Albemarle County, VA Development Review Process Improvement Study

Albemarle County engaged Matrix Consulting Group to assess the development review, permitting, and inspection processes managed by its Community Development Department, along with the Department’s organizational and operational needs. The study gave the County a roadmap to improve timeliness, consistency, and customer service across Planning, Zoning, Building, and Engineering.

Challenge

Albemarle County had a strong foundation. It had moved to an all-digital application process, implemented a new permitting system (EPL), and co-located Community Development staff in one building with a single public counter. However, the four divisions operated with significant autonomy, which produced inconsistent processes, customer service, and accountability. Between January 2025 and March 2026, residential building permits averaged 56.7 days from submission to issuance, and commercial permits averaged 83.2 days. The County’s review targets of 30 and 45 business days were roughly double those of several peer counties. Staff also processed 60 to 80 development items through the Board of Supervisors each year, with each item adding about three months to a project timeline. Customers struggled to find information: 67% disagreed that process information was easy to find online.

Solution

Matrix surveyed all 4,072 users of the County’s development services from the previous three years and received 452 responses. The project team held focus groups with past customers, interviewed staff across the Department, partner departments, and outside agencies, and mapped six workflows with staff. The team also completed a current state profile, a best management practices assessment, and a peer comparison with six Virginia counties. The final report, delivered in August 2026, includes 85 prioritized recommendations across management, process, technology, customer service, and staffing.

Key recommendations included:

• Creating a standalone Zoning Administrator position and resetting the Director and Deputy Director roles to separate day-to-day operations from policy and external engagement.
• Shifting standard site plans, final subdivision plats, homestay applications, and other criteria-based approvals from the Board of Supervisors to administrative staff approval.
• Allowing building permit review to run concurrently with site plan approval, and shortening building permit review targets to align with peer counties.
• Standardizing review comments in EPL, assigning lead reviewers to resolve conflicting comments, and setting a 21-day internal review deadline with escalation.
• Launching a centralized development webpage, plain-language process guides, and public-facing performance dashboards.
• Adding a second commercial plans reviewer, a zoning planner, and an engineering plan reviewer.

Outcomes

The County has begun implementing the recommendations. It appointed an interim zoning administrator to oversee the zoning division and lead zoning updates, and it is recruiting for key vacancies, including the building official, deputy director, and inspectors. The County also plans additional staff training and expanded use of EPL to track progress and give the public clearer information.

The Community Development Director described the study as “a framework for improving how we serve residents, businesses, and applicants,” with priorities of “timely service, consistent processes, staff development, and clear performance expectations.”