The County engaged Matrix Consulting to conduct an organizational assessment of the Community Development Department and review our development review process. We’re sharing the final report from the assessment, which includes 85 recommendations of varying priorities for the County to consider. 

Matrix reviewed the department’s operations, administration, and coordination with departments and agencies within and outside the County. Through in-person staff interviews, key focus groups, and a survey of customers and the broader community, Matrix gathered information on staffing levels, roles and responsibilities, workload, performance metrics, issues, and needs. The analysis also included a review of industry best management practices and a comparison with six surveyed counties. 

The report identifies strengths and areas for improvement in management and administration, development review, technology use, customer service and outreach, and staffing. The best practices comparison found that the County met or was working toward meeting 85% of the 61 operational targets evaluated.

Key Strengths 

• Transition to the Enterprise Permitting and Licensing (EP&L) software system, with staff training to support implementation. 
• Community Development Department staff located on two floors in the same building, with a shared public counter. 
• Adopted performance timelines for core processes. 
• Information about development processes on the County website, including an online portal for submitting applications and requesting inspections. 
• Currently funded staffing levels that are generally sufficient to meet workload and service needs once vacancies are filled and many of the study’s recommendations are implemented. 

Key Opportunities for Improvement 

• EP&L supports most development review, permitting, and inspection functions, but inconsistent staff use has created inefficiencies. 
• Application processing timelines have been applied inconsistently, with no formal performance tracking and limited accountability or proactive efforts to address challenges. 
• Despite efforts to improve coordination, divisions and teams continue to operate independently in many areas, contributing to inconsistent customer service, processes, and accountability. 
• Staff development and growth opportunities vary by supervisor. The lack of formal professional development plans also contributes to a perception of limited career advancement opportunities. 
• Customer service is a common concern. There are opportunities to improve service and strengthen accountability for meeting the standards expected by County leadership. 

A multi-year plan has been developed to address the recommendations and prioritize them based on their impact. Priorities include providing timely service, improving internal processes, developing staff, and clearly communicating performance expectations. 

A team with representatives from Community Development, Human Resources, and the Office of Performance and Strategic Planning has been assembled to guide this work and identify immediate next steps. The team will also work with the County Executive’s Office and the Board of Supervisors on longer-term solutions. 

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