HomeMy WebLinkAbout0482.094'>',;
City of Palo Alto
~ __ ~ ___ Ciry Manager's Report
TO: HONORABLE ClTI' COUNCIL
FROM: ern' MANAGER
DATF.: October 20. 1994
DEPARTMENT: Planning and
Community Enyironmenr
CMR:482:94
SUB.rF~: Slresm lining Permit ProccsSfs that R~ul"te Industrial,
Commercial and Rl'srdeiltial Projffts in Palo !~lto.
R£QUL.SI
Thi~ repon 1.; infurm;tfinrwf ;Ind pro\,;de-; the Countil · .. ..-ith tnt background for
a Cir~"", ije reI mit c;!r'<:'.:nnii ni i1,2. pr~Jj-.'cl. Staff will me:;::! 'Ill the ne;lf future with
reprt"~';:'nEJti'{"" ot fl-1::' Chennon ,)f Cornmclc(", Santa Clara County
ManLif3ctlll'ing CIOUP and Silicon VaHey-Joint Venture to review i1nd refine
<.1 drah \Vork Pi'j.o ;,iod Schedule,
RECOMMEN_DATIO:§
This:. is an ini{]rrnatiOD3.! report; no coundl ~ctlon iSi. required.
tDllCY IMPLlCAIlONS
The recommendations and wnc!usions reached at the conclusion of the project
may include significant policy change,. Experiences in other jurisdictions that
have implemented permit streamlining on a citywide basis are that they have
modified or eliminated various Orainaf1l'ES. processes, procedures and decision
making responsibiiitie,.
EXECUTIVE SUMMARY
In 1989, the ClIy inil!Cited ~ parliij! "one .'~top" service center that included staff
from the insp"ctil'" Services "nd Planning Divisions, Public Works
Department, and more recently, tile Fire Department in one location .. >\5 a
result. many smaller projects can be processed much more rapidly and a
building permit j,;s'Jed on the same day or within ten working days. However,
perml~s for brgeT projt-'c[~ ~nd 3B projc"c'IS duI'ing pe;ik building periods can
take' City !:Itaff as long ;;1:-' ~1X to ten v..ceks. to process,
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These longer time lines are unacceptable to OUT business ~nd Te~ider1tjal
clients. Adding in the time required for the discretionary review proce~ses
(Architectural Review Board, etc.) and comtruction delay', the "lime 10
maTket~J so important to the economic .. ,jtality of the busines..~ ('ommunit)', is
regarded by many as excessively long and cost!),.
In 1992, Govern<"'f \Vilson i:-.sued Executive Order W-J5-92 to I:tddres..~ State
and iocal permitting proces-~es to ehminaie unnect~sa~' duplication,
uncertainty, expense ,md d~lay. A S!;jte LocaJ Permit T3~k For .... 't:' ".,:1.;; ot';~ied
that developed ten strategies 10 'i~.,iq Sr<.HC !oc~ll ~,-'lv;;'Tilmt' nt :Jg-:n~·ie., :"n
identifying and correcting 'H'~I~ne\'·.e, in ihcir r-~'{fnit Pf()~('''''~'' \\:iht"}ut
re-ducing standards (Executi\-: Surnrn,~~y anJ('hcd;. Six oj' ~h,-, 'tJatc:;~-.~:, ,lie
relevant to City process. arid ar~ inc\lld-:d in 1hc-1'\"1);,;<"cd r(', ;ew pJ('..;ect They
ore:
L Consolidation -Identificali0f! nf r .. ~rmilS fhat Cdll ht; l'omhincd,
eliminated, or simplified.
2, One Stop Shop -A single puint to i:;..;;ue all permit:'> :_llld \'o\;ect '..loll fees
3. Expedired Permit ]ssuanc( (Jnd Dcveio['rTlt'nl Rc\il';~ -b .. ",ut" pnmit ... as
quickly as pos.,ible.
4. Permit Coordinator -Give the OJpp!i("~nt a dir('ct and p~L\onaj linK \oI,'ith
! he process.
5. Computerized Permit Tracking -A means of impro\'\ng organization,
accountability and communication.
6. Customer Assistance -Educate and train staff and clients on procedures
and processes.
Locally, the Santa Clara County Manufacturing Group (SCCMG) had placed
significant effort in encouTe:tging and assisting jurisdictions to in .... estigate and
implement permit streamlining projects. Over the pasl founetn months, the)'
have worked closely with eleven cities, including Palo Alto, in identifying
permit streamlining projectS, efforts and, with several jurisdictions,
implementing permit streamlining. Their experience produced a document
titled Permit Streamlining. A Gyide to SilicorLYaJk):;.~~'LJ~r"c!ice' PoliCY
and ProgramJ) (attached). The SCCMG h,lS rtcently bWblished 3 commillee
to work with Palo Alto on a streamlining effort and a "",and meeting between
City staff and (he committee will occur in the near fUlUre.
The Palo Alto Chamber of Commerce has also identified permit streamlining
as an important objective and indicated a desire to work with City staff on
1mproving the development review and permitting process.
Additionally, Joint Venture:Silicon Valley has been very active in promoting
streamlining efforts and will offer systems and work process flow experlise, at
no cost, to jurisdictions interested in permit streamlining. They have recently
contacted City staff on these offers, and staff will request their a,,!srance, and
especiaHy where an understanding of process flow is imporlant to the over,111
effort.
On a departmental or division iJasis, City staff have made various effort..; to
incrementally 1111prove the. proce:o:s. Howe"ier, the time has :arri\',::,c1 to t~i.kc a
fresh look at CitY1,1,'ide permitting processes in .a \\',1)' til3t is; rreati"'(,, fnno'.'dt j,.,<.,
8nd truly open (0 the idc~s and suggestions from tht:: business/rcsidentl31
applic.ant c<)mmunity. In Ordl;!f to accompUsh this ta~k, 0 draft permtt
streamlining work program dnd time schedule have been deveioperl. In the
near future, sraff intends to meet with representatives of the Chamber of
Commerce, Santa Clara County Manufacturing Group and Silicon Va!!ey:Joint
Venture to review and refine the draft Work Program.
In wnjunction with the City staff Steering Committee addressing this issue, the
draft work plan and schedule also includes having representatives of the
Chamber, Manufacturing Group and Joint Venture on s Working Group.
Staff has noted to each of these groups the value of integrating their interest
and expertise into one major review, rather than having a number of separate
permit streamHning effortS. Staff has also noted its intention of incorporating
both nonresidential and residential permit activity in the permit me"rnlining
effort. The Working Group would also include representatives of other
segments of the community, as well as one member from the Arcbitectural
Review Hoard, Planning Commission and Cit)' Council. Following completion
of the development review, staff intends to review other City permits and
licenses using similar criteria.
On October n, 1'l94, the City Council approved a one-year implemenTation
program for the Economic Resources Plan (ERP). One of the major activities
approved in the one-year implementation plan is a joint City Manager/City
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Attorney's office study of all of the City's ordinances and policies relating to
development review, including an analysis of board, commission, and Council
roles in those processes. The City Manager has directed that the permit
streamlining project and the ERP study be integrated. The major thrust of the
development review study is on external processes, while the primary thrust of
the permit streamlining study is on internal City processes. Significant overlap
L~ expected; and the City Attorney and Manager of Economic Resources
Phoning will be active participants in the permit streamlining project, in order
to assure coordination.
HSfAlIMeACI
Fiscal irnpacts are unknO'.l,'o at this iime. However., future funding may be
requested for changes :mch as phY!ika\ lmprovement:, for a pcrmtt center,
relocation of e;dsting staffing ~md purchase of technologicc3! devices, Any
pOientiai inw,ase ill Cit)' fUI·ding should be considered for recovery through
permit revenues,
ENVIRONMENTAL I\SSE.SSMENT
There is no environmental assessment required for this report.
A'ITACH.M:.ENISLEXHl!liTIi
Executil'e Summary, Executive Order W-35-92
Permit Streamlining: A Guide (0 SUleon Valley's Best Practices, Policies and
Programs.
PREPARED BY: Fred Herman
DEPARTMENT HEAD REVIEW: £.'#/TAf" f ~~./~ 'KrnN'f.-:tHRTcffREIBEr>v
Director of Planning and
CITY MANAGER APPROVAL ~~~~~~ficS:;w----
CC: Palo Alto Chamber of Commerce
p~ 4 ots
Santa Clara C{)unty Manufll,turing Group
Silicon VaileyJoint Venture
Architectural Review Board
Planning Commission
C iliforl'..i.'s abiliry-ro .1ffi":lct c:mplor~r!o me ~m.l.in competici'r'"t' In th~;"On to
COIlK'dc::pcnds in latgt put upon Ol:.! ~ LL~' to n::strucrure the Stztc'~ ~rrnHul1g
and rcg'.Juro ........ ?r~. :--.. b..ny h.l$tnC$S.O wd c:m?lo~'("n c..h~ ., Cl,:O ~?V1 d
or hire a.dd.icioru.l fclJ-cimc Vro"OrU.."'S or :aawlJy !"!!:!OQr~ ~:l1.,;cUd~ Ciliforr..io. due m
~ $ta~ .u'.d kw:.J pem.i.tting :syttWU. Lad of cr.,tuimy. a'::u. ~'1: cc~ts and tirn~_
unlle~' auphot':Q!'l,"J.nd \lj.:;l,~u..i.nablt sur.d.uds. "l!(,.u cited ..... pn101-:::-oS "'1m ~ .. 1.e.
Cl.l!r'eD! ~_
wvemor WJ.ror:: ~.ok SC"o~ • ..J ;;.r.uo:U, inriu.Jjng I.'nLr.g h.tt"'Jtn: O[d.c~ '\f-.35---92
!:U ... dd.:~ Snr ... ;or:d ix;j r-c;'miru~g p:c~ ro (.L:.rc.'r;J.'~ 'm~~rC'f"-4-,!' c-';P::(..4[:''''rJ.
t..tn::.cr,-4.in::y, ~ ... ~, :J.:3 c.c~,-.
l\:J:::: L1.:,. :=::.J G.: :':-'t f~nT_~r (.t'1-,-"rO;'l Ct'!,.:;: ,:-: P.c-fr!".i, AS"'i:l';,C:C: '----,;c>\ '.;-:c
C '.;Lfo ''',_" T r:;.J: .;.,~J \.:.' ;" 7";".t,,:~ .~t·: l." < C ),;::~ c'r" :~:rr-:""':( .~<.' ;\~ -~~ I (ii'.'; i --.. t,: ._,J
~)nrr'i! T:uk .b~;,-e ',',""-1 ,~~c;,:d ;0 C:~."=-;c'? ~~,_:.~-:: tr.W ;':c: .. :q;.c:s L:.r.,::-=~ l"<': ---of !c .. ~"c :~.
:,.I,J [1 r~:-:, "~ i.:'<" ! (.::.J ,.-::~.-.'-= .----:'. :~~ O:'-.~;$ H~e:;,rr<...-." d-.: j ':' ,": r:;..., f' ~: rr :: ~;. ~ ;-:' : t ;.'
1 ~''': t",_:co,<,",":c.-.'f, \,,~-~ .. I'".(~, .;:: r;'.<: r~" .. ~: ,-,t .'-.~ "'''-!:~'. ,.;.~.·~,:r· . .'...>.~-~,; ~_1. ~ I,· \ "_-'~_
F"r::~, <_,.'J -.:.,;;rr;F:';~ ;, L'~'~:,;,>,t :_-...;.i -:.i;;t'::':~: '_"=-~ ,·;,:d j"l'!l·~,.\" i,: ,:'-c;;_~~:_ ,J::: [',::
;-,:nm[ p:v;:.c::.' >,:.'r.t:,-p. "":-'c'~'~ r~L:.· t 1:-: ;:'r:'rl-"':"'~':O." ~I>Y .. r,.} zO:1,i.r~~,:~:: <';-' p,~,.-rr,~:,~;:~. lr'l
C:.Jifomi.;;.
Economic. Oecvelopm-ent
Loc.J PJ:li!Illn{ 01-,-:\),,-[11 !hi"" i.ndu.si-oa {lr:o...'"1 E-w:.(.rri~ f ll'"me-~, inl}:':: C~~:1.~:J f'h..n.
or prrpau~on (jf ..... '"'l E-eonoIllJ.c Sr.r;a;tcgi.:: Ph.n c:uI ~ ll.K.:l tr) srn:n5:tnen (.I,):nmunir.'
d~opm:-..nt ;;a;:;-ci·,-:rlo, ~fu).,.l..,a tt.ont?nllc. grov.-.h J :,L'"ld rcinf.""ltu d'.:: pLmning prc.x.es-S .:.s
;;a posi~ !'UTei et.:;:m0:!"..i, c!~.,..j.Qpme:n{ .... .n imp:o .. C"d low.! bu.<;1r:~ ciIT'~re, 01---'UU,O:i
{J f the iOCl! tax b.a!e:,.u:d eciun.:o:i empJoym!!"Ll r opport\.l..!l..i tic, :u-e De.'"\!h[5 of J. P La.nillng
etTan: di.-eaed !o'W'Udl ("'"""_(-.nomic growt.h
1 Plannina the Streamlinin, Effort
To hdp insure cffe-cti\'t' ;md efficient p¢rmit srrt4.mlillir,g. loc.tJj,ies c ... n ;!'.itl2t;:
u)Ji$!I.5U! bui~d.:'l~ .. .!<ci F,,"::!.\K-C J. p:.a.n f<...'[ ~(""l",r:r':mt'Hif:<: v,.o:":2b~!. £u-e~p'",~i:ur.,-!
~ro·~cs.sc..:, 1 r.'"o~-"~j~ efH of ,r': ptc!> ~nt.<.t i'~'e$ trum .. c.rQ->~ ":,CCf i-:'~ 0 f 6rc l.l p, V.-i.Ul .. \"Csced
lm~restll. permirti.rl.g Is. ... CT\l;;:i-;.J c!emell \ in forrnlili.tmg feo...lblt: goili ·;u~Jobi,:;:.ti ... ·t5 ?;iL~
bro.d appliL4lion Dispute r<"solutl!,."u mt:thods rr'.lj" be: n::.::<.":SSa...'· if scrlous diHer;::-• .::cs
of opinion Mi1~.
3 CEQ A Strearr.lin~ng --------
This rf';c{)mmcr:J.tiOJl -''-'fZeST) unllLiDg elli:ing b~r fr<::'l,lend}, Uf'.dc[~u.so::d mcWo?..:;
of CEQA tC .. lifo,l:i. En, .. irO:-1n~enr .. 1 QillllfY A<:-l) IC\'LC\~' ~\J,'h 4.S }.ia..t:c~ EnYl.wrlment.ai
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The 1>"'1>0"'''
cOlftempl_ G
permitting
"",ern <I"" will
t=vid.
ce:1cinty, darity.
and cc:nsi.ste,,'l'
t:i permttting in
ConforTIia.
8
Executive
Summary
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Impact Reports (MEl&) , projC"Ct tiering, UT.::;;:COr. oflOC1l threl!-'l.Oid5 of $ign;r~r..:~, Jrod
supplemen"tal vr subse'lu-:nt En-nronmen;;al [mp-;tct Rer<:HU {EIK~}, In .d.d.itl::m, rr.~:;t
localities have generated or M\'C 0:1 file J 1~gmtJCJ.IH d..:.u.b.1~t .:.vllt{t:-d from l-'4,:,[
environmental studies, Whe'ne>"":::r pos.siblc-, l..dltje, d~<Jwd ~ th~$ infor:T!.lt:L'~ [[I
c-ruuate the ?Ott-Mia! tswironmm:::aJ dfc:~ o( PIOF'Q~d i'w,ic:u, t':~i~\lmg :iv";l.l.bl.:>'.~
infonnariotl hdp$locilities and .. pplicwr:s chrr.itl..4to:-cosup,nd ti:nc~ml'U"'..JlTJ,ln,g HtJd;cs
and rome ElRs fur 'Which dIecu .at aiready jud.gcd -:-lU:'C! .ugnif:~:1' 0: ,:tr::":'g-Jb!~
4 Inventory 0( Existio, Penn;e, ----------------------------------------
I..ocilicies can conduct .. d.epattmcnt ~y d:::puunent il1~'enw:r:-, of .ms<:ir.~ p<:;rrr..:\
.... pprovals and mage w.em ii,tO.:l. rr..asrtt permiT: rutrU:. n . .:' l!'~n=-~ pcr:n .. :~ m;.iTJ ~~ .. ,.., .... "',j
describe:ill kx:a.l perm...lo:.and [C.<"!~.-:i~. I.~t JrFopn:c r.r.-::m . .:TJ {'-~, t;;,:n c:e-:t':u-......r;-c~r.:
i:>S'.li.!lg roese' permits .. The l7l.;1~ru ~111 hdp lc;':"":':c", u...;,llp ,f!0ycn~!,!:::: r..jT .. <. " "; -;;:":,~
overlap or dl!pL.::aoOll {;f (eT("l'.jiJ:li;:j~j ~~~;, ... rl:~ [!.-~;..-..... d ':;::~:-:;' .. r :;"'J.;...-.,t' c,f
pernuts
Lcc::litic5 Ql1'I r~'~e-Y,' rho:: ~t"T'-..i~ ~nd p< :mit pn; .. :;-tq;~., ide.J1 u'1(d!:! t~c n:~ te: :;:;.:r:."
fm corume..'lC)'. dupli~tiQn and r:::o-.;,-sI ,:",' .. E..oc.,h permj~-;si.ur,g ceruur.c-nt !b:' ~d f~,.;..~ .. '
tfu:. te".v1C"i'o' on permits that cw Ix combiro .. ed., cli;n~w.'!':d. 0; n;ear:-Ji.nen. If, .. <!dit~,);'.
lepJ suff should re'.iewdepmmen~ rrc·gruru J..t: d F'Jhc.i-::s dc='\·e,1o r d to 11!"F!e~::, .. r !c .::.1
or~c.e:s for duplica..cion, iMffic:~n'=r ....... ,,::1 "e..!::ul...'.o::,· !r:.con.s:~t':L:ci~. 5t;J.fF ~hD:J.~d
revi.t'W tb':-K progrm-.s fN ledU!".d....m, ir,cfftolyt', or o'.;:~::! .. :nd ()rdlIU':H:~, rrq:-"i...tn, ;;; ... j'1.(,
policies tkt str.a)' from we intent of aucltonzing: Srue a;"Jd l"c::;,J l~bul...ciCln. A ~rmi[
revl~ coro.DJ.i:ctee, .rn.;adc up of I OQ.] offiC'-iili from parni t lslu.i ~ de-p;u'''uncnr!. SM L12 d
endorse ill staff r~oCIl.ll:.(:mkuoru tha~ hdp to iimplif,., ch.d..-. wa l.mp:O'"'t" pub'.:..i.::
w:es:s to th<: 0Y"et"a.ll perIni! process.
6 One-Stop Shop
A one-stop shop would be: thl:: i<bJ opeariO!l [(, implement .n rho:-loa..l lCli'C:I_
However, due ttl ind.ividu.a.l ciI-cu.snsun~. 3. permi~ ;a.ssutance center rtU~' be-a p ::clcr.lb! ~
option Ont:-srop shop permitting lcate!; .uff from all ~oc:;,l ;;,n:l, ~o.,.J p:-m:ll
dC'p:utmeras (buiiding. pUnning, e!"l."irOf'''''[~~'''ltal, healL'r). public wo;:k!, rM.!HrC>r~~;on.
and fire) in one physj.ca..I Jocation to hdp :.o.ppLic.tnts obuin infQrrmr~on, "'FPlicHion
Ulaceriah. -and pay itt; for nl::cesstry pennit ~"'ld de-vdopmmt:.p prova!s. St1ff 9fOuJd also
oller direo::ion with business or gowmrneool maru:TS. One-step shops btlp di!!'...i ...... !e
confusion :and rcd c;.~ surrounding perm,.;,r ~ppronl by p ro\"iding fuca :t~~ (0 m.ff
with a broad knowledge ofloa.l proc..cs.scs .nd tnt J 'J::hO!:,y ['~ in::l~ei.U ~c:)' ;;~Fn··ofl:" ",.
minor, minister;aJ p-::rmits. or Jiarue.> due H'qlLirc l!{tk or n''') Icyi,\" ..
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7 Expedited Permit Issuance and Development Review ----
Expediting permit wuance depends largely upon local ju.risdictiorn improving
methods of intcrd.eparunen~ and public communi(.<a.t.ioi"l. TI.us strJ.ccro d.i~.cus.ses rhe
creation ~f ~tegoria of pennit ro;1~ to identify lncoming pe1:miu ~"1.d direc[ them
~ong:a. path of least resistance tow;ml.s:ul efficient:uld r;mdy rcvi cw; recycling aisting
permit in..."Ormanoo to save time and the cxpc:me of repcoducing tnffic, e!l ',-iro nmemal,
and oth~r 5tud:i~; and. adhe.fenct: to time lines fur permit issuance.
8 Permit Coo..uinawr
Lo~~itics an a!sisn a planner or ~rmit coordinator co guide -applicanu through th~
pe.rm.it f'HX:CSS and intotn'. them of steps necessary to compl~' with lcd p("rmit
!egtW.ciorJ.5. SlJgge8ri;)M ill ~h.is $tra!~gy add.re~ chan~ w rh~ .,,",,)'5 in ,\,hidl ;lppliC;l.
rio os .ar~ typically routed and disc'..l.SS th~ a~ign.rl1ent of a singlt,-.1cco:..mf.able in& .. ldtw,
de.sign:m:d by me jurisdiction's. planning d.i:C"cto( or ... dl':Sjgmt~d seniOi: mIT rncmc..c,r,
for e;o.ch projccr :i:.pp!ir..:uiorl.
Thr:: P<:-rm.i.t Coo(dinator shaulrl arry p[0poS3l~ fr(lm p,.:;· .... ppL~cauon ,u~-!nil"'.~
d.i5C.'L~;io.n.s, w<J\;gh Uu. ilppro"rd PPJcC'Ss, 3.IJd imo foJlow~u? otnd er:fon:l!rD'!!"Jt cf{-'cJrni:
cor.d.ir!ol"'_I. The Pc . .-rn.ic CoorJinawr -Hill help applicams tr; idenufy po (emiai pelmi[
probl.:m, ~ir in the ptO~s :and ~.:cou.r:J..g':-coopC"nttlon b<-tw~en.local. jlUlsd:ictions. and
permit appL.can~.
9 Computemed Permit Tracking
Perm.lt tmcking S]""5;:':rru exped..i(C local. permitting br making immed.i.atdy aV:J.I..l:/,ble
c..menc projea and permit informaUorl. T raclci.ng sylt1:11l.!: illow !ocaI pennie deput
menu a.ccess (0 i.nformacion entered at:a.ny tenn.inal :;:long a CQrnp\lter network. T rackin£
systems can give Staff membm working in separate permit d.epartments ac.~) to rh'!
same on-screen tnfonwcion; allow for the conc.urrem proc~illg Cl f ptnnit application~;
and diminatt the need to copy and circula.te 2p.ptico.ciQn materials l.mong, s-e\'era.L
der~ts. In addition. c"mpu~rtradcing f:aci1jtat~ fh~ 1$sigrunen t of asinglc pro jeer
code numb.er to track applicacioIU through all phases of permit arId de-...'e!opmt.'\t review .
r 0 Customer Assistance
Loc..al goyerr:menu and the pr.i ... ·~w:: 5~C{or ci[e rhe imporu.ncc:: of positive staff
attitudes, especially staff dealing dim;:dy with the public, fO af(ractin~ :md rt~2ini::lg
bus!m:ss. Arreauv'! and ,.:)mim:ntly helpful customer ~er ... ice atritudes c,ec;;;~e trust and
confidtncc: in applicants char localities will treat all permit applicatiom in ).. fOllr, mnel),.
and effiCient manner md chat phnning StaffwliJ wOlk a.\. <l. t(';am:o r.olvt prob!cm~ .:>., Liley
CCC:.-lL Strategies ro iropw,,.e existing customer .::;ervice include; cross-training and
incegraci ng staff from d.ifferent department.s to eACO w-a.ge a. b road under~rw ding of the
p~rmlt proCt.:ss and. dlt: designauot\.l)f -an ombudsraan pm.i.tion to. ser\'e 2$ a li:o.lsOH
between the private sector and permit issuing dep:mments.
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Executive
Summary
,~"rrtjnued
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1.00(Jr GrA·e~fi mel'1l P"'~m .. t S!reClmi:.1i,1e Sua:("£;'es 9
PERMIT STREAMLINING
A Guide to Silicon ~'allry's Best
Practices, Policies and Programs
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Corporate -City Collaboration
-PATHWAYS TO PROGRESS -
The Sonta Cia,. Counry Manr;jac/uring Group
Facility Ma1lilgm Committee
29 September 1991
Speeiallhank to Applied Materials, Intel and SynOptics
Cover DesIgn by RIchard Winchell
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SAm A CLARA COUNTY MANUfACT\JRING GROUP
-PATHWAYS TO PROGRESS-
PERMIT STREAMUNIHG: A GUIDE TO SlUCON VAUEY'S BEST
PMcneES, PROGRAMS AND POUCIES
P. lied by SCCMU's
FAClUTY MANAGER'S COMMITTEE
INTRODUCT1ON AN!) OVERY1£W
~ 0Yerri&w -~rteen months ago, two Fad!oty (JirwlOfS from
Manufacturing Group membef comP8"ies (BoO t<.raiss 01 SoIectron and Riel<
Austin ci Komag) approached SCCMG Pre-5~i1' Gary Sur'Ke &bcu~ an excit:!'")g
proj'3ct Ihey had implemented .,dependently in M,'pi:as,
Through a "consortium· of 15 Mj:pitas empfo"jers, tti 6:¥ paI1r,-=r~j wi~h c:ty staK t,)
~tream!jna the permit appro""a~ prcce-.ss. TIre re5wi1S, eveM Ihe,t -" arrd eve:"! more
SO now~· were astour,d:n.g, lenar\! Irn-pro'.'eme"'/, pefTlln:3 U",at '\CX:~ 30 10 $0 days
~o proc...ess now often lake on~)i 0:19 hour. T~e p;E':ce-,"1!39B 01 r~rm;t s1..'t-mir:ars
that passed on tria first at'reni~~ had been a c:fsmal f;\:"B pelce-nl. T0j~~(, rlw ~!'Irsl
pass }'ieid'" is closer 10 50 perce:l! (0: smal~e: prDiocts The 'JVOrxing rera!iOrlsl"rrp
on both skies has progress-ed frOO1 C3Ut!oil and suspiCion to r~$pec-t and
understarY.1ing.
Bob Kra;ss artd Rick Austin's hops was to weI):. thiOu-~h tr,e Man',Jfacturi~Q Group
10 prodl..lCa simitar reslJtts on a vaHey~""'ide scale. ThfOlJgh their vi~ion, the
Facmty Manager's Committee was bern, Consist]ng of Q>.Paf 30 of Si;lcoil Val.\ey's
top employers, the commit1ee'. goal is 10 10''''' a partnersl1ip 'Mth local
government for our mutual benefit. Initial contacts with each crt)' bore frun:
Eleven cities responded positNe!y 10 Ih is exp&rirnen\ in lorm ng & partnership to
stroamline fI1e penn~ awrovai process. This docume{l! is one 01 tt-e by·p<ociucts
-rather than the end ItIS\Jh -of this crjnamic pa~,ip,
Goals end 0bjeI;1Ives -The committee's goal is srnpie: Enhance Silicoo
Valley's economic competitivaneSS by stream1inflg the perm~ approval process.
In Siicon Valley. where prodLJCt.1iles may have a life as short as six to nine
monlhs. 8 Tenant Improvement peomij tIlat laJ<es 30, 60 or 9C days'o process
can mean the. diff-erence bet':Yeefl mart.a\ success and !ai\l.ne. -Time to Market"
is a crucial concern in Silico<1 Valley.
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The committee's objective is to establish an on-going pannership with each city
and produce streamlining resufts thai will benefrt the cities. their corporale
customers and the taxpayers.
The c~ies and taxpayers benefit ~ their corporale cuslomers producto
professional permits that can be approved on a 'frrs1 pass: Insteed of the
secoOO. third or fourth submittal. The cost savings to the cities in time, staff
resources and tax dollars is astounding w!1oo o,le considers tIlal most cities cite
a "firs1 pass y;.Jd' of less 1I1an 1M! percent.
The 00fp0<IIt& CIIS10mers win n we can help the city flow chan, .,;m specifIC \h..""
lines, Its permij approval proee$5. By wor1<ing through the perm ~ approval
process and doCumenting 9 flow chan, ij is easier to fir.d ways 10 further
streamline the process. This win lead 10 more rapld permn approval!; ..mHe
retaining tile WIle high level of heal!h and safely standards.
ParIlIershfp with Cities -The commr.tee contacted SiIICC" Valley eil"" a fi!ar
a90. and asked 10 work with those jurisdictions Ihal were InlelOste<:l. We were
delighted w1len eleven citias ,es~ndad yes. Campbell, Cupertino, Frerno,l.
Gilroy. Milprtas. Morgan Hill, Mounlain View. Palo Aho, Sac, Jose, Sanla Car.
and Sunni''VaJe ali !te.oped forward.
The agreement to pai1ner was not taken 'igr-rliy by either side. In tough econorf,ic
times. boln the cities and the corpo<aliofls are more cognizant of the bottom 1<"9.
Nobody /las lhe time for noo-pnodu",ive meetings, With It'.at in mind, the cities
deserve spaoia! reoogn1iofl tor ded"iCaling the staff resources to partner with us to
improve the perm~ process.
Participating Compenles -The work in !!lis report, and Ihe OO-QO',o9 week of
the committee. ¢Ouki not have been possible ,,;ihoUi the diligent efforts of ~s tv."O
co-chairs, The Manufacturing Group would like to tharIk Bob Kraiss of SoIec:tron
III1d Rick Austin of Komag for combining viSIon with hard wor1<, We woo: : alSo
thank thei, companies tor allowing these two employees 10 dedicate the time and
resources necessary to lea<! the effort.
In add"otion, numerous facility directors and managers from some 01 the top
employers In the region have I&n! their time and professional expe:1ise to this
proje<:t These individuals irroIude Bernard Baker, Chris DeVos. Mike Johnson
(Hew!a1I-PaCkard Company). J.C. Blakely (SynOpties Communications, inc.). Jeff
Blanchard (Varian Associales. Inc.). BiH Buckman (Inle~. 0.\/11 Crowloot (PG&E),
Mike Dooley, L.inda Flaherty (lockheed Mhsslies & Space Co,). Jack Gaddis,
Gerald Humm~1 (Amdahl Corp,), Mike Hawkins (ROLM). Michael McQuaid
(UMed Defense LP). Thomas Scott (Goodwill of seC), Joe Stasi (lAeasur&X
Corp.). Ken Williams, Ricll Pierce (Applied Materials. Inc.). and MiXe Wu (Lo<al
Westem OevelopmenILabs).
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format of Repor\-Our goal is to make Ihis report user·trier.dly. Wilh that in
mind, a Quick review of Ihe format might be uselul.
Afterlhis introduction, a list of contaclS in each of Ihe eleven cities is provided. If
lhe reader is t~terested in a particular streamlining lechnique Ihat is being
Implemented in a oertein jurisdiction, the city staff members lisled have
pniciously consented 10 seNe as a point ot contact
Aller the list of coolat\s, six key queslions are posed Ihatlhe committee Ie" were
relevant to streamlining. The formal is simple: A question is asked, the reason
fot'the QUeStion Is defl11e.d, and \he Best Practices (along ",itl1lhe appropriate
city) are IistlId.
The$e queslioos were posed to each city over the past severa I m omhs.· After
hearing their feSpo4'\ses, we recofded Ihe 'Besl Practices' in Silicon Valley. and
are sharing them with Olhers. Cop)""g may have been againsllhe rules in
school, but when h comes 10 streamlining, bolh the cities ano Ihe corpor~.tioos
sincerely hope Ihat we will tJorrow BeSI Practices lrom each other.
The MaCiufacluring Group recognizes that the lisl of Besl Practices atlacr,ed is
not exhaustive. We also recognize Ihal more than one city may be employing a
besl practice Ihal we allribu1e 10 enolhsr cHy. It is nol our inlenl to assert Ihat in
ail casas other cities 8!'e not implementing or considering simi\er me~$!..Hes ~
ralher, we are Simply cHing one e.ample (thO"gn in some cases, the sole or best
example) for a particular practice. It is our goal, howsver,that we might al! !earn
from each other -and !hat this report might encourage Ihat iolormation
exchange. This is m9al\t 10 be a coltaboralion, not a compelilion.
Future Steps -Wa must stress ll1al Ihis 'IIor\< is an on-;;oing ,r""ess.
Slreamlining is nol something lhai is stallc. As technologies, companies, cities
a'ld indi'lid~al players change, so do our streamlining opliOns. For Ihis reason,
Cily-Corporate Liaisoo Teams have been and are still being established in each
Jurisdiction. The teams are rolling up their sleaves to tackle issues of mulua1
conoem. rt Is an exciting project, and we believe H will coolinue 10 yield ground
breaking resutts. We also recognize that even with willirlg part icipants on bolh
sides, tt is not an easy task. As SCCMG Board Mem be!' and I BM General
Manager Ed Zschau recenlly noted in discussing public policy, 'The price 01
leadership is commitmenl and responsibility.' We believe the rewards will be
wortl11hat effort.
As stale.d earlier, this report Is not \he fmal result of our eHorts. 1\ is merely a by
product. As the wor\< and resu!!s continue, ~ seeme.d appropriate to provide
Interested ciUes, corporations and citizens wilh streamlining information Ihal can
be of immediale value. We hope Ihis document Is such a tool.
If you are interested in joining our effort, or would like more information aboul this
document, please call the SCCMG offices at (408)495-£801 .
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CITY CONTACTS
OUES11ON 1:
Most ciIies are oow claiming B sl<aamlined process. Plea~ clescribe what iOU
"" ... dOne to streamiloe your process and discuss resu~s.
Many ci!ies beliErte that lI1ey haw a streamlined process ilt some level, yet thare
.,. various roadbloCks; rule interprelations and other obstacles that can come
Into piay when • oorporate cuSlomer tries to WOfk through tile system, Another
type at 'stnIIImiloed pC'OC8SS' occasionally mentioned Is when a particular permrt
appIicaIion is treated as a special case and gels a 101 of attentiOn. Unfortunately,
each special case requires speoiaI handling and rule interpretation. Ind~stry Is
looking for B streamliled process that flows smoothly and follows tha same route
regardless of who Is submitllng the applicetion. Another aspect of implementing
8 streamlined process is a good oommurJcations system 10 address Issues as
they arise in a quick and timely manner.
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BEST PRACTICES: CONTACT CITY:
"EstabI1.t\ • lIeIf~ aNa. MOU NT AI N V I EW
This seIf~ _ coold be in one rome< 01
the Building Deponmetll aM could roude a
Morial 00 an types 01 pemlits and lorn •. A
stap bella< would be to ad<! 5 usor-triendy
rnEll1ldiYe compu18t Morial. An eO<ftionAI
~ bward ....,.,.., be to add a perSOl1 ttl
assist'" !he "~" area. Formal buildOv,j
code rr .... 1ng l¥Il<!ld also be a plus.
" DesIgn ..n-. 'IeIp counIe< willi Industry SAN'T A CLARA
Input. .
"Estabilsti .... 1II'ieaM OUbIde pIw1 PALO Al TO
cheek.
This should 'ndude 9MO<I\ih pia", med<.rs ScO
mat WC<l<.lcad .U~ would be at'SC,1Jeij ,,;,"
nO!!me rnpact to tI'1e cus!orn-er. Wt.'l.x '0'/ ~r,e
outside plan d"-.ecke r W~iJfd nClt be rt:V~8·", .. e-j
in datall by staH. A Profes$~a! Er,g':"\SN
(PE) ~iamp on 5-LJ::.m~ais wc~):ci ail,/)\"i ~:ro
gress ""it}",.)'.:! t~lie d€:ayed detail !~~',";e',ly5.
Errors and crniSsions msura.'1C9 ...... ou~ coyer
city liabilny.
*Move all NfllnlO one building lot easy MOUNTAIN VIEW
access
"lnstltuta five Clay..., week upr_ SUNNYVAlE
pennIta. SAN JOSE
Half the available tim& should be by IiPPOint-
men! and hIL~ open to waI<-ns. Customer is
seIWd by sIali from •• Divisions and
Depanment.s at one location.
*Uae voice nail for updma. MOUNTAIN VIEW
Upc!aIe t8qIJ8Sts should be left on \IOice mail
and ,.sponses gMM\ w\thin lour hour.;. One
step beyond wool<! be to include a 00"9
voice marl bores lot selec'.ed custom ers to
accept questions and leeve answers. Note:
This will noc be ~ H permrt lime frames
are reduced to _ dar.;.
"ProvIde same clay permits. PALO ALTO
Some permrts that exceed the '-2 hourcate-SUNNYVALE
gory may swr be processed in ooe day.
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"Our goal is t~ rn:ll/e
mom t>emg • ~tcr
!o i:>eing II feciMstor."
Ardre"'" A delmsn,
CNei BL-ild;"y Off~1
Ci:y cf San .. Jo.~a
,'---,--L"". ".'C
"By-It!g~
Archl_Rtrriew
Soa.-rI Heanngs, we
rtJduced C(;f tl..Jfn
alound lime by 2C to
50~."'·
IMrk Ruebsa""",.
Econ:J,nk;
Dw<>l.:>pmenl
SpeQaJi<t
CRy d ""-Hill
BEST PRACTICES:
Parameters lor one day oormilS MOO 10 be
established.
CONTACT CITY:
'Schedule pre-appUcation, pteCOf\Slr\IC-CAI.1PBEU
lion mHIIngs. All
This should be required 10 be oon~ lor
any ~ijed handling. Service by appoint-
ment for any Issue.
'AulomatIId tee«ds end ... b ...... sysIIIm PALO AI. TO
~ Optical Disk Sysa,m -BOOS).
In Ihls way, P8ml~ reco<ds are autOO'.ated on
an C4)lica1 disk sysIem wIlicl1 is Bvailable for
use by the pubIie althe count.... This can
eliminate the need 10 maintain paper filgs for
perm~. records, tIlus sa,mg space and allow·
ing eppHcants 10 do the]! O'M' reseaxn. atso
reducing stat/ time,
'Develop concurnnt proceulng, SNIT A CLARA.
Though CCV'lClment prO"'....Elssh,g ""as ctai,rr:ed AI-.l
by al! cities 10 varying degrees, the lack 01
estab/is/led I:ow charts mede "ciff"u~ 10
verify. When fuMer 'ovie ... in two cities, ~
b6Co.me evident thai addniooa I impleme!\la-
liOn of concurrant processing would rElSUn in
a belter process.
'Move from regu later to lacilltlllOt.
Th Is is a greal concept thai win requite a
new level 01 bus! on boCh sides. This may
lead to a self-pe'lT1i!ting process once e1ec
tro< .. o training and checking ara available.
'Building end utilizing contWWlOl rooms
end e/kIown III'NL
The physical environment helps 10 iT1proYe
the atlitude of both lIle city staff and the cor
porale customer. San Jose has noon servic
as, free copying and Jocsl phOlle C811$ .
. ' Schedule yearly customer IeI'V1ce train
Ing fOt staff.
This is to address issuas of a~,ude as well
as partnering and team building .
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SANJOSf.
MOUNTAIN VIEW
SAN JOSE
SUNNYVAlE
GilROY
MOUNTAlN VIEW
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BEST PRACTICES: CONTACT CITY:
'Ust of all Items Meded on plans. CAMPBELL
This Informalioo should be available al the
",,!!-help area.
'Build. checkJlst of most freqllent errora. MORGAN HILL
This Is a good jdea fer both the City and CUPERTINO
Ind<lS!fy and should Incluoe a ch9Cklist from
both perspectives. Once errors are identi-
fied, then co>rectlve actiOns and improve-
ments can be completed. All metrics for
liming and improvaments would be collected,
measured, analyzed and reported month Iy.
'CommIt 10 prfori1y proce!Slng for MORGAN Hill
indUStrIal P9fmlts.
'All Architectural RevIew Board (ARB)
work performed at staff level.
Empowerment is the key to improving
rssponsivenass in many areas. Crtias will
need to embrace sell·directed work team
concepts to gain Ihe most from empower·
ment Training in Ihis araa needs 10 be
budgeted and compleled. Staff rev'lew vs.
commission review is the key.
'Schedul6 quarterly meetfngs of City and
Industry.
These meetings a re for info rma lion 5 he ring
only. Spec~ic Issue resolution and cenlinu-
ous imp~ent kems should be handled at
sepamt& meetings.
MORGAN HILL
MOUNTAIN VIEW
SUNNYVALE
MILPITAS
'Schedule yearly operatiOns review of cHy SANTA CLARA
penni! proeess.
This would be conducted by Ihe Chamber of
Commen:e with ali inlerested business
applicants.
'R8l:luce number of sets of prints needed FREMONT
for ..wbmlt1als.
Also, agencies not Involved in changes
should be bypassed.
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• w. process about ss
f>"""Jnt 0( oJr bW:P"9
perrrils lhir><Jr;h
_pIancMd<"
W6'~~
loctInica! s<aI! who
an~redto
make dtJcisions orr
p/IIn~.-811_,..
Co rm>vni!)'
/Jt!'IIe1t>,"xnent Oi'rec:tor
city c; sunryvale
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.. ~ re~t or e!ffi':'o
liYostnozmlitVniJ
."",.. is br I>oIh Y;e cirj-Io~-=n
_''-:'_10
tIwi do$gfl the
pom>t~/o ".,,-_.
TIw~
Gftq:t'& progtam is fI
nwjt>r het>.,-
1IW" .... diilJj.·
KMl A.Ismon,
.D!R '",»&It DfMctor
CIIy 01 """'*'" Viow
BEST PRACTICES:
'Pay all permit bUts wi1h credit cards.
A possible improvement would be 10 pa Y all
btU. through a line ~em on a company's
monthly util~ bill.
'FAX pennits.
One slep further would be lull electl'Ol1ie
pem1~ submittals inoludirQ City preparoo
~ronlc forms (with bui~·in tutorial) and
CAD drawings. Currently this is used for
minor perm,~. only,
'Compulllrlzllcl tracking sys!em 101' all
permit actlvlty,
'C_ cUS1cme, repl'&8<lntaUve poslll on,
Including sing;e point contact for complex
projects.
'Allow temporary permits and courtesy
In8J)Oelions,
This procass, a~hough allowed, is stiil a
"favors' system and needs to be formalizoo.
San Jo 'e allows start 0: T ""8 nl
Improvements, Construction by filing pians
and notice 01 intent inspection should be
"Ne:<l Day",
CONTACT CITY:
SUNNYVALE
PALO ALTO
SUNNYVALE
SAUNAS
HAYWARD
MILPITAS
MORG"'.N HILL
SIWT A CLARA
CUPERnNO
ALL (except Palo
A~o)
'~gf,"",r the entlre cuatomer Interface SUNNYVAlE
po a B I Including all p8nnllS, Inspections SAN JO;,,,,
&n<Il_ and lonna. MOUNTAIN VIEW
Reduce fonms 10 bare minim um w~ no
overlap,
QUEST1ON2:
Is your permH flow documented? If so,
please sI10w the process and explain.
DESCRIPTION:
If !he penn~ process is documented on flow
charts wiII1 timelines, H helps the Cily to !den.
lily problems that may be hidden, or to recog.
nize areas where simplification could be
made. The kay to Ihis process Is not neees-
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BEST PRACT1CES:
sarily!lle flow chart ~seH. but the clarification
and itnproYements !hal re.uft by involving arr
of !lie awro¢ate city staff in wri1ir,g oul the
pc-oc:ess. What may sean simple to a given
dIopart:m«tt can be oonfu s¥lg and d<fficuh
...,..., """.-by severa! departmenls.
By looking ai how the ""'ole piOCeSS ties
lOIJIIIher. many simple 1m prcr;ements may be
ic!OlnIified al'ld adjusfecl-and the perm IT lim&
line. uflmalely, may be shortened.
BEST PRACTICES:
CONTACT CITY:
'BuIld • beaIe proc::ess flow chart MOU NT A I N V! EW
MILPITAS
SAN JOSE
MORGAN HILL
"Build a d<>talled flow ."art compiete with SUNNYVALE
,,[I 10" peell on points snd perm~" required.
Ad-d ti'ila 'ra.r'f,ss-ai:O resp-~sbi1ies to Ihe
chaIt.
QUESTION 3:
OryanrzaliOlla!!y. "OW do Fire and HazMa:
intarlace with Planning and Building?
DESCRIPTION:
This Issue is cfibcal :n the petm It process.
Wella· .... seen a number of problems artse
from poor ;,terlace between these dEpart·
IMI'tS. lnstead of WO!I<ifIg as a team, each
Oepattment may bE.ms the othe< wilen a
customec presses the issue as to why a
petm_ Js taIdnII too long. Industty believes
theSe arlllllS need to be more cIo$ely ..,ked.
In facl, in most jufisdietior.s these depa~·
maots are in separale locations.
BEST PRACTICES:
-set exganlutlon so that Fire PtOll>C1lon MOUNTAIN VIEW
reports to the Building Department.
Thls is a reportjng relaliorlship· no) just a
proximITY issue.
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'Wo car;'t play the
'Blame a.m..' n..
Public and Prr/8r~
Ssc:tors hsv~ to WUt"k
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,I( l'W'I SchrH;ler,
PIannii>fl Direaor
City 01 Palo_
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"""""'sI tile P«mif ~ prnyid«f "" I 1~lr:>r~k;gue i
that rS$Ul1ed ri roif.ab.-i
cntive cI'ls~ ~ t
IJciaI tc C<JrctJStOl'7Je;"'S I
tJJJd k> fI>s ciy, " •
/.My Mooro, !
City~
C'oi/yo!~
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BeST PRACTICES: CON'TACT CITY:
-s.c ~ so th8t the Buflding GIlROY
OejMtm .... t report:Ilo tho Fire
Depwt" .....
In Gilroy. this has led to a oow lile and
Eflviromwrta! Department
-sctIedUIe de8Ign __ group ~ngs GIlROY
weeIdy 10 __ eM MW parmi! ~
recllwcftlle!-.
This may -. 100 lime eonsumilg for an
~t$, bill ""~ this may
be pnor1'C!1b'e In 1a;'9Bf cities.
-scheduM joIntwaJl<.Jhr~ wilt! Are GILROY
_Sulk§ng.
"Assign tho Bu!ldI'Ig Depertmtn1 respor>-MQRGAN HILL
oibJlity r""tIIe firo C<l<!e &nd s(>fin~I.{s,
·l..<>caIel>o1h 03P11rtrn.<rtS j, 0"" buiidlng. MOUNTAIN VIEW
'Use cOrlSurtlJms tor HazM&t & Include
eonsu ttant In preHmI ro;1l'\&s,
CUES',:ON 4:
Do you ha"'ll an eJ«>f9SS P"fT'1 <t1'1g process?
It so, how long does ~ 18k. to 'see'v.
perm~.s? Wha1 8m :he limitaWos and v.nal
p&It)GnIa~ of permits !}O .>;ness?
DESCRIPTIOH:
Various defio~iOns of 8JC!l!'8$S pe<mitmg
exist. 0.... goal Is 10 WOlle toward an "",",.me.
00<.If'IIar. whi&-~ 8lIp!e$S permit. The
first thnIe ~ In !his docunent should
help in ~izing • City to get to !he point
that express pem1rn.n~ b6c0<r."" .. ,able and
cost effective,
r:REMONT
""OO'ide ~ P8nnIt8 nv. daya. SUNNYVAlE
weeI<.
EJcpand 10 Include limijed KazMat. $\r>.Jcturai.
or industrial wastewater, possib.ie fee basoo.
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BEST PRACTICES: COI'ITACT CITY:
"ProvIde flw.day expedite process tor aO FREMOI'IT
S2 Occupancy.
OUESTION5:
Is there a formal app<Ials pro.:ess !of differ·
ences 01 opinion in the penntt or inspection
process? If yes. descri!le. II no. is tt being
considered and describe potential process?
Is there an isstJe with over ruling subord~
nales?
DESCRIPTION:
This is an important point that Is brougllt up
by customers of tne penntt and Inspection
process. Unfortunately. most crtil!s feel that
this is not an issue. and tnat rt rarely come,
up. Companies perceive thay are in a pc·S"
tlon that ff they complain or push 10 hard, thai
they might win the battle and lose the war.
Whether real or perceived, a fe.ai of re!alia·
lion by inspecto,s or building offic'.als exists In
the minds of many oorporale customers.
Some customers claim to have had Ih.
experience of upsetting an in$pector by
app&allllg 10 a h 19her authority. 8I1d paying
Ihe price atlhe next Inspection. An appeals
process that can remove this perceived fear
could be of value to the City 10 receive honest
feed:Jack on how the prooe$$ Is r<'8.iIy
WIlfkinO.
"Establish building code board of appeals. MORGAN HIll.
"EatabU." disability board of appeele, GILROY
"Dewlap 8 pMosophy to "wOfk towards GILROY
yes-at !he beginning.
-msure Ihat the customer RMeta the lnlant FREMOI'IT
and spirit of !he Unlfonn Bulldlng Code. If
not the hmer.
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7fIe S«;ttN d ~.
tWEI~
tJ'ff0ft!, is IrK both !he
ciry-~
to .nlq:w~ <:#Ch I ot":efl;·~ • .'ldt:J
((}en des,;"gn I,~
~."mit~t;)
tr><e·~t rhose /'IC~
T~ .AAan.c, .... ,;.::tu';',"}.,9
G,'"C~,'!! fYC".;tP.-'rt is 8"
rr.s.,0.· ~p to J;-....i,\j
!i)aI~~'
K fIn A!stnw1,
£r;.Q{).')rrft;
~~
City cOA" .. ",..., v_
\:
BEST PRACTICES: CONTACT CITY:
'Eslablitlll a formal procees for emergen-NONE· WISH UST
cy !Me with 0iI0l day response for resolll-
t10n (posalble atIIItrator).
'Info:wma' ___ to Individual city council NONE· WISH UST
membel8 outside of public meetings.
'PI'OvIde wrftten Interpretations on NONE· WISH LIST
common Juues.
Collaborate with Industry representatives 0f1
establishing written Interpretations.
QUESTION 6:
What do you see as the greatest obstacls to
estabiishing a true crtylindustry partnership?
DESCRIPTION:
Only by identifying .~d removing tile obsta·
cles that stand in the way of Vlor.ing together
can reel progress be m~de. These obstacles
may change over time and should be
l"ev1ewad I '1 an annual basjs to make sure all
system s are worldng in a satisfa.ctory
manner.
'Lack of Commun!catlons. ALL
'"Blame Game" as ~ by contnJctOl'l PALO At TO
or IntamaJ city department&.
'Waldng unIll the Ia&t mlmn.. GILROY
'J.ack of use of pr..-dewlopment meeting. GILROY
'Incomplete or Incon8ls18nt plane.
'Con!ractore cutting comers.
'Attflude of InapeclOl'8lstaff.
'Lack of a formal customer satisfaction
feedback loop.
·12·
MOAGANHILl
PALO ALTO
MILPITAS
FREMONT
NONE· WISH LIST
,
h
;:,:
·T
OTHER ISSUES:
Due to tim. constram, there were a nwnber of questions that thtl Committee
origilally considered bYt decided not to include in our first series of cltyfcorporate
meett>g&. Some at tile more important issues still to be discussed appeal below:
1. Does)'Oll' I><Jikfng department collect data surrounding permit submittals?
What is done wth the illom1atiorl received? A .... rage days per parrnit; reasons
for perm. Iaiure: percentage of permHs that pass on first submittal; percentage
will hal:mat content; percentage processed through different formal programs;
pe!08i IIage of !alB peomits; reesons for late permits; etc.
2. Discuss filaneiaj rnarfaoes, lneitK!ing annuallaes. inspection fees. up-fronl
~"eni ccsIs, use at crecm cards. use of c1i!ity bills. 8Xpedrte fees, outside
plan died< files, special program teas. blanke' purchase orders. How can all this
be sWnpfdied?
3. Coos<lerinll your indusUial customer, describe Ihe city organizational
stn.Jdure and relate how thai structure suppoits indtJstry.
4. Discuss c'r\'/Iiabilrty issues. V\lhy is stampec work double checked? Whal
wouid tn. city do d:fierently IT permh liability was not an issue?
5. VY'h&!"l de you boiieve tt Is appropilJ.!i3 to include yow Indu.sl[~1 customers in
coda cha nge discu $Sk)n s?
6. Is rt posslbfe to build a one permit • .",e inspector, one fee s),swn?
It is 001 inlent to maE! with each of the eieven c,iEs ove, lha next lew months to
exp!o~ these questions. The resutts 0: those discussions will be made available
at a later dale.
COHCUISIOH:
As we stated al the outse! 01 the Guide. we are &1 the beginning of the effort to
further streamli1e the development approval precess. Since lime. technology
and mlIIkets change. there is no end to this process. For more informalion on
how)'Oll can get I'lvollied in this pattn6tShip. pjease cali the SCCMG offices at
(408) 496-B80t,
Special thanks to Applied Materials. Intel and SynOptics for generously drnating
the lay-cut and prOOuctioo of th is report.
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