assignment, site plan review. i.A separate logging and tracking system (database or spreadsheet) n developed and made available on the server so all staff members update information and check status as needed. 2.The driveway permit process should be modified so that culvert sizing is handled as part of driveway permit process rather than as a separate applic When a driveway permit (issued by the Inspections Division) requires a culvert permit (issued by the Engineering Division) is also required. The culvert permit primarily consists of specifying the correct diameter for the cu for a non-driveway application, the culvert application would still be a s application. 3. Complete the water and sewer GIS layer and make available to the public. The internal utility verification process can be eliminated completely by allowing the public, land owners, and engineers to access the data directly. However, in the inte, within the current utility verification process: i.Ensure that the drawing of the existing utilities is provided to as part of the response to the applicant. ii.If NaviLine is continued to be used to track utility verificatioave a PDF of the utility drawing as an attachment to the NaviLine file so that all data related to the request can be obtained in one location. 4. Until NaviLine is able to produce the information needed for the monthly reports, the reports should be reconfigured to eliminate the time and effort needed to track information manually. Currently, some data for the monthly and quarterly reports is tracked manually because it is not accessible from NaviLine. 5.Establish and publish plan review time goals for the most common This information will provide the customer with a reasonable expectation and esta accountability for the staff. 7 Planning Department Review Consulting 6.Allow simple plan sets to be reviewed quickly while more complex reviewed in the background. To expedite simpler plan sets, establish and use a priority process rather than a chronological (first come-first served) policy. 7.Establish a simplified fence permitting process. The current system is both time consuming and expensive and is a source of consistent frustratioTo expedite standard fence replacements in the same location, do no formal surveys. Utilize standard details as a condition of appr attachment of runners and pickets, etc.). If a fence is on a cone, perhaps require consent from the neighbor to waive the site plan further relaxation, the site plan requirement for new fences cou location restrictions being issued as permit conditions. 8.Upon issuance of the certificate of occupancy, paper inspection files should be purged. Maintaining the paper copies of plan review comments, permits, a takes considerable staff time. The content of these files is ge that has been or should have been entered into the NaviLine permit file. 9.Establish a consistent philosophy to utilize PUDs to simplify, rather than complicate, development applications. Several people who were interviewed reported that the current implementation of PUDs actually makes approval of a project more difficult, rather than facilitating the unique situations they are intended with the organizational culture initiatives previously discussed PUDs to facilitate development, rather than as a mechanism to add additional requirements, should be encouraged and enforced by management an C.Site Plan Review Process Findings The site plan review process affects a wide variety of businessee first interaction an applicant has with the City. As currently structured and administered, the prs confusion for many applicants and creates a poor first impression. Recommendations 1.Compile and agree upon staff review comments before meeting with the applicant. 2.Establish appropriate review protocol between the Planning and Fire Departments. Evaluate need for fire marshal to be involved with site plan review; consider whether or not one Fire Department representative can handle all fire-related review comments. 8 Planning Department Review Consulting This will better define and possibly reduce the number of people involved in the review process. 3.Develop and consistently use checklists for each reviewer. The contents of each checklist should be unique to the items for which each reviewer is responsible and approved by the Planning Director. Periodically update the checklists as new or recurring issues arise. The checklists can be provided directly to the applicants in advance to better inform them of the requirements. Further the completed checklists can also be provided to the applicants to eliminate the time and effort required to compile all comments into one review letter. 4.Ensure all reviewers are submitting comments electronically in a (Word document or NaviLine) using the checklists described above; also consider requiring reviewers to provide marked-up plan sets for return to the applicant. 5.Ensure review deadlines for each application are communicated an for all reviewers (inside and outside of the Planning Department). 6.Establish review turn-around time goals for re-submittals. 7.Establish and enforce a policy that additional comments will not resubmittals. Exception: when the applicant has made changes to the plans subsequent to the prior submittal. 8.Research the ability of NaviLine to assign a project number usin number (if NaviLine tracking of site plans is continued). Currently, s can not be entered until an address is assigned. This sometimes results in a delay of processing while the address verification process is completed. 9.Ensure NaviLine is sending automatic notices of new site plan ap all reviewers (if NaviLine tracking of site plans is continued). 10.Establish and post annually a schedule of deadline dates for sub comments, resubmittals, and the corresponding Planning and Zonin meeting date on which action will be taken (if applicable). 11.Consolidated review comments that are sent to the applicant should be provided to all reviewers. These consolidated comments will allow each reviewer to be aware of the full context of comments that were made. 9 Planning Department Review Consulting 12.Ensure NaviLine is placing a hold on release of building permits site plan is approved. 13.Automate the generation of the final site plan approval letter s. 14.Replace the manual building permits release form currently bthe Inspections Division with the automated letter described above. 15.Develop a screening questionnaire to help applicants better prep this can be reviewed and provided at the pre-development meeting. i.Communicate to applicants the need for an address request to acc precede a site plan application. ii.Communicate to applicants that the proposed electric meter locat for determining a proper address. iii.Communicate to applicants the need for a utility verification re accompany or precede a site plan application. 16.Make available to applicants a sample of a good site plan application to use as a reference in preparing their application. 17.Re-evaluate the site plan application form to ensure all requested necessary; remove unnecessary or unused information to make submittal simpler for the applicant. D.Permitting Intake/Issuance Findings Customers perceive difficulty in timely receipt of consistent pl permits. In some cases, customers also experience complicationsing access to status information. Reducing redundant internal procedures will free up staff time for more meaningful tasks and customer communications. Providing a process to stream permits to trade contractors would address several customer concerns. Recommendations 1.Investigate and implement the ability to allow permit applications to be completed and submitted electronically with payments made on-line, over-the-phone by credit card, or with an escrow fund. At a minimum, contractors should have the ability to pay for and obtain simple trade permits on-line. 10 Planning Department Review Consulting 2.Allow contractors to open escrow accounts against which permit fees ca to eliminate the need for recurring checks and trips to city haltrade type permits. 3.Ensure that building plan review turn-around time goals are established and enforced for all staff members involved with plan review. 4.Establish and enforce a policy that additional comments will not be added on resubmittals. Exception: when the applicant has made changes to the plans subsequent to the prior submittal. 5.Redundant paper logs should be eliminated with the data being retrieved fr NaviLine when needed. There are multiple paper logs used for tracking various permit applications and the status of those applications. Examples inc (tracks applications during plan review), over the counter log (tracks resubmi other delivered documents), roof permits log, temporary and portable sign log, clearing/fill dirt/storm water quality log, new code enforcement case log, and a follow up code enforcement log. Periodically, the data on these logs are typed into a spreadsheet for archiving, but the original paper logs are also Additionally, there is a separate database maintained for water and sewer taps Most of the information entered on the logs is also entered into NaviLine as part of the process to set up the permit file in the system. If NaviLine isof appropriately tracking the review steps, a separate database should be set up in place of the paper logs, so that the tracking information can be easily entered, updated, queried, and accessed from the network by all staff members. The database should be set up to track the info needed for the various permit types, but only require t for the particular permit type. The database should also be made available to the public so that applicants can see the review status of their applications. 6.The Inspections Services Technicians should log Planning Division-related applications, such as site plans and zone changes. A consistent logging process as described above should be developed for all Planning Department applications to differentiation between processes for each division. 7.Ensure the plan review comments from outside the Planning Department are coordinated with the comments from within the department and returned to the applicant simultaneously from a single source with the Planning comments. 11 Planning Department Review Consulting 8.Ensure all three front counter technicians have the same job descriptions and are adequately cross-trained; each have areas of specialty, but workload should always be balanced. 9.Ensure all three front counter technicians have access to the sa notes files and all relevant NaviLine modules. 10.Plan review for clearing permits conducted by a Parks Department representative and Engineering and Planning Divisions should be done simultaneously rather than serially. A simultaneous review process will expedite the issuance of the permits. 11.Adopt one consistent suite of building codes. Currently, a mixture of the International and Uniform Building Codes are utilized for different trade spec customers perspective only one suite of codes should be adopted and utilized. E.Code Enforcement Findings Some customers report difficulty in ascertaining the status of service requests. Inefficient internal processes affect the timeliness of data being available and add a redundant burden to the Inspection Services Technicians. From a broader perspective, there are differing opinions as to the preferred focus of code enforcement efforts  an even distribution, or a focus on hot spots or repeat offenders. Recommendations 1.Implement a method to allow the inspection notes/results to be transferred electronically to NaviLine. Currently the notes are taken in the iPad, printed, and then input into NaviLine by the Inspection Services Technicians. 2.Develop the GIS so that the status of code enforcement cases can be displayed graphically and accessed directly by the public. This will aid citizens in being able to quickly ascertain the status of a complaint they called in or to in their neighborhood. Additionally, the graphical representation will assist staff in identifying recurring problem trends as an aid to targeted enfor 3.Conduct quarterly forums with citizens and homeowners groups. These forums can be utilized to identify hot spots in the community that may need special a code enforcement and provide a system for follow up. 12 Planning Department Review Consulting F.Inspections Findings There are opportunities to improve the customers experiences asd consistency. Many customer suggestions centered on interactivity improvements such topics as the ability to submit permit applications, request inspections, or v-line. Customers also requested improvements to consistency in the interpretations made by different inspectors. Internally, there are several paper-based tracking processes that are redundant to electronic processes. Recommendations 1.Assign inspectors by project rather than geographically. This system will allow the customer to have a consistent representative throughout the construction process; other inspectors are still available to cover vacations or for c 2.Provide an opportunity for the assigned inspector to be involvedl plan review before final approval. This system will reduce the occurrence of the field inspectors enforcing codes differently than the plan reviewer. 3.Allow trade permits to be finalized as the work is completed pri certificate of occupancy. Several customers commented that the current process does not allow them to receive trade finals until the final certifica building is approved. This practice causes delays in subcontrac out their contracts and receive final payment. 4.The inspectors should use their iPads to document field inspecti for direct transfer to the NaviLine system. The current process requires the inspectors to hand-write notes and inspection results in the field. The results are then entered by the Inspection Services Technicians into the NaviLine system. T a method to electronically link the iPad with NaviLine needs to change would free up office staff time and allow inspection results to be posted much more quickly, while not adding additional work for the inspector 5.Implement an on-line inspection request system that could interface directly wit NaviLine to save considerable staff time. The process of pulling inspection requests from the answering machine, transcribing the information onto w entering data into NaviLine is time-consuming. The current process of attaching the white ticket to the inspection folder and then re-stapling it into the ticket book is 13 Planning Department Review Consulting redundant and should be eliminated as all of the needed information should be transferred to the NaviLine file. 6.Interface the NaviLine system with the website so that inspectio viewed on-line by the contractor or owner. G.Miscellaneous Findings During the course of the review, the consulting team noted sever, which are addressed in the following recommendations. Recommendations 1.Re-evaluate the need for extended office hours; shift technicians to a standard 8-5 shift with a rotation for one technician to arrive early to pull requests. 2.Executed utility reimbursement agreements should be added as an attachment to the relevant water and/or sewer line database file in GIS. This will facilitate tracking, help to ensure proper payments are required of new development, and i cost has been reimbursed to the initial developer. 3.Establish streamlined street and alley abandonment procedures available under state law; establish a prioritized schedule for systematically abandoning-of- way, rather than inefficiently responding to ad hoc requests. 4.The duties formerly assigned to eliminated Planning Division personnel shou assigned to specific employees to ensure clear lines of accountability. With the recent reduction of Planning Division personnel, duties of prior employ between the planner and the office coordinator, but specific res varies on case by case basis. 5.Zoning notification letters and mailing labels should be generat notification list by a mail merge function rather than manually. 6.The NaviLine system should be programmed to automatically print tap work orders to avoid the delays and manual steps inherent in the current method Currently, when a work order request for a new water or sewer tap is generat Inspections Services Technician, the utility superintendent does not receive an automatic notification. The superintendent has to periodically check the system to see 14 Planning Department Review Consulting if there are new work order requests. Additionally, the superin several administrative steps in order for NaviLine to print the 7.The Survey Party Chief job description should be updated. The job description does not match the current duties of the position. 8.GIS Division: i.The non-GIS tasks assigned to the GIS Manager should be shifted to other staff members so that the GIS manager can appropriately focus on development of the GIS and management of GIS-related personnel. If the efficiency and automation recommendations related to the Inspections Services Technicians are implemented, those individuals should be freed up to assist productive work. ii.Provide additional GIS and Laserfiche licenses and training to relevant Inspections Division staff members to allow staff to obtain information more directly without having to involve the GIS Manager. iii.Properly fund and execute the GIS development program to facilitate data availability for customers. A more functional GIS will improve the publics ability to get the information they need to prepare better plan submitta up staff time currently occupied with manually obtaining that da customers. Organizational Culture Recommendations This engagement has identified many process issues within the Pl that making the changes that have been identified in the first p immediate results. It is also believed that to ensure a more complete and more meaningful change in the organization, more than just process should be addressed. Departments organizational culture were identified. These findings and recommendations are addressed below. It is also believed there is a need to better align the organizational culture o Planning Department with the philosophy of the City Council. Wor the Council can place the City on a better tract toward the same both with these organizational and process changes, but the success of the H.Mission & Goals Findings There is an opportunity to enhance the department employees understanding and buy-in for the mission and goals of the City and Council and management for the department. Developing 15 Planning Department Review Consulting improved processes and procedures will not have full effect unle department is addressed and aligned with the Citys overall goal Recommendations 1.Discern a consensus between City Council and management regarding the desired customer service philosophy for the Planning Department. i.The City Council and staff should work together to discuss and d economic development philosophy of the City. The result of this should provide staff with better guidance on what development projec are/are not acceptable in the community. This gives better guida when approached for zoning changes and other development conside ii.The City Manager, Planning Director, and City Council should discuss and establish an understanding regarding the degree to which City Co staff to interpret codes in favor of customer perspectives and e projects. This discussion should give definition to providing  sense answers to customers without being too technical, or too liberal interpretations. The result of this discussion should encourage better judgment calls with the security to know they will be sup City Council. iii.City Council should establish for themselves guidelines for approp responses to citizen complaints/concerns. iv.The City Manager and City Council should discuss and agree upon appropriate channel and method for communicating complaints/conc including whether or not City Council should coordinate through Manager or directly with department employees. These protocols s the feeling by staff they are in a constant state of defense, av gotcha syndrome some feel is present. v.The City Manager, Planning Director and City Council should disc to an understanding regarding the preparation, presentation and amendments to the various codes and ordinances (staff has been t previous councils it is not their job to bring proposed amendments). This should assist the staff in knowing when and how to present needed amend meet changes in state law, changes in process and changes in loc to enhance customer service. vi.Staff should develop meaningful communication opportunities regarding the successes and challenges within the department to enhance City C that staff is timely and sensibly responding to City Council and inquiries. 16 Planning Department Review Consulting 2.Develop an updated mission statement, guiding principals, and goals for the Planning Department and each Division. 3.Encourage a departmental culture of problem solving, assisting a solutions and overcoming impediments, rather than focusing on mi Increase the staffs understanding of the customers schedule an time is money is a true adage. Inculcate an attitude of colla customers, instead of power and control, to overcome the god syported by some customers. i.Conduct periodic all-employee meetings to reinforce departmental philosophies-mission, guiding principals and goals. ii.Conduct periodic employee organizational development exercises t existing internal trust and communication barriers. iii.Use a more structured new employee orientation and training/ment system to ensure new employees adopt and express the desired cus service philosophies. 4.Establish and enforce a culture of mutual respect between the City Council, Planning Commission, staff, and customers. i.Conduct facilitated sessions between the City Council to determine the Councils collective leadership philosophy regarding economic development City. ii.Conduct facilitated sessions between the City Council, Planning & Zoning Commission and staff to deliver that philosophy as well as align Commission and staff need to take within their respective authorities. iii.Meet periodically with customers to ensure that philosophy is bo and is in line with community needs. iv.Conduct regular follow up sessions with Council, Commission and long-term alignment. 5.Establish an understanding that staff will be supported by City management when making judgment calls consistent with the agreed upon common sense parameters. As stated earlier, frank discussions between City Council and st should allow for the development of common understandings of how can be in interpreting code issues, and better define common sense answers to issues that do not overstep authority of the staff or provide the basis decision making. 6.Establish Planning Commission bylaws and rules of procedure incl i.Conflict of interest, participation, abstentions, and voting. 17 Planning Department Review Consulting ii.Differentiate member roles for zoning, site plan, platting, and functions of the Commission. iii.Define and enforce appropriate protocol and decorum expectations iv.Ensure Commission members are availed of training and education opportunities. v.Establishing a schedule and process for periodic review of codes directly related to the work of the Planning Commission. I.Departmental Cohesiveness Findings There is an internal tension between the divisions of the department that may cause communication errors and process difficulties. A lack of cohesi not functioning as efficiently as possible and customers experie Recommendations 1.Change the name of the department to Planning and Development or Development Services, or similar to better reflect the overall responsibilities of the department. A divide between the Inspections and Planning/Engineering Divisions has been identified. One possible cause for the divide is the name of the department does not represent all aspects of the a Planning Division, which has only one member, within the Plann There is an Engineering Division that is not identified at all within the department. The name of the department implies that planning is its primary func diminish the perceived importance of the other divisions within different name for the department would be more inclusive of all departmental functions and could serve as a first step in reducing internal t 2.Establish one staff member, with a department-wide focus, responsible for shepherding applications through all phases from inception to fi This person should be charged with communicating all steps and prereq particular project at the pre-development meeting. This person should be empowered with the authority to make judgments (common sense decisions), to reconcile conflicting inter-division requirements and to facilitate timely and successful co projects. Currently, applicants with complex projects must interact serial divisions and multiple contact persons. This system allows staffbers to be more concerned with their individual processes/permits rather than on-wide 18 Planning Department Review Consulting focus of achieving an overall successful and timely project for dividing the department. From the applicants perspective, thern internal, rules- based focus as opposed to an external project-completion focus. 3.Establish clear lines of responsibility/accountability for the various permitting processes. Define an approver and reviewer(s) for each major process. and enforce accountability for each employees role. Enforcing ac reduce the need for other employees to fill gaps. When employe created by others, resentment between employees is generated; pr customers experience conflicting guidance, confusion, and frustrati 4.Develop a review and comment system that will resolve all issues with the customer. Recognize that individuals involved with inspections, code enforcement, and engineering generally tend to be more left-brained and logically- oriented, and individuals involved with planning-related fields generally tend to be more right-brained and creative-oriented. When employees interact with other members of the department, recognizing these different perspectives will facilitate communication and problem-solving. Resolving differences in perspective internally before presenting the departments official interpretations to t expedite the process and enhance the quality of service to the customer. J.Trust Findings There is a lack of trust between some members of the department resulting in staff member overcompensating for the deficiencies they perceive. This situaevident to customers, creating confusion and uncertainty as to the correct staff direc efficient as they could be due to the gaps and overlaps caused b-hoc modifications made in response to these patterns. Recommendations 1.Establish a culture of greater trust and open communication amon of the department. i.One outward sign of a lack of trust within the department are th one division needing a sign-off from another division before a process can proceed. These situations appear to be based more on self-protection than on actual documented procedural requirements. 19 Planning Department Review Consulting ii.Organizational development exercises to identify gaps in trust w action on closing those gaps should have the effect of extending better service to the customers. 2.Establish a culture of greater trust and open communication betw City Council. Earlier recommendations spoke to City Council and staff working to determine their working relationship for customer complaints, code revisions, and overall economic development philosophy. Resolution of these iss discussion and clear directives also allows for open communicati trust between the groups. 3.Revise the monthly and quarterly report format to emphasize communication o successes, problems, and obstacles in lieu of purely statistical The statistical portions of the reports should be augmented to provide more cont month versus same month previous year; or year-to-date versus same date previous year. This format provides more meaningful benchmark type inform management and City Council and helps measure progress and/or pr on gaps that need to be closed. K.Code Recommendations Findings The zoning code and development ordinance were reviewed in lighteinforce improvements recommended under the themes identified during the This review was focused on items that may be an impediment to efficie the ease of use from the customers perspective. This review waintended to be the exhaustive review that should be conducted to ensure the codes are consistent with the recently adopted update of the comprehensive plan. Recommendations 1.Zoning Code Recommendations: i.106-62. Planning & Zoning Commission Membership and Structure The current Commission size and appointment method is atypical. ntment of members by district may promulgate any district tensions that the Council level and may be an impediment to a city-wide planning perspective. The Commission should be a more typical seven memb only condition that they are qualified voters of the City and appointments made by a majority vote of the entire City Council. The Commission s own chairperson and other officers. The City Council should con 20 Planning Department Review Consulting advertising vacancies on the Board as broadly as possible, requiring an application form, and conducting interviews of applicants before appointment. Additionally, the City Council and Planning Commission should conduct at least annually a joint, facilitated workshop to ensure the two bodies maintain shared vision and common goals. ii.106-64 (10) Bylaws and Rules of Procedure This section permits the Commission to establish bylaws and rule The staff should prepare drafts of such documents for review and by the Commission. iii.106-65 Review of Chapter This section requires an annual review by the Commission of the development ordinances. The staff should establish an annual sc lead the effort to present proposed revisions to the Commission. iv.106-87 Board of Adjustment Rules If not already in place, the staff should prepare rules of proce and consideration by the Board. v.106-333 Table B, Residential Area Requirements, footnote 12 It is unclear to which building setback (front, rear, side) anwhich land use type this opaque screening requirement applies. vi.106-333 Table B, Residential Area Requirements, footnote 14 This footnote requires an additional 25-foot buffer between multi-family and single-family developments. It is unclear if this buffer is intended to be landscaping only or if parking, for example, is allowed within t vii.106-334 Special Use Performance Standards; Residential Generally: There are a variety of special conditions in this se back to other underlying zoning districts. These conditions should be cross- referenced back to the underlying districts, so that the reader these requirements. viii.106-334 Special Use Performance Standards; Residential; Subsection (a) Subsection (a) of this section requires landscape buffers, but it is unclear as to when or where this buffer requirement applies. ix.106-441 Table A, Commercial Uses This table uses SIC codes to delineate uses. Staff should devel an alternate table using NAICS codes for consideration. x.106-444 Special Use Performance Standards; Commercial; Subsection (a Subsection (a.1) of this section requires planting strips, but it is unclear as to when or where this requirement applies. xi.106-444 Special Use Performance Standards; Commercial; Subsection (a.3) This subsection requires certain parking lots to be screened; if is intended to apply to the front of such parking lots, the requ-foot height is excessive. This subsection also requires manufactured 21 Planning Department Review Consulting and subdivisions to be screened from abutting uses, but it is unclear if the screening requirement is the responsibility of the commercial ow manufactured housing/subdivision owner. Additionally, for large lots that are only partially developed, this screening requirement should only apply if the site is developed in proximity to the abutting use. xii.106-441 Table A, Industrial Uses This table uses SIC codes to delineate uses. Staff should devel table using NICS codes for consideration. xiii.106-637 Procedures for establishing a PUD; Subsection (c) The individual items on the list of 12 submittal requirements should if the specific item is not applicable to the scope or context o xiv.106-637 Procedures for establishing a PUD; Subsection (h) The code should be modified to allow certain development authori issued prior to final approval of the PUD and all related genera This will facilitate construction phasing on large or complex projects. Examples of early permits that should be allowed include clearing and gra and utilities, provided that the corresponding subset of the pla approved prior to commencement of construction. xv.106-659 PUD Special Regulations and Procedures; Subsection (b.3) The requirement that a sufficient amount of useable open space is provided is ambiguous and should be quantified. Developers generally prefer regulation so they do not have to guess and negotiate the requirement. xvi.106-678 PUD Building Height The maximum building height limitation should be removed to prov additional flexibility. Surrounding residential properties are the setback requirements of Section 106-696(c.2). xvii.Article V: Supplementary District Regulations Generally: There are a variety of special conditions in this Article that relate back to various underlying zoning districts. These conditions should be cross- referenced back to the underlying districts, so that the reader can be aware of these requirements. xviii.106-801 Tree Preservation Various terms should be defined, such as native tree, protect replacement tree. Subsection (b) prohibits the destruction of greater than six-inch diameter; however, Section 106-802 allows removal of a protected tree as part of a building permit if the tree is repla replacement trees. There is a conflict in this language as it appears all tree removal is prohibited, but also allowed under certain conditions. xix.106-835 Design Standards This section including all related figures should be consolidate Improvements Criteria Manual or a new Private Improvements Crite 22 Planning Department Review Consulting as applicable. These moves will consolidate technical criteria, allow easier updating as warranted by new conditions or technology, and give greater flexibility in granting common sense exceptions when n expedite a project. 2.Development Ordinance recommendations: i.General Comments: 1.The Development Ordinance should be codified to eliminate the need for customers and staff to cross-reference multiple ordinance revisions to determine the full code requirements. 2.Submittal copies: References to submittal or distribution of a specific number of copies of various documents (general plans, plats, etc.) should be removed from the ordinance and established by separate policy so that staff can readily update the requirements based o latest needs. 3.Submittal dates: References to specific submittal deadlines should be removed from the ordinance and established by separate policy so staff can readily update the requirements based on the latest ne Additionally, as previously discussed, submittal and re-submittal deadlines and review time goals should be established and published by staff. References to statutory Planning Commission action deadlines should remain in the ordinance. 4.Appendices: Staff should have the authority to update the appen (technical specifications and procedures) as new conditions warrant. This can be accomplished by adding a section to the ordinance authorizing staff to update the appendices or by removing the appendices from the ordinance and placing them in the criteria m Regardless of which method is chosen, any staff changes to the appendices should only be effective after an appropriate notice waiting period, say 30 days, after posting the proposed change o website. 5.Update the references to Director of Community Development, wh is an outdated title. Use City Manager or designee to make the reference more generic and flexible. 6.Do not put building setback lines on plats inside the city limits; rely on zoning ordinance to establish setbacks to avoid potential confli ii.4.00 Sketch Plans The submittal of sketch plans is optional so it should be remove Additionally, the intent of the sketch plan review process will more fully if the pre-development meeting recommendations are implemented. 23 Planning Department Review Consulting iii.4.01 (D) Official General Plan The code states that an approved general plan expires after one has not been filed and upon written notice to the subdivider. T creates a gray area if the city fails to send the written noticeal plan should simply expire after one year without notice. Further, th the subdivider to request a one-year extension, but does not stipulate if the extension is automatically approved or if the Commission needs t approve the request. iv.4.03 (C) Preliminary Plats: Effect of Approving Authority Action The code states that an approved preliminary plat expires after one year if a final plat has not been filed and upon written notice to the subdivide potentially creates a gray area if the city fails to send the written notice. The preliminary plat should simply expire after one year without notice. Further, this section allows the subdivider to request a one-year extension, but does not stipulate if the extension is automatically approved or if the Commission needs to act to approve the request. v.4.04 (D) Final Plats: Recordation and Construction of Public Improvements The code states that an approved final plat expires after one year if a construction of the public improvements has not commenced and upon written notice to the subdivider. This potentially creates a gray area send the written notice. The final plat approval should simply expire after one year without notice. Further, this section allows the subdivider to request a one-year extension, but does not stipulate if the extension is autom approved or if the Commission needs to act to approve the reques Additionally, an alternative should be provided to allow the subdivider to submit a performance bond for completion of the public improvements if they record the plat before the public improvements are completed. vi.5.01 General Street Standards Table 5-2 (Street Geometric Design Standards) should be moved to the Pub Improvement Criteria Manual. vii.5.01 (J) Alleys The City should consider the practice of continuing to allow new alleys to be platted. Based on the prior complications and cost of maintaini provision of alleys, at a minimum, should be at the discretion o than the developer. viii.5.04 Building Lines The building line requirements in this section should be consolidated into the Zoning Ordinance to avoid conflicts and the need to cross-reference multiple locations to find the same information. Setbacks applicable to the ETJ should be specifically specified. 24 Planning Department Review Consulting ix.10.00 Fees and Charges The fee schedule should be pulled from this ordinance and combin city fees in a consolidated fee ordinance that can be readily re annual basis or as needed. x.12.00 Open Space and Park Dedication State laws regarding park dedication requirements have been updated subsequent to 1985 when the Development Ordinance was adopted. section should be reviewed for conformance with current law. Ad fee in lieu of dedication should be removed from this section an with other fees for easier updating as needed. 3.Other Code Recommendations: i.Industrial District water and sewer agreements are calculated ba of employees  Need an alternate method because the number of employees is often not known at the time the agreements are prepared, particularly in the case of companies starting new operations within the City. ii.Comprehensive Plan sidewalk requirements: Develop a specific list of streets to which the sidewalk requirements apply and corresponding sidewalkiteria; place these requirements in the Development Ordinance. iii.Resolve questions about whether or not fill dirt permits should projects involving fewer than five loads. iv.Establishing minimum finished floor elevations for infill development in the floodplain could be accomplished with a pier and beam requirement rather than by utilizing dirt fill to minimize the perception of run-off impacts on neighboring properties. v.Several focus group members suggested the removal of the requirement for gates on dumpster enclosures as being impractical ineffective. vi.Staff has compiled a list of proposed ordinance updates based on experiences. This list should be presented to the Commission fo recommendation to City Council. III. Conclusion The consulting team believes implementation of these recommendat goals of improving the customer service responsiveness, efficieneffectiveness. We appreciate this opportunity to be of service to the City and we are available for questions or additional engagements to assist with the implementation phase. 25 Planning Department Review Consulting