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City of Cornwall Building Services Operational Review/Audit

City of Cornwall Building Services Operational Review/Audit. Council Presentation Re. Final Report & Recommendations February 22 nd 2010. Rethinking the Business of Government. Agenda for Tonight. Operational Review Methodology Overall Performance Commentary Submitted Report – Findings

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City of Cornwall Building Services Operational Review/Audit

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  1. City of Cornwall Building Services Operational Review/Audit Council Presentation Re. Final Report & Recommendations February 22nd 2010 Rethinking the Business of Government

  2. Agenda for Tonight • Operational Review Methodology • Overall Performance Commentary • Submitted Report – Findings • Submitted Report – Recommendations • Council Q&A

  3. Operational Review Methodology What We Did

  4. Activities Delivered • Numerous structured staff interviews & working sessions • Director • CBO • Plans Examiners • Inspectors • Counter & admin staff • Planning staff (e.g. Site Plan/Zoning Officer) • Engineering staff (i.e. Grading & Circulation issues) • Finance

  5. Activities Delivered • Review & analysis of City reports, process maps, customer service documents etc. • Review of information management tools & existing performance measurement capacity • Review of financial performance; fee structures, cost recovery, reserve fund strategy • Process & business model benchmarking against industry standards & practices

  6. Activities Delivered • Performance review of a “rainbow” sample of permit application files selected by our team from 2007-09 • Permit decision turnaround times versus Provincial standards (evidence based) • File documentation completeness • Approximately 45 files • See report appendix re. results

  7. Activities Delivered • Building industry consultation session • Heavily attended & professional vibe • Resulted in a genuine “Go forward” window of opportunity to generate significant performance improvement & dialogue • Balanced feedback noting the need for improved system performance & accountability by applicants & City • Design support to Chamber of Commerce on members questionnaire

  8. Activities Delivered • Performance review of a “targeted” sample of larger/complex permit application files selected by our team • Permit decision turnaround times versus Provincial standards (evidence based) • File documentation completeness • Approximately 10 files • See report appendix re. results

  9. Performance Assessment Criteria • Business Process Execution • Legislated turnaround times for permit decision? • Legislated turnaround times for inspections? • Turnaround times for incomplete files once they become complete? • Application intake/screening at counter? • Development process overlap (Planning versus Building) where it makes sense? • Ping pong avoidance re. application deficiencies?

  10. Performance Assessment Criteria • Adequacy of Resources & Tools • IT tools delivering maximum productivity & performance dividend? • Capacity to measure results, set targets & react to performance data in timely fashion? • Staffing gaps that escalate performance or compliance risk? • Organization design risks to turnaround times & public safety Code compliance?

  11. Performance Assessment Criteria • Culture & Communication • Clear mutually agreed upon application requirements & technical support by City to maximize complete application intake rate? • Code compliant culture developed in “repeat applicant” community & subsequently rewarded by City? • Emphasis on ongoing dialogue to foster mutually beneficial outcomes?

  12. Performance Assessment Criteria • Financial Sustainability • Appropriate degree of user pay cost recovery? • Industry standard fee design? • Industry standard reserve fund design? • Financial model maintained/updated to prevent revenue leakage & unintended property tax subsidies? • Peer appropriate re. economic development “competitiveness” perspective?

  13. Overall Performance Commentary

  14. Overall Performance Commentary: Cornwall Building Dept. • Qualified & diligent staff team • Strong OBCA knowledge • Strong commitment to enforce Provincially legislated public safety mandate • Well documented “traditional” organization structure that is competently executing well documented business processes • Largely compliant with Provincially legislated application & inspection turnaround time requirements

  15. Overall Performance Commentary: Cornwall Building Community • Wide ranging degree of understanding & sophistication re. OBCA & Code • Members increasingly acknowledge importance of professional 2-way dialogue & open lines of communication with City • Have provided positive/valid ideas re. customer service & process improvement • Seem willing to move forward to resolve issues - growing recognition that the Building department is enforcing Provincial law

  16. City of Cornwall Building Services Operational Review/Audit Final Report & Recommendations December 14th , 2009 Rethinking the Business of Government

  17. 1. Introduction to Building Department Review Objectives, Methodology & Overall Performance Assessment

  18. Objectives of Building Department Operational Review/Performance Audit

  19. Methodology to Execute Building Department Operational Review/Performance Audit

  20. OverarchingAssessment of Building Department Performance

  21. 2. Towards a Sustainable Building Department Financial Framework Improving Cost Recovery & Eliminating Local Taxpayer Subsidies to Permit Applicants

  22. Province-wide FinancialTrends Re. Building Departments

  23. Building Cornwall’s Sustainable “Cost Recovery” Financial Framework

  24. Building Cornwall’s Sustainable “Cost Recovery” Financial Framework

  25. Building Cornwall’s Sustainable “Cost Recovery” Financial Framework

  26. Building a Sustainable “Cost Recovery” Financial Framework

  27. 3. Technology Driven Performance Improvement Modernize IT Toolkit to Improve Customer Service & Accountability

  28. Modernize IT Toolkit to Improve Customer Service & Accountability

  29. Modernize IT Toolkit to Improve Customer Service & Accountability

  30. Modernize IT Toolkit to Improve Customer Service & Accountability

  31. 4. Re-engineering Service Delivery Processes & Practices Generating Productivity, Compliance & Customer Service via Improved Execution

  32. Re-engineeringProcesses to Generate Productivity & Compliance Improvement

  33. Client-focused Process Re-engineering: Create Application Intake Permit Technologist Position

  34. Business Process Execution: Provide Access to Plans Examiners Via Appointments/Open Hours

  35. Business Process Execution: Reset Turnaround Times When Deficient File Becomes Complete

  36. Business Process Execution: Reduce Technical Drawing Revisions “Ping-Pong”

  37. Business Process Execution: Allocation of Permit Applications Between Plans Examiners

  38. Business Process Execution: Allocation of Permit Applications Between Plans Examiners

  39. Business Process Execution: Overlap with Minor Variance Process to Reduce Turnaround Times

  40. 5. Managing Risk & Promoting Accountability Protecting Service Delivery Continuity, Partnering with the Industry & Setting Measurement Derived Targets

  41. Managing Risk & Promoting Accountability

  42. Reduce Risk & Safeguard Service Levels: Execute a Service Continuity Staffing Strategy

  43. Reduce Risk & Safeguard Service Levels: Solution Package for Open Permits

  44. Upgraded Dialogue & Accountability: Create Building Industry Liaison & Advisory Committee

  45. Upgraded Dialogue & Accountability: City OBCA Performance Report Card

  46. Upgraded Dialogue & Accountability: Conduct One-Year “Progress Review” Workshop

  47. Technical Appendix Results of Detailed File Sample Reviews

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