Building Trust in D.C.’s Third-Party Oversight: A Management Priority for AHJs

One of the most important parts of managing a third-party program is building trust. 

For the District of Columbia, trust is tested from multiple directions at once. Third-party inspection agencies want enforcement to be fair and consistent, and project owners are focused on time and cost. Residents want confidence that inspections are protecting the public, and elected officials want assurance that the jurisdiction is overseeing the program responsibly.  

This means trust is central to the administration of a third-party program.  

Gaps Between Standard Inspections and Expectations  

Within D.C.’s Third-Party Program, this often appears in the different ways people understand the work. A concerned citizen may believe a third-party agency performed a poor inspection because construction problems became visible. In some cases, the contractor performed poor work after the inspection. In others, the work moved beyond the permit scope. Often, the real issue comes from the gap between what a standard inspection can verify and what people hope it will resolve.  

Third-party agencies may see the same situation through a different lens, especially when they believe enforcement is uneven or misaligned with industry practice and is hurting their business. In those moments, the central question becomes whether the program is experienced as fair, consistent and credible. 

Why Trust Means Everything 

Trust is a core management priority for the authority having jurisdiction (AHJ). It shapes how concerns are received, how decisions are understood and how confidently a program operates over time.  

A strong third-party program depends on clear enforcement, reliable data and measurable standards. These give the program structure, while trust gives that structure strength in practice. When stakeholders understand the program, have confidence in the process and see policy applied consistently, the AHJ is in a much stronger position to manage pressure, respond to concerns and guide improvement. 

In my experience, trust grows through clear processes, transparent information, regular communication and especially through stakeholder involvement at the inception of the program and continuously through process improvement efforts. Trust becomes much harder to build once stakeholders come to view the program as unresponsive to their needs. 

Clear processes reduce confusion. For example, simplify policy so that everyone operates under the same rules. When requirements, roles and review paths are well defined, the AHJ can administer the program more consistently, and stakeholders can better understand what is expected of them. Predictability supports fairness and makes compliance easier. 

Transparent information helps the AHJ evaluate what is happening without being influenced by emotion, accusation or urgency. The D.C. Department of Buildings (DOB) has been using a custom third-party inspection management platform to digitize inspection reporting processes, automate key oversight functions and strengthen compliance. The goal of the AHJ is to have enough information to evaluate concerns fairly, identify patterns and explain decisions clearly. Good visibility helps the AHJ respond with confidence and keeps the program grounded in evidence. 

Regular communication strengthens the system over time. DOB created monthly forums with third-party agencies to support feedback and reinforce expectations, along with a focus group to improve program processes collaboratively. This gave the third-party agencies a channel to contribute to program improvement rather than allowing their frustrations to accumulate. As the program matures, this same approach can be expanded gradually to other stakeholders, including contractors, developers, business owners and residents.  A phased approach allows the AHJ to build listening processes that are useful and connected to real improvements. Early listening helps an AHJ understand different needs and perspectives before concerns become conflicts.  

These approaches are increasing confidence by showing that concerns can be heard, evaluated and addressed within the program itself.

Holding Accountability  

Accountability and collaboration work best together. A program can enforce firmly while also creating space for communication, feedback and process improvement. When stakeholders understand the scope of inspections, the basis for enforcement and the structure of the program, confidence in third-party oversight grows. That confidence strengthens the program’s credibility and puts the AHJ in a stronger position to respond to concerns, apply standards fairly, and improve the system over time. 

As jurisdictions consider or refine third-party models, trust must be treated as part of the program’s operational infrastructure. It sustains public confidence, strengthens consistency and supports long-term effectiveness. With that foundation in place, a third-party program is better equipped to remain resilient, credible and useful to the public it serves.