TranslateManagement Review
The Sonoma County Administrator’s Office (CAO) periodically conducts department reviews to evaluate County departmental programs, operational, and organizational effectiveness. Permit Sonoma was selected for review. The consultant, Berry Dunn McNeil & Parker LLC (BerryDunn) delivered the results from their management review of Permit Sonoma to the Board of Supervisors on January 31, 2023. Permit Sonoma is actively working to implement changes identified in the review, make our permitting more efficient, and improve our customer service.
On this page:
Core Areas for Improvement
The Management Review identified ways Permit Sonoma can improve how it serves the public. These improvements are fall into three key thematic areas:
Efficient Permitting
Permit Sonoma’s improvements will increase the efficiency and ultimately the speed at which the public can obtain permits to develop their property. Permit Sonoma will standardize permit reviews, clarify workflows, improve submittal processes, and update county code to streamline permit processes.
Organizational Excellence
Permit Sonoma will make it easier to track permits, understand what is being required and why, and predict the time it will take to complete our work. Even when a permit requires extremely technical information, it should be easy to view the status of a permit and see where it is in the review cycle. Permit Sonoma is working to build process improvements into its core mission, similar to the County’s Five Year Strategic Plan.
Maintaining Existing Operations During Implementation
Permit Sonoma is working to increase the agency’s capacity and decrease interruptions to essential services while making the process improvements called for in the management review. This effort will require significant time investments of staff with direct working knowledge of existing practices, critical thinking ability, and dedication to overcome technical setbacks. It would undermine the goals of this effort to backslide in permitting.
Software and Technology Improvements
Software and technology improvements by Permit Sonoma's Department Informations Systems (DIS) section.
DIS Project Dashboards (PDF)
Tracking Progress
To better track and ensure accountability for making improvements, Permit Sonoma has broken the improvements into 15 key initiatives to improve internal processes and the customer experience. They are outlined in the table below.
↓↑ Sort Column Alphabetically or Numerically: Select a column title to sort the table in order by that specific column.
| Initiative | Task | Begin | Team | Status | Schedule |
|---|---|---|---|---|---|
| 01. Expand Over-the-Counter (OTC) and Express Permits | 01.01: Develop new policy for instant issuance OTC expansion and express permit implementation | 01-July | Express Permitting | Ongoing | Complete |
| 01. Expand Over-the-Counter (OTC) and Express Permits | 01.02: Develop a representative program team to implement the policy. | 01-July | Express Permitting | Complete | Complete |
| 01. Expand Over-the-Counter (OTC) and Express Permits | 01.03: Develop evaluation criteria to determine which permit types are eligible for OTC and the express permit program. | 02-August | Express Permitting | Complete | Complete |
| 01. Expand Over-the-Counter (OTC) and Express Permits | 01.04: Initiate a process to evaluate permit types to determine eligibility. | 02-August | Express Permitting | Complete | Complete |
| 01. Expand Over-the-Counter (OTC) and Express Permits | 01.05: Amend any existing regulations, standards, and applications to help ensure application documents reflect program criteria. | 03-September | Express Permitting | Ongoing | Complete |
| 01. Expand Over-the-Counter (OTC) and Express Permits | 01.06: Initiate a public information process to inform the public and business community of the express permit program and OTC permit expansion. | 03-September | Express Permitting | Started | On Time |
| 02. Application Response and Review Time Frames | 02.01: Review existing data on review time frames to determine existing review time averages | 01-July | Process Improvement | Complete | Complete |
| 02. Application Response and Review Time Frames | 02.02: Document current review time frame averages for each application type and group similar application types. | 01-July | Process Improvement | Complete | Complete |
| 02. Application Response and Review Time Frames | 02.03: Establish current time frame targets for groups of application types. | 02-August | Process Improvement | Complete | Complete |
| 02. Application Response and Review Time Frames | 02.04: Identify planned time frame target reduction goals. | 02-August | Process Improvement | Complete | Complete |
| 02. Application Response and Review Time Frames | 02.05: Publicize time frame targets so that applicants have clear expectations on review time frames. | 03-September | Process Improvement | Complete | Complete |
| 02. Application Response and Review Time Frames | 02.06: Integrate time frame targets with due date tasks in Accela. | 03-September | Process Improvement | Complete | Complete |
| 02. Application Response and Review Time Frames | 02.07: Continue to monitor review time frames to help ensure consistency with established targets. | 01-July | Process Improvement | Complete | Complete |
| 03. Standardize Statuses | 03.01: Take an inventory of the different application types that Permit Sonoma processes, grouping similar application types | 01-July | Process Improvement | Complete | Complete |
| 03. Standardize Statuses | 03.02: With each group of application types, develop one common naming convention to use that will identify the status describing each phase in the process. | 02-August | Process Improvement | Started | Delayed |
| 03. Standardize Statuses | 03.03: Cross-check the naming convention of different application types against one another to look for similarities in terms. | 03-September | Process Improvement | Complete | Complete |
| 03. Standardize Statuses | 03.04: Develop a reference guide of terms. | 03-September | Process Improvement | Not Started | Delayed |
| 04. Expand Task Functionality and Due Date Tracking | 04.01: Identify a team of staff members who will be responsible for establishing and maintaining updates in Accela. | 03-September | Process Improvement | Complete | Complete |
| 04. Expand Task Functionality and Due Date Tracking | 04.02: Prioritize the application types with the highest application volume. | 03-September | Process Improvement | Complete | Complete |
| 04. Expand Task Functionality and Due Date Tracking | 04.03: Update Accela system configuration to add tasks and due dates. | 05-November | Process Improvement | Complete | Complete |
| 04. Expand Task Functionality and Due Date Tracking | 04.04: Establish a required training schedule for staff members to be trained on the new functionality of the system. | 06-December | Process Improvement | Started | On Time |
| 04. Expand Task Functionality and Due Date Tracking | 04.05: Expand level of detail and transparency, allowing applicants to see the names of reviewers currently assigned the application. | 06-December | Process Improvement | Started | On Time |
| 04. Expand Task Functionality and Due Date Tracking | 04.06: Coordinating with initiative 2, develop a protocol that will trigger updates in Accela any time a time frame target is amended. | 06-December | Process Improvement | Complete | Complete |
| 05A. Establish an Accela Improvement Team (AIT) | 05A.01: For completion of all action items under this initiative, a cross-functional team focused on Accela improvements should be developed. | 01-July | Process Improvement | Complete | Complete |
| 05A. Establish an Accela Improvement Team (AIT) | 05A.02: Develop a work plan to prioritize and coordinate all assignments. | 02-August | Process Improvement | Complete | Complete |
| 05A. Establish an Accela Improvement Team (AIT) | 05A.03: Establish a meeting schedule and establish micro-teams. | 01-July | Process Improvement | Complete | Complete |
| 05A. Establish an Accela Improvement Team (AIT) | 05A.04: In coordination with the work plan, establish micro-teams to complete assignments. | 02-August | Process Improvement | Complete | Complete |
| 05A. Establish an Accela Improvement Team (AIT) | 05A.05: After implementation of system improvements, the AIT should develop a monitoring plan. | 12-June | Process Improvement | Not Started | On Time |
| 05B. Expand Online Submittal and Plan Review | 05B.01: In accordance with the work plan established for the team, create a cross-functional micro-team of team members with expertise in planning and in MIS. | 02-August | Process Improvement | Complete | Complete |
| 05B. Expand Online Submittal and Plan Review | 05B.02: Develop an action plan for the rollout of Digital Plan Room (DPR). | 01-July | Process Improvement | Complete | Complete |
| 05B. Expand Online Submittal and Plan Review | 05B.03: Start the initiative by making significant progress in process improvement. | 01-July | Process Improvement | Complete | Complete |
| 05B. Expand Online Submittal and Plan Review | 05B.04: Cross-check process steps with Accela implementation contractors to help ensure steps are consistent with Accela system requirements and functionality. | 02-August | Process Improvement | Complete | Complete |
| 05B. Expand Online Submittal and Plan Review | 05B.05: Accela implementation contractors should integrate new process steps into the Accela system. | 06-December | Process Improvement | Complete | Complete |
| 05B. Expand Online Submittal and Plan Review | 05B.06: Go live with the new process steps for Planning applications. | 06-December | Process Improvement | Complete | Complete |
| 05B. Expand Online Submittal and Plan Review | 05B.07: Develop a priority list of system improvements needed after the go-live date. | 02-August | Process Improvement | Complete | Complete |
| 05C. Expand Required Field Functionality | 05C.01: Prioritize the application types that generate the highest number of submittals. | 01-July | Process Improvement | Complete | Complete |
| 05C. Expand Required Field Functionality | 05C.02: Micro-team members from the discipline associated with the application type should develop a list of documentation required for a complete application. | 02-August | Process Improvement | Complete | Complete |
| 05C. Expand Required Field Functionality | 05C.03: MIS team members and/or Accela configuration contractors should integrate documentation requirements into Accela. | 03-September | Process Improvement | Complete | Complete |
| 05C. Expand Required Field Functionality | 05C.04: Go live and monitor progress. | 06-December | Process Improvement | Complete | Complete |
| 05D. Expand Civic Portal | 05D.01: Complete initiative 3, “Consolidate and Standardize Accela Statuses | 06-December | Process Improvement | Delayed | Delayed |
| 05D. Expand Civic Portal | 05D.02: Develop micro-teams consisting of technical experts and experts from the respective disciplines associated with the application types. | 01-July | Process Improvement | Complete | Complete |
| 05D. Expand Civic Portal | 05D.03: Each micro-team should develop a plan to expand Civic Portal. | 02-August | Process Improvement | Started | Delayed |
| 05D. Expand Civic Portal | 05D.04: Each micro-team should test the functions before going live with system changes. | 05-November | Process Improvement | Delayed | Delayed |
| 05D. Expand Civic Portal | 05D.05: Monitor progress and make a prioritized list of challenges that require adjustments in the system. | 12-June | Process Improvement | Complete | Complete |
| 06. Contracts with Third-Party Plan Reviewers | 06.01: Work with the County’s procurement process to select third-party plan review companies. | 01-July | Department Leadership | Complete | Complete |
| 06. Contracts with Third-Party Plan Reviewers | 06.02: Train selected firms in Permit Sonoma processes. | 06-December | Department Leadership | Complete | Complete |
| 06. Contracts with Third-Party Plan Reviewers | 06.03: Permit Sonoma should initiate a three-month initiative rollout, having the third-party reviewers handle an increased number of applications to allow Permit Sonoma staff to focus on a timelier resolution to previously submitted applications. | 04-October | Department Leadership | Complete | Complete |
| 06. Contracts with Third-Party Plan Reviewers | 06.04: Once the backlog has been cleared and applications are being processed within the review time frame targets established in initiative 2, the third-party reviewing firms should be used an ongoing basis to help ensure application time frame targets are being met. | 07-January | Department Leadership | Started | On Time |
| 07. Checklist-Based Review and Resubmittal | 07.01: Develop a template for a checklist to create a standard, consistent format for all application types. | 01-July | Process Improvement | Complete | Complete |
| 07. Checklist-Based Review and Resubmittal | 07.02: Develop standard comments for use in plan review. | 02-August | Process Improvement | Started | On Time |
| 07. Checklist-Based Review and Resubmittal | 07.03: When completing a plan review, the staff member assigned to the project should note comments using the template. | 03-September | Process Improvement | Started | On Time |
| 07. Checklist-Based Review and Resubmittal | 07.04: Provide comments to the applicant on the prescribed form. | 03-September | Process Improvement | Complete | Complete |
| 07. Checklist-Based Review and Resubmittal | 07.05: Upon resubmittal of plans, the applicant should provide a response to each staff comment on the form provided. | 03-September | Process Improvement | Complete | Complete |
| 07. Checklist-Based Review and Resubmittal | 07.06: When staff review the applicant’s resubmittal and responses to comments, staff should confirm whether the issue was resolved to staff satisfaction. | 03-September | Process Improvement | Complete | Complete |
| 07. Checklist-Based Review and Resubmittal | 07.07: For comments that have to be reissued to the applicant for resolution, the staff member should note why it needs to be reissued | 03-September | Process Improvement | Started | On Time |
| 07. Checklist-Based Review and Resubmittal | 07.08: New comments after the initial review should be avoided where possible. In the event that a new comment has to be provided, a protocol should be developed so that these issues are handled with consistency from one project to the next. | 01-July | Process Improvement | Started | On Time |
| 08. Time Accounting and Time-Tracking Policy | 08.01: Expand Accela time accounting and invoicing functionality. | 05-November | Process Improvement | Started | Delayed |
| 08. Time Accounting and Time-Tracking Policy | 08.02: Develop and publish plan review time-tracking policy. | 06-December | Process Improvement | Started | On Time |
| 08. Time Accounting and Time-Tracking Policy | 08.03: Annually update minimum fees so the minimum fee represents the average cost for the previous year. | 07-January | Process Improvement | Started | On Time |
| 08. Time Accounting and Time-Tracking Policy | 08.04: Evaluate moving to a flat fee. | 08-February | Process Improvement | Started | On Time |
| 09. Alternate, Third-Party Review Process | 09.01: Review historical TPPC program use. | 05-November | Process Improvement | Started | On Time |
| 09. Alternate, Third-Party Review Process | 09.02: Revisit list of preferred third-party reviews. | 05-November | Process Improvement | Started | On Time |
| 09. Alternate, Third-Party Review Process | 09.03: Revise the Third-Party Plan Check (TPPC) fee. | 06-December | Process Improvement | Started | On Time |
| 09. Alternate, Third-Party Review Process | 09.04: Develop a workflow process and video for the Third-Party Plan Check (TPPC) process. | 07-January | Process Improvement | Started | On Time |
| 09. Alternate, Third-Party Review Process | 09.05: Evaluate the third-party review program on a quarterly basis. | 08-February | Process Improvement | Started | On Time |
| 10. Self-Certification Program | 10.01: Determine eligible self-certification plan reviews. | 06-December | Process Improvement | Started | On Time |
| 10. Self-Certification Program | 10.02: Start by identifying a single type of plan review that could be eligible for self-certification. | 06-December | Process Improvement | Started | On Time |
| 10. Self-Certification Program | 10.03: Determine requirements to self-certify. | 07-January | Process Improvement | Started | On Time |
| 10. Self-Certification Program | 10.04: Standardize the requirements for consistency between self-certified plans. | 07-January | Process Improvement | Not Started | Delayed |
| 10. Self-Certification Program | 10.05: Develop a guide with established protocols to share with all Permit Sonoma staff who perform plan reviews. | 07-January | Process Improvement | Not Started | Delayed |
| 10. Self-Certification Program | 10.06: Before the program launch date, develop a public information campaign to inform the public of the new program. | 08-February | Process Improvement | Not Started | Delayed |
| 10. Self-Certification Program | 10.07: Launch the program for a type of plan review. | 09-March | Process Improvement | Not Started | Delayed |
| 10. Self-Certification Program | 10.08: Monitor the program. | 10-April | Process Improvement | Not Started | Delayed |
| 10. Self-Certification Program | 10.09: At the end of the third month, start program development for the next plan type and repeat tasks 2 – 8 | 12-June | Process Improvement | Not Started | Delayed |
| 11. Customer Service Framework | 11.01: Establish a CSC. | 02-August | Customer Service | Complete | Complete |
| 11. Customer Service Framework | 11.02: The CSC should establish a work plan and schedule to guide customer service improvement initiatives under the committee’s charge, prioritizing more critical issues. | 03-September | Customer Service | Complete | Complete |
| 11. Customer Service Framework | 11.03: The CSC should consider establishing a customer service policy for the department as the first priority item | 04-October | Customer Service | Complete | Complete |
| 11. Customer Service Framework | 11.04: The CSC should operationalize a customer focus throughout the department. | 06-December | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.05: The CSC should create a customer service campaign. | 09-March | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.06: The CSC should develop a customer service measurement system and create a flowchart and sequence of steps involved in the customer satisfaction measurement process. | 07-January | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.07: In follow-up to results from customer surveying, the CSC should develop a prioritized list of customer service improvements as a result of feedback received. | 07-January | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.08: The CSC should continue to provide public access to key performance data. | 09-March | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.09: Identify key customer requirements. | 05-November | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.10: The CSC should develop a plan to improve internal support systems. | 08-February | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.11: The CSC should implement a system-wide customer service training program. | 09-March | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.12: The CSC should develop a customer awareness and education campaign | 09-March | Customer Service | Started | On Time |
| 11. Customer Service Framework | 11.13: Coordinate a quarterly department newsletter with the SOP team and process improvement committee (PIC) that communicates updates from the three committees. | 09-March | Customer Service | Started | On Time |
| 12. Centralized Improvements and Governance | 12.01: Permit Sonoma should develop a PIC. | 01-July | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.02: The PIC should inventory all process improvements and develop an organized structure that states the process improvement, its purpose, responsible staff members, and the status of the improvement. | 01-July | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.03: The PIC should prioritize the improvements on the inventory, giving greater weight to items that can yield the greater returns in improved customer service, quality of life in the workplace, and job performance. | 01-July | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.04: If possible, use a central, electronic communication tool to help with group coordination. | 02-August | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.05: The PIC should be a committee that not only tracks the progress of improvements but also operates as a think tank. | 01-July | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.06: The PIC should develop a communication plan for the rollout of finalized process improvements. | 02-August | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.07: The PIC should develop an education and awareness plan for each improvement. | 02-August | Process Improvement | Started | On Time |
| 12. Centralized Improvements and Governance | 12.08: A governance subcommittee should be part of the PIC. | 01-July | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.09: Foster a culture of continuous process improvement. | 01-July | Process Improvement | Complete | Complete |
| 12. Centralized Improvements and Governance | 12.10: Coordinate a quarterly department newsletter with the Standard Operating Procedure (SOP) team and CSC that communicates updates from the two committees. | 03-September | Process Improvement | Not Started | Delayed |
| 13. Standard Operating Procedures (SOPs) | 13.01: Permit Sonoma should develop an SOP team | 01-July | Process Improvement | Complete | Complete |
| 13. Standard Operating Procedures (SOPs) | 13.02: The SOP team should take inventory of all existing SOPs and develop an organized structure that states the process improvement, its purpose, responsible staff members, and the status of the improvement. | 02-August | Process Improvement | Complete | Complete |
| 13. Standard Operating Procedures (SOPs) | 13.03: The SOP team should share the inventory of existing SOPs with department managers and supervisors and request feedback on SOPs that need to be developed. | 02-August | Process Improvement | Started | On Time |
| 13. Standard Operating Procedures (SOPs) | 13.04: The SOP team should work with individual divisions/sections to develop SOPs. The team should develop a schedule that prioritizes the SOPs that need to be developed and provides a time frame for development and implementation. | 03-September | Process Improvement | Started | On Time |
| 13. Standard Operating Procedures (SOPs) | 13.05: The SOP team should have a liaison who works with the PIC and the CSC. The liaison should help orchestrate SOPs that need to be developed based on new process improvements and CSC improvements. | 01-July | Process Improvement | Complete | Complete |
| 13. Standard Operating Procedures (SOPs) | 13.06: The SOP team should develop a communication system that communicates SOP updates to the department. | 01-July | Process Improvement | Complete | Complete |
| 14. Opportunities for Customers | 14.1: Develop an education campaign. | 12-June | Customer Service | Not Started | On Time |
| 14. Opportunities for Customers | 14.2: Solicit feedback from the public. | 12-June | Customer Service | Not Started | On Time |
| 14. Opportunities for Customers | 14.3: Develop a schedule for education events | 13-July | Customer Service | Not Started | On Time |
| 14. Opportunities for Customers | 14.4: Develop educational tools and resources to keep the public engaged throughout the year. | 13-July | Customer Service | Not Started | On Time |
| 15. Standardize Division and Section Structure | 15.01: Working with the department leadership team, the Human Resources section of the department should inventory the current inconsistencies in the department organizational structure. | 01-July | Department Leadership | Complete | Complete |
| 15. Standardize Division and Section Structure | 15.02: Develop a plan to resolve the inconsistencies in the organizational structure. | 3-September | Department Leadership | Complete | Complete |
| 15. Standardize Division and Section Structure | 15.03: Working with department leadership, prioritize organizational structural issues to resolve and implement the plan. | 01-July | Department Leadership | Complete | Complete |
Core Committees
Customer Service Committee
The Customer Service Committee will be a combination of staff, department leadership, and engaged customers. This committee is critical to learning from our customers by establishing a feedback loop for continuous process improvement, discussing challenges, refining our approaches, and implementing solutions.
Express Permitting Team
The Express Permitting Team will be a multidisciplinary working group dedicated to maintaining a high level of service during the implementation of the consultant's recommendations. The team will draw from the experience of representatives from permit intake, building, engineering, and planning sections that will conduct simultaneous review of projects.
Process Improvement Team
The Process Improvement Team will be the primary group tasked with identifying and prioritizing process improvements. These solutions will include those outlined in the Management Review and others targeted by the team.