TO: Members of the City Council
FROM: Mayor Angela Birney
DEPARTMENT DIRECTOR CONTACT(S):
|
Planning and Community Development |
Jason Lynch (Interim Co-Director) |
425-556-2483 |
DEPARTMENT STAFF:
|
Executive |
Malisa Files |
Chief Operating Officer |
|
Executive |
Lisa Maher |
Asst. Chief Operating Officer |
|
Public Works |
Chris Stenger |
Interim Director |
|
Planning and Community Development |
Seraphie Allen |
Interim Co-Director |
|
Fire |
Adrian Sheppard |
Chief |
|
Finance |
Kelley Cochran |
Director |
TITLE:
title
Creation of a New Department to Support Improved Development Service Functions
OVERVIEW STATEMENT:
recommendation
Staff recommend that the Council provide direction on the creation of a new department to support development services functions. This memo provides background information and supporting materials requested at the Sept. 8, 2026, study session on this topic.
The City of Redmond’s development review system is currently fragmented across multiple departments, resulting in inconsistent processes, unclear accountability, and a customer experience that is often slow, complex, and difficult to navigate. These challenges hinder our ability to meet Council-adopted goals and state requirements for housing production, economic vitality, and predictable, efficient permitting.
Redmond faces significant pressures: housing affordability needs that far exceed current production levels, loss of key retail space affecting neighborhood completeness, and new state requirements mandating faster and more coordinated permitting. To respond effectively, the City must modernize its development services structure, processes, and technology to deliver timely, predictable, and customer-focused services.
A new department will consolidates development review services, bring permitting and public project design under unified leadership, and implement consistent standards, procedures, and customer service expectations. This structure positions Redmond to respond to community needs, meet state-mandated timelines, and create a more reliable, transparent permitting experience.
Expected outcomes include a one-stop customer service model, clearer decision pathways, reduced escalations, improved internal coordination, and enhanced alignment between public investment and private development activity. The proposal implements direction in Redmond 2050, the Housing Action Plan, and the Economic Development Strategic Plan; incorporates recommendations from the Matrix Consulting Group; and reflects extensive feedback from staff and customers.
We are asking the Council to:
• Approve a budget for the new department, including net new FTEs, as part of budget adoption at a future meeting.
• Confirm a department director for the new department at such time that the Mayor appoints a director.
See Attachment A for a full business case.
body
☒ Additional Background Information/Description of Proposal Attached
REQUESTED ACTION:
☐ Receive Information ☒ Provide Direction ☐ Approve
REQUEST RATIONALE:
• Relevant Plans/Policies:
Redmond 2050, Housing Action Plan (HAP), Economic Development Strategic Plan (ESDP):
HO-8: Shape regulations, incentives, programs, and more city tools to foster the creation of accessible, visitable, healthy, and safe housing.
HO-20: Implement strategies to reduce development costs, streamline city processes, and develop standard operational practices to increase the quantity, affordability, and timeliness of new housing.
HAP Action 2.2: Regularly review development review processes to identify opportunities for increased efficiencies.
EV-6: Provide a consistent and predictable regulatory environment and customer-focused approach to permitting and development processes.
• EDSP Strategy 4B. Support internal efforts to reduce the cost and time of doing business for Redmond’s business and development communities.
o Action 4B.1. Continue to work with Development Services, as well as other city departments to provide a consistent and predictable regulatory environment and customer-focused approach to permitting, licensing, certification, and development processes.
• Required:
State law sets permit review timelines and requires a single decision-maker for certain permits.
• Council Request:
N/A
• Other Key Facts:
Matrix Development Services Process Improvement Report
OUTCOMES:
With the help of Matrix Consulting, the City conducted a performance assessment of development services. The goals of the assessment included:
• Ensure development services practices were efficient
• Functions were properly resourced
• Technology was being used appropriately
• Customer service expectations were consistent across all departments
• Departments involved in the process were collaborative and spoke with a single voice throughout the permitting process
In June 2026, the Matrix report was shared with Council (see Attachment D). The report identified key issues and challenges, feedback from stakeholders, and best management practices and recommendations. As a result, a cross-departmental team was formed to analyze the recommendations and craft a solution to some of the challenges cited. The final recommendation, creation of a new department dedicated to development and permitting services, was shared with Council on Sept. 8, 2026.
COMMUNITY/STAKEHOLDER OUTREACH AND INVOLVEMENT:
• Timeline (previous or planned):
Community and stakeholder engagement occurred through OneRedmond, Master Builders meetings, and individual meetings with developers throughout the report process. Staff continue to meet with developers periodically to discuss timelines and process challenges.
• Outreach Methods and Results:
Group meetings through OneRedmond and Master Builders, individual meetings with developers, and a questionnaire sent to 1,834 customers that received 142 responses.
• Feedback Summary:
Some of the feedback the City received includes, but is not limited to:
• Predictability in permit timeframes
• Improved webpage
• Creation of a comprehensive development guide handbook
• Alignment of expectations across departments
• Cross-training of front counter staff
• Consistent customer service expectations
BUDGET IMPACT:
Total Cost:
The recommended biennial budget for the new department is approximately $52.3 million. This comprises $3.9 million for eight (8) new FTE’s, $2.5 million in one-time startup costs, and $45.9 million in costs for 98.5 FTE’s that are already budgeted for in other departments. See Attachment B for additional discussion.
Approved in current biennial budget: ☐ Yes ☐ No ☒ N/A
Budget Offer Number:
N/A
Budget Priority:
Vibrant and Connected
Other budget impacts or additional costs: ☒ Yes ☐ No ☒ N/A
If yes, explain:
The creation of a new department will result in budget reductions in other affected departments as staff and work program items are moved to the new department.
Funding source(s):
General Fund reserves and fee revenue dedicated to development services.
Budget/Funding Constraints:
N/A
☐ Additional budget details attached
COUNCIL REVIEW:
Previous Contact(s)
|
Date |
Meeting |
Requested Action |
|
9/8/2026 |
Study Session |
Provide Direction |
Proposed Upcoming Contact(s)
|
Date |
Meeting |
Requested Action |
|
10/27/2026 |
Study Session |
Provide Direction |
|
10/29/2026 |
Special Meeting |
Provide Direction |
|
11/5/2026 |
Special Meeting |
Provide Direction |
|
11/10/2026 |
Special Meeting |
Approve |
Time Constraints:
The recommended changes would occur with the adoption of the 2027-2028 Budget effective January 1, 2027.
ANTICIPATED RESULT IF NOT APPROVED:
If not approved, the reorganization would not take place. The Planning and Community Development Department would continue work with the Public Works and Fire Departments to streamline processes and align work across departments. However, workflow inefficiencies would remain, as well as frequent escalations, time-consuming resolution pathways, and inconsistent review and customer service procedures and expectations. Together these would increase costs to customers, erode competitiveness, and make it harder to achieve goals in Redmond 2050, the Housing Action Plan, and Economic Development Strategic Plan.
ATTACHMENTS:
Attachment A: Business Case for New Department
Attachment B: Issues Matrix
Attachment C: Department Organizational Charts
Attachment D: Development Services Process Improvement Report