City of Buena Park

Building and code enforcement departments play an important role in every community. Their work affects public safety, neighborhood quality, economic development and the everyday experience residents and businesses have with local government. While codes, policies and technology are essential to this work, I have learned throughout my career that the strength of a department ultimately comes down to its people. Leading a high-performing municipal team starts with creating an environment where employees feel supported, trusted, and equipped to succeed. It also requires leadership to hold itself to the same expectations it establishes for staff.

In 2021, I had the privilege of being part of a building department that was recognized as Building Department of the Year by California Building Officials. That same year, I was honored as Code Enforcement Officer of the Year by the California Association of Code Enforcement Officers. While I am proud of those recognitions, what stands out most when I reflect on that period is the culture we created and the commitment throughout the organization to providing excellent public service.

One example was our Building Department Guarantee. As part of that commitment, customers who requested an inspection before noon could receive that inspection the same day. Establishing the guarantee was the easy part. Delivering on it required the entire leadership team to take ownership of the commitment. Our director, managers, and supervisors understood that there would be days when inspectors were already in the field with full workloads. We made a conscious decision that we would not simply add another inspection to an already overloaded inspector’s schedule. When necessary, supervisors and managers would go into the field and perform those inspections ourselves.

Leadership in local government is not simply about managing workloads or establishing performance standards. It is about creating a culture where everyone understands the mission and acceptsresponsibility for achieving it.

That approach sent an important message to our employees. If leadership established an expectation, leadership was also willing to do the work necessary to achieve it. Accountability went both ways. We expected excellent service from our employees, but we also accepted responsibility for giving them the support necessary to provide it. We applied a similar philosophy in code enforcement, where our expectation was that complaints would receive a response within 48 hours. Meeting that standard required more than assigning a complaint to an officer and assuming it would be handled. Supervisors and managers remained engaged, monitored incoming cases, communicated with staff, and helped address issues when necessary. These experiences reinforced for me that high-performing teams are built through shared ownership.

That philosophy also extends to professional development. Building safety and code enforcement professionals work in fields that are constantly evolving. Leaders should encourage training, professional certifications, continuing education, and opportunities for employees to expand their knowledge. Providing employees with the right tools and investing in their development demonstrates that the organization is invested in their success.

Employees also need to know that leadership trusts their professional judgment. Inspectors, plans examiners, permit technicians, and code enforcement officers make difficult decisions every day. Leaders should establish clear expectations and accountability while creating an environment where employees can ask questions, discuss difficult situations, and know that reasonable decisions made in good faith will be supported.

This becomes especially important as local governments face challenges recruiting and retaining qualified professionals. Recruitment may bring talented people through the door, but retention depends heavily on the environment they experience once they arrive. Employees are more likely to remain with organizations where they feel valued, supported, challenged, and given opportunities to grow. In my experience, creating that type of environment requires more than policies or programs. It requires consistent leadership and a willingness to remain engaged with the people doing the work.

Leadership in local government is not simply about managing workloads or establishing performance standards. It is about creating a culture where everyone understands the mission and accepts responsibility for achieving it. The strongest municipal departments are not built by one person. They are built when employees know leadership will work alongside them, invest in their development, support their professional judgment, and give them the tools they need to succeed.