Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Planning Building topic
No spam. Unsubscribe anytime.
KPMG review finds Planning & Building improved but recommends standardization, digital records and cross-department coordination
Summary
An independent KPMG review praised San Luis Obispo CountyPlanning & Building for stronger data dashboards and cross-training but recommended nearly 50 implementation items including standardized procedures, broader use of EnerGov across departments, digitizing hearings and records, and measures to cluster inspections and reduce repeat site visits.
An independent audit and operational review presented to the San Luis Obispo County Board of Supervisors highlighted recent improvements in Planning & Building and offered a multi-year implementation roadmap to speed permitting and improve customer service.
KPMG told the board its 12-week performance review found notable strengths including Power BI performance dashboards, cross-training between planners and inspectors, and a permit-center reorganization that has already reduced delays. But the consultant pointed to uneven process documentation, inconsistent cross-department use of the EnerGov permitting system, and manual hearing- and records-management processes that create administrative burdens.
KPMG proposed nearly 50 action items, grouped into priorities: establish standardized operating procedures and formal technical training (including possible Cal Poly partnerships), require EnerGov use for cross-departmental permit reviews, implement kickoff meetings for complex projects, expand customer-facing guides and milestone meetings, digitize hearing and records management and pilot AI plan-check tools, cluster inspections and consider reinspection fees where appropriate.
Planning Director Trevor Keith and staff responded that the county has already launched a unified permit center, improved online permit submittal (three permit types fully online), instituted a permit technician career series, and begun piloting an AI plan-check tool. Board members welcomed the recommendations and asked that implementation be tied to budget-year reporting and that staff return with a prioritized, funded plan for short-, medium- and long-term items.
Supervisor Paulding emphasized external stakeholder engagement and a customer satisfaction survey to measure progress; KPMG and staff recommended using the existing implementation plan to track milestones and return with periodic reports to the board.
