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HomeMy WebLinkAboutBuilding Department Action Plan Follow Upf ~~V \ / % ~\~ I U '~n,1 ~I ~'~: ~, City of .~Vliami ~ard~ens 1515-200 NW 167 Street Miami GaYdens, Florida 33169 To: Honorable Mayor and City Council Mayor Shirley Gibson Vice Mayor Oscar Braynon II Councilman Melvin L. Bratton Councilman Aaron Campbell Councilman Andre Williams Councilwoman Sharon Pritchett Councilwoman Barbara Watson Thru: Danny O. Crew, City Manager ~- ~ - _ _ _ ~...___. From: - efiris~ph~~~~S~eers, Assistant Ctt~ ~~ger Date: February 28, 2007 Re: Building Department Action Plan Follow Up Organizational Anal.~ Staff has contracted with Mr. Jorge Duyos of JRD and Associates to perform an organizational analysis of the Building Department to include the review of our business practices, staffing needs, and policies and procedures. Mr. Duyos is tasked with developing a policies and procedures manual, recommending staffing levels, and recommending management controls and administrative improvements. The kick off was held in December and subsequent meetings have been held as data has been collected and preliminary recommendations have been made. We have received the draft policies and procedures manual and draft report and recommendations and are reviewing same. Staff anticipates receipt of the final draft of both to be produced within the next two weeks and will make a formal presentation on the reports 'to the City Council in the Month of March. Staffing Levels: There are 27 full and part time positions approved for this fiscal year. Currently only 18 of those positions are filled and we are supplementing with about 9- 10 contracted employees as available. There are currently 9 active recruitments for various open positions (see attached). Preliminary review an analysis of our permitting and inspection history for Fiscal Years 04' - O5, OS' - 06, and the first quarter of 06' = 07' indicates the possible need for an additional 8- 10 position on the technical side (including inspectors and reviewers). Final recommendations will be made by JRD and Associates within the next week. We anticipate continuing to utilize the contracted employees as needed once the regular positions are filled. This morning, we made several offers for inspectors and for a Chief Building Inspector. The offers have been tentatively accepted and will be announced if the applicants successfully complete all pre-employment requirements. It is expected that they will be on board within 2-3 weeks. Permit Processin~: The new EDEN software system has been implemented and has gone live as of January of this year. The system is currently being utilized for all new building permitting. This was a monumental undertaking due to the complexity of our code required permitting process and extensive fee schedule. Significant improvement has been made in the tracking of these new applications. Various bugs and/or other modifications within the database are being addressed as our business practices are improved and streamlined. There will be about a six month clean up period as we transition out all the old permits not being processed within EDEN. We are currently contemplating inputting all pending permits into EDEN as a means of overcoming continuing tracking issues. The EDEN Web-Extension that will allow some on-line permitting, real time plans tracking for public access, and inspection requests is being designed by IT. Possible implementation with limited functions is expected within the next few weeks. We have coordinated with IT and EDEN compatible vendors to investigate the implementation of a Bar Coding System to further enhance plans tracking: demo pending vendor availability. Staff has also visited several effective departments to observe their processes and take away best practices to implement within our processes. Inspections: We are back on track with all our inspection functions with a next day turn around on properly requested inspections. The inspection results are currently available On-Line. With the anticipated implementation of the EDEN Web-Extension we will evolve into real time updating of all inspection results. This will be accomplished once our inspectors have "rugged-ized" lap-tops in the field to input their results which would there after automatically update in real time to the EDEN Web-Extension. Administrative: Again, the reports from JRD and Associates are pending and we are waiting for the final recommendations prior to full implementation of applicable organizational changes. Even so, some obvious changes that have been recommended have been acted upon including the implementation of EDEN and the creation of a purely administrative position entitled "Assistant Administrator". This position will be tasked with direct supervision of all clerical staff including accountability for customer service, reporting, clerical processes, and interdepartmental coordination. There is a clear need for more administrative controls in these areas and the incumbent will be responsible for improvement in these areas. We have drafted the job description and an open recruitment for this position is currently running (see attached). These actions and/or initiatives were derived from our previous analysis and resulting long term strategic plan which set various goals and strategies (attached). Many goals have been met with others still pending the outcomes of those actions discussed above. Staff continues to field any and all complaints and/or issues as they arise in order to strive to deliver excellent service. We anticipate continuing to utilize the contracted employees as needed once the regular positions are filled. Permit Processing: The new EDEN software system has been implemented and has gone live as of January of this year. The system is currently being utilized for all new building permitting. This was a monumental undertaking due to the complexity of our code required permitting process and extensive fee schedule. Significant improvement has been made in the tracking of these new applications. Various bugs and/or other modifications within the database are being addressed as our business practices are improved and streamlined. There will be about a six month clean up period as we transition out all the old permits not being processed within EDEN. We are currently contemplating inputting all pending permits into EDEN as a means of overcoming continuing tracking issues. The EDEN Web-Extension that will allow some on-line permitting, real time plans tracking for public access, and inspection requests is being designed by IT. Possible implementation with limited functions is expected within the next few weeks. We have coordinated with IT and EDEN compatible vendors to investigate the implementation of a Bar Coding System to further enhance plans tracking: demo pending vendor availability. Staff has also visited several effective departments to observe their processes and take away best practices to implement within our processes. Inspections: We are back on track with all our inspection functions with a next day turn around on properly requested inspections. The inspection results are currently available On-Line. With the anticipated implementation of the EDEN Web-Extension we will evolve into real time updating of all inspection results. This will be accomplished once our inspectors have "rugged-ized" lap-tops in the field to input their results which would there after automatically update in real time to the EDEN Web-Extension. Administrative: Again, the reports from JRD and Associates are pending and we are waiting for the final recommendations prior to full implementation of applicable organizational changes. Even so, some obvious changes that have been recommended have been acted upon including the implementation of EDEN and the creation of a purely administrative position entitled "Assistant Administrator". This position will be tasked with direct supervision of all clerical staff including accountability for customer service, reporting, clerical processes, and interdepartmental coordination. There is a clear need for more administrative controls in these areas and the incumbent will be responsible for improvement in these areas. We have drafted the job description and an open recruitment for this position is currently running (see attached). These actions and/or initiatives were derived from our previous analysis and resulting long term strategic plan which set various goals and strategies (attached). Many goals have been met with others still pending the outcomes of those actions discussed above. Staff continues to field any and all complaints and/or issues as they arise in order to strive to deliver excellent service. Assistant Administrator Building Department City of Miami Gardens, FL. (107,000) Date Posted: 02/09/07 Deadline: 02/23/07, or until filled. Salary: $45,389 - $56,736/DOQ Nature of Work: Performs a variety of administrative and supervisory work, in a typical office setting, in assisting the Building Official/Administrator in developing, planning, organizing, overseeing, and managing the City's Building Department; responsibilities include administering the daily administrative operations of the Building Department including the coordination of plans review, fee collection, permitting and coordination of inspections. Requires the ability to perform difficult and complex work using independent judgment; work is performed under administrative direction of the Building Official/Administrator and may receive technical and functional direction from other professional personnel; supervises all administrative support staff. Performs related duties as assigned. Minimum Requirements: Bachelor's degree in public administration, management, human resources, or related areas and five (5) years experience issuing permits, plans processing, and scheduling inspections to include four (4) years of supervisory experience is required; two (2) years experience in local government Building, Zoning, and/or Planning department desired; or any acceptable related combination of education, training, and experience. Additional experience may substitute for the required education on a year-for- year basis. Please send Resume & Official City Application Form to: Human Resources Department, City of Miami Gardens 1515 NW 167th Street; Bldg. 7 Miami Gardens, FL 33169 Fax: (305) 622-8265 www.miamigardens-fl.gov EOE M/F/DN; Drug-Free Workplace ~~~y„~,.A.~1~ ~,~1 ~' '~.~,`. ; ..~ ~. ~,`. ~` ~' , `, t ~ ~~~ ~~° Chief Building Inspector City of Miami Gardens, FL. (107,000) Date Posted: 02/09/07 Deadline: 02/23/07, or until filled. Salary: $75,000 - $85,000 DOQ Nature of Work: Responsible for the regulation and enforcement of codes, laws and ordinances pertaining to construction of buildings and other structures. Incumbent performs administrative duties including, but not limited to, preparing reports, budgeting, supervision and evaluation of personnel. Interprets, evaluates and implements the City's building standards. Communicates and interacts with contractors, engineers, architects and the public regarding building construction, codes and standards. Minimum Requirements: Candidates must qualify under the requirements of the Florida Building Code and Miami-Dade County Building Code Compliance as a Chief Building Inspector, Roofing Inspector and Building Plans Examiner. Must have a valid Florida driver's license or be able to obtain within 30 days of employment. Please send Resume & Official City Application Form to: Human Resources Department, City of Miami Gardens 1515 NW 167th Street; Bldg. 7 Miami Gardens, FL 33169 Fax: (305) 622-8265 www.miamigardens-fl.gov EOE M/F/DN; Drug-Free Workplace ~~~~~ ~ ~ .. ' ~~ .~. ~. U ~ , cr : `~ ~~ Building Inspector ~ ~~~ City of Miami Gardens, FL. (107,000} Opening Date: 06/~2/06 Deadline 06/16J06, or until filied. Starting Salary: $65,000 to $75,000/DOQ Nature of Wark Provide field inspection wark securing campliance with the City's ~rdinances, South Florida Building Cade and other County, State and Federal regulations, plans review and examination work, to determine whether plans, specifications and materials canform to legally established requirements. Minimum Requirements: Graduation from High School; plus minimum 5 years experience as a certified Bui{ding Inspector, Plans Examiner, and/or Roofing Inspector (residential or commercial). Must be eligible for certification by the Miami-Dade County Board of Rules & Appeals. Valid State of Florida Drivers License required and must be maintained. Please send Resume & Official City Applicafion Form to: Human Resources Department, City of Miami Gardens 1515 NW 167th Street, Bldg. 5- Suite 200 Miami Gardens, FL 33~ 69 Fax: (345) 622-8265 www.miamigardens-fl.gov EOE M/F/D/V; Drug-F~ee Workplace Building Inspector (PT} City of Miami Gardens, FL. (107,000} Posted Date: 01119107 Deadline: 02/02107, or until filled. Salary: $30 to $36 pen c~~ur/DOQ Nature af Work: Provide field inspection work securing compliance with the City's Urdinances, South F(orida Building Code and ather County, Stafe and Federal regulatians, plans review and examinatir~n work, to determine whether plans, specifications and materials canform to legaily established requirements. Minimum Requirements: Graduation from High School; plus minimum 5 years experience as a certified Building lnspector, Plans Examiner, and/ar Roofing lnspector (residential or commercial). Must be eligible for certification by the Miami-Dade Caunty Board af Rules & Appeals. Vafid State of Florida Drive~s License required and must be maintained. Please send Resume & Official City AppCication Form to: Human Resources Department, City of Miami Gardens 1515 NW 167th Street, Bldg. 5- Suite 208 Miami Gardens, FL. 33169 Fax: {305) 622-8265 www.miamigardens-fl.gov EOE M/F/D/V; Drug-Free Workplace :~. Building Plans Examiner (Part-time) City of Miami Gardens, FL. (107,000) Opening Date: 09/18/06 Deadfine 09/29/06 or until filled Salary: $30 to $45 per hour/DOQ Nature of Work: This is technical engineering work in the examination of residential, light commercial and industrial construction plans for compliance with the South Florida Building Code and other applicable codes and regulations. Employees in this class perform evafuation work involving the application of engineering and architectural skills and judgment in examining construction plans. Emphasis of the work is on the examination of building plans for residential and light commercial structures. Incumbents assigned to work on-site in the City of Miami Gardens may be required to perform both building plans processing and technical field inspections of new and existing building installations for compliance with the South Florida Building Code. Incumbents may assist field building inspectors in order to locate building code violations at the construction site or answer technical inquiries from customers, engineers, architects or field inspectors. Supervision may be exercised over technical and clerical personnel. Incumbents are responsible to a technical superior for architectural and engineering processing assignments. Work is reviewed only upon challenge of engineering decisions to the Chief or Secretary of the Board of Rules and Appeals. Minimum requirement: Must possess a State of Florida Professional Engineer license, a State of Florida Registered Architect license, or a General Contractor's license. Five years of experience under the jurisdiction of the Building Code are required; or Must be a currently certified Building Official, Plans Examiner or Inspector with five years of experience in such positions, three years of which shall have been within the jurisdiction of the Building Code are required; or Must be a currently certified Building Inspector having an Associate of Science degree in a course of education approved by the Board of Rules and Appeals. Five years of experience as a licensed General Contractor, two years of which shall have been within the jurisdiction of the Building Code are required; or three years of experience as a Building Official, Plans Examiner or Inspector within the jurisdiction of the Building Code are required. All applicants must be eligible for certification by the Miami-Dade County Board of Rules and Appeals as specified in Chapter 8 of the Code of Miami-Dade County. General Contractors must be eligible for certification by the Florida Building Code Administrators and Inspectors Board as specified in Chapter 468, Florida Statutes. Certificate and/or license must be in good standing with Miami-Dade County's Contractors Licensing and Enforcement Section, and/or the Florida Department of Business and Professional Regulation with no pending complaints. Valid State of Florida Drivers License required and must be maintained. Please send Resume & Official City Application Form to: Human Resources Department, City of Miami Gardens 1515 NW 167th Street, Bldg. 5- Suit e 200 Miami Gardens, FL 33169 Fax: (305) 622-8265 www.miamigardens-f I.gov EOE M!F/DN; Drug-Free Workplace Senior Permit & Licensing Clerk Building Department (City Employees Only) City of Miami Gardens, FL. (107,000) Posted Date: 01 /05/07 Deadline: 01/19/07, or until filled. Salary: $30,245 to $37;806/DOQ Nature of Work: Performs a variety of skilled clerical and administrative support tasks, in a typical office setting, related to the function and depa~tment assigned, under direct supervision of the Building O~cial and other supervisory staff. Helps customers obtain city building permits and may calculate and collect permit fees. Accepts and fonnrards code compliance complaints and assists in case file preparation. Assists in the cferical processing of all Building, Mechanical, Electrical, Plumbing, and Roofing Permits including; all associated inspections. Duties include scheduling inspections, customer service, telephone answering, typing, word processing, data entry, record keeping, filing, front desk reception and may require the ability to perform difficult and complex clerical and administrative support work using some independent judgment. Performs ~other related duties as assigned. Minimum Requirements: High school diploma or general education degree (GED) required; 3 years related experience issuing permits required; or any acceptable related combination of training and experience. Please send Resume 8~ Official City Application Form to: Human Resources Department, City of Miami Gardens 1515 NW 167fih Street; Bldg. 5-Suite 200 Miami Gardens, FL 33169 Fax: (305) 622-8265 www.miamigardens-fl.gov EOE M/F/DN; Drug-Free Workplace Permit & License Clerk Building Department City of Miami Gardens, FL. (107,000) Posted Date: 01/19/07 Deadline 02/02/07 or until filled Salary: $26,417 to $33,022/DOQ Nature of Work: This is skilled customer service work assisting customers in obtaining City building permits. Accepts and forwards code compliance complaints. Assists in the clerical processing of all Building, Mechanical, Electrical, Plumbing, and Roofing Permits including, all associated inspections. Duties include customer service, telephone answering, typing, word processing, data entry, record keeping, filing, front desk reception and may require the ability to perform difficult and complex clerical and administrative support work using some independent judgment. Minimum repuirement: High school diploma or general education degree (GED); one year related experience issuing permits, credit collections; or any acceptable related combination of training and experience desired. Permit Clerk Certification desirable. Knowledge of personal computers and Microsoft Office Word, Access, and Excel desired. Please send Resume 8~ Official City Application Form to: Human Resources Department, City of Miami Gardens 1515 NW 167th Street, Bldg. 5- Suite 200 Miami Gardens, FL 33169 Fax: (305) 622-8265 www.miamigardens-fl.gov EOE M/F/DN; Drug-Free Workplace ~: ~~LAM! ~ '-. ~~ ~~~ U ~ ~r Cit o ~Vliami yf 1515-200 NW 167 Street Miami Gardens, Florida 33169 To: Danny O. Crew, City Manager From: Christopher D. Steers, Assistant City Manager Date: September 28, 2005 Re: Strategic Assessment of Building Services Mayor Shirley Gibson Vice Mayor Oscar Braynon II Councilman Melvin L. Bratton Councilman Aaron Campbell Councilwoman Audrey King Councilwoman Sharon Pritchett Councilwoman Barbara Watson As you are aware I have been conducting a strategic assessment of the Development Services Department over the past several weeks. This assessment process is the next step in transitioning from the startup environment into a professionally functioning service provider. This assessment is also evaluating concerns raised by staff, the City Council, and our cirizens. I have analyzed the department's strengths and weaknesses, areas of opportunity, and the challenges we currently face. Our strengths lie in one of our chief resources which are our employees. Some of our weaknesses also lie with our staffing and our ability to recruit qualified personnel, as well as shortcomings in our infrastructure. Our areas of opportunity lie within our ability to participate in employee traixiing and community outreach. Our challenges involve continuing to meet the demand for services in a professional and timely manner. The following information has been evaluated and analyzed and incorporated in a plan of action that sets goals and implements strategies to further improve our service delivery. Stren hs • Dominant coalition (management and staff are united in their commitment to providing superior public services). • Broad range of knowledge, skills, and abilities (a basic tenant of our recruitment process is to hire knowledgeable and motivated individuals that can be blended into a strong team). ~ Dedicated staff. ~ There are existing strong recurring revenue sources for the operating and capital budget. • Staff is responsive and accountable. ~ard~ens • Measurable successes Weaknesses • Lack of strategic plan (without such a plan intermittent failures will continue). • Lack of common mission, vision, goals, and objectives (the lack of these guiding principles allows for the growth of divergent interests that can eventually dilute the organizations efforts and cause a lack of coordination). • Lack of infrastructure: office space. • Lack of fully integrated management and information systems (reporting and statistical analysis is hampered due to in adequate software). • Broad range of knowledge, skills, and abilities, ethic diversity (divergent interests are developing thereby hampering a unified effort). Opportunities • Development of strategic plan (this is the key opportunity available that will develop and leads to the creation of a common mission, vision, goals, and objectives). ~ Team coordination and the cultivation of strategic thinking. • Acquiring appropriate office space for staff and waiting area for our customers. • Implementation of fully integrated management and information systems. • Expansion of the department's presence in the community through outreach and education (to seek input from stake holders and to continue to promote education and participation and thereby bolster public trust and cooperation). • Development of benchmarks in order to hone our focus. • Customer service training and related education can become a standard human resources program. Challen es • Improving service delivery with limited resources (inspectors) due to market forces and overwhelming demand for services. • Maintaining a high level or standard of customer service with real performance measures that effectively assess customer satisfaction employee performance. • Divergent interests are causing team break down but in and of themselves the individual interests are geared toward positive growth but they need to be coordinated and aligned with the established plan/focus and team break down opens opportunity for team building. • Determining appropriate rewards and incentives in order to minimize turn over. • Time management and prioritization of projects within code constraints must become standaxdized in our processes. Goals and Strategies Goal: Adequate Infrastructure Strategies: • Research, plan, and implement state of the art information and technology systems focused on accountability, coordination, and performance measurement. • Maintain and update any established systems and software including; training and certification of staff. • Acquire adequate office space for staff and waiting areas for customers: designed to be comfortable, to give a sense of professionalism, and to facilitate expedited permitting and plans processing. Goal: Enhanced Public Awareness and participation Strategies: • Develop and disseminate educational literature involving permitting and building code compliance. • Develop outreach programming geared at facilitating seminars and/or workshops that are focused on educating the community on their responsibilities as homeowners and business owners in the building code compliance process as well as their contractors' rights and responsibilities under the code. ~ Establish a records management system that preserves public records in accordance with the State records retention schedule and supports public inspection and access to such records. Goal: Model Programs for Effective Service Delivery Strategies: • Develop and implement model Building Code Compliance methodologies incorporating effective building code compliance programs, streamlined permitting and inspection processes, and user friendly, expeditious and accessible customer service. • Upgrade or restructure the departmental switch board so that calls are routed correctly in addition to implementing administrative policy that mandates returning calls within 24 hours and requires a manned phone bank/switchboard to answer and customer questions, requests, and concerns. • Continue the development of innovative and proprietary programs geared toward protecting the health, safety and welfare of the community. • Develop a standard for responsiveness to citizen inquiries and complaints; incorporate such standard within performance measures at the departmental level. • Focus on creating public value in all related services and programs. • Bring stakeholders/speculators/developers to the table and establish incentives to develop/build with the City. Goal: Excellence in Personnel/Human Resources Management Strategies: ~ Continue dedicate enough time energy and resources to the recruitment process in order to fill all leadership and other staff positions with highly qualified people. • Effectively disseminate and educate staff on the nuisances of any established goals and objectives. • Encourage a managerial and supervisory culture that supports strategic thinking. • Foster and encourage employee development designed to increase employee retention and reduce turnover through an emphasis on training and continuing education which includes incentives for participation in development programs; such as tuition remission, advancement incentives, and meridpay increases. Monitoring, Updating, and Reassessment • Develop criteria by which to measure our progress and rate our performance. • Develop and establish benchmarks. • Develop and establish routine scanning of the interests and concerns of internal and external stakeholders. • Develop a process by which analysis is routinely undertaken and strategies are evaluated, adapted or changed as necessary, and expeditiously implemented. • Institutionalize strategic thinking and the practical ability to implement new strategies as necessary. Plan Status As this assessment was conducted several strategies and opportunities presented themselves that were acted upon and implemented as follows: • Recruiting process for new full-time Building Official underway • Assignment of new Permit and Licensing Clerk Supervisor, done. • Negotiation for the acquisition and design of more office space is underway with expansion projected to commence within the next 30 days. • Standardization of procedures and processes underway including daily monitoring of customer service issues and immediate responses to resolve any issues. • Recruitment of additional clerical staff to assist processing and to man switch board underway. • Recruitment of additional inspectors underway. • Development of educational literature underway. • Workshops being developed. • Customer Service Training opportunities identified: clerical staff will be attending on October 7~', and 25~'. • Final selection of comprehensive software package (EDEN Software) pending: staff is currently visiting local end users including the City of Miami Beach, and the City of Bradenton. The remaining strategies will be implemented as primary components of each strategy come online. File.