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County adopts Baker Tilly assessment and directs expedited permit reforms; CZU rebuild process singled out for further analysis
Summary
Following a Baker Tilly organizational assessment of building-permit services, the Board of Supervisors approved a package of reforms and directed staff to return with a detailed work plan and additional measures to speed CZU fire rebuilding.
The Board of Supervisors on March 25 accepted a Baker Tilly organizational assessment of Santa Cruz County’s building‑permit and development‑services operations and approved immediate and medium‑term reforms aimed at shortening review times and improving customer service.
Baker Tilly presented findings from interviews with staff, applicants and CZU fire victims, an employee survey and a stakeholder advisory group, concluding that the department has made recent improvements but still faces a “culture of no,” inconsistent review comments, insufficient metrics and technology gaps. The consultants recommended 13 actions, including clearer administrative policies, a stronger pre‑application process, better interdepartmental coordination, improved use of technology and a formalized customer‑feedback system.
The board voted 4–1 on a motion to adopt staff’s recommended reforms with a package of near‑term directives (motion by Supervisor Chris Koenig, second by Supervisor Zach Cummings). The package includes 30‑, 60‑ and 90‑day actions: walk‑in customer hours, an immediate customer feedback option in the appointment scheduler, clearer discretionary permit intake processes, automation of Recovery Permit Center/other specialized intakes and a recommendation to add at least one building‑permit technician in the upcoming supplemental budget. The motion directed the county to return with a comprehensive, multi‑year work plan by June that catalogs timeline, staffing and technology needs.
Supervisor Koenig’s motion passed 4–1 (Supervisor Cummings opposed). County staff cautioned that some items will take time and that staffing constraints (two permit‑tech vacancies cited in testimony) may limit immediate implementation. Jenkins, county planning and building staff described a “30/60/90” list of early actions already underway, including ePlan portal upgrades, a proposal to improve intake triage and quarterly stakeholder advisory meetings. The board asked staff to provide measurable performance metrics to track progress.
Supervisor Cummings requested additional, targeted analysis of the CZU fire recovery permitting process. The board unanimously directed County staff to engage Baker Tilly to produce an integrated scope of work focused specifically on clearing stalled CZU rebuilds and presenting options in the June package.
Ending: Supervisors approved an expedited program of early fixes and directed staff to return with a detailed, prioritized work plan in June, and a Baker Tilly‑backed analysis of CZU rebuild permitting. Staff will bring a supplemental budget item to add a permit technician for the Unified Permit Center and will report progress against metrics in upcoming meetings.
