Clients are not satisfied due to lack of proper operational mechanisms to follow.
It takes long for customers to be notified about rejected applications
The staff are inefficient and do not know what they are doing.
The Construction Permit and Approval process are tedious and cumbersome.
Filling the application form is difficult. There are no clear guidelines to follow and the guideline given does not clearly define the requirements.
The government guidelines are not readily available to the applicants explaining the reasons why higher percentages of rejected applications are as a result of incomplete filling.
Clearance certificates from street, water, fire, drainage and security departments take long to be issued.
Rejected forms are re-submitted with the same errors due to lack of information of what needs to be changed.
There is no clear reference to the required details prior to validation by the Draftsman.
The same information is requested by each department and inspection officer. CMC does not utilize the information provided.
The response for missing information takes a long time to reach the client.
Director of planning viewpoint
A detailed and holistic review of the entire system is necessary
Data entry into the system can be done by a single person at the planning committee meeting. The Post of Data entry Clerk is repetitive.
The weekly applications received are overwhelming. Applications are available only at the company premises. Online downloads are not operational due to the malfunctioned CMC website.
Although the staff are acutely aware of what should be done in order to get the CPA, the mechanisms for doing it are not in place. The manual process is not efficient.
There is no dedicated Technical Officer to check the technical aspects in the form.
The Receiving counters are understaffed preventing the ROs and TOs from conducting a critical error inspection of the application forms. This results in rejection of application forms much later in the process due to errors or incomplete details. Lack of reference information is considered the prime cause of this inefficiency.
There is lack of or unclear communication to the applicants pertaining the incomplete forms. Feedback is not documented because the work load at Receiving counter exceeds the staff capabilities.
There is duplication of work. Physical files are created, and the IT system is updated with the same information. The IT system is not operational.
The computers lock it automatically requiring the staff to reenter passwords for every task.
The system is not flexible to allow periodic updates of street names and similar features. The system output is obsolete.
The computer systems are not networked to allow sharing of information. This leads to duplication of work. For example, billing information is entered twice at the accounts payable and the planning divisions.
There are no management application software’s in use to integrate the flow and management of information between accounts, billing, planning, and records. The process of moving up and down with the receipts is cumbersome.
Area Inspector Viewpoint
The inspection department is understaffed. There are no dedicated personnel to deal with file requests at the records room. The duty is performed by the receiving officer who is already overwhelmed.
Record management is systems are not available. The files are manually kept exposing them to wear and tear.
A record of the files taken for inspection is entered in the log book in the security section. The security officer does not understand the accuracy and the validity of the information entered.
There is lack of a records system showing the progress of inspection. Files of incomplete inspection are kept by the AI.
Logistical problems and coordination are evident on the part of the AI and the client.
The department is understaffed. Handling of the files by the clerks is not efficient. Some documents get lost in the process delaying the validation further.
There is lack of basic requirements for each process. The IOC requests the client for missing information since it was not captured at the initial stage of the application. The IT system does not allow for the sharing of information between departments.
Meetings depend on the presence of the IOC/AI. There is no operation timetable.
There is no recording mechanism to indicate the reasons for a rejected application.
Delays occur due to lack of proper system for client notification impending fees.
The country is losing a lot of investors due to difficulty in issuing permits.
The systems should be operational zed to make hasten the process of the issuing permits.
Jeff Garland, R. A. (2008). Large-Scale Software Architecture:. John Wiley & Sons.
N. D. Birrell, M. A. (2008). A Practical Handbook for Software Development. Cambridge University Press.