SR-416-000-01 (5)
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OCT 2 8 1986
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Council Meeting: 10/28/86
Santa Monica, California
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TO: Mayor and city council
FROM: city Staff
SUBJECT: Summary of Findings of Organizational Review of the
Building and Safety Division and Recommendations for
staffing and Administrative Procedures Modifications
INTRODUCTION
This report summarizes the findings of a recently completed
organizational analysis of the Building and Safety Division. In
addition, recommendations are made for modifications in Division
staffing and administrative procedures.
BACKGROUND
In the spring of 1985, the Director of community and Economic
Development (C/ED) and the Building Officer requested that a
review of the Building and Safety Division be conducted by the
Management services Division of the city Manager 1 s Office, in
cooperation with the Administrative Division of ClEO.
Such
analyses are conducted periodically as a tool for reassessing
management priorities.
The objectives of this organizational review included: 1)
performance assessment of the Division to determine extent of
client satisfaction and quality of services provided by staff;
2)
review of
work
systems
to determine
adequacy
and
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OCT 2 8 1386
appropriateness ~f case management, tlterwork control,
performance standards, and formal appeals boards procedures; 3)
review of staffing for evidence of workload problems, need for
additional training and necessity of current 4-10 work schedule;
and 4) review of internal organizational structure with regard
to supervisory control, delegation of authority and
responsibility, formal evaluation procedures, and opportunities
for advancement.
Questionnaires, interviews, observations, telephone survey of
clients, and comparison with other cities were the basic data
collection methods used. staff members of the Building and
Safety Division were extremely cooperative in providing data,
answering countless questions in the context of formal
questionnaires, field ride-alongs, in-house consultations, work
systems orientations and informal conversations. Community and
Economic Development Administrative Division staff members were
actively involved in all aspects of data collection and
evaluation.
FINDINGS OF THE ORGANIZATIONAL REVIEW
The organizational review revealed that Santa Monica's Building
and Safety Division is considered by many clients to be one of
the best operations of its kind in the Los Angeles Area. The
Division is fortunate to have several staff members who are
recognized experts in their respective inspection fields, and to
be directed by a Building Official widely respected by his peers
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and clients for.s extensive training a. expertise in the
building field. Results of a telephone survey of 32 local
property owners, architects and contractors revealed that 73%
were satisfied and 20% were highly satisfied with the overall
services delivered by the Division. In addition, 66% rated Santa
Monica's services as better than that of many other surrounding
jurisdictions.
However, several findings pointed to the need for modifications
in Division staffing and administrative procedures. First, the
current ongoing inspection workload is such that complaint and
business license inspections and inspection-related paperwork are
not dealt with in as timely a manner as possible. The skills of
an administrative position could be utilized to insure more
efficient processing of paperwork which would, in turn, free up
the inspection staff to complete more inspections. Second,
currently the Division employs Senior Inspectors and a
Supervi sing Inspector, but has no junior inspector pes i tions .
This lack of stratification limits promotional opportunities for
inspectors and does not allow for the recruitment of less
experienced staff. Third, the 4-10 work schedule is costly to
the city due to the need to pay overtime rates to many Inspectors
who regularly work a fifth day, and results in reduced staffing
on Mondays and Fridays which happen to be the heaviest workload
days. While the early morning hours provide an important service
to the building industry whose normal working day traditionally
begins before 8:00 am and concludes by 4:00 pm, the late
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afternoon hours ,: 00 pm - 5: 30 pm) are Iy lightly used by
clients. Fourth, no comprehensive written information regarding
new construction and property remodeling is available to the
public which outlines the procedures and policies of the city's
Building and Safety Division, Planning Division, General Services
and Fire Departments. Fifth, because each division responsible
for plan check (Planning, General services, Building and Safety
and Fire) has its own internal plan check procedures and area of
expertise, a representative of the one division may not be able
to answer all questions from the public regarding the status of
plan check in another division or the building requirements
enforced by other divisions, and, in a few cases, inconsistent
plan checking occurs. Finally, the Division currently has no way
to contact Inspectors while they are in the field, particularly
in the event of an emergency.
RECOMMENDATIONS FOR IMPROVEMENT
Based on the findings of the organizational review, city staff
make the following recommendations for improvement of the
Building and Safety Division:
1) Addition of a Permit Coordinator position to assist in
redesigning paperwork procedures, to coordinate
complaint and business license inspections, and to
coordinate inter-departmental plan check processes with
Planning, General services and Fire Divisions to insure
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prompt, .orOUgh and consistent pIn checking across
responsible divisions.
2) Reclassification, upon retirement, of 3 Senior Building
Inspector positions to Building Inspector. This will
expand the promotional hierarchy in the Division.
3) Elimination of the current 4-10 work schedule and return
to a 5-8 schedule with daily hours from 7:30 am to 4:30
pm. By opening at 7: 30, the needs of the building
industry will continue to be met without the
inefficiencies of the 4-10 system of operation. The
Department of C/ED and the Personnel Department will
meet and confer with the appropriate bargaining unit
representatives regarding this change.
4) Initiate a compensation study to evaluate market salary
comparisons for Inspector positions; and recommend
compensation adjustments if required.
5) Preparation of a comprehensive guide to property
development in Santa Monica whiCh will be made available
to the public at the counters operated by Building and
Safety, Planning and General Services.
6) Increased cross-training of all counter staff in
Building and Safety, Planning and General Services in
all planning, zoning and building code related
procedures and policies.
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7)
Initiati. of an inter-department' plan check team
which will meet on a weekly basis to insure that all
plan corrections noted by various divisions are
discussed and clarified. The proposed Permit
Coordinator would be responsible for coordinating team
functions.
In the short-term, purchase walkie-talkies to enable
contact with Inspectors while they are in the field. In
the future, City cars with radios should be provided to
Inspection field staff.
BUDGET/FISCAL IMPACT
At this time, allocation of $13,563 from the non-departmental
contingency account # 01-700-274-000-785 to account
#01-200-321-000-804 is required to purchase 11 walkie-talkies to
enable communication with field staff.
RECOMMENDATION REQUIRING COUNCIL APPROVAL
It is requested that Council approve
recommendations:
following
the
1) Authorize the creation of a Permit Coordinator position
for the Building and Safety Division and direct staff to
make the necessary budget adjustments in the mid-year
budget review.
2) Authorize the reclassification, upon retirement, of
three Senior Building Inspector positions to Building
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Inspecto. and direct staff to make4lte necessary budget
adjustments in the mid-year budget review.
3) Authorize the allocation of $13,563 from the
non-departmental contingency account #01-200-321-000-804
for the purchase of 11 walkie-talkies for Building and
Safety staff.
PREPARED BY: Julia Griffin
Senior Management Analyst
(bldgdpt)
Attachments
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Plan CheCk. I
Englneer
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Attachment I
Buildinq and safety Division
Formal Orqanizational structure
I Building j
Officer
rASsistantj
Building
Officer
16
Staff J
Assistant
II (2)
Supervising
Inspector
Senlor
Inspectors
(7)
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~uildinq and Safety
.
Proposed Organizational Chart
t staff Assistant J
(2)
Supervising
Inspector
I
Senior I
Building
Inspector
I
Senior
Building
Inspector
r Building 1
Inspector
t BUildingl
Officer
1 ~
Assistant
, I
Senior
Building
Inspector
. J
Senior 1
Building
Inspector
I Building I
Inspector
r Building
Llnspector
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Attachment II
Plan
Check
Eng ineer _
Permit
coord1inator ~
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staff Ass,t.k'. V1uJ-'
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