city of port st. lucie building department fy 2020-2025

22

City of Port St. Lucie Building Department

FY 2021-2026 Strategic Business Plan

“It Starts with a Good Foundation”

Photo: FedEX

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Table of Contents

Message from the Director ........................................................................... 3

About this Plan ...………………………………………………………………………………………6

Trend Analysis ............................................................................................... 7

About the Building

Department……………………………………………………….………10

Organizational Trends and Succession Plan…………………………………….……….12

Mission Statement ...................................................................................... 15

Building Department Goals and Objectives ................................................ 16

Goal 1: ........................................................................................................ 17

Goal 2: ........................................................................................................ 19

Goal 3: ........................................................................................................ 22

Goal 4: ........................................................................................................ 27

Goal 5: ......................................................................................................... 30

Conclusion……………………………………………………………………………………………….32

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The Building Department has experienced exponential growth in all areas of activity over the last five years. In

anticipation of this new growth the department embarked in strategic initiatives to meet the demand of our

current and potential new customers.

In late 2015, we started to investigate the possibility of achieving Building Department Accreditation through

the International Accreditation Service. Our desire was to not only achieve accreditation, but to also create an

environment of unparalleled customer service and to engrain this new attitude into our culture. The initial

investigation revealed that the ingredients of accreditation were valuable tools in achieving greatness. We

discovered that accredited building departments earned not only bragging rights for their achievements, but

they harbored a notable reputation for customer service and a positive working relationship with their

customers.

In 2016 the Building Department management team met to achieve consensus to move forward with seeking

Building Department Accreditation through IAS. The original application was filed in March 2016. We quickly

learned the three main facets of accreditation being timeliness, accuracy and customer service.

• Timeliness- staff met with and continues to meet with our customers, aka. “Stakeholders”, on a

scheduled basis. Our stakeholders work with us to establish timelines for all activities from permit intake

through the C/O process. Compliance with these timelines are validated periodically and our

stakeholders are informed of the department’s ability to maintain these timelines. Periodically these

timelines are modified through mutual agreements with our stakeholders. All timelines are posted on

our website and throughout the department.

• Accuracy- Accuracy is achieved through the use of checklists developed by staff, random email surveys,

and management site visits. Checklists are used to guarantee consistency or accuracy in all department

activities. These checklists are updated periodically when changes of various codes are published or

Message from the Director

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when interpretations to codes are rendered. The Building Department emails over 2,000 survey a month to contractors following the completion

of construction projects. Surveys are analyzed and solutions are brainstormed and included in the standard operating procedures and appropriate

checklists. Management site visits to various commercial construction sites are conducted on a weekly basis. These site visits provide

management the opportunity to speak one-on-one with the construction firm representative to gauge the accuracy, timeliness, and customer

service of our department and staff.

• Customer service – Customer service is deeply embedded in the culture of the Building Department. Customer service questions are a part of

the candidate interview process. The department directors and managers discuss a different customer service topic at each weekly

management staff meeting and those managers are required to also discuss the same topic at their weekly division staff meetings. Minutes are

required to be submitted following each division staff meeting to be reviewed by their respective supervisor. The topic of customer service is

integral to all weekly staff meetings and it is also included in Building Department Pre-build meetings, surveys, management site visits, pre-

certificate of occupancy meetings, and stakeholder meetings

The Building Department has developed significant initiatives to promote customer service. The new drive-thru, which opened in October of

2019, continues to experience an increase in use. In January 2020, at the request of our stakeholders the hours were extended to 7 a.m.-4:30

p.m. to allow contractors to come through earlier, before the start of their regular day.

Additional initiatives to promote customer service include a live phone operator, an employee serving as a concierge, additional stakeholder

meetings, an online suggestion box, email messaging for inspections, red tag elimination program, hiring of additional staff, staff mentorship

program, state-approved internship program, internal audit procedures and permit journey tracking.

Each customer who sends a written compliment related to stellar customer service receives a signed letter from the department Director. The

Building Department receives, on average, one written compliment, per day. The names of each employee, who receive a compliment, go into a

monthly drawing for a gift card to a local business, paid for by management staff.

During the pandemic, the Department responded by offering an increased electronic presence including the additional of 52 online permits and the

implementation of a virtual inspection process. We began holding virtual meetings with our stakeholders to keep the lines of communication open and

we increased the types of transactions offered through the drive thru.

We feel that these all these initiatives are vital to the department being able to hire the most qualified staff, retain staff by providing career pathways for

all employees, and increase overall efficiency. This increase in efficiency has resulted in numerous permit fee decreases, the largest of which was approved

October 2020.

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As the Building Departments continues to work to maintain their accreditation, we will continue to build on this foundation of outstanding service and

commit to continuous improvement and innovation to remain among the best in our field and contribute to the City’s Strategic Goals of a high performing

government organization, to ensure vibrant neighborhoods and support a diverse economy and employment opportunities through our timeliness.

This 5-year Strategic Business Plan was developed to provide guidance in the operation and development of the City of Port St. Lucie Building Department

as it strives to meet the needs, and expectations, of our community.

Sincerely,

Joel A. Dramis, Building Code Administrator

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The FY 2021-2026 Port St. Lucie Building Department Strategic Business Plan is our roadmap for the next five years to further the City’s mission of

exceptional customer service. It is a living document that will evolve to address Port St. Lucie’s changing demographics, City Council policy and

strategic plan priorities and technological advances.

The plan sets goals that tell us where we need to focus our efforts throughout the department. We identified specific initiatives to help us reach

these goals. From there, we developed key performance indicators, so we can measure what matters and track our progress. In the end, we

created a document that both maps realistic expectations and forces us to strive to be more effective, efficient and creative in the delivery of

services and projects.

The plan consists primarily of the general goals and initiatives set for each fiscal year, with the detailed projects developed as the budget for that

fiscal year. The two documents combined form the complete blueprint of how the Port St. Lucie Building Department will continue to grow into

the future. Information gathered from the community, training programs, outside agencies and all other sources can provide valuable insight when

developing planning assumptions and policing strategies used. Annually through meetings, retreats, community surveys, and individual reviews,

an analysis will occur of the success of the Department in meeting the goals set for the completed fiscal year, while adding a new fifth year

projection to the plan

The Building Department Business Plan has three sections:

• Strategic structure including the vision, mission, and values of the department.

• A descriptive profile of the department including the organization and budgets, a summary of the strengths, weaknesses, opportunities

and threats for the department, and the departmental goals for the next five fiscal years.

• Responsibilities, goals, strategic initiatives, projects and performance measures over the next five fiscal years.

The Building Department Business Plan will be updated annually to ensure that the plan aligns with the City’s Strategic Plan. The department

provides significant contributions in meeting the following goals of the City’s Strategic Plan:

• A safe, clean and beautiful city,

• Diverse Economy and Employment Opportunities,

• High quality infrastructure and facilities, and

• A high performing city government organization.

About This Plan

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The City continues to experience notable changes in the building industry. The number of single-family homes in planned communities continues

to outnumber the number of homes built on scattered lots. The total number of building permit applications is now at 5,000 per month. Specialized

health care facilities and various treatment centers are being built throughout the city. Trendy fast food restaurants have occupied small, once

vacant spaces in shopping centers and adventure-themed activity centers are now leasing larger vacant tenant spaces. The number of new multi-

family apartment complexes are growing rapidly, and occupancy rates are high as more and more individuals and families struggle to afford to

purchase a single-family home.

Our customers continue to attempt to construct projects in less time while plagued by labor shortages and lack of qualified supervision. Building

Department staff constantly monitors the level of customer service delivered to our customers through monthly stakeholder meetings, pre-build

meetings, surveys, management site visits and Treasure Coast Builders Association monthly chapter meetings. The voiced desirables from our

customers are analyzed and studied as staff works to deliver these desirables without increasing cost for service or expanding established

timelines.

These tools and consistently monitoring the number of permits applied for provide the data necessary to measure the workload of the different

divisions. While permitting of single-family homes in the planned communities has increased, the number of permits for scattered lots has waned

due to the increase in the land costs and neighborhood conditions. The price differential between homes on scattered lots and planned

communities has decreased, making a home in a planned community more desirable. These homes also tend to retain their values better than

scattered lot homes and the list of amenities is most desirable to the 55 and over buyer.

The Building Department continues to analyze best practices used by building departments throughout the country. Our staff searches for proven

customer service techniques from government agencies, as well as, other service-related businesses, that we apply to all facets of our daily

activities. We use all tools available to increase efficiency and lower cost for service. These lower cost for services has and will result in lower fees

to our customers.

Management applies both the analytic and wholistic approach to the development of best practices and customer service initiatives.

We know that someday the workload will lessen. The most important considerations are when will a slowdown occur and for how long will it last.

Interest in single-family homes and commercial construction is growing, for now. Our conversations and interviews with lenders, realtors,

Trends Analysis

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contractors and planners have indicated that this growth will continue to increase, and any potential slowdown will be minimal and short-lived.

Our goal is to be as prepared for any slowdown in the same way we planned for the growth.

As our workforce grows and transitions, the addition of checklists and virtual inspection technology will help the department maintain efficiency

and retain the knowledge base of staff.

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15192 20763 21132 2813537869

020,00040,00060,00080,000

100,000120,000140,000160,000180,000200,000220,000

2017 2018 2019 2020 2021

Plans Reviewed and Inspections Conducted

Inspections Conducted Plans Reviewed

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The Building Department is dedicated to providing qualified field inspections, convenient and easily accessible information and services, and accurate record-keeping. The Department’s "one-stop shopping" concept and automated services contribute to their ability to respond in a timely fashion to requests for service. While keeping in mind each division's specific focus on part of the building process, the Building Department is committed to working as a team, uniting with other City departments to accomplish our goal of protecting and serving the citizens of the City of Port St. Lucie. The City of Port St. Lucie Building Department is one of only five building departments in the State of Florida and 25 departments in the world accredited by the International Accreditation Service (IAS). Strategic Initiatives developed by the Building Department to ensure quality customer service, include:

• Monthly Stakeholder Meetings

• Management site-visits

• Realtor Assist Training Program

• Express Permits a.k.a. "Master Permits"

• Red Tag Elimination Program

• Quality Assurance Program

• Department Service Goals

• Contractor Feedback Surveys

• Annual Management Review on criteria

• Project FUSION

FY 2020-2021 BUILDING DEPARTMENT INITIATIVES

The work of the Building Department advances the City of Port St. Lucie’s Strategic Plan goals of a Safe, Clean and Beautiful City, fosters Vibrant

Neighborhoods, supports a Diverse Economy and Employment Opportunities, ensures High Quality Infrastructure and Facilities and contributes

to a High-Performance Government Organization.

About the Building Department

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Specifically, in FY 2020-2021, the Department accomplished the following:

Supporting a Diverse Economy and Employment Opportunities, Vibrant Neighborhood and High-Quality Infrastructure and Facilities:

• Increased permitting and issued 5,157 single family residential permits (an 52% increase over FY19/20); 77 multi-family permits (a 133%

increase over FY19/20) and 372 commercial permits (a 4% decrease over FY19/20).

• Increased online permitting to 79% usage in FY20/21, from 50% in FY19/20.

Contributed to a High Performing Government Organization through growing customer service:

• Advanced the City’s organizational vision of national recognition as a City providing superior services through a diverse, empowered and

visionary City team through creating and providing training for other building officials.

Revenues and Trends:

Activity related to permitting continues to increase based on marketing analysis from trade and lending institutions. It is estimated that the

much anticipated, updated changes to the Florida Building Code will increase building cost, in the near future. Building codes typically lag behind

forensic engineering analysis following natural disasters, such as hurricanes and storm surge. Additionally, the lack of affordable scattered lots

will continue to contribute to a decrease in scattered lot construction while the desire to live in planned communities will increase.

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To continue the success of the Building Department, we began expanding our mentorship program to familiarize and educate newer employees of the

workings of the government and encourage participation and introduce career longevity. Employees are also encouraged to participate of department

led seminars and training events on a local, statewide and international platforms. The Mentorship program helps to retain both senior and younger

employees, build career-minded staff, and helps the department to be able to hire and retain the most qualified candidates. In effect, mentors are

developing the groundwork for succession in their positions.

The Building Department has also created several Internship Programs. These programs are each approved by the State of Florida Building Code

Administrators and Inspectors Board (BCAIB) and subject to strict state guidelines. Internship programs allow for certified employees to train newly

licensed employees, for a specific time period, in their attempt to become fully certified in other trades. Internship programs provide the opportunity

for more experienced inspectors to develop their successors, within their scope of expertise.

The Building Department has been working to develop a succession plan for the Administration Division. The department promoted a Chief Building

Inspector to Senior Chief Building Inspector. This provides a career growth to prepare for senior leadership. Additionally, the added vacancy of Chief

Building Inspector could potentially allow an inspector or plans examiner, whom have continued their education and certifications, to have an

opportunity for growth and advancement.

Department leaders are meeting with employees to develop career pathways by incorporating department-developed, state-approved internship

programs that will provide opportunities for additional certifications. Multi-certified employees will aid in the overall plan to increase efficiency and

reduce costs which will translate to lower permit fees.

In the areas of Permitting and Plans Review, acting supervisors have been put in place when the supervisor is absent. These employees are being

mentored and trained to potentially advance into these roles, if the desire is there.

In the area of diversity, the department has continued to hire the best person for each position. The Building Department has found that departments

that are diverse, outperform others. As the department encounters 1,000’s of people a day, it’s important to hire and promote qualified individuals

from all walks of life. The Building Department works to provide a sense of belonging to all employees by providing mentorship, education and training

and career pathways for advancement opportunities for all employees.

Organizational Trends and Succession Plan

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Areas of focus in this business plan:

STRENGTHS Organizational Structure Accredited Department Internship Program Mentorship Program Career Path Opportunities Customer Focused Employee Retention Wholistic Strategies

WEAKNESSES Lack of Time to Complete all Activities Lack of Resources for Online Activities Interdepartmental Relationships Lack of resources to keep up with technological

advancements

OPPORTUNITIES Reduce Permit Fees Floodplain Management Building Department Re-accreditation Rewrite City Floodplain Ordinance Support tor CRS Implementation of Virtual Inspections Utilize Cloud Group and Stakeholder

Meetings to build relationships

THREATS

Changes in State Codes and Legislation Deregulation of Staff Requirements Lack of Qualified Construction Personnel Modified Policies and Procedures for Permitting Request to work outside of what is allowable by

code and/or statute Impact Fees Agreements, Allocations, and

Tracking

Building Department

SWOT

SWOT Analysis

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MISSION STATEMENT

The Mission of the Building Department is to protect the public’s health, life safety, and

general welfare in the Built Environment incorporating the development and application of

best practices principles.

To build the premier Building Department in the State of Florida on a foundation of modeling

the best practices of timeliness, accuracy, and customer service in all functions, while

developing positive relationships with our customers, elected leaders and stakeholders and

become a positive global influence in the field of building code regulation and government

activities helping Port St. Lucie lead the world.

• Provide reliable, consistent permitting, inspections, and plans reviews

• Accountable government services

• Dedicated staff committed to addressing the requests of the public

• Professional interactions

• Unparalleled customer service

VISION

VALUES

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Goal 1 Continue to build a world class department. Strategic Initiatives • 1.2: Assess Staffing Levels • 1.3: Update standard

operating procedures, department policies and activity checklists

• 1.4: Participate in educational activities at local, state and national events.

Goal 2 Review plans, issue permits and conduct inspections to safeguard life and property in compliance with applicable codes and ordinances: Strategic Initiatives • 2.1: Review City Ordinances

and policies to propose revisions

• 2.2: Rewrite remaining portion of City Ordinance 150, pertaining to Contractor Licensing

• 2.3: Ensure quality and timely inspections and plan reviews

Goal 3 Deliver the Highest Level of Customer Service Strategic Initiatives

• 3.1: Enhance service through technology upgrades and innovation

• 3.2: Advance Customer service in administrative, inspections, plan review and permitting

• 3.3: Continue implementation of permit journey tracking

• 3.4: Research customer service activities from the business and government community.

Goal 4 Support staff with the tools and equipment needed for success Strategic Initiatives • 4.1: Enhance professional

development

• 4.2: Upgrade facilities

• 4.3: Participate in State Associations and BCAIB

• 4.4 Provide necessary tools for exceptional customer service

Goal 5 Proactively Engage and Educate Contractors, Stakeholders and Customers on Services, Functions and Programs. Building Partnerships. Strategic Initiatives • 5.1: Provide outreach to

contractors • 5.2: Provide outreach to

citizens

FY 19-24 Building Department Goals and Strategic Initiatives

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Goal 1: Continue to build a world class department

Strategic Initiative 1.1: Assess Staffing Levels to reflect the needs of our customers’ expectations outlined in our service goals

Strategic Initiative 1.2: Update Standard Operating Procedures, department policies and activity checklists

PROJECTS

Year 1: 2021-2022

• Access current workload and determine if additional staffing will be needed for projected.

• Request to add two (2) inspector FTE’s

• Continue development of succession plan

Year 2: 2022-2023

• Access current workload and determine if additional staffing will be needed for projected, future projects to maintain timeliness goals and expectations of our customers.

• Request to add three (3) inspector and two (2) plans examiner FTE’s.


Year 3: 2023-2024


• Request to add two (2) Inspector FTE’s.


Year 4: 2024-2025


• No anticipated staffing increases.


Year 5: 2025-2026


• No anticipated staffing increases.


PROJECTS

Year 1: 2021-2022

• Continue to update Standard Operating Procedures

• Create procedures miscellaneous functions

• Review and update all department checklists for compliance with 7th edition of the Florida Building Code.

Year 2: 2022-2023

• Continue to update Standard Operating Procedures

• Review and update all department checklists.

Year 3: 2023-2024

• Access upcoming projects to determine if additional staff will be needed

• Evaluate procedures to see if needs have changed

• Review and update all department checklists

Year 4: 2024-2025




Year 5: 2025-2026




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Strategic Initiative 1.3: Participate in educational activities at local, state and national events

*Currently under evaluation to lower number due to Master Permitting **ISO ratings are every 3 years. Next one is in 2024

PROJECTS

Year 1: 2021-2022

• Develop and teach at the BOAF Emerging Technologies Event

• Develop and teach 2 classes at BOAF annual conference

• Participate in City University

• Conduct a Realtor Assist class

Year 2: 2022-2023



• Develop and teach class at Florida League of Cities



Year 3: 2023-2024






Year 4: 2024-2025






Year 5: 2025-2026






GOAL 1 KEY PERFORMANCE INDICATORS (KPIs):

City Council

Strategic

Goal

Key Performance Measures

2012

Results

2015

Results

2018

Results

2021

Results

2024**

Target

Effectiveness Measures High

Performing

Government

Organization

New Measure: Ranking of Building

Code Effectiveness Grading

Schedule (BCEGS), from the

Insurance Services Office (ISO). Best

ranking possible is Class 1 for

Residential and Class 1 for

Commercial.

Class 4 –

Residential

Class 3 –

Commercial

Class 3 –

Residential

Class 3 -

Commercial

Class 3 –

Residential

Class 2 –

Commercial

Class 3* -

Residential

Class 2 -

Commercial

Class 2 -

Residential

Class 2 –

Commercial

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Goal 2: Review plans, issue permits and conduct inspections to safeguard life and property in compliance with

applicable codes and ordinances

• Strategic Initiative 2.1: Review City Ordinances and policies to propose revisions

• Strategic Initiative 2.2: Rewrite remaining portion of City Ordinance pertaining to Contractor Licensing

PROJECTS

Year 1: 2021-2022

• Review all city ordinances and make changes as needed based on the current economy, and needs of department, Florida Building Code and State Statutes

Year 2: 2022-2023


Year 3: 2023-2024


Year 4: 2024-2025


Year 5: 2025-2026


PROJECTS

Year 1: 2021-2022

• Meet with the Legal Department to develop and schedule for review

• Propose changes to City Council

Year 2: 2022-2023

• Review City Ordinance 150 with the Office of the City Attorney and compose necessary revisions to ordinance

• Evaluate permit fees to ascertain if reductions can be made

• Conduct a fee comparison with other benchmarking communities

Year 3: 2023-2024

• Review City Ordinance 150 with the Legal Department and compose revisions to remaining ordinance

• Evaluate permit fees to ascertain if updates or changes need to be made

Year 4: 2024-2025

• Review ALL city ordinances applicable to building department activities and determine If changes are needed.

• Conduct a fee comparison with other benchmarking communities

Year 5: 2025-2026

• Review ALL city ordinances applicable to building department activities and determine if changes are needed.

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• Strategic Initiative 2.3: Participate in the Florida Building Code Revision process

• Strategic Initiatives 2.4: Ensure quality and timely inspections and plans review

PROJECTS

Year 1: 2021-2022

• Meet with staff to discuss code issues

• Consult with code experts about code proposal

• Write code revisions

• Submit appropriately

Year 2: 2022-2023





Year 3: 2023-2024



• Write code revisions Submit appropriately

Year 4: 2024-2025





Year 5: 2025-2026





PROJECTS

Year 1: 2021-2022

• Consult with stakeholders regarding permit timelines

• Analyze quality assurance reviews

• Increase number of quality assurance reviews

• Review inspection results in PANDA

• Expand virtual inspection technology

Year 2: 2022-2023






Year 3: 2023-2024






Year 4: 2024-2025






Year 5: 2025-2026






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*QA Reports conducted was changed from monthly to quarterly.


City Council

Strategic

Goal


FY 2017/18

Results

FY 2018/19

Results

FY 2019/2020

Results

FY 2020/2021

Results

FY

2021/2022

Target

Workload

Measures

High

Performing

Government

Organization

New Measure: Number of Quality

Assurance Reviews

288 321 473 122* 300

New Measure: Number of Virtual

Inspectors Conducted

N/A N/A 1,646 2,121 2,200

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Goal 3: Deliver the Highest Level of Customer Service

• Strategic Initiatives 3.1: Enhance service through technology upgrade and innovation

PROJECTS • Adding remaining permit types to online permits

• Add additional inspections that can be conducted virtually

• Integration of PANDA into FUSION

• Development of webinar option for training events

• Add modifications to PANDA as recommended by our stakeholders

• Addition of online Contractor Licensing applications

• Complete conversion of all paper submittals to electronic

Year 1: 2021-2022

• Review technology advancements of state and national businesses

• Attend BOAF Emerging Technologies Conference

• Review technology proposals sent to the department

• Evaluate and review virtual inspection technologies for full implementation.

Year 2: 2022-2023

• Review existing technology with stakeholders

• Consult with vendors on new technology

• Meet with local neighboring jurisdictions about unifying technology efforts


• Evaluate current system to see if changes need to be made

Year 3: 2023-2024

• Review technology advancements of state and national businesses


• Consult with the IT Department on technology upgrades


Year 4: 2024-2025

• Study trends in technologies to provide a higher level of customer service



Year 5: 2025-2026

• Review existing technologies with stakeholders

• Meet with local neighboring jurisdictions about unifying technology efforts.



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• Strategic Initiatives 3.2: Advance customer service for administrative, inspections, plan review, and permitting

PROJECTS

Year 1: 2021-2022

• Review all posted service

goal timelines for

permitting, plan review and

inspections

• Review timelines for

administrative functions

• Adjustment timelines based

on staff and stakeholder

input.

• Post and publish new

timelines

• Monitor customer service

through quality

assessments on each

employee once per month

• Review accuracy of

activities performed by staff

on a monthly basis

• Review website for

accuracy with new rules

and regulations

Year 2: 2022-2023


goal timelines for


inspections





input.


timelines


through quality

assessments on each




on a monthly basis



and regulations

Year 3: 2023-2024


goal timelines for


inspections





input.


timelines


through quality

assessments on each




on a monthly basis



and regulations

Year 4: 2024-2025


goal timelines for


inspections





input.


timelines


through quality

assessments on each




on a monthly basis



and regulation

Year 5: 2025-2026


goal timelines for


inspections





input.


timelines


through quality

assessments on each




on a monthly basis



and regulation

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• Strategic Initiative 3.3: Continue the implementation of permit journey tracking

PROJECTS • Add permit journey tracking feature to PANDA or consult with private vendor to initiate “Permit Journey Tracking”, monitor results, initiate changes, as required, to meet

service goals

Year 1: 2021-2022


goal timelines for


inspections

• Evaluate the journey of a

permit within each division



input.


through quality

assessments on each


Year 2: 2022-2023


goal timelines for


inspections





input.


through quality

assessments on each


Year 3: 2023-2024


goal timelines for


inspections





input.


through quality

assessments on each


Year 4: 2024-2025


goal timelines for


inspections





input.


through quality

assessments on each


Year 5: 2025-2026


goal timelines for


inspections





input.


through quality

assessments on each


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• Strategic Initiative 3.4: Research customer service activities from the business and government community

PROJECTS • Attend customer service training events.

• Research proven customer service initiatives from government agencies and private businesses and adapt into Building Department culture.

• Explore customer service failures, to avoid, in the Building Department

Year 1: 2021-2022

• Meet with other jurisdictions to exchange procedures, ideals, and processes

• Visit the websites of other cities/counties for ideas and activities to improve customer service

Year 2: 2022-2023

• Visit neighboring jurisdictions to observe and learn their operation

• Meet with corresponding jurisdictions to exchange procedures, ideals, and processes

Year 3: 2023-2024



Year 4: 2024-2025



Year 5: 2025-2026



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*New FTE was added mid-way through FY


City Council

Strategic

Goal


FY

2017/2018

Results

FY

2018/2019

Results

FY

2019/20

Results

FY

2020/2021

Results

FY

2021/2022

Target

Workload

Measures

High

Performing

Government

Organization

Single Family Permits Issued 1,942 2,639 3, 379 5,158 4,000

Multi-Family Permits Issued 297 127 34 77 200

Commercial Permits Issued 244 273 215 363 300

Miscellaneous & Sub Permits Issued 20,021 36,705 47,546 63,943 45,000

CO’s Issued 1,687 2,356 3,109 3,538 4,200

Plans Reviewed & Approved 14,021 17,617 18,683 29,707 20,000

Licenses Applied for 651 598 716 828 700

Licenses Investigations 5,592 4,698 4,368 3,966 4,200

Total Dwelling Units 2,239 2,200 3,413 5,235 2,800

Number of Plans Reviewed per Plans Examiner 2,003 1,957 2,075 2,475 2,000

Efficiency

Measures

High

Performing

Government

Organization

Number of Permits Applications per Permit

Clerk

3,565 4,416 4,746 5,879 4,500

Number of Inspections per Inspector 3,834 2,529 2,988 2.853 2,800

Number of Licensing Investigations Per

Investigator

1,398 1,566 1,456 991* 1,200

Effectiveness

Measures

High

Performing

Government

Organization

*Customer Satisfaction Survey for Permits 8.9 9.3 9.1 9.3 9.5

*Customer Satisfaction survey for Inspections 9.1 9.4 9.0 9.5 9.5

*Customer Satisfaction survey for Plan Review 9.2 9.1 9.5 9.1 9.5

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Goal 4: Support staff with the tools and equipment needed for success

• Strategic Initiative 4.1: Enhance professional development through certifications and education

PROJECTS • Encourage staff attain additional certifications (provide training, incentives and testing vouchers)

• Add mechanical inspector and mechanical plans examiner to list of state-approved internship programs

• Increase participation in mentorship program

• Encourage staff participation in Building Inspector and Plans Examiner Internship Program

Year 1: 2021-2022

• Develop Internship Program

for building inspectors and

plans examiners

• Obtain state approval for

the Internship Program

• Initiate Internship Program

to staff

• Create Mentorship Program

• Introduce the Mentorship

Program to staff

• Increase certification

incentives for staff

• Start career pathways for

ALL staff

• Monitor certification

renewals for staff

Year 2: 2022-2023

• Monitor Internship Program

• Build Mentorship Program

to include more

involvement

• Review certifications and

discuss incentives with staff

• Encourage more

participation in the

Mentorship Program

• Review career pathways

• Provide additional training

in areas of need

Year 3: 2023-2024


• Review Mentorship

Program for participation

and analysis

• Monitor certification

renewals for staff


in areas of need

• Review possible training

events for staff

Year 4: 2024-2025


• Build Mentorship Program

to include more

involvement

• Review certifications and

discuss incentives with staff

• Encourage more

participation in Mentorship

Program

• Review career pathways


in areas of need

Year 5: 2025-2026

• Review the need for

additional Internship

Programs

• Review certifications

incentives and make

proposals for staff

• Review career pathways for

ALL employees

• Review Mentorship

Program and adjust as

needed

28 | P a g e

• Strategic Initiative 4.2: Upgrade Building B and Facilities

• Strategic Initiative 4.3: Participate in State Associations and Building Code Administrators and Inspectors Board (BCAIB)

PROJECTS

Year 1: 2021-2022

• Install lighting to exterior

back parking lot

• Repair and renovate Kail

Street house

• Expand and update City

Clinic facilities

• Add additional EV parking

provisions

• Renovate Best Street house

• Paint exterior of Building B

Year 2: 2022-2023

• Install new ceiling in the

training room

• Remodel Plan Review area

• Evaluate infrastructure for

necessary repairs, as

needed

Year 3: 2023-2024

• Renovate Contractor

Licensing

• Add additional EV Charging

Stations to parking lot



needed.

Year 4: 2024-2025

• North addition to Building B

• Update entry/lobby

• Upgrade training room/EOC



needed.

Year 5: 2025-2026



needed.

PROJECTS

Year 1: 2021-2022

• Encourage attendance in BOATC monthly meetings

• Attend BCAIB Board

Meetings

• Attend one Florida Building

Commission Meeting

• Attend monthly Chapter

Meetings with TCBA

• Attend BOAF Conference

Year 2: 2022-2023



Meetings


Commission Meeting


Meetings with TCBA


Year 3: 2023-2024



Meetings


Commission Meeting


Meetings with TCBA


Year 4: 2024-2025



Meetings


Commission Meeting


Meetings with TCBA


Year 5: 2025-2026



Meetings


Commission Meeting


Meetings with TCBA


29 | P a g e

• Strategic Initiatives 4.4: Provide staff with the necessary tools to conduct inspections, plans review and provide exceptional

customer service

PROJECTS

Year 1: 2021-2022

• Evaluate the needs of each

division and determine

what equipment is needed

• Make sure current

equipment is accurately

calibrated, if required

• Provide proper testing tools

• Evaluate age and condition

of computers, iPads and

office equipment and make

necessary purchases of

aging equipment.

• Provide high-functioning

computers with ample

memory to conduct

electronic reviews

Year 2: 2022-2023












aging equipment.



memory to conduct

electronic reviews

Year 3: 2023-2024












aging equipment.



memory to conduct

electronic reviews

Year 4: 2024-2025












aging equipment.



memory to conduct

electronic reviews

Year 5: 2025-2026












aging equipment.



memory to conduct

electronic reviews

30 | P a g e

Goal 5: Proactively Engage and Educate Contractors, Stakeholders and Customers on Services, Functions and

Programs

• Strategic Initiatives 5.1: Provide outreach to contractors through monthly training events and meetings

PROJECTS

Year 1: 2021-2022

• Conduct Monthly

Stakeholder Meetings

• Publish Monthly newsletter

• Attend monthly chapter

meetings with TCBA

• Provide email notifications

of code changes

• Send notifications to

increase attendance at

trade association meetings

• Assess each stakeholder

meeting for relevancy and

format

Year 2: 2022-2023

• Conduct Monthly




meetings with TCBA


of code changes




• Develop Business University

Year 3: 2023-2024

• Conduct Monthly




meetings with TCBA


of code changes






format

Year 4: 2024-2025

• Conduct Monthly




meetings with TCBA


of code changes




Year 5: 2025-2026

• Conduct Monthly




meetings with TCBA


of code changes






format

31 | P a g e

• Strategic Initiatives 5.2: Provide outreach to citizens

PROJECTS

Year 1: 2021-2022

• Teach at City University

events

• Participate in Hurricane

Expo and TCBA Home Show

• Provide education at HOA’s

and civic organizations

upon request

• Update and publish a

Homeowner-Builder

booklet as required

Year 2: 2022-2023


events





upon request

• Review and update the

Homeowner-Builder

Booklet as required

Year 3: 2023-2024


events





upon request


Homeowner-Builder

Booklet as required

Year 4: 2024-2025


events





upon request


Homeowner-Builder

Booklet as required

Year 5: 2025-2026


events





upon request


Homeowner-Builder

Booklet as required

32 | P a g e

This strategic plan considers the long-term role the Building Department has in serving the City of Port St. Lucie focused on key steps and

immediate impacts. Implementing this plan, therefore, requires thorough planning and resource allocation. It also requires continuous

communication, reflection, collaboration, evaluation, and transparency to ensure that these initiatives, once carried out, indeed achieve the

intended goals.

Building Department staffing can become quite challenging as we adapt to the everchanging economics of the building industry. We have

experienced both ends of this dilemma throughout the years. In times of exponential growth, it becomes difficult to hire experienced, certified

personnel. In time of exponential growth, it becomes increasingly difficult to hire experienced, certified personnel. Tradespeople, whom are the

potential pool of eligible candidates, find themselves in high demand and high salary positions during growth. These eligible candidates often do

not wish to give up their business or trade to work with local government and experience unpredictable expectations. The employment

challenges change when the workload decreases and as a result the department becomes overstaffed. Management must work to reallocate

staff to other departments, reassign some employees to other positions within the department, seek voluntary separation options or possible

separation from service. Difficult decisions may be necessary when extensive market analysis provides insight into market conditions.

Every year, Building Department leadership and key stakeholders, in consultation with the Strategic Initiatives Director, will review the plan and update it as appropriate. Ongoing collaboration and accountability, combined with the flexibility to adjust this plan and resources as needed, will ensure that the implementation stays true to the vision for these goals and strategic initiatives. Initiative progress will be monitored continually. The Building Department is comprised of a dedicated team of talented professionals who are passionate about serving the citizens of the City of

Port St. Lucie. This Strategic Business Plan aims to outline a vision for how the Department will better deliver services to its stakeholders and an

action plan for doing so. While not all future challenges and opportunities are yet known, this plan will help the department focus on continuous

improvement and better serving the citizens of Port St. Lucie. Through implementing this plan, the Building Department will embody its mission.

Conclusion

city of port st. lucie building department fy 2020-2025

Documents