Proposed Re-organizationof Planning,

Permitting, and Code Enforcement

Presentation to the Lowell City Council

June 1, 2010

Re-organization The proposed re-organization involves Planning and

Development, Zoning, Inspectional Services, Health, Electrical, Historic, and Conservation.

The re-organization concentrates not only on improvements in the deficient aspects of certain departments, but also focuses on the successful implementation of the City’s master plan, neighborhood plans, and sustainability of operations.

With this re-organization, there will be improvements in customer service, public health and safety, planning, economic development, and code enforcement. There will be an expeditious permitting process, consistency, and employee accountability.

Issues & Problems Currently, permitting and code enforcement functions

are spread out over five different departments: Inspectional Services (Merrimack Street) DPW Electrical Inspectors (Middlesex Street) Health Inspectors (Pine Street) Fire Prevention (Mammoth Road) Planning Board, Historic, Conservation (Arcand

Drive) Personnel management – questionable levels of

employee productivity, deficient monitoring of the quantity and quality of services provided

Insufficient concern about public health and safety Ongoing investigation conducted by the IG and other

law enforcement agencies Large backlog of inspections

Additional Opportunities Improve customer service for project developers,

builders, citizens, and abutters

Streamline permit processes to support economic development which builds the City’s tax base and creates jobs

Simplify the permit process so that more homeowners and builders will obtain required permits improving public safety

Better integrate code enforcement and development review with neighborhood planning

Provide more consistent communication with the public about permitting and code enforcement issues

Proposal• Create two new divisions under the Department of Planning & Development

– Division of Development Services– Division of Planning and Community Development

• Division of Development Services– Code Enforcement: All inspectional services (excluding fire) will be moved to this

division– Project Review (Land-Use Boards)

• Division of Planning and Community Development– Housing– Economic Development– Planning and Project Management– Community Development

• This new division will be lead by a deputy director

• Consolidate all inspectional services (excluding fire) into that division

New Organizational Chart

Transferred PersonnelA. Inspectional Services

All current positions

B. HealthSr. Code Enforcement Inspector

Sanitary Code Inspectors (5)Head Clerk

Principal Clerk

C. Department of Public WorksHead Clerk (Electrical Permits)

Consolidation will require that personnel from several departments be transferred to Planning & Development.

Physically, the Development Services Division will be located on the second floor of city hall.

StaffingExisting Personnel Proposed PersonnelPositions to be DeletedCity Electrician/Wire InspectorAsst. City Electrician/Wire Inspector

Positions to be CreatedCity ElectricianWire Inspector

Vacant Funded Positions to be EliminatedDirector of Planning and Permitting (DPD)Sanitary Code/Health Inspector (Health)Data Entry Clerk (Health)

Vacant Unfunded Positions to be FilledDeputy DirectorNeighborhood PlannerAssistant Planner

Vacant Funded Positions to be FilledBuilding CommissionerCommunity Development Assistant

Vacant Funded Positions to be FilledBuilding CommissionerCommunity Development Assistant

Full-Time Position to be Reduced to Part-TimeSealer of Weights and Measures

Full-Time Position to be Reduced to Part-TimeSealer of Weights and Measures

Net Impact on Head Count: Reduction of .3 FTEsNet Fiscal Impact: Small immediate savings plus reduction of overtime costs

Key PersonnelDeputy Director – will provide management oversight and accountability without which existing problems will not be resolved; will provide leadership to implement and maintain a high standard for development services

Building Commissioner – is required by state law; will provide technical expertise in code enforcement to complement the management role of the Deputy Director

Neighborhood Planner – will ensure that neighborhood visions and citizen perspectives will be reflected in project review and code enforcement and will further the City’s sustainability initiatives

Assistant Planner – will help ensure that all land use boards receive consistent professional advice and support

Community Development Assistant – will help maintain and obtain additional grant funding to continue to reduce the overall cost of the DPD to the City general fund

InspectorsMunicipality Population Total Residents per Inspector

Somerville 74,405 17 4,377

Bridgewater 25,185 5 5,037

Gloucester 30,273 6 5,046

Quincy 35,080 6.5 5,397

Worcester 182,596 30 6,087

Lowell 105,167 17 6,186

Lawrence 72,043 11 6,549

Malden 56,340 8.5 6,628

Haverhill 60,521 7 8,646

Fall River 90,931 10 9,093

Quincy 92,339 10 9,234

Leominster 41,303 4 10,326

Westfield 40,072 3 13,357

Reorganization keeps our number of inspectors consistent with other communities

Fiscal Impact Reorganization is driven primarily by non-

financial factors Small immediate savings vs. the status quo The real financial benefit lies in the potential

for increased permit, inspection, and tax revenues: increased efficiency a more customer-friendly process which will

motivate more people to obtain required permits increased economic development

Potential for reduction in expenses as operations become more computerized, efficient, and accountable

Fiscal Impact (cont.) The proposal offsets its costs with a variety of

cost-savings measures including: Vacant positions to be filled are either funded or paired

with a vacant funded position being eliminated Non-City funding is projected to increase by $76,000 Reorganizing electrical inspection staffing will save

$30,000 in base salaries (not including overtime) Vacancy reserve made possible by a larger department

saves approximately $30,000 (similar to LPD & LFD) Eliminating the secretary stipends for land-use boards Opportunities for additional savings from reduction in

overtime expenses Opportunities for additional savings by eliminating

redundant operational line items in combined department

Benefits Improves customer service, including:

a) one-stop permit and inspections desk b) upgrade of computer system to provide up-to-

date project status for employees, management, citizens, and contractors

Improves communication and collaboration among inspectors and departments, including: a) interdepartmental meetings b) shared administration and joint meetings of

boards c) proactive strategy to address neighborhood

hot spots and common issues d) similar districts for Inspectors, Police, DPW

Benefits (cont.)

Benefits (cont.) Improves code enforcement Improves public health and safety Streamlines development and permitting

process Improves neighborhood planning and

preservation of neighborhood character Enhances sustainability planning for water,

energy, and other conservation measures Enhances economic development Emphasizes sound personnel administration

practices: hiring, job descriptions, training, management, accountability

Benefits (cont.) Eliminates the conflict and potential liability issues of

having the wire inspector inspect his/her own work or that of their staff

Electrical services for City buildings and infrastructure can be better integrated with Lands & Buildings and Street Divisions of DPW

City electricians can address basic maintenance needs for rented City facilities like the Senior Center saving the cost of hiring outside contractors

Health department can now focus on community health priorities, including: Pandemic flu Foodborne diseases Hazardous releases Natural disasters

Outreach Meetings with all impacted collective

bargaining units Meetings with all impacted current

department heads Meetings with staff from all impacted

departments Meeting with the Chairs of the Planning,

Zoning, Conservation, and Historic Boards Meeting with neighborhood group leaders Meeting with the Board of Health Open public meeting with builders,

developers, engineers, and attorneys

Transition If approved, the implementation of these

proposed changes will be phased in over time Office space Personnel relocation Hiring of personnel Computer systems upgrades Staff training Development and implementation of

management systems for operations and accountability

Summary The proposed re-organization will integrate

various functions in order to provide a well-rounded, collaborative, and efficient system for planning, development, and code enforcement.

The guiding vision of this re-organization is that a new approach is required for the delivery of certain services. Higher standards of service are necessary if the City is to be a livable, workable, and enlivened community for years to come.

Proposed Re-organizationof Planning,

Permitting, and Code Enforcement

Presentation to the Lowell City Council

June 1, 2010