Agenda Item   

AGENDA STAFF REPORT

 

                                                                                                                        ASR Control  09-001595

 

MEETING DATE:

09/29/09

legal entity taking action:

Board of Supervisors

board of supervisors district(s):

All Districts

SUBMITTING Agency/Department:

OC Public Works   (Approved)

Department contact person(s):

Jess A. Carbajal  (714) 667-3217 

 

 

 

 

 

Subject:  Planning and Dev Services Performance Audit Progress Report

 

      ceo Concur

County Counsel Review

Clerk of the Board

Concur

N/A

Consent Calendar

 

 

3 Votes Board Majority

 

 

 

    Budgeted: N/A

Current Year Cost: N/A

Annual Cost: N/A

 

 

 

    Staffing Impact: No

# of Positions:

Sole Source: N/A

    Current Fiscal Year Revenue: N/A

    Funding Source: N/A

 

    Prior Board Action: N/A

 

RECOMMENDED ACTION(S):

 

Receive and file monthly status report on the implementation of the Performance Audit recommendations for Planning and Development Services.

 

 

 

 

SUMMARY:

 

Receiving and filing the monthly status report on the implementation of the Performance Audit recommendations for Planning and Development Services will provide your Board and the public with transparent information on the comprehensive actions being taken for making improvements to staff development, customer service, business processes, information systems, management, and operations.

 

 

 

BACKGROUND INFORMATION:

 

In response to your Board’s Directive on August 4, 2009, OC Public Works is providing your Board with a monthly status report to ensure transparency to the public on the implementation of the Performance Audit recommendations for Planning and Development Services (PDS).  On July 31, 2009, the County Executive Officer provided you with a copy of OC Public Works comprehensive Action Plan that correlates with and address issues raised in the performance management audit.  The attached updated Action Plan includes milestones and progress summaries for making improvements to staff development, customer service, business processes, information systems, management, and operations.

 

As implementation of customer service improvements is the priority, key issues that are being addressed include establishing an alternative to the Time & Materials fee model; enhancing the Automated Permit and Planning System (APPS) to track completion of business processes and financial information; and confirming the operational structure for maximizing resources utilization and optimizing responsiveness.

 

Time & Materials

A recently completed OC Public Works survey of cities in Orange County with a similar population and the counties of San Diego and Los Angeles revealed that all of these jurisdictions use some form of graduated Flat Fee/Time & Materials system, which includes planning and building functions.  All of these jurisdictions’ planning and building budgets are supported by general fund monies as well as Redevelopment and Community Development Block Grant (CDBG) money, some as much as 70 percent. Consideration of alternative and more widely used models requires detailed assessment of each option.  Identifying an alternative and gaining support for it will require collaboration and commitment by the County and its stakeholders.  A workgoup is currently evaluating and developing recommendations for a Hybrid Flat Fee/Time & Materials Model for review by your Board's Sub-committee.

 

APPS Review

In 1998, the County invested in a custom computer software application called Permit 99 to replace the existing system and capture functionalities such as conditions of approval, inspection, plan check, and accounting/cashiering (flat fee processing).  In 2003, Permit 99 was augmented to include the newly adopted Time & Materials fee system and was renamed APPS within which PDS employees enter hours worked on each project and charge accordingly.  One of the purposes of APPS was to provide billing transparency to customers by enabling them to view charges against their deposits over the Internet.

 

The APPS financial information system used to track and monitor employees’ billings and other charges is comprehensive and capable of capturing detailed information and producing financial and management information.  However, APPS requires a wide variety of billing and other information to be entered into the system each day, which is labor intensive and time-consuming for employees and the current management report capability is not adequate.

 

An independent consultant has been retained to provide an unbiased third-party review of all modules within APPS to identify functions that may need to be enhanced, modified, or removed and determine the short and long-term value of making APPS modifications versus purchasing a new system.

 

Operational Structure Review

A workgoup of experienced senior managers and expert staff within OC Public Works has been empowered to collectively apply best practices and lessons learned in developing recommendations for improving the effectiveness and efficiency of PDS and enhancing their customers’ experience.

 

The scope of the workgoup's review includes assessing current responsibilities of PDS and associated requirements and mandates; confirming customer service requirements according to specific interest and needs (residents, developers, public sector entities, commercial A&E/Contractors, residential A&E/Contractors); evaluating the structure, span of control, and operational alignment of PDS responsibilities; and reviewing current business processes.

 

PDS is undertaking a holistic approach to encompass every venue in which the operation interfaces with the public.  Enhancements being implemented include updating the web page content and functionality; developing informational brochures; creating color coordinated permit instruction packets and checklists; and making PDS staff more identifiable.

 

Significant action steps completed to date include:

 

Staff Development

a.         Rolled out mandatory bi-annual NPDES regulatory training by OC Watersheds to all PDS         staff in September 2009 and refresher training will be provided in November 2009                                     immediately prior to the anticipated wet season

b.         Completed survey of staff to identify training programs desired and needed

c.         Expanded mandatory training for all PDS staff

d.         Cross-trained inspectors to develop knowledge base in canyon and coastal areas

e.         Aligning new curriculums and education with Balanced Scorecard performance                                      measures

 

Customer Service

a.         Launched new Planning Division web site August 2009

b.         Established new Customer Care Unit  and web address:

OCPCustomerCare@ocpw.ocgov.com

c.         Implemented Customer Satisfaction Evaluation process

d.         Implemented additional measures to ensure that customer deposits are handled in a                                timely manner with management reports reviewed on a weekly and monthly basis to                             provide oversight and tracking of all activities: Results of review of closed case refunds                                    reveal that 75 percent of refunds due to customers have been refunded within six weeks

e.         Recording and reviewing customer wait times between sign in and time called  to ensure                         compliance with goal of reaching each customer within 2-3 minutes of their arrival

f.          Performing follow-up calls to clients and/or weekly site audits to ensure customer                                   satisfaction and collect recommendations and suggestions from clients

g.         Issued new Customer satisfaction policy and procedure with survey and follow-up                                 protocol implemented to ensure quality assurance

 

Business Processes

a.         Formed workgroup to review options for developing Hybrid Flat Fee/Time & Materials                         Model

b.         Conducted research to align fee structure with local jurisdictions

c.         Confirming financial impact of proposed model and formulating recommendations

 

Information Systems

a.         Executed contract with consultant to undertake comprehensive third-party review and                            assessment of APPS performance and functionality

b.         Completed the scope document for a “Quick Start”, no fee, online application

 

Management

a.         Formed a workgroup to develop long-term recommendations for improving organizational         structure and instituting best management practices

b.         Assigned inspectors to four regions and implemented rotational program to ensure                                 consistency and coverage implemented

 

 

Operations

a.         Implemented routine field and telephone audit policies to monitor inspection performance           satisfaction

b.         Staggered inspector starting times to increase hours of customer service at the                                        beginning and end of the day

c.         Assigned inspectors to one of four regions and they will be rotated on an annual basis to                        ensure consistency, coverage, and familiarity with the entire unincorporated area

 

OC Public Works will continue to work with the County Executive Office and your Board's Sub-Committee to monitor progress on the completion of the Action Plan and review proposed recommendations for consideration by your Board.

 

 

 

 

FINANCIAL IMPACT:

 

N/A

 

STAFFING IMPACT:

 

N/A

 

EXHIBIT(S):

 

Progress Report dated September 29, 2009