Organizational study of inspectional services city of springfield massachusetts february 21 2008
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Organizational Study of Inspectional Services City of Springfield, Massachusetts February 21, 2008 PowerPoint PPT Presentation


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Organizational Study of Inspectional Services City of Springfield, Massachusetts February 21, 2008. Project Scope of Work. To develop an in-depth understanding of inspectional services, including staffing, workload and processes.

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Organizational Study of Inspectional Services City of Springfield, Massachusetts February 21, 2008

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Organizational study of inspectional services city of springfield massachusetts february 21 2008

Organizational Study of Inspectional ServicesCity of Springfield, MassachusettsFebruary 21, 2008


Project scope of work

Project Scope of Work

  • To develop an in-depth understanding of inspectional services, including staffing, workload and processes.

  • To compare the inspectional services to other municipalities and to ‘best management practices’.

  • To identify key issues in the provision of inspectional services and to recommend alternatives to improve operations and service.


Key strengths in inspectional services

Key Strengths inInspectional Services

  • Utilization of tools to facilitate work in the field, including vehicles, cell phones, PDAs, etc.

  • Collection of fees for services and fines for non-compliance.

  • Geographical assignment of inspectors to minimize the impact of travel on productivity.

  • Created an intra- city referral process to involve city departments, as appropriate.


Key issues

Key Issues

  • Process, skills, tools and equipment utilized in the departments providing inspectional services varied significantly.

  • Use of antiquated, manual information systems for data recording, tracking and monitoring.

  • Lack of a comprehensive review and periodic update of user fees.

  • Limited cross-departmental communication and coordination.


Building department

Building Department

  • Opportunities to better utilize existing staff.

    • Creation of a Plan Review position.

    • Increased time in the field for inspectors.

    • Improved quality control and training programs.

  • Improve Zoning Ordinance Enforcement and case management, including the addition of 1.0 Zoning Inspector.

  • Review and change outdated job descriptions and review classifications for administrative personnel as the Department continues to modernize.


Housing department

Housing Department

  • Continue with improvements, including expanding use of PDA’s in the field and data analysis using its automated information management system.

  • Inspectional resources are adequate to meet complaint driven workload.

  • Reclassify 1.0 Inspector to an Inspectional Services Analyst to enable the Department to analyze data.

  • Improve response times for reactive workload and monitor performance.


Fire prevention

Fire Prevention

  • Adequate staff to meet fire prevention workload, including inspections, public education, etc.

  • Implement a number of best practices to improve operations:

    • Provide sufficient tools and equipment for Fire Inspectors.

    • Geographically deploy staff.

    • Expand training and a implementation of a quality control program.


Environmental health

Environmental Health

  • Staff is sufficient to meet existing workload.

  • Implement a number of improvement opportunities, including:

    • Expand resources provided to food service establishments.

    • Increase the frequency inspections.

    • Develop quarterly performance reports to better plan, schedule and track workload and performance.

    • Improve coordination and communication with other municipal departments to ensure Division is aware of all new establishments.


Cross departmental issues

Cross Departmental Issues

  • Create a Code Enforcement Coordinating Committee to focus on implementation of key recommendations and cross-department coordination and address city-wide issues.

  • Acquire an automated permitting information system.

  • Conduct user fee studies and update fees regularly.

  • Create a proactive, multi-family residential inspection program.

  • Implement technological solutions and monitor performance prior to a re-evaluation of organizational alternatives (e.g, merging of code enforcement functions).


Action plan

Action Plan


Action plan1

Action Plan


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