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1994-09-15 Work Session e e e ""l MINUTES OF WORK SESSION, SEPTEMBER 15, 1994 REORGANIZATION OF THE INSPECTIONS DEPARTMENT PAGE 287 ASSEMBLY The New Hanover County Board of Commissioners held a Work Session on Thursday, September 15, 1994, at 10:15 A.M. in Room 501 of the County Administration Building, 320 Chestnut Street, Wilmington, North Carolina. Members present were: Commissioners Sandra Barone; William A. Caster; William E. Sisson, Jr.; Vice-Chairman E. L. Mathews, Jr.; Chairman Robert G. Greer; County Manager, Allen O'Neal; County Attorney, Wanda M. Copley; and Clerk to the Board, Lucie F. Harrell. Chairman Greer, on behalf of the Board, welcomed everyone present and announced the Work Session was scheduled to discuss the reorganization of the New Hanover County Inspections Department. County Manager O'Neal requested the Director of Inspections, Sky Conklin, to present the report. PRESENTATION ON REORGANIZATION OF INSPECTIONS DEPARTMENT Director Conklin commented on the rapid growth of building in New Hanover County and reported the workload has far exceeded the ability of the Inspections Department to deliver a consistent, professional response in administering State safety codes and local regulations. Charts were presented that reflected the growth pattern from 1992-1994. Building permits increased 30.4%; the dollar value of construction increased 83.3%; and permit revenues increased 24%. Last year there were 145,852 telephone calls for permits only, not including the daily administrative calls. Discussion was held on the numerous complaints received from the public about the use of answering machines in the Inspections Department. Director Conklin reported if the automated system is implemented as planned, 90% of these calls will be removed from the daily incoming calls. This will allow office personnel to answer the phones and provide the necessary assistance to persons with concerns or in need of information. The number of mandatory building permit inspections has increased 50%. with implementation of the Wind Resistive Code by the State on January 1, 1995, more detailed plan reviews will be required, which will greatly increase the workload. The State does !. 'not' provide training for code changes, and a training program will pave to be. developed to train the inspectors. ";,. ;;.. . ~ 4;' PROBLEMS The following problems have developed with the increased growth: " ," ~~:.~< ~Div.ision chiefs and supervisors spend well over 75% of their time performing hands on inspections and clerical work. -T~e, Chief Build,Jng Inspector in~peRtions and r~sponds to over scnedule leaves insufficient time spends 100% of. his time on 20 phone calls per day. This for supervision. o ~::;. ~ ." :;'There. is a", c~mplete absence of any training. ~~.. '.*.;i. Xt ~. .. ~~Inspectors are averag1ng more than 18 1nspect1ons per day. The .'standard number of inspections daily is 10 to 12. i~, . 1;.., ,_ . -After 9:00 A.M., there is seldom anyone in the office to assist the' pUblic with technical problems, code advice, and permit .. "'_ ,',.1'. ' process1ng. . " ~' -Th~ ~elepho.':le sy'stem is in "gridlock". . >.. I ~',~ c::' ;<~'> ;',> ~ / r , i MINUTES OF WORK SESSION, SEPTEMBER 15, 1994 . REORGANIZATION OF THE INSPECTIONS DEPARTMENT PAGE 288 -Space in the Fire, Building, Electrical, Mechanical and Zoning Divisions is extremely cramped, noisy, and not conducive to professional work. As a result, the morale of employees is declining and service excellence is deteriorating. OBJECTIVES The following objectives were presented: -Remove Division Chiefs from the field and use their experience and energy to maintain supervision. Each Division Chief will be required to develop a Structured Quality Control Program. This will allow the department to know if the inspectors are performing a proficient job. Also, the Division Chiefs will be available to help the general public with code problems and code interpretation. o -Each division must be staffed so that each inspector has a reasonable workload to allow that person to perform a thorough and complete inspection. North Carolina does not have a history of writing a consumer friendly Building Code. The quality of the housing product being delivered is falling more upon the shoulders of the Inspections Department. It has become apparent that people are expecting the Inspections Department to be the agency responsible for ensuring quality of a building project from the beginning to the end of construction. In order to fulfill this responsibility, additional staff will have to be hired. -Obtain additional space to overcome noisy, crowded, worn out work stations. -Provide for a Structured Plan Review with personnel dedicated to that task. -Accomplishment of these objectives will automatically have a positive impact on service excellence. o SOLUTIONS The following solutions were presented: -Reorganize the department administratively. Allow the administrative personnel to supervise their divisions. -Hire additional staff. -Re-engineer the department's obsolete automation system created in 1983. -Implement the "Mobile Office" Concept. Director Conklin presented a proposed Organizational Chart. with additional positions and reorganization, the Inspections Department will be able to provide the quality of services deserved by the citizens of New Hanover County. The following new positions will be needed: Assistant Director of Inspections Systems Programmer Analyst (1) Building Inspector (2) Plan Reviewers (1) Plumbing Inspector (1) Electrical Inspector (1) Mechanical Inspector o The Fire Code is sufficient for the present time; however, if the county moves from an all volunteer fire system, the responsibilities of the Fire Marshal will change and have to be reviewed at that time. .;,.;"",c_ ""'l1lI *\'~~ MINUTES OF WORK SESSION, SEPTEMBER 15, 1994. REORGANIZATION OF THE INSPECTIONS DEPARTMENT PAGE 289 The following reorganization highlights were presented: -Reduce the workload for Inspectors by removing the Division Chiefs from the field and inspection duties. -Consolidate permit processing clerical staff. e -Create development enforcement position for zoning, flood plain management, CAMA, abandoned structures, 'and minimum hous ing . The following special projects were presented: -Re-engineer the Automation System. -Implement a Structured Training Program for Mobile Office Concept. -Develop the training program for the new Wind Resistive Code which becomes effective January 1, 1995. -Rearrange departmental space. -Develop operational plans for permits and inspections following a strong hurricane. -Undertake departmental evaluation. EVALUATION OF INSPECTIONS DEPARTMENT ~" Assistant County Manager, Dave Weaver, presented the following data: -Evaluations By outside Organizations: e -Southern Building Code Congress: This evaluation showed the Inspections Department was understaffed and very much in need of Plan Reviewers to continue to be capable of performing adequate inspections in the field with the current and projected rate of growth. -ISO Commercial Risk Services: service ratings for houses'. performed, but code compliance the review process. This organization assigns fire This evaluation has not been will be extremely important in -Evaluation by Community Group: Establish an Evaluation Committee comprised of an architect, engineer, contractor, and members of the general public. The Committee will focus on the quality of code enforcement and the quality and timeliness of services to the public. -Internal Evaluation: effective supervision, detailed and accurate retrieval. Increasing the staff will allow and automation will provide records as well as improved more more data e AUTOMATION I'MIS Director, Bill Clontz, presented a chart explaining the proposed automation system. The system is known as the Mobile Office Concept 'and means that all office capabilities will travel with the i.nspectors in the field. This system will provide admi~istrative resources 24 hours a day and eliminate ,penalties. .~ The Mobile Concept System will allow instant availability to central records, voice response, contractors, substitute inspectors, and supervisors. The system will provide efficient ~customer communications, automated inspection routing, automated ,:utiiity authorization, and the creation of documents in the field. . Each inspector will be provided a lap-top computer with a :radio link for communications, printer for hard copies, a fax with ~ f I MINUTES OF WORK SESSION, SEPTEMBER 15, 1994 - REORGANIZATION OF THE INSPECTIONS DEPARTMENT PAGE .290 send and/or receive capability, PC Programs, Inspections software, and cellular telephone. The inspector will go directly to the field, not to the office in the morning. The results of the inspection will be entered on the mainframe and records will be immediately available to all users. The inspector will remain in the field approximately one hour longer each day, which will reduce the need for clerical support and also allow for maximum use of the limited office space. Discussion was held on this system being tremendously helpful in damage assessment after storms. Thousands of manhours will be saved and the accuracy of the figures will be greatly improved. In summary, Staff feels if the Mobile Office Concept is implemented the morale and service excellence will greatly increase in the Inspections Department. commissioner Barone inquired as to when the new automated system will be implemented? MIS Director Clontz reported the first equipment should be purchased within six months. commissioner Barone asked if the two-way radios to be used as part of the 800 mhz system will become obsolete? Director Conklin reported the radio communication being referenced is the delivery of data over the air waves. There are companies such as Cellular Sprint who allow clients to purchase air time that will transmit the data from the inspectors in the field to the mainframe computer. This air time is expensive. The County can contract for the purchase of air time or perform this service in-house with its own transmitter and receiver in each car at a cost of approximately $800 for each transmitter. If the service is performed in-house, there would be an initial cost, - but approximately $35,000 would be saved annually. Discussion was held on the proposed system. Chief Mechanical Inspector, Allen Golden, presented an example of how the system would work. Commissioner Barone stated if funds are available for the system, she is in favor of the project. I I 1 County Manager O'Neal reported Staff would like to move forward with filling the additional positions, purchasing the equipment, and developing the system. Also, an evaluation group should be appointed from within the community. Chairman Greer commented on appointment of an evaluation group and stated he does not feel a committee should be established since the problems have been identified. Discussion was held on funding of the proposed system. Director Conklin reported his priority would be to use already collected fees to fund the equipment portion of the project and to use on-going collected fees to fund the personnel portion of the project. The problems in the Inspections Department will not be resolved by simply hiring more people. A change must occur in the overall functions of the department and space needs must be addressed. The magnitude of the inspection task will require a different behavior and management structure. As Director, he cannot continue to focus his attention in sixteen different directions at one time and carry out the responsibilities of the Inspections Department. Further discussion was held on the importance of providing training to the county inspectors and building contractors. Chairman Greer requested the Inspections Director to work with the o o o e e e ""l i-.i;t.iJ:" I;~ I MINUTES OF WORK SESSION, SEPTEMBER 15, 1994 REORGANIZATION OF THE INSPECTIONS DEPARTMENT PAGE 291' Homebuilders Associations to schedule joint training sessioDs that would be paid by both the County and Homebuilders Associations. Director Conklin reported he would be glad to work with the homebuilders association and stated when the Wind Resistive Code is implemented, the inspectors and builders will have to receive training. Chairman Greer reported if the Inspections Department is producing enough revenue to cover the costs for the proposed upgrade he does not have a ,problem with the funds being utilized in this manner. However, when the budget is prepared next year, he would be upset if the Inspections Department requested an additional $1 million because of the items purchased. He also expressed concern for increasing the number of employees instead of decreasing the number of employees with development of the new computer system and recommended implementing the program in increments, beginning with one division at a time. Director Conklin reported the program will have to be implemented in increments because it would be impossible to provide the necessary training for the entire department at one time. commissioner Barone emphasized the importance of informing new employees that if revenues generated from fees collected should decrease, the positions would have to be eliminated. County Manager O'Neal assured the commissioners that all employees will be informed that the positions will be eliminated if the necessary revenues are not generated. ADJOURNMENT Chairman Greer complimented staff for an presentation and adjourned the meeting at 12:30 P.M. excellent Respectfully submitted, C:f:F~:::::'~ Clerk to the Board ~