Citygate completed an independent management audit of the Community Development Department for the City of Ojai. The City had several objectives for this audit. First, Citygate assessed Department perceptions from internal and external stakeholders. Next, Citygate evaluated Department practices and performance against best practices and evaluated the Department’s organizational structure, staffing, and workload. Finally, Citygate developed key findings and recommendations to improve Department processes and customer service.

Citygate completed an organizational analysis and developed a Strategic Plan for the City of Salinas Community and Economic Development Department, including the Permit Center and Planning Division. The objective of this study was to review current conditions, evaluate future service demands, analyze opportunities for organizational changes and process improvements to further enhance customer services, and develop a strategic action plan with a prioritized implementation schedule.

Citygate provided assistance to the County with its development review process as a follow-up to Citygate’s functional and organizational analysis of the Department of Planning and Land Use in 2008. The project objective was to improve the organizational structure and ensuing customer service enhancements.

Citygate Associates conducted rotating departmental management and staffing studies for the City of Corona, including the Public Works Department, the Utility Services Department, the Public Library, the Housing and Development Department, the Police Department, the Building and Planning Departments, the Fire Department, the Department of Management Services, Parks, and a Citywide Overview of Implementation Status. Each study evaluated management, staffing, organization structure, resource deployment, maintenance service levels, operations, equipment, technology, human resource management, training, management information systems, performance measurement, and policies and procedures. We recommended specific performance measures for use in several departments. As a part of each management audit, we surveyed a number of comparable cities to develop comparative data and to identify best practices. In a follow-up analysis, Citygate found that over 95 percent of our approximately 250 recommendations had been implemented.

Citygate conducted a series of projects for Mountain House Community Services District over 11 years, including: serving as project manager in updating the Mountain House Finance Plan; coordinating Mountain House staff and consultants; providing financial analysis that resulted in a recommendation for changes in the Finance Plan; assisting with the development of ordinances and policies/procedures; reviewing water, wastewater, storm drain, and solid waste utility operations/contracts; and providing general analysis/consulting and administrative support services. The following functional areas have been addressed throughout our continuing projects: organizational restructuring, services restructuring, prioritization of services, cost reduction measures, resource allocation and workforce planning, and management and operational reviews. Citygate has also negotiated Utility Contract Services, Public Safety and Fire for the District, and building leases for administration and library space.

Citygate Associates conducted a Citywide organizational review for the City of Albany, California. The study provided a third-party review of the City’s organizational structure to identify potential cost savings, service improvements, and other efficiencies to improve the effectiveness of the City organization. In addition, the study provided strategies and options for providing services in a tighter fiscal environment over the long term. The following departments were included in the study: Fire Department, City Administrator’s Office, City Clerk’s Office, Finance and Administrative Services Department, Community Development Department, and Recreation and Community Services Department.

Citygate completed eight rotating general management and operations studies for the City of Ogden’s Community Development, Public Works, Code Enforcement, Community Services, Redevelopment Agency, Police Department, Animal Services, and Fire Department. Each study analyzed the performance measurement, policies, procedures, management, and operations of the Department. Citygate examined issues related to the philosophy and mission; organizational structure and management systems; organizational relationships; relationships with citizens; allocation of employees and other resources; personnel management and training; data management; records management, communications, and information systems; facilities and equipment; management methodologies; maintenance functions; and fiscal management of each Department.

Citygate was asked to conduct a performance audit of the City of Vista’s development review process. The scope of the study included the program areas of building, planning, engineering, inspection services, and other municipal functions that relate to the development review process. As part of Citygate’s review, a customer survey was conducted, as well as an employee survey.

Citygate provided an Interim Planning Director for the City and prepared an organizational assessment report of the Planning Division and the development review permitting process. The initial scope of this study was designed to have Citygate provide an organizational assessment of City’s Planning Division and a multi-year plan to rebuild the Division into a “best practices” organization. Early on in the assessment, it became apparent that many of the problems perceived as “Planning Department” problems were, in fact, interdepartmental in nature. As a result, the assessment was broadened to take in the overall development review permitting process. Citygate proceeded with the study with the following objectives: provide an independent, third party analysis of the policies, procedures, management and operations of the Planning Division, and design a creative strategy to improve organizational efficiency and effectiveness; discuss alternative operating models and make recommendations for changes in the Planning Division; examine the development review permitting process model and make recommendations for changes. The City Council enthusiastically embraced the findings and recommendations in Citygate’s report. The City formed a dynamic Development Review Team. This resulted in increased interdepartmental cooperation and coordination. Duties were re-assigned so that planners could focus on planning rather than administrative tasks. The City fully implemented their electronic permit tracking system (Accela) in both the Building Division and Planning Division. In a follow-on engagement, Citygate was asked to assist the City in improving its permit processing-related customer service. Citygate took the various departmental and functional leaders and participants through a character-building training set of exercises to establish common values, norms, vocabulary, and behaviors for positive customer outcomes.

As part of a Citywide rotating management audit program, Citygate conducted a management audit of the Community Development Department to determine the extent to which the Department’s goal, objectives, operations, and employees embrace and achieve elements of the City’s organizational vision in the areas of customer service; neighborhood-based services; effective, efficient organization; valued, appreciated employees; teamwork; and innovative organization. The scope of this review included the Permit Center, Plan Check, Permitting, Building Inspections, and Code Enforcement. Citygate was then retained in a follow-up engagement to provide ongoing team leadership development and customer service training.