Resource Management Agency's Statements

Vision Statement

To enhance community development, public safety and economic growth by the efficient review of projects and the use of prudent and reasonable land development and building practices.
Mission Statement

The Resource Management Agency (RMA) is committed to continuous improvement by re-engineering and refining work processes to better meet customer expectations.

The RMA believes in providing employees with a collaborative, dynamic workplace and in promoting personal/professional development, delegating decision-making authority and fully enabling all staff to meet future challenges.

Goals

• To maximize innovation, customer service and employee development through the creation of a team-based, high performance organization.
  
  
• To maximize limited human and financial resources through the development of the flattest, most effective organization possible.
  
  
• To continuously improve work processes by making permitting, regulatory and operational functions simpler, faster and cheaper.
  
  
• To better plan for Kern County's growth through the 1990's and beyond by advocating, adopting and implementing effective policies and programs.

PHILOSOPHY GOVERNING REGULATORY ACTION

1. To support the growth and prosperity of our County in a free market environment that encourages individual achievement.
   
   
2. To work collaboratively with the private sector and other levels of government to seek simple and comprehensive solutions to today's complex problems.
   
   
3. To complement the Board of Supervisors' work in support of the doctrine of local control.
   
   
4. To use the powers of governmental authority with discretion and to respect the personal and property rights of the people, taking regulatory enforcement action only when required by mandate or legally authorized to do so and only to an extent necessary to achieve the health, safety and welfare of the public.

PRINCIPLES FOR IMPROVED PERMIT PROCESSING

1. COMBINE AS MANY TASKS AS IS POSSIBLE INTO ONE.
   
   
2. EMPOWER LINE STAFF WITH DECISION-MAKING AUTHORITY.
   
   
3. PERFORM PROCESS TASKS IN AN EFFICIENT MANNER.
   
   
4. PERFORM WORK WHERE IT MAKES THE MOST SENSE (FIELD, LAB, OFFICE).
   
   
5. ELIMINATE UNNECESSARY CHECKS AND CONTROLS.
   
   
6. ORGANIZE WORK AROUND OUTCOMES, NOT TASKS.
   
   
7. INVOLVE AS FEW PEOPLE AS POSSIBLE IN PERFORMING THE PROCESS.
   
   
8. IDENTIFY AND ELIMINATE BAD ASSUMPTIONS (DEEPLY HELD BELIEFS THAT UNDERLIE AND ARE BUILT INTO PROCESS).
   
   
9. MAXIMIZE THE USE OF TECHNOLOGY.
   
   
10. MEET STAKEHOLDER EXPECTATIONS TO:
    1. CONTAIN/REDUCE COSTS.
    2. SIMPLIFY THE PROCESS.
    3. ELIMINATE TURF BATTLES.

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Page Content Updated: February 6, 2001