DEVELOPMENT SERVICES
STRATEGIC PLAN
City Council Meeting
August 6, 2024
1 Gabe Osburn, Director
Planning & Economic Development
1. Background
2. Goals
3. Project Approach
4. Key Findings and Issues
5. Strategic Plan Focus Areas &
Recommendations
6. Next Steps and Feedback
AGENDA
Development Services Strategic Plan
2 3
Planning and Economic
Development Department
Water Department Fire Department Transportation & Public Works Department
Recreation and Parks
Department
• Water
• Wastewater
• Stormwater
• Demand fees
• Access
• Fire protection
systems
• Issues fire permits
• Street design
• Traffic Engineering
Development Services Departments
• Park design
• Fee credit agreements
Permit Applications
≈10,000 per year
Inspections Performed
≈45,000 per year
4 Previous Development Services Challenges
• Significant Development Services Reorganization in 2009/2010 • Water and Public Works Engineering teams were merged into Community Development • Significant staff reductions due to reduced revenue
• Gradual increase in development through 2014-2017
• Minor staffing increases
• Increased use of consultants
• Tubbs Fire Response
• Significant development activity through 2018-Present • Staff increases and heavy reliance on professional services (consultants) 5 Development Sequence – Large Projects
Planning Approval
(Entitlement)
Construction Permit
Approval
Building Permits
Engineering Permits
Fire Permits
Construction
Inspections
Building Permits
Engineering Permits
Fire Permits
Lead Division
Planning Division
Support Divisions and Depts.
• Engineering Division
• Building Division
• Traffic Engineering (TPW)
• Materials Lab (TPW)
• Water Engineering (Water)
• Stormwater (Water)
• Fire Prevention (Fire)
• Parks Planning (Parks)
Lead Division
Differs based on permit type
Support Divisions and Depts.
• Engineering Division
• Building Division
• Traffic Engineering (TPW)
• Materials Lab (TPW)
• Water Engineering (Water)
• Stormwater (Water)
• Fire Prevention (Fire)
• Parks Planning (Parks)
Lead Division
Differs based on permit type
Support Divisions and Depts.
• Engineering Division
• Building Division
• Materials Lab (TPW)
• Water Engineering (Water)
• Fire Prevention (Fire)
Strategic Plan Goals
• Define and realign development services goals and approaches. • Develop solutions focused on equipping, empowering, and developing staff. • Align technology, resource, and organizational needs to provide a predictable customer experience.
• Define strategies to improve development service operations. • Focus on a 3-year implementation strategy aligning with City Council Goals. 6 Project Approach: Input
• Understanding the context and history of Santa Rosa development processes and service levels through staff interviews and employee survey.
• Extensive data collection in each functional area.
Interviews and
Data Collection
• Conducted anonymous survey of prior customers.
• Focus groups and one-on-one conversations with customers.
Customer Survey and
Focus Groups
• Conducted a strengths, weakness, opportunities, and
challenges exercise with all staff.
• Completed mission/vision workshop with all staff.
SWOC Analysis and
Mission/Vision Setting
7 Project Approach: Analysis Phase
• Compared existing operations, technology, performance, and organizational structure to prevailing industry
practices.
Best Practices Analysis
• Analyzed customer service levels, performance timelines, customer service approaches, communication,
collaboration, technology approaches.
Analysis and
Recommendations
• Consolidated interim deliverables into a draft strategic plan and aligned recommendations with Council priorities.
Draft Strategic Plan
8 Conducted online survey and focus
groups in June 2023.
522 responses received. 46.5%
identified as business/home owner.
Responses were generally positive.
Areas of improvement: setting and
meeting timeline expectations,
information available online, and
understanding respective roles in
the process.
9 External Stakeholder Feedback
1 2
3 4
10 Internal Staff Feedback - Strengths
11 Internal Staff Feedback - Opportunities for Improvement
Key Findings and Issues
Significant autonomy between
review disciplines.
Need for a single individual who
understands and oversees the entire
development review, permitting, and
inspection processes.
Staff have limited understanding
outside of their core discipline.
Technology challenges negatively
impacting operations.
Staff turnover and shifting priorities
has limited productivity and
lowered staff morale.
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2 3
4 5
Strategic Plan Focus Areas
Unite development service teams
around a single operational mission.
Improve predictability for the public
and staff.
Implement a culture that
emphasizes customer service.
Leverage technology to improve
operational efficiencies
.
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2 3
4 Key Recommendations - Management (1)
Each review discipline should identify
specific approaches to meet strategic
plan goals.
Establish regularly scheduled functional
team and development services all hand
meetings.
Create training materials that provide an
overview of the development review
process and roles / responsibilities
.
Develop and implement succession
planning strategies for all teams.
Citywide strategic objectives and
framework should be set with an
understanding of impacts on
development services operations.
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2 3
4 5
Key Recommendations - Management (2)
Establish and monitor performance
expectations.
Standardized performance reports for
internal and external use.
Formalized onboarding and in-service
training programs.
Develop a specific customer service
training program and establish customer
service expectations.
Implement more formalized hybrid
work policies to enhance internal
collaboration.
15 6
7 8
9 10
Review and update zoning and
design standards every three years
on a rotating basis.
11 Key Recommendations - Technology
Create and implement a development
services technology master plan.
A single person in PED should oversee
development service technology
platforms with IT staff.
Update software and hardware systems
to increase operational efficiencies and
collaboration.
Establish a technology training
program.
Hire a temporary position to digitize
historic development files.
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2 3
4 5
Key Recommendations – Customer Interaction
Create a centralized development
webpage.
Update development services webpages
for greater consistency.
Develop an interactive development
project webpage.
Prepare a comprehensive digital
development handbook.
Modify the approach to the
Developer’s Roundtable and hold
quarterly meetings.
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2 3
4 5
Build collaboration between
development review functions and
Community Engagement
Department.
6 Next Steps
18 • Continue engaging the internal/external stakeholder groups • Incorporate final comments into draft
• Refine implementation strategy and highlight improvements underway • Return to Council for adoption prior to the end of the calendar year Questions and Feedback
Gabe Osburn
Planning and Economic Development Director
[email protected]
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