Organizational Assessment of the Community
Development Department
REDONDO BEACH, CALIFORNIA
FINAL REPORT
August 21, 2024
Table of Contents
1. Introduction and E xecutive S ummary .................................................... 1
2. Management and Adminis tration Analys is........................................... 12
3. T echnology As s ess ment....................................................................... 30
4. P roces s E valuation ................................................................................ 38
5. C us tomer Outreach and E ngagement ................................................. 48
6. S taffing and Organizational As s es s ment............................................. 56 Appendix A: C urrent S tate P rofile .................................................................. 66 Appendix B : B es t P ractices As s es s ment....................................................... 84 Appendix C : S takeholder S urvey Analys is .................................................... 97 Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 1
1. Introduction and Executive Summary
Matrix Consulting Group was retained by the City of Redondo Beach, California (City) to conduct an organizational assessment of the City’s Community Development Department. The City is undertaking this assessment to ensure that Community Development is properly resourced, utilizes technology appropriately, and works collaboratively with a single voice throughout the development review, permitting, and inspection process.
The following report outlines the results of various analyses and information-gathering processes that were conducted as part of this comprehensive assessment of the Department’s operations, processes, technology, and resource needs.
1. Study Scope and Methodologies
The Matrix Consulting Group’s project team utilized a wide variety of data collection and analytical techniques, including the following:
• Identification of Key Issues. From multiple interviews with staff representatives from each discipline area, as well as with representatives of city management, an in-depth understanding of key issues impacting the Community Development Department was developed. Interviews focused on determining the roles and responsibilities of staff, clarifying levels of services provided, learning the resources available to perform said services, and identifying current or potential issues and challenges.
• Current State Assessment. The project team developed a current state assessment that captured current staffing levels, roles and responsibilities, workload, and performance metrics for each operational area. This document was utilized as a base point of comparison for future analysis to demonstrate how the changes recommended differed from existing practice.
• Process Diagrams. Small group meetings were held with staff to map out the primary planning and development processes. These current workflow diagrams were used to identify opportunities to streamline processes and improve operational efficiencies.
• Stakeholder Survey and Focus Groups. The project team surveyed users of the City’s development review, permitting, and inspection services for the previous three years. Focus groups and one-on-one conversations were also held with past customers, community leaders, and interested stakeholders to garner information Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 2
on their experience with the City’s development review process and general customer service offered.
• Best Management Practices. A best management practices assessment was conducted that compared current planning and development practices to industry best practices. The project team focused on best management practices for management and administration, processes, technology utilization, and customer information and interaction. This assessment was used to identify current strengths and opportunities for improvement.
• Analysis and Recommendations. Based on the project team’s activities and initial findings, the team analyzed issues, explored alternative service delivery options, and developed recommendations for more effective organization and operation.
These recommendations address management and administration, technology, process, customer outreach, and staffing to identify reforms to assist the City in reaching its goals.
2. Key Strengths and Challenges of the Organization
While the focus of this assessment was to identify final recommendations for improvement, it is important to also point out areas that are currently operating well and to ensure that these strengths are maintained and reinforced. Some of the key strengths of the City’s development process include:
• Digital Permitting System. The initiation of transitioning from paper processes to paperless/digital approaches through the implementation of the CityTech Solutions permitting software platform. The new permitting software system will improve operational efficiencies and the overall development review process. • Consolidated Location for Development Services. The Building and Planning Divisions share a public counter space and staff are accessible from the same area of City Hall. This public counter also includes access to the City’s Engineering team.
• Digitized Building Permits. The Building and Safety Division has scanned historic plans and most permits, and they are available to staff electronically. • City Website. The City website has recently been rebranded, and each division has a significant amount of information on its individual web pages.
The study also identified several key challenges facing the City and its development review services within Community Development:
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• Siloed Operations. The Building and Planning Divisions operate independently from one another and have limited coordination with one another to make improvements to the overall development review process. This is also seen in the differences between the divisions' approaches to customer service, engagement, and accountability.
• Permitting Software Utilization. Historically, Building and Planning have not had an integrated permitting software system. Throughout this project the City has implemented a single permitting software system (CityTech) that will include both building and planning applications. This will hopefully overcome previous challenges of isolated reviews and siloed approaches. Note: the new platform went live on August 5, 2024.
• Technology Capability. The current technology and software systems utilized in the Department are used to varying degrees by different review disciplines. No formal technology training programs exist for staff or the public. There is limited reporting capability for determining review performance. • Development Community Outreach. There are limited proactive conversations between development review staff and the overall development community. • Performance Metrics. There are no formalized development review performance standards (such as application review timelines) adopted by the Department.
The above items are not in alignment with best practices and indicate challenges that impact the efficiency and effectiveness of the processes and operations. This report will expand on these and other issues to improve the effectiveness and efficiency of the City’s development review process.
3. Summary of Recommendations
Based on the project team’s assessment and analysis, there are several recommendations for each topic covered in this assessment. These are summarized in the table below and discussed in detail later in the report. Several of the recommendations have already been completed and some are underway. Prioritization levels and recommendation implementation completion timeframes are included for each recommendation. Underway and completed recommendations are noted.
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# Recommendations
Priority
Level
Implementation
Timeline
Management and Administration
1 Redefine and implement a unifying mission for all
development and permitting functions in the City
and obtain buy-in from elected officials and city
management.
High Q4 2024
2 Develop clear processing timelines for all discipline development review functions.
High Q4 2024
3 Formalize timelines internally with staff and ensure
they are advertised to customers.
High Q4 2024
4 Parallel with making the technology improvements
in Chapter 3, create standard performance reports
to be used by managers to track whether standards
are being met. Provide simpler standard reports to
be posted on-line for the public.
High Q1 2025
5 Update and create new standard operating
procedures for the Department by the end of 2026
and continuously update once every three years.
Medium Q4 2026
6 Develop training material that provides staff an
overview of the City’s development review
processes, including each discipline team and
individual roles within the processes. Materials
should include specific onboard training for new
hires and technology training for all utilized
software platforms in the City’s development review
process. Training materials should be readily
accessible to staff for consultation and regularly
updated.
High Q2 2025
7 Create a formalized City customer service training
program that includes initial and ongoing trainings
for all development review staff. Refresher training
should be provided biannually.
High Q4 2024
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# Recommendations
Priority
Level
Implementation
Timeline
8 Formalized customer service metrics should be
established for development review staff (e.g.,
return phone calls and voicemails within 24 hours /
next business day).
High Q3 2024
9 Identify and budget appropriate funds for staff
training to maintain their required certifications.
High Completed in
FY 24/25
10 Establish a method for ongoing feedback to
employees that is more frequent than standardized
employee performance evaluations.
High Q4 2024
11 Following the establishment of department-wide
customer service expectations, performance
metrics should be included in employee evaluations
for staff involved in the development review
process.
High Q3 2024
12 Standardize counter hours, staff appointment hours
and inspection request hours across the divisions
within Community Development.
High Q3 2024
13 Create two customer service surveys: 1) one that is
provided to each applicant after their development
review application or permit is approved/issued and
2) one that is available 24/7 on the City’s website for all community members about the general
customer experience in the City’s development
review process.
Medium Q4 2024
14 Create a succession plan to develop and retain
development review, permitting, and inspection
staff across all review disciplines.
Medium Q2 2025
15 Hold regular staff meetings and socials with all City development review staff to encourage team
building and establish stronger working
relationships between all review staff.
N/a Completed
16 Provide development review staff greater access
and insight from City Administration.
N/a Completed
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# Recommendations
Priority
Level
Implementation
Timeline
17 Conduct a comprehensive assessment and update
of the development review fee schedule.
High Underway
18 City Council should adopt cost recovery goals for
the provision of development review, permitting,
and inspection services.
High Q1 2025
Technology Assessment
19 Ensure that all best practice elements of
functionality are incorporated into the new versions
of the permitting software system.
High Ongoing
20 Establish a development review technology
committee to oversee the implementation and
maintenance of the development review related
technology platforms.
N/a Completed
21 Provide new hire and in-service training for the
CityTech software platform.
High Q1 2025
22 Create a digital desk manual / reference guide for
the software programs and update as new releases
are activated.
High Q1 2025
23 Conduct customer training workshops prior to the
activation of the new permitting software system.
N/a N/a
24 Provide new customer orientation training for the
online software application portal at least twice a
year. Record these sessions and post on the City’s
website.
Medium Q3 2025
25 As new updates are released that impact the
customer portal, conduct training sessions with end
users.
Medium Ongoing
26 Develop a customer user guide that provides detail
instructions and examples for the most common
processes.
N/a Completed
27 Provide Inspectors with cellular equipped tablets
that can access the City’s permitting software
system.
N/a Completed
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# Recommendations
Priority
Level
Implementation
Timeline
28 Create an online appointment scheduling system
for customers to request in person or virtual
appointments with development review staff.
High Q2 2025
29 Digitize all historic planning records in the next three years.
High Q3 2026
30 Investigate the use of AI and other innovative
technologies that could be implemented to
streamline permitting functions.
High Ongoing
Process Improvements
31 Transition to all digital application submittal
through an online portal for all development review
applications.
N/a Completed
32 Implement concurrent review of building permit
applications by Building and Safety and Planning
Divisions.
N/a Completed
33 Ensure the CityTech application portal platform
implements the single intake point for building
permits.
N/a Completed
34 Engineering reviews for planning and building
applications should be conducted digitally and
concurrently.
High Q2 2025
35 Transition to an application case management
approach which will be facilitated by the primary
department’s reviewer.
High Q1 2025
36 Create a formal Development Review Committee
(DRC) that is comprised of appropriate
development review staff across all review
disciplines. The DRC will be responsible in reviewing
a particular tier of applications as determined by the
City.
High Underway
37 Establish a pre-application process and determine
which application types will require a preapplication meeting.
High Q1 2025
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# Recommendations
Priority
Level
Implementation
Timeline
38 Clarify the required materials to be submitted at
application / permit submittal and create checklists
that list the requirements.
High Q1 2025
39 Ensure staff use checklists to improve the initial
completeness check for applications and permits to
reduce the number of resubmittals.
High Q1 2025
40 Establish a fee that is charged to an applicant when more than two resubmittals occur.
Medium Incl. in updated
fee schedule
41 Charge re-inspection fees for additional inspection
visits to properties that were not ready for
inspection, or work was not correct or completed,
on the first visit.
Medium Incl. in updated
fee schedule
42 Create a fee for Certificate of Appropriateness
applications, or any application that requires staff
design review or review by the Preservation
Commission.
Medium Incl. in updated
fee schedule
43 Conduct a comprehensive review of the City’s
zoning code following the City’s General Plan
update process to identify opportunities to simplify
and clarify requirements.
High FY 25/26
44 Following the City’s General Plan Update process,
Planning Division management should formalize a
process for staff to propose zoning code
modifications, review requests, and move forward
with suggestions that have merit. Ongoing zoning
code updates should occur on a standardized
schedule. Training should be provided to all
development staff when new code amendments are
adopted.
High Continuous
45 Standardize the staff review comment letter format
to ensure that applicable code, ordinance, or design
standards are referenced in a similar fashion across
all review disciplines.
Medium Q4 2024
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# Recommendations
Priority
Level
Implementation
Timeline
46 Include all applicable regulations and criteria within staff reports so the decision authority can make
informed and legally defensible decisions.
High Q4 2024
47 Standardize the timing, format and method of staff
communication to applicants.
Medium Q4 2024
48 Create a series of Standard Operating Procedures
(SOP’s) that detail individual steps of development
review processes. The manual would be intended
for primarily internal staff but referenced in the
customer facing administrative procedural manual.
High Q3 2026
49 Improve the development review process by
establishing clear review steps, and then
distinguishing who is responsible for each step and
the time allowed for each step.
High Q2 2025
50 Ensure management staff have a system in place
for workload distribution and project assignment.
High Q2 2025
Customer Outreach and Engagement
51 Improve directional signage in City Hall outdoor
plaza and on department entrances to help
customers know where to find the City’s permitting
and development review functions.
Medium Q3 2025
52 Create an updated and redesigned one-stop
permitting counter within City Hall that serves as a
consolidated physical location for all development
review permitting and applications.
Medium FY 25/26
53 Relocate City counter services that are not affiliated with permitting and development review.
Medium FY 25/26
54 Create frequently asked questions (FAQs) across all
review disciplines and include on the website that
can be updated as necessary.
High Q1 2025
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# Recommendations
Priority
Level
Implementation
Timeline
55 Create an interactive data hub on the City’s website to provide current numbers of recently approved
applications and issued permits. Ideally a mapping
component is included so community members can
see where approved work is occurring.
Medium Q1 2025
56 Create an online performance dashboard that
shows historic workload and performance metrics
and estimated current processing times for
applications and permits. Ensure the metrics are in
alignment with all adopted performance measures.
Medium Q1 2025
57 Create a centralized development webpage that is
accessible from the City’s homepage.
High Q2 2025
58 Assign a staff member from each functional team
who is responsible for maintenance and updating
their respective team’s webpages.
High Q1 2025
59 Prepare a comprehensive digital development
handbook that provides clear, user-friendly
information on each stage of the development
process.
Medium Q4 2025
60 Create an active application and permits online map
accessible to the public for major development
projects.
Medium Q1 2025
Staffing and Organizational Assessment
61 Building and Planning Technician classifications
should be cross trained to support the intake and
processing of each other applications.
High Q2 2025
62 Clarify “public counter” responsibilities assigned to Planning Division staff.
High Q3 2024
63 A formal creation of long range and current planning focus areas within Planning. The employee
classification of Long Range Senior Planner should
be budgeted.
High Q2 2025
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# Recommendations
Priority
Level
Implementation
Timeline
64 Reclassify the Administrative Assistant position in
Building to an Analyst classification and expand to
40 hours per week.
High FY 25/26
65 Retitle the Planning Analyst classification to an
Analyst classification.
High FY 25/26
66 Crosstrain Analyst in both divisions to provide
support for primary processes and operations and
support both Building and Planning.
High FY 25/26
67 Implement a Geographic Information System (GIS)
to support Community Development Department
operations.
High FY 25/26
68 Add a GIS Technician position in the Community
Development Department to start the
implementation of a GIS system in the City.
High FY 25/26
69 The current authorized staffing level of 7.75
positions in the Planning Division is adequate for
the current workload.
High Ongoing
70 Maintain the current allocation of three Senior
Building Inspector positions.
High Ongoing
71 Increase the number of Plan Check Engineers
(including Senior) from two to three authorized
positions.
High FY 25/26
72 Create the position of Permit Center Supervisor (or
other classification) to oversee the permitting and
public counter operations of the Building Division.
High FY 25/26
The following chapters provide the details of the analysis and findings that support each of the recommendations.
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2. Management and Administration Analysis
The following section reviews the management and administrative practices of the Community Development Department. These practices include the topics of recruitment and retention, training and certification, performance metrics and reporting, and community engagement. Some items mentioned will cross over into other topics discussed elsewhere in this report.
1. Redefine the City’s development review mission.
A key element to effective and efficient municipality operations is establishing and following a common mission. This can be done as an entire city, but also should carry over into each department/division. A mission statement is a concise declaration of an organization’s purpose and goals. It communicates the fundamental reason an organization’s existence and serves as a guide for both decision-making and strategy development. A well-crafted mission statement outlines what the organization does, who it serves, and how it accomplishes its objectives. More importantly, it provides direction for employees, stakeholders, and the public.
Developing a mission statement that addresses a city’s development purpose can pose challenges because of the various subjects that fall under its category - public health and safety, housing, urban design, building code, design standards, zoning and use, and so on. It is also further complex because of the multiple “customers” interacting with city development functions - current and future residents, elected and appointed officials, developers, builders, and more. Despite its challenges, it is vital for a city to clarify its mission for development services that are offered to its community and to determine how staff contribute.
The Community Development Department advertises a mission on its website:
“Mission Statement: The Department of Community Development is committed to enhancing the quality of life of the City’s residents, businesses and visitors, and to promote a safe, well-designed, physically integrated, livable and prosperous community.” The existing mission is positive in tone by using the words “enhancing” and “promote.” It also primarily focuses on obtaining general health and well-being for the City by using the words “quality of life,” “safe,” and “livable.” However, the mission reads as a statement that is very high level and not specific enough to the primary services of the Community Development Department. There is no connection to the primary department function of facilitating, processing and reviewing applications and permits for proposed Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 13
development and construction. Without this framework in place, it makes it hard to encourage or motivate Planning and Building staff to prioritize a cohesive process, when it is absent from the Department’s purpose statement.
While there is interaction in the physical realm, there is a lack of understanding across division lines on the Department’s primary purpose within the city organization. Through staff discussions, a described disconnect exists between city departments and city management/elected officials on what should be prioritized in the provision of development review services. Proactive advance of development within the community can conflict with the planning and building core responsibilities and services. Hence, the importance of the Department staff coming together with city management to create a shared mission for the department’s services. City management will ensure the department’s mission is in alignment with the City’s broader strategic goals and work plans, which should be representing the current political goals of the City Council.
The above references the Department’s mission statement, both divisions also have their own goals and priority focus areas. These are discussed below.
The Planning Division stated responsibilities are the following: “The Planning Division administers the City’s long-range and current planning programs, as guided by the City’s adopted General Plan and Zoning Ordinance. The planning programs provide for the types and mix of land uses necessary to serve the needs of existing and future residents, to ensure that projects are developed to achieve a high level of quality, to improve the livability of neighborhoods, and to enhance the economic health of the community.” This summary noticeably excludes two primary components of the Planning Division workload and primary services: environmental and cultural sustainability as supported by the City’s Local Coastal and Historic Preservation Programs. The decision to include the statement “enhance the economic health of the community” is challenging as it can imply that economic wealth is more important than the physical makeup of the City and that review processes should prioritize business economics. While zoning policy and building practices are part of a community’s healthy economics, Planning is not specifically focused on business support, business relocation services and proactively advancing development within the city that can help to increase and strengthen the tax base.
The Building and Safety Division’s stated responsibility is the following: “The Building and Safety Division responsibility is the health and safety of the citizens of Redondo Beach and the general public who visit our city. We apply building code standards for many reasons, including public safety, the economic well-being of the community, conservation, and environmental concerns. At the same time, we endeavor to achieve an excellent level of public service in timeliness, courtesy, and quality.” This Building and Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 14
Safety Division summary is the only narrative included on the Community Development Department’s website that mentions the prioritization of “public service in timeliness, courtesy, and quality” and would be more appropriate within the overall Department mission statement. The inclusion of “economic well-being of the community” could imply that business economics are an equal priority to health and safety regulations. While the building permitting responsibilities are correlated and can influence to how well a business expands or moves into a new space, it is not directly linked to business assistance and support.
City leadership needs to decide the City’s community development goals and how each department/division is expected to contribute toward those goals. It is recommended that business support and development, real estate assistance, and workforce development be prioritized within the Economic Development Department and separated from the Community Development Department mission and goals. The current core services of Community Development are primarily regulatory, and it is best practice to have staff focus on the delivery of those services. Additionally, the focus of waterfront development within the City’s Economic Development Department is confusing since there is a great deal of long-range plan regulation related to waterfront development. The City’s economic goals of ensuring their city properties along the waterfront retain the highest and best value should be separated from the Community Development’s focus of protecting the coastal shoreline.
Development review goals should be highlighted across all departments and divisions that are a part of the City’s development review process. Of course, correlation across department lines with common themes that relate to the overall City mission should be encouraged. Redefining a clear mission or purpose statement for the Community Development Department, will help staff to better understand their key responsibilities, as well as better guide customers where they should direct their questions or concerns.
The city leadership team should work with staff in the respective disciplines to help ensure they have a better understanding of how their role is part of the greater City organization and department purpose.
Recommendation #1: Redefine and implement a unifying mission for all development and permitting functions in the City and obtain buy-in from elected officials and city management.
2. Create predictability and accountability for the City’s development review performance and actions.
Defined permitting and application timelines provide predictability for applicants that require development review approval. It allows customers an opportunity to plan their Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 15
development accordingly by knowing when they can expect to receive entitlement or permits from the permitting agency. It also requires staff to stay accountable in meeting the defined city performance level. From the stakeholder survey feedback and analysis, the main areas of improvement opportunity for the development review process were related to operational and process efficiency:
• Operational Efficiency: Respondent comments highlight potential areas for improvement in the timeliness of processes. Example Comments : "Need faster time for plan check”, “Faster Responsiveness”, and “Planning department permitting time”.
• Process Improvements: Respondents indicated there are a few things that could be done to improve the overall development process. Example Comments: "Online submittals. The "Hybrid system" of Building Dep artment submittals was/is poor ” and “Submittal via a thumb drive is a waste of time…”.
Verbal comments from stakeholders about the lack of timelines and expectations and the need for increased efficiency emphasize the need for greater predictability in the City’s development review process. Most of the positive comments were regarded the helpfulness of the staff and overall customer service level. However, overall stakeholders had a generally low level of predictability in the process demonstrated by the following data from the survey results:
(1) “The process is predictable.”
Disagreement Level: 50%
(2) “The amount of time taken to process my application was acceptable.” Disagreement Level: 80%
(3) “It is easy to submit an application to the City.”
Disagreement Level: 50%
(4) “The City met its time commitments for processing my application.” Disagreement Level: 70%
(6) “The City speaks with "one voice" when processing applications and permits and conducting inspections.”
Disagreement Level: 61%
Application review timelines are typically established based on the number of calendar or business days it takes for staff or a city-appointed board to complete a step in the process. It also includes the time required for legally required public notice. Many Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 16
government organizations have timelines that are administratively approved and recognized. Some choose to have them legally recorded in regulatory documents such as the zoning ordinance. What is most important is that they are 1) agreed-upon timelines across the city teams, 2) publicly advertised and clearly explained to applicants/customers, and 3) established at levels where they can be generally achieved with allocated resources.
Turnaround times may vary greatly by application type and discipline. For applications that cross review disciplines, each reviewer should meet the adopted processing timeline. The lead division is determined by who initially accepts the application and is responsible for its initial completeness check. Again, this highlights the high priority of ensuring staff across different teams, especially across departments, are aware of all timelines and ensuring the timelines are consistently (and accurately) publicized to the community.
Currently, the regulatory documents used by Community Development provide little to no estimates of application review or permit approval time periods. Only generalized timelines were provided by staff members during interviews. The City should adopt development review performance targets, then measure and report on performance for all functions, including all disciplines involved with the City’s development review process. Reviewers should be held accountable for meeting assigned timelines.
Once permitting timelines are established, performance goals tied to said timelines should be created by the collective Department leadership team. These goals are typically more specific than the mandated timelines and should provide clarification on responsiveness to applicants and how to handle resubmittals. They can also establish expedited goals for prioritized application types.
All performance timelines and metrics should be incorporated into the electronic workflow of City’s digital permitting platform, CityTech, to notify staff of their assigned application and related deadlines automatically. This will help keep staff accountable and to develop a better understanding of performance expectations. Managers should regularly generate reports that indicate whether targets are being met and where they are not. The performance report should also indicate the average number of resubmittals required by permit type. An example of a performance report utilized by a planning division is shown below. This general reporting mechanism is applicable to all development review types.
PERFORMANCE REPORT: (TIME FRAME)
Planning Division Plan Review / Revisions
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Planning Review of Planning Applications
Total # Initial Review Re-Review
# of Revisions
Required
Administrative
Design Review
Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Design Review Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Tree Permit Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Conditional Use
Permit
Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Zone Verification Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Planning Review of Building Permit Applications
Building –
Residential
Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Building –
Commercial
Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Planning Review of Engineering Applications
Improvement Plan Target:
Actual:
Target:
Actual:
Target:
Actual:
Target:
Actual:
Department performance should be reviewed monthly by managers of each division and function and can be reviewed quarterly by City leadership. If shortfalls are identified between actual versus target timelines managers should examine the following options:
• Streamlining processes or simplifying reviews
• Adding resources (staff or contracted)
• Changing the performance expectations to be more realistic and achievable.
The above reports are to be utilized by managers to examine how timely review is within their divisions. As a result, the information should show performance by division, whether or not the permit originates in that division.
In addition to this, the City can develop public versions of performance reports that identify the average timelines by application types. This provides greater predictability for applicants by helping them understand the entire time it takes to process an application from submission to issuance.
The following is an example of an online report in use by other government organizations showing the type of performance data disseminated to the public.
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Source: Tacoma, Washington
The selected style of public reporting should encompass all application types and steps for development review services.
As further discussed in the Technology chapter, the ideal solution would for the CityTech software system to provide an option to produce both the management and public reports. While it is time-consuming to set up the software on the back end to design such standardized reports, there is much less work involved in reproducing standardized reports on a monthly, quarterly, or annual basis once designed. Ideally, these reports should be configured to automatically generate and be sent to managers on a recurring schedule. Additionally, performance reports should be incorporated into any future developed online dashboards to enhance transparency with the public.
Recommendation #2: Develop clear processing timelines for all disciplines in the development review functions.
Recommendation #3: Formalize timelines internally with staff and ensure they are advertised to customers.
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Recommendation #4: In parallel with making the technology improvements in Chapter 3, create standard performance reports to be used by managers to track whether standards are being met. Provide simpler standard reports to be posted online for the public.
3. Update and create new standard operating procedures.
The Department has not consistently reviewed and updated internal standard operating procedures. The Building Division has been drafting and updating policies and procedures over the past few years for the most common processes and approaches, but still has additional opportunities to revise and create new policies as previous policies (if established) were not relevant to the current operating environment. In the Planning Division, very few formal policies and procedures exist outside of the adopted zoning ordinance or state legislation.
The Department needs to take a comprehensive inventory of its current policies and standard operating procedures and develop a strategic approach to updating and establishing new procedures. Within the next three years, updated and new standard operating procedures should be in place for the Department. In the future, standard operating procedures should be updated every three years or more frequently if local and state policy changes occur. Ideally, one third of the policies are reviewed and updated annually. This approach helps reduce the workload burden of updating the policies at one time.
Recommendation #5: Update and create new standard operating procedures for the Department by the end of 2026 and continuously update once every three years.
4. Develop a training program for onboarding, technical skills, and customer service.
Training opportunities are not only a way for employees to continue their professional development, but also to ensure they have the necessary skills and knowledge to perform their job responsibilities and duties well and efficiently.
The City does not have a formal onboarding program. Rather, it is the determination of the department director on what should be provided for new team members. This results in inconsistent onboarding methods across the City organization, and even within departments because as directors change, so does the onboarding approach.
Onboarding programs within organizations can serve as a form of initial training for new employees. Additionally, onboarding helps new hires understand the work culture of the organization and the expectations associated with the new job. It also can lead to higher levels of productivity. The most significant benefit of onboarding is the immediate results of staff retention. Companies with an engaging onboarding program retained 91% of their Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 20
first-year workers. New hires with a well-structured onboarding program were 69% more likely to remain at a company for up to three years1. Onboarding programs can also be incorporated into long-term succession planning (which is an additional recommendation discussed in this study).
Onboarding is especially critical in the development services field, because daily job duties must align with standard processes and procedures. Interviews with employees highlighted a need to have a better understanding of each function of the City’s development review process. To help staff better understand the City’s regulatory environment, processes, and technology, a comprehensive training program should be created for staff to understand the various roles in the City’s development process upon hire. Documented procedures within each department and division a part of the development services team shall be created and available for staff to reference and update as necessary. These components and efforts can easily fall into a City sponsored onboarding program. Development review typically involves regulation that is technical in nature and sometimes complex to apply in real life scenarios. This highlights the need for ensuring staff are provided technical training for specific aspects of development review regulations. Two areas of technical and skill specific training identified as a need are the following:
• Coastal Plan Management: Due to staff departures and retirements, the specific skill set of coastal plan management is being passed over to planners on staff that do not have that specific skill experience. This creates questions among staff about the application review processes that involved the coastline. Environmental training should be provided to staff taking on these new responsibilities to help ensure the City is abiding by state regulations.
• CityTech: Due to the reality that CityTech was brought into the City by the Building and Safety Division, there have been limited training opportunities for staff outside of that division. The City must ensure all staff who are a part of the development review process have access to CityTech and receive comprehensive training on how it should be utilized in the City’s development review process.
When staff receive certifications from training, it should be acknowledged by the City.
This can be used as part of career growth plans, succession planning, modified pay structures, and other avenues which may encourage staff to proactively pursue professional development. Acknowledgement of the effort staff take to obtain new skills helps attract and retain knowledgeable staff in their field and may help reduce turnover 1 https://www.linkedin.com/pulse/top-8-benefits-effective-employee-onboarding-process-varsha-adhikari/ Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 21
in the organization. It shows employees that their professional development and growth is valued by the City. While staff should be expected to obtain certifications and knowledge in their technical areas of development review, they should also be encouraged and required if necessary to obtain soft-skill training.
Soft skills are non-technical skills that relate to how someone works, communicates, and interacts with others and are often referred to as interpersonal skills or people skills.
Some soft skills that are extremely important when providing customer service include:
• Communication skills: The ability to express ideas clearly and effectively through written or verbal means, and to listen attentively to others. • Leadership: The ability to inspire and motivate others, delegate tasks effectively, and provide guidance and direction.
• Problem-solving: The capacity to identify, analyze, and solve problems creatively and resourcefully.
• Teamwork: The ability to collaborate with others toward a common goal, contribute positively to group dynamics, and resolve conflicts constructively. • Time management: The skill of prioritizing tasks, managing deadlines, and optimizing productivity.
• Conflict resolution: The skill of resolving disputes and disagreements in a fair and constructive manner.
• Empathy: The ability to understand and share the feelings of others, and to show compassion and sensitivity towards their perspectives and experiences.
From the stakeholder survey feedback and analysis, staff interaction and customer service were identified as areas of improvement opportunity for the development review process:
• Staff Professionalism / Knowledge: Respondents also identified issues with staff, specifically their professionalism and knowledge base. Example Comments:
"Staff knowledge and experience” and “Staff professionalism during lack of support”.
Also, from the stakeholder survey analysis, there were mixed feelings about the level of customer service provided by the Planning Division. Overall, there was an average 40% disagreement level. interactions with staff were identified as an area of concern:
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For many of the recommendations that result from this study to be successfully implemented, a culture of customer service needs to be established across all development review disciplines. This heavily relies on the existing leadership to look beyond the department and divisional lines and come together to clearly develop minimum expectations of customer service that is to be provided by development review staff.
Customer service cannot just be one department’s or division’s focus, but a shared attitude of serving and helping both external and internal stakeholders. Soft skill training and support must be provided to help staff have a chance to be successful with customer service. Furthermore, leadership must develop circumstances for staff if they do not meet defined expectations as well as incentives when they do. Lastly, the consequences must also apply to management staff who must be held accountable for their own level of customer service both externally and internally. Managers that model strong customer service to staff will improve the type of service provided to each other and to external customers.
In coordination with a comprehensive training program, the City should create defined metrics for how customer service is provided to applicants and community members when they engage in the development review process. This must occur across disciplines and be made readily accessible to all development review staff. Metrics include commitments in response times for phone calls and emails. Metrics can also be established for how public meeting materials are made available to the public and how far in advance they are published prior to the meeting.
To ensure staff understand the importance of following the agreed upon customer service metrics, and to provide accountability, the City should incorporate the metrics into staff performance evaluations.
Recommendation #6: Develop training material that provides staff with an overview of the City’s development review processes, including each discipline team and individual roles within the processes. Materials should include specific onboard training for new hires and technology training for all utilized software platforms in the City’s development review process. Training materials should be readily accessible to staff for consultation and regularly updated.
Recommendation #7: Create a formalized City customer service training program that includes initial and ongoing training for all development review staff. Refresher training should be provided biannually.
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Recommendation #8: Formalized customer service metrics should be established for development review staff (e.g., return phone calls and voicemails within 24 hours / next business day).
5. Allocate Appropriate Funding for Staff Training and Certification Maintenance.
A challenge noted with the current departmental budget was limited funding for staff professional development and certification maintenance. Due to the highly regulatory nature of development review, staff must obtain and maintain specific certifications by state and professional bodies. There are also other certifications and credentials that staff may receive that focus on professional development and growth such as the International Code Council Permit Technician Certification or the American Institute of Certified Planners. Certifications and credentials are imperative for development staff.
Current budget levels are not sufficient for staff to maintain the minimum training and certificate maintenance hours for their required certification. Some staff are paying out of their own pockets to maintain their state-required certifications to perform their job.
In the adopted budget, there should be sufficient funding for staff to maintain required certifications. Ideally, funding is available for staff to receive training above and beyond the minimum requirement and for staff to achieve additional professional credentials as applicable. Department leadership should work with City management and elected officials to identify appropriate costs for future budget allocation for staffing certification maintenance and growth.
Recommendation #9: Identify and budget appropriate funds for staff training to maintain their required certifications.
6. Create a hybrid model for employee performance evaluation.
One effort needed to improve service level efforts, boost employee morale, and to create a consistent experience for customers and staff is to enhance the approach to employee evaluations. Historically, there have been different approaches between Planning and Building teams and this has led to less cohesion in the Department. One way to improve operations is to modify the approach to providing employee feedback and engagement.
Managers that provide frequent feedback offers several advantages over standardized performance evaluations:
• Timeliness: Constructive feedback is most effective when it's given close to the event or action. Frequent check-ins allow for course correction and improvement in real time, whereas annual reviews can leave room for months of missed opportunities for growth.
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• Focus on development: Ongoing feedback fosters a more coaching-oriented approach. Managers can identify areas needing improvement and offer specific guidance for development. Standardized evaluations often focus on assigning a rating, which can feel impersonal and leave employees unsure how to improve. • Motivation and engagement: Recognition and appreciation in the moment can be a powerful motivator. Positive feedback allows for immediate praise of strong work, keeping employees engaged and energized. Annual reviews can feel distant and disconnected from day-to-day work.
• Open communication: Regular conversations about performance create a more open and trusting work environment. Employees feel comfortable seeking clarification or discussing challenges when feedback is ongoing. Standardized evaluations can feel more formal and one-sided.
However, standardized evaluations still have a place. They can be useful for:
• Implementation tool for standards of procedures and conduct: Performance evaluations allow managers to review standards of procedures and conduct with employees and review expectations and discuss if they are being met. • Documentation: Performance reviews provide a formal record of employee achievements and areas for development.
• Compensation and promotion decisions: While not the sole factor, evaluations can be a data point for making decisions about salary increases or promotions.
The ideal approach might be a hybrid model that combines frequent feedback with periodic standardized evaluations. This allows for ongoing development conversations while still maintaining a record of performance.
Recommendation #10: Establish a method for ongoing feedback to employees that is more frequent than standardized employee performance evaluations.
Recommendation #11: Following the establishment of department-wide customer service expectations, performance metrics should be included in employee evaluations for staff involved in the development review process.
7. Implement greater consistency in customer service approaches and engagement across all Divisions within Community Development.
As the City moves toward a more coordinated development review process, it will be important that all disciplines across the City provide similar counter hours, hours for Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 25
scheduled meeting times, and inspection request time frames. Standardization of these services helps the community and future applicants to become better aware of staff availability. It also reemphasizes the team mentality.
Currently, the Department offers the following counter hours:
PLANNING DIVISION COUNTER HOURS:
8:00 AM - 1:00 PM Full Planning Assistance at Counter
AFTER 1:00 PM Assistance by Appointment Only
BUILDING & SAFETY COUNTER HOURS:
Permit processing and plan check submittals are processed during the following hours:
7:30 AM – 11:30 AM
1:00 PM – 3:00 PM
* COUNTER IS CLOSED FROM 11:30- 1:00 PM, and 3:00 - 5:30 PM for permit processing.
Because the planning application and building permit processes are so intertwined, it is difficult for a customer to ensure they have access to both review teams during the staggered counter hours. It is recommended to create times during the day that allow staff to prioritize application and permit intake and completeness checks, but they should be similar times across disciplines. This would require concurrent counter hours and meeting times for customers across all review disciplines.
Additionally, to continue the momentum of process improvement following this study, it is important to create check-in points for customers to provide feedback to the city on their experience when interacting with the development review functions of the city. A simple way to establish such a check-in is to create two customer service surveys. One survey is designed and crafted to ask about a customer’s recent experience with the city following the approval of an application or permit. This survey is distributed directly to the customer after the application has been approved or a permit issued.
The second survey would be available 24/7 on the City’s website and ask more general questions about the caliber and quality of customer service received when interacting with development staff and may include questions for individuals who did not apply for a permit or submit an application at the time of their interaction. The second survey could even expand to other services of the City if desired. Responses of both survey types should be publicized and made available to elected officials as well. Managers can use Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 26
the results and feedback on how to better offer leadership and management of employees, as well as identify some “low hanging fruit” to make quick improvements.
Recommendation #12: Standardize counter hours, staff appointment hours and inspection request hours across the divisions within Community Development.
Recommendation #13: Create two customer service surveys: 1) one that is provided to each applicant after their development review application or permit is approved/issued and 2) one that is available 24/7 on the City’s website for all community members about the general customer experience in the City’s development review process.
8. Adopt formal succession planning and career growth strategies for development review staff. Allow for cross-department collaboration and movement.
Succession planning is an important aspect of all organizations, especially those that are highly regulatory or include highly technical positions. This is especially critical for development operations that are decentralized across multiple teams as there are many opportunities for succession planning to properly develop their employees and grow organically.
Succession planning is a deliberate program that is intended to properly equip the organization for continuity of operation when key individuals are absent. Recent turnover in the organization has presented some continuity of operations issues for various teams.
Succession planning can take many forms and it can occur within any size organization or team. Succession planning should occur for all positions throughout an organization and not solely for key positions. Succession planning is skill set development focused to equip other team members to step in and perform specific duties when needed and not only when a position is vacated. This includes cross-training staff to fill in positions as needed. Succession planning should apply first to key positions within the team and then expanded to all positions throughout the Department.
Steps that may be taken during the succession plan development and implementation include:
• Identify the roles that are included and those that are not. • Engage all stakeholders who will be impacted throughout the process. • Develop immediate, short- and long-term succession plans.
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• Identify internal staff members who could have a positive impact on the organization and might be future leaders.
• Tailor succession plans at the division level but for each individual member identified as part of the plan (either through their role or skill set). • Encourage all employees to create an individual development plan, regardless of their position. This inspires employees to be more accountable in their current role and future roles in the organization.
• Identify resources needed for creation and implementation of plan. • Evaluate employee talent on a regular basis, ideally annually. • Outline succession plan goals broadly and individually. • Leaders should engage with staff on a regular basis to receive and provide feedback.
• Create an open environment where employees can engage in conversations with each other and with departmental leadership.
The above points outline steps to facilitate the development and implementation of succession plans for all department staff. These points should be used as guiding principles as each department (or organization) develops succession plans for staff. The goal of succession planning is to equip all staff with the necessary skill sets to maintain operations and to encourage staff’s growth and development.
Recommendation #14: Create a robust succession plan to develop and retain development review, permitting, and inspection staff across all review disciplines.
9. Eliminate the siloed attitude and promote a united team mentality across the development review divisions.
Directly linked to the recommendation of creating a common mission for the City’s development review disciplines, is to create a united team mentality. This starts with encouraging opportunities for interaction, from formal staff meetings to less formal staff socials and get-togethers. As included in other recommendations throughout this report, the importance of leadership and management engagement is vital for team building.
New and less experienced staff members must feel comfortable communicating and sharing information with their direct supervisors. Individual employees cannot dominate a portion of the development review process. Rather, all employees should collaborate across division lines.
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Through interviews, the project team recognized a perception from staff that city management and elected officials are not aware of the realities of Community Development services. Staff also felt disfavored by city management due to the limited physical improvements that have occurred to the Community Development Department and the high expectations of application and permit reviews. These perceptions between levels of staff are not uncommon across municipal government and can occur both when you have staff members who have been employed for a long time with the organization and are growing disengaged with their work, as well as newer employees who are just left to fend for themselves and do not feel supported. This disconnect among staff levels signals a need within the City organization to provide more opportunities for staff to engage with city administration. This can occur from casual visits from city management to the Department to formal City-wide get togethers. An idea is to provide a survey to staff to ask how they would prefer to engage as a larger organization.
Recommendation #15: Hold regular staff meetings and socials with all City development review staff to encourage team building and establish stronger working relationships between all review staff.
Recommendation #16: Provide development review staff greater access and insight from City Administration.
10. Update the Development Review Fee Schedule.
The provision of development review services in municipalities requires significant time and effort by City staff. While these are core services that are to be provided by jurisdictions, fees are charged to supplement the cost to the city. Redondo Beach has not comprehensively evaluated its fee schedule in over 10 years. The fee schedule has been revised based on inflation and other factors. The approach and cost of service for development review, permitting, and inspection services have changed since the last comprehensive assessment of the fee schedule.
The City needs to review the development fees by the City and ensure that they align with current state requirements. A comprehensive review and update of the development fee schedule should occur every three to five years. Also, the City Council should establish cost recovery goals to provide development review services. Without adopting cost recovery goals and aligning fees to meet these goals, the City may be missing out on important revenue to support the Department. Secondarily, without an updated fee schedule, the City may not be charging appropriate fees (over or under charging) as the time it takes to review applications and complete inspections may have changed since the last fee schedule review. The City allocated funds to update the fee schedule in FY24/25 and issued a request for qualifications on July 2, 2024.
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Recommendation #17: Conduct a comprehensive assessment and update of the development review fee schedule.
Recommendation #18: City Council should adopt cost recovery goals for the provision of development review, permitting, and inspection services.
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3. Technology Assessment
This chapter focuses on recommendations specific to technology utilization in the development review process. The Department is currently in the process of implementing a new permitting software system, called CityTech. This new platform will incorporate the development review, permitting, and inspection functions facilitated by the Community Development Department into a single platform. CityTech will be supplemented by the BlueBeam plan review software system.
Technology is an important part of the development review, permitting, and inspection process for local governments. Technology is used in a variety of ways and should make the process more efficient for both customers and staff.
The following sections outline the key adjustments needed to more effectively utilize and integrate technology into the development review process.
1. Permitting Software Best Practices
To improve operational efficiencies and effectiveness, it is critical that technology and software packages enhance the service environment. The project team’s scope did not include an in-depth evaluation of all the features and functionalities of the CityTech system. This section outlines key features and functionalities of highly functioning permitting software platforms that promote optimal operational efficiencies, enhanced collaboration, and transparent engagement with the customer. Best practices include:
• Provides a robust online system for the public.
• Submittal of all development application types utilizing the software portal. This would include applications outside of the Community Development Department, such as engineering applications, special event permits, etc. • The applicant's online portal should include access to review comments, status updates, and the ability to request inspections. The portal should also allow the applicant to see the status of individual reviews of their application. • Online feature for the general public to search application and development activity status (e.g., the status of an application, view approved site plans for new commercial development, etc.).
• Integrates the City’s development process and workflow so that progress can be tracked by staff from application submittal to certificate of occupancy.
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• Seamless integration with the City’s plan review software system. This would include the ability to open and view plan sheets that includes each reviewer’s comments.
• Calculates application and permitting fees and accepts payment through the software and/or online portal. This may be accomplished through integration with the City’s finance software or through the permitting system itself. If payments taken through the permitting system, integration with the City’s finance software should be implemented to enable direct transfer of data and information. • Ability to calculate applicable development impact fees in the software system and ability for applicant to pay through the software system. An estimated fee feature should be included when an applicant is submitting an application, although fees may not be collected until later in the process. • Allows review staff to receive notifications regarding new tasks, deadlines, and status updates by application. Ideally, these preferences are customizable for each staff member.
• Allows for the uploading of review comments (both on the plan sheet and in the permit record) and monitors the status of individual reviewers (e.g., pending Planning comments, Building Inspection has approved, Engineering submitted comments, etc.). All users should be able to see other reviewer’s comments and markups.
• Feature that allows the City development review staff to notify the applicant if there are delays in the review with an updated completion time. • Utilizes templates to prepopulate standardized information for review comment checklist, staff reports, permits, etc., including checklists, ability to link to ordinances, codes, and design standards, automate public notices, etc. • Has a searchable database by address or other approved identifier such as parcel number.
• Contains approved and constructed/as-built plan sets that are linked to the permit file.
• The mobile version of the software program allows field staff to remotely access the system to consult approved plan sets, inspection results, and determine open permits and violations. Access should include those in code enforcement. • Ability to upload photos via mobile version and link to the permit file.
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• A web-based access portal for staff to access the system remotely. • Allows for the integration of the City’s GIS system and links to the permit file by identifier.
• The ability for inspectors to be able to automatically develop daily routes for their assigned inspections.
• Allows for an automatic notification (text or email) to be sent from the system for the next inspection appointment. For some systems, this feature only works if the routing and geolocation feature is available and implemented in the software system.
• Allows for managers to run performance/workload reports from the system.
Ideally, the system could link to a performance dashboard on the City’s website. • Provides a code enforcement module that tracks open code violations and is integrated with the permitting portal.
Incorporating these elements into the permitting software system will provide the applicant with an easy-to-use online application portal. The online application portal should be comprehensive and serve as a one-stop shop for applicants. Similarly, the permitting software system will serve as a centralized program for all development activities and functions for the City. Incorporating these elements into the software system will result in enhanced operational efficiency and increased collaboration and accountability for all development review staff.
Recommendation #19: Ensure that all best practice elements of functionality are incorporated into the new versions of the permitting software system.
2. Establish a Development Review Technology Committee.
The technology needs for development review, permitting, and inspection functions may be complex and requires a combination of both technology and development review knowledge. This unique blend of experience and knowledge is critical for the successful implementation and continued usage of software systems for the provision of development services. To improve operational efficiencies, it is important to establish a development review technology committee.
There are several benefits of a development related technology committee, and they include:
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• Ensures that the permitting related software systems are maintained and updated as necessary.
• There are identified technology leads in each functional area/team. • This group will serve as the primary first point of contact for development technology issues for their division/team. With the intent being they can resolve issues more quickly as they are subject matter experts and power users of the platforms.
• These individuals should be tasked with onboard and in-service training for development specific technology systems.
• An established team to support each other, staff, and customers when issues arise and when new opportunities are presented. This will allow critical decisions to made quickly.
The technology committee should be comprised of representatives from Information Technology, Planning, and Building staff. This committee should assist with implementation and maintenance of the CityTech and BlueBeam systems and other supplemental development review technology platforms in the City.
Recommendation #20: Establish a development review technology committee to oversee the implementation and maintenance of the development review related technology platforms.
3. Technology Training
There are no plans to provide formal training for both staff and the public on the new permitting system. Training should be provided to staff and the public on how to use the new system. Staff need training on how to effectively and efficiently use the system internally and how to support customers when they have end-user questions.
The following subsections provide an overview of recommended training programs. (1) Internal Training Program
To ensure that all staff members can use the permitting software programs efficiently and effectively, it is important that the City create an internal training program. The following elements should be incorporated into the software training program. • Create a comprehensive on-board training program for all new staff that is designed to provide an overview of each system and a more detailed training Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 34
program for their specific role (e.g., intake and permit issuance for development review techs, reviewing and posting comments for plan reviewers). This onboard training program should be provided for all staff prior to the launch of the new software system.
• Ensure that staff receive ongoing training for the software as new updates and features are implemented.
• Provide training for managers on how to utilize the software system and performance reporting features.
• Create a user guide/desk manual (electronic) so that staff can reference most of their questions. This manual should be updated as new features are released.
A formalized training program should be created prior to launching the new software programs. Additionally, all new hires should receive an on-board training prior to being provided access to the system. Finally, staff should be provided with a digital reference guide.
Recommendation #21: Provide new hire and in-service training for the CityTech software platform.
Recommendation #22: Create a digital desk manual / reference guide for the software programs and update as new releases are activated.
(2) Customer Training Program
It is just as equally important to create a training program and resource materials for customers as it is for staff. The more relevant information and training that is provided for end users about how to effectively utilize the new system, the less burden it will be on staff.
Prior to launching the new software system, City staff need to create a customer training program. This training should initially serve to provide frequent customers with a short training program on how to set up an online account, submit an application, track their application through the online portal, receive comments, upload revised plan sets, obtain their permit, and pay fees through the portal. In addition to providing this training in person or virtually, these sessions should be recorded and be available through the City’s website.
Training should be provided for customers when new updates are released that impact the user’s portal. Also, it is important for regularly scheduled training workshops to be Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 35
provided so that new users can also receive training at least twice a year (or more frequently if needed).
In addition to creating and implementing a customer training program, a digital resource guide should be developed that walks the user through the most common practices. The resource guide should be posted on the City’s website. The resource guide should include a frequently asked questions component and screenshots that are annotated to guide the customer through the various system processes. The guide should be detailed enough that the average user can successfully set up an account, submit an application, receive comments, resubmit, pay fees, and download their permit.
Recommendation #23: Conduct customer training workshops prior to the activation of the new permitting software system.
Recommendation #24: Provide new customer orientation training for the online software application portal at least twice a year. Record these sessions and post on the City’s website.
Recommendation #25: As new updates are released that impact the customer portal, conduct training sessions with end users prior to the implementation of new features.
Recommendation #26: Develop a customer user guide that provides detail instructions and examples for the most common processes.
4. Equip Inspectors with tablets and training.
Upon implementation of the new CityTech system, all field inspectors should be equipped with cellular data equipped tablets. The tablets should include mobile versions of the CityTech system so inspections can be resulted in the field and photos can be uploaded to the permit file. Also, staff should be able to look up the status of a permit, code violation, or approved plan sets from their tablets. Tablets should be full-sized, such as an iPad Pro, so that plans are legible. Inspectors should also be provided with necessary training on how to effectively and efficiently use the tablet. Inspectors had previously been provided tablets but were not required to utilize them.
Recommendation #27: Provide Inspectors with cellular equipped tablets that can access the City’s permitting software system.
5. Create and Implement and online appointment scheduler.
One of the recommendations in the Management Chapter was to standardize counter and appointment times for Community Development staff. A technology functionality that is needed is the ability of the public to schedule appointment times with staff online.
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An online appointment scheduling system will reduce the number of walk-in customers and ensure that appropriate staff are available. The online scheduling system should also allow the customer to select in-person or virtual appointments with staff.
In addition to the standardization of counter hours, the Department should create and implement an online appointment scheduling system for customers. The same philosophies can be applied to establishing appointment-only hours (in-person or virtual).
The online system should require the customer to provide background on what they are inquiring about so that the correct resources are available.
Recommendation #28: Create an online appointment scheduling system for customers to request in-person or virtual appointments with development review staff.
6. Digitize all development-related records.
The Building Division has undertaken and completed the digitization of its historical records over the past few years. This should be expanded to the Planning Division as well. All Planning historic files should be digitized and stored electronically. Digitized records should also be linked (where appropriate) in the permitting software and GIS systems. Planning record digitization should be completed over the next two to three years.
Recommendation #29: Digitize all historic planning records in the next three years.
7. Explore AI and other innovative technology.
With the emergence of AI and generative AI technology, there will come a demand for public entities to utilize breakthrough technologies to enhance services and cut costs.
Just as e-government was a new phenomenon 20 years ago and eventually became commonplace in government, so will AI functions. Investigating these new technologies is vital to the City’s continued commitment to customer service. The following are some of the reasons to pursue this breakthrough technology:
• Increased Efficiency and Speed: AI can automate routine tasks, such as the initial review of applications, checking for completeness (pre-screening), or even ensuring compliance with certain regulations. This automation reduces the workload on human staff, allowing them to focus on more complex aspects of the review process. As a result, permit applications can be processed faster, reducing wait times for applicants and accelerating project timelines. Note: several communities in the Bay Area are experimenting with utilizing AI for building application completeness check and Orange County, Florida is using AI for single family home building permit application review.
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• Improved Accuracy and Consistency: AI systems can be programmed with the latest regulations and standards, ensuring that all applications are reviewed with up-to-date requirements. This improves the accuracy of reviews and ensures consistency across all projects. AI can also help identify potential issues early in the process, reducing the likelihood of costly mistakes or delays later on. • Enhanced Customer Service: AI and technology can provide developers with more accessible and user-friendly interfaces for submitting and tracking their applications. Chatbots and AI-driven support systems can offer 24/7 assistance, answering questions and providing updates on application status. This level of accessibility and transparency significantly enhances customer satisfaction. • Data-Driven Decision Making: The use of AI and technology generates a wealth of data on the permitting process, which can be analyzed to identify trends, bottlenecks, and areas for improvement. This data-driven approach allows for more informed decision-making, enabling departments to streamline their processes, allocate resources more effectively, and continuously improve service delivery.
• Flexibility and Scalability: AI and technology solutions can easily be scaled to meet the demands of a growing city. As development activity increases, AI systems can handle a larger volume of applications without the need for proportionately increasing staff. This scalability ensures that the department can continue to provide timely and efficient service, even as the city expands. • Sustainability and Environmental Compliance: By digitizing the permitting process and utilizing AI for compliance checks, cities can promote more sustainable development practices. AI can help identify projects that align with environmental regulations and sustainability goals, ensuring that new developments contribute positively to the city's environmental objectives.
• Competitive Advantage: Cities that leverage AI and technology in their development services departments can position themselves as attractive destinations for developers. A streamlined, efficient, and transparent permitting process can attract high-quality development projects, driving economic growth and innovation.
Investigating and integrating AI and leading technology into the permitting functions of the Community Development Department is not just about keeping pace with technological advances; it's about proactively enhancing efficiency, accuracy, and Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 38
customer satisfaction. This approach not only benefits developers and city staff but also contributes to the overall growth and sustainability of the community.
A proper AI policy should be in place for the City to guide the ethical use of the tool as well.
Recommendation #30: Investigate the use of AI and other innovative technologies that could be implemented to streamline permitting functions.
4. Process Evaluation
This chapter focuses on the evaluation of existing development processes in the Community Development Department. It is assumed the City intends to receive and process all Planning Division and Building and Safety applications electronically through the CityTech software platform.
Any application review and permitting process should be designed in a way that allows for a predictable, consistent approach, with the city speaking with a single voice even when reflecting input from a number of different review disciplines (e.g., engineering, building, fire, planning). A “best practice” approach, outlined below, should generally be followed by all divisions, although the complexity may be greater (for example, if public hearings are involved) or less (for example, for a permit that requires only one reviewer).
1. Transition to full digital submittal for the City development review process.
Stakeholders to the City’s development review process commented on the different ways the divisions within the Community Development Department are receiving applications and permits. For the Planning Division, an application form and supporting materials are submitted through email. The application form is not a fillable document, and there are few checklists to indicate the required materials for each application type. The Building Division is operating a hybrid over the counter (OTC) submittal of all applications, plans, and documents being provided on a single USB by the applicant, ready for download by permit staff. These differences in how applications are submitted can create confusion for the applicant and may require additional trips to City Hall.
These processes will soon be changed with the implementation of the new CityTech software platform. Once the new permitting platform is implemented, all development review applications should be submitted online through the portal.
Recommendation #31: Transition to all digital application submittal through an online portal for all development review applications.
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2. Establish concurrent zoning review for building permit applications.
As indicated through the process diagram mapping of the building permit application process and staff interviews, an applicant is required to receive “preliminary approval” from the Planning Division prior to submitting a formal building permit application. This preliminary approval is considered a part of the Planning plan check process of building permit applications. The Planning Division's first review occurs prior to any fee being received by the Department. A “Reviewed for Submittal” approval stamp is added within BlueBeam to each page sheet and directions are given to the applicant on submitting those stamped plan sheets to the Building Division for their formal building permit submittal.
Following an applicant’s building submittal and review by Building Division staff, the plan sheets are then sent back to the Planning Division via email. This triggers another plan check review by planning staff and requires a final Planning Division approval within Munis.
The duplication of the Planning Division’s review for building permits is unnecessary and doesn’t follow best practices. It also might indicate there is confusion among applicants on when a planning entitlement process is required, which is linked to other recommendations within the “Customer Outreach and Interaction” section of this report.
Concurrent review of building permit applications by all review disciplines, including the Planning Division, is considered the best management practice. Comments should be collected from all review disciplines following the concurrent review and either corrections are made to the building permit submittal or approval can occur.
It is vital to have the CityTech software application implement a concurrent building permit review on the future online portal platform.
Recommendation #32: Implement concurrent review of building permit applications by Building and Safety and Planning Divisions.
Recommendation #33: Ensure the CityTech application portal platform implements the single intake point for building permits.
3. Engineering review should be concurrent for planning and building applications and be conducted digitally.
Many types of planning and building applications require an engineering review. Currently, Engineering requires a separate submittal and/or review and does not occur concurrently with the respective review. Engineering reviews should be incorporated into the respective planning and building review workflows and routed to the engineering Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 40
reviewers concurrently. Engineering reviews should be seamless for planning and building application reviews. The respective permit (or approval) should not be issued without appropriate signoff from Engineering. Engineering reviews should also be conducted electronically and through the permitting and plan review software systems.
This may require reconfiguration of the digital workflows in CityTech to incorporate the engineering review for appropriate application types.
Recommendation #34: Engineering reviews for planning and building applications should be conducted digitally and concurrently.
4. Transition to an application case management approach.
Each review discipline deploys a different approach to managing their respective application review processes. The recommended approach is for the primary department’s staff to serve as the application case or project manager.
This approach will create greater ownership throughout the review process and provide a primary point of contact for the applicant. This will require the planner or plan reviewer to serve as the application case manager. With this approach, they will serve as the facilitator for the application, resolving issues when different reviewers have conflicting comments, address the timeliness of providing review comments, and working with the applicant to resolve issues if they arise. Also, the case manager will be tasked with reviewing the consolidated review comment letter prior to distribution to the applicant By transitioning to an application case management approach, it will provide enhanced customer service to the applicant.
Recommendation #35: Transition to an application case management approach which will be facilitated by the primary department’s reviewer.
5. Reduce siloed approaches and create a unified team for the City’s development review process.
A team approach can also be more formal during the review process. Currently, the city does not have a committee comprised of staff representatives from different divisions that is charged with the review of larger or more complex development proposals.
Employees indicated that pre-application review meetings occur with a group of staff for some application types, though no formal request exists or is advertised on the City’s website.
Some cities utilize a Development Review Committee (DRC), which typically plays a crucial role in the review and approval process for major development projects within the Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 41
jurisdiction. The specific duties and responsibilities of a DRC may vary depending on the municipality's ordinances and preferences, but they commonly include the following:
• Reviewing Development Proposals: The DRC evaluates proposed development projects to ensure compliance with zoning regulations, building and fire codes, engineering design standards, and other applicable city plans and initiatives. This can occur through a pre-application process, which is a separate process from the entitlement process. Or the DRC review is a part of the entitlement process itself. • Coordination and Collaboration: The committee facilitates coordination among various city departments and divisions, as well as outside agencies, involved in the development review process. It helps to ensure better collaboration within the development review process.
• Feedback and Recommendations: DRC members provide feedback, guidance, and recommendations to applicants regarding proposed development, addressing any issues or concerns and suggesting potential revisions to improve compatibility with community objectives and standards.
Overall, the DRC serves as a key mechanism for balancing the interests of applicants, staff, and residents, while promoting orderly and sustainable growth and development within the municipality.
Best practices for a DRC include:
• Assign one staff member as the facilitator of the committee meetings. • Ensure staff have had a chance to review application materials prior to the meeting occurring. This will help determine if their attendance is necessary at the meeting and ensure that the meeting is more effective and impactful as comments and input provided will be based upon a more thorough review of the documentation. • With the electronic submittal and review, it would be more efficient for reviewers to upload their comments to the CityTech system prior to the meeting. After the meeting, reviewers should update their comments/notes within one business day and all feedback is automatically combined and sent to the applicant/customer.
Recommendation #36: Create a formal Development Review Committee (DRC) that is comprised of appropriate development review staff across all review disciplines. The DRC will be responsible in reviewing a particular tier of applications as determined by the City.
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6. Encourage early communication with potential and anticipated applicants and establish a pre-application process for some application types.
A key element to positive and effective communication between staff and customers is formalizing minimum pre-application submittal requirements for all thresholds of development review applications and permits. This establishes clear expectations for both applicants and staff and provides greater predictability for development customers. “Pre-application” meetings are only occurring for certain application types, and there was uncertainty among staff on what applications trigger pre-application reviews. A preapplication meeting includes staff across divisions and is intended to provide initial feedback to an applicant on the proposal. This informal approach of applicants choosing when they want feedback can become problematic and doesn’t follow best practices.
There are examples of the same property owners always requesting pre-review, even for less complex projects that do not justify the review time. As well as several examples of complex projects that would have benefitted from preliminary conversations that are being missed.
In coordination with the other recommendations within this Chapter, the city should determine the threshold of projects that would benefit from early communication and review by staff. A “pre-application” process should be required for complex projects.
Typically, this includes site plan development that exceeds certain size thresholds, any special development such as Planned Unit Developments, and subdivision of property. A Development Review Committee (DRC) could be a part of the required staff review of such pre-applications and include staff representatives from planning, building, engineering, and fire prevention (as discussed earlier in this report section) Recommendation #37: Establish a pre-application process and determine which application types will require a pre-application meeting.
7. Improve application and explanatory documents to assist customers in knowing what materials are required for applications.
Stakeholders indicated they were sometimes unsure of what materials were required for development applications and permits. This creates a surprise for applicants when an application is determined “incomplete” and is required to be resubmitted. A goal for both staff and applicants is to reduce the likeliness of incomplete submittals and thus resubmittals. This is done by improving the actual application forms or application instructions to clearly list the materials required for review.
Best practices show checklists as a format that works for applications, with digital formats requiring a submittal for each checklist item prior to progressing to the next Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 43
screen/step. Additionally, it should be clearly stated within application instructions, and ideally recognized within adopted ordinances, what happens when an application or permit is determined incomplete. Applications deemed incomplete should not be accepted and the adopted plan review standards/metrics should start upon the determination that the application is complete.
Recommendation #38: Clarify the required materials to be submitted at application/ permit submittal and create checklists that list the requirements.
Recommendation #39: Ensure staff use checklists to improve the initial completeness check for applications and permits to reduce the number of resubmittals.
8. Adjust the development review fee schedule(s) to ensure all steps in the process have an appropriate fee affiliated to them.
It is important to ensure all development review services offered by the city are achieving a healthy level of cost recovery. This typically requires a fee to be established for all types of applications and permits, including resubmittals. It was identified that fees are sometimes not charged for excessive resubmittals that occur for an application. It is a common practice to charge a resubmittal fee on the third resubmission with the base fee developed to cover the cost of plan review and two inspections per inspection type.
This is in combination of ensuring application instructions and material checklists have been refined so that they are very clear to an applicant of what is expected for an application be determined “counter complete” and “complete for continued review.” This can also be formalized in city ordinance where a timeline is established for how quickly staff must perform a completeness check.
Currently, all staff review time for Certificate of Appropriateness applications and requests to the City Preservation Commission are services provided to the community without an associated fee. This was implemented by the City to incentivize community members to list their properties on the local historic property register and to support the protection of historic neighborhoods. Unfortunately, the time it requires of the Senior Planner, who is primarily responsible for such reviews, is excessive and appears to outweigh the incentive of not charging a fee for staff’s review time. Staff time is extremely valuable and should be covered at least partially by customer fee.
Building inspections has an established fees for re-inspections. However, from discussions with employees, it seems that the fee is not necessarily charged when a reinspection occurs. The application of the fee is at the discretion of the inspector, although it is rarely applied. While there is always an opportunity for an exception to be made to the fee schedule, per leadership’s discretion, charging fees for a re-inspection Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 44
incentivizes the applicant to ensure they make all the necessary effort to ensure someone is present on site and the work conducted is ready for review and inspection by the City.
Recommendation #40: Establish a fee that is charged to an applicant when more than two resubmittals occur.
Recommendation #41: Charge re-inspection fees for additional inspection visits to properties require more than two inspections per inspection type.
Recommendation #42: Create a fee for Certificate of Appropriateness applications, or any application that requires staff design review or review by the Preservation Commission.
9. Update and improve the City’s zoning code with a focus on providing clarity and defining procedures.
The City is continuing to embark on a comprehensive update of its General Plan, PLANredondo, to be in compliance with state law. It is anticipated that the City’s Zoning and Local Coastal Program ordinances will also need to be updated since they are primary implementation tools of the General Plan. These updates will not only ensure compliance with state requirements but are also a key opportunity for the City to ensure the zoning code is in alignment with existing and desired development trends.
It is recommended that the review first focus on clarifying and defining procedures.
Article 12 of the Zoning Code, “Procedures,” contains a lot of language that dates as far back as 1996 and doesn’t appear to have had any recent updates. Sometimes, cities choose to create a separate document or manual specific to administrative procedures that is not included within the ordinance. This allows for easier updates and improvements to occur as the City continues to make efficiency adjustments to the development review process. It would be a document that is intended for public consumption and review but could be updated administratively by staff. A digital lens should occur during the review of the existing zoning code to ensure that digital submittal standards and realities are referenced and permitted when necessary. (e.g. permitted file formats, digital signature permissions, etc.).
Following an update, the City should ensure staff receives the training that is needed to assist customers in understanding the code intent and regulations. Some staff members were likely a part of the General Plan update process, so it is vital that the staff that weren’t directly involved has a chance to understand the changes that have occurred, why they occurred, and how management anticipates tracking how the changes impact development (both positively and negatively). This helps to prepare staff for ongoing improvements and updates to the code as necessary.
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The City should determine how zoning code modifications will occur in the future, either ones that are proposed by a customer or ones that are proposed by staff. Some communities ensure an annual clean-up and update of the zoning ordinance occurs. If there is a challenge in maintaining this schedule due to capacity, a realistic update schedule should be created so that both staff and the community is aware of when code amendments will occur. Land use policy shall be frequently considered and revisited to ensure city regulations are achieving city long range planning goals and are abiding by all applicable state legislative changes.
Recommendation #43: Conduct a comprehensive review of the City’s zoning code following the City’s General Plan update process to identify opportunities to simplify and clarify requirements.
Recommendation #44: Following the City’s General Plan Update process, Planning Division management should formalize a process for staff to propose zoning code modifications, review requests, and move forward with suggestions that have merit.
Ongoing zoning code updates should occur on a standardized schedule. Training should be provided to all development staff when new code amendments are adopted.
10. Ensure consistency in all formal communication to the applicant.
It is important that all formal communication from the city’s development review team be consistent in format and style and contain the appropriate amount of information for the development review step that is occurring. From the process diagramming of the city development review processes, it was evident that communication is coming from each city division and department required to provide comment on development review applications. There is limited attention being given to how that communication is consistent with one another.
While each division within Community Development work to ensure consistency in comments for projects that have a written staff report and findings prepared for a public hearing, it would be better if the development review teams work together in creating standardized templates of communication documents. As further discussed in Chapter 5, an ideal solution would be to build these templates into the CityTech system so that they are automatically created from the review comments being added by staff.
While it is to be expected for each staff member to somewhat have their own style and approach when providing review comments, an expectation needs to be set for staff to specifically identify which regulation is not being met when referencing an issue with an adopted code, ordinance, or design standard. A lack of consistency in review comments results in challenges for the applicant and likely will lengthen the review process for Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 46
resubmittals, which can be a common complaint from applicants (and a complaint for identified by stakeholders for building permit resubmittals).
By including the reference to the applicable code, the applicant is provided with the exact information that is not being met, allowing for a quicker re-review when resubmitted.
Including code references in review comments is considered best practice and should be provided in a consistent format for all review disciplines. Leadership from each of the primary review disciplines should work together to formalize an official format for providing code references.
Recommendation #45: Standardize the staff review comment letter format to ensure that applicable code, ordinance, or design standards are referenced in a similar fashion across all review disciplines.
Recommendation #46: Include all applicable regulations and criteria within staff reports so the decision authority can make informed and legally defensible decisions.
Recommendation #47: Standardize the timing, format and method of staff communication to applicants.
11. Adopt procedures clarifying review staff roles and steps for development review processes.
Due to the recent changes in Community Development management and the onboarding of several new employees, as well as the ongoing changes from state legislation, many staff lack a comprehensive understanding of the City’s development review procedures.
This became evident when creating “process diagram maps” of the City’s existing processes. Staff appeared unsure about many of the steps within a process and didn’t understand each staff member’s role in the process (especially when it is a staff member for a different discipline). This reality relates to many recommendations included within the “Management and Administration” section of this report (implementing an onboarding program, improving training opportunities for staff) but also highlights a great need to adopt Standard Operating Procedures (SOP’s) that layout step-by-step review steps and staff assignments and roles for all development review processes.
As the City decides to have review timelines be more defined and monitored, it is important to provide staff with the resources to perform consistent and accurate work.
Adopting SOPs is a best management practice and is typically a key document that is shared with new staff in an onboarding program (a recommendation within the “Management and Administration” section of this report). SOPs outline the step-by-step instructions for completing a particular task. It's a clear, concise guide meant to be easily Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 47
followed, often for routine activities, to achieve a consistent outcome. SOPs should include permitting software system steps to ensure and encourage staff to gain confidence with the software system and help improve efficiency.
SOPs can take many forms. Historically, they were a paper binder on everyone’s desk.
Now they should be a digital document that is shared among staff. Another option is to create an entire collection of internal policy documents and save them within Microsoft Teams or Sharepoint so that staff has easy access to them. Regardless of the format, there must be a plan in place for how the SOPs will be updated as changes occur to regulation and improvements to the processes occur (typically as technology advances).
One specific issue identified that can be clarified with SOPs is identifying how the application review workload is distributed and assigned. If management staff is delegating that responsibility to another staff member, it needs to be understood by all parties. Delays and gaps in project assignments can lead to unintentional delays in application review timelines.
Recommendation #48: Create a series of Standard Operating Procedures (SOPs) that detail individual steps of development review processes. The manual would be intended primarily for internal staff but referenced in the customer-facing administrative, procedural manual.
Recommendation #49: Improve the development review process by establishing clear review steps, and then outline who is responsible for each step and the time allowed for each step.
Recommendation #50: Ensure management staff have a system in place for workload distribution and project assignment.
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5. Customer Outreach and Engagement
The City engages with its customers in a variety of ways. Information is shared via different platforms and web pages. Outreach efforts depend on the discipline group but are overall limited. This Chapter analyzes opportunities to improve the sharing of development-related information with customers.
1. Improve wayfinding and the first impression of the City’s development service operations.
The City of Redondo’s main offices are in the Redondo Beach Civic Center. There are several entrances that are located off the plaza, which can be confusing for a member of the public who is trying to seek city services. The existing directional signage in the front plaza is attractive but is small, contains small font, and includes some inaccurate directional information. A priority of the City should be to update the signage to better direct the public to the Community Development Department.
Picture of the Redondo Beach Civic Center Front Plaza and Existing Wayfinding Signage The Department of Community Development is accessible through door #2 of the Civic Center building and small lettering indicates Community Development and Parking functions are located inside the suite. The door into the suite is tucked in the corner and is difficult to find for individuals who have not visited the complex before. An improvement would be to improve the entrance lettering to emphasize the location of Community Development.
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The public counter for the Planning Division and Building and Safety Division are combined with other City services: parking, transportation and code enforcement. These services are not directly related to development review functions and should be relocated within the Civic Center. If relocation isn’t feasible, a redesign of the counter into two distinct counters should occur to allow planning and building services to be grouped together. Overall, the permit counter and customer waiting area in front of the counter would benefit from a refresh and update as it currently looks tired, worn and does not clearly direct a customer. It doesn’t provide a warm welcome for someone who may be engaging with the City for the first time.
Kiosks have recently been added to the public waiting area in front of the counter.
Establishing easy check-in areas is important especially in the post-Covid reality of decreases in staff capacity. Improved signage could be added to better direct customers to the kiosks and explain how they can be utilized.
Opportunity exists to create a physical space that indicates a “one-stop shop” for development review services. The City is encouraged to work with a design professional to see how they can better utilize the existing public counter space for Community Development permitting and application submittal. With the redesign, it is important to imagine a future that requires fewer paper submittals and more appointment scheduling for city services. This typically requires different-sized counters and some free-standing computer kiosks to assist applicants in gathering their digital submittal materials and accessing the City’s future online permit portal through CityTech.
Recommendation #51: Improve directional signage in the City Hall outdoor plaza and on department entrances to help customers know where to find the City’s permitting and development review functions.
Recommendation #52: Create an updated and redesigned one-stop permitting counter within City Hall that serves as a consolidated physical location for all development review permitting and applications.
Recommendation #53: Relocate City counter services that are not affiliated with permitting and development review.
2. Create a collection of digitized documents that can assist customers in the City’s development review process.
The Building and Safety Division provides application forms, handouts, and information bulletins on their division website. This collection of documents is intended to help Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 50
identify what is required with a permit application. While the documents are comprehensive, a few concerns were identified by the project team:
• A total of 32 different PDF documents are included which creates a long list of options for applicants.
• None of the documents are fillable (they don’t allow an applicant to fill in the information being asked directly in the document).
• The information included is complex and technical in nature. • The design of the documents is dated in appearance and utilizes the old Redondo Beach City logo.
The Planning Division provides concise narratives on its webpage about administrative reviews, land use entitlements, and the plan check process. Additionally, they provide several application forms. While the forms do include instructions, some concerns were identified by the project team:
• None of the documents are fillable (they don’t allow an applicant to fill in the information being asked directly in the document).
• The font on the documents is very small and could be difficult to read on a computer screen.
• The fee is included on each application, which would require an update with every fee schedule update.
• The design of the documents is simple in appearance and doesn’t clearly indicate that it’s for the City of Redondo Beach.
The Department would benefit from adopting a consistent approach for all application forms, checklists, and information documents. Additionally, a frequently asked questions (FAQs) list on the Department website could help provide some preliminary answers for potential applicants.
Recommendation #54: Create frequently asked questions (FAQs) across all review disciplines and include them on the website that can be updated as necessary.
3. Improve interactive customer features on the City’s website.
The City’s website was updated to a new design and layout in January 2023, including an updated City logo. Overall, the website is easy to search with circle buttons for frequently searched items and comprehensive drop-down lists for additional options.
Some employees suggested the need to improve interactive customer features on the Community Development website. This suggestion is to help reduce the traffic at the Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 51
public counter and to provide more information through the website so that some questions can be answered from the convenience of a customer’s home or office.
Specifically, it was suggested to have searchable and interactive maps. The City does now offer “Interactive Property Maps,” including maps with current land uses, the general plan land use classifications and zoning. Customers are allowed to search by address to see how a piece of property is classified. Information is provided but there are no hyperlinks to the specific classifications which could provide more information when applicants are performing initial search parameters. This can provide information to customers that would typically need to be provided over the phone or in person.
Because customers typically search a City’s website to find general information on the development review process, it is a great location to also disperse other information pertaining to current activities and performance. The City of Redondo Beach does not currently have a data hub on its website that shares factual information about how well the organization is providing its services compared to the performance metrics set in place. One set of data that could be shared is current application and permit numbers that are being processed for development purposes, in addition to the time that is spent in reviewing such requests. Real data helps to counter perceived ideas of how well a city is processing development. An interactive development map easily provides the public with information regarding applications under review and projects under construction.
This will proactively provide information to the public and may reduce the inquires to City staff and officials.
Recommendation #55: Create an interactive data hub on the City’s website to provide current numbers of recently approved applications and issued permits. Ideally a mapping component is included so community members can see where approved work is occurring.
Recommendation #56: Create an online performance dashboard that shows historic workload and performance metrics and estimated current processing times for applications and permits. Ensure the metrics are in alignment with all adopted performance measures.
4. Create a Digital One Stop Development Webpage.
A City’s website is an important tool for proactively engaging with potential and current development customers. Prior to engaging with the City about development, the customer has most likely visited the City’s website. The City’s website is a great resource for providing a variety of information related to the City’s processes, requirements, standards, and development environment. A strong online presence can enhance the level of service to the customer and reduce the number of inquiries that require staff time.
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Currently, there are several webpages that provide information regarding the City’s development review, permitting, and inspection functions. These webpages can be accessed from the City’s homepage and dropdown menus under “Apply” or “Departments”. However, there is no single development webpage on the City’s website.
The only resemblance of a consolidated digital effort is the Community Development departmental webpage which has links to Building Safety and Planning resources.
The individual webpages for Planning and Building Safety provide a variety of information related to their respective functions. To streamline the sharing of development related information, a centralized development webpage needs to be created. Elements of a centralized development webpage should incorporate the following:
• An overview of the entire development review process in narrative and graphical formats.
• Link to a comprehensive digital development guide, that provides an overview of the entire development process.
• Narrative for responsibilities of the respective departments/divisions involved in the development process.
• Link to the online application portal when the new permitting software system is implemented. Including a link to the “How To” guide for application submittal. • Inspection request link.
• Links to individual departmental/divisional development webpages. • Link to the City’s GIS system and other pertinent maps. • Webpage link to the City’s adopted ordinances, design standards, regulations, long range plans, and other items that are related to the development review, permitting, and inspection processes. These should be consolidated on a single page, as well linked to the functional webpage.
• Fee schedule and a fee estimator/calculator for all development fees (including impact fees) to the extent feasible.
• A current application/permitted webpage (GIS map) link should be accessible from the centralized webpage and on individual divisional webpages. • Performance reports link.
• Frequently asked questions.
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• A development review authority matrix.
• Review timeline for each application type, indicating the typical time required for initial review and review of resubmittals.
• Development review contact information including: name, title, email address, and phone number.
• Each division’s webpage should provide an overview of the processes that it manages.
• All development webpages should have a link to take the user back to the centralized development webpage.
• Information regarding adopted City master plans, long range planning documents, maps, etc. are easily accessible on the respective webpage. • Link to outside agencies who may be involved in the development review process (e.g., water and wastewater service providers, LA County Fire Department, etc.). • The centralized development webpage should be located on the City’s homepage and easily findable.
Upon the creation of a centralized development webpage, a dedicated staff member from each team should be designated to maintain their respective webpages. A dedicated staff member will help ensure that the webpage is updated regularly.
Recommendation #58: Create a centralized development webpage that is accessible from the City’s homepage.
Recommendation #58: Assign a staff member from each functional team who is responsible for maintenance and updating their respective team’s webpages.
5. Create a Digital Development Handbook.
The City’s website has a broad range of information regarding codes, standards, requirements, and processes. As discussed above, this information is disjointed, and it is difficult for an applicant to get the “big picture” of how a project would move through Redondo Beach’s development process, from idea through entitlement (planning approval) to construction and issuance of the certificate of occupancy. While some applicants may only need to understand a portion of the process (for example, obtaining a Right of Way approval or a Building permit), for many a broader picture of how the Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 54
different permit processes interact, and overlap is important to understanding how to interact with the City.
To provide a comprehensive overview of the process, Redondo Beach should create a digital Development Handbook that provides a more comprehensive view of the process.
Preparation of such a handbook is often helpful in clarifying processes, not just for applicants but for staff as well.
Below are some strong examples of development handbooks that could be used as a starting point:
Aurora, CO Handbook
Clayton, CA
Durham, NC Guidebook
Longmont, CO Handbook
Recommendation #59: Prepare a comprehensive digital development handbook that provides clear, user-friendly information on each stage of the development process.
6. Create an Active Projects Interactive Map
A keyway to keep both the development community and the general public apprised of active development applications and projects is to provide greater online transparency.
The implementation of the new permitting software system and transitioning to online application submittals through the system, will provide greater access to development related information. Digital applications allow the City to easily share application and permit information online and automatically. An active application and permits webpage is a great tool to proactively engage the community.
The following are examples of online active project webpages.
Irvine, CA
Montgomery County, Maryland
New York City
An interactive application and permits online mapping system should be made available on the City’s website that shows all major current applications and permitted work in the City. Minor permits such as reroofs, mechanical equipment replacement and some Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 55
single-family residential permits should be excluded to maintain the privacy of personal residences and to reduce clutter on the online platform.
Recommendation #60: Create an active application and permits online map accessible to the public for major development projects.
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6. Staffing and Organizational Assessment
This chapter will analyze the staffing approaches and organizational structure needs of the development functions in Community Development.
1. Technician classifications, roles, and responsibilities should be better defined and incorporate cross-training across divisions.
The Community Development Department public counter is physically split by the Parking, Engineering, and Neighborhood Service teams. The Building Division has three Permit Technicians assigned to assist customers at the public counter. While Planning has a Planning Technician who is primarily assigned to the counter but is physically located away from the counter. This physical separation of the public counter staff is representative of the limited cross training and collaboration of Community Development Department staff at the public counter.
As the application process transitions to digital submittals only, the intake of applications should be shared between the Building and Planning Technicians. Both technician classifications should be cross trained for the intake of the other division's applications.
This is especially critical for Planning applications as there is only one position that is responsible for the intake of applications.
In the Planning Division, the public counter duties and responsibilities should be better outlined and shared between the Planning Technician and Planning Analyst classifications. One of the reasons why there are limited Planning counter hours is that there is only a single Planning Technician in the division and no other staff are assigned to assist with public inquiries (in person). These duties should be distributed to additional staff to provide additional flexibility and support to the Planning Technician. The Planning Technician is also responsible for processing some application types in addition to supporting public inquiries. The Planning Technician classification needs dedicated application processing and review time, where they can fully concentrate on these tasks and not have to be disrupted to answer the phone or walk-ins.
Recommendation #61: Building and Planning Technician classifications should be cross trained to support the intake and processing of each other applications.
Recommendation #62: Clarify “public counter” responsibilities assigned to Planning Division staff.
Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 57
2. Create flexibility and opportunity within the Planning Division to ensure there are staff members dedicated to long range (advanced) planning efforts.
Long-range planning efforts in the City have primarily been secondary priorities for the team. Planning staff historically have focused on current development tasks and would pivot to accomplish mandatory long-range planning efforts. This approach has created some challenges with proactively updating the General Plan, tackling special projects, and consistently updating the development code and ordinances to support well-planned development and new state legislation. The past approach can create a chaotic atmosphere for staff and result in fewer efficiencies for current and long-range tasks.
The City and the Planning Division need to proactively and strategically refocus their proactive planning efforts and dedicate staff resources to long-range planning tasks.
There are two approaches that the organization may take. They could dedicate staff resources to primarily focus on long-range planning efforts. Alternatively, they could incorporate long-range planning responsibilities as part of the primary duties of some staff members based on their experience and interest. In either scenario, one full-time equivalent is needed to focus on long-range planning efforts in the City. Considering the historical context of limited long-range planning efforts in the City, a dedicated long-range planner (Senior Planner) is recommended.
The long-range planner should be a senior planner classification due to the often complex and highly technical tasks of these efforts. Long-range planners often engage with the community, represent the Department and City in public settings, collaborate with other regional partners, and present to governing bodies. The skills and experience often needed for long-range planning projects require a more seasoned individual, and thus, the recommendation for a Senior Planner classification for a dedicated long-range planner.
Recommendation #63: A formal creation of long-range and current planning focus areas within Planning. The employee classification of Long Range Senior Planner should be budgeted.
3. Align employee classification for administrative support within the Department.
There are two administrative staff assigned to the Department. The Building Division has an Administrative Assistant classification (30 hours per week), and the Planning Division has a Planning Analyst position. Both classifications have similar duties with a strong emphasis on providing administrative support, report development, and budget/finance duties to their respective division. Historically, the Planning Analyst has provided a higher level of support on research and staff assistance to Planning/Preservation Commissions, Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 58
the role of the Building Administrative Assistant has expanded over the past few years to focus on more complex tasks.
Since the Administrative Assistant and Planning Analyst conduct similar tasks in supporting their division, they should have the same classification. It is recommended to modify the Administrative Assistant classification in the Building Division to an Administrative Analyst classification. The Planning Analyst should be reclassified to an Analyst classification. The Analyst classification would provide support to both the divisions and be cross trained in the various processes and procedures. This will provide greater support and integration between the two divisions and provide back-up support in the event that one position is vacant. Additionally, the Analyst position in Building should also be reclassified to a full-time position.
Recommendation #64: Reclassify the Administrative Assistant position in Building to an Administrative Analyst classification and expand to 40 hours per week.
Recommendation #65: Retitle the Planning Analyst classification to an Administrative Analyst classification.
Recommendation #66: Cross-train the Analysts in both divisions to provide support for primary processes, operations and support for both Building and Planning.
4. Introduce GIS and mapping resources with the City’s development review process.
A void in the City’s service offerings is a highly functioning geographic information system (GIS). GIS has been mainstream in local government for over two decades and covers all facets of local government operations. While GIS was initially focused on development functions and parcel level data, it has greatly expanded to include asset management, robust data management, and even storybook functionalities for informational guides and handbooks. The City currently only has three GIS layers that are on their website and staff indicated these are periodically maintained by Planning staff who have limited experience in GIS.
A robust GIS platform can improve operational efficiencies (e.g., research historic parcel information, location of easements, infrastructure, long range planning studies, etc.) for development services staff and many other City departments and operations. The City should implement a more robust approach to GIS services and offerings. First, by focusing on operations in Community Development and then expanding services to other City departments as the team grows. Initially, this would require a GIS Technician position in the Community Development (or IT) Department.
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Recommendation #67: Implement a Geographic Information System (GIS) to support Community Development Department operations.
Recommendation #68: Add a GIS Technician position in the Community Development Department to start the implementation of a GIS system in the City.
5. Planning Division staffing analysis.
The Planning Division is currently authorized the following positions: Planning Manager, Senior Planner (2), Associate Planner (2), Assistant Planner (0.75), Planning Technician, and Planning Analyst. A total of 7.75 positions are budgeted to the division.
When evaluating the staffing needs for a Planning team, the number of applications received, processed, and review is a primary workload indicator. However, application processed is not the sole workload for a Planning team. They must also provide support for customer inquiries, discuss potential applications with customers, assist with long range planning efforts, many staff serve on local and regional working groups, etc. These efforts are not captured in the workload data provided by the City. Also, the historic workload provided by the City does not include specialized assignments, support provided to other City departments, and applications that are not captured in the current permitting software platform.
The following table summarizes the 2021 – 2023 Planning workload that was captured.
An average workload time is assigned to each application type to determine the total number of workload hours in a year.
Historic Workload Calculation
Application Type
2021 - 2023
Average
Applications
Processing
Time
(hours)
Total
Workload
Hours
ACCESSORY STRUCTURE 46.7 6 280
ADR:2-3 UNIT CONDO 20.7 16 331
ADR:2-3 UNIT NON-CONDO 0.3 8 3
ADR:OVERLAP PARKING 1.0 8 8
ADR:RESIDENTIALNOFEE 1.7 2 3
ADR:SB-9 0.3 24 8
APL:DIR DCS TO PC 0.7 8 5
APL:DIR DEC OTHER 0.3 1 0
APPEAL OF PC TO CC 0.7 24 16
AUP:PERSONAL IMPROVEMENT SERV 2.0 4 8
C OF A NON-DEMO 3.0 8 24
CDP EXEMPTION 1.0 4 4
CDP:WAIVER 3.0 8 24
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Application Type
2021 - 2023
Average
Applications
Processing
Time
(hours)
Total
Workload
Hours
CITY PROJECT 4.7 24 112
COMBO PERMIT FOR OWNERS 0.3 0.5 0
COMMERCIAL 1.3 1 1
COMMERCIAL ADDITION 0.7 1 1
CONDOMINIUM - DETACHED 26.7 16 427
CUP:4 UNITS 0.3 8 3
CUP:NON-RESIDENTIAL 6.3 16 101
CUP:TELCO 0.7 4 3
DECK/BALCONY 3.7 0.5 2
DEMOLITION 0.3 0.5 0
ELECTRICAL PERMIT 2.7 0.25 1
ENTERTAINMENT: LEVEL1 1.7 4 7
ENTERTAINMENT: RENEWAL 7.0 2 14
ENVIRONMENTAL IMPACT REPORT 0.3 80 27
GRADING PERMIT 1.0 0.5 1
LANDMARK DESIGNATION 3.3 24 80
LOT LINE ADJUSTMENT 1.0 4 4
MASSAGE BUSINESS 6.7 1 7
MECHANICAL PERMIT 4.0 0.25 1
MISCELLANEOUS PERMIT 0.3 4 1
MODIFICATION 9.3 4 37
MULTI FAMILY ADDITION/REMODEL 11.7 12 140
MULTI RES REPAIR/ALT 19.3 6 116
MULTI-FAMILY 14.0 12 168
NEW GARAGE 5.3 4 21
NEW SINGLE FAMILY RESIDENCE 34.7 8 277
PARCEL MAP 0.7 12 8
PATIO COVERS 2.7 0.5 1
PATIO ENCLOSURES 0.3 0.5 0
PCDR:MISC 1.3 1 1
PCDR:NR<10K 1.0 4 4
PLANNING ADMINISTRATIVE APPROV 0.3 4 1
PLUMBING PERMIT 1.0 0.25 0
POOL & SPA 10.7 4 43
PRIOR APPROVAL AMENDMENT 12.7 16 203
PRIOR APPROVAL EXTENSION 0.7 8 5
PROPERTY LINE FENCE 4.3 1 4
RETAINING WALL 19.7 4 79
ROW PP - OTHER 0.3 2 1
SIDEWALK DINING TIER 1 2.7 2 5
SIGNS 6.3 1 6
SINGLE FAMILY ADDITION 47.7 6 286
SINGLE FAMILY REMODEL 34.3 2 69
SINGLE FAMILY RES ALTER/REPAIR 30.7 4 123
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Application Type
2021 - 2023
Average
Applications
Processing
Time
(hours)
Total
Workload
Hours
TEMPORARY BANNER PERMIT 5.7 1 6
TEMPORARY USE PERMIT 20.7 4 83
TENANT IMPROVEMENT 83.0 1 83
TOBACCO RETAIL PERMIT 24.3 1 24
TRASH ENCLOSURE 0.7 1 1
VARIANCE 1.0 16 16
ZONING VERIFICATION LETTER 9.3 1.5 14
Total 570.3 3,331
Overall, there are a total of 3,331 hours per year for planning and building applications that are reviewed by Planning staff.
Planning staff are generally available 80% of their assigned time to work in a year when accounting for leave and training in a year. Staff availability to work in a year is 1,670 hours. A total of 2.1 planning staff are required to process the historic workload that is captured. This does not include any other duties that planners are typically tasked with in their daily duties.
When accounting for other duties that are not captured with application/permit review and the future emphasis on dedicated long range planning efforts, the current allocation of staff is appropriate. Planners should be spending approximately half their time on current planning applications and the rest of their time on other activities such as longrange planning. Assuming additional duties that are required for planning staff but not captured in the current planning workload, a total of 4.25 staff planners are required.
There is currently 5.75 planning staff (excluding the Manager and the Analyst budgeted in the Division. If all positions are filled and the recommendations made in this study are implemented, then the total number of positions budgeted for the Planning Division is adequate.
Recommendation #69: The current authorized staffing level of 7.75 positions in the Planning Division is adequate for the current workload and to implement the recommended enhanced focus on long-range planning.
6. Building Division staffing analysis.
The Building Division is comprised of the Chief Building Official, Senior Plan Check Engineer, Plan Check Engineer, Senior Building Inspector (3), Building Permit Tech (3), and an Administrative Assistant (0.75). The Plan Check Engineers are supplemented by Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 62
contracted plan check engineers for larger/complex projects and as a relief valve when workload is higher than usual.
The following subsections will analyze the workload and staffing needs for each team. (1) Building Inspectors
Building Inspectors are tasked with conducting field inspections for construction activities and are also available to assist with inquires at the public counter. Two of the inspectors focus primarily on commercial construction and the other on residential construction. The following table summarizes the historic inspection workload from 2021 to 2023.
Building Inspection Completed
Year # of Inspections
2021 6,661
2022 8,967
2023 8,476
Yearly Average 8,035
Building Inspectors historically have been able to complete the number of inspections that are assigned daily. Currently, this ranges between 8 and 20 inspections per day. This is dependent on both staffing levels and inspection requests. Also, some Inspectors are spending significant time entering the results of their inspections after they return to the office versus resulting inspections in the field via a tablet. With the new permitting system, staff should be more efficient in their routing and inspection result efforts. For workload and staffing analysis, the following assumptions were used:
• Inspectors will average 12 inspections per day.
• Inspectors are available to work 220 days per year, when accounting for vacation, sick leave, training, etc.
• All inspectors will result the inspection via tablet while onsite and not have to write correction notices for the contractor or input corrections into the system after they leave the site. Results and notices will be sent automatically through the permitting software system.
Based on an average of 8,035 annual inspections, a total of 3.04 Building Inspectors is needed. There are no recommended changes in the authorized staffing levels for Building Inspectors.
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Recommendation #70: Maintain the current allocation of three Senior Building Inspector positions.
(2) Plan Check Engineers
The two Plan Check Engineers are tasked with reviewing building permit applications for compliance with adopted building codes. The Senior Plan Check Engineer focuses on commercial projects and the Plan Check Engineer focuses on residential and some tenant improvement applications. The following table summarizes the average workload for the past three years by application type and the number of workload hours.
Historic Building Permit Workload (2021 – 2023)
Permit Type
# of
Permits
Issued
Avg. #
Issued Ann.
Avg.
Workload
Hours
Total
Workload
Hours
Accessory Structure 1,167 389 0.5 195
City Project 252 84 4 336
Combo 94 31.3 1 31
Condo - Detached 1,094 364.7 2 729
Commercial Addition 10 3.3 2 7
Commercial 93 31 4 124
Deck/Balcony 44 14.7 0.25 4
Demolition 336 112 0.25 28
Electrical 888 296 0.15 44
Fire Alarm Commercial 234 78 1 78
Fire Alarm Residential 42 14 0.25 4
Property Line Fence 91 30.3 0.25 8
Fire System - Commercial 59 19.7 1 20
Fire System - Residential 37 12.3 0.5 6
Fire Suppression Commercial 41 13.7 1 14
Fire Sprinklers Commercial 151 50.3 1 50
Fire Sprinklers Residential 1,149 383 0.5 192
New Garage 172 57.3 1 57
Grading 136 45.3 0.15 7
Mechanical 601 200.3 0.15 30
Multi Family Add/Remodel 470 156.7 2 313
Miscellaneous Permit 148 49.3 1 49
Multi Residential Alteration 1,362 454 1 454
Multi-Family 1,016 338.7 2 677
Plumbing 433 144.3 0.15 22
Pool & Spa 333 111 0.5 56
Patio Covers 10 3.3 0.15 0
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Permit Type
# of
Permits
Issued
Avg. #
Issued Ann.
Avg.
Workload
Hours
Total
Workload
Hours
Reactivation 30 10 0.15 2
Reroof Commercial 138 46 0.15 7
Reroof Residential 2,342 780.7 0.15 117
Retaining Wall 439 146.3 0.5 73
Single Family Addition 1,052 350.7 0.5 175
Single Family Remodel 1,030 343.3 0.5 172
Single Family Alteration 1,534 511.3 0.5 256
New Single Family 1,360 453.3 1 453
Shoring 119 39.7 2 79
Signs 631 210.3 0.5 105
Tenant Improvement 2,130 710 1 710
Trash Enclosure 7 2.3 0.5 1
Total 21,275 7,091 5,684
A total of 5,684 hours of plan check are required for the historic building permit workload from 2021 to 2023. When incorporating an average of 1,560 hours per year of staff availability, a total of 3.4 plan check engineers are required. It is recommended to add one additional Plan Check Engineer position and reduce the significant reliance on contracted plan check. This will help with addressing the current workload and improve current review processing times which have recently ranged between six to eight weeks.
Recommendation #71: Increase the number of Plan Check Engineers (including Senior) from two to three authorized positions.
(3) Permit Technicians
A total of three Permit Technicians are responsible for the intake, processing, and issuance of building permits. One of the Technicians also serves as the lead for the CityTech software implementation and will transition to the system administrator once the platform is live.
The job duties of the Permit Technicians will evolve once the new permitting software system is fully implemented. For example, building inspection requests will be completed through the online platform, Technicians will no longer have to input requests into the system, and plan sets will be routed electronically through the system for third-party contractors versus Technicians having to upload to a file-sharing site. Permit Technicians should be more efficient in their roles with the new permitting software system.
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A key challenge with the current organizational structure is the number of direct reports to the Chief Building Official, which is currently eight. This includes the three Permit Technician positions and Administrative Assistant. The public counter and permitting center are the nucleus of the Building Division and with the broad span of control for the Building Official, there is a need to create an additional supervisory position that oversees the Permit Technicians, Administrative Assistant (if reclassified, Analyst) and the permit center operations. This position would also oversee special projects, serve on local/regional committees, oversee performance monitoring and improvement, and serve as the primary development process facilitator/problem solver for the Division.
Dependent on the qualifications, employee classification, and job description this position may also supervise the plan check process as well.
This new classification will provide for succession planning within the Building Division, similar to the growth the planners have with the hierarchy of planners in the Planning Division. The three Permit Technician positions should remain.
Recommendation #72: Create the position of Permit Center Supervisor (or other classification) to oversee the permitting and public counter operations of the Building Division.
Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 66
Appendix A: Current State Profile
1. Introduction
This current state assessment outlines the organization, structure, and staffing of the City of Redondo Beach’s Department of Community Development. The Department is divided into two formal divisions that are overseen by the Director of Community Development: 1) Building and Safety and 2) Planning. Development review functions of the city expand beyond Community Development but for the purposes of this assessment the focus is on the Department alone.
Community Development Organizational Structure
The information contained in this assessment was developed through interviews conducted at all levels of the organization, including managers, supervisors, and line-level staff, from the two divisions. Interviews were conducted between January 16 and February 1, 2024.
The primary objective of the current state assessment is to document the current approaches utilized by the Department of Community Development in providing services.
There is no analysis or findings contained in this document. Rather, this interim deliverable focuses on documenting the following items:
• The organizational structure of the various operations within Community Development.
• The roles, responsibilities, and service delivery approaches for each division.
Department of
Community Development
Building and Safety
Division Planning Division
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• The organizational composition, allocation of staff, and workload within each division.
• The current technology platforms utilized by each division. • Level of customer service provided, including the impact of the Department’s physical layout.
This document summarizes the current state of staffing allocations and duties and processes utilized. This will allow us to compare recommendations developed for the final report to the current state and demonstrate the impact of the proposed changes.
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2. Building and Safety Division
The Building and Safety Division is one of the Department of Community Development divisions. It is primarily responsible for permitting and inspection processes for the City (both residential and commercial) and for ensuring development meets City ordinances and the most currently adopted California Building Standards Code (CBSC). The Chief Building Official heads the division. There are a total of 10 authorized positions within this division.
2.1 Organizational Structure
The following chart on the following page outlines the organizational structure of the Building and Safety Division.
Building and Safety Organizational Structure
2.2 Staff Roles and Responsibilities
The following table details the number of staff, by position title, for the Building and Safety Division and summarizes the major duties of each position. The duties listed are Director of
Community
Development
Chief Building
Offiical
Senior Building
Inspector (3)
Permit Technician
(3)
Senior Plan Check
Engineer
Plan Check
Engineer
Administrative
Assistant
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representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description. Key roles and responsibilities for the Director are described in Section 3: Planning Division.
Position Title
Authorized
Positions Key Roles and Responsibilities
Chief Building Official 1 • Oversees the day-to-day operations of the Division, which includes all building plan review and inspection functions. • Supervises, assigns and reviews the work of building
inspectors (general and special trades).
• Oversees budgeting process for the division.
• Resolves residential and commercial plan review issues. • Creates policies and procedures to ensure consistency.
Senior Plan Check
Engineer
1 • Primarily responsible for conducting commercial plan check and providing review comments to the applicant.
• Mentors and supervises the Plan Check Engineer.
Plan Check Engineer 1 • Primarily responsible for conducting residential building application plan review and providing review comments to the applicant.
Senior Building
Inspector
3 • All staff are combination inspectors and are tasked with conducting field inspections for construction activities in the City.
• One Inspector primarily focuses on residential inspections while the other two focus on commercial construction.
• Inspectors generally have two office hours per day and provide customer service at the public counter.
Building Permit
Technician
3 • Conducts intake, routing, and issuance of building permits.
This includes application review facilitation with contracted plan checkers.
• Assists the public by answering inquiries, explaining procedures and forms, issuing certificates, addressing, making appropriate referrals and/or otherwise providing information.
• Retrieves the inspection requests and uploading to the permitting system.
• One position is serving as the lead for the new permitting software system implementation.
• One position provides performance reports and other
administrative duty support.
Administrative
Assistant
0.75 • Serves as the first point of contact for the division for phone calls.
• Handles records management of the division.
• Responsible for open records requests and building permit requests.
• Will be cross trained to provide additional support at the counter and for the Permit Technicians.
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2.3 Workload
This section includes workload data relevant to Building and Safety. The data includes information on number of permits received, processed and reviewed, as well as number of inspections performed.
Number of Inspections by Year
Year # of Inspections
2021 6,661
2022 8,967
2023 8,476
Workload Indicators
Type of Workload 2023
Lobby Customers 6,190
Plan Check Submittals 474
Permits Issued 3,379
Inspections 8,708
Building Reports 590
Permits Issued by Type (2021-2023)
Permit Type # of Permits Issued
Avg. # Issued
Annually
Accessory Structure 1,167 389.0
City Project 252 84.0
Combo 94 31.3
Condo - Detached 1,094 364.7
Commercial Addition 10 3.3
Commercial 93 31.0
Deck/Balcony 44 14.7
Demolition 336 112.0
Electrical 888 296.0
Fire Alarm Commercial 234 78.0
Fire Alarm Residential 42 14.0
Property Line Fence 91 30.3
Fire System - Commercial 59 19.7
Fire System - Residential 37 12.3
Fire Suppression Commercial 41 13.7
Fire Sprinklers Commercial 151 50.3
Fire Sprinklers Residential 1,149 383.0
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Permit Type # of Permits Issued
Avg. # Issued
Annually
New Garage 172 57.3
Grading 136 45.3
Mechanical 601 200.3
Multi Family Add/Remodel 470 156.7
Miscellaneous Permit 148 49.3
Multi Residential Alteration 1,362 454.0
Multi-Family 1,016 338.7
Plumbing 433 144.3
Pool & Spa 333 111.0
Patio Covers 10 3.3
Reactivation 30 10.0
Reroof Commercial 138 46.0
Reroof Residential 2,342 780.7
Retaining Wall 439 146.3
Single Family Addition 1,052 350.7
Single Family Remodel 1,030 343.3
Single Family Alteration 1,534 511.3
New Single Family 1,360 453.3
Shoring 119 39.7
Signs 631 210.3
Tenant Improvement 2,130 710.0
Trash Enclosure 7 2.3
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3. Planning Division
The Planning Division is responsible for administering the City’s long-range and current planning programs in conformance with the City’s adopted General Plan and Zoning Ordinance. The specific responsibilities of the division include:
• Review of proposed development and affiliated planning applications to assist property owners in making improvements that are in conformance with the City’s General Plan and Zoning Ordinance;
• Review of commercial and industrial business development or use requests to ensure compliance with the City’s Zoning Ordinance;
• Updating the General Plan and Zoning Ordinance and related long-range planning documents to meet the changing land use and development needs of the community and to ensure compliance with California state law; • Administration of the City’s Historic Preservation program to assist property owners who submit applications to designate their own properties as historic landmarks and/or historic districts, and to safeguard the City’s heritage, identity, and visual character; and
• Serves as staff advisor to the City’s Board of Appeals, Planning Commission, and Preservation Commission.
The Planning Manager heads the division. There are a total of six authorized positions within this division.
3.1 Organizational Structure
The following chart outlines the organizational structure of the Planning Division.
At the time of this assessment, the Planning Manager is serving as the Interim Director of Community Development. Additionally, a new Planning Analyst was just hired and is currently being trained.
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Planning Division Organizational Structure
3.2 Staff Roles and Responsibilities
The following table details the number of staff, by position title, for the Planning Division and summarizes the major duties of each position. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.
Position Title
Authorized
Positions Key Roles and Responsibilities
Director of
Community
Development
1 (vacant)
• Responsible for supervision of the Community Development Department, including the recommendation and presentation of an annual budget to City Management and City Council. • Exchanges information with officials, citizens and various community organizations on city planning related activities. • Attends City Council meetings to represent the Department and to provide updates of workload and activity.
• Serves as the staff advisor to the City’s Board of Appeals. • Manages direct reports (Chief Building Official and Planning Manager).
Director of
Community
Development
Planning
Manager
Senior Planner
(2)
Associate
Planner (2)
Assistant
Planner (.75)
Planning
Analyst
Planning
Technician
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Position Title
Authorized
Positions Key Roles and Responsibilities
Planning Manager 1 • Plan, assign, coordinate and supervise the work of employees assigned to the division, including assigning workload. •. Determines office policy and plans work methods for division. • Prepares correspondence, records, and reports for the planning activities of the division.
• Assists with the development of City planning long range planning documents.
• Serves as the staff advisor for the City’s Planning Commission and assists with recommendations on planning applications. • Prepare operational budgets and supervise expenditures of the Division.
Senior Planner 2
(vacant)
• Assists the Planning Manager with assignment of received applications and planning workload.
• Provides staff guidance to ensure consistency of zoning interpretations.
• Prepare preliminary reports and recommendations on
complex zoning matters to Planning Commission, Harbor
Commission, and other committees as needed.
• Assemble, collate, and analyze data to be used in a variety of planning studies such as land use, zoning, housing, population, and similar studies.
Associate Planner 2 • Prepares preliminary reports and recommendations on zoning matters to Planning Commission, Zoning Board of Appeals and other committees as needed.
• Assembles, collates, and analyzes data to be used in a variety of planning studies such as land use, zoning, housing,
population, and similar studies.
• Conducts zoning review of building permits.
•. One Associate Planner also serves as the Historic
Preservation Officer for the City’s Historic Preservation program.
Assistant Planner 0.75 • Provide customer service at the Department’s public counter and manages the meeting requests through the public kiosk system.
• Performs counter review of planning applications received to ensure completeness prior to assignment to a planner.
• Assists Associate/Senior Planners with development
applications as needed.
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Position Title
Authorized
Positions Key Roles and Responsibilities
Planning Analyst 1 • Participates in budget preparation and analysis and assists the Director in its administration.
• Performs specific research and analyzes data for zoning code amendments.
• Provides staff assistance to City’s Planning and Preservation Commissions.
•. Coordinates all required public noticing for development proposals and planning applications.
• Administers the Massage Business and Practitioner
Registration program and Entertainment Permit process.
• Issues temporary use permits.
• Prepares Zoning Compliance reports.
Planning Technician 1 • Primary staff member providing customer service at the Department’s public counter and manages the meeting
requests through the public kiosk system.
• Performs counter review of planning applications received to ensure completeness prior to assignment to a planner.
• Calculates fees and prepares invoices for planning
applications.
• Assists in preparing information to respond to public record requests for the Planning Division.
• Generates property owner information for required public noticing.
3.3 Workload
This section includes workload data relevant to the Planning Division’s development review process, including the number of applications considered by the Planning Commission and the Preservation Commission. This data was generated via internal/informal tracking mechanisms used by staff.
Number of Planning Applications by Year 2021-2023
Application Type 2021 2022 2023
ACCESSORY STRUCTURE 66 40 34
ADR:2-3 UNIT CONDO 29 26 7
ADR:2-3 UNIT NON-CONDO 0 0 1
ADR:OVERLAP PARKING 0 1 2
ADR:RESIDENTIALNOFEE 5 0 0
ADR:SB-9 0 0 1
APL:DIR DCS TO PC 2 0 0
APL:DIR DEC OTHER 1 0 0
APPEAL OF PC TO CC 1 0 1
AUP:PERSONAL IMPROVEMENT SERV 1 5
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C OF A NON-DEMO 5 4 0
CDP EXEMPTION 1 1 1
CDP:WAIVER 7 1 1
CITY PROJECT 7 2 5
COMBO PERMIT FOR OWNERS 1 0 0
COMMERCIAL 0 2 2
COMMERCIAL ADDITION 0 2 0
CONDOMINIUM - DETACHED 31 34 15
CUP:4 UNITS 0 0 1
CUP:NON-RESIDENTIAL 3 8 8
CUP:TELCO 0 2 0
DECK/BALCONY 7 3 1
DEMOLITION 0 0 1
ELECTRICAL PERMIT 4 1 3
ENTERTAINMENT:LEVEL1 2 3 0
ENTERTAINMENT:RENEWAL 15 4 2
ENVIRONMENTAL IMPACT REPORT 0 0 1
GRADING PERMIT 2 1 0
LANDMARK DESIGNATION 5 5 0
LOT LINE ADJUSTMENT 1 1
MASSAGE BUSINESS 11 4 5
MECHANICAL PERMIT 4 2 6
MISCELLANEOUS PERMIT 0 1 0
MODIFICATION 12 9 7
MULTI FAMILY ADDITION/REMODEL 9 10 16
MULTI RES REPAIR/ALT 24 21 13
MULTI-FAMILY 18 17 7
NEW GARAGE 7 6 3
NEW SINGLE FAMILY RESIDENCE 31 39 34
PARCEL MAP 0 1 1
PATIO COVERS 5 0 3
PATIO ENCLOSURES 0 0 1
PCDR:MISC 1 3 0
PCDR:NR<10K 0 2 1
PLANNING ADMINISTRATIVE APPROV 1 0 0
PLUMBING PERMIT 0 1 2
POOL & SPA 13 7 12
PRIOR APPROVAL AMENDMENT 22 11 5
PRIOR APPROVAL EXTENSION 1 0 1
PROPERTY LINE FENCE 3 6 4
RETAINING WALL 13 20 26
ROW PP - OTHER 1 0 0
SIDEWALK DINING TIER 1 4 0 4
SIGNS 2 8 9
SINGLE FAMILY ADDITION 63 42 38
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SINGLE FAMILY REMODEL 30 27 46
SINGLE FAMILY RES ALTER/REPAIR 29 20 43
TEMPORARY BANNER PERMIT 5 3 9
TEMPORARY USE PERMIT 32 17 13
TENANT IMPROVEMENT 81 91 77
TOBACCO RETAIL PERMIT 43 13 17
TRASH ENCLOSURE 1 1 0
VARIANCE 1 2 0
ZONING VERIFICATION LETTER 12 9 7
Total 674 534 503
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4. Technology
The Department of Community Development is currently making strides in updating its electronic review permitting system to the software provider CityTech Solutions.
Transitioning the Building Division is Phase 1 of the software upgrade with the goal to add Planning soon after. The summary below captures what is currently being used by both divisions.
4.1 Building and Safety Division
The Building and Safety Division uses a combination of software technology and paper processes to accomplish their daily tasks as they transition to using the new CityTech Solutions permitting software. The table below represents major software utilized by Community Development:
Name Use
Bluebeam • Building permit and planning application review and editing.
CityTech Solutions
• Implementing this software to serve as the permitting and inspection software system for the City. Initially building permit applications and inspection workflows will be integrated, followed by Planning application processes.
Legistar • Council agenda management and creation.
Microsoft 365 • Entire suite used for document, presentation and spreadsheet creation and file sharing.
Munis • Tracking software currently used for building permit review tracking.
4.2 Planning Division
The Planning Division uses a combination of software technology and paper processes to accomplish their daily tasks. There is substantial use of spreadsheets in project management and tracking, in lieu of a standard permitting software. Planning will be a part of Phase 2 for the CityTech Solutions implementation in the Department. The table below represents major software utilized by Community Development:
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Name Use
Adobe Acrobat Pro • Document creation and editing.
ArcGIS • Used for map viewing purposes (not used for editing).
Avaya • Phone call and interactive voicemail system.
Bluebeam • Digital plan review and editing.
Comcate • Public record request tracking system (with the public face of “Access Redondo”).
Legistar • Council agenda management and creation.
Microsoft 365 • Entire suite used for document, presentation, and spreadsheet creation and file sharing.
Munis • Tracking software currently used for building permit review tracking.
Zoom • Virtual meeting platform.
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5. Customer Service
A primary function of the City’s Department of Community Development is to provide customer service to a variety of customers ranging from a homeowner with minimal technical knowledge to a design professional with specific expertise. The project team reviewed the City’s website, the Department’s specific webpages, and the physical layout of the Department.
City of Redondo Beach Website
The City’s primary website (https://www.redondo.org/) has been recently redesigned and was first made available to the public in January 2024. Users have an option to either: 1) utilize a drop-down menu with City department links and other City service listings, 2) add a word/phrase to a prominent search bar in the center of the page, or 3) to scroll down on the page to find recent news, a City calendar, and information for businesses looking to locate in the City. The platform is mobile friendly and the mobile version coordinates with the standard web version. Overall, the website is easy to browse and find information and is attractive in design.
Access Redondo Webpage
Provided as a link from some webpages of the City’s website, is a separate web platform known as “Access Redondo.” It is designed and formatted differently from the redesigned City website. It showcases an older City logo that is in the process of being updated following a call for artists and designers. The primary purpose of Access Redondo according to discussions with City staff is to serve as a central place for the City to collect issues, complaints, or questions by the public. It is also where formal public record requests may be accepted. Each City department has access to the backend of the web module and is allowed to see a list of items that have been submitted for their office’s attention.
The Access Redondo feature is detached and separated both in location and design from the primary City website. There are minimal text prompts on the welcome page to help individuals understand how they can use the interface. While this platform is not currently used for permitting and inspection requests with Community Development, the staff is monitoring the comments that are received and providing a timely response is a part of their expected workload.
Community Development Department Webpage
Community Development’s primary webpage can be found from the City’s primary dropdown menu under “Departments.” Once on the home page, there is a listed department mission statement and a brief description of each division and their roles and responsibilities. A sidebar menu with “Related Pages” includes options for each division and for “PLANredondo – General Plan Update.”
It was shared during interviews that a primary staff member from each division is responsible in updating information on the affiliated division webpages. With the newly designed City website, a lot of information had to be reproduced and updated. There was no mention of how the two divisions are ensuring coordination and correlation in the information they provide to the public.
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The Department does not currently offer an online portal for permits and applications. As future phases of the CityTech Solutions implementation occur, it is desired to provide an option for customers to submit permit and application forms through an online system.
Building and Safety Division
On the Building and Safety Division home page, large icons are located near the top of the screen, under the same search bar on the City’s primary page, providing a user the following options:
• Contact an Inspector
• Schedule an Inspection
• Plan Check Submittal Process
• Contact a Plans Examiner
• Residential Building Reports
Each icon leads a user to the appropriate information. Some of the pages provide information in long narrative format with somewhat complex instructions. Email addresses and direct phone lines of building inspectors and plan reviewers are provided for convenience.
The side bar menu on the Building Division homepage titled “Related Pages” provides links to the following:
• Forms, Applications, Reports, and Handouts
• Construction Project Resource Guide
• FAQ’s
• Solar Photovoltaic Permits
• Assembly Bill 2234
All menu options do lead to other pages with additional information. Again, extensive narrative is provided with a lot of information contained within the text. The FAQs are quite extensive and cover a lot of common questions received by a typical building division. Some missing links were examined under the “Assembly Bill 2234” tab.
Contact information is also provided on the Building Division home page, including an address, phone number, fax number, and division email address. A link to Access Redondo is included. There are also links to required permit forms from the home page, with information about the hybrid over the counter (OTC) permit options. Counter hours are also included. One theme identified is that every service in the division is provided at different times during the day.
Building Safety and Inspections Customer Hours*
Service Hours/Time
Permit processing
and plan check
submittals
7:30 AM – 11:30 A.M. and
1:00 PM –3:00 P.M. M - F/
* COUNTER IS CLOSED FROM
11:30- 1:00 P.M. and 3:00 - 5:30
P.M. for permit processing
Meet with a Plan
Examiner 9:00 AM - 11:00 A.M. M - F
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Meet with an
Inspector
7:30 AM - 8:30 A.M. and
4:00 P.M. - 5:00 P.M. M – TH and
3:30 P.M. - 4:00 P.M. F
* Note: Offices closed on alternate Fridays
Application forms are available on several of the webpage options as PDF documents but do not appear to be fillable. Checklists are also available for some specific building proposals (e.g. solar eligibility).
There is no one dedicated customer support position within the Building Division. That responsibility is shared with the building technicians and the part-time administrative assistant.
Planning Division
On the Planning Division’s home page, there are no image icons for quick links to information as was provided for the Building Division. The home page features additional description of what the division’s services are and the public counter hours. A staff directory with staff names and email addresses is also listed (it was noted that the Senior Planner was missing from this list).
The sidebar menu on the Planning Division homepage titled “Related Pages” provides links to the following:
• Planning Procedures and Forms
• General Plan and Long-Range Planning
• Historic Preservation Programs and Commission
• Housing Element
• Property Data and Maps
• Objective Residential Standards
• Zoning Map
All menu options lead to other pages with additional information. Extensive narrative is provided with a lot of information contained within the text. The information appears incredibly thorough. A unique link is made available for the Zoning Map, though it can also be found under the “Property Data and Maps” option.
Application forms are available on several of the webpage options as PDF documents but are not fillable forms. Checklist-formatted applications were not available; rather, the applications contained extensive text with “how-to” directions and steps.
There is no one dedicated customer support position within the Planning Division. That responsibility is shared with all the planners who rotate as “Planner of the Day.” However, the Planning Technician is the primary person who monitors all meeting requests through the Department lobby kiosk stations.
Physical Layout of Facility
The City’s primary building with department offices is known as the Redondo Beach Civic Center. It contains four sections that are accessible to the public and is adjacent to the City’s public library. A public plaza with walkways, benches, and trash receptables exists in front of the Civic Center. Attractive wayfinding signage also exists in the plaza area; Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 83
however, signage on the building itself is limited. The landscaping in the open area in front of the Civic Center is minimal.
The Department of Community Development is accessible through door #2 of the Civic Center building according to the campus wayfinding signage. The door into the suite is tucked in the corner and is difficult to find for individuals who have not visited the complex before. The suite door has a faint “2” above the door and small lettering indicating Community Development and Parking functions are located inside the suite.
When a customer walks through the entrance, a cashier counter is directly to the right and then the primary counter is in front of them. The area opens into a large waiting area with counters on three sides with plexiglass barriers attached to all counters. There is limited signage that identifies parking and transportation (in the middle) but no obvious signs indicating building and planning operations. There are two sign in kiosk stations in the lobby for Building and Planning but no signage indicating to sign in. One kiosk is behind the customer when they walk up to the counter.
The focal point of the visitor is the center of counter where parking/transportation/code enforcement staff are located. Enhanced signage would be beneficial to greet customers as they walk into the suite. Overall, the space is dated and worn and there is a lack of clarity regarding what services can be accessed by a customer.
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Appendix B: Best Practices Assessment
1. Overview
The best practices diagnostic assessment of the development review process covers the development review, permitting, and inspection processes facilitated by the Community Development Department for the City of Redondo Beach. This includes the operations of the Building and Planning Divisions within the Department. The purpose of the analysis is to compare the City’s development services operations against best practices across the nation.
The first sections introduce and summarize the diagnostic assessment performed. It is then followed by a detailed diagnostic matrix of best practices for each functional area involved in the development review process highlighting key existing strengths and identifying potential opportunities for improvement.
The assessment represents an important step for the project team to report on initial key findings and improvement opportunities related to the City of Redondo Beach's development review processes.
The project team utilized a variety of data collection and analytical techniques to compare current operations against measures of effective operational practice in municipal development review organizations. Collectively the best practices consist of:
• Statements of “best or prevailing practices” based on the study team’s experience in evaluating high-performing development review operations. • Statements of “best practices” or “recommended practices” or performance targets derived from national professional service organizations such as the American Planning Association and the International Code Council. • Identifying whether the development review function meets these performance targets or recommended practices.
The diagnostic assessment is one of several tools that will be used to identify recommended reforms. Following completion of this analysis, it will be used along with information obtained from stakeholder surveys and workshops, process and policy reviews, and data analysis by the project team to develop a final set of recommendations.
2. Key Strengths
Although the diagnostic assessment is designed to identify improvement opportunities, it is also an opportunity to identify existing strengths of the current processes. Some of the key strengths of the City’s development review process include:
• The start of the transition from paper procedures to paperless/digital procedures through the implementation of the CityTech Solutions permitting software platform. The new permitting software system will improve operational efficiencies and the overall development review process. • The Building and Planning Divisions share a public counter space and staff are accessible from the same area of City Hall. This public counter also includes access to the City’s Engineering team.
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• The Building Division has scanned plans and most permits, and they are available to staff electronically.
• The City website has recently been rebranded, and each division has a significant amount of information on its individual web pages.
As the points above indicate, the City is already meeting some best practices.
3. Key Opportunities for Improvement
The comparison of the City’s current approach to best management practices also identified some improvement opportunities. Some of the most notable issues are listed below:
• The Building and Planning Divisions operate independently from one another and do not coordinate with one another to make improvements to the overall development review process. This is also seen in the differences between the divisions' approaches to customer service, engagement, and accountability. • The CityTech implementation is first prioritizing the building permitting and inspection process, which isolates the planning review processes. This approach further supports the siloed approach between the two divisions in the development review process.
• The current technology and software systems used in the Department are used to varying degrees by different review disciplines. No formal technology training programs exist for staff or the public.
• There are limited proactive conversations between development review staff and the overall development community.
• There are no formalized development review performance metric goals (such as application review timelines) and limited reporting capability for staff performance.
The above items do not align with best practices and indicate challenges impacting the efficiency, effectiveness, and predictability of the development review, permitting, and inspection activities. The project team will expand on these and other issues in subsequent analysis and provide recommendations to address these issues in the draft and final reports.
4. Diagnostic Assessment
The following section provides an initial overall assessment of current operations and processes and identifies initial opportunities for organizational, operational, and technology improvements. It is presented in a checklist format and identifies whether current practices do or do not meet the target. Descriptions for improvement opportunities are included in the last column of the table. The issues identified in this review will be further analyzed by the project team, leading to the development of the draft report. This analysis will primarily focus on the development review operations for the City.
This diagnostic assessment of best practices is broken down into four major subsections: 1) Management and Administration; 2) Customer Information and Interaction; 3) Processes; and 4) Technology Utilization.
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The Redondo Beach Community Development Department is transitioning to a new online permitting and community development software system known as CityTech Solutions.
The system will be abbreviated to CityTech in the table below.
Best Practice / Operational Target Meets
Target
Does Not
Meet Target
Improvement Opportunity /
Notes
Management and Administration
1. The City has goals, objectives, and
performance measures for permitting
activities.
� The Department has a
published mission statement
that is included on their
website homepage and within
the City’s adopted budget
document. However, no
formalized performance goals
(outside of state mandated
ones) have been established.
2. Managers routinely review
performance (speed, efficiency) of
the permitting process.
� Managers do not have access
to performance reports and do
not routinely track
performance.
3. Managers and staff have access to
clear and accurate reports showing
current workload, timelines, and other
measures of performance.
� Currently, no standardized
performance reports exist. It is
the goal of CityTech to provide
automated reports of the
permitting process to enable
review of performance metrics.
4. The department has backup plans
in place in the event of the absence or
departure of key staff.
� The department has recently
experienced departure of key
staff members. Remaining
staff are picking up unfamiliar
job responsibilities and the
effectiveness and efficiency of
the review process is suffering.
Cross training of staff and
succession planning efforts
should be key components of
future backup plans developed
by the City.
5. Customer satisfaction with each
phase of the development process is
monitored.
� Formal tools measuring
customer satisfaction are not
occurring with each phase of
the development process.
6. Staff are provided with on-going inservice training opportunities for their professional development.
� There are opportunities to
increase staff training for
professional certification and
growth, software utilization,
and project management.
Training budgets are limited
and are not sufficient to cover
minimum certification
requirements for inspectors,
plan reviewers, and AICP
certifications for planners.
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Best Practice / Operational Target Meets
Target
Does Not
Meet Target
Improvement Opportunity /
Notes
7. Internal staff training is provided
for process and code changes.
� � Internal staff training is
provided by the Chief Building
Official when building code
updates occur. Planning staff
work together to understand
changes in procedures and
code updates, but formalized
internal training is not provided.
There is great opportunity to
expand internal staff training
across divisions.
8. The organizational structure of
each team and/or division is
designed to promote career
progression.
� � The organizational structure of
each team has different levels
of position type (e.g., Assistant,
Associate, Senior Planner).
Employees can only move up in
position if the position is
vacated by another staff
member and a formalized
application process occurs.
The opportunity exists to
develop individualized plans for
career growth and progression
based on experience,
certifications, and other
aspects of tangible and
successful performance. This
can serve as an incentive for
employees and increase
morale.
Customer Information and Interaction
9. The City provides easy-tounderstand and attractive guides to the planning, building permit, and
inspections process.
� � Explanations of each
application process is
embedded in the application
form itself. The Building
Division provides several
guideline and checklist
documents to help explain the
building permit and inspection
processes.
The Planning Division provides
extensive narrative in the
application forms for each
process type.
The Department would benefit
from providing a
comprehensive “how to”
publication about the entire
development review process.
Brief videos can also be
created to help explain the
process. A variety of formats
for conveying information is
encouraged to ensure the
message is reaching all
customers in the most usable
manner.
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Best Practice / Operational Target Meets
Target
Does Not
Meet Target
Improvement Opportunity /
Notes
10. The City has a “one stop shop”
that includes all development review
entities at one location.
� � Most of the City divisions
responsible for development
review (except for Fire) are
located at one physical counter
in City Hall and serve as a “one
stop shop.”
Opportunity exists to enhance
cross training of staff (e.g.,
administrative assistant,
analyst), etc. to provide
additional support outside their
primary assigned division
team. The opportunity exists to
move some non-development
review entities from that
physical location (e.g., parking,
transportation, and code
enforcement) and to enhance
interior signage.
11. There is clear wayfinding signage
for development review functions at
the municipal center.
� The exterior door to the
Department is difficult to find
and could be highlighted with
improved signage for the door
and on the civic campus.
12. The City’s web site includes a
virtual one stop shop that provides an
overview of all permitting
requirements and links to permitting
requirements by department or
division.
� The City website does not have
a single development webpage
that serves as a one stop shop.
There is no central location on
the City’s website for
development requirements.
Explanations of application
types and processes are
located on both the Planning
and Building Division websites
through several separate
application PDF documents.
13. The fee schedule is published and
regularly updated.
� � The City publishes separate fee
schedules for the Building and
Planning Divisions. The
Planning Division fee schedule
is available on the website and
was last updated in October
2023. The Building fee
schedule was not found on the
City’s website.
The City’s recently approved
2024-25 budget states the
planning fee schedule will have
an overall 5% increase. A
comprehensive cost of service
development fee schedule
update has not been completed
in the last 10 years.
14. The City proactively engages the
business and development
community through periodic
communications.
� � Outreach to the broader
development community is not
proactively conducted by City
staff outside of engagement
efforts that occurs for special
projects and plans.
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Best Practice / Operational Target Meets
Target
Does Not
Meet Target
Improvement Opportunity /
Notes
15. The City regularly obtains input
from the business and development
community, and recent customers on
issues related to development review
and permitting.
� � Input from the business and
development community and
prior customers is not currently
occurring outside of outreach
that occurs for special projects
and plans.
16. The City provides clear and
comprehensive checklists identifying
all items required to be submitted for
each application type.
� � Building provides checklists,
“informational bulletins” and
other procedural documents on
the website help identify what
is required at application. They
are comprehensive but
organized in several separate
PDF documents. The
documents are located on the
division website in the same
location as the permit forms.
Planning provides narrative
explanations within the
application forms themselves
to state what materials are
required of applications that
require land entitlement.
Administrative review and land
use entitlement application
procedures are explained on
the website but not in a
separate document.
PDF copies of applications are
provided on both division
websites. The Department
would benefit from adopting a
consistent approach for all
application forms, checklists,
and information documents.
17. Application forms are available
on-line and can be filled out
electronically.
� � All applications appear to be
available on the affiliated
division websites. They are
saved as individual PDF
documents. Planning
application forms are not
fillable. Some of the building
forms are fillable.
18. Long-range planning documents
and land development codes are
available online.
� Long-range planning
documents and land
development codes are
available on the City’s website.
Additionally, an entire webpage
for City’s historic preservation
program and affiliated
commission is available online.
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Best Practice / Operational Target Meets
Target
Does Not
Meet Target
Improvement Opportunity /
Notes
19. The most recently adopted
ordinance, regulations, and design
standards are available online.
� � Adopted ordinances and
regulations are available on the
City’s website but not from the
department’s webpages. It is
unclear if the link provides
access to the most updated
version of the ordinances.
There is online access to City
adopted building codes
(California Building Code). An
improvement would be to add a
link to adopted ordinances
related to the development
review process through the
Department’s webpages.
20. The City has a dedicated
webpage that identifies major ongoing development projects. � The City does not have a
dedicated webpage that
identifies major development
projects that are under review
or have been approved.
21. The City’s website provides direct
contact information department staff.
� The City’s website provides
clear contact information for
the Building and Planning
Divisions staff.
22. The City has established
standards for responding to
customer inquiries.
� Established customer service
standards do not exist.
Currently, customer inquiries
are primarily handled by the
Building Clerk or Planning
Technician positions for in
person visits.
Processes
23. Permit technicians are certified by
the International Code Council (ICC).
� The Building Permit
Technicians are either certified
or pending certification by the
ICC. It is a requirement for the
position.
24. Permit technicians review
applications for completeness at
time of submittal.
� The Building Permit
Technicians and the Planning
Technician are the positions
responsible for permit
application intake and
conducting a completeness
review. A general
completeness check is
completed upon intake and
incomplete applications are
rejected.
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Best Practice / Operational Target Meets
Target
Does Not
Meet Target
Improvement Opportunity /
Notes
25. Plans are routed only to
departments for whom the project is
relevant.
� � The Permit Technicians are
responsible for the initial
routing of permits to other
departments and divisions
required to review. The
Planning Technician is
responsible for routing to other
departments and divisions
when applicable based upon
the type of project (sometimes
upon discussion with a more
senior staff member).
No information is provided to
the public regarding what
reviews are required for each
application and permit type.
26. Staff uses a case management
approach for larger projects.
� � Planning staff generally
shepherd their applications
through the review and
approval process and serve as
the de facto project manager.
They review all comments
before sending out a
consolidated comment letter.
For Building permits, each
individual reviewer is
responsible for sending out
their review comments and
receiving resubmittals directly.
With the implementation of the
new permitting software
system, building permit
comments will be consolidated
and sent as a single letter.
Thus, transitioning to a case
management model.
27. Pre-application meetings are held
for major projects.
� Pre-application meetings are
encouraged for applicants for
any type of land use
entitlement application. There
is no documented procedure to
determine which type of project
requires a pre-application
meeting and there is no formal
staff committee created to
perform pre-applications. There
is an opportunity to enhance
this process through
formalization of criteria and
processes.
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Best Practice / Operational Target Meets
Target
Does Not
Meet Target
Improvement Opportunity /
Notes
28. Review timelines have been
established and are posted on the
City’s website.
� Formalized review timelines
have not been established and
are not posted online.
The 30-day completeness
check for Planning applications
is stated on the Planning
Division’s webpage (under
“Planning Procedures and
Forms” tab). Some public
noticing timelines are included
within the application
narratives. General process
time estimates are verbally
provided to the public.
29. Expedited building plan review
services are provided.
� Expedited services are
provided by the Building
Division but are not provided by
the Planning Division for any
development review functions.
30. Resubmittal review turnaround
times are quicker than new
applications.
� For building permit reviews,
resubmittal review turnaround
times are estimated to be
quicker than new submittals,
but no formal policy or
procedure is in place.
31. Adopted review timelines are met
consistently.
� Formal review timelines are not
adopted. Broad time estimates
are provided to the public but
are not publicized.
32. A formal internal Development
Review Committee is responsible for
ensuring that plans address all City
requirements.
� A formal internal committee
responsible for development
review requirements does not
exist for the City.
33. All review comments are
incorporated into a single comment
letter and distributed to applicant by
project manager.
� � Planning provides a single
comment letter for their
specific applications.
Building permit review
comments are sent by each
reviewer directly to the
applicant.
34. Review comment letters are
consistent in their approach, format,
and information provided.
� Review comment letters are
not consistent between
reviewers.
35. Project review / comment letters
provide reference to checklist and /
or code reference.
� � Code references or the reason
for the comment is provided
but there is no consistency in
how these comments are
relayed to applicants.
36. Plans are reviewed by each
review discipline concurrently to
avoid delays.
� � For building permit plan review,
the application is routed to
Planning for approval, prior to
other disciplines completing
their review.
Planning applications are
reviewed concurrently.
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37. For re-submitted plans, reviewers
focus on ensuring that comments
have been addressed, not issues that
should have been brought up in initial
review.
� � For building applications, no
new comments were noted in
example comment letters.
No comment letters were
reviewed for planning
applications.
This practice will be discussed
with stakeholders in focus
group meetings and customer
survey analysis.
38. Applicants can track their permit
application online.
� Applicants cannot track their
permit status online. They will
be able to do this in the new
CityTech system.
39. Staff reports to Planning
Commission, Historic Preservation
Commission, and/or City Council are
thorough.
� City Council and Planning
Commission staff reports are
detailed and thorough.
40. Simple permits (e.g., basic
electrical, mechanical, and plumbing
permits, minor building alterations,
PV/EV permits) can be issued on the
spot or online with no review, subject
to inspection.
� � Building currently provides OTC
permits in person. This
includes trade, solar, signage,
reroofs, window changes, and
other non-structural permits.
The intent is to transition these
to online issuance when the
new system is activated and to
provide issuance within one
business day of submittal.
Consideration should be given
to issue immediately, subject to
inspection.
41. An online inspection request
system is utilized to receive
inspections with linkage to the permit
information system.
� An online inspection request
system is not utilized.
Inspections are requested by
calling a provided phone
number.
42. Applicants can request
inspections up to close of business
on the day before; next day
inspections are available for 100% of
requests.
� � Inspections can be requested
until 3 p.m. the day before and
are generally completed the
next business day. The cutoff
time will be pushed back when
the new software system is in
place.
43. Customers are given an
approximate time to expect their
inspector.
� A two-hour inspection window
is provided.
44. Combination reviewers/
inspectors are used to reduce the
need for duplicate inspections at a
single project.
� Combination inspectors are
used. Currently, two inspectors
focus on commercial
inspections, and one is only
certified for residential. All
inspectors can complete
inspections per their
commercial/residential
designation.
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45. Building Inspectors conduct
between 12 and 15 inspections per
day.
� Inspectors are generally
meeting or exceeding this range
and may conduct upwards of 20
inspections per day.
46. The City charges a re-inspection
fee to encourage builders to make
sure work is complete and ready to
inspect at time of inspection.
� � Re-inspection fees are included
on the fee schedule. However,
they are not consistently
applied.
47. Zoning inspections are completed
before the certificate of occupancy
(CO) is approved.
� Zoning inspections occur as
part of the CO process.
48. For a certificate of occupancy
inspection, all applicable inspectors
complete the inspection at the same
time.
� Coordination is not occurring
for certificate of occupancy
inspections. Fire conducts their
inspection independently.
Technology Utilization
The City and Community Development Department is in the process of upgrading the permitting software system and implementing CityTech Solutions. The Building permitting and inspection module has been developed and final testing prior to launch. The next step will be to implement the Planning application workflows in the software system. The project team has not reviewed all the functionalities of the CityTech software. The following best practices should be used as a guide to the features that should be a part of the new permitting software system.
49. All review entities have access to
the City’s primary permitting and plan
review software systems.
� All development review staff
members will have access to
the new permitting system.
50. Applicants can apply, pay for, and
receive permits, some instantly, using
an online portal.
� The intent is to transition to
online digital for all Community
Development application types
upon full implementation.
51. The permit software system can
calculate the appropriate plan check
and permitting fees.
� The goal is for the system to be
able to calculate appropriate
fees and take online payments.
52. Staff can look up the status of a
permit, including comments from
reviewers, online or using the
software.
� All development review staff
will have this ability.
53. Permit tracking software is used
to manage the permit intake, review,
and issuance process as well as
related inspections.
� All applications and permits
facilitated by Community
Development will utilize the
new permitting software.
54. All plan review comments are
entered into the system and available
to other reviewers, permit techs, and
applicants (via the front end).
� All review comments will be
saved to the new software
system. This will require
process and procedural
changes from current
approaches.
55. The permitting system
electronically routes applications to
all reviewers, who can also
electronically approve, disapprove,
and provide comments.
� This functionality will be
included in the application
workflows.
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56. The City is moving towards a
paperless system for all stages of
permitting and development review.
� The intent is for all Community
Development initiated
applications to move to digital
submittal only.
57. The permitting system generates
clear, user friendly reports on
permitting activity which can be
posted to the internet.
� Staff have started to create
standardized reports in the new
platform.
58. Development staff has access to
applicable GIS layers.
� The GIS capabilities are limited,
if non-existent, for the staff
providing development review
services.
59. The general public can look up
zoning information, flood zones, and
other pertinent information using
Web GIS.
� � The City publishes maps that
provides the public some
limited information on zoning
and other pertinent
information. An improvement
would be to create a true webbased mapping or GIS system that allows the public to
choose individual layers during
a search.
60. Inspectors enter inspection
results and correction items in the
field via tablet and have it instantly
available and viewable on-line.
� � While tablets were purchased
in the past for the Building
Division, this technology
capability is not currently being
utilized due to challenges with
the existing permitting
software system. Inspectors
will be required to results
inspections in the field via
tablets when the new software
is implemented.
61. The permitting software system is
utilized as a database for all
development related information for
the parcel/address.
� � The City intends for the
CityTech system to be utilized
as a database for all related
development information
moving forward. Building has
already digitized and started to
catalog their historical records
for future linkage.
Historic Planning and
Engineering records need to be
digitized and catalog for easy
digital access.
62. Permitting software users are
provided with new user training upon
hiring with the City.
� A formal training program and
support documentation does
not exist for new hires. One is
currently being created for the
Building Division.
63. Permitting software users are
provided with training when new
features of the permitting software
are released.
� No formal technology training
program exists for users or as
new features are released or
updated.
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64. Training sessions are held with
the public prior to implementation of
the new software program.
� There is no plan to provided
customer training prior to
Implementation of CityTech.
Building staff have developed
informational handouts and
they will be provided on the
division’s webpage.
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Appendix C: Stakeholder Survey Analysis
1. Stakeholder Survey Background and Key Findings
One component of the comprehensive operational and organizational assessment of the City of Redondo Beach’s Community Development Department was to conduct a survey and focus groups of prior users of the development review process. This interim deliverable outlines the process utilized and the findings from that effort.
The survey was conducted utilizing SurveyMonkey and distributed via email to 40 prior customers of the City. The survey was initiated on April 8th and closed on May 6th, 2024. 10 respondents completed the survey out of the 40 email invitations for a response rate of 25%. The City advertised the survey via a QR code at the Community Development counter for customers to access and complete the survey. The QR link received an additional 21 responses, for a total of 31 responses.
As a result of this survey analysis, the following key findings were identified:
• Building Vs. Planning: Responses were generally more positive toward the statements regarding the building review/permit and inspection process than those about the planning process.
• Strengths: A majority of the comments on the development review processes strengths concerned customer service and staff professionalism. • Areas of Improvement: Although customer service was identified as a strength for some, comments were also made about the lack of staff expertise and professionalism. Comments were also directed at the efficiency of development review operations and some of the current processes.
• Differences based on Respondent Type: “Contractor”, “Engineer”, and “Homeowner/Landowner/Tenant” agreed at higher rates than other demographics to a majority of the statements. The demographic “Business Owner” tended to disagree to more statements, more frequently, but this may be influenced more due to only two participants selecting this category and they did not answer the multiple-choice questions.
2. Respondent Demographics
While the survey was anonymous, questions were included to understand the background of the respondents and enable a more analysis of the responses to understand response pattern differences by key demographics. The following sections summarize the demographics of the respondents.
What is your role in interacting with the
development review process? (Check all that apply)
Number of
Responses % of Total
Architect 10 32.3%
Homeowner/Landowner/Tenant 9 29.0%
Contractor 5 16.1%
Builder 4 12.9%
Other (please specify) 4 12.9%
Business Owner 2 6.5%
Developer 2 6.4%
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What is your role in interacting with the
development review process? (Check all that apply)
Number of
Responses % of Total
Engineer 1 3.2%
Planner 1 3.2%
Landscape Architect 0 0.0%
Total 38
Architects were the highest respondent at 32.3%. The next highest were homeowners/landowners/tenants at 29.0%, and the lowest was landscape architects with no responses from that group.
Four of the responses, or 12.9%, chose “other” and were provided the option to specify their affiliation. Responses included “Maintenance”, “Expediter/Consultant”, “Resident”, and one that was not an applicable response.
Respondents were asked which development function they primarily interact with.
Which of these functions do you
commonly interact with? (Check all
that apply)
Number of
Responses % of Total
Building Plan Review and Permits 26 83.9%
Building Inspections 11 35.5%
Engineering / Civil / Site Design 13 41.9%
Fire Plan Review, Permits and
Inspections 7 22.6%
Planning and Zoning 20 64.5%
Total 77
“Building plan review and permits” brought the highest response rate at 83.9%. The next highest response rate came from “Planning and Zoning” at 64.5%. “Fire Plan Review, Permits and Inspections” had the lowest response rate at 22.6%.
The next question asked about interaction frequency with the City.
How frequently do you interact with the City’s
development process?
Number of
Respondents % of Total
Several times per month 13 41.9%
Several times per year 9 29.0%
Once or twice per year 2 6.5%
Less than once or twice a year 7 22.6%
Several times per month was the response most selected, at 41.9%. 70.9% of the applicants engage with the City’s development process at least several times per year or more. This indicates that the majority of the respondents are frequent customers of the City.
The next demographic question asked about the respondent’s most recent interaction.
When was your most recent interaction with
the City?
Number of
Respondents % of Total
Within the last 12 months 27 87.1%
Greater than 12 months ago 4 12.9%
Within the last 12 months was the choice most selected by respondents, accounting for
87.1% of the total.
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The final question in this grouping asked about respondents’ interaction with the city pre vs. post covid.
If you have interacted with the City over a
period of time, has your overall interaction
been better today than they were prepandemic?Number of Respondents % of Total
Yes 12 38.7%
No 19 61.3%
61.3% of the responses conclude that their interaction with the City’s development review process has not improved since before the pandemic, while 12 respondents (38.7%) said it is better now compared to before the pandemic.
3. Multiple Choice Section
The following sections asked participants about different parts of the development review process and their experience interacting with each part. The results are displayed in percent by the agreement or disagreement levels of the participants. Respondents could select “Strongly Disagree”, “Disagree”, “Agree”, or “Strongly Agree” to a number of statements under each section of the development process.
3.1 Planning Statements
This section focused on respondents who interacted with the City’s planning processes.
A total of 19 respondents had engaged with the planning process in the past. This section asked participants to either agree or disagree with 16 statements that regarded their experience working through the planning process.
# Statement SD D A SA
1 Staff provided me with good customer service during
the planning process. 7% 36% 43% 14%
2 I clearly understood what approvals / permits would
be required for my project. 29% 7% 43% 21%
3 I clearly understood what information and
documentation I needed to include in my application. 21% 21% 36% 21% 4 I clearly understood the timeline associated with the review process for my project. 36% 21% 29% 14%
5 I clearly understood who had the decision-making
authority (Staff, Planning Commission, City Council)
for my application.
29% 14% 43% 14%
6 I clearly understood what fees would be required for
my project. 15% 23% 38% 23%
7 Staff was helpful in explaining what I needed to do
and how to accomplish it. 21% 21% 43% 14%
8 The City's web site had the information I needed to
prepare a complete application. 29% 0% 50% 21%
9 Submitting my application was efficient. 23% 23% 38% 15% Community Development Organizational Assessment Redondo Beach, CA Matrix Consulting Group 100
# Statement SD D A SA
10 The initial review of my application was complete
and comprehensive. 29% 14% 50% 7%
11 After receiving comments on my application, I clearly understood what I needed to revise on my
application to achieve compliance with adopted
codes and ordinances.
7% 21% 50% 21%
12 Comments and corrections received on my
application were based on the City's development
code or other legal standards.
29% 14% 43% 14%
13 Comments received from different review disciplines
(e.g. building, fire, engineering) were consistent with one another.
29% 7% 43% 21%
14 After I resubmitted my application, the reviewers
focused primarily on ensuring that comments were
addressed, and there were no new issues/comments
that should have been previously identified.
43% 21% 29% 7%
15 The time it took to process my application was
appropriate. 64% 21% 7% 7%
16 The City's development code/ordinance is easy to
understand. 29% 7% 57% 7%
Across the board, respondents were mixed in agreement, but the average tilted toward positive. The average response rate for “Agree” was 40.1% and the sum of “Agree” and “Strongly Agrees” average was 55.5%. Only three of the statements received disagreement levels (combined “disagree” and “strongly disagree”) of 50% or higher. Two of the statements with greater than 50% disagreement regarded the application process and review timelines. The third statement referenced the focus of plan reviewers follow on comments. Those three statements will be extrapolated further below.
Other statements received heavily mixed responses as well. The first three statements in the section focus on customer service, which averaged a 40% disagreement level, indicating mixed feelings of customer service.
Statement nine, “Submitting my application was efficient” drew a 46% disagreement level, indicating a need to improve the application process.
Demographic Differences:
Responses were analyzed based on their role in interacting with the City. The following differences were noted when compared to the overall results of the previous statements.
The statements that received higher levels of disagreement were analyzed further. (4) “I clearly understood the timeline associated with the review process for my project.” Disagreement Level: 57%
Only 13 survey participants responded to this statement. The “Business Owner” had the highest disagreement level at 100% or 1 of 1, followed by the “Architects” at 86% or 6 of the 7.
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(14) “After I resubmitted my application, the reviewers focused primarily on ensuring that comments were addressed, and there were no new issues/comments that should have been previously identified.” Disagreement Level: 64% “Business Owner” and “Contractor” each had a 100% disagreement level with the statement. “Architect” had the next highest disagreement level at 86%. (15) “The time it took to process my application was appropriate.” Disagreement Level:
85%
There were no major demographic differences, as the only group to not disagree at any level was “Engineer” which had 1 respondent.
3.2 Building Review & Permit Process
Respondents were asked if they had applied for a building permit or received a building inspection from City staff. If they had, they were provided two sets of statements to respond to. 16 of the survey respondents had applied for a building permit or received an inspection in the past from City staff.
This section asked participants to either agree or disagree first with a set of 11 statements that regarded their experience working through the building review and permitting process.
# Statement SD D A SA
1 Staff provided me with good customer service during
the building process. 7% 21% 36% 36%
2 I clearly understood what approvals / building
permits would be required for my project. 7% 0% 50% 43% 3 I clearly understood what information and
documentation I needed to include in my building
application.
7% 7% 50% 36%
4 I clearly understood the timeline associated with the review and approval process for my project. 21% 14% 36% 29% 5 I clearly understood the steps of the review process
for my project. 14% 14% 29% 43%
6 I clearly understood what fees would be required for
my project. 8% 8% 38% 46%
7 The City's web site had the information I needed to
prepare a complete application. 21% 14% 43% 21%
8 Submitting my application was efficient. 17% 17% 42% 25% 9 Comments and corrections received on my
application were clearly based on the city's building
code or other clear legal standards.
21% 0% 43% 36%
10 After I resubmitted my application, the reviewers
focused primarily on ensuring that comments were
addressed, and there were no new issues/comments
that should have been previously identified.
36% 7% 29% 29%
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# Statement SD D A SA
11 The time it took to process my building permit
application was appropriate. 36% 14% 21% 29%
Across the board, respondents agreed at high levels with the positive statements above.
The average response rate for “Agree” was 37.8% and the sum of “Agree” and “Strongly Agrees” average was 71.5%. None of the statements received disagreement levels (combined “disagree” and “strongly disagree”) higher than 50% and only two statements received a combined disagreement level 40% or higher. These comments were on the topic of reviewer’s follow up comments and the permit application timeline. Each of these topics brought high levels of disagreement in the prior section (Planning), indicating that the building permit process is encountering similar inefficiencies.
Other mixed response statement topics included the applicant’s ability to understand the timeline of the permit (35% disagreement) and the City’s website having all the information needed (35% disagreement). Issues with permitting and planning review timelines have been brough up repeatedly and issues with the website will be noted in the narrative section as well.
Demographic Differences:
Responses were analyzed based on their role in interacting with the City. The following differences were noted when compared to the overall results of the previous statements.
The statements that received higher levels of disagreement were analyzed further. (10) “After I resubmitted my application, the reviewers focused primarily on ensuring that comments were addressed, and there were no new issues/comments that should have been previously identified.” Disagreement Level: 43% 5 of the 6 respondents categorized as “Architect” disagreed with this statement. The only respondent to categorize as “Business Owner” also disagreed with this statement. The other demographics either did not disagree with the statement or had very low disagreement levels.
(11) “The time it took to process my building permit application was appropriate.” Disagreement Level: 50%
0%
20%
40%
60%
80%
100%
Resubmission Comments: Disagreement Level
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Again, “Business Owner” and “Architect” had the highest disagreement levels, while “Engineer” and “Homeowner/Landowner/Tenant” did not disagree with the statement.
3.3 Building Inspection Process
This section asked participants to either agree or disagree with a set of 10 statements that regarded their experience working through the building inspection process.
Respondents could select “Strongly Disagree”, “Disagree”, “Agree”, or “Strongly Agree”. # Statement SD D A SA
1 The City did a good job at communicating what
inspections were required. 0% 17% 42% 42%
2 My inspection was completed the next day. 0% 9% 36% 55% 3 It was easy to request and schedule an inspection. 0% 18% 45% 36% 4 Inspectors dealt with me using a positive approach
of "here's how to get your work approved". 9% 9% 18% 64% 5 If deficiencies were identified during an inspection, inspectors indicated the applicable code section. 18% 9% 36% 36% 6 The inspector showed up when expected. 9% 0% 27% 64%
7 Inspectors were fair and consistent in applying the
codes and regulations to my project. 18% 0% 27% 55%
8 The process to obtain the certificate of occupancy
for my permit was efficient. 9% 18% 36% 36%
9 If my project was inspected by different inspectors
(plumbing, building, fire, zoning, landscaping,
engineering) the process was well coordinated and
comments from inspectors did not contradict each
other.
10% 0% 50% 40%
0%
20%
40%
60%
80%
100%
Permitting Timeline: Disagreement Level
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# Statement SD D A SA
10 Staff provided me with good customer service
throughout the inspection process. 9% 0% 55% 36%
The building inspection list of statements received very positive feedback. None of the responses received a combined disagreement level of 30% or higher, while only 2 statements received a combined disagreement level above 20%. With very little negative feedback, the inspection process does not require the attention that the building permit and planning review processes need.
Demographic Differences:
Responses were analyzed based on their role in interacting with the City. The following differences were noted when compared to the overall results of the previous statements.
The statements that received higher levels of disagreement were analyzed further. (5) “If deficiencies were identified during an inspection, inspectors indicated the applicable code section." Disagreement Level: 27%
“Developer”, “Engineer”, and “Homeowner/Landowner/Tenant” did not disagree with this statement at all.
(8) “The process to obtain the certificate of occupancy for my permit was efficient.” Disagreement Level: 27%
“Engineer” and “Homeowner/Landowner/Tenant” did not disagree with this statement.
3.4 Overall Experience with the Development Review Process The last multiple-choice section asked participants to either agree or disagree with a set of 8 statements that regarded their overall experience working with the development review and permitting process. 20 survey participants responded to this list of statements.
# Statement SD D A SA
1 The process is predictable. 10% 40% 40% 10%
2 The amount of time taken to process my application
was acceptable. 35% 45% 10% 10%
3 It is easy to submit an application to the City. 15% 35% 30% 20% 4 The City met its time commitments for processing
my application. 30% 40% 20% 10%
5 Staff were responsive. 11% 26% 37% 26%
6 The City speaks with "one voice" when processing
applications and permits and conducting
inspections.
28% 33% 22% 17%
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# Statement SD D A SA
7 Current office hours are sufficient. 16% 21% 42% 21%
8 I know who to contact if I have an issue. 5% 26% 42% 26% Responses were mixed through this set of eight statements about the overall development process. The sum of the averages of “Agree” and “Strongly Agree” was
47.6%, while the sum of averages from “Disagree” and “Strongly Disagree” was 52.4%. On average, responses were more negative than positive. Five of the eight statements received a 50% or higher combined disagreement level.
Those five statements that received higher disagreement levels are again reinforcing the issues with the expected permit and plan review timelines. Half of the respondents also did not think the application process was easy or predictable, indicating a need to enhance not only the length of time to process applications but to make the overall process more comprehensible.
Demographic Differences:
Below is the demographic breakdown for the 5 statements that received a 50% or greater disagreement level.
(1) “The process is predictable.”
Disagreement Level: 50%
“Contractor” and “Developer” were the only demographics to not disagree with the statement. All other demographics disagreed at a rate of 50% or more with the statement. (2) “The amount of time taken to process my application was acceptable.” Disagreement Level: 80%
“Contractor” and “Homeowner/Landowner/Tenant” were the only demographics to not disagree at a level of 100% with the statement. Although, they did still each disagree at a rate of 50% and 60% respectively.
(3) “It is easy to submit an application to the City.” Disagreement Level: 50% “Developer” was the only demographic to not disagree at all with the statement. “Engineer” and “Business Owner” disagreed 100% with the statement and both had only 1 total participant respond to this statement.
(4) “The City met its time commitments for processing my application.” Disagreement Level: 70%
“Engineer” was the only demographic to not disagree with the statement. All other demographics disagreed at a rate of 40% or more for this statement. (6) “The City speaks with "one voice" when processing applications and permits and conducting inspections.” Disagreement Level: 61%
“Contractor” and “Developer” did not disagree with this statement at all. All other demographics disagreed at 50% or greater on this statement.
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4. Narrative Responses
Participants had the ability to provide narrative responses to three questions. The first asked the respondent to identify strengths, the second to identify improvement areas, and the third to provide any additional feedback about the development review process.
Below are the top themes, comment count, and example comments. (1) Strengths of the Development Review Process:
There was a total of 17 applicable comments received. There was one major category of responses, which is listed below.
• Customer Service (11 responses): A majority of the positive comments regarded the helpfulness of the staff and overall customer service. Example Comment:
"helpful staff” and “understands the needs of the client”.
The remaining 6 comments were miscellaneous and difficult to categorize. Some included, “Intelligent”, “Administrative review of certain types of applications”, and “Website friendly”.
(2) Areas of opportunity for the Development Review Process:
There was a total of 28 applicable comments received. The following are the most common response categories.
• Staff Professionalism / Knowledge (6 responses): Although customer service was identified as a strength, respondents also identified issues with staff, specifically their professionalism and knowledge base. E xample C omments: "S taff knowledge and experience” and “S taff professionalism during lack of support”. • Operational Efficiency (6 responses): C omments highlight potential areas for improvement in the timeliness of processes. E xample C omments: "Need faster time for plan check”, “F aster R espons iveness”, and “P lanning department permitting time”.
• Proc ess Improvements (4 responses): R espondents have indicated there are a few things that could be done to improve the overall development process.
E xample C omments: "Online submittals. T he "Hybrid system" of B uilding Dept. submittals was/is poor” and “S ubmittal via a thumb drive is a waste of time…”. (3) Additional Stakeholder Comments:
There was a total of 6 applicable comments received.
The comments varied and included: “Address the inconsistency, notification process, timeline, expectations”, “Inefficient”, “Don’t let politics interfere with development”, “Takes forever”, “Don’t allow overdevelopment of our city. Limit height and FAR”, “The process used to be the best in the south bay, now the worst. Everyone who knew what and how to do the job are gone”.
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5. Stakeholder Meetings
In addition to the online survey, the project team hosted two focus group meetings at the Redondo Beach Main Library on May 8. A total of six individuals attended the focus group meetings. One-on-one conversations were held with three additional individuals who could not attend the focus group meetings. The following key themes were shared by participants.
• There is a perception that staff intentionally slow down planning and entitlement applications. Participants indicated that they must consistently reach out to Planning staff to push applications forward and frequently have to reach out to City elected and appointed officials to pressure staff to advance their application. • Most individuals indicated concerns with the City’s adopted design guideline and their applicability with feasible application into building design. This issue is mostly related to the latest changes to the design guidelines. • Concerns were addressed over the timeline for plan review/check timeliness. The review timeline is taking longer and recently there have been late hits on resubmittals that should have been caught previously. Also, there are concerns that many of these comments are not substantiated in code and are reviewer’s preferences.
• The current approach for application submittal is cumbersome and is not efficient.
Comments focused on it being a digital process, but applicants must bring a digital copy to City Hall for submittal. There was excitement about the transition to the new CityTech permitting software system and a truly digital process. • Participants feel that the approach to fees includes too many steps and is essentially “a la carte”. Consensus was that the number of fees should be consolidated to plan review and permit issuance stages only. Two individuals discussed fees that had to be paid on demolition permits and the requirement to go the Public Work Yard, which is not open to the generally public to pay a fee. • There was a desire for better and more consistent customer service across the Department and City. The type and approach for customer service is highly dependent on the individual staff member.
The above comments were shared by individuals who participated in focus groups or individual conversations with the project team. Many of the themes and points shared align with the feedback received in the survey.