Report on Staffing and Organization of the Property Standards...

Public domain photos not specifically from Nashville

Report on Staffing and Organization of the Property Standards Division Metropolitan Government of Nashville & Davidson County, Tennessee December 20, 2016

790FrontageRoadSuite110Northfield,Illinois60093(847)441-4175

www.fiscalchoice.com

MetropolitanGovernmentofNashvilleandDavidsonCounty,TennesseeReviewofPropertyStandardsDivisionStaffing

TableofContents

1. ExecutiveSummary......................................................................................................................3

2. PurposeoftheProject.................................................................................................................6a. CouncilRequest.............................................................................................................................6

b. Mayor’sResponsetoCouncilRequest....................................................................................7c. ScopeofReview..............................................................................................................................7

3. TheStatusQuo...............................................................................................................................8

a. MetroNashville’seffortsincomparisontopeers...........................................................114. ShortTermRentals....................................................................................................................12A. HOSTCompliance................................................................................................................................15B. Hotel/MotelTaxReceipts.................................................................................................................15

5. Councilcommentsonenforcementofpropertystandardscode...............................17

a. Differencesbetweengeographicareas...............................................................................19

b. Codes&BuildingSafetyJobDescriptions..........................................................................20c. CoordinationwithotherunitsofMetroGovernment....................................................21

d. StayingCurrentwithRuleChanges......................................................................................214. Nashville’sGoalsandLessonsfromPeers.........................................................................22

a. Howpeersaccomplishthesamegoals................................................................................23

5. Recommendations.....................................................................................................................24a. Staffsize(numberbyjobtitle)..............................................................................................24

i. Comparisonstoothercommunities......................................................................................24ii. Loanfund......................................................................................................................................24

iii. Operationalreviewandrecommendations.....................................................................25

b. Organizationstructure.............................................................................................................26c. Shifts...............................................................................................................................................27

d. Reports..........................................................................................................................................28

e. CustomerServiceOrientation................................................................................................28f. CodesOffenderSchool...............................................................................................................30

g. Training.........................................................................................................................................31h. CoordinationwithMetroPolice............................................................................................32

i. Languageneeds(esp.Spanish)...............................................................................................33

j. Balancingreactive(complaint-driven)andproactiveefforts.....................................33k. ChangetheProcessforHighWeedsandGrassandAbandonedVehicles...............34

i. HighWeedsandGrass...............................................................................................................34ii. AbandonedVehicles..................................................................................................................34

l. EnactinganAdministrativeHearingOfficerinLieuofEnvironmentalCourt........35

m. PerformanceMetrics...............................................................................................................38AppendixI RequestsforServiceMapsAppendixII IndianapolisChartsAppendixIII ListofInterviewsAppendixIV PropertyStandardsDivision–FlowChartandComplaintProcessAppendixV DataManagementReportingElements

1. ExecutiveSummaryPeoplewhodonotmaintainorusetheirpropertyaccordingtoestablishedordinancesmayinfringeontherightsofneighbors.InMetroNashville/DavidsonCounty,enforcementofrelevantordinancesisthedutyofseveralunitsofMetroGovernment,butprincipally,ofthePropertyStandardsDivision.TheDivisionisaunitoftheDepartmentofCodes&BuildingSafety.Neighborconflictsarealwaysasourceofconcern,butoneemergingissue–increasingimpactofshort-termrentalproperties–hasraisedthevisibilityofthisissue.ThisreportisoneelementofMetroGovernment’sattempttoreacheffectiveenforcementofpropertystandardscodesinawaythatisfairbothtopropertyownersandtotheirneighbors.Thereportmakesrecommendationsonstaffsize,organizationstructure,workshifts,processes,anduseoftechnology.Thepolicydebateaboutshort-termrentalpropertiesislively.Weareawareofbothactivelitigationandpendinglegislationaddressingshort-termrentals.Thisreport,however,isbasedonthecurrentsituation,asofNovember2016.Itisnotthepurposeofthisreporttoaddressorresolvethelegislativeorlitigationissues,norisshort-termpropertyrentalthesolefocusofthisreview.Insomecases,wedonotbelievethatthePropertyStandardsDivisioncanaddressalloftheissuesraisedinourresearch.WeidentifyproblemswherethesolutionwouldrequireotherfunctionsinMetroGovernmenttohelportakethelead.Astoshort-termrentalproperties,oncetheyarepermitted,neighborsmakingcomplaintswillfacealengthydueprocessperiodwherereliefisuncertain.KeyFindingsandRecommendationsThefollowingtablepresentskeyfindingsinthefollowingareas:

• Staffing• Operations• Automation• CoordinationwithOtherMetroAgencies• PerformanceManagement

Somefindingsoverlaptheseareas.Wealsosummarizerecommendationsrelatedtoeachfindingandsuggestwhoshouldberesponsibleforimplementingorservingastheleadoneachrecommendation.

Table1–SummaryofFindingsandRecommendationsFindings Recommendations ResponsibilityStaffing PropertyStandardshadseveralstaffingvacanciesforInspectorsandCustomerServiceRepresentatives.

PropertyStandardsshouldpromptlyfillallvacanciesaswellasaddsevenmorepositions(5PropertyStandardsInspectors,1OfficeSupportRepresentativeand1DataAnalyst)

Director,Codes&BuildingSafetyAssistantDirectorforPropertyStandards

Automation PropertyStandardslacksthetechnologytoefficientlyidentifyunpermittedshort-termrentalpropertiesandtoestimatethehotel/moteltaxesduefrompermittedandunpermittedproperties.

MetroGovernmenthasidentifiedandshouldacquireasoftwaresolutiontoidentifyshort-termrentalpropertiesandthehoteltaxestheyowe.ThiswillalsopermitMetroGovernmenttoissuefinesforoperatingsuchfacilitieswithoutapermit.

FinanceInformationTechnologyPropertyStandards

PropertyStandardshasanonlineformtoreportrequestsforservice(i.e.,complaints),butthatformhasdeficiencies.Itdoesnotallowareportofallofthesuspectedcodeviolationsatanaddress.ItdoesnothavealookupfunctionthatprovidestheCouncildistrictnumberforgivenstreetaddresses.TheseconditionsmeanthatthefullnatureofcodeviolationsmaybeunderreportedandthatCouncilmemberscannoteasilyfindwhatissuesexistintheirdistricts.

PropertyStandardsshouldworkwithMetroInformationTechnologytoexpandthefunctionalityoftheonlinecomplaintformsothatmorecomplainttypescanbereportedinoneincidentreportandtheMetroCouncilDistrictcanbeidentified.

AssistantDirectorforPropertyStandardsInformationTechnology

Operations Afteracitizenfilesacomplaint,itisdifficulttolearnthestatusofthecomplaint.

EitherbypostingthestatusofresponsetorequeststotheWeborotherwisenotifyingthosewhobringproblemstoitsattention,theDivisionshouldkeepthesepeopleinformed.ThiswilladdressthecurrentsituationwheresomepeoplewonderiftheDivisioncaresaboutandtakesactioninresponsetotheircomplaints.Ingeneral,wefindthatthecurrentsystemisskewedmoretowardprotectingtherightsofpropertyownersagainstunjustifiedcomplaintsthanitistowardprovidingrelieftoneighbors.Weurgeabalanceofthosetwointerests.BroadcastingavailabilityofthisonlineupdateservicewillencouragemorecomplaintstobefiledthroughMetro’sonlinesystem

PropertyStandardsDivisionInformationTechnology

WhilePropertyStandardsreportsthatitrespondsto69%ofallRequestsforServicewithin3days,theseresponsesarereactiveandinitiatedthroughcitizencomplaints.AproactiveapproachofmonitoringDistrictsforviolationsrelatedtohighgrass/weeds,trash,abandonedcars,andillegalsignsmayreducethenumberofcitizencomplaints.

ThePropertyStandardsDivisionshoulddirectallinspectorstodedicate20percentoftheirworkyeartoproactiveinspections,insteadofthecurrentnearlyexclusiveeffortinresponsetoservicerequests.Thisisnotpossiblenowforlackofadequatestaff.TheFlexTeam,whichistaskedwithproactivework,neednotremainanindependentunit,butmaybefoldedintothegeographic-basedBlueandRedteams.Thiswillalloweachinspectortocoverasmallerterritory,buttoenforceordinancesmoreintensively.

AssistantDirectorforPropertyStandards

AconstructionboomplacesincreasingdemandsontheDirectorofCodes&BuildingSafety,particularlyforthelargestprojects.Itis,ofcourse,vitalthatthoseprojectsbebuiltaccordingtoBuildingCode,butthedemandsofthiseffortdiminishtheDirector’stimeavailableforoversightofthePropertyStandardsDivision.Inthenearterm,theremaynotbeasuccessfulremedy.

SinceakeycomponentofthepositionofDirectorofCodes&BuildingSafetyistofocusonpolicy-relatedmattersandexecutive-leveladministration,itmaybenecessarytoprovideadditionalproject-levelresourcesinbuildingpermitreviewandconstructionoversightsothattheDirectorcandelegateday-to-dayactivitiesandfunctionmoreinanoversightrolefortheentiredepartment.

MayorCodes&BuildingSafety

Onereasonforpoormaintenanceofapropertymaybefinancialdistressofthepropertyowner.

MetroGovernmentmightcapitalizeasmallpropertyrepairloanfund,withliensonpropertiesreceivingfinancing.

Mayor’sOfficeFinancePropertyStandards

Dependingonvehicleage,statusoflicenses,condition,andwherethevehicleisparked,responsibilityforthe

WherePropertyStandardsisresponsibleforthevehicle,developaprocess–mostlikelybyvendorcontracts-totowabandonedvehicles

FinancePropertyStandards

Findings Recommendations ResponsibilityvehiclecanbewithPropertyStandardsorMetroPolice.

toastoragelot.Consistentwiththepracticeofmanyotherlocalgovernmentsnationally,ownersmayretrievetheirvehiclesbypayingfinesandtowingfees.Iftheydonotseekreturnoftheirvehicleswithinareasonabletimeperiod(e.g.,30days),MetroGovernmentshouldthendemolishthevehicle.

WhilethethreatofenforcementbyorderoftheEnvironmentalCourtisreal,inpractice,itisalmostneverused.Ofapproximately18,000annualrequestsforservice(2015)toPropertyStandards,fewerthan200caseswenttoEnvironmentalCourt.Evenfewerofthoseresultedinsanctionsforviolatingcode.MostcaseswentontheWarrantDocket.Byfar,themosteffectivetooltoresolveamatterispropertyownerresponsetoaNoticetoAbateacodeviolation.Astoshort-termrentalproperties,nopropertyownerhashadapermitrevokedforcodeviolations,whichdoesnothelptoincentivizethedesiredbehaviors.

PropertyStandardsshoulduseautomatedtoolsto:

• Identifyunpermittedshort-termrentals• Collectdataontheextentofthenon-compliance• Initiatefinesuntilthepropertyispermitted• Estimaterentalactivityforpermittedandunpermitted

properties• Compareestimatedrentalactivitywithhotel/moteltax

receiptsfromtheproperty• Supportlegalactiontorecoupunreportedtaxincome

LawDepartmentFinancePropertyStandards

In2015,CouncilauthorizedthecreationofaCodesOffenderSchool.Theprogramisnotyetinoperation.

Procurementforavendortooperatetheprogramisunderwayand,despitedelaysingettingtothispoint,isexpectedtoresultinacontractawardinFebruary2017.

PropertyStandardsLawDepartment

CoordinationwithOtherMetroAgencies MetroPolicewritesSafetyHazardNotificationcitationsfornoiseandillegalparking,butdoesnotprovidetheseinelectronicformtoPropertyStandards.ThiskeepsPropertyStandardsinthedarkaboutviolationsthatmightotherwisealloweffectiveenforcementofordinancesforshort-termrentalproperties.

• PropertyStandardsshouldcontactMetroPolicetodiscussmodifyingitsForm271toincludeNoiseandParkingasviolationtypesandprovideallsuchreportstoPropertyStandardsinelectronicformat.Thesechangesmayinvolvecomputersystemmodificationsandtrainingmaterials.

• PropertyStandardsshouldcompareallnoticestoitsshort-termrentalfileandtrackthenumberofviolationsbyaddresssoitcaninitiatepermitsuspensionproceedingswhenwarranted

MetroPolicePropertyStandardsInformationTechnology

PropertyStandardswritesNoticesofAbatementforhighgrassandweeds.PublicWorksisnotauthorizedtomowonprivateproperty.

PropertyStandardsshouldcontractwithcommerciallandscapingservicesandissueworkordersformowing.PropertyStandardsshouldcontacttheLawDepartmenttodeterminehowthecommercialservicescanaccessprivateproperty.PropertyStandardsshouldforwardtheinvoicetothepropertyowner.Ifunpaidafter90days,Metroshouldplacealienontheproperty.

PropertyStandardsLawDepartment

PerformanceManagement TheDivisionisnotcurrentlyreviewingitsowndatatoidentifytrendsandreporttotheMayorandCouncil.ThiswouldbeadutyoftheproposednewDataAnalystposition.ThatpositioncanalsoworkwithotherunitsofMetroGovernmentsothatdataflowsbetweenMetrodepartmentswillimprove

TheDivisionshouldassignafull-timeDataAnalysttomanagealldatareportingfunctionswithintheDivision,includingreportingtoelectedofficialsandthepublic.

PropertyStandardsDivisionInformationTechnology

2. PurposeoftheProjectMetroGovernmentbalancestherightsofpropertyownersandneighborsthroughordinancesandenforcementefforts.Theimpetusforregulationiswhenapropertyowner’suseofprivatepropertyinfringesontherightsofadjacentpropertyownerstothequietandhealthyenjoymentoftheirownproperties.ThePropertyStandardsDivisionintheDepartmentofCodes&BuildingSafetyhasprincipalresponsibilityformanyoftheseefforts,includingmonitoringandenforcementofrequestsforservice.ThenumberofenforcementareashasexpandedinrecentyearstonowincludeHealthandShort-TermRentals.Previously,focusareaswere:

• EnforcementoftheMetroPropertyStandardsCode,including:o Highgrassandweedso Junk,debrisandtrasho Abandonedvehicleso Short-termrentalproperties

• InspectionsforenforcementoftheZoningCodeMetroNashville’sPoliceDepartmentalsoplaysakeyroleintheseactivities,beingprincipallyresponsibleforrespondingtocallsregardingnoise,trafficandparking.

a. CouncilRequestOnSeptember20,2016,28membersoftheMetroCouncilwrotetoMayorMeganBarryexpressingconcernaboutshort-termrentalpropertyenforcement.CouncilspecificallyaskedtheMayortoconsideroptionstoimprovetheenforcementofpropertystandardsordinancesandtodosoquickly.WeinterviewedseveralmembersoftheMetroCouncil(AppendixIII).Wepromisednottoattributecommentstoanyoneinawaythatwouldallowthereadertoidentifythespeaker.Theseinterviewsrevealedthata)propertystandardsconcernsarenotlimitedtoshort-termpropertyrentals,b)propertystandardsissuesarethesinglemostfrequentreasonthatcitizenscalltheirCouncilmembersandc)ofallpropertystandardsissues,short-termrentalpropertyconcernsarethemostcommonforsomeDistrictsinornearDowntownandLowerBroadway.Thefrequencyofrequestsforservicerelatedtoshort-termrentalshasincreasedtothepointwhereCouncilislookingtotheMayorforadditionalemphasisonenforcingtheordinances.

b. Mayor’sResponsetoCouncilRequestMayorBarryrespondedtotheCouncilrequestwithaletterdatedOctober6,2016.TheresponseaddressednotonlytheMayor’sintenttorespondtoCouncil’surgentconcernaboutshort-termrentalpropertyenforcement,butalsotoreviewthePropertyStandardsDivisionaltogether.AstheDivisionhasmanyduties,itisimportantthatanyimprovementstoshort-termrentalpropertyenforcementbebalancedwithdiligentattentiontotheotherdutiesoftheDivision.

c. ScopeofReviewThisreviewisintendedtoproviderecommendationsforeffectiveenforcementofcodesrelatedtopropertystandards.Insomecases,thisalonemaynotsufficetoaddressallresidentconcerns.ThisreportaddressesallofthedutiesofthePropertyStandardsDivision,notjustshort-termrentalpropertyenforcement.Wereviewedtheworkloadforvariousactivitiesanddevelopedstaffingrecommendationsthataddress:

• ThenumberofpeopleneededintheDivision• Geographicandshiftassignments• Useofdatatoalignstaffwithworkload• Howtotransformfromacomplaint-drivenprocesstoonethatalsoincorporates

proactiveeffortsAllmembersofCouncil,citizensandMetrostaffthatweinterviewed–includingCodesofficialsandstaff-expressedabeliefthattheDivisiondoesnothaveenoughpeople.(Codeshadpreviouslydeclinedoffersforadditionalstaff.)Noneofthosewespokewithhadquantifiedhowmanyadditionalstaffwouldbenecessary.Thisreportisanattempttoanswerthatquestion,alongwithcommentsonhowtoimprovetheeffectivenessoftheDivision’sefforts.Thisreviewincludedinterviewswithpeoplefromthefollowingorganizations:

• PropertyStandardsDivisionstaffandsupervisors• CouncilMembers• FinanceDepartment• LawDepartment• Mayor’sOffice• EnvironmentalCourt• CommunityStakeholders• Airbnb.com• HomeAway• HOSTCompliance(softwareprovidertocitieswithshort-termrentalproperties)

SeeAppendixIIIforacompletelistofinterviews.Metroidentifiedseveralpeercommunitiesandaskedustocontactthemtocollectdataontheirapproachestocommonproblems.WeinterviewedrepresentativesinAustin,TX:Chattanooga,TN;HamiltonCounty,TN;andIndianapolis,IN.WealsocontactedCharlotte,NC;Knoxville,TN;Louisville,KY;andMemphis,TNbutwewerenotabletointerviewrepresentativesfromthosecitieswithinthetimeframeallottedforthisstudy.

3. TheStatusQuoWhilethepopulationservicehasgrownrapidly,staffinghasnotkeptpace.Worse,authorizedpositionshavebeenvacantinbothPropertyStandardsaswellasCodes&BuildingSafety.FindingqualifiedpersonnelforthesepositionsisnotaproblemuniquetoNashville.Localgovernmentsinmanyregionshavedifficultyfillingsimilarpositions.TheGreatRecessionresultedinmanyqualifiedpeopleleavingthebuildingtrades.CombinedwithrecentincreasesinbuildingactivityinNashville,ithasbecomehardertofillthesepositionsandretainqualifiedpersonnel.InCodes&BuildingSafety,vacancieshaverangedfrom8(8%)to16(15%)inthepastyear(datafromMetroFinanceDepartment).

Table2Codes&BuildingSafetyStaffing

MonthBudgetedPositions Vacancies Percent

Jul-15 104 15 14.4%Aug-15 104 14 13.5%Sep-15 104 13 12.5%Oct-15 104 13 12.5%Nov-15 104 10 9.6%Dec-15 104 8 7.7%Jan-16 104 9 8.7%Feb-16 104 11 10.6%Mar-16 104 11 10.6%Apr-16 104 9 8.7%May-16 104 9 8.7%Jun-16 104 10 9.6%Jul-16 107 15 14.0%Aug-16 107 16 15.0%Sep-16 107 14 13.1%Oct-16 107 13 12.1%Nov-16 107 9 8.4%

InPropertyStandards,asofOctober2016,therewerefourvacanciesoutof24authorizedpositions;Codesmovedtofillthesepositionswhileourreviewwasunderway.AsofearlyDecember,therewasonevacancy.ThefollowingchartdepictsthecurrentorganizationofthePropertyStandardsDivision.Highlightedboxesindicatevacantpositions.

Director,Codes&BuildingSafety AssistantDirector Chief,RedTeam Chief,BlueTeam Chief,FlexTeam Supervisor,CustomerService 1.Inspector 1.Inspector 1.Inspector 1.OfficeSupportRep2.Inspector 2.Inspector 2.Inspector 2.OfficeSupportRep3.Inspector 3.Inspector 3.Inspector 3.OfficeSupportRep4.Inspector 4.Inspector 4.Inspector 5.Inspector 5.Inspector 6.Inspector 6.Inspector Redshading=vacantposition Greyshading=vacanciesfilledOct--Dec2016VacancyrateasofDecember2016=4%

Sixteen(15filled)ofthe24authorizedpositionsareforInspectionstaff.Wenotethatwhenthisprojectbegan,thevacancyratewas17%,soitisclearthattheDivisionhassteppedupitshiringpace.TheinterviewsthatweheldacrossvariouslevelsofMetroGovernmentcreatedanimpressionofaDivisionthatisdominatedbyreactivework,withlittlestaffcapacitytoplanorreport.LaterintheRecommendationssectionofthisreport,wewillpresentthoughtsonhowtoincreasethestaffsizetogetabetterbalanceofreactiveandproactiveefforts.Recommendationsalsoaddresschangesinotherresourcesandworkmethods.

Nashville’sconstructionboomimposesdemandsonthetimeofseniormanagementintheDepartmentofCodes&BuildingSafety,attheexpenseoftimeforPropertyStandardsmatters.SinceFY2010,permitactivityhasgrownasfollows:

Table3–BuildingPermitandConstructionValue

FY Permits ProjectValueAverageValue

PerPermit2010 10,980 $1,376,357,840 $125,3512011 7,660 $1,150,731,273 $150,2262012 11,051 $1,619,391,827 $146,5382013 9,710 $1,709,826,578 $176,0892014 11,027 $2,276,645,897 $206,4612015 12,389 $2,846,209,533 $229,7372016(est.) 12,779 $4,003,107,286 $313,257

ThegrowthinthenumberandsizeofprojectshasconsumedmoreseniormanagementtimeattheexpenseofPropertyStandards.SinceFY2010,thenumberofpermitshasincreasedby16percentwhiletotalprojectcostsjumped191percent.Theaveragecostperpermitincreased150percent.TemporaryservicesareavailableforplanreviewandinspectionbutthethesewillnotrelievetheCodesDirectorofthetimeneededtoworkwithelectedofficials,otherMetroagencies,anddevelopers.CouncilaskedtheDirectorofCodes&BuildingSafetyduringrecentbudgethearingsifhewantedmorestaff.TheDirectorrespondedthattheDivisioniscapableofdischargingitsdutieswithoutextrastaff.Thishassurprisedandfrustratedmanypeoplewhowantenforcementofpropertystandardstobeenhanced.Codeshassuccessfullyimplementedacommercialsoftwareapplicationtomanagethebuildingpermitprocess.ThisapplicationisalsousedtomanageRequestforService(RFS)andtheenforcementofthePropertyStandardsCode.Thisreducedpressuretoincreasestaffbecauseexistingstaffbecamemoreefficientthroughuseoftheapplication.However,therecentgrowthinlargeprojectscontinuestoraisethequestionabouttheneedforstaff.VacancieslimittheDivision’sabilitytomaintaintheservicesithasbeenproviding.Proactiveworkhasdwindledforlackofstaff.TheRedandBlueteamshavegeographicresponsibilitieswheretheirrespectiveregionsaredefinedbytheCumberlandRiver.TheFlexteamhandlesspecialsituations,includingshort-termpropertyrentalmatters.Laterinthisreport,wediscussaneedforadditionalpositions.ThisassumesthattheDivisionwillfillallvacanciesandtreatwithurgencytheneedtofillanyvacanciesthatmay

occurduringtheyearinPropertyStandardsaswellasinotherpartsofCodes&BuildingSafety.Whileinspectorsoccasionallydrivewithtwotoacarforneighborhoodaudits,thebulkoftheworktheydorequiresthemtodrivetositesalone.Therefore,eachinspectorrequiresavehicle.Inspectorshavesubstantialofficetimeforphonecallsandemailsrelatedtothecasestheyareinvestigating.Theyareinthefieldapproximatelyfrom10:30AMuntil2:30PM.Thisisnotagreatdealoffieldtimeandwelookedforwaystoincreaseit.Inspectorshavenotebookcomputersandtabletswithembeddedaircards(i.e.,atechnologyallowingthedeviceaccesstotheInternetandemailatremotelocations).Webelievethatthismayallowmanagementtoexpectmorefieldtimeperinspector,althoughwhetherdataentryisdoneinthefieldorintheofficeisoflimitedsignificance.Webelievethatthecommunitywantsinspectorstobevisible,partlyfordeterrentvalue.Therefore,managementshouldurgeinspectorstospendmoretimeinthefieldthancurrentlyallotted.

a. MetroNashville’seffortsincomparisontopeers

Table4–ComparisonofInspectors

NumberofInspectors

Inspectorsper100,000population

Squaremilesperinspector

Nashville 16 2.35 32.88Austin,TX 65 6.97 4.18Chattanooga,TN 12 6.67 11.92Indianapolis,IN 30 3.97 12.4

Comparedtotheothercities,Nashvillehasfewerinspectorsonapopulationbasisandeachinspectorisresponsibleforagreatergeographicarea.Wedidnotpresentaveragesforthefourcommunitiesbecausethedutiesofeachofthepeersvaries,makingsucharatiolessrelevant.However,toreach6.5inspectorsper100,000population,Metrowouldneedtoaddmorethan20inspectors.Alltheadditionalpositionsthatwerecommendshouldbefilledassoonaspractical.

4. ShortTermRentalsTherapidincreaseinthenumberofshort-termrentalpropertyunitshasreceivedmuchattention.Theopportunitytorentapropertyforincomeispotentiallylucrativeandhasincentivizedahugeincreaseinunitsavailableforrent–withandwithoutrequiredpermits.“Partyhouses”havehadasignificantnegativeimpactonsomeneighborhoods,effectivelyrezoningresidentialneighborhoodsintocommercialonesoutsideoftheestablishedrezoningprocess.ThesituationinNashvilleisprimarily,butnotexclusivelyintheurbancore(seeAppendixIformapsthatshowthenumberofRequestsforServicebyDistrictandyear;2016mapisthroughOctober).The“sharingeconomy”hasgrownrapidlyintheU.S.Short-termrentalpropertiesalonehaveincreaseddramatically.Datafromthetopfourshort-termrental-listingsitesshowsanincreasetonearly4millionunitsfromonly300,000in2008(HOSTCompliancepresentationtoMetroGovernment,page10,July2016).HOSTComplianceisaprivatelyheldSiliconValleybasedcompanythathasdevelopedasoftwaresolutionforshort-termrentalcompliancemonitoringforlocalgovernments.Itestimatesthatthereareabout4,600short-termrentalpropertiesinNashville/DavidsonCounty.Bycomparison,Metrohasissued2,051permitsandanother454applicationshavebeensubmitted(perPropertyStandardsDivisionreport,11/23/16).Ifthe4,600propertiesisareasonableestimate,thenthereareabout2,100propertiesoperatingoutsidethepermittingprocess.Ofthe2,051permits,Metroestimatesthat1,800areactiverenters.Somelandlordsarenotactiveenoughtomakeasignificantincomefromshort-termrentals,butothersearnthousandsortensofthousandsofdollarspermonth.Wesawevidenceofout-of-stateinvestorsexploringbuyingnon-owneroccupiedpropertiesinNashvillebecausetheopportunitycanbesolucrative.Inanefforttorestricttheimpactofshort-termrentalsonNashville’sneighborhoods,Councilimposedarestrictionofsupplythatlimitsnon-owneroccupiedunitpermitstothreepercentofthetotalhousingunitsinacensustract.Economicprinciplesteachusthatlimitingsupplyincreasespriceandthatincreasingpriceincreasesprofit.Whenprofitsincrease,sotoodoestheincentivetoenterthemarket–temptingsomepeopletooperateillegally.CombinedwithNashville’sreputationasa“fundestination”andthelimitednumberofexistinghotelrooms,thefinancialincentivetooperateashort-termrentalissignificant.Thereareapproximately27,100hotel/motelroomswithplansforanother12,110to12,448,short-termrentalsarefillingagapinvisitoraccommodations.AccordingtotheNashvilleConventionandVisitorsCorporation,thereare27,100hotelrooms-atotalof39,700intheNashvilleMSA.Metroestimatesthatthereare12,448hotelroomsunder

constructionorintheplanningstage.TheNashvilleConventionandVisitorsCorporationestimateis12,110roomsunderconstructionorintheplanningstage.Short-termrentalpropertiesareclusteredclosertodowntownandlowerBroadway.CouncilDistrictsclosesttonightlifelocationshavemoreshort-termrentalappealtovisitors.However,in2013and2014therewerenospecific“STR”complaintsreported.In2015,therewereatotalof15.IfthecomplaintisrecordedasNoiseorTrashitmayberecordedassuch,whetherornotthepropertyisashort-termrental.Thiswouldrequirethatthecomplaintdatabasehavethecapabilitytomatchwiththeshort-termrentaldatabase.PropertyStandardshasincludedacodeforSTRcomplaintsintheCityWorkssystem;theKIVAsystemdidnotallowincludedasearchabledatafieldfortypeofviolation.Thereareapproximately2,000permittedshort-termrentalunitsinNashvillenow,ofwhichanestimated1,800havebeenactiveinrenting.AccordingtoareportprovidedbyPropertyStandards(11/23/16),thereare2,505short-termrentalunitsthatareauthorizedorhaveappliedforpermits.

Table5–Short-TermRentals:PermitsIssuedorAppliedForType Issued AppliedFor TotalShortTermRental–Multifamily 431 88 519ShortTermRental-Non-OwnerOccupied

916 176 1,092

ShortTermRental-OwnerOccupied

704 190 894

Total 2,051 454 2,505Estimatesofnon-permitted(unpermitted)unitsvaryfrom1,500to2,300,butsincetheyareoperatingwithoutproperpaperwork,thenumberofnon-permittedunitsissimplyanestimate.ThetablebelowusesHOST’sestimateof4,600,meaningthatthereare2,100short-termrentalsinMetrothatareneitherpermittedor“applicationpending.”WecomparedNashvilletoothermetroareasintermsofhowmanyshort-termrentalunits(permittedandnon-permitted)thereareineachcity.Theunitsbelowareestimatesbecausetherearenon-permittedunitsineverycity.(TheNashvilleestimatesrangedfrom4,200to4,600andcamefromseveralsources.TheAustinestimatesarefromtheCityofAustinandHomeAway.TheothersarefromHOSTCompliance.)

Table6–Short-TermRentalsinNashvilleandOtherCities

EstimateofShort-termRentalUnits 2016Population

Unitsper1,000Population

Nashville 4,600 678,889 6.78Austin 1,200 931,830 1.29Ft.Lauderdale 7,000 165,521 42.29LosAngeles 26,000 4,011,000 6.48Toronto 5,000 2,790,000 1.79Vancouver 5,300 603,502 8.78

ThereasonwecomparedcitieswastolearnifNashville’ssituationdifferssignificantly.Onapercapitabasis(short-termrentalsper1,000population),NashvilleissimilartoLosAngelesandVancouver.HOSTestimatesthatFt.Lauderdalehasthemostunitsper1,000(onlyanestimated5%oftheunitsinFt.Lauderdalearepermitted).Nashvillecurrentlyhasapproximately27,100hotelrooms,butthereareanother12,448unitsinthepipeline.AccordingtoDavidsonCountyHotelDevelopmentPipelineReport(10/3/2016),thereare12,448roomseitherunderconstruction,inplanning,orunconfirmed.TheNashvilleConventionandVisitorsCorporationestimatesthenumberofnewroomsat12,110.ThenumberofexistinghotelroomsisfromtheNashvilleConventionandVisitorsCorporation.Atightsupplyofhotelroomsmayhaveincreasedthesupplyofshort-termrentalunits,asthemarketrespondedtoashortageoflodgingoptions.Asthenewhotelroomscomeonline,itwillbeinterestingtoobservetheimpactofthenewhotelroomsonthedemandforshort-termrentalunits.PropertyStandardsstaffalsoreviewsInternetadvertisementsforshort-termrentalpropertiesandattempttomatchtheinformationtopublicrecordstoseeiftheadsareforpropertieswithpermitstorent.Thisisaslowandpainstakingprocess,butitcanproduceresults.TheInternetadvertisers(e.g.,Airbnb,HomeAway)donotlistaddresses.(Duringourinterviews,theyindicatedtworeasonsfornotlistingaddresses:1)theydonotwantrentersgoingdirectlytothepropertyowner;2)theywanttohelpprotectthepropertybecausethepublicwillknowthatthepropertymaybevacantduringaspecifictimeperiod.)Advertisementsmaylistapropertyasbeingin“Nashville”wheninfactinmaybeinthemetropolitanarea,notinNashvilleitself.Thedivision’scurrentmanualsearchprocessinvolvesidentifyingadsonline,thentryingtodeterminetheaddress,andthencomparingtheaddresstoMetro’spermitfile.InSeptember2016,Codesreassignedastaffmembertoassistinthisprocess.Giventheshorttimeframe,therecouldnothavebeensignificantprogress.Inouropinion,withoutapropertyaddressorevenanexteriorphotoofthe

property(short-termrentalservicestypicallyonlyshowinteriororrearyardpictures),thedivision’scurrentprocessisakinto“findingneedlesinhaystacks.”

A. HOSTComplianceHOSTCompliance(HOST),asoftwarevendorwithanapplicationforSTRenforcement,metwithMetroGovernmentinJulytopresentaprogramthatitisofferingtocitiesintheUSandCanadatoaddresstheissueofidentifyingshort-termrentalproperties.Thisprogramcouldalsohelpcitiesinmanagingcompliancewithlocalregulations.ThedivisionprovideduswithacopyoftheHOSTpresentationandwefollowedupwithaphoneinterviewwithHOST’sseniormanagement.HOSTisworkingwithcitiesofvarioussizesontheshort-termrentals,including:

Table7–Short-TermRentalsinOtherCitiesSupportedbyHOSTCity EstimateofSTRPsLosAngeles 26,000Vancouver 5,300Toronto 5,000FortLauderdale 7,000

HOSToffersseveralservicesincluding:

1. Trendmonitoring2. Addressidentification3. Compliancemonitoring4. Rentalactivitymonitoring5. 24/7dedicatedhotline

Thefirstfourservicesaboveareestimatedtocost$225,000peryear.WebelieveitwouldcostMetromuchmorethanthatinadditionalpersonneltoachievesimilarresults.Thededicatedhotlinewouldbringthetotalcostto$267,000.SeeourRecommendationssectionforadditionalinformation.

B. Hotel/MotelTaxReceiptsIfMetroGovernmentadoptstheHOSTCompliancesoftware,itshouldidentifysignificantunderpaymentofhotel/moteltaxes.MetroGovernmentshouldprepareanaggressiveefforttocollectthesetaxesandwithholdpermitrenewalsfornonpaymentoftaxes.Failuretoenforcetheserequirementsmayundermineothercomplianceefforts.Nashvillecurrentlyreceivesabout$3.6millionperyearinhotel/moteltaxrevenuesforshort-termrentals,accordingtotheMetroTreasurer’sOffice.Thisisabout$1,750intax

revenueforeachofthe2,051permittedproperties.Hotel/moteltaxrevenueconsistsofabasefeeof$2.50pernightplus6percentonthedailyrate.Usingthisaverageandadding500properties(fromunpermittedtopermitted)becauseofHOST’sresearchcapabilities,couldaddalmost$900,000intaxrevenue,morethanoffsettingthecostoftheHOSTcontract.However,changesineconomicactivityandtheimpactofnewhotelroomsinNashvillecouldimpactanyestimates.AsoneMetroemployeestated:“itwouldtakeanadditionaleightemployeestodowhatHOSTcando”.ItisimpossibletopredicttheadditionaltaxrevenuewithanycertaintybutwebelieveMetrocanestimatetherangeofthisrevenue.IfHOSThelpedMetroidentifyanadditional50,000occupancynightsatanaveragerateof$200pernight,theadditionaltaxrevenuewouldbeover$700,000,morethanthreetimesthefeepaidtoHOST((50,000x$2.50)+(6%x50,000x$200)).Theadditionalnightsshouldresultfromidentifyingunpermittedshort-termrentalsandincreasingthenumberofnightsreportedbypermittedproperties.Asanexample,thereare2,051permittedSTRs(another454haveappliedforapermit)plusanestimated2,100unpermittedproperties.Theaveragenumberofrentalnightsperlocationtoreachthe50,000additionalnightsis10.9(50,000nights/4,600properties).Dependingonthenumberofadditionalnightsandthedailyrate,theadditionalhotel/moteltaxrevenuecouldbe:

Table8–AdditionalHotel/MotelTaxRevenue:EstimatesforAdditionalNights AdditionalNightsDailyRate 50,000 75,000 100,000 150,000 200,000$200 $725,000 $1,087,500 $1,450,000 $2,175,000 $2,900,000$250 $875,000 $1,312,500 $1,750,000 $2,625,000 $3,500,000$300 $1,025,000 $1,537,500 $2,050,000 $3,075,000 $4,100,000$350 $1,175,000 $1,762,500 $2,350,000 $3,525,000 $4,700,000$400 $1,325,000 $1,987,500 $2,650,000 $3,975,000 $5,300,000$450 $1,475,000 $2,212,500 $2,950,000 $4,425,000 $5,900,000$500 $1,625,000 $2,437,500 $3,250,000 $4,875,000 $6,500,000

NashvillecouldalsoenterintoacontractwithAirbnb.comtohaveitcollectandremithotel/moteltaxesonpropertieswhereAirbnbactedastherentalagent.ItwouldapplyonlytorentalsarrangedthroughAirbnb.comsoMetrowouldstillhaveacollectionsissuewithotherrentals.Airbnbhasnotbeenwillingpreviouslytoprovidereportsoftheaddressesforwhichitcollectsthetaxes,butevenanunattributedprocesswouldincreasefundingforcompliance

activities.AirbnbandtheCityofNewOrleanshavereachedanagreementtorentonlypropertiesthathavepermits,tocollectandremithotel/moteltaxesforthosepropertiesandtosharetheaddressesofthoseproperties.(“NewOrleansBecomesNewModelforAirbnbtoWorkWithCities,”NewYorkTimes,December8,2016,pageB1).ThiscouldbeasignificantasaprecedentifavailabletoNashvilleaswell,asitwouldreduceunpermittedrentalsandprovidethetaxrevenueowedforrentals.Thiswouldbea“levelplayingfield”forhotelscompetingwithSTRPsandwouldhelpgreatlyinweedingout“partyhouses”fromlaw-abidingrentalunits.

5. CouncilcommentsonenforcementofpropertystandardscodeAsnotedinAppendixIII,weinterviewedseveralCouncilmemberstogathertheircommentsonCodes&BuildingSafetyandPropertyStandards.RatherthancharacterizeCouncilcomments,welistthecommentsbelow.

WetriedtoofferthePropertyStandardsDivisionmorestaffduringthelatestbudgetcycleandwerequitesurprisedthatourofferwasrejected.WefelttheDivisionneededmorepeople.Wedonottypicallyknowifaconstituenthastriedotherchannelsbeforecallingus.Sometimes,identifyingwhomtocontactinMetroGovernmentisunclearandconstituentsknowwecangettheirrequeststotherightplace.Whilethereisalotofconcernbeingexpressed,itisnotclearthatthesituationitselfisdire.Weareconcernedaboutlackofsupportforpropertystandardsissuesduringnightsandweekends.WearealsooftheopinionthattheDivisiondoesnotalwayscaredeeplyaboutthecitizencomplaints.Enforcementisineffective.Legislationcannotremedythat.Justaddressingissuesofshort-termrentalpropertieswouldfrustratethosecitizenswithotherpropertystandardsissueswhofeelthattheirconcernsdeserveattentiontoo.TheDivisionmaynotbecurrentonwhatthelawwouldallowintermsofaggressiveenforcement.ItmayhelpforaMetroattorneytodeveloprefreshertrainingonthis.Wearealarmedthatvacancieshavenotbeenfilled.Wehavenotreceivedareportonhowmanyvacanciesthereareatpresentorhowlongthepositionshavebeenvacant.

WerealizethatNashvillepatterneditsordinanceontheonefromAustin,Texas,butourconversationswithAustinsuggestthatAustinisnothappywithitsownapproach.Thatapproachposessignificantenforcementchallenges.WegetverylittleinthewayofusefulstatusreportsfromtheDivision.ThereisalotoffrustrationwithCodesaboutwhetheritcaresenough.Follow-upisweak.

Isresponseslow?AccordingtoPropertyStandards,in2015itmadeitsfirstsiteinvestigationvisitwithin3daysin69percentofnewcomplaintcases.Webelievethisisareasonableresponserateforinitialinvestigations.However,thisdoesnotmeanthatthecomplaintwasresolvedwithin3days.DueprocesscantakemonthsandfrustrationaboutthetimeinvolvedmaybeattributedunfairlytoPropertyStandards.ItispossiblethatcertainfactorscontributetotheimpressionthatPropertyStandardsdoesnotrespondquickly:

• TheDivisionisoftennottheprimarypointofcontactforcomplaints.ComplaintsaboutnoiseandparkinggotoMetroPolicewhileothercomplaintscanberoutedthroughCouncilmembers,theMayor’sOffice,orthe311systembeforereachingtheDivision.TheDivisionneedstorecordboththetimetheinitialcomplaintwasfiledANDthedateisenteredintotheDivision’strackingsystem.TheDivisioncanthenreportonelapsedtime.

• Manyresponsesarerelatedtohighweeds/grassandabandonedcars.Responsesintheseareasmayappearslowtothepublicforgoodreason.Metropersonnelarenotauthorizedtomowonprivateproperty.PublicWorkshastwomowingcrewsthatmowinthepublicright-of-wayandonvacantlotsforwhichMetroisresponsible.AccordingtoPublicWorks,thecrewscannotmowonprivatepropertyinresponsetoacomplaint.Abandonedcarsarenottowedimmediatelyuntiltheirconditionmeetscurrentguidelines(e.g.,twobrokenwindows–perMetroCodeofLaws,Section12.08.210,whichdefines“abandonedmotorvehicle”and“obviousstateofdisrepair.).WeaddressthesetypesofcomplaintsintheRecommendationssection.

Metroisimplementinganew311system(“HUB”).Whilethiscouldstreamlinetheprocessforhowthepublicsubmitscomplaints,howthecomplaintsareroutedtotheappropriateMetroagency,andtheschedulingofinitialinvestigations,thenewsystemisunlikelytoimprovethetimelinessofresolvingcomplaints.Whilecomplainantsmayprovidetheircontactinformation,thereisnoroutinepracticeforlettingthecomplainingpartyknowwhatactionsweretaken.AsMetroGovernmentadoptsthe“HUB”system,thatwillchange,astheHUBsystemtakesthatinformationandreportsresolutiontothecomplainant.

Noiseandparkingissuesare,generally,theresponsibilityofMetroPolice,ratherthanPropertyStandards.MetroPolicerecordscomplaintsinitsdispatchsystemforeachtimeofficershaverespondedtoanoisecomplaintataparticularaddress.ItdoesnotcurrentlyhaveapracticeinplacewhereinitnotifiesPropertyStandardseachtimeitrespondstoanoisecomplaint.NoSTRpropertyhaslostitspermitbecauseofnoisecomplaints.PropertyStandardshaslimitedstaffavailabilityduringeveningsandweekends.Whetherthismakesitlesseffectiveisambiguous.After-hoursstaffingmighthelptocollectevidenceforEnvironmentalCourtandmightmaketheDivisionappearspeedier,butitisunclearhowthatwouldaffectoutcomes.Also,forworkersafetyreasons,theDivisiondoesnotwantitsstaffinspectingresidentyardsinthedark.

a. DifferencesbetweengeographicareasTheDivisionprovideduswithdataonvarioustypesofRequestsforService(RFS)byMetroCouncilDistrict.AppendixIincludesmapsforallRFSsbyCouncilDistrictandyear.Thefollowingtableliststhetop10DistrictsforeachtypeofcomplaintforFY2015.Forexample,District11hadthemostTotalRequestsforServicein2015whileDistrict7hadthemostforHighGrass/Weeds.

Table9–RankOrderofDistrictsforNumberofRequestsforServiceRankOrder

TotalReqforService

HighGrass/Weeds

AbandonedVehicles Trash Violations

DistrictNumbers1 11 7 6 11 72 7 21 28 16 113 21 11 21 9 214 28 5 33 21 285 16 13 5 13 66 5 16 17 5 57 6 9 19 28 168 13 6 29 30 129 9 28 31 26 1310 12 31 11 2 9

SomeDistrictsappearinthetop10multipletimes.Wepresentedthedataintheorderofcomplaints,nottheactualnumbers.Districts5,6,9,11,13,16,21and28appearintheTop10ineachcategoryatleastfourtimes.WebelievetherearereportingdifferencestransitioningfromtheoldKIVAsystemtoCityWorksthataffectaclearpictureoftheresults.Propertiesthatreceivecomplaintsmay

haveviolationsinmorethanonecategory–wedonotknowhowmultipleviolationsatapropertyarerecorded.Also,wedonotbelievethattherearespecificcodetypes(e.g.,1fortrash,2forhighgrass,etc.)tologcomplaints.TheDivisionindicatedthatcomplaintsarerecordedintextfields,whichmakeitdifficulttotrackdetaileddatabytype.Fromtheabovetable,itisclearthatnotalldistrictsfacethesamelevelofissues.ThiswasalsoborneoutduringourinterviewswithCouncilmembers.WeaskedseveralCouncilmembersaboutthefrequencyofcallsrelatedtocertaintypesofcomplaints.Thepercentageofcomplaintsaboutshort-termrentalsrangedfrom0to33percentofallcalls.Callsrelatedtotrashanddebriswere10percentforonedistrictand50%foranother.

b. Codes&BuildingSafetyJobDescriptionsWereviewedthefollowingpositionswiththeCodes&BuildingSafetyarea:

• Director,Codes&BuildingSafety• AssistantDirectorforPropertyStandards• PropertyStandardsInspector1• PropertyStandardsInspector2• OfficeSupportRep

WebelievetheMajorJobResponsibilitiesineachjobdescriptionareappropriate.TheDirectorischargedwithresponsibilitiesforcoordinatingwithoutsideprofessionals,policy-relatedmatters,executive-leveladministration,andlong-rangeplanning.TheAssistantDirectorisresponsibleforday-to-daydivisionmanagement,includinginterpretationandapplicationofordinancesandregulations.Thispositionisalsochargedwithevaluatingworkmethods,evaluatingoperationprocedures,improvingoperatingefficiency,andformulatinganddirectingpreparationofreports.WebelievetheselatterresponsibilitieswouldbeperformedbetterbytheAssistantDirectorcoordinatingwithadedicateddataanalysis/managementspecialist.OneofourrecommendationsaddressestheneedtocreatethistypeofpositionwithintheDepartment.

c. CoordinationwithotherunitsofMetroGovernmentAcitizenreportinganissueofnoise,trafficorparkingshouldcalltheMetroNashvillePoliceDepartment.ThisdoesnotnecessarilyrequirethePropertyStandardsDivisiontobeinvolved,exceptthatiftherearethreedocumentedviolationsinayear,theDivisionmayrevokeapermittooperateashort-termrentalproperty.However,theDivisionhasneversuspendedorrevokedapermit.MetroPolicesendstheDivisionapapercopyofthecomplaintnotice(SafetyHazardNotification,Form271).However,NoiseisnotlistedasatypeofcomplaintsotheDivisioncannottracknoisecomplaintsbyaddress.Also,theDistrictnumberisnotrecordedandthiscomplicatesreportingtoCouncil.PropertyStandardsshould1)askPolicetoaddNoiseasaviolationcodetoForm271,2)trainstafftouseit,3)submitanelectronicfilesummarizingtheformsgeneratedtoPropertyStandardstoallowformatchingofnoiseviolationstoaddressesofshort-termrentalproperties.PropertyStandardswillhavetopayforthechanges,buttheywillmakeenforcementandcompliancemonitoringofshort-termrentalpropertiesmuchmoreeffective.IfthePropertyStandardsDivisionisinvestigatingwhatappearstobeanabandonedproperty,itwilloftenseekPoliceassistanceinenteringthepropertytoensurethatthepremisesaresafeforinspection.Onoccasion,theoccupantofapropertyunderinvestigationmaynotappeartobeofsoundmindorbody.Inthesecases,PropertyStandardsstaffmayreferthemattertotheappropriatehumanservicesagencyofMetroGovernment.PropertyStandardsmuststillenforcecodecomplianceinthesecases,butcoordinationwithanappropriatesocialservicesprofessionalmaymaketheeffortmoreeffective.

d. StayingCurrentwithRuleChangesThePropertyStandardsDivisionneedstostaycurrentwithrulechangesthataffecthowitworks.Outsideoftheshort-termrentalissue,theotherordinanceshavenotbeenchangingrapidly.Whileshort-termrentalpropertyregulationinNashvilleonlydatesto2014,thematterisofsufficientinterestthatseveralamendmentstothecurrentordinanceareunderconsideration.ThisisachallengetoPropertyStandards,notonlytolearnthatordinanceshavechanged,butalsotoadaptstaffingandprocesstomeetchangingrequirements.TheDirectorofCodes&BuildingSafetyandhisimmediatestaffshouldtracklegislativeandregulatorychangesandcommunicatechangestostaff,stakeholdersincludingelectedofficialsandotherMetrodepartments.Forexample,weareawarethatthereareseveralproposedamendmentstoMetro’sordinancesregardingshort-termrentals.Councilseeksstaffinputonalllegislativechanges,soCodeswillhaveadvancenoticeofpossiblechanges.

TheDirectorandAssistantDirectorshouldrefineaninternalprocesstoreviewandreviseprocessesaffectedbyrelevantregulationssothattheDivisionwillbeabletoenforcecodesrapidlyupontheiradoption.Inthisvein,wesuggestthatthe2015establishmentofacodesoffenderschoolordinance–notyetimplemented–isevidenceoftheneedforattentiontotimelyadaptationtonewordinances.

4. Nashville’sGoalsandLessonsfromPeersDuringthisproject,weheardmanystatementsfromNashville’sleadersaboutwhattheseeasNashville’svalues.Theseincluded:

• NeighborhoodsarevitaltothequalityoflifeintheCity• Therightsofpropertyownersareimportantbutneedtobebalancedwiththerights

ofneighbors• Thepublicright-of-wayisconsideredfreelyavailable,withlimitedexceptions.

Additionalregulationofparkingisunpopular.• SmallCouncilDistrictsenhancecontactbetweenresidentsandtheirelected

representativesDuringourphoneinterviewswithAustin,ChattanoogaandIndianapolis,wediscussedhowthesecitiesaddressissuessimilartothosefacingNashville,withoutinfringingontheabovevalues.WebelievethatNashvilleshouldconsidersomeoftheirapproachesas“bestpractices”intheareasofin-takeprocessing,enforcement,dataanalyticsandwaystobeproactiveinanticipatingproblems.SeniorMetromanagementhastoldusofthewillingnesstoinvestinimprovingtheDepartment’scapabilities.OurpeerinterviewsidentifiedseveralapproachesthatNashvilleshouldconsider.

a. HowpeersaccomplishthesamegoalsWeshowbelowcommentswereceivedfromothercities.Wehavehighlightedtheareasthatwebelieverepresent“bestpractices”thatNashvillecouldconsider:

Table10–ResultsofPeerCityInterviewsCity Observation/Finding BestPracticeAustin • Policedonotregularly

respondtonoisecomplaints• Short-termrentalproperties

donotgeneratemanycomplaints

• Short-termrentalordinancesareunderreviewandmaychange

• Short-termrentalsdonotpayhotel/moteltax

• AllcomplaintscomethroughtheAustin311systemwith311routingappropriateissuestotheDepartmentofCodeCompliance

• TheyuseanAdministrativeHearingOfficerandMunicipalCourt.Finesareauthorizedupto$2,000,butaretypicallyintherangeof$200-$300

Chattanooga • Short-termrentalpropertiesdonotgeneratemanycomplaints

• Nobusinesslicenseisrequiredandthecitydoesnotregulateshort-termrentalsperse

• Inspectorsdrivestreetsproactivelytoscanneighborhoodsforviolationsofpropertymaintenancecodes

• ThecityusesanAdministrativeHearingOfficerinlieuofEnvironmentalCourt.Itisfaster,easierandfinesaremorealignedwiththegravityoftheoffensethanfinesleviedbyEnvironmentalCourt.

Indianapolis • Short-termrentalpropertiesarenotregulatedanddonotgeneratemanycomplaints

• Finesforcodeviolationsareauthorizedupto$5,000

• Vendorsareonretainertocuthighgrass.Thepropertyownermustpaythechargeof$363percutting.

• Thecityusessalesforce.comtomanageitscallcenter

• Thecityhasstrongperformancemetricreports

WehaveincludedsampleperformancereportsforIndianapolisinAppendixII.

5. Recommendations

a. Staffsize(numberbyjobtitle)WebelievethereareseveralapproachestoestimatinghowmanypositionstheDivisionshouldaddtothecurrent16authorizedInspection-relatedpositions.

i. ComparisonstoothercommunitiesAsnotedinaprevioussection,ourinterviewswithpeercommunitiesindicatedthatNashvillehasfewerinspectorsper100,000populationandpersquaremile(seeTable4).ComparisonstoothercommunitiesareusefulbutarenottheabsoluteindicatorforguidingNashvillebecauseeachcommunityisdifferent.ForexampleIndianapolisdoesnotlicenseshort-termrentalswhiletheChattanoogainspectorscoordinatemorewiththelocalpolicedepartment.Therefore,staffingratiosarejustonewaytoevaluatestaffingrequirements.ForNashvilletoincreaseitsinspectionteamtothelevelofAustinorChattanooga,Nashvillewouldneedtoaddmorethan20inspectors.Sixinspectorsper100,000inNashvillewouldbeapproximately40inspectorsfewerthanthe16currentlyauthorized.

ii. LoanfundAmongthereasonsthatpeopledonotmaintaintheirpropertiesistheirfinancialinabilitytodoso.Tothisend,MetroGovernmentmaywishtoconsidercapitalizingandoperatingasmallloanfund.Eligibilityforloanswouldrequireanoticeofabatementforaviolationofcodeandproofoffiscalneed.Metromaysecuretheloanswithalienontheproperty.Thetypicalloanvaluewouldverylikelybemuchsmallerthanacommercialbankcouldconsiderandthedefaultratewouldlikelybehigher.MetroGovernmentwouldneedtoconfirmthattheloanfundswerespenttoremedythecodeviolation.

iii. OperationalreviewandrecommendationsSincethestartofthisproject,PropertyStandardsfilledthreeofitsfourvacantpositions,includingthevacantPropertyStandardsInspectorpositions.Wesupportthat.Atthistime,wealsorecommendthatMetroGovernmentincreasetheDivision’sstaffingwithanadditionalsevenpositionsaboveandbeyondtherecentfillingofthreevacancies:

Table11–RecommendedStaffingIncreasesJobTitle NumberDataAnalyst • MaintainCityWorksdatabases,monitor

Divisionactivitiesandprepareinternalandexternalreports

NewPropertyStandardsInspectorpositionsforproactiveauditing(seetablebelow)

• Increaseproactiveefforts• Developdeeperteaminanticipationof

staffturnover

NewCustomerServiceRepresentative

• AdditionalCustomerServiceRepresentativebecauseofnewInspectorpositions

Total 7TheadditionalinspectorswouldallowtheDivisiontofocusmoreattentiononproactivemonitoringofpotentialviolations,notonreducingresponsetimeforcomplaints.Codes&BuildingSafetyprovidedananalysisofthetimeneededfortheinitialinspectionofPropertyStandardsViolations.Nashvillehasabout2.35inspectorsper100,000population–evenaddingall5newinspectorstoenhanceproactiveauditeffortswouldstillhaveNashvilleatastafflevelbelowthatofAustinorChattanooga(bothhave6to7inspectorsper100,000).Webasedourestimateof5additionalInspectorpositionsontheneedtoinspect240,000Metroparcelseachyearatarateof2,000perweek.Usingtwopersoncrews,weestimatetheneedfor5positions.Webelievethattheadditionalinspectorsshouldhavethesamedutiesarecurrentinspectors.Thiswillreducetheimpactofturnoverandprovidealargerpoolofcandidatestoreplacecurrentteamleaders/managersconsideringretirement.Inspectorswouldconductproactivedutiesaspartoftheirregularassignments,notasdedicatedproactiveinspectors.Ourrecommendationaddressestheneedformoreproactiveeffortsbyauditingparcelsforcodecompliance.Ifproblemsareidentifiedearlier,itmayreducethenumberofcomplaints.IncreasingtheinspectorsbyfiveshouldprovidePropertyStandardswiththecapacitytoreducethecycletimeforauditingmostMetroareasthathavethemostcomplaints.Shouldtheseproactiveeffortsnotresultinreductionsincomplaints,Metrocanrevisitthestaffinglevelandaddmoreinspectorsinthefuture.

During2015,therewere12,995newcaseswithinitialinvestigationsasfollows:

Table12–PropertyStandards:ComplaintResponsivenessInitialInvestigation Number PercentWithin3days 8,892 69%Within5days 10,939 84%Within10days 12,955 100%

Almost70%ofcaseswereinvestigatedwithinthreedays.Webelievetheseresponsetimesareacceptableanddonotrequireadditionalstaffatthistimetoreduceresponsetimes.Werecommendthatallinspectors(BlueandRedteams,aswellastheFlexteam)shoulddevoteatleasttwodaysamonthtoproactivereviewoftheirterritoriestoidentifyviolationsrelatingtobuildingconditions,abandonedvehicles,highgrass/weeds,trash,signs,graffiti,andotherCodeviolationssothatPropertyStandardscaninitiateabatementactionsbeforethereisacomplaint.TheFlexteamisassignedtoperformneighborhood“audits,”meaningproactiveneighborhoodpatrolstolookforcodeviolationspriortocitizensreportingthem.Anaudittypicallysurveysapproximately2,000parcelsandtakesateamoftwopeopleapproximatelyaweektoperform.Atthispace,currentstaffingdoesnotallowauditstohappenatasufficientlyaggressiveinterval.ThiscontributestoourrecommendationtoaddinspectorstotheDivision.AuditsarecurrentlyaFlexTeamresponsibility.However,thegeographic-basedteams(RedandBlue)arealreadyinneighborhoodsregularlyandarefamiliarwithchronicproblemaddresses.OneoptionistofoldtheFlexTeamstaffintotheRedandBlueteams,drawthegeographicresponsibilitiesofeachinspectorinsmallerareasandmakeeachinspectorresponsiblenotonlyforresponsetocomplaints,butalso,forproactiveinspection

b. OrganizationstructureCurrently,PropertyStandardsisstaffedatalevelthatlimitsproactiveinspectionswork.TheDivisiondoesnothavetheresourcestopermitittoreflectonhowitseffortsdriveresults.Itneedssomeonetoorganizeandpresentdatathatwillallowmanagementtoalignresourceswithneeds.WerecommendthatthenewpositionofDataAnalystreporttotheDepartmentDirectorandtheAssistantDirectorforPropertyStandards.ThispersonshouldreviewmonthlyreportswiththemandpreparereportstotheMayorandCouncil.ThispersonwouldalsodeveloprecommendationsaboutimprovingtheuseofCityWorks(e.g.,codestoidentifyindividualcomplainttypes)andprocessesfortransferringdatafromMetroPolice.AkeyaspectofthispositionwillbetoincorporatetheHOSTCompliancesystemintotheidentificationofunpermittedproperties.ThiswillhelptoclosedownSTRPsoperatingwithoutpermitsandwillaidincollectingunremittedhotel/moteltax

revenues.Thatrevenueisanimportantcontributiontofundingtheenforcementofrelatedcodes.

c. ShiftsAllDivisionpersonnelhaveastandardMonday–Fridaydaytimeworkschedule.Somepeoplehavesuggestedthatstaffingothershiftsmightmakeenforcementmoreeffective.Therearecaseswherethismaybetrue.Forexample:

• Confirmingthatcarsparkedonlawnswhenoccupantsreturnhomefortheevening.IfacomplaintisfiledonMondayat7:00pm,theDivisioncouldmonitorthataddressonotherdaysatthattime.

• Confirmingthatthenumberofvehiclesatanaddressisconsistentwiththeoccupancylimit.

Optionsinvolvingnightshiftsandweekendswerediscussedduringinterviews.WedonotrecommendthatDivisionstaffbeassignedtonightorweekenddutybecause:

• Divisionstaffarenotdeputized.• Webelievethatnightandweekendcomplaintswouldtendtoinvolveissuesover

noise.NoisecomplaintsaretheresponsibilityoftheNashvillePoliceDepartment.TheDivisioncouldusePolicereportsforgeneratingnoticestopropertyownersandforcreatingdocumentationthatcanbeusedininitiatingadministrativehearings.

• DivisionstaffcouldbeoncallsothattheycanrespondtorequestsfromthePoliceDepartment.Divisionstaffcouldthenrespondonanas-neededbasis.ThisistheapproachusedinChattanooga.

• ComplaintsaboutnoisecouldalsobereportedtotheHOSTcallcenterorMetro’s311callcenter.

Wealsonotedthatinspectionpersonnelareinthefieldfromabout4to5hoursperday,fromabout10.15amto2.30pm.Theotherhoursaredevotedtophonecallsandpaperwork.Fieldstaffshouldhaveagoalof80percentoutsidetheoffice,or6to6.5hoursperday.Thiscanbeaccomplishedbyimprovingtheuseoftechnologyandmobiledevices,andreducingsomeofthetimespentintheofficeatthestartandendofeachshift.

d. ReportsThePropertyStandardsDivisiondevelopedareportformatthatcouldbesenttoCouncilmembers.Thisreportcanbemodifiedtoreflectotherdataelementsthatwerecommendbecollected(seeAppendixV).However,thewaytheDivisionmaintainsdataintheCityWorkssystemneedstobemodifiedtoreflectthefollowing:

• CouncilDistrictisnotcurrentlycollectedintheon-linecomplaintsystemsoaddressesinformationisconvertedtoDistrictnumber.ThisrequiresthesupportofMetro’sinformationservicesdepartment.

• ReportedViolationcoversmanytypesofviolations.EachviolationrelatedtoanRFSandaddressshouldbeidentified,codedandreportedindividually.

PropertyStandardsRFSActivityReport

Date: CouncilDistrict: DateRangeofReport: NewRFSCases: NumberofRFS

Cases(Previousyear):

RFSCasesClosed(duringthisreportingperiod):

NumberofCourtCases(duringthisreportingperiod–initiated/closed):

RFSCasesActivityByCategory

AbateNoticesIssued: CaseswithNoViolationFound:

OpenRFSCasesByAddress

PropertyAddress ReportedViolation DateInitiated Status

e. CustomerServiceOrientationPeoplewhoreportissuestotheDivisionpresumablyexperiencesomedegreeoffrustrationbeforetakingaction.Aneffectivecustomerserviceapproachwillrecognizenotonlythefactsinplay,butalso,theemotionalsituation.Wehighlightthisherebecauseviolationsoflawaresubjecttotheinvestigativeandremedialeffortsgovernedbydueprocess.Havingastrongcustomerserviceorientationinvolvespromptcommunicationtoletthepartyknowthatthecomplainthasbeenrecordedandtoprovideupdatesonthestatusofthecomplaint.Theonlineandphonecomplaintsystemsallowsforinclusionofanemail

address.Therequestforservicenumberisprovidedtothepartysubmittingthecomplaintsotheycanreturntothesystemandinquirelateraboutthestatus.AcustomerserviceorientationshouldincludesendingstatusupdatestothecomplainingpartysoMetroisinformingthemofchangesinthestatus.Theonlineandphonecomplaintsystemsshouldencourageenteringeitheremailaddressorcellphonenumberstoallowforsendingofstatusupdatesaseitheremailsortextmessages.Rarelyisdueprocessspeedy,whichmayleadsomewhocomplaintobelievethatMetroGovernmentdoesnotcare.Weheardsomepeopleexpressthatthismaybethecase.ThefirstelementintimelinessishowfasttheDivisionrespondstoaRequestforService.Divisionrecordsshowthat69%ofcomplaintsareinvestigatedwithinthreedays.Webelievethatthisisreasonable.Neighborswantimmediaterelief,butthedemandsofdueprocesstaketime,whichcontributestoanimpressionthatPropertyStandardsisslow.Thatseemsunfair.Inadditiontospeedistheconcernthattheservicebecustomerfriendly.Whilecurrentuseofautomatedcalltakingisefficient,itdoesnotcreateacustomer-friendlyimpression.AdoptionoftheHUB(asa311callcentersolution)willprovideamorehumantouch.Movingatleastsomeofthetelephonetraffictoacallcentermayhelp.MetroGovernmentisevaluatingtheHOSTCompliancesoftwareapplicationtoassistwithshort-termrentalproperties,whichispairedwithacallcenterforthispurpose.Webelievethishasmerit.WerecommendthatMetrocontinuetoencourageresidentstofilecomplaintsviatheInternet.Theapplicationalsoworksonmobiledevices.ComplaintsfiledwithCouncilmembersarealsoroutedtoMetro’swebsiteforfiling.However,allpersonswishingtofileacomplaintdonothaveaccesstotheInternet.Metroshouldinstruct311operatorstoalsorecordcomplaintsreceivedviaphonetoentertheseintothecomplaintsystem.Wemakethefollowingrecommendationsrelatedtothefilingofcomplaints:

• Thewebsitecontainsadrop-downlistwith26typesofcomplaintoptions.Theusercanonlyselectone.Werecommendthatthispagebedesignedsothatthepersoncompletingtheon-lineformcanselectmorethanoneviolationtype.

• Thedrop-downlistdoesnotinclude“Noise”.WhileMetroPoliceisgenerallyresponsiblefornoisecomplaints,PropertyStandardsshouldaskPolicetoaddthiscategorybeonthelistsothatPropertyStandardsmaydocumentviolationsthatmayaffectsomeone’sabilitytoretainapermitforshort-termrentalofaproperty.

• Districtnumberisnotincludedonthepageasadataentryfield.Werecognizethatmostpeoplewillnotknowthedistrictnumber;theapplicationshouldhavealook-upfunctionwhereitcanmatchthestreetandaddresstoaspecificdistrict.ThiswillhelpinreportingtoCouncilmembers.

• ThePropertyStandardsDivisionshoulddevelopaprotocolforexplainingbothtothosewhocomplainandtothosewhoownthesubjectpropertieswhattheprocesswillinvolve.Manypeoplewillnotknowwhattoexpectfromtheprocessorhowlongitmaytake.Eveniftheymaybeabletolookupthestatusoftheitemonline,manydonotknowwhereorhowtodothatandnoteveryonehasInternetaccess.

f. CodesOffenderSchoolThegoalofenforcementisnotonlytheswiftresolutionofcodeviolations,butalsotocreateincentivestoavoidbeingarepeatoffender.Tothatend,MetroGovernmenthasauthorized(buthasyettoimplement)aschoolforcodeviolators.SimilartoTrafficSchool,thegoalistoavoidaharsherandlengthierenforcementprocessbyeducatingviolatorsabouttheirresponsibilities.PropertyStandardsisseekingacontractor(RFP960630)whocancreate,craft,andprovideongoingteaching/trainingservicesforpropertystandardscodesviolators.AcontractawardisanticipatedinFebruary2017.TheDivisionhasissuedarequestforqualificationsandwillsoonreviewresponses.Theclasswouldfollowthetrafficschoolmodel.PropertyStandardshasnotyetworkedoutthecriteriaforattendancebutitwouldfocusonviolatorswhowouldnormallyendupinEnvironmentalCourt.Council’sanalysisofthenewordinance(Ord.BL2015-1129§1,2015),16.24.185–CodesOffenderschool-provided:

ThisordinanceamendstheMetrocodetoestablishacodesoffenderschool.Thisschool,whichwouldbesimilartothetrafficschool,DUIschool,andtheanimaloffenderschoolcurrentlyinexistence,wouldbeoperatedunderthesupervisionofthecodesdepartment.Thisordinancewouldgivetheenvironmentalcourtthediscretiontoorderapersonfoundtobeinviolationofthepropertystandardscodetoattendthecodesoffenderschoolinadditionto,orinlieuof,anymonetaryfine.Thepurposeoftheschoolwouldbetoprovideeducationaboutthepurposeofthepropertystandardscodeandtheimpactofviolationsonthehealth,safety,andwelfareofthecommunity.Personsorderedtoattendtheschoolwouldberesponsibleforpayingafeeupto$90,whichwouldbeusedtocovertheexpensesoftheschool.Theordinancewouldgivethecodesdepartmenttheauthoritytoselectanonprofitorganizationororganizationstooperatethecodesoffenderschoolsubjecttoapprovalofthecouncilbyresolution.TheDirectorofFinancedidnotsigntheordinanceastoavailabilityoffundsasaresultofalackofinformationregardingwhethertherevenuegeneratedfromtheclasswouldoffsetthecostsoftheprogram.However,arecentletterfromassistantcodesdirectorBillPennstatesthatthe$90perattendeefeeshouldbesufficienttocoverthecosts,especiallyifeachclasshas12ormoreattendees.

Thissendsamessagethatkinder,gentlerenforcementisavailableinexchangeformoreefforttoavoidfutureviolations.However,academicevidencethattrafficschoolreducescrashesandmovingviolationsisverythin,sopredictinghowapropertystandardsviolatorprogrammightreducefutureviolationsinNashvilleisverydifficult.Whetheritwouldachieveitsaimsornot,failuretoimplementalegislativelyauthorizedsolutioncreatestheimpressionthattheDivisionisnotfullycommittedtoCouncil’sgoalofenhancinganenforcementeffort.Itunderminescredibility.

g. TrainingCodes&BuildingSafetyandPropertyStandardsmanagementshouldcommunicateexpectationstoallInspectorsastotheoverallgoaloftheDivision:enforcingpropertystandardsaggressively,subjecttotheprotectionsofdueprocess.Itshouldalsodevelopmetricsforinspectoreffectivenessandmonitorthattheyaremet.Thesestandardsshould,ataminimum,addressthenumberofsitesinspectedperweekandtheexpecteddispositionofthosevisits.Individualresultsmaybeaffectedbyparticularcases.Thegoalisnot“gotcha,”butrather,identifyinghowconsistentlypeoplewiththesamejobareperforming,ratherthantrustingtochance.WhileDivisionstaffarepromptinrespondingtocomplaints,webelievetheDivisionshouldalsoemphasize:

• Identifyingpotentialissuesbeforethereisacomplaint• Identifyingpropertiesthatdonotcomplywithexistingordinancesrelatedtoshort-

termrentals• Beingaggressiveinpropertieswithsubstandardbuildingconditionsinreturningto

standardWhilethelattermaybedifficultbecauseoftheowner’sageorfinancialsituation,notaddressingthesituationwillnothelpresolvethesituation.WebelievethatPropertyStandardswouldbenefitfromadditionaltrainingin:

• Currentstatutesandordinances• Howtocategorizecomplaintsandviolations• Howtoemploycomputersandremotedevices• Optionsforpropertiesthatneedrenovationassistance

Trainingonordinancesandcodingwouldprovideconsistencyinhowviolationsarerecorded.Again,webelievepartoftheproblemisbecauseofhowviolationsarecodedinCityWorks.InspectorsandtheDataAnalystshoulddefineuniquenumericcodesfor

violationsandincorporatetheuniquecodesintoallformsandcomputerscreens.PropertyStandardsshouldnotusealphacharacterstocombinemultipleviolationsasitcomplicatesreportingandanalysis.Asaresult,manycomplaintsarecombinedas“violations”.Improveduseofelectronictoolscouldhelpinreducingtimespentintheoffice.Wedidnotreviewformsusedbytheinspectorsbutwebelievethatimproveduseofelectronictemplatesandtransferofpaperworkfunctionstoin-officeadministratorscouldexpediteworkflow.

h. CoordinationwithMetroPoliceNoiseandparkingissuesare,generally,theresponsibilityofMetroPolice,ratherthanPropertyStandards.MetroPoliceusesaSafetyHazardNotification(Form271)forcertainhazardsandfornoisecomplaints.ThisisapaperformandMetroPolicesendscopiestoPropertyStandards.Thefollowingisanexamplefromacomplaintaboutnoise.Eventhoughtthedescriptionfielddescribesthecomplaintaboutnoise,thereisn’ta“type”categoryfornoisecomplaints.

Theproblemswiththisprocessare:• Noiseandparkingarenotlistedasoptionsunder“TypeofHazard.”Verifiable

complaintsmayultimatelyallowrevocationofapermitforashort-termrentalproperty,butthislackofcodingmakesithardertodocumentthat.

• PropertyStandardsgetsthephysicalnotices,notanelectronicfile.Thismakesitpainfullydifficulttomatchtheoffensestoaddressesinawaythatwouldsupportappropriateremediesagainstachronicoffender.

SinceMetroPoliceisgenerallyresponsibleforrespondingtonoisecomplaints,webelievethatPropertyStandardsshould:

• ContactMetroPoliceaskingittomodifyForm271toincludeNoiseandParkingasviolationtypesand

• ProvideallsuchreportstoPropertyStandardsinelectronicformat.ThesechangesmayinvolvePolicecomputersystemmodificationsandtrainingmaterials.PropertyStandardsshouldcompareallnoticestoitsshort-termrentalfileandtrackthenumberofviolationsbyaddresssoitcaninitiatepermitsuspensionproceedingswhenwarranted.

i. Languageneeds(esp.Spanish)Approximatelyone-thirdofthechildreninNashville’spublicschoolsdonotspeakEnglishasafirstlanguage.(TheTennessean,NashvilleSchoolshaveThousandsofELLStudents,November14,2015)Two-thirdsofthisgrouparrivesatschoolwithSpanishasaprimarylanguage.WhiletheschoolsworktodevelopEnglishfluency,thereisstillaneedforservicesinlanguagesthatstudentscanunderstandsothattheycanbecomesuccessfulinlearningEnglish.ThissuggeststhatforservicesofMetroGovernmenttobeavailabletoallresidents,thereisaneedforMetroemployeestobeabletocommunicatewithresidents.TheDivisionhasoneemployeefluentinSpanishandanotherwithconversationalskills.TheDivisionshouldhaveatleastoneCustomerServiceRepresentativeandoneInspectoronstaffthatisfluentinSpanish.

j. Balancingreactive(complaint-driven)andproactiveeffortsPropertyStandardsDivisionreceivesRequestsforServiceinanumberofways.TheDivisionthenlogstheRFSintoCityWorksandassignstheincidenttooneofitsthreeteamsforfollow-up.WerecommendthattheDivisiondesignateatleasttwodaysamonthforeachfieldstafftodrivethroughtwoDistricts(1dayperDistrict)toidentifypropertyissuesthatshouldbeloggedinandaddressed.Weanticipatethatthisprocesswouldidentifypropertieswithhighgrassandweeds;junk,debrisandtrash;abandonedvehicles;graffiti;andotherobservableissues.Webelievethisprocesscanhaveseveraladvantages:

• TheDivisioncanproactivelyidentifyproblems,insteadofwaitingforacitizencomplaint

• TheDivisionwillbevisibletothepublic

k. ChangetheProcessforHighWeedsandGrassandAbandonedVehicles

i. HighWeedsandGrassDuringourinterviews,DivisionstaffindicateditaskstheDepartmentofPublicWorkstomowlotsthathaveviolatedthestandardforhighgrass/weeds.PublicWorkshastwocrewsthatmowinthepublicright-of-wayandonlotsforwhichMetroisresponsible.ThePublicWorkscrewswillnotnormallymowonprivateproperty.AccordingtoMetroProcurement,MetrohasacontractwithalandscapingvendortomowMetroproperty,typicallylargetractsofland.Thevendorhassubcontractors.Dependingonsatisfyinglegalstandards,Metroshouldconsiderhavingthisvendoravailabletomowpropertiesthatarethesubjectofhighweed/grasscomplaints.WerecommendthatPropertyStandardsimplementaworkorderprocesswithinCityWorksorHub/311wherebyitrequeststhatPublicWorkscoordinatemowingwithinaspecifictimeframe.TheworkorderscouldbeinitiatedthroughHub/311orbytheInspectoridentificationofneighborhoodsduringtheMarch–Novembergrowingseason.IfPublicWorkscanuseitsowncrewtomeetthestandarditshouldperformtheworkbyMetrostaff.IfPublicWorkscannotmeetthedeadline,itshouldrefertheworkordertooneofitsvendors.Ifavendordoesthework,PublicWorksshouldforwardtheinvoicetoPropertyStandardsforpayment.PropertyStandardswouldthenplacealienonthepropertyiftheinvoicewereunpaidafter90days.

ii. AbandonedVehiclesHandlingofparkedvehiclesistheresponsibilityofMetroPoliceorPropertyStandards,dependingonthecircumstances.TheauthorizingruleisintheMetroCodeasTitle12.08.210,OrdinanceNo.BL2002-1128.Codedefinesan“abandonedvehicle”asmorethanfouryearsoldandleftunattendedonpublicpropertyformorethantendays,orinanobviousstateofdisrepairandleftunattendedonpublicpropertyformorethanthreedays.PropertyStandards(Codes&BuildingSafety)isresponsibleforcarsparkedillegallyonprivateproperty(eveniftagsarevalid)andthetowingofabandonedvehicles.Weunderstandthattheprocessinvolvesseveralweeks,ifnotmonths,forPropertyStandardstoremoveavehicle.Aprivatefirmthentowsthevehicleandthevehicleisimmediatelycrushedandsoldasscrap.InMetro,therewerealmost800complaintsaboutabandonedvehiclesin2015.

MetroPoliceisauthorizedtotowvehiclesinthepublicright-of-wayifthevehicletagshaveexpired.Absentaparkingviolationorregistrationissue,allothervehiclesconsidered“abandoned”areamatterforPropertyStandards.WerecommendthatMetrostreamlinethisprocessbyauthorizingremovalofavehiclewithinoneweekofthecomplaintbeingfiledandMetrosatisfyingthewaitingperiods.Metrowouldretainafirmtostore(asopposedtodemolishing)thevehicleforupto90days.Metrowouldnotifytheregisteredownerofthevehicleofthetowandwherethevehiclewasstored.After90daysinstorage,thetowcompanycoulddisposeofthevehicle.Metroshouldestablishstandardsforhowitdeterminesifthevehicleisinan“obviousstateofdisrepair”(e.g.,burned,notires,brokenwindows,outofdateregistrations,etc.).AccordingtoMetroPurchasing,MetrocurrentlyhasacontractinplacewithUnitedTowingformanagementofthetow-in-lot.CodesshouldinitiatecontactwithPurchasingtoinvestigatewhetherthisisafeasibleoptionunderthatcontract.

l. EnactinganAdministrativeHearingOfficerinLieuofEnvironmentalCourt

TennesseelawpermitsEnvironmentalCourttolevyafineofonly$50,whichismeaninglesswhencomparedtotherevenuealandlordcanearnfromashort-termpropertyrental.Thereisapossibilityofafineof$50perday(limitedbystatelaw),buttherulesofevidencearedaunting.Forexample,togetafineforeachdayapropertyisadvertisedasavailable,theplaintiffmustprovethatthepropertywasadvertisedforeachday.Demonstratingthatitwasadvertisedonlyonthefirstandlastdaysofaperioddoesnotmeettheevidencestandardofproofofeachdayadvertised.AccordingtotheDepartmentofLaw,however,theevidentiarystandardsneededforacourtproceedingaregenerallymorestringentthanthosenormallyneededinanadministrativeremedy.

Codes&BuildingSafetyprovidedthefollowing2015dataoncomplaintsbytype:

Table13–PropertyStandards:ComplaintsbyTypeType NumberViolations 10,431Short-TermRentals 13HighGrass 3,222AbandonedVehicles 782Graffiti 61Junk,Trash,Debris 3,570DemoCase 75RepairCase 30IllegalUse 63Total 18,247

Veryfewofthecomplaintsaboutviolationsresultinhearings(citations)beforetheEnvironmentalCourt.Forcomparison,theCircuitCourtClerkprovidedareportofcitationswrittenforcodeviolationsin2016(throughOctober31st).Itincludescitationsforthefollowingviolations:10.26.010HighWeedsandDebris 16.24.330ExteriorPropertyAreas10.28.010ExcessiveGrowth/DebrisProhib 16.24.340ExteriorofBldgandStructure10.32.120StorageandDisposalofGarbage 16.24.440WaterSystemRequirements10.32.130AccumulationofGarbage 16.28.010BuildingPermitReq.10.32.140BuildingMaterialsonPremises 17.32.050ProhibitedSign10.32.160StagnantWater 20-01-141AccumulationofTrash-Nolongeravalidcode)16.24.320UnsafeVacantBuilding Thenumberofcitationsispresentedinthefollowingtable:

Table14–EnvironmentalCourt:CitationsFirstTenMonthsof2016

Dismissed

service

Exterio

Guilty

Retired

16.24.330Exterior 20 22 32 5 12 3 7 10116.24.340Exterior 1 1 2 416.28.010Buildingpermitrequired

17.32.050Prohibitedsign 3 320.01.141Accumulationoftrash 1 116.24.330Blank 1 1Total 21 23 34 1 5 16 3 8 111

Therewere111totalcitations.Ofthese,101wereforviolationsfallingundersection16.24.330,“ExteriorPropertyAreas.”DuringourmeetingswithCouncilmembers,severalmentionedresidentcomplaintsconcerningtrashandweeds.TheRefereeindicatedthatthemajorityofcasesfromPropertyStandardsinvolvemattersrelatedtotrash,highgrass/weeds,improperusage,andparking.Hecommentedthatthecasesaredocumentedandthatinspectorsdoagoodjobofpreparingcases.TheCircuitCourtClerkprovidedtheWarrantandCitationdocketsforarecentsession.TheWarrantdockethad57casesbutthereportdidnotincludeacomplainttype(cause).TheCitationsdockethad128cases.Thecomplaintswere:

Table15–CitationsDocket–RecentSessionType NumberAnimalrelated 60Alarmrelated 47Noise 17Certificateofcompliance 12Marijuanaandparaphernalia 8Exterior 6Causeslistedoncitation 5Total 155

WebelievethatthelargedifferencebetweenthenumbersofRequestsforServicecomparedtoCasesmaybeattributableto:

• EffectivenessofabatementnoticeprocesswithinPropertyStandards,and/or• Reluctanceofinspectorstoissuewarrants

WelearnedoftheAdministrativeHearingOfficer(“AHO”)optionfromChattanooga.WhenwementionedittoMetroNashvillestaff,welearnedthatNashvillehastwosuchpositionsauthorizedinitsMetropolitanCodeofLaws,Section2.20.130.B.Metro’sLawDepartmentadvisesthataccordingtoSection2.20.130.A,theoptiontoutilizetheAHOprocessisatthediscretionofCodes&PropertyStandards.TheDirectorofCodes&BuildingSafetysupportstheAdministrativeHearingOfficeroption.ThiswillrequirethesupportofMetropolicymakers.ARefereehearsmostPropertyStandardscasesbroughttoEnvironmentalCourt.TheJudgehearscasestoobuttheseareprimarilyappealsoftheReferee’srulingsandinvolveanimals,notbuildingviolations.)TheRefereehearscasesrelatedtohealthissuesandtaxis,aswellasthosebroughtbyPropertyStandards.AccordingtotheDepartmentofLaw,theEnvironmentalCourtJudgecurrentlyholdsasessioneachmonthtohearEnvironmentalCourtcasesonappealfromtheReferee.Whilethissessionhas,generally,beenlimitedto

threecasespersession,theJudgehasexpressedawillingnesstohearmorecasespersession,asneeded.

m. PerformanceMetricsProblemschangeovertimeanditisimportanttoidentifytrendsintypesandlocationstoallowtheDivisiontoreactbyadjustingtraining,stafflevels,assignments,andprocesses.Fromourinterviewswithdivisionmanagement,webelievethatitiscurrentlydifficulttoreportoncomplaintsbytypeofincidentbecausesomeofthedataisenteredastextfields,soitisnotsortablebycomplainttype.InAppendixII,wehaveincludeddashboardreportsfromtheCityofIndianapolis.Thesereportsarereleasedweeklytoshowthenumberofincidentreportsbysource(e.g.,311,mobiledevice,department),andcomplainttype(e.g.,trash).WerecommendthatMetrohavehigh-levelsummaryreportslikethesebutmorerobustreportsthatwillprovidemanagementtoolstotrackstaffeffort,timetofirstinvestigation,Districtandstatusasshort-termrentals.HavingtheabovedataelementsresidentinCityWorkswillgivethedivisiongreatercapabilitytoreportonitsactivitiesandmanageitsoperations.AppendixVcontainsalistoftheelementswerecommendPropertyStandardsDivisionrecord.TheDivisioncanthenusetheabovedataelementstodevelopstandardweeklyormonthlyreportsthatcanbesenttoappropriateCouncilmembers,theMayor’sOfficeandpublicwebsitestoreportonactivitiesinindividualDistricts.ThedatacanbeusedwithintheDivisiontomonitorstaffactivity,elapseddaysfromcreationofasystemrecordtoinitialinvestigation,andtypeofcomplaints.

MetropolitanGovernmentofNashvilleandDavidsonCounty,TennesseeReviewofPropertyStandardsDivisionStaffing-DRAFT

AppendixI

RequestsforServiceMaps

MetropolitanGovernmentofNashvilleandDavidsonCounty,TennesseeReviewofPropertyStandardsDivisionStaffing-DRAFT

AppendixII

IndianapolisCharts

Madison, Brian D.

From: Ortman, AmandaSent: Monday, October 17, 2016 7:05 AMTo: Kelty, Stephanie; Rowland, Michael; Ortman, Amanda; Robinson, KatieSubject: Dashboard: Prior Week Report As of 10/17/2016 7:04 AM

Follow Up Flag: Follow upFlag Status: Flagged

Prior Week Report

As of 10/17/2016 7:04 AM

Madison, Brian D.

From: Ortman, AmandaSent: Monday, October 17, 2016 2:30 AMTo: Ortman, AmandaSubject: Dashboard: BNS Dashboard As of 10/17/2016 2:29 AM

Follow Up Flag: Follow upFlag Status: Flagged

BNS Dashboard

As of 10/17/2016 2:29 AM

AppendixIII

ListofInterviews

MetroMayorMeganBarryRickyRooker–CircuitCourtClerkJosephWoodson–Mayor’sOffice,MetroCouncilLiaisonTaliaLomax-O'dneal–FinanceDirectorTerryCobb–DirectorofCodes&BuildingSafetyBillPenn–AssistantDirectorofPropertyStandardsDivisionTomEddlemon–FinanceDepartment,TreasurerPiperJones–FinanceDepartment,CollectionsOfficeSupervisorMargaretDarby-DepartmentofLawSusanT.Jones-DepartmentofLawBillHerbert–ZoningAdministratorGregStiles–PropertyStandardsChristineGibson–PropertyStandardsWayneDenton–PropertyStandardsRonMitchell–PropertyStandardsHon.AllegraWalker,JudgeEnvironmentalCourt–GeneralSessionsCourtDonnaLiles–PropertyStandardsSgt.MichaelFisher–MetroNashvillePoliceDepartmentJimTodd,EnvironmentalCourtReferee–GeneralSessionsCourtSharonWahlstrom,DepartmentofPublicWorks-FinanceJeffGossage,DepartmentofFinance-ProcurementMetroCouncilMembersandStaffBurkleyAllenFreddieO’ConnellColbySledgeNancyVanReeceBobMendesBrettWithersSamColemanSuzanneAbelBrandonBurnette

OtherNashvilleNeighborhoodAlliance(5representatives)TerryClements,VPGovernment&CommunityRelationsNashville

ConventionandVisitorsCorporationUlrikBlazer,CEOHOSTComplianceJillianIrvin,AirbnbPublicPolicyDirectorChrisLehane,AirbnbGovernmentRelationsforSoutheastRegionMatthewCurtis-HomeAwaySeniorDirector,GlobalGovernmentAffairsandPublicPolicyAshleyHodgini-HomeAwayGovernmentAffairsManager,SoutheastRegionIndianapolis:BrianWilson–BusinessandNeighborhoodServicesChattanooga:DonnaCasteel,DivisiondirectorforInspectionsHamiltonCounty:GregJones,CodeInspectorAustin:DonaldBirkner–CodeEnforcementDivision

AppendixIV

PropertyStandardsDivisionComplaintProcesses

PropertyStandardsDivision

ComplaintProcesses

TheinvestigationofpotentialviolationsoftheMetroCodebeginswithreportsfromvarioussources.Sincethereisnocentralizedprocessfortheintakeofcomplaints,wedonothavedataonhoweachcomplaintcameintothesystem.ComplaintsareroutedthroughCouncilmembers,thePoliceDepartment,311calls,theCodes&BuildingSafetywebsite,andemailstotheMayorandPropertyStandardsDivision.OncePropertyStandardsreceivesacomplaint,thesequenceofeventsinthisprocessisbelow.RequestforService:Someone(citizen,Councilmember,MetroemployeeormemberofPropertyStandardsDivision)noteswhatheorshebelievestobeaviolationandreportsit.TheexistenceofmultiplechannelsisachallengethatourstaffhasbroughttoMetroGovernment’sattentionbefore.Requestsmayinitiatefrom:

1. Directcitizenrequest2. CouncilMemberrequest,ofteninitiatedbycitizens3. ReferralsfromotherMetrostaff4. FieldobservationsbyPropertyStandardsstaff

TherequestsmayreachPropertyStandardsthroughthefollowingchannels:

1. PhonecallstoPropertyStandards2. ReportsonlinetothePropertyStandardscustomerservicedesk,locatedat

https://www.nashville.gov/Codes-Administration/Property-Standards/Code-Enforcement/Report-A-Codes-Violation.aspx

3. Emailsorhandwrittennotes4. 311requestsreferredtoPropertyStandards

Whileitmayseemappealingtooffermanywaystogethelp,itisalsoconfusing.WeaskedCouncilMembersiftheyknewifcitizenstriedtogettheirproblemssolveddirectlywithPropertyStandardsbeforecallingCouncil.Theysaidthattheydonotalwaysknow,butthatitcanbeconfusingtoknowhowtoaskforhelpandthatcitizensassumethataCouncilMemberwillbeabletocutthroughtheredtape.PropertyStandardsmighttakethisasausefulpieceofadviceonhowtostreamlinethecustomerserviceexperience.Assignment:ThePropertyStandardsDivisionCustomerServiceDivisionlogstheRequestforServiceinCityWorks(avendor-suppliedplatformthatmanages,assignsandtracks

workorders).CityWorksusestheaddressoftheRequestforServicetoassignthemattertoaninspectorwithgeographicresponsibilityforthelocationofthecomplaint.Beforeproceedingtoaninspection,theremaybeadditionalresearchrequired.Areportofanunregisteredshort-termrentalpropertyrequiressomeonetoverifyifthepropertyisregistered.Ifso,thecomplaintwouldbeunfoundedanditwouldnotbeappropriatetovisitthesite.Forahighweeds/grasscomplainttobevalidthevegetationhastoexceedacertainheight.Abandonedvehiclesmustmeetspecificcriteria,suchasthenumberofbrokenwindows.FieldInspection:Aninspectorvisitsthesitetoassessifthereisacodeviolation.Ifnot,theallegationisclassifiedas“unfounded”andthematterisdocumentedasresolved.Ifso,theinspectorissuesaNoticetoCorrectViolation.TheNoticedescribesthefindingandindicatesadatebywhichtheviolationmustbeabated,eitherbyceasingthebehavior,cleaningorrepairingthepropertyorexplainingwhytheownerbelievestheNoticetobeinerror.TheDivisionprovideddataonhowlongittakesbeforethereisaninitialinvestigationofacomplaint:

PercentofNewCasesInvestigatedwithin 2013 2014 20153days 67% 67% 69%5days 83% 84% 84%10days 100% 100% 100%NumberofNewCases 13,342 11,923 12,955

TherehavebeensuggestionstoincreasestaffingofthePropertyStandardsDivisiontorespondtorequestsforserviceoutsideofstandarddaytimebusinesshours.PropertyStandardshascoverageforweekendsandevenings,buttheissuewouldbewhetherthatisenough.Insomecases,thiswouldnotprovideimmediaterelieftoapartyseekingit,sincethedueprocessassociatedwiththeCodeisnotonewhereremediesarereachedonthespot.However,itmaybehelpfulincollectingevidenceofviolationstoimprovethechanceofprevailingincourt.Thiswouldbeahitandmissproposition,sincenoiseandbehavioralcomplaintsaretheresponsibilityofMetroPolice.Otherviolationswould,inmostcases(e.g.,highgrass,abandonedvehicles,junk,trashanddebris)stillbevisiblethenextday.Iftheseconditionswerenotvisiblethenextday,itmaywellbethatthecomplaintwasunfoundedorresolvedwithoutinterventionbyMetrostaff.Hearing:ViolationsarereferredtoEnvironmentalCourtforadjudication.Eachpartymakesitscaseandthejudgeorrefereedeterminesthedisposition.

Tennesseelawpermitsafinefornon-compliance,butonlyfor$50perincidentperday.Itmaybepossibletodefineanincidentaseachdaythattheviolationexists,butthecourthasheldtheremedytoahighstandardofevidence.Forexample,ifMetroGovernmentcanproveaviolationineffectonthefirstandlastdaysofaperiod,thecourtswillnotpresumeaviolationexistedintheinterveningdays.ItwouldbefairtosaythatMetroGovernmentdoesnotseektocollectsignificantfines,butonlytohaveremediesthatwillincentivizedesiredbehaviors.Thatdoesnotappeartobethecase.Someproblemshaveabatedovertime,suchasabandonedvehicles,whichhappenmuchlessfrequentlythantheyoncedid.However,forshort-termrentalproperties(includingthosenotauthorizedtorentatall),therentalmarketissolucrativethatthefinesdonothavemuchimpactonbehavior.Ourinterviewsrevealedreportsoflandlordschargingasmuchas$10,000perweekendforashort-termrental.Inthatsituation,a$50fineisnotmeaningful.

AppendixV

DataManagementReportingElements

DataManagementReportingElementsWerecommendthatPropertyStandardsseektorecordthefollowingdataintheCityWorkssystem.Thisdatawillallowforimprovementstomanagementreportingandperformancemonitoring.

• DatecomplaintorincidententeredintoCityWorks• DatecomplaintorincidentreportedtoanotherMetroagency(e.g.,Councilmember,

Mayor’sOffice,311systemPoliceDepartment,etc.)• Datecomplaintorincidentreportedtoanotheragency• Reason(s)forcomplaint(codesneedtobeestablishedforeachtypeofcode

reported)• DateassignedforDivisioninvestigation• Determinationofstatusasashort-termrentalproperty

o Isthispropertypermittedasashort-termrentalo Isthispropertyoperatingasashort-termrental

• Address(number,street,unit)• District• Teamassignedtoinvestigate(e.g.,Red,Blue,Flex,other)• Personassignedtoinvestigate• Dateofinitialinvestigation• Investigatorsfindings(checkboxesfor):

o Typeofcomplainto Complaintvalid(yesorno)o Ifcomplaintvalid:

§ Recommendedforfollow-up(describetypeofactivity)§ RecommendedforEnvironmentalCourt§ RecommendedforAdministrativeHearing

• Reinspectionsrequired(Yes/No)o Dateo Inspectoro Codeforreinspection(e.g.,anothercomplaint,30-dayfollow-up,etc.)

• ReferralstoEnvironmentalCourtorAdministrateHearingo Casenumbero Datereferredo Result(e.g.,abatement,fine,etc.)

Report on Staffing and Organization of the Property Standards...

Documents

Transcript of Report on Staffing and Organization of the Property Standards...

Employment. Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management Support Activities.

Staffing and internal organization

B2 staffing needs of an organization -ppt - stan keasling

Organization and Staffing Linux

RPO or You: How Will Your Staffing Organization Survive?

Nuclear power plant organization and staffing for improved ...

HPD Staffing Report May 2014

McGill University 2009 Staffing Report

ANNUAL STAFFING REPORT 3

Nuclear power plant organization and staffing for lessons learned

Staffing the Contemporary Organization Ch-5.pdf

Annual Staffing and Caseload Report

ORGANIZATION STAFFING AND FUNCTIONS OF STATE EMS …...affecting state EMS office organization, staffing and functions. The survey was sent to EMS directors of all member states, territories

DNR Staffing andStaffing and Organization - WWOA.org Johnson DNR... · DNR Staffing andStaffing and Organization Ken Johnson Actct g eputying Deputy Bureau of Watershed Management

Sustainable Safe Staffing Report - Final

Air Traffic Controller Staffing Report

Staffing & Recruiting Challenges Report 2020

Chapter 11 Organization, Recruiting, and Staffing.

1 Executive Director’s Report- July 2007. 2 Organization of Report Programs Technical Resource Groups Staffing Report Follow up/ June OAC Meeting Issues.

ITER ORGANIZATION 2016 ANNUAL REPORT · First Plasma ¢ Construction ... 2016 highlights by department 15 staFFing & Financial tables ... 8 ITER ORGANIZATION 2016 ANNUAL REPORT O