Citygate completed a performance audit of Sacramento County’s Planning and Environmental Review and Assessment departments. This study provided an independent, objective, rigorously analytical analysis of the policies, procedures, management, and operations of the programs and designed a constructive, forward-looking, and creative strategy for improvement. This project involved a standard performance audit, including how to support the Municipal Services Agency’s goal to decentralize planning functions and empower neighborhood involvement through the expanded use of Community Planning Councils and other methods. Extensive stakeholder, resident, applicant, and employee contact was achieved through interviews, focus groups, and internet-based surveys. Citygate also identified best practices in other communities, reviewed performance indicators, and developed recommendations for improvement. In addition to enhancing applicant and residential services, the streamlining, improved leveraging of available technology, and staff productivity enhancements prepared the Department for improved staff accountability and performance metrics, as well as reliably/predictably enhancing the quality of customer service goals.

Citygate completed a two-phase study. Phase one involved conducting extensive interviews regarding the effectiveness of Salt Lake City’s planning program and processes. Based on issues identified in phase one, Citygate performed a detailed analysis of the planning program in phase two.

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.

Citygate conducted a management and performance audit of the Salt Lake City Redevelopment Agency. The principal purpose of the review was to assess the Agency’s organization and management structure, staffing levels, workload, management control system, procurement, budgeting, human resource and asset management procedures, program effectiveness, record keeping, customer service/relations, plan, and goals.

Citygate completed a Citywide management audit for the City of Pinole, California. The project was conducted at the initiative of the City Council and emphasized the establishment of performance measures for each Department and division of the City, including Public Works, Community Development, Planning, Building, Redevelopment, Administration, Finance, Personnel, Police, Fire, and Sewer Treatment. Citygate also formulated recommendations to improve the efficiency and effectiveness of the City. Included in the project was the evaluation of the City’s financial stability and measures to improve the health and vigor of the City’s finances. As part of this analysis, Citygate also reviewed the adequacy of the City’s cost-recovery methodology.

Citygate conducted a Citywide management audit for the City of Glendora, California, including the Police Department. The study culminated with recommended ways in which the City organizational structure can better serve the community and be more user friendly. The study further determined the extent to which the members of the City employee structure take advantage of appropriate training, equipment, and technology and whether there might be more efficient implementation of technological advances. The study also recommended cost savings and restructuring to permit funding of capital requirements. The following Departments were also included in the study: Community Services, Public Works, Administration, City Clerk, Finance, Planning, and the Public Library.