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Building Services Department Organization and Changes Work Session Copyrighted December 21, 2020 City of Dubuque Work Session - Top # 1. City Council Meeting ITEM TITLE: 5:30 PM - Building Services Department Organization and Changes SUM MARY: Assistant City Manager/Acting Building Services Manager Cori Burbach and Housing & Community Development DirectorAlexis Stegerwill make a presentation describing service enhancements coming to those departments to improve the customer experience and the maintenance of City facilities. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Report Describing Operational Changes, Including the City Manager Memo Creation of a Facilities Manager Position-MVM Memo Facilities Manager Position - Staff Memo Staff Memo Code Compliance Division - Staff Memo Staff Memo Powerpoint Presentation Supporting Documentation Organization Chart for Assistant Housing & Community Supporting Documentation Development Director- Proposed Why do we Need Change - Staff Input and Challenges Supporting Documentation Faced Today Dubuque THE CITY OF � ui-Aseria cih DuB E , . � . , � II � Maste iece on tj2e Mississi i zoo�•zoiz•zois YP pp zoi�*zoi9 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Report Describing Operational Changes, Including the Creation of a Facilities Manager Position DATE: December 17, 2020 Assistant City Manager/Acting Building Services Manager Cori Burbach and Housing and Community Development Director Alexis Steger will make a presentation describing service enhancements coming to those departments to improve the customer experience and the maintenance of City facilities. � � Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Cori Burbach, Assistant City Manager Alexis Steger, Housing and Community Development Director Dubuque THE CITY OF � All•p�eedoa Ci� Du B � ;�� ; � � � �� MRste iece on the MisSiSsi i zoo��zoiz=zois � pp zoi�*Zoi� TO: Michael Van Milligen, City Manager FROM: Cori Burbach, Assistant City Manager + Acting Building Services Manager DATE: December 16, 2020 RE: Recommendation to Implement a Facilities Manager Position INTRODUCTION The purpose of this memorandum is to recommend the implementation of a Facilities Manager position for the City of Dubuque, utilizing the budget from the vacant Building Services Manager position. BACKGROUND The City of Dubuque has a very decentralized way of managing facilities. Currently, the Building Services department, led by the Building Services Manager, oversees the following facilities: City Hall, City Hall Annex, Historic Federal Building, Multicultural Family Center, 5t" St restrooms, and as of this month the Engine House. This responsibility includes maintenance of all building systems as well as custodial maintenance of the buildings, which is completed by a Maintenance Supervisor and five fulltime custodians (four current custodians + one frozen position created in the FY21 budget to serve the expanded Multicultural Family Center). Engineering Project Manager Steve Sampson Brown often assists with capital projects related to these facilities. The custodians also clean Bunker Hill offices and the Allison-Henderson community building. This began in 2014 when the part-time custodial position in Leisure Services was frozen and then eliminated and just prior to that part-time custodial positions had been changed to full-time. While only one sentence in the current Building Services Manager position references City facilities management, the task can take upwards of 30% of that position's time, and Inspector II Jeff Zasada also spends a large amount of his time tending to mechanical systems because of his personal background, something that is not in his job description. All facilities management responsibilities of other City facilities are managed by the department heads to which they "belong". There are approximately 200 City facilities, of which approximately 30 have employees regularly working in them. This decentralized approach leads to several significant challenges: • Department heads with lack of facilities management expertise, and already overfull plates, are responsible for maintaining their facilities. This often leads to them putting out fires that should have been proactively managed, costing the City additional money. Deferred maintenance of City facilities has been identified by several departments, for several years, as a challenge when we complete annual goal-setting. • Opportunities for efficiency and savings through a centralized contract management and purchasing system aren't experienced. Some have been implemented however not to the level possible if centralized and assigned as a position's responsibility. • Proactive monitoring of City facilities, planning for capital and maintenance improvements and budgeting is not done to its fullest potential, in some facilities more than others. • No centralized asset and equipment management system exists. A work order system also does not exist to track facility needs and daily maintenance, and preventatively identify issues. • Technical needs such as information technology systems or ADA compliance are not tracked on an organization-wide basis. ADA compliance creates concerns for potential Department of Justice findings if reported. • The City Council-adopted 50% by 2030 Community Climate Action & Resiliency Plan cannot be achieved without significant energy efficiency and renewable energy leadership in City buildings. There is not currently staff capacity or expertise to implement and manage this work. DISCUSSION Department managers have come together to recommend the creation of a Facilities Manager position in recent years' goal-setting documents, and the action was a recommended first step in the 50% by 2030 plan. The vacancy created when Dave Johnson left the Building Services Manager position in March 2020 offered the opportunity to review the position for potential opportunities. This recommendation includes the input of all department heads responsible for facilities management currently, as well as other key staff. Recommendations 1. Separate facilities management from the inspections and code enforcement responsibility of the Building Services department. (Note that the future of the inspections/enforcement duties are being addressed in a separate memo.) The Maintenance Supervisor, five Building Services custodians, and potentially custodial maintenance staff in other departments in the future, would fall under this new Facilities Management Division. 2. The Facilities Management Division would be a part of a department yet to be determined. A review of other municipalities in lowa and throughout the country and educational institutions found that the two most likely places for a facilities management division to be located were a Finance & Operations department (most common) or a 2 Public Works department (less common). As a similar institution with multiple buildings throughout the City, the Dubuque Community School District's facilities maintenance model was reviewed and in that model, the Buildings & Grounds Manager reports to the Chief Finance Officer. 3. As departments identified responsibilities that would be better located in a Facilities Management division, it became clear that there was more than enough work for one person. The team is recommending the immediate solution of re-titling of the Building Services Manager to become a Facilities Manager who would have more administrative, planning and leadership responsibilities. Custodial staff would report to this position. 4. Once this position has had a chance to inventory facilities and develop a strategic work plan, a Facilities Coordinator/Property Manager position may be requested through a future budget improvement package. Should that be recommended, the position would focus more on the technician pieces of maintenance. For example, as outlined previously, Jeff Zasada currently spends time maintaining mechanical systems. This position may require experience in HVAC, electrical, mechanical, plumbing, etc. that would assist in the day to day trouble shooting and repairs needed throughout city facilities. 5. New facilities development would continue to be led by Project Manager Steve Brown; however, a hand off of management of the facility, warranties and operations will be to the Facilities Manager. The Facilities Manager would also be involved as needed during construction and design. Smaller facilities projects would be handled by the Facilities Manager. Job Description While the job description is still being finalized, attached is a draft list of job competencies, knowledge, skills and abilities that would be rounded out with other language standard to City job descriptions referencing the importance of a data-driven, high perForming government, equity, etc. Relationship to Other Departments This position would work in coordination with, and in service of, all other City departments below. It will be important to understand what the position will and won't do. This chart begins to define the relationship with departments as well as the variety of oversights. This chart will continue to be refined throughout the onboarding and orientation process. Facility Description of Relationship City Hall Facilities Manager directs, budgets, coordinates and maintains all City Hall Annex building structure operational and capital work including Multicultural Family Center preventative maintenance with these buildings including but not Historic Federal Building limited to: 5th St Restroom Manage roof warranties Engine House Schedule annual inspections & manage results (i.e. fire 3 extinguishers, elevators) Pest management Generator management & maintenance Office furniture purchases Rug and rag rentals Overall security and access structure (key, fob, etc), cameras inside buildings Non-vegetation grounds maintenance; vegetation maintenance is the responsibility of Leisure Services staff Facilities Manager directs use of space, office additions, replacements, repairs and remodels Facilities Manager develops an energy management plan for all city facilities including an energy efficiency and renewables plan. Facilities Manager oversees ADA improvements and compliance. Consults appropriate department managers as necessary Parking ramps Facilities Manager directs, budgets, coordinates, and maintains building structure operational and capital work including preventative maintenance listed above. Facilities Manager develops an energy management plan for all city facilities including an energy efficiency and renewables plan. Facilities Manager oversees ADA improvements and compliance. Non-vegetation grounds maintenance; vegetation maintenance is the responsibility of Leisure Services staff Transportation Services Manager continues to manage all parking- related systems and technology within the ramps. Library Facilities Manager supports Library and Airport Directors in the Airport planning for and operation of building structure and systems as requested and includes these facilities in enterprise-wide bids for contracts as appropriate. Facilities Manager develops an energy management plan for these facilities including an energy efficiency and renewables plan in consultation with the Directors. Facilities Manager oversees ADA improvements and compliance. Non-vegetation grounds maintenance; vegetation maintenance is the responsibility of Leisure Services staff Leisure Services: Leisure Services Project and Facilities Manager coordinates with Bunker Hill Facilities Manager as appropriate on capital projects. 4 Comiskey Leisure Services directs, budgets, coordinates, and maintains all Allison Henderson building structure operational and capital work including Port of Dubuque Marina preventative maintenance with these buildings Pools Operations include but not limited to Arboretum Manage roof warranties Miracle League building at Access structure: key, fob, etc. (slowly work toward just one Veterans Park overall for the entire city) Pool concession, ops buildings (Flora and Facilities Manager manages: Sutton - 2) Schedule annual inspections & manage results (fire Park shop buildings extinguishers, elevators) Forestry shop Pest Management Office furniture purchases Rug and rag rentals Overall security and cameras inside buildings Facilities Manager develops an energy management plan for all city facilities including an energy efficiency and renewables plan. Facilities Manager oversees ADA improvements and compliance. Non-vegetation grounds maintenance; vegetation maintenance is the responsibility of Leisure Services staff Fire stations Facilities Manager directs, budgets, coordinates, and maintains all MSC building structure operational and capital work including WRRC preventative maintenance with these buildings with the exception Water Plant of specific operational and capital work within the realm of the JOTC department manager that is the subject matter expert (for example- Intermodal Facility capital improvements to water or wastewater systems) Facilities manager directs operations including but not limited to: Manage roof warranties Schedule annual inspections & manage results (fire extinguishers, elevators) Pest Management Generator management & maintenance Office furniture purchases Rug and rag rentals Overall security and access structure (key, fob, etc.), cameras inside buildings Facilities Manager directs use of space, office additions, replacements, repairs, and remodels Facilities Manager develops an energy management plan for all city facilities including an energy efficiency and renewables plan. Facilities Manager oversees ADA improvements and compliance. 5 Non-vegetation grounds maintenance; vegetation maintenance is the responsibility of Leisure Services staff Consults appropriate department managers as necessary Contract-Managed-Leased Leisure Services manages lease/contract for use of these Facilities: buildings. Five Flags Mystique Ice Arena Leisure Services directs, budgets, coordinates, and maintains all Grand River Center building structure operational and capital work based upon EB Lyons Interpretive leases/contracts for use of these buildings. Center Dubuque Arboretum Facilities Manager develops an energy management plan for these Four Mounds city facilities including an energy efficiency plan including Ham House renewables. Facilities Manager oversees ADA improvements and compliance. Leisure Services Project and Facilities Manager coordinates with Facilities Manager as appropriate on capital projects. Budget Impact The Building Services Manager is budgeted as a GE-38 ($73,860-$96,374). While more research is needed after the job description is finalized, Human Resources Director Shelley Stickfort indicates the average Facilities Manager salary in the United States is $98,921 as of August 27, 2020, but the range typically falls between $84,808 and $113,173. The position will likely be closer to a GE-36 ($66,331-$86,736). Costs associated with the position such as education and training, subscriptions, dues and memberships, cell phone, etc have already been budgeted for the Building Services Manager and will be transferred to this position. REQUESTED ACTION I respectfully request City Manager approval to move forward with the implementation of the Facilities Manager position. Cc: Department Managers Steve Sampson Brown, Project Manager Tony Breitbach, Purchasing Coordinator 6 DRAFT FACILITIES MANAGER JOB DESCRIPTION GENERAL STATEMENT OF DUTIES Works in partnership with department heads to oversee building and grounds maintenance for the City of Dubuque. They will be responsible for ensuring the facilities are safe, efficient, and fully operational. The facilities manager will also be responsible for managing contractors, supervising custodians, and working with third-party vendors. EXAMPLES OF WORK (ILLUSTRATIVE ONLY) ESSENTIAL 1. Facility Maintenance & Management • Plan, budget and coordinate the repair or replacement of major building system components including HVAC, air handling, MEP, emergency generators, building envelope and site elements • Ensure the efficiency of all building systems • Manage facilities planning and space allocation • Prepare cost estimates for moves and equipment • Manage maintenance of grounds in coordination with other departments • Ensure all utility systems are inspected and in accordance with regulations • Coordinate building security and maintenance services and systems • Coordinate building technology systems and electrical service in partnership with Information Services Manager • Manage and supervise all facilities personnel • Oversee all building functions • Coordinate all maintenance issues and schedules • Ensure scheduled, periodic operations and maintenance work gets completed as planned and periodic inspections of facilities perFormed 2. Project Management • Develop and use enterprise-wide work orders and asset management software systems • Manage the inception, planning, estimation, budgeting, proposals process, bidding, contracts process, permitting, designing, acquisition, renovation and/or construction • Lead and manage project teams that involve in-house staff, various city departments, consultants, and other stakeholders • Conceptualize, manage and plan scope, schedule, and budget for complex projects ensuring city and project goals are accomplished 3. Energy Management • Monitor energy usage. Develops and implements practices and procedures designed to reduce energy consumption and/or improve efficiency of usage. Being an Energy Manager prepares annual budgets associated with conservation programs. • Analyze, implement, and manage renewable energy systems for City facilities 7 4. Contract Management • Prepare and manage maintenance and inspections vendor contracts • Negotiate bids and contracts for third party workers 5. High PerForming Government • Implement and use enterprise-wide work orders and asset management software systems • Ensure all processes and compliance programs are met • Prepare and file reports with government and regulatory authorities including environmental permitting 6. Communication • Coordinate with department heads, vendors and building contractors ESSENTIAL KNOWLEDGE, SKILLS & ABILITIES • General knowledge of construction materials and best practices • Previous experience in facilities maintenance supervision or related field • Able to multitask, prioritize, and manage time efficiently • Planning building maintenance and operational programs • Preparing operating reports and budgets • Maintaining a safe work environment for all employees and visitors • Goal-oriented, organized team player • Encouraging to team and staff; able to mentor and lead • Strong written and verbal communication skills • The ideal candidate will have a positive attitude and be a problem-solver • Ability to physically stand, bend, squat, and lift up to 25 to 30 pounds • Computer skills; may include scheduling with Microsoft Office Suite or similar software • Current methods and techniques relating to the design, construction and maintenance of facilities and infrastructure; • Current developments in the field of construction management; • Construction plans and specifications development and interpretation • Resourceful and tactful problem-solving abilities; • Demonstrated ability to plan and organize work based upon multiple projects and priorities; • Forecast long-range needs for renovation, expansion and construction; • Courteous and professional treatment of customers; • OSHA and NFPA compliance; • Record-keeping methods and practices; • Methods and techniques of preparing a multi-year capital improvement program ACCEPTABLE EXPERINECE & TRAINING • Extensive (5 or more years) capital improvement project management and facilities management experience; 8 • Graduation from an accredited college or university with a Bachelor's degree or major coursework in civil engineering, construction engineering technology, construction management, operations management and supervision, facilities or business management; or public or business administration; or any equivalent combination of experience and training which provides and demonstrates the acquisition of the essential knowledge, skills and abilities. 9 Dubuque THE CITY OF � AII�Ameriea Cipl DuB E � v, ;�� , I I Maste iece on the Mississi i Z°°'�Z°1Z'z°13 � pp zoi�*zoi9 TO: Michael C. Van Milligen, City Manager FROM: Alexis Steger, Housing & Community Development Director Cori Burbach, Assistant City Manager & Acting Building Services Manager DATE: December 14, 2020 RE: Building Services Department, Inspection Division and Facilities Maintenance Division Changes in Organization Introduction The merging of the Housing & Community Development Rental Licensing & Inspections Division and the Building Services Code Compliance Division creates an opportunity to re-align municipal service delivery for improved customer service while working towards City Council's goal of being a high performance government. This memo provides details about the Building Services permitting process today and after the potential combination of divisions, creating an Inspection & Construction Services Division. Background Currently the Building Services Department is made up of two divisions, the Code Compliance Division and the Facilities Management Division. The Code Compliance Division focuses on construction in the City and perForms design reviews, plan reviews, permitting, inspections, and contractor licensing. The Facilities Management Division provides maintenance for six city facilities including City Hall, City Hall Annex, Ruby Sutton Building, Historic Federal Building, 5th St Restrooms and the Historic Dubuque Shot Tower. This memo will address a proposal for the combination of the Code Compliance Division with the Rental Licensing & Inspection Division. The Facilities Management Division duties, responsibilities, employees and management of facilities will be addressed in a separate recommendation. Discussion Merging the two divisions would allow for increased collaboration, consistency and efficiency with city inspectors who are all charged with the interpretation and enforcement of Building Codes adopted by City Council. The core functions and daily operations of each Department would not significantly change. The primary responsibilities for each position will stay the same, as will job descriptions. However; the resident and contractor experience during the permitting process will be improved. By combining the divisions, there will be two permit clerks available to process permit applications, answer questions and take payments. Additionally, there will be a supervisor, who is not the Building Code Official, to provide an additional contact for contractors and residents with issues or in need of clarification regarding city building codes. This position also provides quality control inspections, personnel oversite, plan review back-up and communication between inspectors to ensure residents/contractors are provided consistent information. The Assistant Housing & Community Development Director is currently vacant allowing for the recruitment of a Certified Building Code Official in this position. Experience in construction, contracting and code compliance in this position will greatly increase the customer service and continuity of all codes and enforcement of them. By separating the two Building Services Divisions the City of Dubuque can get the specific experience needed to manage each of those divisions by having a Certified Building Code Official with a significant background in construction and Facilities Maintenance Supervisor with experience in maintenance, contracting for services and project management. The Rental Licensing & Inspections Division has a certified combination inspector. By combining divisions, this position can serve as a back-up for all trade inspectors during vacations, sick leave or during the busy season. This ensures contractors and residents have access to inspectors throughout the entire year and are not left waiting for a specific inspector to return from their time off. The Rental Licensing & Inspections Division also has a Building Inspector that can serve as the Building Inspector for rental units. This alleviates the heavy workload put on the Building Inspector, and provides consistency for property owners, as the inspector can provide the rental inspection and permit inspections at the same time. The Combination Inspector can also serve in this capacity. Having more than one inspector per trade allows for greater collaboration when new building methods are presented. This can assist contractors in a faster review of new products and methods so they can be used in the City of Dubuque. It also allows for education and outreach programs with trade professionals, coordination with NICC and local High Schools to engage youth in building trades and provides capacity to produce annual contractor mailings with code updates and local challenges seen by other contractors throughout the year. Combining the departments would increase response time and provide consistent responses to resident requests. Similar cities in lowa have permitting and rental inspection services under one department/division to enforce/review/interpret all Building/Property Maintenance Codes. Combining the two departments would allow for one Building Code Official to be responsible for a congruent code. This ensures decisions made under one code do not conflict with other codes. For example: 2 • Sioux City — Inspection Services Department: Covers Building Permits, Rental Inspections and Nuisances • Ames — Inspections Division: Covers Building Permits, Rental Inspection, Nuisances and Signs • West Des Moines — Development Services: Covers Building Permits, Rental Inspections and Planning • Ankeny — Community Development Department: Covers Building Permits, Rental Housing and Planning A secondary benefit for residents is that building code review on owner occupied structures and resource referrals/programs available in the Housing & Community Development Department become easier to navigate under one Department. Knowledge of these programs is learned and shared during all Housing & Community Development Department meetings for employees. The programs change on a regular basis and this direct connection for Building Inspectors to the programs being implemented increases customer service and the City's ability to serve residents not just enforce. Design review for developers is a tedious task that is currently reviewed by both Housing Inspectors and Building Inspectors. Having a plan reviewer that can apply all building codes would eliminate the need for duplicate reviews. This would ensure that developers get a comprehensive code review up front with less employee time committed to the review, resulting in a quicker turn-around of the design review. Plan review for permits is currently handled by one employee in the Building Services Inspection Division. Combining the two divisions provides additional plan reviewers with the Supervisor and the Combination Inspector. Again, speeding up customer response time. Building Services was on the cusp of being able to launch a customer portal in Accela for contractors when former Building Service Manager David Johnson left the department. This portal would allow a contractor to apply for a permit online, and track the permit progress throughout the project. It would also provide an online payment option for residents/contractors to pay their permit. This saves time for the permit clerk, but ultimately makes the customer experience better. The Rental Licensing & Inspection Division already launched a similar portal for online payments for rental licenses and has two Accela champions on staff to help launch the contractor permitting portal quickly. This would greatly improve contractors experience with the permitting process, and is being requested by the Building Services employees. Additionally, modules for in-field inspection reports will be the same build out for all inspectors and this will be the next module implemented. Having all inspectors in one division will help facilitate the testing and implementation of that module. Time is also saved with the relocation of the Building Services Inspection employees to the Federal Building. The Federal Building has a parking lot able to accommodate Inspector vehicles. Currently, the vehicles are stored at the Municipal Services Center, 3 so 20 minutes of each inspectors' day is spent retrieving the car. At the Federal Building the vehicle will be onsite, freeing up 20 minutes each day for every Building Inspector. This equates to 83 hours of time saved per inspector annually. This increases the amount of time an inspector can spend with contractors and responding to resident requests. Budget Impact There will be no budget impact with this change. The Building Services Manager position will be re-titled to Facilities Manager, and the Assistant Housing & Community Development Director is an existing vacant position. The change from Building Services Manager to Facilities Manager will free up the budget to implement the Combination Inspector 2 position to provide more than one inspector per trade. Recommendation I respectfully recommend the City Manager combine the Rental Licensing & Inspection Division with the Building Services Code Compliance Division for a more efficient and customer friendly permitting process. The combined division would be the Inspection & Construction Services Division in the Housing & Community Development Department. Attach: Org Chart, Permit Process Chart Cc: Shelley Stickfort, Human Resources Director 4 , - - � ti - - - M � � � I � � u e Cori Burbach, Assistant City Manager + Acting Building Services Manager Alexis Steger, Housing & Community Development Director � A��ag�r P�ma�G�e�kc �`.+�e �a��i t� �a�n�f�no� �ar�g�m�rrt I�rsp� II �+�Aainten�nce Commerclal Supe�sor — — Inspector II C�sdo�djan I � R�dee�tl�l �4� � � � � � Inspectnr !I Electrica I insp��ar �I P�urr�6J�lAed� I�tspect€�r II ADA �0_T�� \\\\\��\\��\�\�\�� `�►�\��\��\��\�\�� \��\��` a l .e e. �� o r .��t r �� i o_. �e ,�+e j p O Adoption of IPMC in place of Housing Code Standards created the same inspection standards i n Housi ng as i n Bui I ding Services, creati ng additional overlaps O CustomerService: Overlaps in serviceswith Housing, BuildingServices and PlanningServices O Clarity of guidance from City staff in multiple departments O Several inspectors to one property = confusion for property owners (and an inefficient use of resources we don't have extra of) O Customers must physically visit different departments, or submit multiple applications O Lacking an experienced, certified and knowledgeable Building Code Official that can concentrate on Building Code / current duplication of Code Official designation O Inefficientworkflows & processes: Who ensures congruent code? Who decideswhen a new method should be adopted as meeting standards/intent of code? Who maintains property records such as Certificate of Occupancy, modifications, appeals, plan approvals? O How do we i ncrease our ISO rati ng? O Inefficient use of existing technologies to track compliance and workflows \\\\��\\\�\\\\��.� \�� \\��\ • a I I e � _ � O � � u n �t� e�� -�' � _ . . O Echoed overlap in services and significant customerservice concerns O Both Inspectors I and II are charged with application of the same codes, but there isn 't clarity around which certifications, education and training should cross job descriptions to accom modate O Lack of clarity around HomeownerlPMC enforcement, Vacant & Abandoned Buildings, and othernuisanceissues O Housing rehabilitates and manages new construction without skill set in job descriptions O Nuisance enforcement requires case management, which requires separate skillsets and time O Minimal or non-existent cross-training and support make any time away from direct service difficult \\\\\��`��\`�\��`��\��`:`��\`��\\\\\\\\\\\\\\\\\\\\\\\\\\\` h II n rt niti f r C a e es & O o u es o g pp I m rovement: p Facilities Mana ement O Currently 1 line in Building Services Manager job description O Departments have cited a lack of centralized facilities maintenance as an organizational weakness for several years during annual goal-setting, leading to deferred maintenance issues and inefficiencies in purchasing, contract management and more O Dept heads without expertise in facilities management are managing facilities, taking away from their capacity to lead in their area of expertise O No champion or capacity for proactive best-practices like work order systems, asset managementsystems, ADA compliance, and energy efficiency + renewable energy management O Proactive monitoring of City facilities, planning for capital and maintenance improvements and budgeting is not done to its fullest potential, in some facilities more than others. h � � . . . . . . . . . a . Creation of Inspection & Construction Services • . . Creation of Facilities � � � Manager to lead Facilities '1' Division in Housing & � � � Management division Community Development �� Inspection & Construction . . . . Fac� l�t�es Management Services need a • • • . needs a full-time, qualified coord � nated , customer . . leader to coord � nate serv�ce-centered • . • management of nearly approach with qualified , • • • • . . 200 City facilities . ded �cated leadersh� p . � � � • . om � ei � � �� . . `� � . ns ec � o � ons ruc erv� ces . Twa Additional Di�risians(nat + " shown}repark directly#o the Alexis 5teger Uirectarai7d NDTth�e � Assistant Directar tn pravide praper Building Cade Building Code . + Management Offieial -� ' ' r• • .• , Va�ant � New �4 { - .. __ B�r� Pothoff John Tharp �{�t��t Or anizational � g . Stru ctu re �� ael Tami Ernster LaVetl-3 �vl.ardock � � 1 .� : s .• Lf• F �y � �• i �•r � - - -- Chris Schneider Gary Blosch Jasor7 Mauring Kelly Davisl Vacant I Tim Griebel Rar�dy Rasa �orey Fir�laff � � � Te€� KraF�fl M addy H�verland f�9i ke Sievers I I .- . �•. . . . .� ,.._.,� . Alex Ro�an Shane Hoeper \ \ I m rovements p � Increased collaboration , consistency and efficiency of inspectors � Improved resident, contractor, and property owner experience � Improved response times & streamlining of multi-inspector site visits � Greater capacity for proactive outreach & education � Streamlined design review � One Building Code Official with technical expertise for personnel support, quality control, plan reviewsupport, and consistency Back-up & cross-training of permit clerk \ . . . h i tt r ff ,f r r � o s be e o beca us ou se . o .,. PROPERTY OWNERS CONTRACTORS WHO CAN DEVELOPERS WHO WANT RENTAL PROPERTY TENANTS CAN EXPECT THROUGHOUTTHE TRUST CONSISTENT TO WORK IN DUBUQUE OWNERS OWN PROPERLY- DECENT,SAFE,QUALITY COMMUNITY.CONSISTENT APPLICATION OF CODES, BECAUSE WE ARE MAINTAINED BUILDINGS, APARTMENTS CODE APPLICATION FOR INCREASING EFFICIENT, PROFICIENT AND THE ASSET RETAINS SAFETY AND CONFIDENCE, AND CONSISTENT VALUE MAINTENANCE = HIGHER DECREASING COSTS AND PROPERTY VALUES INCREASING QUALITY WORKMANSHIP -, , .� 1�, • • - i� � Housin ommunit J � Y D v I m nt Dir t r e e op e ec o O Certified Building Code Official O Experience in Construction (5 years preferred) O Experience Managing Code (5 years preferred) O Certified Lead Contractor O Supervisory Experience, Project Management '�\\\\\\\\\\\\� . �nd� �oa��var� ��ppe�l� �dll� �� e�,�r�i��d�� s ,� �� . . . . . . , � � � , � � � \ Current Permitting Process i '�i '� �. '�. �4. �Y. h. F '�l `� Gade B�oaf��oar��#pp�a _ �uP�#�iS�F �Ill�dll��1H�i� ��io�al �an�c� R+�ir�t �� uiCdir��dal U� � Il��adifxa#inn�isaaes ��r�Rr�p,�� I � I � Combined Permitting Process Advertise for Asst H&CD Director Hiring & onboarding Asst H&CD Director � - . - . . Working teams re-align workflows, prepare for Transition to I nspection &Construction Services physical relocation to Historic Federal Building, complete updatewebsiteand electronic permit application process, team building activities Bu et � � a � g p O No change in FTEs O Potential change in salary grade for Combination I nspector (�$3,500) OOffset by Facilities Manager Change = net zero budget impact • • ac � � e- a na emen , P�r f�� a h n . . . . . opose a a ge Re-titling from Bu reation of Facilities � ervices Manager > � anagement Division w/ �� ' � Facilities Manager �i0 xisting Maintenance ervisor + Custodians � \ • • • • Ke � ei� {o �- �� b � I �t� es y p 1 . Facilities Maintenance & Management 2. Project Management 3. Energy Management 4. Contract Management 5. High Performing Government 6. Communication & Coordination w other De ts W� d / p � - • • - ' - • • • . . . - � . . � . . - - . . . . - . - . . . - . - . . . . � - . . , - . - . • Budget, • Structural mgt & • Supports • Supports LS • Structural mgt • Energy mgt management, non- directors in manager in & CIPs consultation and transportation structural & capital planning • Annual inspectio • ADA mgt coordination of CIPs systems mgt as • Annual inspections ns & contracts consultation all facilities issues • Annual requested & contracts • Non- • Annual inspections & • Non-vegetative • Non- vegetativegroun inspections & contracts grounds vegetative groun ds contracts • Non-vegetative • Energy mgt ds • Energy mgt • Non-vegetative grounds • ADA mgt • Energy mgt • ADA mgt grounds • Energy mgt • ADA mgt • Energy mgt • ADA mgt • ADA mgt \ \ Bu et I� � � g p O From GE-38 -> GE-36 = approximately $7,500 - $ 10,000 savings O Budget exists for safety equipment needs for this position O Mid-budget facilities maintenance needs identified by new position may require some of the savings realized in labor cost to be allocated to facilities maintenance. ti n ? ues o s . Housing & Community Development Department Two Additional Divisions(not . • : . �_ _ �� _. � _ shown) report directly to the Director and NOT the Alexis Steger Assistant Director to provide proper Building Code Management Building Code � � . • Official • - .. Vacant I I . � .- . .- . .. . . . Ben Pothoff Vacant John Tharp . . - • ' - - Jean Noel Tami Ernster LaMetra Murdock � � I .- . � � � .- . .- . . : . . : . Chris Schneider Gary Blosch Jason Mouring Kelly Davis Vacant I � I Tim Griebel Randy Rosa Corey Firzlaff II I . .-. . � .-. . Ted Krapfl Maddy Haverland Mike Sievers � I Alex Rogan Shane Hoeper . I � L � ' � - � ` R .• � i. � � I i � T � � �' , { _ _ S�� `I r 1 : f � -' II � � � � � � _ . , • � � � � `�� '�' V, M ' . � . � � �� ..�� , �p.� � I �i � T '� _ . � � � � What significant challenges and/or opportunities exist? 1. Overlaps in services with Housing, Building Services and Planning Services a. Several inspectors to one property, which is confusing to residents, and a waste of resources that we don't have extra of. 2. Who covers for me when I take my vacation or when I am sick? 3. Lacking an Experienced, Certified and Knowledgeable Building Code Official that can concentrate on Building Code and not Facilities Maintenance for the City a. Who ensures congruent code? Who decides when a new method should be adopted as meeting standards/intent of code? Who maintains property records such as CoO, Modifications, appeals, plan approvals? These duties cross departments currently, but can we afford two Building Code Officials? How do we increase our ISO rating? 4. Workflow, what should be documented, where and who has the technology skills to champion the effort? 5. Adoption of IPMC in place of Housing Code Standards created the same inspection standards in Housing as in Building Services, creating additional overlaps (IPMC references other I-codes 80 unique times, other I-Codes also reference IPMC) a. Which certifications, education and training should cross job descriptions to accommodate? Both inspectors (I and II) are charged with enforcement/application of the same code, but to what extent. Homeowner IPMC enforcement, where does this live? VAB fixes to get to code, does this need additional skillset when owners are ready to engage? 6. Lack of contractors with knowledge, skills gap 7. Housing substantially rehabilitates and even builds new homes; where is the proper skill set to create bid specs for this type of work? 8. Some situations require case management/enforcement that is time-consuming, and we are not all comfortable with and/or qualified for. YOU are important to this city! Let's work together to create a positive voice in the community. 1 WHY DO WE NEED CHANGE? Inspection Services What are some things we would like have or do? 1. Have an experienced, certified and knowledgeable Building Code Official to guide process and procedures according to best practice and code guidance 2. Know our workflow and expectations (They keep changing) 3. Use existing budget to maximize resident experience through people and technology 4. Build relationships with contractors/landlords proactively 5. Seamless referrals, better partnerships with agencies that provide services to property owners/renters 6. Track data on outcomes and information conveyed through contractors 7. Automate inspection/permit notifications/reminders 8. Have a consistent message and reliable answers for residents Who is better off because of our services and why? 1. Property owners throughout the community, consistent code application for safety and maintenance = higher property values 2. Contractors who can trust consistent application of codes, increasing confidence, decreasing costs and increasing quality workmanship 3. Developers who want to work in Dubuque because we are efficient, proficient and consistent. 4. Rental property owners through properly maintain buildings so the asset retains value 5. Tenants can expect decent, safe, quality apartments What else do we have to say about Inspection Services? 1. We have a great team! 2. We care and want to find solutions 3. These obstacles/opportunities have been vetted over three years under several different leaders with all the same conclusion; we need to find a way to be a team that is equipped with the right leaders, training and tools to effectively work with the community to create safe and maintained structures. 2 WHY DO WE NEED CHANGE? Inspection Services Why did we pick this Plan? • Facilities Management and Inspection Services each need a full-time focus, not a combined focus • Redundancy of personnel's skills, education and training provide for a better customer experience o Answering phone calls, inquiries, permit requests, license request, to scheduling of inspections, follow-up on expired permits, and covering for employee absences, Mls, court appearances, meetings • One united team with a Building Code Official is seen to be effective in other lowa Cities and solves many of the challenged/opportunities listed above • We share Accela and can leverage modules and focus budget on building what works for both permit and license inspections • We don't have to train everyone to know everything, we have co-workers with the knowledge to help us be the most effective (Example: enforcement doesn't have to be based on property type for a response, but instead skillset/job descriptions) • Room to advance, retain employees • Capacity is greater for proactive education and outreach 3