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 in Inspectional 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  Review and change outdated job descriptions and review classifications for administrative personnel as the Department continues to modernize.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 RecommendationResponsibilityTimeframe Acquire permitting software - Note: City is reviewing a draft RFP. Chief Development Officer w/ departments 0 to 6 months Acquire tools and equipment. Department directors0 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 RecommendationResponsibilityTimeframe 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.