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Operational
Analysis for the
Code Enforcement
Division
FUTURE STATE RECOMMENDATIONS REPORT
APRIL 2025
Guidehouse
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Table of Contents
Project Overview
Recommendations Overview
Recommendations Detail
Implementation Roadmap
2-3
4-10
11-43
44-65
66-75Appendices A-C
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2 The City is engaging Guidehouse over four tasks to conduct an operational assessment of the Code Enforcement Division Operational Assessment | Project Background & ObjectivesOBJECTIVES PURPOSE The operational assessment includes the analysis of processes and resources against the Code Enforcement Division’s current workload, a review of alignment between customer and City Council expectations and Division objectives, and identifying opportunities to streamline, prioritize, or invest in Code Enforcement services • Understand current services, organizational structure, staffing levels, and processes • Understand the customer expectations and the customer experience – from City leaders to residents • Identify leading practices to support the Division in meeting its goals • Develop future state recommendations that refine and strengthen the way Code Enforcement serves the public 3 Peer City
Benchmarks
57 Customer
Observations
8 Customer
Interviews
Mystery
Shopping
4 Ridealongs
Analysis of
1,000+ Survey
Responses
INPUTS
30+
Stakeholder
Interviews
80+
Documents
Reviewed
Case Activities
Working Session
4 Process Mapping
Sessions
Workload Data
Analysis
Report focus
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Guidehouse’s approach to achieving project objectives is organized into four phases Operational Assessment | Project Approach
Task 3:
Operational Analysis
Task 4:
Assessment Report
• Design future state
recommendations
• Evaluate recommendations
based on level effort vs.
impact
• Develop high-level
implementation roadmap
• Conduct desktop and
benchmarking research of
three peer cities
• Interview external
stakeholders
• Conduct customer research
on customer experience
Task 2:
Discovery & Current State
Analysis
• Conduct document review
• Interview internal stakeholders
• Review operational functions
and workflow processes
• Complete staffing level
analysis based on current and
projected workloads
Task 1:
Work Plan & Status Report
• Develop Work Plan and Status
Report
Future State
Recommendations Report
(April 4th)
Operational Report
(March 14th)
Current State Findings Report
(February 14th )
Work Plan & Status Report
(January 24th)
KEY ACTIVITIESDELIVERABLES
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Recommendations
Overview
DRAFT & CONFIDENTIAL
5 Current state gaps map to three recommendations themes to support Code Enforcement’s mission and objectives Recommendations Overview (1/2)
Recommendation Theme Detailed Recommendation
Develop &
Optimize
Workforce
1.1 Modify organizational structure and hire in key areas
1.2 Conduct classification assessment
1.3 Increase training opportunities
1.4 Optimize recruitment and retention
1.4 Establish a succession planning process
Improve
Operational &
Program
Performance
2.1 Set strategic vision for Division
2.2 Realign and narrow program scope
2.3 Expand pilot programs
2.4 Update policies to support strategic enforcement
2.5 Streamline processes, reduce manual tasks, and implement quality controls
2.6 Enhance performance metrics and accountability
2.7 Expedite and prioritize adoption of CodeX
Increase
Customer Service
& Communication
3.1 Optimize communication and improve self-service
3.2 Invest in community education and partnerships
3.3 Improve cross-departmental coordination
• Staffing Gaps and Workload
• Communication Breakdowns
• Process Inefficiencies
• Overextended Scope
• Technology Gaps
• Decreasing Service Quality
• Inconsistent Enforcement
• Complexity of Scope & Cases
• Long Case Closure Times
Current State Gaps
DRAFT & CONFIDENTIAL
6 Each recommendation will support streamlining service delivery, prioritizing services, and identifying opportunities to invest1 Recommendations Overview (2/2)
Recommendation Theme Detailed Recommendation Streamline Service Delivery
Prioritize
Services
Opportunities To
Invest
Develop &
Optimize
Workforce
1.1 Modify organizational structure and hire in key areas ✓ ✓
1.2 Conduct classification assessment ✓ ✓
1.3 Increase training opportunities ✓
1.4 Optimize recruitment and retention ✓
1.5 Establish a succession planning process ✓
Improve
Operational &
Program
Performance
2.1 Set strategic vision for Division
✓ ✓
2.2 Realign and narrow program scope ✓ ✓
2.3 Expand pilot programs ✓ ✓
2.4 Update policies to support strategic enforcement ✓
2.5 Streamline processes, reduce manual tasks, and
implement quality controls
✓
2.6 Enhance performance metrics and accountability ✓
2.7 Expedite and prioritize adoption of CodeX ✓ ✓
Increase
Customer
Service &
Comms.
3.1 Optimize communication and improve self-service
✓
3.2 Invest in community education and partnerships ✓
3.3 Improve cross-departmental coordination ✓
1 See Appendix C for additional details
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7 The table below defines the variables used to assess the impact and level of effort for each recommendation1 Impact vs. Effort Evaluation Criteria
Impact or Effort Criterion Criterion definition Score definition 1 2 3
Impact
Workforce/Staffing Level of impact on staffing and
workforce
Does not impact
productivity, engagement
or morale
Potential for minor shifts
in productivity,
engagement, or morale
Significant changes to
productivity, engagement
or morale
Operational Performance Level of impact on operational
performance
Minimal impact on
operations (e.g.,
addresses one pain point
or key challenge area)
Moderate impact on
operations (e.g.,
addresses multiple pain
points or key challenge
area)
Significant impact on
operations (e.g.,
addresses multiple pain
points and key challenge
areas)
Customer Experience Level of impact on customer experience Does not directly impact customers
Positively impacts
Division employees or
residents/businesses
Positively impacts both
City employees and
residents/businesses
Effort
Cost Fixed cost of implementing the
recommendation
No additional investment
necessary
Expanded utilization of
current resources
Additional investment
necessary
Organizational Commitment
Level of organizational commitment
required to implement the
recommendation
Minimal implementation
barriers (e.g., Division-
level involvement, intra-
departmental approval)
Moderate
implementation barriers
(e.g., Division-level
and/or departmental
approval/involvement)
Significant
implementation barriers
(e.g., City Council-wide
approval, 3
rd party
involvement)
Organizational Capacity
The ability of the organization to
support and sustain the
recommendation
Existing resources and
skills are sufficient
Some additional
resources or training
required
Significant resources and
training required
Time Fixed amount of time required to
implement the recommendation Less than 6 months 6 - 12 months 1+ years 1 See Appendix C for additional information on scoring
DRAFT & CONFIDENTIAL
8 The graphic below shows level of impact vs. effort mapped for each of the recommendations outlined in the report Impact vs. Effort Evaluation
High
HighLow
Theme Recommendation
1.0 Develop &
Optimize Workforce
1.1 Modify organizational structure and hire in key areas
1.2 Conduct classification assessment for inspectors
1.3 Increase training opportunities and support a culture of development
1.4 Optimize recruitment and retention
1.5 Establish a succession planning process
2.0 Improve
Operational &
Program
Performance
2.1 Set strategic vision for Division
2.2 Realign and narrow program scope
2.3 Expand pilot programs
2.4 Update policies to support strategic enforcement
2.5 Streamline processes, reduce manual tasks, and implement quality controls
2.6 Enhance performance metrics and accountability
2.7 Expedite and Prioritize the Adoption of CodeX
3.0 Increase
Customer Service &
Communications
3.1 Optimize communication and improve self-service
3.2 Invest in community education and partnerships
3.3 Improve cross-departmental coordination
All recommendations fall into either the “ Just Do It ” or “Strategic ” quadrants of the Impact vs. Effort Matrix
Kill ItThink About It
StrategicJust Do It
Effort
Impact
DRAFT & CONFIDENTIAL
9 The table below outlines level of impact vs. effort for each of the recommendations as well as their implementation phase Prioritizing Recommendations
Recommendation Theme Detailed Recommendation Level of
Impact1
Level of Effort1 Priority
Phase2
Develop &
Optimize
Workforce
1.1 Modify organizational structure and hire in key areas High High Now
1.2 Conduct classification assessment High Low Next
1.3 Increase training opportunities High Low Now
1.4 Optimize recruitment and retention High Medium Now
1.5 Establish a succession planning process Medium Low Later Improve
Operational &
Program
Performance
2.1 Set strategic vision for Division High High Now
2.2 Realign and narrow program scope High High Next
2.3 Expand pilot programs High High Next
2.4 Update policies to support strategic enforcement High Low Now
2.5 Streamline processes, reduce manual tasks, and implement quality controls High Low Next
2.6 Enhance performance metrics and accountability High Medium Next
2.7 Expedite and prioritize adoption of CodeX High High Now Increase
Customer
Service &
Comms.
3.1 Optimize communication and improve self-service High Low Now
3.2 Invest in community education and partnerships Medium Medium Later
3.3 Improve cross-departmental coordination High Medium Next Low: 4 - 6 Medium: 7 - 9 High: 10+Key1: Total score across all impact or effort categories Key2: Approximate implementation phase (see next slide) CLIENT PROPRIETARY \ PROTECTED
Recommendation Roadmap Phases
10 Below are the three phases for implementing the recommendations Now Phase Next Phase
The first implementation phase focuses 1) strategic
recommendations that will impact how other
recommendations are implemented and 2)
recommendations that can be implemented relatively
quickly with lower effort and limited dependencies.
The second implementation phase focuses 1)
high impact recommendations that are dependent
on recommendations in the “Now” phase and 2)
medium to high- impact but lower effort
recommendations with no dependencies.
1.1 Modify organizational structure/hire in key
areas (strategic)
2.1 Set strategic vision for Division (strategic)
2.7 Expedite and prioritize adoption of CodeX
(strategic)
1.4 Optimize recruitment and retention (quick
win)
2.4 Update policies to support strategic
enforcement (quick win)
3.1 Optimize communication and improve self-
service (quick win)
1.3 Increase training opportunities (quick win)
1.2 Conduct classification assessment
(dependent on 1.1)
2.2 Realign and narrow program scope (high
effort, high impact)
2.3 Expand pilot programs (dependent on 1.1)
2.5 Streamline processes, reduce manual tasks,
and implement quality controls (high impact,
medium effort)
2.6 Enhance performance metrics and
accountability (dependent on 2.1)
3.3 Improve cross-departmental coordination
(high impact, medium effort)
Later Phase
1.5 Establish a succession planning process
(medium impact, low effort)
3.2 Invest in community education and
partnerships (medium impact, medium
effort)
The final implementation phase focuses on the
remaining recommendations that are dependent
on recommendations outlined in the previous
phases.
Priority Level
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Recommendations
Detail
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12 Theme 1 | Develop & Optimize Workforce
Theme Recommendation Description Level of
Impact
Level of
Effort
Priority
Phase
Develop &
Optimize
Workforce
1.1 Modify organizational
structure and hire in key
areas
• Modify the Division’s organizational structure to better align operations with Division functions
• Hire temporary Program Manager to implement
recommendations
• Increase Division capacity by hiring in key areas
High High Now
1.2 Conduct
classification
assessment
• Conduct a classification assessment to understand
current inspector job levels and staff capabilities.
• After resolving cases pending clearing from General Code backlog, conduct a detailed workload analysis considering case complexity and priority. Hire additional General Code Inspectors based on updated workload
High Low Next
1.3 Increase training
opportunities
• Introduce new training opportunities and reinforce existing training to empower staff and improve performance High Low Now
1.4 Optimize recruitment
and retention
• Review recruitment practices to optimize and maximize reach and build talent pipeline
• Review talent management and retention practices
High Medium Now
1.5 Establish a
succession planning
process
• Prioritize succession planning and prepare staff to take over additional tasks when inspectors or leadership exit the organization
Medium Low Later
Low: 4 - 6 Medium: 7 - 9 High: 10+Key:
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13 1.1 Modify organizational structure and hire in key areas (1/4) Theme 1 | Develop & Optimize Workforce
Recommendations
Modify the Divisions’ organizational structure to better align operations with Division functions (representative organizational chart on the following slide) and increase Division capacity by hiring in key areas:
1.1.1 Hire temporary Program Manager position in FY25-26 to lead Division transformation efforts. More information can be found on the Role of the Transformation Program Manager slide in the Implementation Roadmap Section
1.1.2 Create four new permanent positions:
o Create two new Manager positions (Strategy & Engagement Manager and General Code Manager) to bring the total number of Division Managers to four o Create new Community Engagement Manager position to support engagement with the external community and internal departments o Create new Support Analyst position to support CodeX implementation and support the Sr. Analyst with data analytics
1.1.3 Realign organizational structure:
o Under Strategy & Engagement Manager, create new Management Support and Community Engagement groups. Move Program Support roles under this role o Move all General Code inspectors under the General Code Manager o Retitle Field Operations Division Manager to Multiple Housing Division Manager, overseeing the Multiple Housing and Community Development Block Grants functions
o Special Operations Division Manager to continue overseeing Special Programs and LEA Background Rationale & Benefits
• The current organizational structure does not clearly align with the Division’s functional areas
• Inconsistent reporting structures can lead to accountability issues (e.g., some General Code staff do not report to General Code supervisors) • Vacancies have caused inefficiencies and added to staff workloads • There is a lack of dedicated roles for strategy, communications, community engagement, and IT support, further contributing to staff feeling stretched thin
• Improved efficiency: Functional alignment and clearer reporting structures can help ensure that staff understand their responsibilities • Enhanced service delivery: Improved reporting and workflows, communication, and decision-making processes can lead to improved service delivery • Strategic thinking/oversight: Dedicated strategic staff can focus on high-level planning and operations to meet the Division’s future challenges or opportunities • Community engagement: A dedicated Community Engagement Manager can enhance trust between the Division and the community, leading to better compliance and improved public perception of the Division Output
Phase Now
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14 1.1 Modify organizational structure and hire in key areas (2/4) Theme 1 | Develop & Optimize Workforce
Deputy Director
(1 FTE)
Support StaffDirectors
Line Staff
Managers
Key
Supervisors
New Position
Multiple Housing
Manager (1)
General Code
Manager (1)
Multiple Housing
Multiple Housing
Supervisor (2)
Multiple Housing
Code Inspector
(12)
Community Dev
Block Grant
CDBG Supervisor
(1)
CDBG Inspector
(~5)
Staff Specialist (1)
Admin/Call Center
Senior Supervisor
Senior Office
Specialist (4)
Principal Office
Specialist (1)
Program Support
Staff Specialist (1)
Comm Engagement
Supervisor (1)
Code Analyst (1)
Support Analyst(1)
Mgmt. Support
Senior Business
Analyst (1)
Strategy &
Engagement
Manager (1)
General Code
General Code
Supervisor (2)
Code Inspector I/II
(13)
Special Programs
Code Enforcement
Supervisor (2)
Code Enforcement
Inspector I/II (7)
LEA: Solid Waste
LEA Supervisor (1)
LEA Inspector (3)
Permit Specialist
(1)
Special
Operations
Manager (1)
Community
Engagement
Planner III (1)
Program Manager
(1)
New Temporary
Position
Output
Phase Now
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15 1.1 Modify organizational structure and hire in key areas (3/4) Theme 1 | Develop & Optimize Workforce
New Position Rationale & Benefits
Transformation Program Manager (Temporary):
Oversees implementation of Operational
Assessment recommendations and Division
improvement initiatives.
• Accountable Owner: Holds responsibility for guiding the City through the transformation. Has mandate and authority to address and influence decisions related to the transformation • Centralized Communication: Acts as a liaison between City stakeholders and CE. Eliminates barriers to change • Risk Management: Tracks outcomes from transformation efforts and mitigates risk with regular monitoring and controlling Strategy & Engagement Manager: Oversees
Program Support, Management Support, and
Community Engagement positions. Drives Division-
wide strategic initiatives.
• Strategic planning: Focuses on long-term planning and strategic operations, helping align the Division’s operations with broader City goals. Analyzes trends, identifies opportunities for operational improvements, and proactively addresses challenges
• Streamlined coordination: Oversees all Division support staff operations, preventing miscommunication or duplication of efforts across different support functions. Owns interdepartmental collaboration efforts • Task management: Prioritizes tasks and manages workload distribution so that support and administrative functions support other Division functions efficiently. Supports staff in working towards a shared goal General Code Manager: Oversees all General Code
positions and operations.
• Streamlined General Code operations: Provides consistent oversight, streamlined communications, and more effective coordination of the inspector team
• Standardized enforcement: Oversees processes to ensure that inspectors are enforcing codes consistently • Centralized case management: Oversees caseload distribution and strategic direction for management and processes • Performance monitoring: Monitors performance of General code Staff and identifies areas for improvement Community Engagement Supervisor: Acts as a
bridge between the community and inspectors,
organizing outreach efforts and addressing resident
concerns. Adjusts strategies to neighborhood needs
and coordinates resources to support compliance
and community well-being. Coordinates with
internal departments to strengthen communication
and community outcomes.
• Improved communication: Bridges the gap between the community, Code Enforcement inspectors, and other municipal divisions/departments, ensuring residents understand the regulations and support available to them • Educational outreach: Leads community focused pilots and organizes workshops and informational sessions to educate residents about Code requirements and the importance of compliance • Enhanced trust: Proactively communicates with residents for more cooperative and proactive problem-solving • Tailored solutions: Ensures the unique challenges of different neighborhoods are effectively addressed • Represents a leading practice: Two of three benchmarked cities have dedicated community engagement position Output
Phase Now
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16 1.1 Modify organizational structure and hire in key areas (4/4) Theme 1 | Develop & Optimize Workforce
New Position Rationale & Benefits
Support Analyst: Supports the front-end
operations of CodeX, coordinates/collaborates
with Infinite Solutions, works with the IT
Department as necessary, and supports other
IT and business functions across the Division.
Supports the Senior Business Analyst in
various Division analytics projects.
• Improved system efficiency: Oversees case management system operations, identifies bottlenecks in the system, streamlines processes, and identifies opportunities to assist with case resolution and system errors • Data-driven decision making: Conducts data entry and analysis and reports information to deputies to enable decisions based on case trends, outcomes, and other data • Compliance tracking: Generates detailed reports, tracks compliance, and ensures all cases are documented and monitored in the system
• Improved coordination: Acts as the Division’s point of contact for the system, streamlining coordination with the IT Department and system vendors
Considerations & Dependencies Next Steps
• Hiring experienced staff is more expensive than hiring entry level staff • Any new positions will need to go through City approval/hiring processes • Restructuring may be dependent on available resources • Communicating early and transparently about the new leadership structure can help reduce uncertainty and set expectations amongst staff • Organizational changes will require effort for change management ahead of, during, and following the change
• Several recommendations are dependent on this recommendation • Confirm new organizational structure, roles, responsibilities, and reporting lines with key stakeholders
• Seek and attain City Council approval and funding for new positions • Inform additional stakeholders of the changes, including rationale, benefits, and how the transition will take place
• Recruit and hire for new positions
• Realign resources as necessary to support the new structure • Conduct a classification assessment to determine additional inspector roles (see Recommendation 1.2)
Case in Point: To support strategic and community efforts, Austin’s Development Services Department has a Stakeholder and Community Engagement Division, which is overseen by a Chief Strategy Officer. The Division includes an Engagement Manager who liaises with the public.
Output
Phase Now
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17 1.2 Conduct classification assessment for inspectors (1/2) Theme 1 | Develop & Optimize Workforce
Recommendations
1.2.1 Conduct a classification assessment to understand current inspector job levels and staff capabilities o Gather information on job descriptions and inspector workforce (e.g., qualifications, experience, daily tasks, and caseload) o Identify opportunities to clarify/update classifications to better align with organizational needs. This could include:
› Clarifying/standardizing qualifications and expectations for existing job classifications › Updating requirements for existing job classifications › Proposing changes to the existing classification structure (for example, creating new classification tiers) o Identify how inspector classifications fit into the Division’s overall organizational structure and define clear career pathways
1.2.2 After resolving cases pending clearing from General Code backlog, conduct a detailed workload analysis considering case complexity and priority. Hire additional General Code Inspectors based on updated workload and Division needs following recommendations in the Next priority phase Background Rationale & Benefits
• Case volume is higher than the staff available to process cases, leading to significant backlog and long processing times
• Staffing gap for General Code inspectors is 26 FTEs based on 2024 caseload data, after clearing the 1,300 cases from the backlog
• There is no strong pathway for internal promotions, exacerbated by differences in requirements for staff at different levels • There are inconsistent reporting structures that lead to accountability issues • Some cities have up to three tiers of inspectors supporting a Division Manager, such as Inspector A-C, Code Investigator, Inspection Supervisor (Austin) or Senior Inspector, Principal Inspector, Chief Inspector (Los Angeles)
• Clarifies job expectations: A classification assessment helps define the responsibilities, skills, and knowledge required at each level of the inspector role.
This ensures clarity around job expectations, making it easier for staff to understand what is expected of them at different stages of their career • Supports professional development and growth: By identifying the skills and knowledge required at each level, inspectors are aware of the competencies needed to advance. This can help motivate employees to perform well and aim for advancement within the Division
• Informs organizational decision-making: Classification assessments provide data on the varying levels of responsibility, expertise, and workloads across inspectors. This knowledge can help the Division make strategic decisions such as priority hiring areas
• Supports inspector hiring: The assessment can highlight key staffing gaps to inform hiring decisions
Output
Phase Next
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1.2 Conduct classification assessment for inspectors (2/2) Theme 1 | Develop & Optimize Workforce
Considerations & Dependencies
• Job classification changes (for example, job/education requirements) may require input and approval through other City departments (i.e., Human Resources) and/or City Council • Consider conducting additional leading practices research to understand classification structures leveraged by other local government entities
• Union buy-in is essential and will impact approval and implementation of this recommendation Next Steps
• Collect existing job descriptions and classification materials and document the qualifications, skillsets, and case load of current staff
o Interview staff at Code Inspector I, Code Inspector II, and Supervisor levels to understand daily tasks, challenges, career goals, and thoughts on the current classification system • Review classification structure
o Examine if each classification level aligns with current staff responsibilities and skills • [As needed] Based on these findings, propose changes to the classification structure o Types of changes could include but are not limited to introducing new classification tier, creating specialized roles for certain violation types and complex cases, or adjusting caseload based on classification • Define clear requirements, qualifications, and expectations for each position, including pathways for promotion • Rerun the workload distribution with latest caseload following backlog clearing, to understand updated number and types of cases assigned at each level and identify areas where the workload could be streamlined o Analyses could include cases across classifications and skills vs. case complexity and priority • If approved, roll out recommendations, including reclassifications, new workflows, training, and communications, and hiring staff if applicable
Code Division
Manager
(1 FTE)
Code Supervisor
(1 FTE)
Code Investigator (1 FTE)
Code Inspector A (1 FTE)
Code Inspector B (3 FTEs)
Code Inspector C (4 FTEs)
Sample Group Organizational Structure -
City of Austin Code Compliance
18 Group Organizational Structure Option
for San José
Multiple Housing
Manager
(1 FTE)
Multiple Housing
Supervisor
(1 FTE)
Code Investigator (1 FTE)
Senior Inspector (1 FTEs)
Inspector II (3 FTEs)
Inspector I (3 FTEs)
Output
Phase Next
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19 1.3 Increase training opportunities and support a culture of development (1/2) Theme 1 | Develop & Optimize Workforce
1 Source: Implicit Bias - M.C. Kimball and Associates, Inc. 2 Source: IAP2 USA - Professional Certification
Category Training Attendees Rationale & Benefits
1.3.1 Introduce
Implicit Bias: Designed to help inspectors
recognize and mitigate unconscious biases
that can affect their decision-making and
interactions with the community
• All CE Staff • Enhanced Trust & Communication: Learn to communicate more effectively with diverse populations, reducing misunderstandings and building trust 1 • Improved Decision-Making: By recognizing and addressing their own biases, inspectors can make more impartial and fair decisions, leading to more equitable enforcement1 IAP2 Certifications: Equips Code
Enforcement inspectors with tools to
engage the community more effectively,
leading to better compliance and a more
harmonious relationship between residents
and enforcement agencies
• Inspectors
• Supervisors
• Improved Trust & Communication: Gain expertise in effectively communicating and building trust and positive relationships with residents, leading to better relationships and more effective and fairer enforcement
2 • Increased Community Input: Learn to incorporate community input into decision- making processes, ensuring that enforcement actions are more transparent and equitable2
1.3.2 Reinforce
Monthly Focused Training & Quarterly
Refreshers: Monthly sessions provide deep
dive training into specific topic areas.
Quarterly refresher provides inspectors and
supervisors a quarterly forum to receive
updates on important process updates,
receive refresher trainings, and share
knowledge from their own experiences
• Inspectors
• Supervisors
• Improved Consistency and Accuracy: Reinforces consistency in inspection procedures • Keeps Skills And Knowledge Updated: Ensures inspectors are up-to-date on changes in laws, regulations, codes, and leading practices, reducing risk of errors and improving compliance
• Boosts Employee Confidence: Regular opportunities for skill enhancement and knowledge sharing can increase inspectors' confidence in their work • Enhanced Problem Solving: Offers inspectors the opportunity to share experiences, discuss challenges, and learn from one another, helping them feel empowered to make decisions
Recommendations
Introduce new training opportunities and reinforce existing training to empower staff and improve performance; an initial list of opportunities is below Output
Phase Now
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20 1.3 Increase training opportunities and support a culture of development (2/2) Theme 1 | Develop & Optimize Workforce
Considerations & Dependencies Next Steps
• The Division will need to identify an owner responsible for planning and running the monthly training and quarterly refreshers
• Incorporate additional training improvements from the Division’s draft training plan (in progress)
• Refreshers can be Division-wide or held at the program level during regularly scheduled monthly program meetings, depending on the topic and audience • In addition to formal training, the quarterly refreshers could incorporate opportunities for knowledge sharing and team bonding
o For example, inspectors could present a recent case with key challenges and takeaways on a rotating basis
• Consider soliciting inspector feedback on what they would like to see in the monthly focused training and quarterly refreshers
• Develop detailed training plan that combines planned monthly training on new topics with quarterly refreshers to reinforce learning throughout the year • Assign refresher topics and build refresher training curriculum • Introduce monthly training plan and quarterly refresher program to staff • Explore adding Implicit Bias and IAP2 certification training to onboarding o Procure trainings
o Incorporate them into training schedule
Background
• Many inspectors are new to the position and therefore encounter challenges in operating independently • Inspectors’ approach to cases can vary widely, which can cause a perception of inconsistency in enforcement and delay case closure • As the Division increases proactive and enhanced enforcement that may impact communities differently, it is critical to equip staff with training to mitigate biases Output
Phase Now
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21 1.4 Optimize recruitment and retention (1/2)
Theme 1 | Develop & Optimize Workforce
Recommendations
Establish an approach to support the Division with recruiting, human capital management, and retention challenges:
• 1.4.1 Review recruitment practices to optimize and maximize reach and build talent pipeline o Establish process for updating the City’s official jobs board with open positions o Utilize multiple recruitment channels such as job boards, social media platforms, community organizations, and professional associations • 1.4.2 Explore allowing years of experience to replace a college degree requirement in leadership positions • 1.4.3 Review talent management and retention practices o Provide clear expectations and pathways for career advancement (see Recommendation 1.5) o Offer continuous education and professional development opportunities (see Recommendation 1.3) o Regularly solicit employee feedback to identify areas for improvement o Create an employee recognition program to acknowledge achievements and career milestones Background Rationale & Benefits
• There are currently ten vacant positions (two key leadership positions), causing leaders to spend more time on operations and less on strategy • One of the leadership positions has been vacant since summer of 2024 • In 2022-2023, the Division had an average inspector vacancy rate of 17% • There is no strong pathway for internal promotions, exacerbated by differences in requirements for staff at different levels • Current job postings can be found on job search websites but do not seem to be active on the City’s official jobs board
• Attracting skilled candidates: Targeted recruitment strategies can help the Division attract individuals with the relevant skills and passion for the work • Faster onboarding: A streamlined recruit to hire process will allow the Division to onboard staff faster
• Engagement and retention: A better understanding of why staff stay or leave will allow for a more informed retention strategy
• Reduced turnover: Strengthening the pathway for internal promotions helps retain institutional knowledge and experience. Professional development offerings and recognition programs can help staff feel valued and want to stay Output
Phase Now
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22 1.4 Optimize recruitment and retention (2/2)
Theme 1 | Develop & Optimize Workforce
Considerations & Dependencies Next Steps
• Revamp position requirements based on the outcome of Recommendation 1.2 and update current job postings on the City’s official jobs board • Special considerations may be required for critical or hard to fill positions • Consider outsourcing for inspector positions to help fill immediate need • All peer cities benchmarked allow years of experience to replace a college degree requirement in leadership positions
• Consider partnering with current Citywide recruitment events and targeted outreach at San José State University (SJSU) to build talent pipeline • Review and update current recruit-to-hire policies and procedures to identify areas for increased efficiency and streamlining
• Identify where and why prospective applicants leave the recruitment process • Identify factors in retention of longer-tenured employees • Gain insight on resignation decisions by fleshing out the offboarding and exit interview process
Case in Point: San Diego’s Building & Land Use Division has instituted a policy to allow internal staff without formal degrees to substitute years of experience for degree requirements as they apply for promotions. San Diego also has a program that connects staff with scholarships to local City Colleges, facilitating employees’ continuing education efforts.
Output
Phase Now
Case in Point: Seattle’s Department of Construction & Inspections acknowledges the value of on-the-job experience, customer service expertise, and Code Enforcement experience by allowing qualified employees to advance from Inspectors to other technical and leadership positions, even in the absence of formal degrees.
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Recommendation
1.5.1 Prioritize succession planning and prepare staff to take over additional tasks when inspectors or leadership exit the organization Considerations & Dependencies Next Steps
• Succession planning processes should be aligned with knowledge transfer efforts (e.g., Standard Operating Procedure and training development) • Some degree of employee turnover can be considered healthy (e.g., a separation of low performers can improve productivity and increase employee engagement)
• Work with Division leadership to identify likelihood of staff separation (e.g., low, medium, and high “flight-risk”) and impact
o Monitor low to high flight-risk staff with low impact o Retain low to medium flight-risk staff with medium to high impact o Prepare high flight-risk staff with medium to high impact • Partner with relevant departments (e.g., Human Resources, Compliance) to coordinate training and employee retention efforts
23 1.5 Establish a succession planning process
Theme 1 | Develop & Optimize Workforce
Prepare
• Employ knowledge transfer processes (e.g.,
shadowing, training sessions, process
documents and materials)
Analyze
• Review hiring data and conduct annual analysis of
workforce (e.g., examine staff at the one-, two-, five-, and ten-year career mark)
• Identify soon-to-be retiring staff and employees as
“flight-risk”
Develop
• Provide staff with coaching and mentoring
• Create technical/functional learning opportunities
• Offer leadership development
Retain & Reward
• Enhance employee recognition programs
• Offer rewards and employee incentives, where possible Talent
Management
& Succession
Planning
Approach
Measurement, analytics, and reporting
Implementation
Output
Phase Later
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24 Theme 2 | Improve Operational & Program Performance
Theme Recommendation Description Level of
Impact
Level of
Effort
Priority
Phase
Improve
Operational &
Program
Performance
2.1 Set strategic vision for
Division
• Establish Division strategy to align on vision, goals, outcomes, and metrics High High Now
2.2 Realign and narrow
program scope • Identify programs requiring realignment and/or resource planning High High Next
2.3 Expand pilot programs • Expand current pilot programs and introduce new programs to take a more proactive approach to violations and increase accountability High High Next
2.4 Update policies to support
strategic enforcement
• Revise existing and implement new policies to support strategic enforcement and encourage compliance High Low Now
2.5 Streamline processes,
reduce manual tasks, and
implement quality controls
• Update process steps for complaints intake, inspections, scheduling, citations, Compliance Orders, and Appeals Hearing Board preparation High Low Next
2.6 Enhance performance
metrics and accountability
• Assess current KPIs, assess gaps, and select KPIs in support of the Division’s goals
• Establish benchmarks and targets for each metric
High Medium Next
2.7 Expedite and prioritize
adoption of CodeX
• Prioritize the adoption of CodeX as a new Case Management system, identifying opportunities to expedite this timeline where possible • Ensure CodeX meets specific requirements and needs of the inspectors and customers
• Identify which mobile technologies would be best suited for each group, position, and duty and procure and/or expand use of chosen technologies
High High Now
Low: 4 - 6 Medium: 7 - 9 High: 10+Key:
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Recommendation
2.1.1 Establish Division strategy to align on mission, vision, goals, and outcomes Background Rationale & Benefits
• Over time, the Division’s core mission and expectations have expanded and shifted • Current mission and vision are broad, contributing to lack of programmatic focus. • To ensure Code Enforcement is positioned to fulfill its mission, the Division should revisit and confirm its strategy and approach to case management through a series of planning exercises and workshops
• Clearer scope: Builds understanding of how the Division fits into the City’s overall strategy and clearly conveys priorities and services • Enhanced Division focus: Focuses program decision-making • Improved prioritization: Improves resource and task prioritization and meaningful performance tracking
Considerations & Dependencies Next Steps
• Requires stakeholder investment and participation for high impact outcome • A rebranding (including Division name) can signify a new, refined scope (e.g., changing San Diego’s Division name from Code Enforcement to Building & Land Use) • Strategy & Engagement Manager can oversee strategic planning activities once hired, but should not be a barrier for implementing this recommendation • Determine key stakeholders for strategic planning
• Set timeline for 1-3 working sessions with broader stakeholder group to revisit and realign strategy, vision, and goals
• Create strategic framework and validate with key stakeholders • Roll out strategy with supporting change management activities • Align current and future initiatives with goals and revisit metrics to track progress and enhance accountability (see Rec 2.6) 25 2.1 Set strategic vision for Division
Theme 2 | Improve Operational & Program Performance
Current State Mission & Vision
We work in partnership with the people of San José to promote and maintain a safe and desirable living and working environment. This work happens in these three ways:
• We administer a fair, unbiased enforcement program to correct violations of municipal codes and land use requirements
• We work with residents, neighborhood associations, public service agencies, and other City departments to empower community self-help and public outreach programs. We listen to public feedback to help establish priorities for the enforcement program • We initiate special programs targeted toward specific problems in our community Key Strategic Questions to Inform the Future State
• How has the code enforcement environment changed since the Division last established its mission and vision?
• How can the Division set sustainable goals to meet the priorities set by City leadership and community expectations?
• How can the Division best balance its priorities and constraints? • Which Division-wide and Department-wide specific goals, initiatives, and tactics should be prioritized?
• How should the Division monitor progress towards realizing goals? Output
Phase Now
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26 2.2 Realign and narrow program scope (1/2)
Theme 2 | Improve Operational & Program Performance
Recommendation
2.2.1 Identify programs that need realignment and/or resource planning. To effectively manage its existing/future responsibilities, Code Enforcement should either:
• Option 1: Keep existing programs and receive dedicated funding/resources • Option 2: Move programs to other divisions/departments based on leading practices in peer cities and existing collaboration Program Staff
Effort
Dedicated
Funding?
Peer City
Programs?
Current
Enforcement Detail Recommendation
Abandoned
Shopping Carts Med ✓ X Full Program
1 CE FTE funded by retailer program fees. FTE conducts inspections. Proposed new cost recovery process. Peers use independent contractors (SD), Public Utilities (Seattle).
Keep in CE
Off-Sale Alcohol
(OSA) Med ✓ X Full Program Fee funded through annual inspection program fee. Enforced in San Diego by State entity Keep in CE Tobacco Retail
License (TRL) Med ✓ X Full Program Funded by license sales paid by retailers. Peers use a County program (SD), Dept of Revenue (Seattle), and State Comptroller (Austin)
Keep in CE
ADU Amnesty Low* X 3/3 Full Program Absorbed by General Code using existing GF. Managed by all peers Keep and Fund Illegal Dumping
Enforcement Low* X 2/3 Enforcement
Support
Absorbed by General Code using existing GF. Peer administers with Environmental Services Dept (SD)
Keep and Fund
E3 & Soft Story N/A X E3: 2/3;
SS: 1/3
Future
Programs
Future programs to be absorbed by Building Code Compliance cost recover fees, GF, and Multiple Housing funding. E3 managed by two peers (SD, Austin (permitting)) Keep and Fund
Massage High ✓ 1/3 Full Program Funded by program permit fees. SD manages unpermitted use Move to other Dept.
Fireworks Med* X X Enforcement
Support
Absorbed by General Code using existing General Fund (GF). Peers administer program through Police Department (PD)
Move to Police Dept.
Mobile Vendors Low* X 1/3 Enforcement
Support
Absorbed by General Code using existing GF. SD successfully moved program to Police Dept.
Move to other Dept.
High: Large caseload & long avg. time to close Medium: Large caseload or long avg. time to close Low: Small caseload & short avg. time to close *Average time to close not available. Staff effort based on annual caseload Staff
Effort:
Priority of Keep to Move
Output
Phase Next
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27 2.2 Realign and narrow program scope (2/2)
Theme 2 | Improve Operational & Program Performance
Background
Code Enforcement manages significantly more programs than its peers. The Division is assigned tasks beyond its core responsibilities, expanding its scope without corresponding increase in funding, authority, or staffing.
Case in Point: In San Diego, the Mobile Vendor program was originally assigned to Building & Land Use due to “enforcement” nature. As a result of case complexity and challenges with enforcing, leaders determined it was a better suited to be enforced by the Police Department.
Rationale & Benefits Considerations & Dependencies
• Expanded inspector expertise: Limiting program areas enables inspectors to become experts more quickly. Repeated exposure to similar cases boosts confidence and autonomy, enabling quicker, more independent, and effective decisions
• Improved backlog: Narrowed scope and increased specialization help to improve the ratio of open-closed cases
• Other departments within the City are also operating with lean staffing and may not have capacity to take on programs
• Requires investment from leadership to effectively transition programs to another division/department
• Consider outsourcing for programs with high effort level (i.e., shopping carts) Next Steps
• Determine if programs are aligned to Code Enforcement’s strategic goals (see Recommendation 2.1) • Determine required funding and staffing support to maintain these programs in Code Enforcement, if desired • Secure Council approval for required funding and resources to keep programs • Socialize findings with stakeholders to determine potential alternative locations or outsourcing for programming • Make determination for programs to stay within Code Enforcement or to realign with another department Case in Point: San Diego partners with an independent contractor to administer its abandoned shopping carts program. The contractor collects carts based on agreements with specific stores. Customers can expect a resolution within 24- 72 hours.
Output
Phase Next
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28 2.3 Expand pilot programs (1/2)
Theme 2 | Improve Operational & Program Performance
Recommendation
2.3.1 Expand current pilot programs and introduce new programs to take a more proactive approach to violations and increase offender accountability Program Key Changes Rationale & Benefits
Focus Area Service Team (FAST) Pilot
Program (Expand): Focuses on
leveraging existing resources to enhance
enforcement efforts, address blight
promptly, and promote compliance on
private property
• Continue with community outreach, education and
engagement efforts in the six original FAST Focus
Areas
• Expand pilot process to include additional areas
within the City
• Proactive Blight Management: Blight is the #1 reported community issue across every region of the City. Helps maintain neighborhood aesthetics and prevents issues from escalating
• Improved Response Times: Quicker responses to code violations, enhancing the overall efficiency of City services
• Community Engagement: Fosters relationships between the City and residents which can lead to increased community cooperation Enhanced Vacant Buildings and
Storefronts Program (Expand): Aims to
activate ground floor storefronts and
prevent neglect and blight in vacant
properties. Properties in the Downtown
Registration Area that have been vacant
for 30 days must register and pay a
quarterly fee for regular inspections
• Expand to other areas in the City that could benefit
from proactive approach
• City may consider adding a vacant building tax
1 to
free up time for finance team and ensure fines are
paid on time
• To address “white elephant” properties, use strike
force strategy to return to active use with a
collaborative, multi-agency approach
• Support from Stakeholders: Received positive feedback from external stakeholders on the impacts of this program
• Aligns with Beautify SJ: Improves overall appearance and appeal of various neighborhoods
• Increased Economic Activity and Community Engagement:
Attracting new businesses can foster community involvement as residents see tangible improvements in their neighborhoods Escalated Intervention Program
(Introduce): Escalates enforcement on
properties with frequent code violations,
requiring them to register and undergo
more frequent inspections.
Aims to ensure properties meet health
and safety standards.
• Define program registration criteria (e.g., two+
violations within 24 months)
• Establish tiered registration fees based on property
size and penalties for non-compliance
• Perform regular inspections on registered properties
to ensure compliance
• Reduced Repeat Violations: Regular inspections and penalties discourage property owners from allowing violations to persist • Improved Living Conditions: Ensures properties meet minimum health and safety standards
• Public Transparency: A publicly accessible list of registered properties promotes accountability and transparency
• Supports a leading practice: Austin has a successful peer program 2 1See City of Oakland’s Vacant Property Tax
2Source: Repeat Offender Program | AustinTexas.gov
Output
Phase Next
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29 2.3 Expand pilot programs (2/2)
Theme 2 | Improve Operational & Program Performance
Considerations & Dependencies Next Steps
• Consider developing a plan that eventually expands both FAST and Vacant Building programs across San José to avoid the perceptions of bias
• Ensuring adequate funding and staffing is crucial to support the expansion of these programs (e.g., funded by participating Council Districts that opt in) • Community Engagement Manager position (see Recommendation 1.1) will be critical to success • Successful expansion depends on strong community support and involvement • Economic development efforts impact persistence of vacant buildings • There may be a need to review and adjust existing policies and regulations to ensure they are effective and applicable to new areas
• Ensure the plan is based on data (e.g., number of complaints/violations) • Identify required resources for inspection and enforcement in program areas
• Secure required funding and resources to expand programs • Identify repeat offenders and additional areas of City with high vacancy rates and blight to be included in respective programs • Review and adjust registration requirements to ensure they are effective and fair for the new areas/offenders
• Socialize program expansion and encourage participation with community stakeholders
Case In Point: City of Austin Repeat Offender Program
Program Background
• Rental registration program for properties with multiple code violations
• Created in 2013 in response to structural failures that endangered public health and safety in multifamily residences • Property must remain in the program until it has not had violations that trigger program registration for two years • Program supported by registration fees and $8.95 monthly “clean community service” paid by all residents with a utility account
Considerations from 2020 Program Audit
• Having program in place is not enough – Leverage escalated enforcement options (citations, property suspensions) for frequent offenders and reinforce responsible property
management with incentives like free training, technical assistance, a single point of contact at City Hall, and tenant acquisition help
• Implement an efficient (ideally automated) process for identifying program-eligible properties to avoid labor-intensive manual work and potential oversight
• Consider a more friendly name, such as “Good Landlord Program” • Establish system for larger properties to pay proportionate share of program costs (e.g., tiered registration fees)
Source: City of Austin Repeat Offender Audit, 2020
Output
Phase Next
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30 2.4 Update policies to support strategic enforcement (1/2) Theme 2 | Improve Operational & Program Performance
Recommendation
Revise existing and implement new policies to support strategic enforcement and encourage compliance Category Policy Key Changes Rationale & Benefits
2.4.1 Revise
Complaint Response Emergency (CE-204), Priority
(CE-205), and Routine Procedure (CE-206): Aim to
provide a consistent and structured approach to
handling emergency, priority, and routine complaints
in a fair and timely manner, with the goal of achieving compliance
• Implement prioritization
process following initial
inspection
• Focus resources on priority
cases by safety and revisit
timelines for addressing
each priority level
• Increased follow-through: Current Emergency (204), Priority (205), and Routine (206) policies outline steps from complaint intake to initial inspection; there is a need for prioritization to continue beyond initial inspection
• Improved prioritization: Carrying out prioritization throughout case lifecycle and focusing resources on safety issues will ensure Emergency/Priority cases are closed quickly
Verbal Warning Policy (CE-300): Provides guidance
on when verbal warnings are appropriate and the
expectations of recording and following up with RP
• Replace verbal warning
with written warning
• Enhanced accountability: Verbal warnings are difficult to keep track of and do not keep Responsible Party (RP) accountable. Written warning creates more formality and instills accountability in RP
2.4.2 Introduce
Complaint Response Lowest Priority Procedure:
This policy will aim to provide a consistent and
structured approach to handling low-priority
complaints in a fair and timely manner, with the goal
of achieving compliance
• Add additional priority level
for cases that can be
addressed within 30 days
• Reclassification: The existing lowest priority case level (Routine) requires initial inspection within 15 calendar days. To support revisions to policy #s CE 204-206, which will require case prioritization to continue beyond initial inspection, the lowest priority cases can be categorized into this new tier • Expedited timelines: Will open inspectors’ availability to not only address Emergency/Priority cases quickly but also reach compliance and close cases faster
Escalating Enforcement Policy (in progress CE-313):
This policy will set standards for inspectors to use
when determining compliance timelines/due dates
based on violation type to standardize timelines,
provide guidance, and improve consistency
• Create standard
compliance timeline based
on violation type and
priority level
• Increased consistency: Inspectors may use discretion when determining time RP has for compliance when issued warning or citation. Standardizing timelines across Division will provide definitive guidance to inspectors and create consistency
• Faster timelines: Avg. time to close Emergency/Priority cases will decrease Output
Phase Now
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31 2.4 Update policies to support strategic enforcement (1/2) Theme 2 | Improve Operational & Program Performance
Considerations & Dependencies Next Steps
• The Escalating Enforcement Policy and Backlog Management Policy are already in progress
• The success of the Escalating Enforcement Policy will depend on the success of the new Complaint Response Lowest Priority Procedure and revised Complaint Response Emergency, Priority, and Routine Procedures • Collaborate with Division on changes and inform staff • Develop community outreach materials to convey updates on public-facing policies to residents. For example, create flyer for Code Enforcement website with overview of four response buckets and customer-friendly process maps for each priority level • Provide follow-up training and regular reminders via multiple channels (update emails, team meetings, quarterly refreshers, etc.)
• Adjust based on feedback and performance data
• Document leading practices and lessons learned
• Acknowledge and celebrate team members to keep them motivated Category Policy Key Changes Rationale & Benefits
Introduce Backlog Management Policy: This policy will
support continuous monitoring and controlling of the
Code Enforcement case backlog
• Develop standard for reviewing
and clearing case backlog
• Resolution for long-standing cases: Some Code Enforcement cases have been open for years without any action taken on them. A policy for monitoring and controlling the backlog will ensure resolved, duplicative, and lowest priority cases are being addressed and closed out Background
The Code Enforcement Division's policies are crucial in guiding case management and ensuring compliance, directly affecting customer service. To enhance efficiency and reduce case backlog, it is essential to expedite the compliance process. By expanding current prioritization and warning policies, and introducing a new case escalation and backlog management strategy, the Division can achieve faster compliance and swifter case resolution Case in Point: San Diego’s Building & Land Use Division issues warnings, notices of violation, and then administrative citations within short succession, resulting in an expedited process that can progress to fines within a short (~10 day) timeframe.
Output
Phase Now
0000000000000000
Case in Point: Austin’s Development Services Department issues notices of violation immediately after a violation is confirmed to ensure an efficient and consistent enforcement process.
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32 2.5 Streamline processes, reduce manual tasks, and implement quality controls (1/2) Theme 2 | Improve Operational & Program Performance
Background
The Guidehouse Team mapped four sub-processes within the General Code enforcement process (1. Receive Complaints, 2. Citation, 3. Compliance Order, 4. Appeals) and identified several pain points. This section provides an overview of process-related recommendations to address these pain points. This section does not include recommendations for staffing or technology, which can be found in their respective areas of the Report (see Recommendations 1.1-1.2 and Recommendation 2.7).
Overall findings from process mapping exercises include:
• Current complaint intake process is fragmented - complaints submitted via website, phone, in person, or multiple email inboxes • Observations and customer feedback highlight communication inefficiencies around the scheduling and inspection processes • The Appeals Hearing Board (AHB) preparation process is a pain point for Support Staff, inspectors, and supervisors due to length of the packets and required details Process Recommendation Rationale & Benefits
1. Receive
Complaints
2.5.1 Establish one centralized email inbox for
all Code Enforcement cases
• Improved tracking: Complaints are received in many ways, which can be difficult to track across platforms.
Streamlining email inboxes into one will enable Support Staff team to more easily track cases via email and balance the additional intake options offered to meet varying customer needs
2.5.2 Develop talking points and templates to
be shared with customer-facing staff in other
divisions (see Recommendation 3.1)
• Alignment to scope: Complaints are frequently received by Support Staff that are not the responsibility of the Code Enforcement Division, which take time to field and transfer to the correct team • Enhanced customer experience: Providing talking points to all customer-facing staff in relevant divisions can reduce the frequency of incorrect transfers and support a more effective customer service experience
2.5.3 Realign inspection scheduling for non-
Code cases to Planning & Building
• Improved scheduling: Support Staff schedule inspections for Planning & Building, even for non-Code cases.
Removing this responsibility from Support Staff will enable them to focus on scheduling for Code
2. Citation &
3. Compliance
Order
2.5.4 Confirm inspection before visiting a
property (when applicable)
• Improved scheduling: Inspectors may miss opportunity for inspections due to unresponsive property owners for follow-up inspections, or waste valuable time going to property when violation has not been resolved.
Requiring confirmation from property owners ahead of inspection will increase accountability and save time
2.5.5 Remove verbal warning step to
Responsible Party (RP) (see Recommendation
2.4)
• Leading practices: Verbal warnings are not leading practice among peer cities • Simplified tracking process: Issuing only written warnings will simplify tracking for inspectors and enhance RP accountability
Output
Phase Next
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33 2.5 Streamline processes, reduce manual tasks, and implement quality controls (2/2) Theme 2 | Improve Operational & Program Performance
Process Recommendation Rationale & Benefits
2. Citation &
3. Compliance
Order cont.
2.5.6 Standardize time to comply to
align with case priority assignment
(see Recommendation 2.4)
• Standardized processes: Time to comply upon receiving a pre-citation warning notice is up to inspector’s discretion, leading to inconsistencies in compliance timelines (can range from 72 hours to 30 days based on the violation severity).
Standardizing time to comply requirement will create consistency in enforcement practices
2.5.7 Align number of citations issued
to case priority level (see
Recommendation 2.4)
• Case lifecycle and increased accountability: Multiple rounds of inspections and citations occur before issuing a Compliance Order. Standard practice for citations is to allow 15 days for compliance between each reinspection before escalating the case. Reducing inspections offered will motivate RP to comply more quickly, reducing case lifecycle length
4. Appeals 2.5.8 Provide digital copies of AHB
packet
• Increased efficiency: AHB Liaison (Support Staff) currently prints copies of the 100+ page packets and packages them for multiple stakeholders. Removing printed packet will save AHB Liaison time and allow for focus on additional tasks such as completing a quality assurance review
2.5.9 Review and update Notice of
Hearing templates to remove any
unnecessary data input and reduce
opportunities for errors
• Standardization: Streamlined templates will reduce the time needed for review cycles and ensure uniformity across all notices, speeding up the process
• Improved notice accuracy: Removing unnecessary data will minimize errors, leading to more accurate and reliable notices
2.5.10 Train inspectors on how to
properly complete AHB packets using
template Support Staff developed
• Staff efficiency and prioritization: Standardizing the use of new templates ensures uniform documentation, minimizing additional formatting work and allowing staff to focus on higher-priority tasks Considerations & Dependencies Next Steps
• Process improvement will rely on reorganization and hiring key roles in Recommendations 1.1 & 1.3 and success of policy changes outlined in Recommendation 2.4 • Process changes will help stakeholders work more effectively and improve quality of work • CodeX implementation will support case intake and schedule streamlining • Implementing recommendations may allow Support Staff to own new administrative/research responsibilities (e.g., code enforcement inspector scheduling) to alleviate inspector time • Inform Division of changes and provide training for impacted team members
• Leverage quarterly training and provide regular reminders via multiple channels (update emails, team meetings, etc.)
• Adjust based on feedback and performance data
• Document leading practices and lessons learned
• Acknowledge and celebrate team members to keep them
motivated
Output
Phase Next
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34 2.6 Enhance performance metrics and accountability (1/2) Theme 2 | Improve Operational & Program Performance
Recommendations
Assess and adjust Key Performance Indicators (KPIs) to ensure they accurately reflect the Division's goals and are effectively measuring performance and progress • 2.6.1 Review identified key goals of Code Enforcement (see Recommendation 2.1) • 2.6.2 Assess current KPIs, identify gaps, and select KPIs in support of the Division’s goals (initial list of current/potential KPIs can be found on the following slide) • 2.6.3 Set benchmarks and targets for each metric
Background Rationale & Benefits
• City leadership and elected officials desire to better understand the Division’s activities and performance
• The Division makes some use of data, but does not utilize comprehensive metrics to inform inspector or Division performance
• Understanding performance at inspector level is necessary for understanding manageable caseloads, realistic number of inspections to be performed in a day, and key metrics related to customer service and closing cases • Improved accountability: A well-defined KPI strategy ensures performance is tracked, measured, and reported in alignment with Division goals • Improved efficiency: A KPI strategy can help the Division identify where performance is lagging, and where improvements can be made • Enhanced transparency: KPIs increase transparency, allowing stakeholders to see results and measure progress over time
Considerations & Dependencies Next Steps
• Ensure KPIs are SMART (specific, measurable, achievable, relevant, and time- bound)
• Consider what tracking/metric data will be available in CodeX • Consider how the Division’s KPIs align with the City’s overall strategic vision (see Recommendation 2.1)
• Determine KPIs for each key goal and target for each KPI • Assess current KPIs and metrics and identify gaps
• Identify KPIs to address performance measure gaps
• Establish baseline data and realistic performance targets to measure progress over time
• Implement processes to track and report data against metrics • Continuously monitor and leverage to identify program, policy, and process improvements
Output
Phase Next
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35 2.6 Enhance performance metrics and accountability (2/2) Theme 2 | Improve Operational & Program Performance
KPI Category Example Current State KPI Example Future KPI Inspector Performance: Measures the speed and
productivity of inspectors in responding to complaints, conducting inspections, and reaching compliance.
Indicates the Division’s responsiveness and efficiency
• Initial response to Emergency Cases as a % (24
hrs)
• Initial response to Priority Cases as a % (72 hrs)
• Initial response to Routine Cases as a % (15
calendar days)
• Total Buildings Inspected
• # of inspections per week by inspector
• % of inspections completed within designated timeframe by inspector
• Initial response to Emergency, Priority, and Routine cases as % by inspector
• Inspection follow-up rate by inspector
• Case resolution rate by inspector
• Number of AHB packets returned due to errors
Compliance: Focuses on the Division’s effectiveness
in ensuring that properties meet City codes and
regulations. Indicates Division’s ability to enforce rules and adhere to regulations
• # of Cases Opened by type
• # of Cases Closed by type
• Average time to resolve violations by type
• # of properties brought into compliance as % of total caseload
• Repeat violation rate as % of total caseload
• Average time to resolve violations by type and priority Customer Service: Assesses the Division’s relationship
to the public and how well it communicates with its
customers. Indicates the Division’s responsiveness to
customers and ability to foster public trust
• % of customers that felt their issue was resolved
• % of customers that responded CE is responsive
and helpful
• % of customers that responded CE is courteous
and timely
• % of customers that rate the overall quality of
service from CE as excellent or good
• Phone transfers to inspectors
• % of interactions resolved by Support Staff
• % of issues resolved in first interaction
• % of complaints addressed per week
• First response time to complaints by program
• Average first response time to complaints by program
Strategic Performance: Focuses on higher-level, long-
term goals that align with the broader mission of the
City and its objectives. Indicates the Division’s progress towards its overall goals
• % of total FY target inspections completed
• # of cases resolved within case closure standard
• % case closure via voluntary compliance
• Number of community education classes and
attendees
• Rate of case complexity (high, medium, low)
• Quarterly overall voluntary compliance/non-compliance rate • Quarterly overall repeat violation rate
• Number of cases requiring collaboration with other
divisions/departments
Output
Phase Next
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36 2.7 Expedite and prioritize the adoption of CodeX (1/2) Theme 2 | Improve Operational & Program Performance
Recommendations
• 2.7.1 Expedite and prioritize the adoption of CodeX as a new Case Management system, identifying opportunities to expedite this timeline where possible • 2.7.2 Ensure CodeX meets the following requirements and needs of the inspectors and customers:
o Scalable to accommodate increases in transaction volume o Capable of handling case creation, specifying case complexity, case management, case archives, data analytics, and reporting, and optimized for responsive web design dashboards
o Allows for automatic updating of user-friendly dashboards, configurable based on user type, so that customers can check on their case status o Able to effectively coordinate with existing Code Enforcement processes by integrating with Granicus, AMANDA, Esri ArcGIS, and SimpliSign o Full functionality in the field from mobile devices, allowing inspectors to input/edit case information, email documents, upload pictures, and create new cases o Able to effectively support cross-departmental coordination (for example, collaboration between Code Enforcement and Planning & Building Divisions) • 2.7.3 Identify which mobile technologies would be best suited to each group, position, and duty and procure/expand use of chosen technologies (see next slide) Background Rationale & Benefits
• Current Case Management system (CES) is legacy technology first implemented in 1999
• CES does not support mobile technology, is integrated with Word 1998, requires inspectors to utilize complex workarounds to upload case documentation, and does not support selection of case subtypes • Code Enforcement has already contracted with a technology vendor, CodeX, to replace CES as the dedicated case management system and is targeting a rollout in early 2026, a timeline which has been extended past its original intended launch date of mid-summer 2025 • Process improvements: CodeX will enhance case management workflows and reduce downtime issues, leading to a more efficient process
• KPI enhancements: More specific case labels will support accuracy for KPI reporting and enable inspectors to more quickly understand cases while doing research • Mobile capabilities: CodeX will improve use of mobile technologies like laptops and tablets
• Employee benefits: CodeX will alleviate procedural inefficiencies and frustrations, improving morale and retention
• Customer service: CodeX will enable dynamic, user-friendly dashboards for customers and City stakeholders, facilitating self-service and freeing up staff time • Improved inspections: Where possible, CodeX and associated technologies can be leveraged during inspections to streamline processes
Output
Phase Now
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37 2.7 Expedite and prioritize the adoption of CodeX (2/2) Theme 2 | Improve Operational & Program Performance
Mobile Device Option Rationale & Benefits Drawbacks Considerations & Dependencies Expand use of Laptops: Once CodeX is
deployed, optimize laptops for on-the-go use
and charging, encouraging staff to use laptops
portably
• Functionality: High degree of
functionality and equipped with
the most features
• Familiarity: Familiar design for
most staff
• Practical constraints: The Division currently
provides laptops to inspectors, but given
technological and ergonomic constraints,
they function more similarly to desktop
computers and do not support on-the-go use
• May require additional
investments/resources to encourage
adoption, including ergonomic truck
design so that staff can use laptops on-
the-go
Introduce Tablets: Procure tablets (such as
iPads) with mobile operating systems and
touchscreen displays to be used as personal,
portable computers. Encourage staff to use
tablets to update case documentation and
perform other daily tasks
• User friendly: As mobile as a cell
phone, but more user friendly and
portable than a laptop
• Camera: Capable of taking high
quality pictures
• Technical constraints: Currently, CES does
not integrate with tablets
• Limited adoption in peer cities:
Representatives of other peer cities, such as
Seattle and San Diego, noted that inspectors
had mixed interest in tablets when offered
• The Division is currently planning to
procure tablets for inspectors, and has
set aside funding to do so pending CodeX
implementation
Leverage mobile devices: Develop an app for
users to check on case status, integrated with
CodeX so inspectors can submit photos
• Familiarity: Intuitive design
• Integration: Integrated with
CodeX, allowing for updates and
user-friendly dashboards
• Integration into CES: Phone photos do not
import into CES, requiring resizing
• Inspectors currently use City-issued
phones in the field to take photos
• The City of Austin utilizes an app to time
stamp pictures taken during inspections
Considerations & Dependencies Next Steps
• While CodeX development is in progress, the timeline for this technology integration has been extended. The Division should work to ensure the updated timeline is met • CodeX currently has a temporary Project Manager and lacks a dedicated Product Owner. Upon implementation, new Support Analyst role can take ownership • The use of mobile technology is contingent on CodeX implementation, as the existing system does not support mobile devices. Following CodeX implementation, Division should assess and choose mobile devices suitable for each group, position, and duty • Change management is critical to successful implementation/adoption of CodeX • Identify and/or hire Support Analyst to serve the role of Product Owner (see Recommendation 1.1)
• Maintain focus on CodeX implementation, collaborating with the vendor to find ways to accelerate the timeline
• Create a strategic plan and KPIs for case management to align the system with Code Enforcement’s needs before go-live (see Recommendations 2.1 and 2.6) • Facilitate ‘train the trainer’ modules to prepare staff for CodeX • Assess and address barriers to staff utilization of existing devices Output
Phase Now
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38 Theme 3 | Increase Customer Service & Communication
Theme Recommendation Description Level of
Impact1
Level of
Effort1
Priority
Phase
Increase
Customer
Service &
Comms.
3.1 Optimize communication
and improve self-service
• Create internal reference tools and templates to standardize customer service processes and support effective communications • Update call center scripts to include instructions on accessing the self-service portal
• Require inspectors to leave a voicemail when calling back a customer and develop a standard script for what information inspectors should share
High Low Now
3.2 Invest in community
education and partnerships
• Offer educational workshops to inform residents about local codes, rules, and regulations
• Distribute informational flyers and newsletters through various channels to inform the public about code violations and offer materials in multiple languages
• Host public meetings and explore hosting office hours to discuss enforcement issues, upcoming changes in regulation, and gather feedback from residents
• Tailor community outreach to the needs of the specific neighborhood
Medium Medium Later
3.3 Improve cross-
departmental coordination
• Explore strengthening and formalizing partnerships with other City organizations High Medium Next
Low: 4 - 6 Medium: 7 - 9 High: 10+Key:
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39 3.1 Optimize communication and improve self-service (1/2) Theme 3 | Increase Customer Service & Communication
Recommendations
Develop tools and resources to optimize customer communication and improve customer awareness of self-service • 3.1.1 Create and share resources to increase customer awareness of self-service • 3.1.2 Create internal reference tools for standard process timeframes and other frequently asked questions • 3.1.3 Develop internal templates and tools to enhance communication • 3.1.4 Update call center scripts to include instructions for accessing the self-service portal • 3.1.5 Require inspectors to leave a voicemail upon returning customer calls, and develop a standard script specifying the details to be included in (e.g., time of call-back, status of inspection, referral to self-service portal) Background Rationale & Benefits
• Currently, Code Enforcement dedicates a significant amount of time to guiding customers through their experience, which may be detracting from other tasks like inspections
• Customers frequently expressed confusion about Code Enforcement’s scope and the status of their case
• Customers are rarely informed by Support Staff and inspectors on how to check their case status online, which is crucial for promoting self-service • Even where self-service opportunities do exist, offerings are not always well publicized or understood
• Most customers from observations called to seek information about cases, violations, or laws, indicating a need for greater education on regulations • Many customers expressed frustration that their cases were subject to significant wait times
• Reduced customer inquiries: Encouraging customers to use self-service can reduce inquiries to staff as customers resolve their inquiries online, allowing inspectors to focus on inspections, appointments, and other non-customer service tasks
• Saved time: Ready-to-use templates allow staff to avoid crafting responses from scratch, accelerating replies to common inquiries
• Reduced decision fatigue: Pre-approved templates and FAQ tools enable staff to quickly respond to inquiries and accurately explain code enforcement policies, regulations, and procedures
• Support for new inspectors: These resources can be helpful for onboarding new staff as they provide responses for common scenarios, helping them get up to speed faster and feel more confident in their customer communications Output
Phase Now
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40 3.1 Optimize communication and improve self-service (2/2) Theme 3 | Increase Customer Service & Communication
Considerations & Dependencies
• Consider implementing courtesy automatic responses for inspector emails, so customers receive confirmation and an initial City touchpoint without any additional work for the inspector
• The consolidated FAQ guide can also be adapted for the public and added to the website
• Development of materials and accompanying training on tools may require investment of time and resources
Next Steps
• Identify all existing self-service resources (like customer dashboards, case status information, and FAQs) and consolidate into an accessible, easy-to-find format • Update call center scripts to include instructions on accessing the self-service portal • Analyze the timeframe for common processes and develop timeframe reference guides that are easy to use and reference them in communications • Identify most common types of inquiries and design templates to answer questions • Create internal FAQ reference guide to help staff respond to inquiries more quickly • Create voicemail script for what information inspectors should include in the voicemail (e.g., time of call-back, status of inspection, referral to self-service portal) • Roll out new materials and templates to staff
Sample Auto Response Email
Sample Code Enforcement Process from
the City of Cupertino Website
Output
Phase Now
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41 3.2 Invest in community education and partnerships (1/2) Theme 3 | Increase Customer Service & Communication
Recommendations
• 3.2.1 Conduct public education campaigns
• 3.2.2 Offer educational workshops to inform residents about local codes, rules, and regulations • 3.2.3 Distribute informational flyers and newsletters online, at community centers, and through other channels to educate the public about code violations • 3.2.4 Ensure educational materials are available and distributed in Spanish, Vietnamese, and Mandarin • 3.2.5 Engage with the community directly through community meetings and town halls • 3.2.6 Host public meetings to discuss enforcement issues, upcoming changes in regulation, and gather feedback from residents • 3.2.7 Tailor community outreach to the needs of the specific neighborhood • 3.2.8 Explore hosting weekly office hours
Background Rationale & Benefits
• Since 2013-2014, overall positive responses in customer experience surveys have decreased by 14%
• Most customers from observations called to seek information about cases, violations, or laws, indicating a need for greater education on regulations • Peer agencies leverage community education initiatives such as public relations campaigns, hotlines, and social media activation to increase resident awareness of enforcement processes and their rights
• Investments in community education to date have had positive downstream effects, with interviewed customers referencing how the FAST Pilot Program helped to build trust and relationships
• Community empowerment: Regular community engagement mechanisms provide residents a direct forum for advising and collaborating with Code Enforcement
• Improved compliance: When residents are more informed and engaged, they are more likely to comply with Code regulations
• Stronger neighborhood relationships: Regular engagement with the community can help strengthen relationships within neighborhoods • Better decision-making: Community engagement provides valuable feedback that can help shape future Division policies and practices Output
Phase Later
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42 3.2 Invest in community education and partnerships (2/2) Considerations & Dependencies Next Steps
• The new Community Engagement Manager can oversee the implementation of this recommendation (see Recommendation 1.1)
• The Division can leverage existing City community events and programs to give presentations/host informational sessions on Code Enforcement (e.g., Project Hope, Neighborhood Forum)
• The Division can consider partnering with Neighborhood Associations to ensure compliance in planned communities and providing educational materials for neighborhood-specific issues
• Similar to the FAST Pilot Program, staff can conduct neighborhood community meetings in English, with Spanish and Vietnamese interpreters as needed • If approved, begin recruitment efforts for the Community Engagement Manager (see Recommendation 1.1). If filled, this role can assume ownership of these activities
• Create materials for public awareness campaigns
• Determine schedule/process for distributing educational materials • Create resources and outreach materials for community events • Coordinate with other City Departments on providing informational sessions or tables at existing community events (see Recommendation 3.3) • Determine schedule for Code Enforcement-specific community events City of Austin Development Services Division – Customer Service Highlights and YouTube Channel San Jose’s FAST Program Outreach Highlights Theme 3 | Increase Customer Service & Communication
Output
Phase Later
Case in Point: Austin’s Development Services
Department engages the community through its
online educational materials, YouTube channel,
and dedicated outreach.
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43 3.3 Improve cross-departmental coordination
Theme 3 | Increase Customer Service & Communication
Recommendations
3.3.1 Explore strengthening and formalizing partnerships with other City divisions/departments:
Department/Division Opportunities for Collaboration
Police Department • Identify additional opportunities to coordinate inspections and Mobile Vending and Fireworks programs Fire Department • Identify opportunities to coordinate inspections for properties at the same time • Train staff on how to leverage AMANDA to check on case status and draft reports to ensure Fire remains updated on building issues Parks, Recreation, & Neighborhood Services • Establish regular touchpoints to discuss innovative programs/approaches to addressing blight Housing Department • Establish process for resident housing referrals • Establish regular meetings to discuss housing disputes related to Code Enforcement and align on invoices and fees Planning & Building • Establish regular touchpoints between Code Enforcement Division and Planning & Building Division • Look for opportunities to streamline efficiencies in Division collaboration (e.g., plan review and inspection scheduling) Finance Department • Create information sharing process for outstanding fines and fees (e.g., regular reporting) to support improved collection rate by Finance
City Attorney’s Office (CAO) • Establish tracking process for all CAO/Code Enforcement matters so both departments are informed Office of Economic Development • Identify additional collaboration opportunities for addressing blight in the Downtown, including through the Vacant Buildings & Storefronts (VBS) program
Background Rationale & Benefits Considerations & Dependencies • Code Enforcement has multifaceted cases,
requiring cross-departmental collaboration
• Code Enforcement does not have many regular,
formal touchpoints with other departments
• Improved Efficiency: Establishing
formalized processes/touchpoints can
increase information sharing, reduce
duplication of efforts, and help improve
response time to interdepartmental
problems
• The new Strategy & Engagement Manager can oversee
implementation of this recommendation (see Recommendation 1.1) • PBCE leadership has already established regular meeting cadence with City Councilmembers to discuss pressing Code issues • Regular formal touchpoints may depend on the
resources/availability of the other departments
Output
Phase Next
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Implementation
Roadmap:
Path to the Future
State
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45 Path to the Future State: High-Level Timeline
GH Submits
Final
Recommendations
Report
City Budget
Submitted
Presentation
to City
Council
Socialize & Approve Now Phase
Implementation
A successful change to the future state will require City Council approval, stakeholder buy-in, and a detailed implementation plan. Below is a high-level timeline illustrating the actions necessary over the course of a year, assuming City Council approves recommended staffing and resource recommendations in full for FY 25-26.
Recommended: Ongoing change management to sustain stakeholder buy -in and facilitate a smooth transition Next Phase
Implementation
Kick-off Now
Phase
Kick-off Next
Phase
Later Phase
Implementation
Kick-off Later
Phase
Identify
Funding
Requests &
Secure City
Council Approval
Finalize
Plan and
Identify
Owners
2025 April //*
*Timeline for implementation phases is dependent upon Code Enforcement’s capacity and planning CLIENT PROPRIETARY \ PROTECTED
Recommendation Roadmap Phases
46 Below are the three phases for implementing the recommendations Now Phase Next Phase
The first implementation phase focuses 1) strategic
recommendations that will impact how other
recommendations are implemented and 2)
recommendations that can be implemented relatively
quickly with lower effort and limited dependencies.
The second implementation phase focuses 1)
high impact recommendations that are dependent
on recommendations in the “Now” phase and 2)
medium to high- impact but lower effort
recommendations with no dependencies.
1.1 Modify organizational structure/hire in key
areas (strategic)
2.1 Set strategic vision for Division (strategic)
2.7 Expedite and prioritize adoption of CodeX
(strategic)
1.4 Optimize recruitment and retention (quick
win)
2.4 Update policies to support strategic
enforcement (quick win)
3.1 Optimize communication and improve self-
service (quick win)
1.3 Increase training opportunities (quick win)
Later Phase
1.5 Establish a succession planning process
(medium impact, low effort)
3.2 Invest in community education and
partnerships (medium impact, medium
effort)
The final implementation phase focuses on the
remaining recommendations that are dependent
on recommendations outlined in the previous
phases.
Priority Level
1.2 Conduct classification assessment
(dependent on 1.1)
2.2 Realign and narrow program scope (high
effort, high impact)
2.3 Expand pilot programs (dependent on 1.1)
2.5 Streamline processes, reduce manual tasks,
and implement quality controls (high impact,
medium effort)
2.6 Enhance performance metrics and
accountability (dependent on 2.1)
3.3 Improve cross-departmental coordination
(high impact, medium effort)
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Illustrative Recommendation Roadmap
47 The table below lays out a potential path forward for the implementation of recommendations discussed in the report, in order of implementation phase*
Month
Recommendation Phase Est. Duration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
1.1 Modify organizational structure and hire in key areas Now 6 - 12 months
2.1 Set strategic vision for Division Now 3 months
2.7 Expedite and prioritize adoption of CodeX Now 12+ months
1.4 Optimize recruitment and retention Now 5-7 months
2.4 Update policies to support strategic enforcement Now 3 months
3.1 Optimize communication and improve self-service Now 3 months
1.3 Increase training opportunities Now 6-9 months
1.2 Conduct classification assessment Next 2 months
2.2 Realign and narrow program scope Next 5 months
2.3 Expand pilot programs Next 6 months
2.5 Streamline processes, reduce manual tasks, and
implement quality controls Next 4 months
2.6 Enhance performance metrics and accountability Next 6 months
3.3 Improve cross-departmental coordination Next 4 months
1.5 Establish a succession planning process Later 4 months
3.2 Invest in community education and partnerships Later 6 months *Timeline for implementation phases is dependent upon Code Enforcement’s capacity and planning CLIENT PROPRIETARY \ PROTECTED
Recommendation Roadmap | Now Phase
48 Next Steps Sub-Recommendations Est.
Duration
Related
Recs Dependencies
1.1 Modify organizational structure and hire in key areas • Confirm new organizational structure, roles, responsibilities, and reporting lines with key stakeholders
• Seek and attain City Council approval and funding for new positions • Inform additional stakeholders of the changes, including rationale, benefits, and how the transition will take place
• Recruit and hire for new positions
• Realign resources as necessary to support the new structure • Conduct a classification assessment to determine additional inspector roles • 1.1.1 Create temporary Program Manager
position
• 1.1.2 Create four new permanent positions
• 1.1.3 Realign organizational structure 6 - 12
months • 1.2
• Additional funding
for new positions
• Ability to recruit and
hire for new
positions
• City approval
processes for
funding and hiring
2.1 Set strategic vision for Division
• Determine key stakeholders for strategic planning
• Set timeline for 1-3 working sessions to revisit and realign strategy, vision, and goals • Create strategic framework for the Division
• Validate strategic framework with key stakeholders
• Roll out strategic framework to the Division with supporting change management activities
• Align current and future initiatives with goals and revisit metrics to track progress and enhance accountability
• 2.1.1 Establish Division strategy to align on
mission, vision, goals, and outcomes
3 months • 2.6
• Stakeholder
investment and
participation
• Owner could be the
Strategy &
Engagement
Manager (see
Recommendation
1.1)
2.7 Expedite and prioritize adoption of CodeX
• Identify and/or hire Support Analyst to serve the role of Product Owner • Maintain focus on CodeX implementation, collaborating with the vendor to find ways to accelerate the timeline
• Create a strategic plan and KPIs for case management to align the system with Code Enforcement’s needs before go-live
• Facilitate ‘train the trainer’ modules to prepare staff for CodeX • Assess and address barriers to staff utilization of existing devices • 2.7.1 Expedite and prioritize the adoption of
CodeX as a new Case Management system,
identifying opportunities to expedite this
timeline where possible
• 2.7.2 Ensure CodeX meets requirements and
needs of inspectors and customers
• 2.7.3 Identify best mobile technologies
12 months
• 1.1
• 1.2
• 2.1
• 2.6
• CodeX
implementation
timeline
Now Phase Next Phase Later Phase
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Recommendation Roadmap | Now Phase
49 Next Steps Sub-Recommendations Est.
Duration
Related
Recs Dependencies
1.4 Optimize recruitment and retention
• Review and update current recruit-to-hire policies and procedures to identify areas for increased efficiency and streamlining
• Identify where and why prospective applicants leave the recruitment process • Identify factors in retention of longer-tenured employees • Gain insight on resignation decisions by fleshing out the offboarding and exit interview process
• 1.4.1 Review recruitment
practices
• 1.4.2 Explore allowing years
of experience to replace a
college degree requirement
• 1.4.3 Review talent
management and retention
practices
5 - 7 Months
• 1.2
• 1.3
• 1.5
• Citywide recruitment
policies
• Outcome of
Recommendation 1.2
2.4 Update policies to support strategic enforcement
• Collaborate with Division on changes and inform staff • Develop community outreach materials to convey updates on public-facing policies to residents. For example, create flyer for Code Enforcement website with overview of four response buckets and customer-friendly process maps for each priority level • Provide follow-up training and regular reminders via multiple channels (update emails, team meetings, quarterly refreshers, etc.)
• Adjust based on feedback and performance data
• Document leading practices and lessons learned
• Acknowledge and celebrate team members to keep them motivated • 2.4.1 Revise existing and
implement new policies 3 Months • 2.5 N/A
Now Phase Next Phase Later Phase
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Recommendation Roadmap | Now Phase
50 Next Steps Sub-Recommendations Est.
Duration
Related
Recs Dependencies
3.1 Optimize communication and improve self-service
• Identify all existing self-service resources (like customer dashboards, case status information, and FAQs) and consolidate into an accessible, easy-to-find format • Update call center scripts to include instructions on accessing the self-service portal • Analyze the timeframe for common processes and develop timeframe reference guides that are easy to use and reference them in communications
• Identify most common types of inquiries and design templates to answer these questions • Create internal FAQ reference guide to help staff respond to inquiries more quickly • Create voicemail script for what information inspectors should include in the voicemail (e.g., time of call-back, status of inspection, referral to self-service portal) • Roll out new materials and templates to staff
• 3.1.1 Create and share
resources
• 3.1.2 Create internal
reference tools
• 3.1.3 Develop internal
templates and tools
• 3.1.4 Update call center
scripts
• 3.1.5 Require inspectors to
leave a voicemail
3 Months N/A N/A
1.3 Increase training opportunities
• Develop detailed training plan that combines planned monthly training on new topics with quarterly refreshers to reinforce learning throughout the year • Assign refresher topics and build refresher training curriculum • Introduce monthly training plan and quarterly refresher program to staff • Explore adding Implicit Bias and IAP2 certification training to onboarding o Procure trainings
o Incorporate them into training schedule
• 1.3.1 Introduce new training
opportunities
• 1.3.2 Reinforce existing
training opportunities
6 – 9 Months N/A
• Availability of
resources to procure
new trainings
Now Phase Next Phase Later Phase
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Recommendation Roadmap | Next Phase
51 Next Steps Sub-Recommendations Est.
Duration
Related
Recs Dependencies
1.2 Conduct classification assessment
• Collect existing job descriptions and classification materials and document the qualifications, skillsets, and case load of current staff o Interview staff at Code Inspector I, Code Inspector II, and Supervisor levels to understand daily tasks, challenges, career goals, and thoughts on the current classification system
• Review classification structure
o Examine if each classification level aligns with current staff responsibilities and skills
• [As needed] Based on these findings, propose changes to the classification structure o Types of changes could include but are not limited to introducing new classification tier, creating specialized roles for certain violation types and complex cases, or adjusting caseload based on classification
• Define clear requirements, qualifications, and expectations for each position, including pathways for promotion
• Rerun the workload distribution with latest caseload following backlog clearing, to understand updated number and types of cases assigned at each level and identify areas where the workload could be streamlined
o Analyses could include cases across classifications and skills vs. case complexity and priority
• If approved, roll out recommendations, including reclassifications, new workflows, training, and communications, and hiring staff if applicable
• 1.2.1 Conduct a
classification assessment
• 1.2.2 Conduct a detailed
workload analysis
2 Months • 1.1
• 1.3
• City approval
processes for job
classifications
• Outcome of
Recommendation 1.1
Now Phase Next Phase Later Phase
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Recommendation Roadmap | Next Phase
52 Next Steps Sub-Recommendations Est.
Duration
Related
Recs Dependencies
2.2 Realign and narrow program scope
• Determine if programs are aligned to Code Enforcement’s strategic goals • Determine what funding and staffing support is required to maintain these programs in the Division, if desired
• Socialize findings with stakeholders to determine potential alternative locations or outsourcing for programming
• Make determination for programs to stay within Code Enforcement or to realign with another department
• 2.2.1 Identify programs that
need realignment and/or
resource planning
5 Months • 1.1
• 2.1
• Availability and
resources of other
departments
• Will/effort required to
move programs to
other departments
• Outcome of
Recommendation 1.1
2.3 Expand pilot programs
• Identify required resources for inspection and enforcement in program areas • Secure required funding and resources to expand programs • Identify repeat offenders and additional areas of City with high vacancy rates and blight to be included in respective programs
• Review and adjust registration requirements to ensure they are effective and fair for the new areas/offenders
• Socialize program expansion and encourage participation with community stakeholders • 2.3.1 Expand current pilot
programs and introduce
new programs
6 Months • 1.1
• Availability of
adequate funding and
staffing
• Outcome of
Recommendation 1.1
• Community support
2.6 Enhance performance metrics and accountability
• Determine KPIs for each key goal and target for each KPI • Assess current KPIs and metrics and identify gaps
• Identify KPIs to address performance measure gaps
• Establish baseline data and realistic performance targets to measure progress over time • Implement processes to track and report data against metrics • Continuously monitor and leverage to identify program, policy, and process improvements • 2.6.1 Review identified key
goals of Code Enforcement
• 2.6.2 Assess current KPIs,
identify gaps & select KPIs
• 2.6.3 Set benchmarks and
targets
6 Months • 1.1
• 2.4
• Outcome of
Recommendation 1.1
• The tracking/metric
data that will be
available in CodeX
• City’s overall
strategic vision and
goals
Now Phase Next Phase Later Phase
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Recommendation Roadmap | Next Phase
53 Next Steps Sub-Recommendations Est.
Duration
Related
Recs Dependencies
2.5 Streamline processes, reduce manual tasks, and
implement quality controls
• Inform Division of changes and provide training for
impacted team members
• Leverage quarterly training and provide regular reminders via multiple channels (update emails, team meetings, etc.) • Adjust based on feedback and performance data
• Document leading practices and lessons learned
• Acknowledge and celebrate team members to keep them
motivated
• 2.5.1 Establish one centralized email inbox for all Code Enforcement cases
• 2.5.2 Develop talking points and templates to be shared with customer-facing staff in other divisions
• 2.5.3 Realign inspection scheduling for non-Code cases to Planning & Building
• 2.5.4 Confirm inspection before visiting a property
• 2.5.5 Remove verbal warning step to Responsible Party (RP) • 2.5.6 Standardize time to comply to align with case priority assignment
• 2.5.7 Align number of citations issued to case priority level • 2.5.8 Provide digital copies of AHB packet
• 2.5.9 Review and update Notice of Hearing templates to remove any unnecessary data input and reduce opportunities for errors
• 2.5.10 Train inspectors on how to properly complete AHB packets using template Support Staff developed
4 Months • 3.1
• CodeX
implementation
progress
3.3 Improve cross-departmental coordination
• Identify opportunities for collaboration
• Coordinate with other Departments to establish
touchpoints
• 3.3.1 Explore strengthening and formalizing partnerships with other City divisions/departments
4 Months • 1.1
• Availability/resources
of other departments
• Owner can be the
Strategy &
Engagement Deputy
(see
Recommendation
1.1)
Now Phase Next Phase Later Phase
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Recommendation Roadmap | Later Phase
54 Next Steps Sub-Recommendations Est.
Duration
Related
Recs Dependencies
1.5 Establish a succession planning process
• Work with departmental leadership to identify likelihood of staff separation (e.g., low, medium, and high “flight-risk”) and impact
o Monitor low to high flight-risk staff with low impact o Retain low to medium flight-risk staff with medium to high impact o Prepare high flight-risk staff with medium to high impact • Partner with relevant departments (e.g., Human Resources and Compliance) to coordinate training and employee retention efforts
• 1.5.1 Prioritize succession
planning and prepare staff
to take over additional tasks
4 Months • 1.4
• Aligned with
knowledge transfer
efforts
3.2 Invest in community education and partnerships
• Create materials for public awareness campaigns
• Determine schedule/process for distributing educational materials • Create resources and outreach materials for community events • Coordinate with other City Departments on providing informational sessions or tables at existing community events (see Recommendation 3.3)
• Determine schedule for code enforcement specific community events • 3.2.1 Conduct public
education campaigns
• 3.2.2 Offer educational
workshops
• 3.2.3 Distribute
informational flyers and
newsletters online
• 3.2.4 Ensure educational
materials are available
• 3.2.5 Engage with the
community directly
• 3.2.6 Host public meetings
• 3.2.7 Tailor community
• 3.2.8 Explore hosting weekly
office hours
6 Months • 1.1
• 3.3
• Owner could be the
Community
Engagement Manager
(see
Recommendation
1.1)
Now Phase Next Phase Later Phase
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Implementation
Roadmap:
Responsibilities
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56 The table below lays out the stakeholders that would be responsible, accountable, consulted, and informed for each of the recommendations discussed in the report
Recommendations RACI | Theme 1.0
PBCE
City of San José
Leadership Other Divisions/Departments
PBCE Leadership
Code Enforcement
Leadership
Code Enforcement Managers
Code Enforcement Staff
City Council and Mayor
City Manager’s Office
City Attorney’s Office
Fire Department
Police Department
PRNS Department
Housing Department
Planning & Building Divisions
Finance Department
Human Resources
Department
IT Department
1.1 Modify organizational structure and hire in key areas A R C I C A I C I
1.2 Conduct classification assessment A R R I I I I R
1.3 Increase training opportunities and support a culture of development I A R I I I I I
1.4 Optimize recruitment and retention C A R I I I I C
1.5 Establish a succession planning process C A R I I I C C Responsible?
Accountable?
Consulted?
Informed?
The stakeholder who is assigned to execute
the recommendation
The stakeholder who makes final
decisions and has ultimate ownership
The stakeholder who must be consulted
before decision or action is taken
The stakeholder who must be informed of
decision or action has been taken
Recommendation
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57 The table below lays out the stakeholders that would be responsible, accountable, consulted, and informed for each of the recommendations discussed in the report
Recommendations RACI | Theme 2.0
PBCE
City of San José
Leadership Other Divisions/Departments
PBCE Leadership
Code Enforcement
Leadership
Code Enforcement
Managers
Code Enforcement
Staff
City Council and
Mayor
City Manager’s Office
City Attorney’s Office
Fire Department
Police Department
PRNS Department
Housing Department
Planning & Building
Divisions
Finance Department
Human Resources
Department
IT Department
2.1 Set strategic vision for Division A R C I I C I I I I I I I I
2.2 Realign and narrow program scope A R C I C C C I I I I I I I
2.3 Expand pilot programs C A R I C C I I I I I I I I
2.4 Update policies to support strategic enforcement C A R I I I C I I I I I I I
2.5 Streamline processes, reduce manual tasks, and implement quality controls I A R C I I I I I I I I I I
2.6 Enhance performance metrics and accountability C A R I
2.7 Expedite and prioritize the adoption of CodeX A A R I I I I I I I I I I I C Responsible?
Accountable?
Consulted?
Informed?
The stakeholder who is assigned to execute
the recommendation
The stakeholder who makes final
decisions and has ultimate ownership
The stakeholder who must be consulted
before decision or action is taken
The stakeholder who must be informed of
decision or action has been taken
Recommendation
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58 The table below lays out the stakeholders that would be responsible, accountable, consulted, and informed for each of the recommendations discussed in the report
Recommendations RACI | Theme 3.0
PBCE
City of San José
Leadership Other Divisions/Departments
PBCE Leadership
Code Enforcement
Leadership
Code Enforcement
Managers
Code Enforcement Staff
City Council and Mayor
City Manager’s Office
City Attorney’s Office
Fire Department
Police Department
PRNS Department
Housing Department
Planning & Building
Divisions
Finance Department
Human Resources
Department
IT Department
3.1 Optimize communication and improve self-service C A R I I I I I I I
3.2 Invest in community education and partnerships C A R I I I I I I
3.3 Improve cross-departmental coordination A R R C C C C C C C C C C C Responsible?
Accountable?
Consulted?
Informed?
The stakeholder who is assigned to execute
the recommendation
The stakeholder who makes final
decisions and has ultimate ownership
The stakeholder who must be consulted
before decision or action is taken
The stakeholder who must be informed of
decision or action has been taken
Recommendation
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Implementation
Roadmap:
Transformation
Program Manager
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60 Given the significant challenges faced by the Code Enforcement Division, including managing large caseload volume, owning multiple initiatives, and hiring for multiple key roles, a Transformation Program Manager is essential to implement the recommendations effectively and ensure the Division can evolve to meet the community's needs. The effectiveness of the transformation effort requires a clear strategy, and more importantly, success requires skillful and timely execution of the strategy. People, process, and systems must be managed effectively to realize transformational change. By appointing a Program Manager who is responsible for the transformation, San José can remain on track to complete the necessary activities for achieving transformation in the Code Enforcement Division.
Role of the Transformation Program Manager
The Transformation Project Manager should:
• Update City Leadership including the Mayor and City Council and City Manager’s Office, CE stakeholders, and stakeholders from other divisions and departments identified in the RACI matrices
• Proactively manage communication and facilitate collaboration as a liaison with CE and City stakeholders. This will include helping to set the tone and promote the transformation vision. A leadership development curriculum focused on continuous improvement will help to reinforce the cultural values and design principles for the transformation to sustain over time
• Be an extension of CE, with the mandate and authority to address and influence decisions related to the transformation • Be responsible for guiding the Division through the transformation • Identify and work to eliminate any barriers to change • Work with Code Enforcement leadership to assess areas for improvement • Track outcomes from the transformation efforts
• Manage risk with continuous monitoring, controlling, and reporting It is important to note that while the Transformation Project Manager guides and supports the transformation activities, all stakeholders are responsible for collaboration to execute these tasks. Organizations that are successful in achieving change and transformation rely on the participation of staff members at all levels. Employees want to have some control over the proposed change by providing input to leadership, and more control leads to embracing change rather than resisting it. If people know and feel they are part of the change process they will create the necessary momentum to make it happen. Connecting with employees in the organization and bringing them into the overall process increases the potential for success.
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Implementation
Roadmap:
Leveraging Change
Management
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62 Change Management is an essential component of successful implementation initiatives Change Management Overview
Change management is typically a separate
workstream on a project that runs in parallel to
all content development streams
Change management supports the organization
by identifying specific needs of individual
stakeholders and facilitating their fulfillment
When incorporating the people-side of
implementation (i.e., identifying and addressing
the needs of stakeholders) alongside the
technical side (i.e., training design and
operational planning), the program is more likely
to achieve its desired outcome
Current State
Identify improvement areas
Transition State
Develop and implement
strategies for change
Future State
Sustain change and
measure progress
Project Management
Technical side of developing and implementing initiatives Change Management
People side of developing and implementing initiatives
What is Change Management?
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63 Change Management is an essential component of successful implementation initiatives Change Management Overview | The Change Curve
Time
Effectiveness
Current State Introduce
Change
Adjust to
Change
Performing
Organization
Initial Equilibrium
Driving Forces
Restraining Forces
The Change Curve
The change management approach is designed to guide leaders in PBCE along the change curve shown below in the most effective and efficient manner and provides steps to:
• Overcome restraining forces
• Minimize negative effects of introducing change by maximizing initial benefits • Manage change over time to ensure the executive branch reaches the desired organizational structure The change management curve is divided into three stages:
• The first stage—Introduce Change–is the development
stage in which leadership communicates proposed
changes and addresses issues
• Next, stakeholders Adjust to Change. Here, components of the transformation are implemented, and results
materialize
• In the final stage—Performing Organization—everyone
is in sync and executing the initiatives. Effectiveness steadily increases as change is sustained
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64 Change management tools are instrumental in optimizing staff buy-in and should be guided by the following objectives:
Change Management Objectives
• Establish clear, multi-
channel communication
strategies to impart the
vision, objectives, and
procedural shifts as the
Division implements
changes to all levels of the
organization
• Cultivate strong, visible
advocacy from leadership
to drive change
momentum and establish
accountability
• Equip stakeholders with
the necessary information,
tools, and training to adapt
to and embrace changes,
ensuring a seamless
integration into their daily
workstreams
• Leverage existing leaders
in the to further promote
changes and internal buy-
in
• Develop and provide
tailored training resources
that align with changes
that impact staff roles.
• Update training offerings
periodically to realign with
Division goals
Ensure Effective
Communication
Empower Stakeholders
Foster Leadership
Alignment and Support
Tailor Training to Needs
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65 These ten tactics can promote effective resistance management to maximize success in organizational change:
Tactics for Managing Resistance
Listen and Understand
Objectives
1 Host frequent feedback sessions,
analyze pulse check results, and
integrate feedback into processes.
Focus on the ‘What’ and
Let Go of the ‘How’
2 Be open to modifying
implementation plan to fit staff
preference and needs while
retaining same end goal.
Remove Barriers
3 Understand why employees are
resisting change.
Provide Simple, Clear
Choices and
Consequences
4 Communicate that the change is
happening and consequences of
not participating in the new
processes.
Create Hope
5 Have a well constructed “why” to
show the opportunity that is
associated with improved
operations.
Show the Benefits in a
Real and Tangible Way
6 Use KPIs, early data, and peer
examples to cool down resistant
behaviors.
Make a Personal
Appeal
7 Ask for your team’s support and
restate why you believe the change
will benefit them. Authentically
advocate for the change.
Convert the Strongest
Dissenters
8 The most vigorous dissenters can
become your strongest advocates.
Demonstrate
Consequences
9 Use this tactic with caution. The
results will become part of the
culture which may have cascading
impacts on engagement.
Provide Incentives
10 Use incentives such as recognition
to promote the change.
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Appendices
Additional information located below:
Appendix A: Code Enforcement Policies & Procedures
Appendix B: Code Enforcement Current Initiatives
Appendix C: Definitions
69-73
74-75
66 67-68
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Appendix A: Code
Enforcement
Policies &
Procedures
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68 Code Enforcement Division Policies & Procedures
Policy # Policy Name Description
CE-203 Complaint Intake Procedures This policy ensures that complaints are processed consistently during intake, that accurate information is obtained, and effective communication and appropriate follow up occurs.
CE-204 Complaint Response
Emergency Procedures
The policy aims to provide a consistent and structured approach to handling emergency complaints in a fair and timely manner, with the goal of achieving compliance.
CE-205 Complaint Response Priority
Procedures
The policy aims to provide a consistent and structured approach to handling priority complaints in a fair and timely manner, with the goal of achieving compliance.
CE-206 Complaint Response Routine
Procedures
The policy aims to provide a consistent and structured approach to handling routine complaints in a fair and timely manner, with the goal of achieving compliance.
CE-300 Verbal Warnings This policy provides guidance of when verbal warnings are appropriate and the expectations of recording and following up with the RP.
CE-336 Partner Inspector Policy This policy applies to Code Enforcement Inspectors performing high-risk inspections requiring a minimum of two (2) inspectors. A Code Enforcement Supervisor/Manager may go in place of one inspector. This policy is mandatory when conducting inspections performed in conjunction with the Massage Program and cannabis businesses.
CE-313 Escalating Enforcement (WIP) This policy applies to Code Enforcement staff, outlining the procedures for utilizing enforcement tools and the steps to take when escalating enforcement actions in cases of non-compliance.
CE-116 Periodic Case Review This policy and procedure applies to all Code Enforcement Division staff with supervisory and management oversight responsibilities.
CE-216 Fair Service The “Fair Service Policy” was developed to update “Prolific and Chronic Complainants Policy” from March 20, 2007. Code Enforcement has had a policy to address instances where we have individuals who want to submit large numbers of complaints to our office since 1998. This policy was developed to ensure fair distribution of staff resources throughout the City and individual Council Districts.
CE Stop, Knock, and Talk (WIP) This policy applies to all Code Enforcement Inspection staff during field inspections.
CE-318 Condemnation Guideline
Procedures
This policy applies to Code Enforcement staff. The policy provides procedural steps to condemning a property until compliance is met.
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Appendix B: Code
Enforcement
Current Initiatives
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70 Code Enforcement Current Initiatives (1 of 4)
Item Description Staffing Status
Enhanced Vacant Buildings
and Storefronts (VBS)
Branch of Cope Enforcement’s city-wide VBS program. While VBS is already complaint response AND proactive, the enhanced focuses on the most chronically vacant and blighted properties in the downtown and expedites and streamlines the enforcement process moving to Compliance Order more quickly and leveraging legal action more quickly such as receivership, nuisance lawsuits, collections, etc.
Supported by one limit dated inspector with
funding ending this fiscal year and one
Supervisor. There is direction in the Mayor’s
budget message to allow one time funding
for another year to continue this program.
Launched in
December 2023;
ongoing
Vacant Building and
Storefronts Webpage and
Compliance Guide
Code Enforcement is in the process of creating a compliance guide and dedicated webpage to educateproperty owners who have a vacant building or storefront to understand the obligations to maintain the building, resources available to assist, and potential penalties if the property is not maintained. The webpage will also provide more transparency to the public stakeholders and broader community.
Supported by one limit dated inspector,
Senior Analyst, PW GIS, and our Public
Information team
85% complete
Escalation of Enforcement
Policy
This policy sets standards for inspectors to use when determining compliance timelines/due dates based on violation type to standardize timelines across the division, provide definitive guidance to inspectors, and create consistency.
Senior Analyst, Supervisors, Deputy Director Almost complete; estimated
completion time
mid-April 2025
Completion of Audit
Recommendations
involving management and
controls
Code Enforcement has implemented audit recommendations seeking to improve performance metrics, oversight, and operations.
All relevant staff
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71 Code Enforcement Current Initiatives (2 of 4)
Item Description Staffing Status
Pipeline and Last Action
Reports Pilot
Code Enforcement has created two reports - the pipeline report and last action report to oversee, track and evaluate inspectors and team case management, inspector activity and the enforcement process. The pipeline report shows the supervisor and inspector how many cases are in each phase of the process- pre-investigation, investigation, enforcement, and compliance. The last action report gives the supervisor insight into the date and type of action that was last taken on the case. Before rolling out to all Supervisors and staff, Code Enforcement is conducting a pilot with the General Code team.
Senior Analyst, General Code Supervisors,
Deputy Director, Acting Division Manager
Implemented in
December 2024;
ongoing
P2Hub Policy Review,
Revision, and Creation
Code Enforcement has a goal of reviewing/creating three policies per quarter, which the Division has met up to now. As part of the review process of existing policies, the Division is making changes to the process to streamline and gain efficiency and ensure consistency.
BCC Workplan Ongoing initiatives include streamlining processes, eliminating 1,600 customer email backlogs, creating process/letter to proactively notify customers of pending expiration and expired permits, and reviewing of fees to ensure they are being charged correctly.
BCC team, Senior Analyst, Deputy Director,
Code Supervisor,
In progress
GC Rebalance and
Caseload Reduction
Project
Initiative to reduce open active caseload by utilizing last action data and age of case data to pull out cases from current workload of inspectors and reviewing and determining appropriate next steps. Code Enforcement has identified approximately 1,300 cases that have not had an action in over 2 years that have been removed from the current General Code caseload as of 3/25/25, which has reduced the inspector average caseload from approximately 300 cases per inspector to 204 cases per inspector.
Senior Analyst, Division Manager, Support
Staff, Deputy Director, Temp Inspector, PW
GIS, BCC team
In progress
MH Workload Rebalancing
Project
Code Enforcement has added weight to buildings based on tier/frequency of required inspection so that the workloads could be balanced properly and is working to rebalance workloads across MH/CDBG inspectors.
CDBG Supervisor, PW GIS team In progress
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72 Code Enforcement Current Initiatives (3 of 4)
Item Description Staffing Status
TRL/OSA Streamlining Many of our businesses in TRL are also in OSA. This project aims to reconcile both lists and redistribute workload between TRL and OSA inspectors so that they can perform both required inspections at once. There are 296 accounts are in both programs.
TRL inspector, OSA inspector, Code
Supervisor, Senior Analyst
In progress
Fees/Task Labor Average
Project
The Division needs to conduct Task Labor Average analysis for all fees to ensure fees are being properly calculated (i.e. all staff involved, time, etc.). This will include program, permit, license, and reinspection fees and hourly rates.
All Code staff, PBCE Admin team Planned for FY25-
26; prep work in
progress
Appeals Hearing
Board (AHB)
The Division has created a horizon report and reviewed it with Code Supervisors, Acting Division Manager, and AHB Secretary to ensure cases are moving through timely to the AHB for administrative remedies contributing to case resolution. The Division has discounted printing packets for all Code staff and will provide hard copies to AHB Commissioners upon request. The Division is also updating Notice of Hearing templates.
Code Supervisors, Acting Division Manager,
and AHB Secretary
85% complete
Abandoned Shopping Cart
Pilot
Multidepartment project to address shopping carts. The initiative is on track to launch a pilot with a third-party vendor to retrieve carts from April to May.
ASC inspector, Code Supervisor, Deputy
Director, Acting Division Manager, City
Attorney’s Office, City Manager’s Office,
PRNS Dept, DOT
In process
CES Replacement The Division is working to replace the current case management system with CodeX, a new system. Improvements include significant gains in technology, case management including dashboards, reporting, public portal including registered users who can track their cases, permits and licenses, oversight, interface for use in the field on tablets or other device, reliability, storage, user experience, document management, etc.
All Code staff, Temp Project Manager, City
ITD
In progress
Anticipated
Phase-I Go-Live
February 2026
Administrative Remedies
Max Fine
Council Direction to increase from 100k to 500k in max penalty for admin remedies.
Deputy Director, CAO Delayed
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73 Code Enforcement Current Initiatives (4 of 4)
Item Description Staffing Status
Massage Program Work
plan
(joint program with Police
Department)
Completed MOU with PD defining roles and streamlining processes. Review of PD permit fee to include Code resources. Addressing audit recommendations including outreach and education to unpermitted businesses (approximately 300+ businesses).
Signed MOU in
July 2024;
approximately
80% complete
Performance Metrics Revised and/or created new performance metrics on Code FY Dashboard to better track and monitor fee funded programs and reflect accurate billing cycles. Included revisions to nearly all programs.
Senior Analyst, Supervisor group, Deputy
Director, PBCE Admin
Ongoing
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Appendix C:
Definitions
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75 Definitions
Word/Phrase Definition
Streamline Service Delivery Identify opportunities to streamline current service delivery to increase overall capacity and better meet customer expectations, council expectations, and Code Enforcement Division objectives Prioritize
Services
Identify areas where Code Enforcement could prioritize or deprioritize certain services to better meet expectations and objectives
Opportunities To Invest Identify opportunities to add resources to better meet expectations and objectives Level of Impact - High Received an impact score of 8 - 9 on the Impact vs. Effort Evaluation Level of Impact - Medium Received an impact score of 6 - 7 on the Impact vs. Effort Evaluation Level of Effort - High Received an effort score of 10+ on the Impact vs. Effort Evaluation Level of Effort - Medium Received an effort score of 7 – 9 on the Impact vs. Effort Evaluation Level of Effort - Low Received an effort score of 4 – 6 on the Impact vs. Effort Evaluation