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Division of Building Safety Workload and Staffing Issues

Division of Building Safety. Division of Building Safety Workload and Staffing Issues. January 7, 2014. Introduction. Recession hits in 2007 Reduced staff from 166 to 88 (Over 2 years) Economy slowly rebounding One-Stop Permitting success Regulatory Streamlining Task Force

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Division of Building Safety Workload and Staffing Issues

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  1. Division of Building Safety Division of Building Safety Workload and Staffing Issues January 7, 2014

  2. Introduction • Recession hits in 2007 • Reduced staff from 166 to 88 (Over 2 years) • Economy slowly rebounding • One-Stop Permitting success • Regulatory Streamlining Task Force • Build on customer service focus • Service demands creating workload issues in key areas

  3. Presentation Outline • Permit History • Demand for Services • Customer Expectations • Key Program Areas & Needs • Summary

  4. Presentation Outline • Permit History • Demand for Services • Customer Expectations • Key Program Areas & Needs • Summary

  5. Permit History Single Family Residential Permits – Region (5-years)

  6. Permit History Single Family Residential Permits Historical Average (10 years) 3,600 Permits Per Year

  7. Permit History Multi Family Residential Permits Historical Average (10 years) 679 Permits Per Year

  8. Permit History Commercial Building Permits Historical Average (10 years) 1,300 Permits per/year

  9. Permit History Single Family Permit Valuation

  10. Permit History Building Fund Revenue

  11. Permit History Building Fund Revenue

  12. Permit History Building Fund Revenue Staffing reduced during 2009-2010

  13. Demand for Services Building Division Staffing Levels

  14. Presentation Outline • Permit History • Demand for Services • Customer Expectations • Key Program Areas & Needs • Summary

  15. Demand for Services Number of Lobby Customers

  16. Demand for Services Number of Building Customers

  17. Demand for Services Building Safety Inspections

  18. Demand for Services On-line Services

  19. Demand for Services • Tracked permitting activity • Permitting activity up - staffing relatively flat • Management strategies to date: • Overtime • Casual Labor • Contract Labor

  20. Presentation Outline • Permit History • Demand for Services • Customer Expectations • Key Program Areas & Needs • Summary

  21. Customer Expectations • One-Stop and Regulatory Streamlining Task Force brought “Customer Service” focus • Permitting System & Management tools • Customer Service Metrics • Wait times • Plan review turn-around time • Hold-over inspections

  22. Customer Expectations Average Customer Wait Times

  23. Customer Expectations Commercial Plan Review – New Construction

  24. Customer Expectations Commercial Plan Review - Alterations

  25. Customer Expectations Carry-over Inspections

  26. Presentation Outline • Permit History • Demand for Services • Customer Expectations • Key Program Areas & Needs • Summary

  27. Key Program Area Needs • Permit Analysts (2 Positions) • Improved customer service in Lobby • Customer sign-in and routing • Application checklists / preliminary sufficiency • Reduce customer frustrations and wait times • Improve efficiency downstream

  28. Key Program Area Needs • Senior Permit Analysts (2 Positions) • Fast Track Online Services • 33% increase from prior year • Direct additional customers to portal and provide training • Support expanded services available later this year • Document Management • Reduce high level of paper flow • Improved records management during review and for public records • Lead transition to paperless environment

  29. Key Program Area Needs • Commercial Plan Reviewer (1 Position) • Plans review turnaround time and customer wait time exceed desired levels • Permitting activity increasing • Architectural reviews important • Land development code • Conditions of approval from DRC, PZC, BCC

  30. Key Program Area Needs • Inspector (2 Positions) • Carry-over inspections increasing • Maximum reasonable load is 18 inspections • Currently at 21-24 inspections per day • Building and Electrical – greatest need • Managing with overtime

  31. Key Program Area Needs • Anticipated Fiscal Impact of Positions 2 Inspectors $120,000 2 Senior Permit Analysts $ 98,000 2 Permit Analysts $ 85,000 1 Plans Reviewer $ 60,000 7 Total positions $363,000 • Division revenue stable and reserves healthy

  32. Key Program Area Needs • Support and outreach • Home Builders Association • Regulatory Streamlining Task Force • Building Code Board of Adjustment & Appeals • Associated Builders & Contractors • Presentation on January 20, 2014

  33. Presentation Outline • Permit History • Demand for Services • Customer Expectations • Key Program Areas & Needs • Summary

  34. Summary • Economic recovery reflected in permitting activity and staff workload • Managing division operations taking on “customer service” focus • Proposed staffing plan addresses critical needs: • Lobby services • Plans review and inspections • Technology and document management • Budget amendment at January 28 BCC meeting

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