Organizational Study of Inspectional Services

City of Springfield, Massachusetts

February 21, 2008

Project Scope of Work

To develop an in-depth understanding of inspectional services, including staffing, workload and processes.

To compare the inspectional services to other municipalities and to ‘best management practices’.

To identify key issues in the provision of inspectional services and to recommend alternatives to improve operations and service.

Key Strengths inInspectional Services

Utilization of tools to facilitate work in the field, including vehicles, cell phones, PDAs, etc.

Collection of fees for services and fines for non-compliance.

Geographical assignment of inspectors to minimize the impact of travel on productivity.

Created an intra- city referral process to involve city departments, as appropriate.

Key Issues

Process, skills, tools and equipment utilized in the departments providing inspectional services varied significantly.

Use of antiquated, manual information systems for data recording, tracking and monitoring.

Lack of a comprehensive review and periodic update of user fees.

Limited cross-departmental communication and coordination.

Building Department

Opportunities to better utilize existing staff.

Creation of a Plan Review position.

Increased time in the field for inspectors.

Improved quality control and training programs.

Improve Zoning Ordinance Enforcement and case management, including the addition of 1.0 Zoning Inspector.

Review and change outdated job descriptions and review classifications for administrative personnel as the Department continues to modernize.

Housing Department

Continue with improvements, including expanding use of PDA’s in the field and data analysis using its automated information management system.

Inspectional resources are adequate to meet complaint driven workload.

Reclassify 1.0 Inspector to an Inspectional Services Analyst to enable the Department to analyze data.

Improve response times for reactive workload and monitor performance.

Fire Prevention

Adequate staff to meet fire prevention workload, including inspections, public education, etc.

Implement a number of best practices to improve operations:

Provide sufficient tools and equipment for Fire Inspectors.

Geographically deploy staff.

Expand training and a implementation of a quality control program.

Environmental Health

Staff is sufficient to meet existing workload.

Implement a number of improvement opportunities, including:

Expand resources provided to food service establishments.

Increase the frequency inspections.

Develop quarterly performance reports to better plan, schedule and track workload and performance.

Improve coordination and communication with other municipal departments to ensure Division is aware of all new establishments.

Cross Departmental Issues

Create a Code Enforcement Coordinating Committee to focus on implementation of key recommendations and cross-department coordination and address city-wide issues.

Acquire an automated permitting information system.

Conduct user fee studies and update fees regularly.

Create a proactive, multi-family residential inspection program.

Implement technological solutions and monitor performance prior to a re-evaluation of organizational alternatives (e.g, merging of code enforcement functions).

Action Plan

Recommendation Responsibility Timeframe

Acquire permitting software - Note: City is reviewing a draft RFP.

Chief Development Officer w/ departments

0 to 6 months

Acquire tools and equipment.

Department directors 0 to 6 months

Create Code Enforcement Coordinating Committee

Chief Development Officer

0 to 3 months

Review user fees and update.

Chief Development Officer w/ depts.

0 to 12 months

Action Plan

Recommendation Responsibility Timeframe

Implement management and process improvements.

Department directors

0 to 18 months

Implement a proactive, multi-family inspectional services program.

Chief Development Officer w/ depts.

12 to 24 months

Re-examine inspectional services program performance prior to consideration of organizational alternatives.

Chief Development Officer w/ depts.

24 to 36 months.