Resolution 2023-32824RESOLUTION NO. 2023-32824
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF
THE FINANCE AND ECONOMIC RESILIENCY COMMITTEE, MADE AT
ITS OCTOBER 16, 2023 MEETING, AND AUTHORIZING THE CITY
ADMINISTRATION TO MOVE FORWARD WITH THE ACTION ITEMS
IDENTIFIED IN THE REPORT ATTACHED TO THIS RESOLUTION
RELATING TO IMPROVEMENTS TO THE CITY'S PERMITTING AND
DEVELOPMENT REVIEW PROCESS.
WHEREAS, City staff has been working to improve the City's regulatory permit
and development review process, including the customer experience, by conducting bi-
weekly staff meetings with Department heads involved in the permitting process, and
working with an external consultant to provide a comprehensive assessment and
recommendations on the permitting process; and
WHEREAS, at the October 16, 2023 Finance and Economic Resiliency
Committee, staff presented to the Committee a report centered on 5 overarching themes
to address the recommendations provided by the external consultant and improve the
City's permitting review process, which are:
1. Governance — Bi-weekly Policy Control Group meetings that include Deputy
City Manager and Department Heads; and a Change Advisory Group made up
of subject matter experts that work with the EnerGov permitting system to
ensure the City is streamlining and maximizing the use of EnerGov.
2. Training —Training staff internally for continuous technological proficiency and
provide training to applicants to assist them in understanding the process.
3. Technology — Created a permitting landing page for a "one stop shop" of all
Miami Beach permit information and guides in Miami Beach; Decision Engine
to help direct applicants to the proper information and applications; and Expand
the use of the Bluebeam Plan Review software to improve and facilitate the
explanation of code requirements on plans.
4. Customer Service — As approved in FY 24 budget, creating the Customer
Liaison position; Updated over 175 checklists for every building permit type that
we handle; Automating instructions on how to work with outside agencies for
required permits, such as Miami Dade County.
5. Process Improvements — Reviewing manual process; removing unnecessary
reviews and inspections; streamlining workflows, standardizing comments for
consistency and creating drop down lists for plan reviewers to access and
provide to applicants.
WHEREAS, .the Committee unanimously accepted the plan and action items and
recommended that .staff. return to the Committee every 4-6 months to provide updates on
the related action items.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and' City
Commission hereby accept the recommendation of the Finance and Economic Resiliency
Committee, made at its October 16, 2023 meeting, and' authorize.the City Administration
to move forward with the .action items identified in- the report attached to this Resolution
relating to improvements to the City's permitting .and development review process:
PASSED AND ADOPTED this l8 day of D"t , 2023..
ATTEST:
O.CT 2 0 2023
Rafael: E. Granado, City Clerk
-(sponsored by Vice -Mayor David- Richardson)
2
Dan Gelber, Mayor
APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
City Altom®-
`v
Agenda Item C7A�
Date /048�
s R'. ;',;, , ( .'
I ;1.
1700 Convention Center Drive, Miami Beach, Florida 33139
COMMISSION MEMORANDUM
TO: Honorable Mayor Dan Gelber and Members of the City Commission
FROM: Alina T. Hudak, City Manag r
DATE: October 18, 2023
SUBJECT: A RESOLUTION OF. THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE FINANCE AND
ECONOMIC RESILIENCY COMMITTEE, MADE AT ITS OCTOBER 16, 2023 MEETING, AND
AUTHORIZING THE CITY ADMINISTRATION TO MOVE FORWARD WITH THE ACTION
ITEMS IDENTIFIED IN THE REPORT ATTACHED TO THIS RESOLUTION RELATING TO THE
CITY'S PERMITTING IMPROVEMENT DEVELOPMENT REVIEW PROCESS.
BACKGROUND
For the. last year, City staff has been working to improve the City's regulatory permit processes
and customer experiences in development review, including bi-weekly staff meetings with
department heads involved in the permitting process, and working with an external consultant for
a comprehensive assessment and. recommendation on the permitting process.
The consultant's complete report was included as an attachment to this item in September.
Included herein, as a supplemental attachment, staff has summarized the consultant's report on
the attached chart into 14 individual points including action items for ease of tracking and providing
status updates.
ANALYSIS
Within the 14-recommendation staff has identified 5 overarching focuses that will lead the actions
to address the recommendations. These five are:
1. Governance — Bi-weekly Policy Control Group that include Deputy City Manager and
Department Heads; and a Change Advisory Group made up of subject matter experts that
work with the EnerGov permitting system to ensure we are streamlining and maximizing
the use of EnerGov.
2. Training —Training staff internally for continuous technological proficiency and provide
training to applicants to assist them in understand the process.
3. Technology — Created a permitting landing page for a "one stop shop" of all Miami Beach
permit information and guides in Miami .Beach; Decision Engine to help direct applicants
to the proper information'and applications; Expand the use of the Bluebeam Plan Review
software to improve and facilitate the explanation of code requirements on plans.
4. Customer Service — As approved in FY 24 budget, creating the Customer Liaison
position; Updated over 175 checklists- for every building permit type that we handle;
Automating instructions on how to work with outside agencies for required permits, such
as Miami Dade County.
5. Process Improvements — Reviewing manual process; removing unnecessary reviews
and inspections; streamlining workflows, standardizing comments for consistency and
creating drop down lists for plan reviewers to access and provide to applicants.
RECOMMENDATION
On October 16, 2023, the Finance & Economic Resiliency Committee (FERC) unanimously
accepted the plan and action items as presented related to the permit process review. FERC
recommended that staff return to FERC every 4-6 months to provide updates on the related action
items.
Attachment
ATH/4 1/AMS/nd
CITY OF MIAMI BEACH PERMIT PROCESS IMPROVEMENT PROGRESS REPORT
September 2023
N CHALLENGE ACTION ITEMS BFRRYDUNN-IDFNTIFIFn nPPORTIINITIFS RFSPONSIRI F GROIIPPSI STATIIS
'
-
-
ONGOING-MPROGRESS '• _. '
• -
` ' ,
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PPN.y Warttr,9 6rPUP and CimrP Cana_,W M+o°ry 6mup (CCAG)
The City, shouid'conslder eliminatirig Eupticete review processes
IT .
h— a - wood.
'
where.itis. possible todosowithoutcompromising safety or .-
BUILDING,,Tn.'ccAo.��bunr.mmgnlmdly�.°.Iw.�am:ea'a%
compliance. If greater responsibility is placed wit4 the applicant to
PLANNING
rmy.mdon w..n un wc.sa ydwlod mhw er
Identify changes made'when;resub"mitbng plans, reviews;by
FIRE
'zi7uulnd NLi. "P.r m
'
deperimerilsthetftevealreadyr
PUBLIC WORKS
Ad&dv1Oly,ftUOupciaa am'A&l"`Wv" 6Ptiwm"nP'b
approved a ro t could be eGmirlated. in cedain
DF P %�
Qnc. ROW end Elevator)
°�^�° �m°.f qe .r. arm sqh-P:.'mtappfusan,
a,,,,�yq,,,m,,n;,
t
The development review process is layered and
CREATE WORKING GROUPS
6rcumstances.
ENVIRONMENT"PSTAINABILIT,Y
complex
`' • •`
,.PPk.�a-jri-ww,Im-gdww.o.;iba»Poro1m.P*br
(Ine.Li6an Forestry)'
.Nawm+nawA"kImm,Wl.la.w ; dp mft.,m
-
Addihopally. where appiicants,provlde suMclent;; -
- PARKING
-do
It at the time of the initial building permit
CODE ENFORCEMENT..
Aas�n+y: va criwamror m . wn» ® caem .m
application, some sub=permits could be created . '
TOURISM & CULTURE. ^-
"^0`
•
"- ' -' ,
reviewed and Issued concurrently with _the r"ster
.
iMany r.v.na eouy.r, cok..do .. mall m N.ilt.b na
wr ro °m ta.a u.. e.. d PPwo . wP�•o. .
permit,
`_
• ,
,. .,'� _
FuN.rrror.•�wiNrtb ron9rxnmr.' wand qVs. m'•;
-
eleNN4ol p.rmgaM Praywee". That dqn.}r°pur. Om6 mp�gIn
_
..
wd., b q..rrdr. and Pnwe� W W (y Pry -AV aYy0. .
The City should consider offering training for permit
ONGOING -IN PROGRESS
intake staff anhow to read plans and what should
BUILDING
T. swmre o.wnm.a ". Hooey "bans. mr m w-1 mea.
be included in an application for a specific permit
PLANNING
-N, U..PP".ant. b.0 r., rw...d and mu.i-h.v. d..w".nu
type. Increasing the ability of permit intake staff to
°rorwr.rmye.vsmrau..a y.9.1ftP—:IP�.ma.d.Wnrn.n>a.
Permit intake staff are not sufficiently trained to conduct
conduct more thorough completeness checks can
FIRE
PUBLIC WORKS
o� mmvmma, w ewaiw o.wdm.m W 1—. N."dry..m.3
w,md w.w.. aawron.w.W P.—t.ma. wttm..da., do
2
a thorough completeness check at intake.
TRAINING FOR INTAKE STAFF
help ensure that reviews are routed to the correct
(Inc.' ROW and Elevator)
Pdabd.h.rkaaw m deWwW im. m m."nry nw mwMa..
dgPw .M'rh. wmm inmm.ms. 1 drn wnduG. m.r..ah
review disciplines and help ensure that all required
ENVIRONMENT B SUSTAINABILITY
i—.le.amd.a +monta Pomr..wrd•s dw hcMol Pmn
Information is included In the application. This can
(inc. Urban Forestry)
"-w..ndm.y Wlroobb-naquor..ar.m,onoa vb we..®d
Increase the time that review staff have to review
PARKING
dv..m. -Qjprm m..b.bw Tiv..aa m...nl d.hy. dams
applications because the first review would not
m.",.P.IPa"r.�a...,o.°PPk..w"Pawe.°.r..rt."d.m.nt
serve as a completeness check.
..�rq v.rmn u,nk. wN m r.Fa do su":ruu,vn..mii m
vqurc.m.nm.ry cahs"od.
l ofs
CITY OF MIAMI BEACH PERMIT PROCESS IMPROVEMENT PROGRESS REPORT
September 2023
The Cily,detaffed information about specific
aspects of ttie development review.process.: i
• . •
Itnprovemerks to tits organization of this , I ' • -
-
.
•'
Information and coordinating information provided
.,
by all departments could help to improve the. �
� `'
'
-
review process and the -quality, of plan and perm t '
- - .
applicefions. .
The City should consider astabiistling a dedsion . i
COMPLETED -CONTINUOUS
'•
lies In'CSS to help applicants navigate the permit 'j,
fit. upturn a~ cmca dama w.uan 7 r "Ino Page:
.
prvcassanddelermina'whichpermittypethe y '�
IT'. t
A.cfV&12023;Crda.wOrim'a"PagoIti. nupdaadI-
nrciude an.awya wa.'�rrwsdaad permitmndttg pap.,.TNs;
should apply "for.TheCityshould also consider ; ,
BUILDING
wg4aa�aa i+weP�a,�e¢:usanad-art". d
..
",
creating a document that defines what iypas;of
PLANNING
ba.m. cheptmn p. a.apr,w 1 - mmp w,•. iroa.,-A ed, .
Publicly avalableInformation onthe
=WESSITE UPDATE - - - . -
projects wouldiall'under a panacularpermit type. to, - '
.-finafa.d,.ndra.p
- : FIRE -
edSirn.,d,mmugadamq:l:d.aga.dW-
3
development review process does not
—CONSOLIDATED WESsrroLANDING PAGE`,' ^
- : - -
haip applicants better undersfantl what to apply fw `
^ - -
-PUBLIC WORKS..
Nte commu�paiw„ v.°.rmpnr•: r
provide dear guidance on process -
requirements:
—CREATE-DECISION TREE.'
- -•, : •
The City should also consider housin' all of the - 1(Inc,ONGOING
.. _....9 _..
,
OW:aM.Ele atom -
lyl PROORESa
ChaaswFismnrreo...
-• '
development reviewrequiiements for each • . ., •:• ',
:ENVIRONMENT ENT B SUSTAINABILRY
-
a w ,n, a e a„ c,a;, r m,rm
-' : • . .
department un er one centralirsd location, . a 1.
. (Inc., Urban Forestry) •
nnpl.�ir.wlbn nia m.!"hit iv. and ;m 46e : tl iW6 tree: '
Curtenffy,requirements are llsfedoneach
PARKING
�"si"dasvr°"°.4eem°°4cekmaau:°nmdatmteecimbi0.
(-
departments webpage and can be bard for
rwia:MgdepaNroldy9'o"raYmti grgdt types mdm that
applicants to find Information especially when one;
m .win ashes .a r..tewa and d W,4--gwt.m -1iij ud. ,
project requires review by atid/or;separete permits ,
'
from multiple departments'or agencies; Appftcaudn
- - '
Checklists and gu des'for.various departments
,•
- •
could be ceiAralized'in one tosat(on; The City
Should also consider providing goes charts for
• ,,
complu perrnit types to'helo applicants navigate the daySlooment review brocess�'
The City should consider exploring additional
ONGOING PROGRESS
functionality and workilows in EnerGov to eliminate
IT
-IN
Some process steps and functions
P P
manual processes. This can decrease the amount
BUILDING
-cram wo,W.g Graepa
happen manually, which is time
of lime that staff are using to conduct manual tasks
PLANNING
m+arwcaw td..mg.I..eagenmw-am. E-rG....
rwsesaarr)
consuming for staff and can result in
—TRAINING FOR INTAKE STAFF
and reduce human error. The City should consider
FIRE
4
delays due to human error or
—CREATE WORKING GROUPS
adding permanent parking space removal as a
PUBLIC WORKS
•u.—Iph ca. ce—d—Weomam.Par�agspacer.—at.
inconsistency due to lack of staff
sub -permit or as an additional layer of review In the
_ (ins ROW and Elevator)
The Parbtg D.paMwm ha ,el wl anima. M. Wain pmmit
t pes m'dad for men re.i.wm.newa they are indpd.d and m
training.
buildingpermit recess. Building out a workflow to
P P 9
ENVIRONMENT 8 SUSTAINABILITY
brnihamr.sineseamirape,tmns=Iare hat requital
track and review parking space removal will allow
(inc. Urban Forestry)
staff to be able to easily track the number of
PARKING
P.u.y working Gr.ep.adaaeadmr,ar.m.,madtf—a— related a
spaces removetl assess fees and create reports.
aan p rnum
"
The ity sficyolponsiffterasta Ilgingstandardsfor
_
"
internal communication and coordinate to help
ensure consistent and afftclentteviews.When '. ., -
•'
iMernai pommunicaton Impiovas, this 0lg have a . , '
ONGGINa,IN p.ROCRE88, , '
dkect sitive impact on external communication to '^',
BUILDING'.'
• -PLANNING ..
:47a.a worurig Groups .
Coordination and communication
-
customers end will increase transparency end _
FIRE
mama cCAn aa.ehgz iia wnrgw.mna a„ F-dw oa
5
amongdeparfinentsinvolvedwith the
— CREATE WORKING GROUPS '" -
'•considerastablishing
piedictablity for applicants: The City, shbuld also
one point of conlact for the •'
-
PUBLIC WORKS
,
_
•«•een) -
- ° •'
-
development review process s
inconsistent.
-CUSTOMER LIAISON
a licant during their review, Curtan each �
FP
(Inc.R01N.and Elevator)'
ENVIRONMENT BSUSTAINABIUTY
-eustam.r uahcn
he imeW g gmry aria ttr City mahag.v. once at, fin.rara m. ,
'
reviewer leaves thew confect Information in�their
�
` (inc• Urban Forestry)
cusarmr vNdNpmaaann,n pe.Sfpn
•
comments, and applicants, often reach'oul with -
PARKING
meddltidnm Uu C.sNmrtbi.ori'vpe•epn.gro iNorbng taw m'
'
-
questions or lobby each reviewer for different ,
-',.apmr;rggnr.pa�ayaeaemwrows—".n."aackwn
response&'Establishing one point of contact for the
tenter.
project can streamline commuNcaton with the
a' licant.
2 of
CITY OF MIAMI BEACH PERMIT PROCESS IMPROVEMENT PROGRESS REPORT
September 2023
ONGOING -IN PROGRESS
• aw:uq Wd f.guw aaarrol "-V I... mmk. amH. RavLwnp
_
dimipWm..3 mMct ba'vvg mature mr-1 came, amd a. aoa
a. vdab mom m pto.rda nfar .. dut Nbaawt m muting orb
r..p mh m m mmmm.m qu .W— Th..1 oleo atmrgdnn
BUILDING
mWd.Poai-lmnmdniaab.n m..mra a�mmera yawn.
The City has developed Service Excellence
PLANNING
ro.rammmrmau."w,u__IP i...1mwn
There is a lack of consistency in
standards that should be followed to the greatest
FIRE
ErvnammnmmM swmauw,N toast mwm.aa tarn vm.ma m
6
communication and responsiveness
SECRET SHOPPER
extent possible. Consider working with the Clty's
PUBLIC WORKS
aab foram Purr r.m.anr m ammo.. Ta mom a,r. dmt of
across City departments.
customer service team on monitoring progress in
(Inc. ROW and Elevator)
po
•
complying to standards and identifying areas for
ENVIRONMENT & SUSTAINABILITY
IT .normf m.rmm a maf. alrw.mpmm.pmm form. urbanfa.nwnaaa,aorampr.rma.N.pa,Easm�uamdapromnrwm
improvement.
(Inc. Urban Forestry)
F.... bt, a,nwaal.uFI.nnawamomnr.m�sar.,am.�:
mt.P m.1—ty adu mmw.PLa. I. -ft.: Caa P..mpb
PARKING
wSa. m sakatxaa.n Pomat raa wv.. r.mava�.
nsp.cmrdwmv 1—m. orb garrml urWnf.n�9mativrs.
Each maw aplian dit W mote. m a OF mam member, d,.tall
.mbar is umbfa m.n.roer vo ea®, m. cabr u routed m fm ESS
Mam Lim m macn a dapadmont rapmwrrab , manmuarg m0 re0r
.eporlame and. MV em puabc can room mmom duang
bualmn ft..wduut ab added buababon of bamg a w=mad.
City s u wns er prioritizing current
• -
_ ,
_
applicatlorts"for lend use board agendas to
'
-
streamline the process and reduce the time •-
,' -
-•
'
between hearings, provided the applicant Is able to
_ -
• ,.
stibmH the necessary information in the ropdate
app
'
time frame. -
-
•
,
Other opportunities to streamline the board
- - - -
'-
' '
approval process can Include board,lialning and .'
'
- '
b n.iraM I. li"— Yr PbrWg•rahW boudirPMrevip. tafb
-
enhancementsto staff report documents that Can
.. . ,
U", Hafmffa Pali 4'and Dmign R.vf.y apvrorit pram a ,
The land use board review process is
help to keep th6 board discusslonfoeused on the
•PLANNING DEPARTMENT -„ -
a" 'ma'pv10ntn1wnri wopPonnm.:b irp w rm.mg
7
long.
CREATEWORKINGGROUPS,
codes-end.requirementa of the applications. A ;
PERMITTING POLICY GROUP
wl.Murdwambdan.Iw'earwTh.Daparm�anto�dmacut
AM Mv.aeia W1f..uvgr pvw bid, af.re.tigdean..n
consent agenda for a specified and limited number .:
,liar& laepp ov nmrond mw is w dame �.n wa taco ea> d
of applioatiori types may also proNde the
tuna far d gn tar manner.?pr;j ii m b. a.neid.rad
opportunity to delegate reviews to staff while also
providing hlgh-tevel,board oversight.:
The Clty.may a13o:corisider adding meeting dates
during peek seasons of the year or gstablishing e ,
•
policy for holding, special meetings on a limited -. -
- - •-
.. ' '
- _
_
basis tD accommodate more land use board-
nneeded.
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CITY OF MIAMI BEACH PERMIT PROCESS IMPROVEMENT PROGRESS REPORT
September 2023
BerryDunn has noted several opportunities where
improvements to system configuration could help
to improve efficiency, reduce the chance of human
error in data entry, improve communication and
transparency, and streamline the review process.
IT
ONGOING -IN PROGRESS
The City should consider reestablishing a change
control/advisory group to help ensure that changes
BUILDING
-cram worunv Gmap.
made to the system are implemented appropriately
PLANNING
Inmoi ccac m°•c�,• rm wM,�remnoo smrw. a•
ry1
EnerGov is not usedpart
and done with consideration for at( end -user
FIRE
PUBLIC WORKS
`
B
across
consistently across departments and
d
CREATE WORKING -GROUP
groups.
In coordination with the change controQadvisory
(inc. ROW and Elevator)
The IT Oepaa "haaesohAshenan inm,mIOhage Oon"I
is not being used to its full capacity,
ENVIRONMENT & SUSTAINABILITY
Mriwry GreVD m epatlWm syal•m cantgumopn chvrgoa umsa
group, the City should consider establishing
(ine.Urban Forestry)
d.PeMhe tv Ertl, oopa—bet hpa cencmd naa{:yp.ro,m m
functional EnerGov leads for each
departmenUdivision.The role offunctional leads
PARKING
eeruapamfn—ellp.e ese..1dvoW- dv..—nee .1
mn..--mown,
could be to facilitate communication among users
CODE ENFORCEMENT
TOURISM & CULTURE
•s ook r.wmmaemmn:,s Wac,ceaama.°°°
across departments, coordinate with IT on
configuration changes and updates, share system
knowledge with internal department staff, and
assist with developing system training and training
manuals.
• -
..
ONOOINO.iN pPOORE8f1
.. _
_ '1 =.
iV.haeo Update �,,. •
.
_
•. IT
T°tnm.wuW:iaass'p aaarenia•oter oouptya proppo '•
-
,.
BUILDING
wmmatk on+al davanpW ml�#a.m opprPanmm pppr daecdy'..
Comprehensiveguidance on process •'
P.LANNING ..
vatbrnD Garb ac aarss 4aomigtlon ona6mmgg pawapncsedtn'
. cpuetya upOt"n pmc.w. Ad6lnrary de"Iedwhpay6
tequirementa:includingcountyandstate;•
FIRE•
gmhm4gpaGou"boPg+s�Pn�p anc d°"r'°°m0,
County and Stale agency reviews can
= WEBSITE UPDATE
processes: could heip'ensure that appifcants are ; ,
PUBLIC WORKS
m emunon wa. &a and
g
cause significant delays the '
- CREATE WORKING GROUPS '=
aware of al(tequired apprcvais Jrtlan they begin'.
• " (inc: ROW and Elevator)
•cnaeg s W?rmro erouv ` • • - _
development review process. "
- CU_ STOMER 1-IAISON • ;
the process',, The City may also consider a. ••
t
..ENVIRONMENT & SUSTAINABILITY
cGAa m.esnss teo whrreurV m..wl..e:.,Go. ,
.
opportuN6es fo.coordinatemessagingto the public'
" (Irfc. Urba crestry).
with county and state agencies to help ensure .
.
PARKING -
-cu•mnw uauo
censfsteiicyininform atiohreceivedby.appficantc. 1 •
CODE ENFORCEMENT-
The MiftmW0w-Mthe c^yem"ae.rsoft.o.riDwroM
"
TOURISM &'CULTURE
a^mma 6aho da newam�n ppavon
In
1a�tMryMN•"rtilwpphaa—
"
..
• ,.
p.Wroot,eldp^mD pGlmmaePd
u]•M1oVudo:a1PiEkg.•unnn
- -
mpWbni,tabu
nb1
be '
OFFICE OF THE CITY MANAGER
The City should consider establishing one paint of
IT
ONGOING -IN PROGRESS
contact for the applicant during their review.
BUILDING
External stakeholders call and email
Currently, each reviewer leaves their contact
PLANNING
The wp"Grew am me cn 1,11maora offi=ern fmaymg the
about the status of reviews as well as
information in their comments, and applicants often
FIRE
ra.•mmor fanenromnadNnan Pm.. ~ the atn •caete p
10
requests to take review permit
CUSTOMER LIAISON
reach out with questions or lobby each reviewer for
PUBLIC WORKS
L.h W
applications out of order, taking up
different responses. Establishing one point of
(Inc. ROW and Elevator)
In addition W me Cuttonwr Lawn pueemn• me Working creep
significant staff time.
contact for theproject can. streamline
ENVIRONMENT& SUSTAINABILITY
—lerR•. maee,•MD is•.Flerag the Neeeelly.1 dam w,a.4
communication with the applicant.
(Inc. Urban Forestry)
as°no.panmlaooncy..nmr.
PARKING
4of5
CITY OF MIAMI BEACH PERMIT PROCESS IMPROVEMENT PROGRESS REPORT
September 2023
thecoved consider system'configuration •I
ONGOINO::DIPROORESS -
y
,City
changesthat would allow for automatic calculation `
IT
BUILDING
ud.,;mtccwciM,.mra,(ma"rr,-11,.E,.rcw.,; •-
of -fees. In addition, strategically timing the
n•..a..ryt ,
Some fees are added and calculated
assessment and invoicing of tees would create
PLANNING
-FIRE '
Tt. n D.P.V .nt he .■W*0W ■ CCAG p'fmranmm.y°rrn
11
manually, and fees are added at
CREATE' WORKING GROUPS ...
consistency fortheApplicant.Forexample,ll
project yatuatbn or square footage needs to be
PUBLIC WORKS
,
.on�wp.nawns aa.ad.partmnbPacn'O.partnwdin■
«ba.a m a(.y.gr ro m w s Pab ti n».e q:, a ■naa p r..
different points in the process.
confirmed by a technical reviewer, the workflow
Mc: ROW and Elevator) '
.nniedp win. Tnb ar sp.,nap. bo■aw i .mat:
•
could tieadjusted to- have feas.assessed later ir
ENVIRONMENT BSUSTAINABILITY
..mmp_.e.n�armmrown. ,
the process to reduce the number of manual fee
Qnc.Urtiah Forestry]
PARKING ''
IT" vr. cnu s. awry eda aver m..t inn earryo W v .
ehengesand'refunds.thatneedtobeprocessed.
Dane.rxa�mdiom,.p.dscEn.rovana;m, rob;d:n►m
,
System configuration changes and additional
IT
IN PROGRESS
training for permit clerks could help to streamline
BUILDING
TmwXiMsmppandmaOlt, manay.r.ore,erawur:uropv
Reviews may be assigned, and
— TRAINING FOR INTAKE STAFF
the review process and help ensure that permit
PLANNING
caamm.r ra. amb.d■m■n Pa—m
12
inspections and sub -permits added to
— WEBSITE UPDATE
applications are routed correctly. The City should
FIRE
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Natldiban m th. Cusmm.r Wn.n p ..m em P."W.rbng
permits where they are not required, ceusingce
—CREATE WORKING GROUPS
consider
Gr.PppM.tlT'abed.MupGpsp6nnppwmaa0ay.rpmamMq
for applicants and delays In the process.
— CREATE DECISION TREE
department be responsible for confirming that their
(Inc. ROW and Elevator)
wo wn.p as an..panpptae.n ca■um.r.
department's required inspections have been
ENVIRONMENT & SUSTAINABILITY
(Inc. Urban Forestry)
P.Iry wod. Gr.upn Waco
°S sure—Ift,vm.dilasb.�rebwdm
automatically added to the workflow.
PARKING
-I—d Wqp .n`
. -
IT
_
Clear and consistent language regards the
' • BUIL'OING
IN PROGRESS .
Ovr4O url Ch■np. C m.lAdrroq Orotp m..mq ndd.n
Applicants may apply for esub-permit
revision' and.sub-permit p'rocessea,couJd help to
'PLANNING
artormit, rn..,°mrgvrow e•oan .t�s�vprd a.mmmrne.
instead of a ievislon to the master
— WEBSITE UPDATE
reduce canfuslon by applcants. Additionally, the
FIRE
,!PUBLIC
^� umbv a•m.da.n.m qo.1 pEonm ssAb W.m.rons.ub'
13
permit, causing delays or
—CREATE WORKING. GROUPS ',
City should considarupdating or adding descriptive
•` WORKS
-
Inconsistencies between the master -
—CREATE DECISION TREE. -
language or questions on revision and sub -permit , ' I
(Inc. ROW and Elevator),-." -
onr:. w n:wmrr�tigaom:rdn�.nue..a�phyn. u h,,,rrnd, •
permit and sub -permits.
-
aop!"dons tb ba ter.guide applicant;,fo the
' ENVIRONMENT $ SUSTAINABILITY,
'nt" ws air be twi "d orarpq.nd aawh.wr* vA be
-
conectprocess.
_
(incWibanForestry)
wrad via »rrow;c.mmvr�t:on aumab ,bM rot
-
PARKING-
rin.dmthraror.aem..
'
The City should consider establishing standards for
ONGOING PROGRESS
review comments, including required elements like
IT
-IN
links to external agencies, requiring a narrative of
BUILDING
I=rnmCW1W c°nv.IAdm yGr.wtin=fgwar taro
changes, and reviewer contact information. Some
PLANNING
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Review comments can be unclear and
departments currently have standard comments
FIRE
Th.roa ❑m.nth.■.ubbG■mdp CIA6mcoomumm.T.bm
14
inconsistent.
CREATE WORKING GROUPS
that all reviewers use to respond to common
PUBLIC WORKS
cWgurabnn LhinB.. ac'ro.■ d.p■,w..w E.. D.padm.nt m■
changes. Each department should consider
(Inc. ROW and Elevator)
raia.mdl.adl.P.xxrm to par6appm m m. Mp. di. .ond vom
establishingcanned'revlew comments that
ENVIRONMENT 8 SUSTAINABILITY
°on.mm.. Tm..ar.n.andm uw.mpawnwi
iication a.a m.iau,awa
reviewers can use. This list or library of comments
(Inc. Urban Forestry)
should be reviewed regularly for consistency in
PARKING
P.Ia:yPl"Gr.upral.rybma.d�Wnaldr.pd.wf■bnaard
language, tone clarity. etc.
5 of5
RESOLUTION NO.
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF
THE FINANCE AND ECONOMIC RESILIENCY COMMITTEE, MADE AT
ITS OCTOBER 16, 2023 MEETING, AND AUTHORIZING THE CITY
ADMINISTRATION TO MOVE FORWARD WITH THE ACTION ITEMS
IDENTIFIED IN THE REPORT ATTACHED TO THIS RESOLUTION
RELATING TO IMPROVEMENTS TO THE CITY'S PERMITTING AND
DEVELOPMENT REVIEW PROCESS.
WHEREAS, City staff has been working to improve the City's regulatory permit
and development review process, including the customer experience, by conducting bi-
weekly staff meetings with Department heads involved in the permitting process, and
working: with an external consultant to provide a comprehensive assessment and
recommendations on the permitting process; and
WHEREAS, at the October 16, 2023 Finance and Economic Resiliency
Committee, staff presented to the Committee a report centered on 5 overarching themes
to address the recommendations provided by the external consultant and improve the
City's permitting review process, which are:
1. Governance — Bi-weekly Policy Control Group meetings that include Deputy
City Manager and Department Heads; and a Change Advisory Group made up
of subject matter experts that work with the EnerGov permitting system to
ensure the City, is streamlining and maximizing the use of EnerGov.
2. Training Training staff internally for continuous technological proficiency and
provide training to applicants to assist them in understanding the process.
3. Technology — Created a permitting landing page for a "one stop shop" of all
Miami Beach permit information and guides in Miami Beach; Decision Engine
to help direct applicants to the proper information and applications; and Expand
the use of the Bluebeam Plan Review software to improve and facilitate the
explanation of code requirements on plans.
4. Customer Service — As approved in FY 24 budget, creating the Customer
Liaison position; Updated over 175 checklists for every building permit type that
we handle; Automating instructions on how to work with outside agencies for
required permits, such as Miami Dade County.
5. Process Improvements — Reviewing manual process; removing unnecessary
reviews and inspections; streamlining workflows, standardizing comments for
consistency and creating drop down lists for plan reviewers to access and
provide to applicants.
WHEREAS, the Committee unanimously accepted the plan and action items and
recommended that staff return to the Committee every 4-6 months to provide updates on
the related action items.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission hereby accept the recommendation of the Finance and Economic Resiliency
Committee, made at its October 16, 2023 meeting, and authorize the City Administration
to move forward with the action items identified in the report attached to this Resolution
relating to improvements to the City's permitting and development review process.
PASSED AND ADOPTED this day of , 2023.
ATTEST:
Rafael E. Granado, City Clerk
Dan Gelber, Mayor
(sponsored by Vice -Mayor David Richardson)
APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
r,X City AtWmey� Date
2
THIS PAGE INTENTIONALLY LEFT BLANK
New Business and Commission Requests - R9 M
MIAMI BEACH
COMMISSION MEMORANDUM
TO: Honorable Mayor and Members of the City Commission
FROM: Alina T. Hudak, City Manager
DATE: October 18, 2023
SUBJECT: UPDATE ON THE PERMIT PROCESS STUDY.
BACKGROUNDIHISTORY
At the December 14, 2022, Commission Meeting, the City Commission discussed and referred
Item R7 D, which sought to direct the City Administration to establish an "Ad hoc Permit
Process Improvement Advisory Committee," to improve the City's regulatory permit processes
and customer experiences. The Commission unanimously approved and directed the
Administration to return to the City Commission in 120 days to report their progress and any
preliminary recommendations. An update was provided for the May 17, 2023 Commission
meeting.
In late December 2022, the City Manager assembled an internal committee of staff directly involved
with permitting, which included Deputy City Manager Eric Carpenter and management staff of the
Building Department, Planning Department, Information Technology (IT) Department, Parking
Department, Environmental & Sustainability Department, Fire Department, and Public Works
Department.
The group established bi-weekly meetings, and one of its first actions included hiring an external
consultant to review and provide a comprehensive assessment of the City's current permitting
process. Concurrent with the consultant's review, staff has been meeting either weekly or
biweekly for the past six months with the leadership of all the Departments involved in the
development review process (Building, Planning, Fire, Public Works, Environment &
Sustainability, Parking, and IT). The staff is collaborating on innovative solutions and efficiencies
to improve the permitting process and person -to -person interactions and determining how we
can improve the customer experience as they go through this critical public safety
requirement. Some recent actions include:
• IT created a centralized webpage where the most visited and needed resources for all
permits can be easily accessed. This centralized repository will be the new hub for
permitting related resources and will include links to important information as well as
improved search functionality.
• The Administration is proposing an upgrade to our website to improve the user interface,
including a Tyler/ Civic Access Portal interactive decision engine tool to help guide people
Page 1973 of 2240
to the required applications and information. Commission approval on the Tyler contract
amendment needed to procure this product is on today's Commission agenda.
• IT has implemented a change advisory board (CAB) to streamline intradepartmental
communication, ensure collaboration on system and workflow changes, and manage
upgrades to the permitting software system to improve services.
• Based upon recommendations from the Commission we have developed the job
description for an ombudsman type position to serve as a key member of the City
Manager's Office, chiefly responsible for advising and guiding small businesses and
residents in Building, Planning & Zoning, Public Works, and Fire Permit matters as well as
local licensing.
• Evaluating staff training needs to ensure we provide the employees the best possible
chance to succeed in their roles.
More information on each department's efforts to improve the process is in the next section.
Additionally, recent data on turn -around times for permit reviews, and information on permit
issuance timelines as well as departmental checklists available online are attached as Exhibit 1.
In addition, the consultant's (Bevy Dunn, Inc.) work has provided valuable insight on the
challenge's users face, and their recommendation report has been helpful in reiterating various
standard best practices. Their report also highlights examples of processes other building
departments across the country use to improve customer interaction. Berry Dunn will be
presenting at today's Commission Meeting their findings and recommendations. More
information on the consultant's work is summarized in the last section of this memo.
W 4;1;1z4d a •: U211911 i, :• ■ 1 :u1d;J&*191
As part of our commitment to look closely at the permitting processes I've asked staff to identify
bottlenecks and make comprehensive efforts towards continuous improvements and
streamlining.
All the departments are revisiting and updating their checklists to ensure that all required
documents and supplemental permits necessary as part of a development permit, are clearly
outlined in the checklist documents for all permit types so that applicants are aware of all
requirements from the start of their application process. State law requires that "a local
enforcement agency shall post each type of building permit application, including a list of all
required attachments, drawings, or other requirements for each type of application, on its
website". In addition to the checklists/ list of required documents on the Building Department
page, below is the number of checklists some of the other departments have on their
department website for permitting.
Below is a summary of the immediate actions our departments have made and/or are working
towards.
Building Department: The Building department hosts monthly in -person permit assistance and
training sessions that are open to anyone needing assistance with specific permits or wanting to
learn more about the process. While permit assistance or training can be provided anytime,
these monthly meetings are well attended, and often commended for their helpfulness in
understanding the process better. Additionally, the Building Department regularly sends out
email communications with information regarding the process and "Tips of the Week," which
Page 1974 of 2240
provides a quick read on frequently asked questions. The Building Department process
mapped the customer experience to identify opportunities for improvement ("OPI"). Some OPI
identified included implementing search engine tools that would simplify the landing page so that
users would quickly get to the correct Miami Beach Building Department page. The Building
Department has also implemented on an "all-inclusive" permit application that will allow for the
submission of applications for master building permit and sub trade permits (Mechanical,
Electrical, Plumbing) all at once, therefore alleviating the applicant from having to apply multiple
times and have the master permit and sub -permits issued at the same time.
The Building Department is also looking into improving its customer service with regards to
inspection notifications and estimated time of arrivals ("ETA") through technology that will create
the most efficient routes for inspectors and will notify the contractors with a more precise ETA.
Fire Department: The Fire Department has added additional availability for pre -submittal
meetings to answer code related questions to design professionals and meet with property
owners and design professionals after first, second, and all reviews if needed to understand the
comments for rejection. Design professional may also submit drawings via email for a pre -
approval before re -submittal to avoid subsequent rejections in the system. The Fire prevention
reviewers also proactively contact design professionals during plan review for clarification or
identification of required code elements to avoid rejecting plans, if possible. During inspections
in the field, inspectors may allow redline revision that allow field inspection to continue and not
wait for official re -submittal of revision. This also allows for us to provide several field revisions
and inspections in the field, so all revisions can be submitted later, resulting in less re -
inspections. Additionally, inspectors may manually add additional inspections in the field that the
customer was not able to get scheduled in the system due to system prioritization order.
Preliminary life safety inspection before TCO or CO can also be requested.
Planning Department: In an effort to streamline the permit review process, the Planning
Department evaluated 208 permit types and work -classes to identify permits routed to Planning
which did not require the department's review. This significant effort served to update the review
process by removing unnecessary routing of permits such as Shop Drawings and Sub -permits
for Planning -Zoning and Planning -Landscape review if the department's approval is not required
for issuance of the permit. Additionally, the department developed 22 checklists to assist
applicants in identifying documents and information required for a complete and successful
application submittal.
To further assist applicants, the department continues to provide guidance on designs to meet
the City's Land Development Regulations. Unlike state regulatory codes such as the Florida
Building Code and the Florida Fire Prevention Code the City's Land Development Regulations
is not a state-wide code, but rather a unique set of principles which regulate the built
environment as well as uses particular to Miami Beach. These regulations can be complex and
difficult to navigate and require familiarity with regulations to design compliant projects. As such
staff regularly meets with design professionals and property owners to provide guidance
concerning compliance with zoning regulations and develop options when applicants are faced
with challenging designs or site conditions.
The department has also created a no -cost, fast -track paint permit for applicants selecting
colors from the City's pre -approved paint palette. This permit is available online and can be
applied for and issued in minutes. Other services provided by the department include a Historic
Property Database to determine if properties are in historic districts or individually designated.
Page 1975 of 2240
This information is important when considering improvements to existing structures which may
require approval from the Historic Preservation Board. In collaboration with the Department of
Information Technology, searchable databases of Conditional Use Approvals and permits
issued in Historic Districts were created. These databases are used by development teams to
research prior approvals which may be necessary for applications to Land Use Boards and
Building Permits. Additionally, the department also created a series of FAQs for processes
related to or requiring Land Use Board approval and posts links to the Resiliency Code which
was recently updated to be more transparent and facilitate interpretation by architects and other
stakeholders. The department will publish the Resiliency Code using the Gridics platform which
will not only enhance transparency of the code but combines several data sources to obtain
comprehensive information at the parcel level to facilitate compliant submittals. Implementation
is expected by end of 2023.
Environment and Sustainability Department: The Environment and Sustainability Department
("E&S") receives a high volume of calls for one plan reviewer to address. To make sure that a
live person can answer and provide service, E&S initiated a project request with Information
Technology ("IT") in order to create a more efficient phone system for the Urban Forestry
Division ("UF"). IT recommended setting up an automated voice recording ("AVR") system to
clearly outline service options for callers; this would prompt callers to select between permit
reviews/tree removals, inspections/code violations, and general urban forestry questions. Each
menu option directly routes to a OF team member; if a staff member is unable to answer the
call, the caller would be routed to the E&S Main Line to reach a department representative,
maximizing the user experience and ensuring the public can reach someone during business
hours without the added frustration of leaving a voicemail. In addition, the AVR system allows
callers to reach team members directly using the employee directory. These options, as well as
general information about office hours, are available in both English and Spanish.
According to the call reports generated by IT, OF receives an average of 130 calls per month.
These calls include but are not limited to tree removal permit requests, reports of unapproved
tree removals, and questions regarding violation status. OF consists of three members who
share these tasks. Inspections are typically conducted on Tuesdays, Wednesdays, and Fridays
and permits are reviewed daily with a 10-business day deadline for evaluation. OF has an
average turnaround time of 8 days for OF Tree Removal permits, and 2 days for Building
Department permits requiring the discipline. Since implementing the AVR system on March
31 st, staff has found the process to be streamlined, making it easier to receive calls directly
related to the roles for which they are responsible and allowing customers to reach a team
member if staff are in the field or otherwise unavailable. This is an ongoing effort with IT to make
improvements to the system and guarantee a positive resident experience.
Furthermore, E&S performed a thorough review of the Building Department checklists to add
newer Ordinance requirements from the Environmental Resources Management Division for
sediment and erosion controls and the associated signed affidavit. This ensures everyone is
aware of permitting requirements, regardless of how often they seek a Building Permit.
Information Technology Department: The Information Technology Department ("IT") has
implemented the following technical system improvements, including annual upgrades of full
server infrastructure to align with Tyler Enterprise Permitting and Licensing (formerly EnerGov)
best practices. IT has also designed a more modem infrastructure solution for Tyler. The goal
was to 1) create a scalable distributed architecture; 2) conform to an environment that could be
better supported by the vendor; and 3) improve overall performance of the system.
Page 1976 of 2240
Furthermore, IT designed and implemented an annual citywide "Software Lifecycle" process by
which all three pdmary ERP systems are upgraded in a more refined and predictable fashion.
This has allowed for realistic expectations for the vendor fixes and/or enhancements which are
tracked throughout the year through department engagement and daily support operations. The
following features have been added as part of the upgrade:
Change in customer login experience
Tyler's Modem Login technology has been implemented, which enables better controls
of contacts and will assist in the consolidation and cleanup of records and provide a more
singular view for our residents and businesses when using CSS.
Change in Cb Staff User Experience
The Enterprise Permitting and Licensing application will now only be available in a more
modem and secure user interface. This will provide a more streamlined and secure
experience as departments are transitioned.
Records Cleanup -
IT identified that Enterprise Permitting and Licensing had more than 70K open records.
These were a combination of Permits Plus records that were transferred over and
records that remained open based on several operational factors. IT worked with each
department to identify which records could be changed to a more appropriate status and
Mich ones could be closed programmatically. A substantial number of these records
were closed, which has led to improved system performance. Departments will continue
to work on merging existing contacts and eliminating duplication of new contacts in the
future.
Customer Relationship Management System implementation (CRM) - As part of IT's
continuous assessment of Tyler's products and other technology gaps, IT is working towards
the consolidation of hundreds of thousands of contact records for the City's residents and
businesses. As part of this initiative, IT is working to implement a city-wide Customer
Relationship Management ("CRM") platform that will allow a more wholistic view of those we
serve. This CRM system is expected to go live in the early Fall of 2023 and will provide a
centralized look into our customer interactions and records. With this step taken, the City can
then introduce solutions for customer information (open requests, permits, violations, etc.) to
appear in one place. This would augment the City's customer service call centers and add
functionality to recognize customers when they call in to the phone system. These solutions will
allow for more transparency and provide accurate metrics that will enable departments to better
tend to our resident and business' needs.
Telecommunication Improvements - IT is working to implement new call center, 311, and
interactive voice response (IVR) systems as part of their multi -year customer experience
improvement strategic plan. As part of this initiative, IT has worked extensively with the
Customer Service Center and are currently developing improvements with the Building
Department, Code, Public Works, and others. Once complete, City departments will be
transitioned and onboarded beginning in the late summer and through the end of 2023.
Public Works Department: The Public Works Department reviewed all permit types and work -
classes to eliminate unnecessary permit types/classes. The Public Works Department has also
modified the process in which applicants submit permits. Previously applicants were able to
apply for different permit types and work classes without providing any initial required
documents. The Public Works Department, with the assistance of the IT Department, has
modified every permit type and worts class to require the applicants to provide all the initial
required documents poor to submittal. This will provide more complete initial permit applications
Page 1977 of 2240
and improve the review process. Additionally, the Public Works Department has updated their
website to include checklists for each permit type and work class. The Department of Public
Works has also created an FAQ (Frequently Asked Question) section on their website to
provide various detailed answers to various common question applicants may have in regard to
general permit questions, as well as specific permit types and work classes. This FAQ page will
help guide applicants along the permit process and provide an immediate answer to common
questions. Finally, the Public Works Department is in the process of finalizing a monthly survey
that will be sent out monthly to active permit applicants, requesting feedback with their interaction
to the Department and permitting process as whole. This survey will provide the Department
with insightful information regarding the permit process as well as help improve customer
service.
The City contracted with Berry, Dunn, McNeil & Parker LLC ("BerryDunn") on March 22, 2023
to assist in analyzing the City's development processes from initial due diligence complete
through
certificate of occupancy or completion in order to assist with both process and productivity
improvement and to ensure that its regulations and processes relating to development projects
are fair, balanced, and efficient.
Upon receiving a Notice to Proceed, BerryDunn began communicating immediately with the
Administration to establish schedules, develop a work plan and proceed with
transferring information. BerryDunn divided the project into two phases. In Phase 1, BerryDunn
assessed the current permitting process, including, but not limited to, information -gathering, fact-
finding meetings, including focus group sessions with external stakeholders (e.g. property
owners, developers, contractors, permit expeditors, and other interested parties, etc.), and as -is
process diagrams.
Phase 2, consisted of the consultant's research, peer benchmarking, recommendations for
improvement report and a presentation of its findings and recommendations to the
Commission during the September 13, 2023, Commission meeting. A copy of the
recommendations report is attached.
The combined efforts of the City Departments and the Consultant is moving the permit process
in a positive direction. Continuous evaluation, collaboration, and implementation of best
practices will lead to further improvements and a better customer experience.
SUPPORTING SURVEY DATA
N/A
i 1Mi4n.i
Does this item utilize G.O.
Bond Funds?
Page 1978 of 2240
No
No
Strategic Connection
Organizational Innovation- Make Miami Beach more business and user-friendly.
Legislative Tracking
Office of the City Manager
ATTACHMENTS:
Description
o BerryDunn - Miami Beach Recommendations for Improvement 8.31.2023
o Exhibit 1
Page 1979 of 2240
BerryDunn
City of Miami Beach
Recommendations for Improvement
Version 3.0
I?" 'k, IA �BEACH
1 "'1 ,rl::; r ,V i
berrydunn.com
Submitted by:
BerryDunn
2211 Congress Street
Portland, ME 04102-1955
207.541.2200
Kevin Price, Principal
kprice@berrydunn.com
Keri Ouellette, Project Manager
kouellette@berrydunn.com
Submitted on:
August 31, 2023
Page 1980 of 2240
BerryDunn
Foble of Contentg
BIEAC�-
Section
Pane
Tableof Contents.........................................................................................................................i
1.0 Executive Summary .............................................................................................................
0
2.0 Introduction..........................................................................................................................
2
2.1 Project Background..........................................................................................................
2
2.2 Work Performed...............................................................................................................
2
2.4 Common Terms and Abbreviations...................................................................................
3
2.5 Strengths of the Development Review Process................................................................
3
2.5.1 Customer Service.......................................................................................................
4
2.5.2 Public Information......................................................................................................
4
2.5.3 External Stakeholder Training and Engagement........................................................
4
2.5.4 Culture of Continuous Improvement...........................................................................
5
2.6 Challenges and Opportunities for Improvement................................................................
5
3.0 Trends and Best Practices..................................................................................................12
3.1 Centralized One -Stop Shop for Development Review......................................................12
3.2 CSS/Civic Access Portals and Decision Tree Navigation.................................................12
3.4 Indemnification and Hold Harmless Agreements and Certifications.................................13
3.5 Benchmarking..................................................................................................................14
4.0 Recommendations for Improvement....................................................................................18
4.1 Recommendations for Improvement Approach................................................................18
4.2 Recommendations for Improvement................................................................................21
5.0 Next Steps..........................................................................................................................52
5.1 Upcoming Tasks and Deliverables...................................................................................52
Appendix A: Current Environment Report and As -Is Process Diagrams....................................53
Recommendations for Improvement Report I August 11, 2023
Page 1981 of 2240
b' BerryDunn ~`,
_0 1 vocutive 9uri,in,iorNr
As the City of Miami Beach (City) continues to experience investment and new development,
there has been additional pressure on the City to continue to innovate and streamline the
development review process. City staff have been challenged to coordinate processes across
departments. The City has several unique features that make it a desirable place to live and visit
but they also necessitate a complex regulatory framework to help ensure the safety of residents
and visitors and support a more sustainable future for the community.
City staff include dedicated professionals with a range of expertise to address the development
challenges of the community. In recent years, the City has moved forward with initiatives to
modernize the departments (with the implementation of EnerGov/EPL and eReviews), to
enhance information provided to the public on the development review process, and to improve
customer service, including implementing customer service standards and establishing regular
training and outreach opportunities for the public. Still, City staff face challenges in coordinating
a complex review process across multiple City departments and external agencies and
communicating policy, process, and state and local code changes to staff and the public.
Department and division functions, as they relate to the development review process, have
become siloed, making it challenging to implement cross -departmental change.
In February 2023, the City retained Berry Dunn McNeil & Parker, LLC (BerryDunn) to assist in a
review of the City's regulations and processes relating to development review. BerryDunn was
tasked with assessing the City's development review process, including all involved
departments, and providing recommendations for process improvement.
The primary goals for this project as expressed by City leadership include improving customer
service, communication with the public, and how the City is perceived by the public as it relates
to development.
The following pages describe the work completed by BerryDunn, summarize the findings of the
Current Environment Assessment Report, share best practices related to the City's
development review challenges, and provide detailed guidance for 12 recommended initiatives
to improve the City's development review process. Below are some key observations from
interviews, background information, and focus group meetings that guided the development of
the recommendations for improvement:
There is a need for greater clarity and communication in navigating and understanding
the City's complex regulations and processes.
The City has made significant changes to streamline the review process and improve
communication with external stakeholders.
Updates on process improvements, new initiatives, and policy changes could be more
effectively communicated to the public.
Recommendations for Improvement Report I August 31, 2023
Page 1982 of 2240
bBerryDunn
Departments are not coordinated in the development review process, either in
communication to the public or internally to manage or improve processes.
Departments have not fully leveraged the tools and technology that are currently
available to staff.
Recommendations for Improvement Report I August 31, 2023
Page 1983 of 2240
• f^i t _ /1
b- BerryDunn-- `�.�r
9-0 Introduction
This section of the report describes the background of the project, work performed, common
terms and abbreviations, and a summary of challenges and opportunities identified in the
Current Environment Assessment.
2_ Project Background
The City has retained BerryDunn to assist in a review of the City's regulations and processes
relating to development review. The focus of the project is to review, diagram, and evaluate the
City's current business practices; prepare an analysis of the City's current environment; solicit
feedback from the development community; and provide recommendations for service
improvement.
22 Work Performed
In April 2023, BerryDunn conducted an initial project planning meeting with the City project team
to clarify project goals and objectives, identify known project constraints, and refine project
dates and tasks. Following the meeting, BerryDunn requested information from the City to
become more familiar with the current environment.
In April 2023, BerryDunn administered a web survey to external stakeholders through the
project website developed on Social Pinpoint. The City disseminated an information letter with a
link to the Social Pinpoint website to a list with over 30,000 contacts. The purpose of this survey
was to provide an understanding of the current challenges in the development review
environment. In April 2023, BerryDunn also conducted virtual focus groups with external
stakeholders. In May 2023, BerryDunn conducted a series of fact-finding meetings and as -is
process diagramming meetings. During the fact-finding meetings, BerryDunn conducted on -site
observations and interviews with external stakeholders in the development community, City
staff, and City leadership. Current processes, challenges, and opportunities for improvement
were also documented.
As follow-up to the fact-finding meetings, BerryDunn conducted an as -is diagramming process
and documented the City's process steps in Microsoft Visio. The as -is diagramming helped to
identify challenges and opportunities in the current environment. During this process, BerryDunn
also used data collected from the survey and fact-finding meetings to identify challenges and
opportunities for process improvements. These process diagrams are included in the Current
Environment Assessment Report as Appendix A of this report.
In June 2023, BerryDunn compiled information from fact-finding meetings, diagramming
sessions, and meetings with external stakeholders into the Current Environment Assessment
Report. This report outlined current business processes, as well as strengths and challenges
with the existing process. The report included primary challenges and opportunities for
improvement, which is the basis for establishing recommendations for improvement. BerryDunn
shared the report with City staff for review. The report was finalized in July 2023.
Recommendations for Improvement Report I August 31, 2023
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b BerryDunn
9 _ , Common Terrog and Abbreviations
"'� ice' A
The following table contains common terms and abbreviations used throughout the report, along
with associated definitions and explanations.
Table 2.1: Common Terms and Abbreviations
Term
Common..
De hOw
BerryDunn
Berry Dunn McNeil & Parker, LLC
BPI
Building Permit Initiation
CAPM
Certified Associate in Project Management
City
City of Miami Beach
County
Miami -Dade County
CPMP
Construction Parking Management Plan
CSS
Citizen Self -Service
EPL
Enterprise Permitting and Licensing (formerly EnerGov)
External
Stakeholder
External stakeholders of the City of Miami Beach's development community that also
may be previous, current, or future customers of the City
FTE
Full -Time Equivalent
Issue
A point or matter in question or in dispute, or a point or matter that is not settled and is
under discussion or over which there are opposing views or disagreements
IT
Information Technology
PIC
Process Improvement Committee
PMT
Project Management Team
ROW
Right -of -Way
SOP
Standard Operating Procedure
SME
Subject Matter Expert
2 - 5 Strengths of the Develooroent Review ProcegQ
This project focused on identifying opportunities to improve process and service delivery;
however, strengths were observed during BerryDunn's analysis. The primary strengths are
summarized below.
Recommendations for Improvement Report i August 31, 2023 3
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BerryDunn
2.5_- Cuworner Service
E ,� ( B :
During fact-finding interviews with staff members, it was evident that Miami Beach has staff
members who are dedicated to what they do and believe in the City's ability to improve and be
successful. Additionally, many external stakeholders discussed that the staff members care
about what they do and are supportive and invested in helping them through the process. The
City also has established Service Excellence standards, which guide the City's customer service
model and outline expectations for City staff when interacting with the public through a variety of
mediums.
The City conducts a yearly satisfaction survey. Results are published publicly. In addition, the
Building Department has a customer service survey that is shared with all customers. Feedback
from these surveys have resulted in changes to improve communication and provide more
opportunities for stakeholders to communicate with staff.
25 9 Public Information
The City provides a significant number of resources on its website. The Building Department's
interactive permit guide is an innovative tool that helps applicants visualize what renovations or
remodels may require a permit. Customers can click through different renovation scenarios to
determine if they need a permit and what permit they should apply for. Department websites
contain detailed checklists, application forms, and frequently asked questions (FAQs) about
individual department processes. The Building Department has also created a standard
operating procedures (SOPs) document that is shared on the department website, outlining
procedures for each step from permit intake to construction completion. The SOPs provide
specific instructions and department policies related to different Building Department functions
and processes (e.g., contractor requirements, electronic plan review, payments). Department
websites contain information for applicants to navigate individual processes as they pertain to
that specific department.
95 A I wernal Stakeholder Training and Lngageroent
Building Department staff host informational sessions about the development review process
with members of the community on different topics, including building recertification, building
code changes, and private provider training. The department also hosts monthly Citizen Self -
Service (CSS) sessions to help customers navigate the permit application process. These
sessions have helped applicants submit more complete applications and learn about the City's
submission portal and processes. These sessions can help build trust between the City and
community and help applicants work through any pain points that they are experiencing.
The Building Department also hosts quarterly industry meetings to gather feedback from
stakeholders. These meetings were initiated in 2019 and provide opportunities for the
development community to provide feedback to the City on the review process.
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4
b BerryDunn E) � �C
25. , Culture of Conunuous IrnDrovoment
Miami Beach has forward -thinking staff members who work on business process improvements
to help their departments become more effective and efficient. This helps build a foundation for
success in implementing recommendations and working through future challenges. Some
examples of recent improvements to the development review process include streamlining the
construction parking management plan (CPMP) review process for certain sub -permits and
developing how-to guides and videos to assist applicants in the permitting process.
Based on data from the City's Building Department Dashboard, the average time that it took for
an application to go through the process and become an issued permit was reduced from 137.5
days to 86.7 days from January 2022 to December 2022. The average amount of time that it
took for an application to become finalized was reduced from 260.3 days to 109.8 days from
January 2022 to December 2022.
26 Challenges and 0-)-)ortuniues for lr►»rovervient
BerryDunn identified 15 challenges as a result of the project planning, fact-finding, process
diagramming, and external stakeholder outreach activities completed to date. The challenges
identified in Table 2.2 present the overall or primary challenges and opportunities for
improvement that BerryDunn identified as themes from key functional areas in the City.
Table 2.2: Current Challenges and Opportunities for Improvement
The development review process is
layered and complex. The City's unique
geographical location and significant
historic districts require specialized review
by various boards, departments, and
external government agencies. As a
result, this process can be confusing for
applicants. The City's website does not
provide clear guidance on full
requirements for the process. There is
also some redundancy in reviews by City
staff. For example, some sub -permits are
required to be applied for separately,
even if these items are reviewed during
the review of the master permit
application. This adds additional time for
both the applicant and City staff.
The City should consider eliminating duplicate
review processes where it is possible to do so
without compromising safety or compliance. If
greater responsibility is placed with the applicant to
identify changes made when resubmitting plans,
reviews by departments that have already
approved a project could be eliminated in certain
circumstances.
Additionally, where applicants provide sufficient
detail at the time of the initial building permit
application, some sub -permits could be created,
reviewed, and issued concurrently with the master
permit.
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bil BerryDunn
;-, f-- L � �
Current Challenges d Opportunities
L
for Improvement
Permit intake staff are not sufficiently
The City should consider offering training for permit
}�-- trained to conduct a thorough
intake staff on how to read plans and what should
completeness check at intake. Plans
be included in an application for a specific permit
are often approved for review with
type. Increasing the ability of permit intake staff to
missing information or a scope of work
conduct more thorough completeness checks can
that does not match the permit type or
help ensure that reviews are routed to the correct
plans. Staff often use the first review as a
review disciplines and help ensure that all required
completeness check to get the
information is included in the application. This can
- appropriate documentation from
increase the time that review staff have to review
applicants.
applications because the first review would not
serve as a completeness check.
The City detailed information about specific
aspects of the development review process.
Improvements to the organization of this
information and coordinating information provided
by all departments could help to improve the
review process and the quality of plan and permit
applications.
The City should consider establishing a decision
Publicly available information on the
tree in CSS to help applicants navigate the permit
development review process does not
process and determine which permit type they
provide clear guidance on process
should apply for. The City should also consider
requirements. External stakeholders
creating a document that defines what types of
have noted that information on the Ci 's
., •-'�- ty
projects would fall under a particular permit type to
website is not coordinated or presented in
help applicants better understand what to apply for.
a way that provides clear guidance on the
The City should also consider housing all of the
" - steps in the process or requirements for
development review requirements for each
specific project types, including when
department under one centralized location.
sz certain permits, reviews, or public
Currently, requirements are listed on each
hearings are required.
department's webpage and can be hard for
applicants to find information, especially when one
project requires review by and/or separate permits
from multiple departments or agencies. Application
checklists and guides for various departments
could be centralized in one location. The City
should also consider providing flow charts for
x
complex permit types to help applicants navigate
the development review process.
Recommendations for Improvement Report I August 31, 2023
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b. BerryDunn
Current Challenges d Opportunities
for Improvement
Some process steps and functions
happen manually, which is time
consuming for staff and can result in
delays due to human error or
' inconsistency due to lack of staff
The City should consider exploring additional
training. Staff reported that there are
functionality and workflows in EnerGov to eliminate
several processes that happen manually,
manual processes. This can decrease the amount
including the calculation of parking fees
of time that staff are using to conduct manual tasks
and assigning reviewers to an application.
and reduce human error. The City should consider
EnerGov automatically adds all review
adding permanent parking space removal as a
disciplines to a review, and permit intake
sub -permit or as an additional layer of review in the
staff must manually remove reviewers
building permit process. Building out a workflow to
who are not required to review an
track and review parking space removal will allow
application. Some statuses in EnerGov
staff to be able to easily track the number of
are manually changed by staff, and the
spaces removed, assess fees, and create reports.
change is often not reflected in CSS for
the applicant. Staff are not easily able to
access data on the removal of parking
spaces.
Coordination and communication
among departments involved with the
The City should consider establishing standards for
development review process is
internal communication and coordinate to help
y¢ inconsistent. With several departments
ensure consistent and efficient reviews. When
and agencies involved in the review
internal communication improves, this will have a
process, there are several points at which
direct positive impact on external communication to
better internal communication could
customers and will increase transparency and
improve efficiency for both staff and the
Predictability for applicants. The City should also
applicant. Staff have noted that changes
consider establishing one point of contact for the
requested by one reviewer/department
applicant during their review. Currently, each
can impact the review of another
reviewer leaves their contact information in their
department, or one reviewer's comments
comments, and applicants often reach out with
may conflict with another reviewer's
questions or lobby each reviewer for different
comments. Also, a certain project scope
responses. Establishing one point of contact for the
may require a sub -permit from another
Project can streamline communication with the
department (tree permit, ROW permit).
applicant.
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BerryDunn
I _ A
7
- _
= There is a lack of consistency in
communication and responsiveness
The City has developed Service Excellence
across City departments. While several
standards that should be followed to the greatest
external stakeholders noted that staff are
extent possible. Consider working with the City's
responsive and helpful, it has also been
customer service team on monitoring progress in
reported that there is inconsistency in
complying to standards and identifying areas for
responsiveness from staff within and
improvement.
across departments.
The City should consider prioritizing current
applications for land use board agendas to
streamline the process and reduce the time
between hearings, provided the applicant is able to
submit the necessary information in the appropriate
time frame.
Other opportunities to streamline the board
The land use board review process is
approval process can include board training and
long. It can take three to four months for
enhancements to staff report documents that can
a hearing to be held and if the applicant
help to keep the board discussion focused on the
needs to reappear before a board, it can
codes and requirements of the applications. A
take an additional three to four months for
consent agenda for a specified and limited number
that hearing to be scheduled.
of application types may also provide the
opportunity to delegate reviews to staff while also
providing high-level board oversight.
The City may also consider adding meeting dates
during peak seasons of the year or establishing a
policy for holding special meetings on a limited
basis to accommodate more land use board
-
applications when needed.
Recommendations for Improvement Report I August 31, 2023
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bBerryDunn
L
� A '�'
;`�; �� I I
Current Challenges . Opportunities
forImprovement
BerryDunn has noted several opportunities where
">
improvements to system configuration could help
to improve efficiency, reduce the chance of human
error in data entry, improve communication and
transparency, and streamline the review process.
EnerGov is not being used
The City should consider reestablishing a change
consistently across departments and
control/advisory group to help ensure that changes
is not being used to its full capacity.
made to the system are implemented appropriately
Staff knowledge of the system and its
and done with consideration for all end -user
functionality varies among departments.
groups.
There is no process for identifying and
In coordination with the change control/advisory
coordinating global system changes and
group, the City should consider establishing
no cross -departmental work group or
functional EnerGov leads for each
other collaboration on addressing system
department/division. The role of functional leads
issues or making system changes.
could be to facilitate communication among users
across departments, coordinate with IT on
configuration changes and updates, share system
knowledge with internal department staff, and
assist with developing system training and training
manuals.
County and State agency reviews can
cause significant delays in the
Comprehensive guidance on process
development review process. When
requirements, including county and state
external approval is required, City staff
processes, could help ensure that applicants are
are not able to approve projects until the
aware of all required approvals when they begin
applicants submit plans that are approved
the process. The City may also consider
by the County or State. Several external
opportunities to coordinate messaging to the public
stakeholders noted that county and state
with county and state agencies to help ensure
review processes can add one to two
consistency in information received by applicants.
months to the building permit process.
Recommendations for Improvement Report I August 31, 2023
9
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U, BerryDunn
Current Challenges and Opportunities
External stakeholders call and email
for Improvement
IMMU
about the status of reviews as well as
requests to take review permit
applications out of order, taking up
significant staff time. Staff noted that
The City should consider establishing one point of
they spend a significant amount of time
contact for the applicant during their review.
responding to calls and emails from
Currently, each reviewer leaves their contact
applicants and expediters asking about
information in their comments, and applicants often
the status of their review or to review their
reach out with questions or lobby each reviewer for
application sooner. Often, customers are
different responses. Establishing one point of
requesting information that can be
contact for the project can streamline
obtained via the CSS portal. Time spent
responding to emails and calls takes
communication with the applicant.
away from the time that reviewers can
spend reviewing applications and meeting
with applicants when reviews are
necessary.
Some fees are added and calculated
manually, and fees are added at
different points in the process. Fees
are sometimes miscalculated based on
incorrect information provided by the
The City could consider system configuration
applicant, which requires manually
changes that would allow for automatic calculation
changing the fee and, if paid, refunding
of fees. In addition, strategically timing the
the original fee amount. Applicants often
assessment and invoicing of fees would create
miscalculate the valuation of their project
consistency for the applicant. For example, if
or the square footage or do not
project valuation or square footage needs to be
understand how to correctly determine
confirmed by a technical reviewer, the workflow
these numbers for fee calculation. Staff
could be adjusted to have fees assessed later in
also noted that separate revision fees are
the process to reduce the number of manual fee
assessed by each department, typically a
changes and refunds that need to be processed.
per -page fee, which may result in the
applicant receiving multiple invoices for
revision fees at different points in the
review process.
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10
b BerryDunn
BEACH
...
Reviews may be assigned, and
inspections and sub -permits added to
permits where they are not required,
causing confusion for applicants and
System configuration changes and additional
delays in the process. Staff noted that
training for permit clerks could help to streamline
inspections are plan reviews are
the review process and help ensure that permit
automatically added to a permit
applications are routed correctly. The City should
application based on the permit type.
Since one permit type covers a variety of
consider having the reviewer from each
project scopes (e.g., residential alteration
department be responsible for confirming that their
could be entirely interior or include
department's required inspections have been
exterior work) all inspections and reviews
automatically added to the workflow.
that could be required are added,
resulting in inspections and reviews often
being added when they are not required.
Applicants may apply for a sub -permit
instead of a revision to the master
permit, causing delays or
Clear and consistent language regarding the
inconsistencies between the master
permit and sub -permits. Exterior
revision and sub -permit processes could help to
alterations, like windows or railings,
reduce confusion by applicants. Additionally, the
require a revision to the master permit,
City should consider updating or adding descriptive
unless the change is the same as the
language or questions on revision and sub -permit
master permit. Applicants often apply for
applications to better guide applicants to the
only a sub -permit, and projects are
correct process.
delayed until an additional application for
a revision is submitted for review.
The City should consider establishing standards for
Review comments can be unclear and
review comments, including required elements like
inconsistent. External stakeholders
links to external agencies, requiring a narrative of
noted that review comments were often
changes, and reviewer contact information. Some
unclear and varied between reviewers.
departments currently have standard comments
Each department has its own standards
that all reviewers use to respond to common
for providing review comments. This was
changes. Each department should consider
confirmed through BerryDunn's review of
establishing "canned" review comments that
a random sample of review comments.
reviewers can use. This list or library of comments
should be reviewed regularly for consistency in
language, tone, clarity, etc.
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11
1-- ,,
bBerryDunn
1_0 Trends and Best Praeiueeg
This section includes trends and best practice considerations for the City of Miami Beach based
on BerryDunn's experience and research conducted in developing the recommendations
contained in this report.
-A_ - Centralized One-Stor) Shoo for Develoori,ient Review
Some municipalities have consolidated development review information into a one -stop -shop.
Having information on the development review process in one central location can help
applicants better navigate the process and reduce the chance that applicants miss information
that is housed on different departments' websites.
The City of Miami's Permitting Landing Page includes guides on the permitting process, how to
submit a permit application, information on in -progress projects, and resources for various
phases of the review cycle. The permit catalog page directs users to step-by-step instructions
for different permit types and includes links to relevant forms, guidelines, ordinances, and
websites for external approval agencies.
The City of Grand Prairie, TX has a permitting landing page that includes information on specific
permit types, licenses, and contractor registration information. Under each permit or license
type, an applicant can view the specific information needed to apply for that permit or license.
The city shares review requirements, including the application for the permit type, and
information on how to apply for a permit in the city's Customer Self -Service portal.
The City of Tampa, FL Construction Services Department's website has information on online
permitting and inspections, information on different residential and commercial permit types, fee
estimators, and design professional and contractor resources. Under residential and commercial
permits, applicants can click on the over 70 permit types that the city has and get information on
permit applications, fees, plan review, inspections, and project closeout.
By setting up a central online location for development review information, customers will be
more likely to understand the full process and less likely to miss key information or
requirements. For example, listing additional permits that may be required from other
departments (Parking, Public Works) for a new construction project will improve awareness of
these requirements and streamline the process. Additionally, laying out a clear, step-by-step
process for the applicant will provide applicants with an understanding of the sequence of steps
required and the timeline for review, which will help to set expectations for the process.
4_2 CSS-Civic Aeeess Portals and Decision Tree navigation
Several large municipalities with complex regulatory environments have updated their customer
portals to implement current technology available through Civic Access (CSS). Integrating a
well -organized municipal website with the CSS portal is a best practice for assisting customers
in navigating a lot of complex information most efficiently.
Recommendations for Improvement Report i August 31, 2023 12
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6, BerryDunn
In addition to a development review process landing page, the City of Overland Park. KS has a
robust Civic Access portal that allows customers to submit permit applications, defines each
permit type, shares daily inspections and routes, and includes a fee estimator.
The City of Boulder, CO has developed a user-friendly CSS landing page with cards (or links) to
the most commonly requested information and services. When a user navigates to the "Apply"
page, they are given an option to use the decision tree functionality to have the system assist
the applicant in identifying the correct application type, rather than requiring applicants to scroll
through a long list of application types.
The City of McKinney. TX has built a smart development guide (Development Navigation
Assistant, or DNA) to allow applicants to instantly get answers to questions about their project
and receive a custom, step-by-step guide to the development review process for their project.
The program uses a smart rule engine to build logic behind the guide. After entering project
information, including size, use, location, and answering a series of guided questions, the
program will provide a customized guide with specific tasks to be completed by the applicant.
Applicants can log into the system to review the list and track their own progress.
-A_ , Indemnification and Hold I lorr►lless AgreementQ and
Certifications
Indemnification and hold harmless agreements are contracts that protects one party from
losses, damages, or other responsibilities caused by another party. By entering an agreement,
the other party agrees to not hold the initial party liable for certain risks.
Several Florida communities use indemnification and hold harmless agreements to protect the
municipality from liability related to construction and development activities. Some examples
can be found from the City of Miami, the City of Tampa, and the City of Fort Lauderdale. The
City of Miami requires applicants to submit an indemnification/hold harmless affidavit as part of
the permitting application process. The City of Miami Beach requires an indemnification and
hold harmless agreement for phased construction. By signing the affidavit, the applicant
acknowledges potential risks associated with the issued permit for phased work and agrees to
indemnify, defend, and hold harmless the City from any claims arising out of or in connection
with the issued permit. A similar agreement or affidavit could be used during the plan review
process to help ensure that applicants correctly document changes and to require that
applicants take responsibility for any undocumented changes.
To address and streamline the plan review corrections process, the City of Chicago requires all
building permit applications submitted through their standard review process to follow the
Certified Plan Corrections program. This program is only applicable to building permit
applications. If a design professional agrees and accepts all plan reviewer comments and does
not have additional changes, the design professional may assume responsibility for compliance
without needing additional plan review. The design professional(s) must address all plan
reviewer comments, and all changes must be clouded, dated, and initialed. Along with a
Recommendations for Improvement Report I August 31, 2023
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13
BerryDunn
BF
summary sheet that lists each correction, outlines the changes, and list the sheet(s) were the
changes were made, the design professional is required to submit a certified correction form
that must be signed and sealed by the architect and engineer(s). The project team must
respond to corrections or complete tasks within 120 days.
To help ensure that reviewer comments are addressed, the City of Miami Beach could consider
including a similar affidavit or certification. Applicants could be required to document changes
through a resubmittal cover letter or narrative as well as clearly clouding changes on plans. This
would place greater responsibility on the applicants to address reviewer comments adequately
and would facilitate the review of resubmittals. When the resubmittal is routed, reviewers would
only need to review changes rather than the full permit application. Additionally, requiring design
professionals to certify that no other changes have been made will help to ensure that plan
changes impacting another department's approval are identified and reviewed.
Placing greater responsibility with the applicant and design professional would streamline the
resubmittal process. Applicants would be responsible for addressing reviewer comments clearly
and transparently, and City staff would have documentation of what changes were made.
4_5 Henchr�iorkinq
Peer comparisons, or benchmarking, can provide useful insights into how Miami Beach
compares with other organizations' development review operations. The environment Miami
Beach operates within is unique in many ways, including demographics, community
characteristics, economic characteristics, geographic characteristics, and organizational and
fiscal structure. The City also operates in a unique regulatory environment that differs from other
municipalities. That said, the selection of peers for comparison attempts to reflect as closely as
possible the attributes of Miami Beach, including population or volume of permits processed.
Peer communities were based on proximity to Miami Beach, total population, and/or similar
number of building permits processed. Data comes from U.S. Census Bureau, Building Permit
and Inspection Utilization Reports, and information on an organization's website.
Table 3.1: Peer Community Benchmarking
Recommendations for Improvement Report I August 31, 2023 14
Page 1996 of 2240
kj BerryDunn
Building
permits
Inspections
City
Population
Annual
Annual permits
Annual
Annual
Permit •
inspections
applications
issued/
inspection
inspections
staff (FTE)
submitted
approved
requested
conducted
Coral Gables
(2019)
48,375
10,639
10,006
37,121
32,435
15
Boca Raton
(2020-2021)
95,787
12,446
12,670
99,627
99,627
65
Daytona Beach
74,437
7,164
7,115
33,803
33,803
23
St. Petersburg
258,201
24,468
36,814
77,777
72,078
85.5
Clearwater
116,674
12,169
11,821
26,253
24,640
28.2
*Approximately 70 employees are dedicated to the permitting and inspections process in Miami
Beach, though the Building Permit and Inspection Utilization Report lists 90 in FY22. Per the
City's Building Department, the 90 FTE includes staff that are not directly involved with
processing permits and conducting inspections.
Data in Table 3.1 comes from each municipality's Building Permit and Inspection Utilization
Report. The data give a comparison of the number of applications and inspections conducted by
each organization compared to their total population. All data is from FY22 unless noted in the
table. Permitting and Inspection staff (FTE) data comes from data listed in each municipality's
Building Permit and Inspection Utilization Report in FY22. Data comes from the row titled
"Number of personnel dedicated by the local government to enforce the Florida Building Code,
issue permits and conduct inspections."
Compared to communities of similar populations, like Daytona Beach, Miami Beach receives
and reviews a significantly greater number of permit applications. Clearwater and Boca Raton
have similar coastal geographies and are both located in a larger metropolitan area, like Miami
Beach's proximity to Miami. Though both Clearwater (26.1 sq. mi.) and Boca Raton (29.2 sq.
mi.) have larger populations and larger geographic areas, Miami Beach (7.6 sq. mi.) processed
more permits. Miami and St. Petersburg are larger cities that process roughly 10,000 more
permits per year than Miami Beach but have larger populations and land areas.
It is considered a best practice to share the average time or target time that it takes to review a
permit on a municipality's website or public -facing document. Miami Beach shares this
information publicly through the Building Department Dashboard. Miami Beach staff also share
the review timelines with applicants once their applications have been submitted. The form and
availability of review time frames varies between jurisdictions, and it can be difficult to find
consistent data and metrics in comparable jurisdictions. The information summarized below
Recommendations for Improvement Report I August 31, 2023
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includes the publicly available information from jurisdictions of similar geography, size, or
permits processed per year to Miami Beach.
The City of Miami shared that first round of plan review typically takes 14 days. Special permits
(requiring special planning and/or zoning review) can take up to 35 days.
The City of Fort Lauderdale shared that "approval times vary based on complexity and workload
but we generally attempt to review permit applications within 30 working days."
The City of Fort Meyers shared more specific information on the average plan review time frame
based on permit type:
• Single -Family New/Remodel
o Average Days for Intake: 3 Days
o Average Days in Plan Review: 7 Days
o Average Days for Processing After Plan Review: 2 Days
o Average Total Days: 12 Days
• Commercial New/Remodel
o Average Days for Intake: 3 Days
o Average Days in Plan Review: 17 Days
o Average Days for Processing After Plan Review: 2 Days
o Average Total Days: 22 Days
• Multi -Family New/Remodel
o Average Days for Intake: 3 Days
o Average Days in Plan Review: 13 Days
o Average Days for Processing After Plan Review: 2 Days
o Average Total Days: 18 Days
The City of Clearwater shared target review time frames based on plan type:
• Residential: 4 business days
• FEMA Non -Substantial Residential: 10 business days
• Small Commercial: 7 business days
• Small Interior Build -Outs: 7 business days
• Large Commercial projects with Site Work: 12 business days
• Plans Resubmitted to Address Staff Comments: 3 business days
Other comparable communities, including Boca Raton, Daytona Beach, St. Petersburg, Tampa,
and Coral Gables, do not have average or target plan review time frames publicly listed.
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The City of Miami Beach's average review timelines are listed below:
• Single -Family Residential New/ Remodel
o Average intake 2 days
o Average Plan Review 12 days (all departments)
o Average Processing After Plan Review 2 days
o Average Total 16 days
• Commercial New/Remodel
c Average intake 2 days
o Average Plan Review 15 days (all departments)
o Average Processing After Plan Review 2 days
o Average Total 19 days
• Multi -family New/Remodel
o Average intake 2 days
o Average Plan Review 15 days (all departments)
o Average Processing After Plan Review 2 days
o Average Total 19 days
• Work force housing & Commercial (new Business)
o Average intake 1 day
o Average Plan Review 7 days (all departments)
o Average Processing After Plan Review 2 days
o Average Total 10 days
The City of Miami Beach's review times are generally in line with other Florida communities and
are shorter than many large cities (with similar development review complexity as Miami Beach)
which typically have turnaround times anywhere from 10 business days to more than 30
business days.
Largely missing from comparable community timelines is the average number of days that it
takes to go from application to permit issuance, which Miami Beach publicly shares. Specific
time frames for City review are helpful in establishing when applicants should receive comments
from staff or approval. It can also be helpful to share the average number of reviews and/or the
average time to go from application submittal to issuance or final status. Having target review
time frames and the average timeline for permit issuance can help clarify for applicants on how
long it can take to receive a permit and incentivize them to submit complete applications and
respond to comments in a timely manner to keep the review time frame shorter.
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,_0 Reeoromendadons for Irvioroveroent
This section identifies opportunities for improvement based on review of the Current
Environment Assessment, fact-finding, and interviews with business partners. This section will
include prioritized recommended improvements, including current environment challenges to be
addressed.
Recoromendations for (r►IDrover►ient Aooroaeh
As a result of fact-finding, external stakeholder focus group meetings, survey results,
information provided by the City, and best practice research, BerryDunn has identified and
recommended projects and initiatives to support the City's development review process and
address challenges identified in Section 2.0 of this report and in the Current Environment
Assessment Report. Using the following four prioritization categories below, BerryDunn
developed a sequential list of projects and initiatives:
• Priority Rank: The overall prioritization based on the recommended timeline for
implementation.
• Relative Benefit: The anticipated overall benefit to the City upon completion of the
particular recommendation.
• Ease of Implementation: The anticipated ease of implementing the recommendation.
Considerations for this category include anticipated resources needed for the project or
initiative and the scope of the project or initiative.
• Best Practice: The established procedures to emerging trends will be identified for the
recommendation.
Table 4.1.1: Prioritization Categories
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BerryDunn
Based upon the application of the prioritization categories, BerryDunn developed the following
12 projects and initiatives, listed in sequential order. Each project or initiative has an associated
table with a description, source information, related issues and challenges, prioritization
category rankings, anticipated benefits, potential risks, action items to implement the project or
initiative, and recommended timeline.
Table 4.1.2: Prioritized List of Projects and Initiatives
Establish development review process guidelines and standard operating procedures
(SOPS)
Improve consistency in the use of EnerGov
Improve efficiency of the plan review process
Improve EnerGov workflows
Develop a more efficient and robust permit intake process
Streamline the permit review process
Streamline the land use board process
Centralize all development review application information
Establish a process for the adoption and communication of City development
regulatory changes
Improve consistency and responsiveness in external communication
Improve use of CSS
Centralize process improvement and establish a governance process
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BerryDunn has organized each project and initiative based on the template below:
Table 4.1.3: Recommendation for Improvement Template
Recommendation
Description
Description: This section of the template will contain a description of the challenges and
recommendation.
Related Issue(s)
This section of the template will identify the challenges related to this recommendation.
Prioritization Category Rankings
Ease of the of
Rating of Rating of the Relative Rating of the
Rating Best Practices
Recommendation Benefit (Established, Leading
(High Medium, Low) (High, Medium, Low) (Easy, Medium,
Edge, Bleeding Edge)
Difficult)
Action Items to Implement
This section of the template will contain a list of the action items that are needed to implement the
recommendation.
Anticipated Benefits
This section of the template will contain a list of the anticipated benefits of the recommendation.
Risks
This section of the template will describe potential risks during implementation or if the initiative is not
implemented.
Implementation Timeline
This section of the template will provide guidance on when the initiative should be implemented and
dependency on other initiatives.
Best Practice Considerations
This section of the template will contain a description of best practices related to this recommendation.
Recommendations for Improvement Report I August 31, 2023 20
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,_2 Recounrnendotions for ImDrover►'lent
Table 4.2.1: Establish development review process guidelines and SOPS
Establish development review process guidelines and SOPs
Description
Description: The City should leverage the existing SOPs and process guidance
documents to enhance coordination of departments in the development review
process. The updated SOP should encompass all department requirements and
processes related to the development review process and provide a sequential list of
tasks and requirements from project initiation through construction completion. The
City can build upon existing documentation to coordinate and consolidate information
into a complete document of all development review procedures. Using SOPS to
internally coordinate the development review process can also help to embed
consistency and quality control in the process. Departments can build upon the
existing Building Department SOPs to include standards to be incorporated across
departments for cross -departmental tasks such as electronic plan review, closing out
permits, and assessing fees. Clear and consistent standards for communication will
help to increase clarity and predictability for applicants, which can help with planning
project schedules and resources.
Guidelines can help illustrate the sequencing of steps in the development review
process and the hand-offs between departments and agencies. Guidelines can also
clarify when County, State, and other external agency review may be required and at
what point in the process these agencies should be engaged. Guidelines should be
developed for project types and should incorporate and coordinate existing
documentation, such as permit checklists, forms, and guidance on review by external
agencies.
Expanding the SOPs and guidelines to be consistent and inclusive of all departments
and divisions in the development review process will help to communicate clear
expectations to internal staff and customers and will help ensure that there is
consistency in managing and processing applications. The SOPs and guidelines can
also be supplemented with the use of visual aids, such as workflow diagrams. The
City's interactive guides can be leveraged to help illustrate the required steps in the
process.
Related Issue(s)
• Coordination and communication among departments involved with the development review
process is inconsistent.
• Publicly available information on the development review process does not provide clear
guidance on the sequencing of steps in the development review process.
Prioritization Category Rankings
immm
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Action Items to Implement
0 Task 1: Identify subject matter experts (SMEs) from each department in the development
review process. Staff members will participate in the updates to the existing SOP and guidelines
and development of new documents. They will help coordinate department feedback on the
development and updates to the documents.
0 Task 2: Review existing SOP and guidance documents and identify any gaps as they relate
to the development review process. SMEs will work together to review each document and
identify department processes and tasks that should be added or clarified (e.g., elevator review,
CPMP requirements). The current Building Department SOP provides clear guidance for Building
Department processes. Other department's procedures that are part of the development review
process should be identified and included in the revised SOP.
0 Task 3: Develop an updated internal SOP document that includes all policies and
procedures related to the development review process. Department SMEs should work
together to incorporate all tasks and policies into one internal SOP document. This development
review SOP document should be organized sequentially and should also clearly indicate which
department maintains responsibility for each policy or task (e.g., color -coding). A standard format
for policies and procedures should be used throughout the document to make it easy to navigate
and to facilitate updates to the document. New procedures identified to be included in the SOP
could follow the same format as the current SOP document.
0 Task 4: Identify the most common development review processes. The City SME team
should identify which permit or project types are most common to begin developing external
guidance documents for (e.g., commercial alteration, single-family home). The guidance
documents will pull together existing information (building permit checklists, land use board
instructions, CPMP application form, etc.) to make the process and requirements easier to
understand for applicants follow.
0 Task 5: A universal guideline template should be used to create consistency in format
among guidelines. Before creating guidelines, develop a uniform template for all guideline
documents. This can help make the process easier to navigate from one process to the next for
staff and applicants and will facilitate the development of new guidelines.
0 Task 6: Develop process guidelines that incorporate tasks across all relevant departments
and agencies. The staff members from the respective departments should be involved in
developing new public -facing guidelines using the templates. Leverage the knowledge and
experience of SMEs in each development review process to help ensure requirements and
policies are accurately captured. Guidelines should be developed for use by applicants and
should clearly illustrate the sequencing of steps and requirements in the development review
process. Guidelines should include (or direct applicants to) more detailed information such as the
building permit submission checklists, contact information for external review agencies, or how-to
guides and videos. Each process guideline (e.g., new commercial building) will serve as the
central point of information for the entire review process and link to or incorporate the City's
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developmentEstablish • -
existing informational resources, including permit checklists, fee schedules, ordinances, and other
relevant documents and resources. For example, a new commercial construction guidance
document would begin with necessary land use board approvals (including steps to apply and
reference to documents and department contacts) and also include the building permit application
process (with reference to the existing building permit application checklist), other sub -permits
that may be required, external agency approvals that may be required, required inspections, and
requirements to obtain a certificate of occupancy.
0 Task 7: Use visual aids to help supplement the SOP and guidelines. Using visual aids such
as workflow diagrams and expanding the interactive permit guides can provide applicants and
staff with visual navigation for the development review process. The interactive permit guides
could direct users to guidelines, where appropriate, in addition to the existing checklists. Workflow
diagrams should include each step of the development review process for each respective
department. Workflow diagrams can also include narratives that describe the required documents
for submittal, what happens during plan review, how fees are assessed, and what to expect
during an inspection. The City also has innovative interactive guides and how-to videos that can
be leveraged to help provide a visual connection with requirements in the process.
0 Task 8: Share updated and new SOP and guidelines with departments and external
agencies for feedback before finalizing. Departments should provide feedback on new and
updated documents to help ensure that there are no gaps. This step can also be a beta test to
help ensure that documents can be easily followed and understood by the public. The Building
Department has used the monthly training sessions as an opportunity to share new information or
beta test new processes. Using these sessions to obtain feedback on draft documents could help
ensure that applicants can easily understand documents.
0 Task 9: Finalize SOP and guidelines. When these documents are finalized, all documents
should be stored in a central location, digitally. This catalog should be centrally located and
accessible to City staff. The internal SOP should be a living document that is revisited annually, or
as needed, to be updated as processes and policies change. Public -facing guidelines should be
easily accessible and centrally located on the City website and linked to from the customer portal.
Anticipated Benefits
• Increased efficiency and consistency in how permit applications are processed and managed by
City staff
• Increased communication and coordination among departments as there are identified hand-off
points and documented next steps
Risks
No Action
• Continued lack of consistency, clarity, and predictability in the development review process,
which can create further frustration for applicants and loss of productivity and efficiency for City
staff
During Implementation
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Establish development •
• Staff would need to prioritize developing and updating SOPs and uniform guidelines. This may
cause a shift or a reprioritization with other department initiatives in the development review
process.
Implementation Timeline
This initiative should be started immediately. This initiative should take a total of nine months to
complete. Tasks 1 and 2 should be completed by the end of Month 2. Tasks 3 and 4 should be
completed by the end of Month 4. Tasks 5, 6, and 7 should be completed by the end of Month 7 and
Task 8 and 9 should be completed by the end of Month 9.
Completion of this initiative will support the implementation of other initiatives in this report and will help
to improve internal and external customer service.
Best Practice Considerations
Although creating and maintaining SOPs and guidelines is a best practice, organizations are
challenged to maintain documents over time as process and technology changes are implemented.
The City of Wilmington. Delaware has developed a development review process manual that lists all
steps and necessary permit and approvals required in the residential development process. The
process begins with due diligence tasks to be completed prior to submitting a planning application,
such as determining zoning and status of utility service to a site and provides guidance through
construction completion and submission of as -built drawings. The manual also provides an overview of
fees required and references other approvals that may be required depending on project scope and
site conditions.
The City of Denver. Colorado s Commercial Building Permit Guide provide step-by-step instructions for
the permit process and also explain other reviews and approvals that may be required prior to or in
conjunction with applying for a building permit.
Table 4.2.2: Improve consistency in the use of EnerGov
Description
Description: Departments are not currently maximizing the functionality of EnerGov
(now Enterprise Permitting and Licensing, or EPL) in the development review process.
Departments should work with IT to establish an EnerGov work group to be
responsible for coordinating EnerGov use and communication on system changes to
departments. The advisory group should serve as the change control board to identify
system updates that are needed and help to ensure that changes made to the system
are implemented appropriately with consideration of all end users. Currently, individual
users or department/division heads reach out IT to make configuration changes, which
may impact other departments' use of the system. Developing a process for discussing
workflow challenges with the work group and identifying system configuration or
operational changes that best address the issue will improve communication to all staff
users and change management.
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Improveof EnerGov
All departments with EnerGov end users should be represented in the work group.
Members should serve as functional EnerGov leads for the department/division that
they represent. They should be provided with more advanced system training to
understand basic configuration and system functionality to better support their
departments' needs, share system knowledge, and assist in the development of
system training and training manuals.
Related Issue(s)
•
EnerGov is not being used consistently across departments and is not being used to its full
capacity.
•
Some process steps and functions happen manually, which is time consuming for staff and can
result in delays due to human error or inconsistencies due to lack of training.
Prioritization Category Rankings
0 a a 0
Action Items to Implement
0
Task 1: Establish an EnerGov advisory group. This group should be cross -functional and
consist of representatives from all departments and divisions that use EnerGov. The advisory
group should also function as the change control board for system changes. Members should be
familiar with their department/division's use of EnerGov to support development review, and
membership should include representatives from all departments that use the system.
0
Task 2: Create a process for staff to identify issues or suggest system changes. The
advisory group should determine how issues are identified and addressed by the group. This
process should be clearly articulated to staff and should be transparent.
0
Task 3: Create a standard for reviewing, evaluating, approving or rejecting, prioritizing, and
implementing changes. This process should consider impacts to all end users and alignment with
the City's goals.
0
Task 4: Implement a system for documenting change requests, decisions, and the changes
implemented. Updates on changes requested and implemented should be shared with end users
to keep staff informed about changes and their impacts.
0
Task 5: Key staff should be identified to lead the change implementation process in
coordination with the IT Department. Staff leads should work with IT to test and validate
changes and monitor the implementation process for any issues.
0
Task 6: The advisory group should work with department and City leadership to identify and
develop a standard approach to reporting. The leadership team should identify key
performance metrics. The advisory group should work with IT to develop reports or advanced
searches that will provide standardized reporting and comparable metrics. The advisory group
should support department end users in using the system's advanced search function to track key
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Improve
metrics that are specific to their functional area and to monitor areas of concern. Tracking days to
begin initial review and days to complete initial review by review type and number of review rounds
by permit type could help to identify staffing needs and areas where clarification of public
information could help to streamline the process.
0 Task 7: Continue to develop and implement EnerGov training materials that are specifically
tailored to staff needs. Materials should include documentation and/or video training on basic
system navigation, workflow processes, and specialized training for functional leads. Training
materials should be updated to reflect new processes. These materials should be maintained on
an employee portal for all staff to access, with guidance provided on which trainings are required or
recommended for different roles or departments.
Anticipated Benefits
• Greater awareness of system changes across departments
• Improved coordination of system changes to consider and communicate potential impacts to all
end users
• A thorough change review process to help ensure that a system change has the intended impact
and addresses the challenge identified by staff
Risks
No Action
• Lack of coordination and communication on EnerGov changes will continue to create challenges
for users and may result in a decline in use of EnerGov.
During Implementation
• This initiative requires consistent dedicated staff time and coordination of all involved
departments.
Implementation Timeline
This initiative should start immediately, with Task 1 occurring in Month 1. Tasks 2 — 5 should be
completed in Month 2. Tasks 6 and 7 should begin in Month 3, and efforts should be ongoing.
Best Practice Considerations
The City and County of San Francisco Human Resources Department maintains an online employee
training portal. The portal identifies trainings that are required for certain positions. Training materials
consist of guidance documents (PDFs), links to additional resources, and web -based training through
the training portal. Once established, this is an effective and efficient way to deploy training to a large
number of staff.
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Table 4.2.3: Improve efficiency of the plan review process
Improveplan review process
Description
Description: Applicants have noted challenges with inefficiencies and inconsistencies
in the plan review process. There is currently no standard across departments for
marking up plans or drafting plan review comments. While all comments are logged in
EnerGov to be viewed by the applicant via the CSS portal, this is not the most effective
way for applicants to review comments.
City staff are not currently using the full functionality of Bluebeam Revu (Bluebeam) to
conduct reviews, mark up plans, coordinate reviews, or provide comments to
applicants. The City should develop a consistent approach to plan review, using the
0
tools available, to conduct reviews as efficiently as possible for staff and applicants.
The City should communicate clear and consistent expectations for applicants in the
review process. Clearly stating and requiring documents in a standard format will allow
reviewers to use the tools available through Bluebeam to conduct reviews more
efficiently.
In addition, standardizing responses to some of the most common application issues
that occur during the development review process could help to ensure that there is a
consistent and clear message from the City. Standardizing staff responses to topics
can help to streamline the process for the applicant and make it more efficient for the
City. The City should seek opportunities to strengthen coordination with external
agencies to help ensure there is a clear understanding of agency requirements, which
will help to better prepare City applicants who need agency approvals.
Related Issue(s)
• Coordination and communication among departments involved with the development review
process is inconsistent.
• Review comments can be unclear and inconsistent.
Prioritization Category Rankings
0
Action Items to Implement
0 Task 1: Conduct an assessment of hardware for all end users. The assessment should identify
gaps between current hardware and recommended hardware for system operations including the
use of Bluebeam Revu for marking up and reviewing plans.
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0 Task 2: Acquire necessary hardware. The City should acquire new hardware for users whose
current hardware does not meet the basic standards for system operation. Each department
should establish a long-term plan for updating equipment on a rotating basis.
0 Task 3: Develop a procedure for internal plan review and markup of plans using Bluebeam.
This should contain the following and should be included in the development review process SOP:
• Graphic standards for using common markup tools
• Guidelines for adding text comments, hyperlinks, images, etc.
• Process for creating a comment summary report in Bluebeam
• Guidelines for accepting and reviewing resubmittals (including file naming standards,
submitting a complete drawing set, cover letters, requirements for applicants to document
corrections, etc.)
Using standard markup tools and symbology and providing the drawing file and markup summary
will make it easier for the design professional to review and understand the City's comments,
especially for larger projects with multiple comments and several different reviewers. The comment
summary report should be provided to applicants as a PDF to allow applicants to view a list of
comments and view comments within the context of the plans, making it easier to understand and
respond.
0 Task 4: Establish requirements and enforce for plan submittal and resubmittal. The City
should provide clear requirements and guidelines for plan submission, including naming
conventions, cover letters, requiring bookmarks on PDFs of a certain size, requiring resubmittals to
include the full set of plans and in the same order as the original submission, and requiring
applicants and design professionals to complete a certification of corrections or hold harmless and
indemnification agreement for resubmittals. A similar hold harmless agreement or affidavit of
compliance as the Building Department currently uses for phased construction could be used to
help ensure compliance for resubmittals. Some of these requirements have been documented and
are noted on the Building Department's website: however, not all departments and staff are
enforcing these requirements consistently, and applicants are often not following the standards
when submitting applications. These requirements can be verified at intake, and incomplete or
incorrectly submitted documents should not be accepted. Standardization of plan submittal will
allow reviewers to use the electronic review tools more effectively and will streamline the review
process.
0 Task 5: Expand the library of standard review comments in EnerGov. This library can be
organized by functional area with comments categorized by specific topic area (e.g., Fire
Prevention — Suppression Systems) and added to and updated as new standard comments are
identified and as ordinances change. Functional leads for each review group should be identified to
manage the library of review comments for their group. Functional leads should work with
department leadership to identify code and ordinance changes that may impact review comments
and work with staff to add new standard comments, when appropriate. Establishing standard
review comment language will help increase consistency in the plan review process and will
streamline the review process by allowing reviewers to access code language without having to
refer back to a code book or document.
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Improveprocess
El Task 6: The SOP team should investigate conducting a collaborative review process with
the applicant through Bluebeam Sessions. Creating a Bluebeam session and inviting the
applicant/architect/engineer to join the session allows for real-time collaboration. This could
decrease review time and the number of review rounds needed, if implemented effectively.
Internally, collaboration among City reviewers from different departments could help to improve
communication and understanding of different roles of reviewers in other departments. For
example, if a building reviewer sees comments from the fire plans reviewer, they will gain a better
understanding of what building plan changes may impact Fire Department review.
Anticipated Benefits
• Improve efficiency in the review process through the use of available technology
• Improve communication and information sharing among departments/divisions by allowing
reviewers to more easily view comments from other reviewers
• Provide comments to applicants in a more user-friendly format
Risks
No Action
• The plan review process and communication with applicants will continue to be inefficient and
inconsistent.
During Implementation
• Success of this initiative requires all reviewers to embrace the use of new technology, which may
take time for some staff to become familiar with.
Implementation Timeline
Tasks 1 and 2 should occur in Month 1. Tasks 3 and 4 should occur in Month 4. Task 5 should be
started in Month 6 and will be an ongoing initiative. Task 6 should be started once Tasks 1 — 4 have
been completed and successfully implemented.
Best Practice Considerations
Within Bluebeam Revu, a reviewer can generate a markup summary of all markups and plan review
comments. The summary is a way to publish a report of all markups, making it much simpler to
communicate information. The summary can be created as a PDF and attached to the drawing file,
allowing for each markup to be linked to the specific sheet in the plan set, making it easier to navigate
between the summary and the plan set.
The City and County of San Francisco uses Bluebeam for review and provides the option for applicants
to join and participate in the Bluebeam session. This allows applicants to view and respond to
comments and questions from reviewers in real-time. The City/County provides a user guide for
applicants who wish to participate in the Bluebeam session. This process would be most effective for
larger projects in which reviewers may have multiple comments or questions that can easily be
answered by the project's design profess ionaI(s). Allowing the design professional to quickly respond
to comments would facilitate the review process without requiring a full round of review and resubmittal
to respond to a simple question.
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y OT Tne.. process
The City of Miami has an indemnification/hold harmless affidavit for construction activities. In order to
issue a building permit, the affidavit must be completed by the applicant. Some of the terms agreed to
by the undersigned include, paying all permit costs and regulatory fees; acknowledging the City may
impose conditions on approval; and indemnify, defend, and hold harmless the City from any claims
arising out of or in connection with the issued permit.
The City of Chicago, IL has clear requirements for submitting plan review corrections and requires
design professionals to submit a certification of corrections form to certify compliance with reviewer
comments.
Table 4.2.4: Improve EnerGov workflows
Improve
Description
Description: Through interviews with staff and review of background information,
BerryDunn identified several instances where the full functionality of the current system
•
(EnerGov) is not being used effectively. Department end users should work with their
identified functional lead (EnerGov work group) and IT to identify challenges in the
workflow process and opportunities for improvement through configuration changes
that could eliminate manual steps in the process, where possible. Configuration
changes can help with accuracy by decreasing the likelihood of human error.
Improving accuracy in the process can decrease the likelihood of delays due to time
spent on corrective measures. Opportunities to add workflows can help to ensure that
all steps and requirements are considered in the review process, which can help
create more predictable outcomes for staff and applicants. Implementing automations
and notifications for staff can help to improve communication in the process and
reduce the opportunity for human error.
Additionally, there is not consistency in how EnerGov is used across departments.
Improving consistency in workflow setup, automations, and configuration of other
functionality will help to improve efficiency and increase use of EnerGov. Greater
consistency will make it easier for new employees to learn the system and will help
end users to understand workflow processes of other functional areas. Since
configuration changes have been made to the system on an ad hoc basis, current
configuration of applications, workflows, and automations should be reviewed. The City
should identify where improvements could be made to simplify the process or increase
consistency.
Related Issue(s)
• Some process steps and functions happen manually, which is time consuming for staff and can
result in delays due to human error or inconsistencies due to lack of staff training.
• Reviews may be assigned, or inspections and sub -permits added to permits where they are not
required.
Prioritization Category Rankings
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Action Items to Implement
0
Task 1: Compile a list of currently configured notifications and automations. The EnerGov
work group should coordinate with the department/division functional leads and IT to identify
current notifications and automations. This list should be reviewed for consistency by the EnerGov
work group.
a
Task 2: Review current application types and work classes and associated workflows.
Workflows should be reviewed with staff involved in each process to identify where tasks are
redundant or are happening manually. If there are different reviews or tasks triggered by conditions
for different permit types and work classes, this should be noted to identify how routing can be
automated (e.g., windows being replaced for a residential alteration requires Planning review).
0
Task 3: Identify where additional defining information is needed for various application
types (e.g., elevators). Additional information collected through custom fields could help to
automatically assign, route, or generate workflow. Recommendations to add or update fields
should be noted and reviewed by the work group.
0
Task 4: Identify where automations and notifications should be modified or added to
improve workflow. Based on the information collected in Tasks 1 and 2, potential configuration
changes should be noted and reviewed by the work group. Configuration changes should be
implemented in a way that is consistent across departments and following the process established
by the EnerGov work group.
0
Task 5: The work group should notify all users of changes before they are implemented and
provide training to end uses. An update email with a summary of all changes including
anticipated benefits for staff should be sent to all users prior to the changes being made in the
system. In addition, the work group should periodically facilitate system training sessions to help
ensure that all users are familiar with recent configuration and process changes.
Anticipated Benefits
•
Improve efficiency by automating some tasks
•
Improve cross -departmental communication and understanding by establishing standards for
system use
•
Save staff time by reducing the number of reviews that are assigned incorrectly
Risks
No
Action
•
No action on workflow and automation improvements will continue to cause delays in the
development review process.
During Implementation
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• If an appropriate change management structure is not established prior to implementing this item,
there may continue to be challenges in communication and consistency in system use.
Implementation Timeline
This initiative should begin in Month 3, once the EnerGov advisory group has been established. Task 1
should occur in Month 3, Tasks 2 — 4 should occur in Month 4, and Task 5 should be ongoing as
changes are implemented.
Best Practice Considerations
Tyler Technologies' Tyler Community offers a variety of training tools including short videos, webinars,
and manuals. These tools can be reviewed by the advisory group and select tools can be compiled and
included in the City's training library for EnerGov users. Recently, Tyler Technologies has modified
their implementation approach for EnerGov implementations to use a requirements collection tool
referred to as an Atlas document. This document provides a format for capturing workflow details that
may also serve as a useful tool to assist the EnerGov advisory group. The City should request an Atlas
template from the Tyler Technologies Account Representative.
Table 4.2.5: Develop a more efficient and robust permit intake process
Develop a more efficient and robustpermit intake process
Description: Reinforce the permit intake process and establish a more thorough
completeness check process at the intake stage by establishing a training and
development program for intake staff. Proper training will give the staff skills and
knowledge to conduct more thorough application reviews. This will help ensure that
basic application requirements are met before applications are transmitted to technical
staff. Conducting a more thorough review of submitted materials at the intake stage will
reduce the amount of time that technical staff spend reviewing incomplete applications.
In addition, doing a more thorough check at intake will save more time for applicants,
as they will not have to wait until a technical staff member validates that their
application questions have been adequately filled out and for a status to be
determined. This will help streamline the permit process and make it more efficient.
This process should be coordinated with departments in the permitting process. Each
department should help ensure that there are application checklists with basic
requirements that the permit intake staff can use to determine if key minimum
application requirements are met. More technical checklists should be reviewed during
the technical review stage after intake.
Related Issue(s)
• The development review process is layered and complex.
• Permit intake staff are not sufficiently trained to conduct a thorough completeness check at
intake.
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• Some process steps and functions happen manually, which is time consuming for staff and can
result in delays due to human error or inconsistency due to lack of staff training.
• EnerGov is not being used consistently across departments and is not being used to its full
capacity.
• External stakeholders call and email about the status of reviews as well as requests to take
review permit applications out of order, taking up significant staff time.
• Applicants may apply for a sub -permit instead of a revision to the master permit, causing delays
or inconsistencies between the master permit and sub -permit.
Prioritization Category Rankings
0 0 -0 0
Action Items to Implement
0 Task 1: Consider revising the application form process to eliminate duplicate entry of
information by applicants. In lieu of submitting a PDF form as well as an online form with the
same information, the Building Department could require that the applicant sign the form generated
in EnerGov and returned to the applicant, to eliminate the issue of conflicting information on
different forms. After a review of application information submitted online, the system generates a
form to automatically be emailed to the applicant to sign and return (to be uploaded with plans and
other supporting documents). To address the concern of applicants needing additional time to
obtain signatures, the verification of signatures could be done prior to permit issuance, without
holding up the review process.
0 Task 2: Automate the assignment of reviews. Some reviews/reviewers are assigned manually
at intake for new applications and resubmittals, including removing reviewers based on the project
scope or prior approval by a department. The EnerGov advisory group should coordinate with
permit clerks and review staff to identify, review, and implement changes to further automate the
routing of applications. This could include creating new fields in the system to initiate different
reviews (e.g., elevator review to be added when a project scope includes an elevator).
0 Task 3: Establish clear parameters for the scope of work that each permit type
encompasses. This information should be clearly outlined in a document to be referred to by
intake staff (and shared with the public) and should be enforced. For example, the document
should outline and provide examples of what type of plan change would be considered a revision
and what change in scope of work would require a new permit. Descriptions should include such
information as if exterior work is allowed under the permit type (e.g., interior alteration does not
cover window replacement) and if the permit type does not include work that should be covered by
a sub -permit (e.g., a separate roofing permit is required).
0 Task 4: Provide application checklists and guidance documents across all departments to
assist intake staff in review of initial application submissions. As guidance documents are
developed, they should be shared and reviewed with permit intake staff across departments to
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Develop a more. robust
assist with intake and initial application review. Current application checklists should be revised as
needed and any updates should be clearly communicated to intake staff. Permit intake staff should
use the information provided in the recommended training to confirm that the key required
documentation and information has been provided.
0 Task 5: Continue to conduct regular trainings for permit clerks. The Building Department
currently conducts ongoing weekly training for permit clerks. Additional permit clerk training should
highlight the key minimum requirements for each application and be accessible for City staff as an
ongoing training resource. This should create more consistency at this stage of review and improve
the quality of applications in the future. Plan review staff across departments should be involved in
facilitating trainings to support permit clerks in building a foundation of knowledge of the plan
review process and application requirements. For example, a training session on when a survey is
required could help to streamline the initial completeness review. This will help to improve
coordination and communication among intake and review staff. Trainings should focus on basic
concepts first and move to more detailed aspects of permit applications. Through this process, plan
review staff will also be better informed about common challenges that permit clerks regularly
address with applicants at intake.
Anticipated Benefits
• Improved efficiency and reduced human error through eliminating manual entry
• Consistency in permit intake process through application completeness checks
Risks
No Action
• Continued loss of productivity and efficiency of City staff to address external stakeholder requests
that disrupt the development review process timeline
• Introduction of more human error due to lack of training and manual entry
• Continued submittals of incomplete or incorrect permit applications
During Implementation
• Refreshing an existing process and developing new training material will limit City staff time for all
other routine work
Implementation Timeline
This initiative should be started in Month 3 in coordination with the initiative to develop SOPs. Tasks 1
— 3 should occur in Month 3, Tasks 4 and 5 should begin in Month 4 and be ongoing.
Best Practice Considerations
The City of Tampa, FL Construction Services Division provides online permit guides for various permit
types. These guides include an explanation of the permit type and the scope of work that would be
covered under the permit, a list of required plans and documents, and inspections that may be
required. The plan review requirements include the type of plan and details required on the plans (e.g.,
floor plans should show smoke detectors, emergency escape, ventilation, etc.).
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The City of Prescott, AZ provides a breakdown of permit types and subtypes and includes guidance on
when each type/subtype should be used.
Table 4.2.6: Streamline the permit review process
processStreamline the permit review
Description
Description: The City should explore opportunities to expedite resubmittal rounds,
reduce process redundancies, and run concurrent steps in the process. For
applications that demonstrate substantial progress in meeting application
requirements, the City could consider shortening the application resubmittal rounds so
that applicants do not have to wait until the end of a full review cycle for a permit
approval. This will help to streamline the process and incentivize applicants to submit
higher -quality plans that are responsive to City requirements.
Also, duplicative or unnecessary review steps should be eliminated where doing such
does not compromise safety and compliance. For example, the threshold for requiring
a CPMP could be reevaluated and revised to more precisely encompass projects
where parking should be addressed. Building in more accountability in the process on
the applicant's side can help to eliminate the need to have duplicative steps in the
process. The City could also explore opportunities to run steps concurrently in the
review process. For example, where applicants provide sufficient detail at the time of
the initial building permit application, some sub -permits, such as window permits, could
be created, reviewed, and issued concurrently with the master permit. In some
instances, applicants are not aware that a separate sub -permit is required.
Resubmitting information that was previously reviewed under the master permit is time
consuming for both the applicant and staff.
Related Issue(s)
• The development review process is layered and complex.
• External stakeholders call and email about the status of reviews as well as requests to review
permit applications out of order, taking up significant staff time.
• Reviews may be assigned, and inspections and sub -permits added to permits where they are not
required.
• Some fees are added and calculated manually, and fees are added at different points in the
process.
Prioritization Category Rankings
Ad Aft
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Action Items to Implement
l] Task 1: Eliminate unnecessary or duplicate reviews. Thresholds for requiring certain reviews
should be assessed to identify opportunities to eliminate some reviews or permits that may not be
required (e.g., requirements for separate sub -permits). The City has done this for some Parking
reviews by creating a parking plan form that allows the parking review requirement to be waived if
the master permit already has a CPMP. Additional opportunities to eliminate duplicate reviews
could be considered for some sub -permits such as windows, doors, or fences, where these items
are clearly detailed and reviewed during review of the master building permit. When the
appropriate information is provided to review for a sub -permit, the reviewer should clearly note in
EnerGov that the sub -permit is approved and add the fee. The permit could be added and issued
with the building permit.
l] Task 2: Where applicants provide sufficient detail at the time of the initial building permit
application, create, review, and issue sub -permits (e.g., window permit) concurrently with
the master permit. This should provide a signal to the applicant that a sub -permit is required
earlier in the process and abbreviate the development review process timeline. This may
incentivize other applicants to provide adequate detail in their initial applications.
0 Task 3: Capture and assess final fees in a single invoice for each permit application and
communicate any additional fees to the applicant. Applications fees typically are assessed in
three parts by the Building Department: during the Building Process Initiation (which is later
credited to the permit invoice), after City staff has generated the proper permit application (20
percent of the permit fee), and in the final permit invoice (the balance of the permit fee). After the
initial permit fee (20 percent) is paid, all other fees associated with the permit should be included
on one invoice to the applicant once the permit review is complete. If the permit review requires
additional approvals from other departments, this may not always be known to the applicant, and
additional fees may be assessed. To address this, all fees should be captured and assessed in a
timely manner and then communicated to the applicant and all fees should be clearly itemized on
one invoice to the applicant prior to permit issuance.
Rl Task 4: Revise the review process to have plan reviewers confirm that required inspections
and fees are correct rather than relying on permit clerks to make adjustments when there is
an error. Since reviewers are more familiar with the project scope and their own functional areas,
they should confirm that the inspections listed for their trade or department are correct and add or
remove inspections as appropriate. Similarly, plan reviewers should confirm certain fields input by
the applicant are correct, including fields that are used to calculate fees, such as cost of
construction or area of work. For example, in the case of updating the square footage of a project,
plan reviewers should update the permit application. Any associated fees would be updated and
reflected in the final permit invoice, similar to how construction costs or valuation changes are
already captured in final invoices.
0 Task 5: Include within the online permit dashboard the average review time for specific
permit types as a mechanism to provide applicants visibility into the average timeline for
review. There is a need for greater transparency into the timeline for City review. Establishing an
online dashboard with average review times for each review cycle can help communicate
expectations for review time. For example, noting that certain sub -permits (mechanical, electrical,
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processStreamline the permit review
plumbing) do not require plan review and are typically issued within one business day is helpful for
contractors in project planning.
0 Task 6: Implement a shorter review cycle for resubmittals. Establishing a shorter review cycle
by prioritizing resubmittals should shorten the development review process, improve customer
relations, and condense the permit closeout timeline. This will also reduce the time for reviewers
between the initial review and review of a resubmittal, which may help with maintaining familiarity
with a project. This functionality is not yet available in EnerGov but is in the development process.
The EnerGov work group should continue to follow with Tyler Technologies on this issue.
Anticipated Benefits
• Increased efficiency and productivity of City staff through eliminating duplicative processes
• Higher -quality permit applications
• Incentivize applicants to submit complete applications
Risks
No Action
• Continued process redundancies and duplicative reviews that impact City staff efficiency and
extend the timeline of the permit review process
• Lost efficiency in the development review process where there are opportunities for steps to run
concurrently
During Implementation
• Creating and testing a new workflow to run steps concurrently would increase additional staff
workload, impacting regular business tasks
Implementation Timeline
Tasks 1 — 3 should begin in Month 3 in coordination with the development of SOPs. Tasks 4 and 5
should occur in Month 6 once review process changes have been implemented. Task 6 is dependent
on availability of functionality in EnerGov and should be implemented once this is available.
Best Practice Considerations
The City of Portland, OR has developed an online dashboard using Tableau. This interactive
dashboard displays metrics for permit activity at each stage of the development review process for
different submittal types. It allows customers to view permitting statistics by permit type. This includes
turnaround time for review with a breakdown of days for City staff review and number of days for the
applicant to provide a response to City staff comments. Sharing the review timeline can help set
expectations for review time with customers and allow customers insight into the number of
applications that City staff review.
The City of Coral Gables, FL has an electronic submittal guide that outlines naming conventions and
how to upload corrections. The City should implement naming conventions and highlight existing
documentation for corrections so that it is clear to City staff and applicants that the permit application
type is correct and being routed to the appropriate process.
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Table 4.2.7: Streamline the land use board process
�y.
Streamline the land use board p
Description
70
Description: Process improvements can help to streamline the land use approval
process. Prioritizing current applications for land use board agendas will help to
streamline the process and reduce the time between hearings, provided the
applicant is able to submit the necessary information in the appropriate period.
Consideration should also be given to adding meeting dates or establishing a
policy for holding special meetings to accommodate more land use board
applications when needed. A consent agenda can also be added to land use
board meetings for routine, simple application approvals. The City should
determine if there are common issues that frequently cause applicants to have
to reappear before a board or commission and explore opportunities for
improvement that can reduce reappearances.
Related Issue(s)
• The land use board review process is long.
• Publicly available information on the development review process does not provide clear
guidance on process requirements.
Prioritization Category Rankings
A AM
is
Action Items to Implement
0 Task 1: Develop a policy to prioritize current applications for land use board agendas to
streamline the process and reduce the time between hearings. Provided the applicant can
meet the requirements of the application and submit the necessary information in the appropriate
period, this action can help to expedite the approval process, which will improve customer service.
0 Task 2: Implement features in staff reports for board meetings that can help focus board
discussions and deliberations during application reviews. Techniques can help to focus
discussions, which could expedite the review process during board meetings. Adding a brief
executive summary on the first page can provide the board with key insights and a high-level
summary about the application. Also, a "Board Review" box in the beginning of the report can be
used to briefly describe the board's purview on the application with key issues and applicable
regulations regarding the application. These improvements can also help make preparation time
for meetings easier for members. When implementing changes to the format of staff reports,
consider having a brief orientation to format changes during a board meeting to orient board
members and to describe the benefits.
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Streamline the land use ....process
a Task 3: Develop a consent agenda for a specified and limited number of application types. A
consent agenda can help to streamline board meetings and can expedite the review process for
the applicants. The staff would also save on time dedicated to staff reporting on these items. A
consent agenda will still provide for high-level oversight, as the board will still be aware of items
that are being approved through the consent agenda process.
0 Task 4: Consider adding a limited number of land use board meetings or developing a
policy for conducting special meetings to help expedite application reviews that require
board approval. Including additional meetings on the annual meeting schedule on a minimum
basis can help to provide additional opportunities for applicants to bring their projects before the
board. This can shorten the length of time to receive an approval from the board. Consider
including additional meetings on a gradual basis. For instance, if there are peak times of the year
when application loads tend to be very high, consider starting off with adding board meetings to the
schedule during these peak times only. Also consider developing a special meeting policy to permit
special meetings under specific circumstances. When special meetings are planned, consider also
coordinating these meetings with other related items to help make effective use of the board
meeting time.
Anticipated Benefits
• Improve customer service by implementing strategies that can help streamline the land use board
approval process and make it more efficient
Risks
No Action
• No action may result in adverse impacts to customer service as applicants may continue to
experience lengthy wait times during the land use approval process. This can also strain
relationship -building efforts between the City and the development community.
During Implementation
• Developing processes and policies for implementing these improvements may take staff time
away from competing priorities. However, implementing improvements will save staff time in the
future. The full implementation of Tasks 3 and 4 is also dependent upon buy -in and support from
board members. Consensus -building to achieve full implementation of these tasks may take
additional time.
Implementation Timeline
This initiative should start in Month 3. Tasks 1 and 2 should occur in Month 3 and Tasks 3 and 4 should
begin in Month 4 with discussions with the board with a goal of implementing these initiatives by Month
9.
Best Practice Considerations
The City of Fort Collins, CO has an online development review center where all land use and
development information is maintained, including codes, applications, board and meeting information,
current development proposals, and recent decisions. The City has also created a development review
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flow chart, clearly laying out the phases and steps in the review process from conceptual design to
construction completion.
The City of San Rafael, CA has guiding principles on developing staff reports, such as including
executive summaries.
Table 4.2.8: Centralize all development review application information
Centralize all development review application
Description
Description: Departments in the development review process should conduct an audit
of all existing applications, guidelines, and resources currently available on the City
website. Information provided to the public should be clear, easy to navigate, and
should avoid redundant documentation and information overload. City documents
should be reorganized under a centralized one -stop -shop location on the City website
to help build cohesion between departments and steps involved in the development
review process. This can help to orient customers and make the process more user-
friendly.
Flow charts or graphics should also be included to illustrate how to navigate through
the process for each permit category (e.g., new commercial construction). This should
include which permit types are or may be required and what department issues each
permit, which inspections will be needed, and other agencies that may require review
and approval. Clearly communicating this information at project initiation can help the
applicant to plan the project timeline and resources. Developing decision tree
functionality on the City's website (as described in initiative 11 in Table 4.2.11), could
help applicants navigate the process, determine which permit type to apply for, and
understand the reviews and approvals required for their scope of work.
Related Issue(s)
• The development review process is layered and complex.
• Publicly available information on the development review process does not provide clear
guidance on process requirements.
• There is a lack of consistency in communication and responsiveness across City departments.
• County and State agency reviews can cause significant delays in the development review
process.
Prioritization Category Rankings
0 0 0 1
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Action Items to Implement
0 Task 1: Develop a review team to audit all existing applications, guidelines, and resources
currently available on the City website. The review team should consist of representatives from
each relevant department. This team should review existing development process review
documentation for outdated/new information, policy and regulation changes, and accuracy across
all departments. This audit should also capture any gaps in the current development process and
where the documentation is currently located.
0 Task 2: Organize all existing applications, guidelines, and resources to be available from
one central location. The review team should update existing documentation to align with City
policies and county and state regulations. Through cross -departmental coordination, any
redundancies in information on the City's website should be removed, and all development review
resources should be located in one central webpage. There are currently several different paths to
get to application and permit review information from various department websites. While some
paths appear to direct applicants to the same information, in other instances, different information
is available in various locations. For example, construction plan review checklists on the Fire
Prevention webpage are different than the checklists found through the Building Department
webpage. Additionally, permit process information is included in a variety of places on the website
including the Online Permitting Resource Center page, the Permits page, and through FAQs and
How-to Guides.
0 Task 3: Link information to the SOP and guidelines for different project types or group of
application types. The guidelines developed in the first initiative (table 4.2.1) should include links
to forms, documents, regulations, and other approval agencies (Department of Environmental
Resources Management, Florida Department of Environmental Protection, and other external
agencies) as appropriate for each step. Links to information on other approvals that may be
required (e.g., sub -permit application forms) depending on certain project conditions or scope
should also be included.
0 Task 3: House updated documentation in one centralized location on the City website. The
review team should determine one central location for all development review application
information. The City could establish a general development review process landing page that
includes links to departments involved in the development process, process guidelines, permit
types, land use board applications, FAQs, links to permit workflow diagrams, and other available
resources. The review team should work with IT to establish the landing page with updated permit
documentation and remove content from elsewhere on the City website. Having documentation in
one location will simplify updating documents when processes or policies change.
0 Task 4: Link step-by-step guides to the CSS portal. Once the portal has been reconfigured to
be more user-friendly, the portal landing page should direct users to the one -stop -shop page or to
a specific step-by-step process guideline, as appropriate.
Anticipated Benefits
• Central location for all development review process documentation
• User-friendly applications, guidelines, and resources that improve the quality of permit
applications
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Centralize all development
• Facilitate updating process and policy documents
Risks
No Action
• Continued difficulty for customers on how to find and understand department -specific
development review information
• Lack of cohesion of development review information and materials across departments
During Implementation
• Ensuring that all development review process documentation is updated and pulled from non -
centralized locations requires input across departments, creating additional staff workload
Implementation Timeline
This initiative should be started in Month 3 and completed by Month 6. Task 1 should occur in Month 3,
Task 2 should begin in Month 4, Task 3 should begin in Month 5, and Task 4 should begin in Month 5.
Best Practice Considerations
Hollywood, FL has an ePermit plan review webpage that has checklists and application instructions for
ePermit types. After the City's review team has audited and updated available resources, a general
permit landing page could be established as a central location for this information.
Houston, TX has a permitting center webpage that combines the majority of the City of Houston's
permitting and licensing into one central location. This webpage includes project statuses, a fee
calculator, and the ability to schedule appointments. After the City's website is more user-friendly,
these resources can be added to the permit landing page.
Table 4.2.9: Establish a process for the adoption and communication of ordinance changes
Description
Description: A regulatory and policy coordination team, consisting of staff members
from the City's development review departments should be created to review proposed
amendments to development regulations prior to adoption. This team can help to
minimize areas of regulatory conflicts and to help ensure the successful integration of
new regulations in the review process. These regulatory amendments can be changes
proposed by any of the City's development services departments or changes required
by the State. A schedule of proposed regulatory amendments should be developed to
plan for upcoming changes. Regulatory changes should be grouped together where
possible to streamline the adoption process and increase efficiency. A communication
strategy should be developed to inform the public of upcoming and adopted changes
and how the changes impact the review process. This can help applicants to prepare
and adjust upcoming project plans to react to regulatory changes.
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processEstablish a d communication of City development
changes
Issue(s)
• Coordination and communication among departments involved with the development review
process is inconsistent.
• Review comments can be unclear and inconsistent.
• External stakeholders reported that City ordinances change frequently.
Prioritization Category Rankings
Action Items to Implement
0 Task 1: Develop a regulatory and policy coordination team. The members of this team should
consist of a cross-section of representatives from different departments in the development review
process. This team will facilitate the review of proposed regulatory and policy changes and will help
departments evaluate the impacts of proposed changes. This team can also help departments
address potential conflicts of new changes with existing regulations in advance of adoption.
0 Task 2: The team should develop a collective schedule of proposed regulatory and policy
changes that would impact the development review process. The schedule should be
prioritized with the most urgent or time -sensitive changes first in the schedule. This schedule
should also be shared internally with departments in the development review process so City staff
members that participate in the development review process will be aware of potential changes to
the process.
0 Task 3: This schedule should also be communicated to boards and commissions in the
development review process. Sharing information early in the process will allow boards and
commissions to be aware of and prepare for any proposed changes that may impact a board or
commission decision in the future.
0 Task 4: A communication strategy should be developed to create a consistent and
coordinated process to share new and upcoming regulatory and policy changes with the
development community. This can help the development community to prepare project plans and
schedules more effectively, as they will be able to anticipate potential regulatory changes that can
impact their projects. Where appropriate, the City can notify and solicit feedback from the
development community on proposed changes.
Anticipated Benefits
• This action can save time and make the development review process more efficient, as staff and
applicants will be better prepared to plan for potential regulatory and policy changes.
• This action will improve internal and external customer service.
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Establish a process for the adoption and communication of City development
•changes
More effective communication will help to build relationships internally and with the development
community.
Risks
No Action
• Inconsistent internal and external communication in the development review process will continue
to lead to process inefficiencies.
• No action can adversely impact internal and external customer service.
During Implementation
• Developing a new team may take staff time away from other competing priorities; however,
developing this team will help to build in future efficiency and communication improvements.
Implementation Timeline
This initiative should be implemented from Month 6 to Month 9. Once initial implementation of these
action steps occurs, this initiative should continue to be ongoing.
Best Practice Considerations
Granby. NY has a Zoning Ordinance Review Team with membership that contains a cross -
representation of different land use -related disciplines in the municipality including the town planner,
land use attorney, engineer staff, and a Planning Board member, residents, and the zoning/planning
staff. This committee reviews proposed ordinances prior to adoption and examines problems with
existing regulations.
Aurora, IL issues a monthly newsletter to contractors, design professionals, developers, and repeat
customers to communicate ordinance changes, department policy changes, changes in state and
federal laws, and updates to key department metrics.
Table 4.2.10: Improve consistency and responsiveness in external communication
Improve•responsiveness
Description
Description: The City has developed Service Excellence standards that should
be followed to the greatest extent possible. Continue working with the City's
customer service team on monitoring progress with internal compliance, such
as the customer satisfaction survey. Identify challenging areas in achieving
survey compliance and work with the City's team on an action plan to improve
compliance.
Related Issue(s)
• There is a lack of consistency in communication and responsiveness across City departments.
Prioritization Category Rankings
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Action Items to Implement
0 Task 1: Establish a review team to examine the City's current Service Excellence standards.
The review team should meet with staff to review challenges in meeting the City's current Service
Excellence standards and work collaboratively to identify solutions to help meet existing standards
or modify standards. The City continues to actively work to improve customer service, following the
existing Service Excellence standards. Working across departments to identify common concerns
in the process related to customer communication will help to address issues before they escalate.
0 Task 2: Coordinate across departments to review common requests that the City receives
and establish standard staff comments to use in response. The Building Department currently
has standard responses and information to quickly assist customers. These responses could be
reviewed and coordinated across departments to help ensure consistency in communication.
Creating standard responses can improve response consistency among reviewers and create less
confusion among applicants.
0 Task 3: Continue to provide opportunities for internal and external stakeholders to provide
feedback on communication pain points. The Building Department currently hosts quarterly
industry meetings to gather feedback from external stakeholders. Including other departments in
these meetings, where appropriate, could help to improve cross -departmental communication and
improve stakeholders' understanding of the process. An additional two to three -question survey
directly asking about response time and customer service could provide an avenue for external
stakeholders to provide feedback specifically on communication and customer service, in addition
to the customer satisfaction survey on the City's website. The City should also establish a
mechanism for internal staff to provide feedback on current processes and timelines and offer
recommendations to improve customer service.
0 Task 4: The City should include customer service data and feedback on the City dashboard
to publicize current satisfaction with the process. Data shared on the dashboard could include
number of calls received as well as average response time. In addition, sharing current customer
satisfaction, City goals related to satisfaction, and changes over time can help improve
transparency and share overall customer satisfaction during the development review process.
Anticipated Benefits
• Improved communication fosters relationship -building between the City and the public.
• Actions under this initiative can decrease the occurrences of negative feedback received from
customers.
• Positive customer service experiences can boost staff morale and build momentum to make
additional customer service improvements.
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Risks
No Action
• Customer service may decline, resulting in tension between the City and the public. This can
have an adverse impact on City accountability and credibility and may result in public distrust.
During Implementation
• Establishing a framework and implementing improvements will require significant staff time and
resources. However, there is more to gain in creating quality customer service by implementing
improvements.
Implementation Timeline
This initiative should start in Month 6. Tasks 1 — 3 should be completed by Month 9. Task 4 should be
ongoing.
Best Practice Considerations
Many organizations have adopted portions of a customer service framework; however, a central
framework has not been broadly adopted.
Waukesha County, Wisconsin has a customer service -focused webpage with a survey and data
displaying customer satisfaction results. Although the County Executive's Office runs this program, a
similar survey and real-time reporting tool could be established specific to the City's development
review.
San Diego County, California has a customer service survey on the Auditor and Controller's website
that allows ratings specific to target area (helpfulness, expertise, attentiveness, respect, and
timeliness). Miami Beach could adopt a similar survey that allows specific customer service target
areas to be evaluated.
Table 4.2.11: Improve use of CSS
Description
Description: City staff and external stakeholders noted challenges in communication
between City staff and applicants during the development review process. While the
implementation of the CSS customer portal (now Civic Access) has helped to provide
information to applicants, navigating the portal can be confusing and applicants often
need clarification about the information provided. There is a need for a portal that is
easier to navigate and that is linked to the centralized development review information
maintained on the City's website, as recommended in this report.
The City should make improvements to how and what information is displayed through
CSS, including providing more instructional information, improving the aesthetics of the
CSS portal to be more user-friendly, and working to ensure that information available
on CSS is accurate to the greatest extent possible. In addition, the one -stop
development review process webpage on the City's website (per the recommendation
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in this report) could directly link to specific applications, forms, and information on CSS
to better direct applicants to the information that they need.
Related Issue(s)
• Publicly available information on the development review process does not provide clear
guidance on process requirements.
• External stakeholders call and email about the status of reviews as well as requests to review
permit applications out of order, taking up significant staff time.
• There is a lack of consistency in communication and responsiveness across City departments.
Prioritization Category Rankings
0 �♦ l 1
Action Items to Implement
0 Task 1: Department leadership should collaborate with key staff to identify information that
is most critical to share with the public. This assessment may include a review of common
questions from applicants and inquiries to reviewers. In response to external stakeholder feedback,
the Building Department currently provides periodic tips to users via emails to customers to help
guide users through the application process. This information should also be compiled and
catalogued on the development review webpage for easy access.
Z Task 2: The main page of the CSS portal should be designed to highlight the most common
service areas. A breakdown of functions (e.g., pay, apply, search) should be implemented to help
guide users to the appropriate location to find information quickly. Broad categories of application
types (e.g., commercial, residential, sub -permits, licenses) could be used to narrow down the list of
application types to make it easier for applicants to identify the correct application type and reduce
the chance of a user selecting incorrectly from a long list. This page should include information
about fees, payments, inspection scheduling, finding the status of a permit, applying for a permit,
scheduling a meeting, and any other critical information. Configuring this page to call out key
processes and services will help to improve efficiency. For example, offering an opportunity to
schedule a meeting with staff or request a virtual inspection will encourage customers to take
advantage of these services. In addition, CSS features such as a fee estimator or dashboard of
review times could help to clarify the process for applicants and reduce the number of phone calls
to staff.
0 Task 3: The portal should be linked to the guidelines and information on the City's website.
In coordination with the recommendation in this report to centralize development review
information, the one -stop -shop webpage should be coordinated and linked to the CSS portal.
Similarly, the portal should guide users to specific guides and forms on the one -stop -shop
webpage, as needed.
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0 Task 4: Key staff should work with IT to build decision tree functionality in CSS. By clearly
guiding applicants to the correct application type, there will be less of a need for the building permit
initiation (BPI) application process, which is inefficient. This functionality would allow users to
select from multiple options (e.g., commercial construction, residential construction) to guide the
applicant to the correct application type(s) based on the option selected. Once this functionality is
fully built out in CSS, the City may no longer need to use the BPI process and could streamline the
submittal process by allowing applicants to directly apply for permits using the decision tree engine
to help ensure that applicants apply for the correct permit type.
Anticipated Benefits
• Fewer phone calls and emails to City staff regarding the development review process
Risks
No Action
• Continued high volume of phone calls and emails to clarify processes and to help direct users to
information on the website and portal
• Inefficient intake process with most applications using the BPI process, requiring duplicative
review and greater workload for permit clerks
During Implementation
• Changes to the system's CSS portal should be done in coordination with the EnerGov work
group to help ensure that changes are consistent and that users are aware of upcoming changes.
Implementation Timeline
This initiative should be started once initiatives 1, 3, 4, 6, 7, 8, and 9 have been completed. Task 1
should occur in Month 6, Tasks 2 and 3 should occur in Month 8, and Task 4 should occur in Month 9.
Best Practice Considerations
The City of Boulder, Colorado uses the decision tree functionality of EnerGov to help guide applicants
to the correct application or service. This tool narrows down the options through a series of
questions/prompts (e.g., Residential Construction, Commercial Construction) and reduces the
likelihood of an applicant selecting an incorrect permit type. Users are also given an option to bypass
the decision tree tool if they know what permit type or application is needed. Selection options based
on the prompts are also tied to the City's information library contained on the municipal website,
directing applicants to the website for forms, instructions, regulations, or other information that is
needed, prior to submitting an application.
Table 4.2.12: Centralize Process Improvement and Establish a Governance Process
Description
Description: The City should have a standard process for submitting, evaluating, and
0-0 implementing process improvements. Some divisions and departments are working on
business process improvements but may not be coordinated with efforts of other
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groups involved in the review process. Staff reported process challenges are
discussed internally within departments; however, staff stated challenges and changes
are not always communicated to others involved in the process. This centralized
process should include improvements to EnerGov and other software tools.
The City should establish a process improvement governance committee. This
committee would coordinate closely with the EnerGov work group and may have some
overlap in membership, but the process improvement governance committee should
focus on the broader citywide goals to continue to provide excellent customer service
and improve efficiency in the development review process.
Related Issue(s)
• The development review process is layered and complex.
• Coordination and communication among departments involved with the development review
process is inconsistent.
Prioritization Category Rankings
0 Ad Aft
ra 0
...
Action Items to Implement
2 Task 1: The City should establish a process improvement committee (PIC). Department
leadership should lead the PIC, which should be cross -functional, consisting of representatives
from all departments and divisions involved in the development review process.
0 Task 2: 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. This inventory should be centrally and electronically located
where the PIC will have access to it.
2 Task 3: 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.
2 Task 4: If possible, use a central, electronic communication tool to help with group
coordination. A Teams Channel on Microsoft 365 is an effective tool that can allow real-time
communication, updates, assignment of tasks, and file -sharing.
0 Task 5: The PIC should be a committee that not only tracks the progress of improvements
but also operates as a think tank. This committee should meet monthly. Participants should
update the group on the progress of the improvements they are developing. In addition, the
committee should provide an opportunity for staff to bring ideas to the PIC for thoughts on how to
work through challenges in process improvement.
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0 Task 6: The PIC should develop a communication plan for the rollout of finalized process
improvements. This communication plan should include how each improvement will be rolled out
to staff members. PIC members should also function as ambassadors who can reinforce the
importance and purpose of the improvements with their divisions/sections and as liaisons who can
provide support with implementing the improvements.
0 Task 7: The PIC should develop an education and awareness plan for each improvement.
The plan should include a process for educating staff members on the new improvement. In this
part of the process, staff members responsible for direct implementation of the improvement
should be educated and trained. Secondarily, staff members who may be indirectly involved in the
process improvement should be educated on the improvement from the standpoint of providing
general awareness. Awareness of the improvement can help inform how staff approach work
assignments or how the improvement changes process or job duties for colleagues.
Communicating awareness can be implemented through email or staff meetings.
0 Task 8: Foster a culture of continuous process improvement. To foster a culture of continuous
process improvement and team building, the PIC should develop a system that would allow City
staff to make suggestions for process improvements. This could occur through a comment box on
a department webpage or through a common email address that is solely for the purpose of
continuous process improvement recommendations. A representative from the PIC should monitor
the suggestions submitted and bring them to the PIC for discussion.
0 Task 10: Coordinate a quarterly cross -departmental newsletter with the EnerGov advisory
group that communicates updates from the two committees.
Anticipated Benefits
• A centralized structure for process improvements will help keep staff focused on completing
items that will yield the greatest benefit for the departments and customers.
• This governance process will help ensure that in -progress initiatives are completed and
evaluate the resource impacts of taking on new initiatives.
• The committee will provide a framework for evaluating the success of initiatives to help PIC
and City leadership make decisions on future process changes.
Risks
No Action:
• Process improvements will continue to lack structure. This could lead to stalled process
improvements or a lack of prioritization of improvements.
• Department initiatives for process improvement will continue to lack coordination, which could
lead to a duplication of efforts and lack of consistency in the process for staff and applicants.
During Implementation
• Process improvements can take time to develop and implement. This may have an impact on
available staff time. Development of a process improvement structure may also require a
change in staff work priorities, as the improvements will require a schedule for implementation.
• Coordination and commitment of PIC members is critical for the success of this initiative and in
establishing a culture of continuous improvement.
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Implementation Timeline
This initiative should start in Month 9, after the other initiatives in this report have been completed or
are in monitoring/evaluation phases.
Best Practice Considerations
Governance processes for evaluating and deploying process and system improvements are broadly
adopted. The Project Management Institute`: has resources specific to project governance and
establishing change control boards that will be helpful for the City to reference. The PIC may even
consider having one or more members obtain their Certified Associate in Project Management (CAPM)
certification.
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This section describes the future activities of the project.
h - Uocoroinq T agks and Deliverables
The next steps of the project are summarized in Table 5.1, below.
Table 5.1: Upcoming Tasks and Deliverables
Upcoming -
Phase 2: Recommendations for Improvement
Update Draft Report to Final
August 31, 2023
Deliverable 6 — Recommendations for Improvement Report
August 31, 2023
Develop Recommendations for Improvement Presentation
September 9, 2023
Deliver Presentation to City Commission
September 13, 2023
Deliverable 7 — Recommendations for Improvement Presentation
September 13, 2023
Recommendations for Improvement Report I August 31, 2023
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Aooendiv A= Current Environment Reoort and As-ls Process
Diagrarng
This appendix includes the Current Environment Assessment Report and As -Is Process
Diagrams.
Please refer to the PDF titled Miami Beach Current Environment Assessment Report v3.
Recommendations for Improvement Report I August 31, 2023 53
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EXHIBIT 1
Number of Permit Applications Processed, Issued, and Finalized
Calendar Year Number of Building Permit Applications Received
2022 14,013
2023 through August 31, 2023
9,319
Calendar Year Number of Building Permits Issued
2022 •
2023 through August 31, 2023
7,562
Calendar Year Number of Building Permits Finaled
2022 •
2023 through August 31, 2023 841
Turn Around Times Summary
Date Range: January 1, 2023 - August 31, 2023
Average number of days from applicant submission of new documents/file to
plan review start date = 2-3 days. Once an applicant submits files, a task is created
for staff (known as Review Coordinator) and placed in queue for permit clerks to
review the documents submitted and determine if documents are complete and
ready for plan review.
Average number of days for plan review = 3-4 days. Plan reviews for all
disciplines/departments in the permit process are concurrent reviews.
Average number of days for the closure of the review cycle = 1-2 days. This is a
clerical task that is required at the end of every review cycle.
Total average days from applicant submission of new documents/files to plan
review completion =7- 9 days. Each cycle takes on average 7-9 business days.
Once a cycle is complete, if there are corrections required, the applicants or
design professional must work on the corrections and must resubmit.
Does not include revisions, shop drawings,
or sub -permits, as these have Building fin(
inspections on the master which is capture(
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The chart below represents the total number of reviews across all trades and departments involved in the
reviews for the permit type listed below. The Average Turn Around Time (Avg TAT) is the average time it
takes for all trades and departments to complete reviews per cycle for the corresponding permit type. The
chart also shows the average turnaround time from the time the City reviewers complete their reviews
and provide written notice to the customer of the corrections required to the time the customer addresses
the comments and resubmits to the City.
Completed Plan Reviews By Permit Type
*Report excludes status "Not Required"
Reviews Completed for all trades and departments January 1 - August 31,
2023
Total Avg Avg TAT
Permit Type Reviews Pass % Fail % TAT Customer
Completed city
Commercial/Condo
60% 40% 4 17
Permit Type 23,459
Building - Phased
16
31 %
69%
6
24
Permit Type
Residential- Permit
54%
46%
3
19
Type
10,538
Building 40yr
Recertification -
977
27%
73%
2
39
Permit Type
Building Special
Event (Temp
174
65%
35%
1
6
Structure) - Permit
Type
Existing Building
Recertification -
361
38%
62%
2
21
Permit Type
Fire - Permit Type
1,162
73%
27%
2
11
Revision - Permit
79%
21 %
4
13
Type
11,755
Shop Drawing
170
76%
24%
2
6
AVG TAT is Average Turnaround Time
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The trend graph below compares calendar year 2022 and 2023, by month, the number of days on average
from the date the application was submitted (application date) to the time the permit was issued
(Issuance). For example, the data point of June represents applications submitted in June and the number
of days on average it took for those applications to be Issued. It is important to note that there are factors
outside the City's control that determine the Issuance date. The downward trend in the number of days
seen in 2023 can be attributed to improved communications with applicants, increased awareness on
requirements, mandatory 3-time review meetings, enforced re -application requirement for no activity in
180 days.
Trends - Application to Issuance - Average
Number of Days
80
70
60
40 -- - --- - -- --- - - - -- - - - - --
X
a 30 --- - --- --- --
20 -- — -
10
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct + Nov j Dec
2022 64 63 67 69 67 63 ! 70 58 9 — 58 + 55 59
t202 47 47 44 38 I 37 29 ! 17 8 I --
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The trend graph below compares calendar year 2022 and 2023, by month, the number of days on average
from the date the application was submitted (application date) to the time the permit was Finaled
(construction was completed and passed all inspections). For example, the data point of June represents
applications submitted in June and of those applications, how many days on average it took for the project
to be completed and pass final inspections. It is important to note that there are factors outside the City's
control that determine when the project will be completed. It is also important to know that 2023 numbers
are much lower than 2022 because many projects applied for in 2023 have not been completed yet.
Trends - Application to Finaled - Average
Number of Days
250 _
200
'A150 -
fa
c 100
50
0
Jan Feb Mar ! Apr ! May j Jun Jul Aug Sep Oct Nov Dec
Finaled
-
-0--2022 232 214 224 228 211 200 195 168 162 -147 134 124
—40--2023 114 103 89 75 62 44 35 19
The chart below represents the number of checklists and SOPS posted on the City's website that indicate
the required documents needed for each department permitting process. Checklists are important and
helpful to the applicant so they may prepare a complete vackase for review.
Department
Building
Fire
Planning
Planning
Landscaping
Public
Works
-ROW
Elevator
Urban
Forestry
Environmental
Parking
Number of
174
14
22
22
17
1g
Included in
Included in
Included in
requirement
Building
Building
Building
checklist
checklists.
checklists.
checklists.
posted on
the City
website
SOP on the
YES
NO
NO
NO
NO
NO
external
website
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