HomeMy WebLinkAboutCOW 2015-01-26 Item 4D - Powerpoint Presentation Shown at Meeting - LEAN Process for Code Enforcement and Budget UpdateCode Enforcement —LEAN
City of Tukwila Mission Statement
To provide superior services that support a
safe, inviting, and healthy environment for our
residents, businesses and guests
Tukwila, Washington
The City of Opportunity, The Community of Choice
Fourth Quarter 2014
What is LEAN?
LEAN is a systematic approach to analyzing work
processes to identify and eliminate unnecessary
steps and inefficiencies.
Through guided exercises (and with a
microscope) we examined how we take a case
from complaint to compliance.
Why LEAN?
Code Enforcement is a critical component to improving
neighborhood quality of life and ensuring a safe and
healthy community
A periodic in -depth review of processes is a great
opportunity to fine -tune and keep on track
We must be efficient to be effective
What we learned
(and what we want you to know
• We are LEAN already
• There are restraints that cause delays over
which we have no control
• We are currently working at capacity
Agenda
• The Beginning
• Case Studies
• Mapping a case
• Community Feedback
• Delays identified
• Analyze & Question
• Goals
• Experiment
• 30 -60 -90 Day Implementation Plan
• What we learned
The Beginning...
We asked ourselves:
• Why does it takes so long to close a case file?
• Is it possible to be more effective and efficient?
• How can we be more proactive?
6 YEARS TO CLEAN UP
*Mental illness
*Homelessness
*Hoarding
*Deceased owner
*Missing owners
*Legal limitations
* batement and new ownershii
achieved compliance.
10.16.2014 07.42
Case Study #2 - (Months)
Signage
,1Jf[R11TSIdA
INSIU
co
BE
INSI
2 months to clean up
*Language barriers
*Business owner vs. property owner
*New business ownership
*Foreclosure
*Missing owner
Ie i1,{Sw �A
*Respu.„.ve dim
property owner achieved
compliance.
Mapping a Case
A case can take up to seven different paths to go from complaint to compliance.
We focused on just one case file for this LEAN exercise.
The Big Seven
Each process ends with a decision that leads
to another process
Initial
Investigation
(61)
Partial Follow up
Compliance Investigation
(58) i (57)
Full
Compliance
(59)
Violation
Notice and
Order
(56)
Infraction
Issued
(47)
Courtesy
Infraction
Letter
(50)
Delays
• Language and Cultural barriers
• Hoarding
• Mental illness
• Financial limitations
• Other
• Legal limitations
• TRAKiT
• Missing owners
• Elderly /disabled
Compliance is dependent upon the willingness of the offender to comply.
Motivating the offender to comply requires communication, cooperation and
providing available resources.
Community Feedback
• Cases take too long
• Too many chances given to violators
• Not enough time to keep complainant current
• Not doing proactive code enforcement
• City systems not connected
Analyze &Question
• By mapping our process and analyzing the
community feedback we were able to
determine if there was a more effective and
efficient way
• Then we took the list of delays and questioned
if there were solutions, or available resources.
Exercises to Identify Goals
• Define Code Enforcement Systems
(Example pg.7)
• Define current state, future state and
action needed to get there (Example pg.8)
• Value Results Map Worksheet
(Example pg.8)
oals that evolved:
ly work code enforcement
• Reduce the backlog of nuisance
properties
• Reduce the time to close cases
• Improve the overall health and safety of
the community
• Improve communication with City council
Initial Experiment
Courtesy Letter
In lieu of initial site visit, issue courtesy letter
automatically when a complaint is received. This may
eliminate further steps if violator complies right away.
Plan
• Draft Courtesy Letter Mary Dec 1, 2014
• Pilot Courtesy Letter Mary Jan —March 2015
• Evaluate pilot results Team Jerry Aril 15, 2015
Goal
Efficiency
30 -60 -90 Day Plan
Form letters in TRAKiT
Revise Rental Inspection
Schedule community clean ups
Utilize dump pass program
Conduct additional experiments
Analyze experiments
Identify TRAKiT challenges
Coordinate with community
connectors for language
assistance
90 Days:
■
Formalize current staffing levels
Analyze experiments
7
Assist in completing addressing
corrections
Establish annual briefing to
Council
Implement TRAKiT changes
Action log
To ensure that we achieve the 30-60-9Oda
implementation plans.
The action log is a way for the team leader
and team sponsor to manage and monitor
ongoing progress.
What we learned
• Examining our practices has changed our
way of thinking
• We continually ask ourselves how can we be
more effective and efficient
• The time a case takes from complaint to
compliance is as short as it can be
...and more
• Moving from REACTIVE to PROACTIVE will
require additional resources
• We strengthened our team and aligned our
efforts to provide greater aring,
Professional, and esponsive service
• Our team is LEAN