Code
Enforcement
Division
Annual Report
Neighborhood Services and Education
Committee
April 9, 2026
Presented by Rachel Roberts, Deputy Director
Planning, Building, and Code Enforcement
Background
Challenge: Growing demand, expanding scope, and
constrained resources combined with outdated systemsresulted in higher caseloads, service delays, and challenges in maintaining stakeholder and public confidence
Vision 2030: A trusted, fully resourced, and data-driven division recognized for delivering prompt, effective, ethical, and reliable enforcement through efficient processes, advanced technology, and strong community partnerships
Focus: Advance a more strategic, data-driven, and
sustainable approach to code enforcement operations and build a foundation for long-term improvement while continuing to deliver core services to the community
2 Building the Foundation for
Improvement
Jan 2025 I City Council Study Session- Established Initial Improvement Framework – Streamline, Prioritize, Invest
May 2025 I Guidehouse Operational Assessment- 3 Themes for Transformation
Two Year Code Transformation Work Plan- FY 25-26 - FY 26- 27 Continue To Deliver Core Services
Advance Ongoing Work Including City Council-directed Key Initiatives
3 Core Service Delivery & Program Performance
FY24-25
Key Performance
Outcomes:
All Services
• Total Case Volume I 7,800+ cases opened / 7,300+ cases closed • 727 Citations issued
• 43 Hours of community outreach and engagement
Multiple Housing
• 1,720 Buildings inspected (8,245 units)
• 8,389 Violations closed
General Code
• 3,341 cases opened/ 3,292 cases closed
• 61% Cases resolved within standard timelines
• Exceeded priority and routine initial response targets-79% and 70% Special Programs
• >1,000 Special Program inspections
Enforcement Support Services
• Fireworks
• Mobile Vendors (Police) -45 Citations /Q3
• Illegal Dumping Enforcement (PRNS)- Improved reporting workflow, 278 Referrals/Q3 4 • Tree Mitigation Enforcement (Planning)
Improvement Efforts and Key
Initiatives
Targeted
Enforcement
• Continued focus on blighted/chronically vacant properties • Implemented Operationalizing Downtown Strategy/Interdepartmental Working Group
• Increased use of administrative and legal enforcement tools • Active monitoring of 58 Downtown properties
Enforcement
Process
Streamlining
• Prioritized high-impact cases for Appeal Hearing Board (AHB) and legal escalation
• Implemented AHB Horizon Report + biweekly tracking
• +258% increase in AHB cases (12 → 43)
Expanded
Enforcement
Authority
• Adopted Vacant Lot Ordinance (SJMC 17.39) to strengthen proactive monitoring and accountability
5 Improvement Efforts and Key
Initiatives
New Case
Management Tools
• Pipeline Report: workload visibility by enforcement stage • Last Action Report: most recent and next-step tracking tool Workload
Rebalancing
• GIS-based workload rebalancing reduced General Code Inspector caseload variation to ~200–250 cases
• Special Programs Cross-training to improve efficiency, build capacity Ongoing Caseload
Reduction
• Slowed General Code caseload growth to 1% (FY24–25) compared to recent years (5 and 6%)
6 Code Transformation Work Plan
Scope 3 Themes/15 Recommendations & Sub-recommendations 2- Years: July 1, 2025-June 30,2027
Organizational Readiness and Leadership Added 4th Theme Support Change Management/Strengthen Communication
Structured Roadmap Long-term Operational Improvement
Service Delivery Enhancement
Incorporated Ongoing And City-council
Directed Key Initiatives
Abandoned Shopping Cart Pilot
E3: Exterior Elevated Elements (State Law)
Scum-based Approach Quarterly Objectives And Key Results (OKRs) - 4 themes Executive Sponsor Oversight
7 Code Transformation Work Plan
The OKRs were designed to:
1. Optimize available resources;
2. Maximize outcomes across Division
priorities;
3. Align with service delivery goals;
and
4. Incorporate City Council-directed
initiatives
Tracking Progress/Status:
100% Complete >60% Complete <60% Complete
8 Code Transformation Work Plan
FY25-26 Q3 Status
45% (or 26)-: 100% Complete
26% (or 15): > 60% Complete
29% (or 17): < 60% Complete
9 Theme 1 - Develop and Optimize Workforce
Recommendation Accomplishments
Advanced staffing and recruitment for critical roles:
Transformation Manager- April 2026
Community Engagement Supervisor- May 2026
Division Manager- June 2026
Onboarded retiree-rehire analyst to support CodeX
1.1 Modify Organizational
Structure and Hire in Key
Areas
Developed a work plan, gathered inputs to conduct the assessment Conducted all-staff job classification survey
1.2 Conduct Classification
Assessment
Implemented an annual training plan, July 2025 -case management best practices, and inspection protocols
Resource guide of approved trainings -in development
Quarterly Supervisor Training Plan - FY26-27
1.3 Increase Training
Opportunities and Support a
Culture of Development
10 Theme 2 - Improve Operational and Program Performance Recommendation Accomplishments
Developed a five-year strategic plan incorporating- Operational Assessment recommendations/key initiatives
Developed a working strategic vision, Vision 2030
2.1- Set Strategic Vision for the
Division
Vision 2030: A trusted, fully resourced, and data-driven division recognized for delivering prompt, ethical, effective, and reliable enforcement through efficient processes, advanced technology, and strong community partnerships.
11 Theme 2 - Improve Operational and Program Performance Recommendation Accomplishments
Implemented the Chronic Offender Resolution and Enforcement (CORE) Pilot Program
Launched in March 2026
Expanded pilot to include new/ongoing cases
September 2026 -Evaluate the pilot program to analyze effectiveness, make improvements, identify resource needs, and potential scalability to other programs
2.3.1- Establish Chronic Offender
Resolution and Enforcement Pilot
Program (CORE)
Criteria:
3+ confirmed violations of chronic blight, substandard housing, hazardous conditions, or nuisance activities at the same property within three years; or
3+ such violations across different properties owned by the same responsible party within 3 years; or Unresolved violation(s) involving these conditions for at least 3 years. 12 Theme 2 - Improve Operational and Program Performance Recommendation Accomplishments
Updated 2002 Policy- clearer procedures, step-by-step framework to ensure consistent/ timely enforcement
Establishes defined timelines, formal escalation process, expanded criteria for City Attorney referrals
Implemented in September 2025- Measurable improvements in case progression
2.4- Update Policies to Support
Strategic EnforcementEscalated Enforcement Policy
Q2 Data: FY24-25 v. FY25-26
13 Theme 2 - Improve Operational and Program Performance Recommendation Accomplishments
Goal: Systematically review cases with no activity for 2+ years (2023 and prior) and advance cases toward resolution- reactivation, escalate enforcement, or case closure Launched in July 2025
Identified 1,216 cases for review- building cases (55%)/substandard housing (23%)/ other* (12%)/zoning (9%)/ and blight (1%)
January 2026, # of Inactive cases reduced to 893
Inform the development of the Backlog Management Policy to support ongoing monitoring/ management of the case inventory
2.4.2- Backlog Management
Policy- Aged Case Triage
Project
Goal: Improve tracking, consistency, and accountability in managing, and responding to incoming service requests while maintaining public-facing inboxes needed to meet varying customer needs
December 2025, implemented the use of Freshdesk a help-desk application Consolidated 3 main inboxes into a single, shared workspace Within the first 90 days, all service requests/general inquiries addressed -< 14 working hours
2.5.1- Establish One Centralized
Email Inbox- Freshdesk
14 Theme 2 - Improve Operational and Program Performance Recommendation Accomplishments
Completed:
Requirement gathering for core service, violations, corrective actions, and macros; Data integrity, re-alignments, and clean up;
Retention schedule; and
Document mail merge
Estimated phase one projected go-live in July 2027.
In Progress: Contract Amendment to update project scope, revise timeline, and align deliverables and complete a mail merge project for the existing system to preserve functionality until go-live
2.7- Expedite and Prioritize
Adoption of CodeX
Project Delays: Driven primarily by resource constraints, technical challenges, and greater-than-anticipated complexity. • Limited staffing -balancing project work with day-to-day responsibilities • Limited support capacity from partner departments
• Age and condition of the Division’s legacy system
• The overall project scope and complexity were initially underestimated • Evolving business needs, including new requirements from the operational assessment have added to the level of effort 15 required.
Theme 3 - Increase Customer Service and
Communication
Recommendation Accomplishments
Finance
December 2025- Implemented shared monthly report of outstanding Code Enforcement invoices to improve transparency/support collection efforts January 2026- Launched biweekly Finance/Code Coordination Series focusing on two initial objectives: 1) Strengthen and Improve Collection Rates; 2) Improve Invoicing Process, Coordination, and Systems Integration City Attorney’s Office (CAO)
Creation of an intradepartmental tracking tool to document cases referred to CAO for litigation/other legal support
Expanded the Code/CAO biweekly meeting to include 2 newly assigned litigation and transactional attorneys
3.3.1- Explore
strengthening and
formalizing partnerships
with other City
divisions/departments
16 Theme 4 - Organizational Readiness and
Leadership
Accomplishments
Goal: To support change management and transparency and communication within the division and organization
June 2025 Executive sponsored Scrum Team launched
July 2025 Status of Blighted Properties Informational Memorandum published September 2025 Transformation Work Plan and Key Initiatives Memorandum published Held all-staff meeting to share Operational Assessment outcomes and Transformation Work Plan
Established “Story of Progress” framework to communicate transformation milestones
Launched regular updates through monthly staff meetings and trainings October 2025
Key Transformation milestone updates provided as part of Planning, Building, and Code Enforcement/Councilmember 1:1s
February 2026
17 Status of Key Initiatives
Key Initiative Status
>60% Complete
Maximum Penalties- August 2025
Ordinance amendment increasing per day maximum administrative penalty from $2,500 to $20,000 per violation and total maximum administrative penalty from $100,000 to $500,000- Completed (effective October 2025)
Fine Study
Part 1- Fine study (Guidehouse) –Completed, February 2026 Part 2- Continue benchmarking/analysis and develop proposed fine amendments - FY26-27 Maximum Administrative
Penalties and Fine Study
100% Complete
August to November 2025
3-month pilot program, 2 designated hotspot areas, 734 carts addressed Improved cart related operations/processes-311 complaint response, cart storage, retrieval logistics Tracked data to help inform future operations/enforcement Gained insights- proactive model, pain points/challenges of current processes, and hotspot data Abandoned Shopping
Cart Pilot Program
18 Status of Key Initiatives
Key Initiative Status
< 60% Complete
• Dec 2025- Tobacco Retail License Temporary Moratorium Two-Year Work Plan approved (Jan 2026 - Nov 2027)
• Recent and ongoing staff vacancies have delayed progress toward Work Plan goals. March 2026- “Adopted” new product list issued by State as guideline for enforcement April 2026-
• Onboarding Retire-rehire- In process
• Issue cease-and-desist letters for 80+ known unpermitted businesses and begin enforcement – In process
May 2026- Finalize inter-agency procedures/workflow and present to agencies for review-In process Tobacco Retail License
Temporary Moratorium
Work Plan
FY26-27:
Work Plan Item Next Steps Target
Begin Fine Study Part 2 including benchmarking, analysis, and FY26-27 development of fine amendment recommendations (Staff)
Amend Fine Schedule
Increase TRL fines per Council direction
Ordinance Updates Complete ordinance research/benchmarking FY26-27 Strengthen TRL regulations and close loopholes
Proactive Inspections and Complaint Response Continue inspections and complaint responses per required timelines. Ongoing 19 FY 25-26 Q4
Code Transformation Work Plan
Goals
20 FY 25-26 Q4
Code Transformation Work Plan Goals
FY 26-27 Code Transformation Work Plan Development
1. Conduct comprehensive review of outstanding key
results, status of Council-directed initiatives, and
emerging Division priorities to inform the FY26-27 Work Plan OKRs
2. Continue refining and communicating transformation
progress to staff, key stakeholders, City Council, and the community
3. Provide status update in FY 26–27 Code Enforcement
Annual Report
21 Looking Ahead
FY26-27
Continue progress on the Code Enforcement
Transformation Work Plan
Strengthen service delivery to improve customer
satisfaction and community confidence
Advance key priorities in a deliberate and
sustainable manner
Improve capacity to coordinate and execute priority
initiatives as key positions are filled and stabilized
Build on foundation for a more efficient, responsive, and sustainable enforcement program
22 Thank you