december 2007 page 0 · i. strengths, weaknesses, opportunities and threats (swot) analysis 105 ii....

December 2007 Page 0


TABLE OF CONTENTS

DIRECTOR’S MESSAGE 3

EXECUTIVE SUMMARY 5

I. Plan Review and Permit Issuance Subcommittee 6

II. Inspections Subcommittee 7

III. Automation Subcommittee 8

IV. Performance Measures Subcommittee 8

REPORT METHODOLOGY 11

SUBCOMMITTEE REPORTS 13

Plan Review and Permit Issuance Subcommittee 14

I. Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis 15

II. Analysis of Benchmarking Survey and Stakeholder Survey 17

III. Plan Review and Permit Issuance Subcommittee Recommendations 20

a. Plan Review and Permit Issuance: Overall Process 20

b. Department of Building Inspection: Permit Center 22

c. Planning Department 23

d. Department of Public Works – Bureau of Street Use and Mapping 25

e. Department of Public Health 25

f. Redevelopment Agency 26

g. Mayor’s Office on Disability 26

h. San Francisco Fire Department 26

i. San Francisco Public Utilities Commission 26

j. General Recommendations 26

IV. Mapping 28

Inspection Subcommittee Report 69



III. Inspections Subcommittee Recommendations 77

a. Inspections: Overall Process 77


b. Inspections: Policy Issues 78

c. San Francisco Fire Department 79

d. City Inspection Vehicles 80

e. Task Forces 80

IV. Mapping 81

Automation Subcommittee Report 104



III. Automation Findings 111

IV. Automation Subcommittee Recommendations 114

a. Integrated Permit Tracking System 114

b. Implement Automatic Customer Tracking System 114

c. Online Services 114

d. Automate Plan Review Services 115

e. Automate Inspection Services 115

f. Document Management System 116

V. Mapping 117

Performance Measures Subcommittee Report 134

APPENDIX 137

Benchmarking Surveys 138

Stakeholder Surveys 171

Parking Lot Issues 208

Participants 210

Photographs 218


BUSINESS PROCESS REENGINEERING FOR THE BUILDING DEVELOPMENT REVIEW AND INSPECTION PROCESS IN SAN FRANCISCO

Business Process Reengineering (BPR) is a long established management analytical tool used to effect substantial improvements in large organizations with complex processes. It is a fundamental rethinking and radical redesign of business processes with the goal of achieving dramatic improvements in quality, timeliness and responsiveness in the delivery of services. In May 2007, the San Francisco Department of Building Inspection (DBI), under the direction of Mayor Gavin Newsom and the Building Inspection Commission (BIC), embarked on an ambitious Business Process Reengineering initiative to examine the entire building development review, inspection and permitting process for the City and County of San Francisco. The primary goal was to analyze the existing permitting and inspection process city wide, understand its strengths and weaknesses, and then design a new process that will result in a streamlined, efficient process with a focus on delivering high quality and timely services to our citizens. In June 2007, we invited key decision makers from the Mayor’s Office, city departments, and stakeholders from the public to convene as our BPR Executive Steering Committee. Four subcommittees were then formed: Plan Review and Permit Issuance; Inspections; Automation; and Performance Measures. Each subcommittee included staff representing city Departments involved in the review and inspection of developments, city union representatives, as well as representatives from industry, community organizations and individual customers. These subcommittees met on a weekly basis (and sometimes more frequently) for four months. During this period, several subcommittee members visited other cities, including San Diego, Sacramento, San Jose and Seattle to review their development review processes and compare those to current practices in San Francisco. As you will see in the information provided in this report, each subcommittee went through an in-depth, detailed analysis of existing processes; identified key findings; and developed a series of specific recommendations that provide San Francisco’s departments involved in the permit review and inspection process with an excellent “roadmap” to achieve major improvements in the way we do our work. The focus throughout the BPR process remained on implementing changes intended to achieve a simpler, easier-to-navigate, permit process that improves turnaround times, ensures predictability in the process and provides accurate, consistent, and timely service with an emphasis on excellence in customer service. As a result of the BPR process, a strong foundation and roadmap have been established to guide the implementation process. The recommendations will be prioritized for implementation along with stipulated staffing and budgeting requirements over the next 12 - 24 months. Cooperation and support by the Mayor’s Office, the Board of Supervisors, city departments and their respective Commissions will be essential to the success of this effort. Continued monitoring of the implementation of these improvements will enable us to maximize efficiencies and ensure substantial improvements in customer service. Simultaneously with the BPR effort, the Department contracted with an independent, professional research company – Corey, Canapary & Galanis Research, in late July and in


August, to conduct three focus groups to elicit qualitative insights about the Department’s review and approval process from our customers. These focus groups represented a cross-section of the Department’s customers – specifically homeowners, building professionals and community and industry representatives – and provided us with additional current data related to public and customer service perceptions. Although we did not include the findings from these focus groups in the deliberations of the BPR subcommittees due to time constraints, the focus groups give us another verifiable source of research that substantiates many of the BPR recommendations. As we move forward with the Implementation Phase, the Department will utilize the insightful information produced from the focus groups’ research to ensure that we attain one of our primary goals: being aware of and responding effectively to the needs of our customers. I am proud to point out that a major finding of our BPR effort is that the staff at DBI, as well as other city agencies, are highly professional, very competent, and possess a great deal of talent, experience and expertise. The staff is hard working, highly motivated, creative, and committed to providing high quality and timely service to our citizens. We have completed this important BPR report, thanks to the dedicated and thoughtful efforts of the nearly 200 participants listed in the appendix. I especially want to thank the DBI staff who graciously agreed to take on the additional responsibility of chairing and facilitating the BPR initiative, as well as those who participated on the subcommittees. Special thanks also go to our industry subcommittee co-chairs, John Schlesinger from the American Institute of Architects, who led the Plan Review and Permit Issuance Subcommittee; John O’Connor of the Residential Builders Association, who co-chaired the Inspection Subcommittee; Tony Sanchez-Corea of A.R. Sanchez-Corea & Associates, Inc., who co-chaired the Automation Subcommittee; and Gabriel Metcalf, Executive Director of San Francisco Planning + Urban Research Association, who co-chaired the Performance Measures Subcommittee. I also want to thank our customers, representatives of industry and community groups, and other city department staff who took time from their busy schedules to assist us in this invaluable endeavor.

Isam Hasenin, P.E., C.B.O. Director Department of Building Inspection


EXECUTIVE SUMMARY


EXECUTIVE SUMMARY The BPR Executive Steering Committee completed its review of recommendations forwarded by its four subcommittees in late October 2007. Over 180 recommendations were approved for inclusion in this Report. In addition to these key recommendations, “parking lot” issues were identified by the subcommittees, noting that these were outside of the scope of this initiative.

HIGHLIGHTS OF DBI BPR KEY FINDINGS AND RECOMMENDATIONS

I. PLAN REVIEW AND PERMIT ISSUANCE SUBCOMMITTEE

This subcommittee examined the complex review and permit issuance process involving multiple city departments. Depending upon the scope of a proposed project, reviews often demand the time and resources of the Department of Building Inspection, the Planning Department, the Department of Public Works, the San Francisco Fire Department, the Department of Public Health, the Mayor’s Office on Disabilities, the Redevelopment Agency, the San Francisco Public Utilities Commission, the Municipal Transportation Authority, and others. The subcommittee mapped in detail the “As-Is” and “To-Be” process involved in real project scenarios – and identified the following Key Findings and Recommendations:

Key Findings:

• Automation and technology are not available and/or not fully utilized. • Lack of well-defined turnaround time for project review. • Unreasonably long review and processing times. • Inconsistent plan submittal standards and requirements that vary among reviewing

agencies. • Duplication of plan reviews and rechecks by different reviewing agencies. • Lack of adequate quality control, staff training manuals and operating procedures. • Inconsistent application of rules and regulations. • Inconsistent method of tracking customers in the building. • Frequent breakdowns in permitting process for customers. • Improper and inconsistent use of the Permit Tracking System. • Complex bureaucratic process that still relies too heavily on paper. • Too many loop-backs in the permitting process. • Unnecessary hand-offs of customers in the review and processing of permits. • Frequent bottlenecks at customer service stations. • Overlapping and sometimes conflicting requirements from different divisions and/or

agencies. • Poor coordination among divisions resulting in a bureaucratic “silo” mentality.


Key Recommendations:

• Create new permit technician classification, and/or retrain those in existing classification to obtain skills to streamline the review process.

• Implement parallel plan check process for all projects. • Improve inter-agency and intra-agency coordination of reviews and

communications. • Develop, publish, and implement plan review turnaround times. • Expand Over-The-Counter services and reviews. • Install an automated customer tracking system in the Permit Center. • Centralize intake/plan submittal process and develop better intake standards. • Identify/eliminate redundant, unnecessary reviews, approvals, and regulations. • Create/Remodel Permit Center to improve the customer’s experience. • Create a true “One-Stop Shop,” to include all city review agencies. • Reduce paper-based process and maximize the use of automation and

technology. • Expand web-based services.

II. INSPECTIONS SUBCOMMITTEE

Because multiple city departments and agencies are frequently involved in a wide range of inspections, coordination issues and time-consuming duplications were identified as areas in need of change. The subcommittee examined carefully the “As-Is” and “To-Be” review and approval process and steps involved in inspection services, and made the following Key Findings and Recommendations:

Key Findings:

• Lengthy turnaround times for inspections. • Duplication of inspections by more than one agency. • Automation and technology are not available and/or not fully utilized. • Automation and technology are not consistently used across all disciplines. • Inconsistent procedures for inspection requests between different disciplines.


• Develop, publish, and implement turnaround times for inspections to be within two

business days of request, with a later goal of one business day. • Eliminate duplicate inspections by defining explicit inspection responsibilities for

each agency and agency divisions. • Improve coordination between DBI inspections and other agencies such as PG&E,

Water Department, SFPUC, DPW-BSM, DPH, etc. • Centralize and automate inspection scheduling for all disciplines, with all city

agencies to adhere to uniform time, hours and methods of inspections. • Improve consistency and uniformity between inspection staff and/or agencies. • Schedule Board of Permit Appeals cases to be heard within 45 calendar days to

expedite inspections’ process.


III. AUTOMATION SUBCOMMITTEE

This subcommittee focused on the identification and application of state-of-the-art and appropriate technologies, including areas where more accessible and more convenient web-based/online services can be provided, and communications with customers can be improved. It examined in detail the permit review and inspections’ process steps where automation and/or new technology tools can make substantial improvements in terms of accuracy and consistency of data collection, and provide the systemic means to improve the process for those using the system both within city government and the public. The subcommittee identified the following Key Findings and Recommendations:

Key Findings:

• Databases of agencies involved in permit reviews and inspections are not linked. • Lack of an automated system to track customers in the Permit Center. • Inconsistent use of the Permit Tracking System by staff. • Inability of the current Permit Tracking System to provide holds, and accountability

sign-offs. • Inability of the current Permit Tracking System to provide accurate information that

shows online/real-time status of any project, including identifying which staff person within a specific agency is currently reviewing that project.

• Too much reliance on paper forms, permits, etc. • Lack of online plan review and limited online permitting processes. • Lack of automated transfer of inspection information between field sites and the

administrative office.


• Develop city-wide automated permit tracking system to track the entire development, review, permit, and inspection process.

• Integrate databases from all departments involved in permit review and inspections. • Create a “smart” permit numbering system for simplified, more accurate, tracking of

projects. • Provide updated online services covering all pertinent information for any property,

its permit history, construction type, complaints, violations, conditions of approval, etc.

• Expand the availability, use, and scope of online permits. • Provide field staff with mobile device capable of receiving/transmitting/updating

information between the field and office database. • Pilot electronic plan submittal and plan review. • Implement an automated customer tracking system in the Permit Center.

IV. PERFORMANCE MEASURES SUBCOMMITEE

This subcommittee focused on the identification and development of quantifiable and measurable criteria applicable to all city agencies involved in the application and plan review, permit issuance and inspection processes. Charged with setting reasonable, practical and achievable goals/performance standards city wide, and


thereby setting the baseline from which ongoing changes may be measured and acted upon, the subcommittee identified the following Key Findings and Recommendations:

Key Findings:

• Lack of established turnaround time targets for plan reviews. • Lack of established turnaround time targets for inspections.


• Implement the following performance measures and turnaround times. • Provide quarterly and annual reports to evaluate actual performance against

established measures and objectives.

Target:

1. To complete and issue to the project sponsor the initial comprehensive plan review comments within established turnaround times as described below, for at least 90% of projects. These turnaround times will apply to all review disciplines unless otherwise noted.

a. Small Projects: 10 business days from arrival date to review discipline.

• Simple one or two-story single family and duplex on level lot. • Minor modifications and additions to single multi-family residential,

commercial and industrial buildings. • Signs with structural calculations. • Commercial tenant-improvements with minor structural calculations. • Site retaining walls. • Foundation repairs. • Storage racks.

b. Medium Projects: 20 business days from arrival date to review discipline.

• Three-story or more single family dwelling or duplex. • Custom, unusual single family dwelling including hillside with steel

substructure and/or concrete piers or caissons. • Two, three or four-story multi-family, commercial or office buildings. • Simple four-story multi-family residential project over a concrete podium. • Complex commercial and office tenant improvements with or without

structural calculations. • Parking structures (up to three stories). • Assembly occupancies (churches, schools, restaurants with multiple dining

rooms, etc.). • Excavation and shoring. • Indoor swimming pool.


c. Large Projects: Turnaround times to be determined on a case by case basis determined and provided to project sponsor at submittal time for all reviewing agencies (excluding Planning Department and SFRA). Note: These projects must go through completeness review by appointment only before intake.

• Complex four or more stories commercial/office buildings or multi-family

project including buildings over a concrete podium. • High rise buildings. • Multiplex theatres/auditoriums. • Multi-story shopping centers/malls. • Convention centers. • Airport. • Wastewater and water treatment plants. • Projects subject to peer review.

2. For building permit application, Planning Department and SFRA to complete

and issue the initial comprehensive plan review comments/corrections, within 15 business days of arrival date, for 90% of projects.

3. To schedule all rechecks within three business days of request for at least 90%

of projects.

4. To distribute all submitted drawings to next review station within one business day for 90% of projects.

5. To schedule pre-application meetings for all city agencies, excluding Planning

Department and SFRA, within three business days of request and to be held within 10 business days for 90% of projects.

6. For Planning Department and SFRA, to schedule pre-application meetings

within three business days of request to be held within 15 business days for 90% of projects.

7. For all city agencies, to perform field inspections associated with DBI permits

within two business days of request for 90% of projects with a long-term goal of one business day.

8. For DBI and SFFD, to respond to life hazards/life safety/lack of heat

complaints within one business day for 100% of requests.


REPORT METHODOLOGY


REPORT METHODOLOGY To provide a framework of review and actions, each of San Francisco’s BPR subcommittees applied the following key principles to business process reengineering. These were:

• “SWOT” is an acronym for the identification of the Strengths, Weaknesses, Opportunities and Threats impacting an organization. The BPR subcommittees conducted a SWOT analysis which enabled them to make accurate and focused strategic decisions and to prioritize reengineering steps.

• Gather and analyze existing data to get a clear understanding of how the work

processes currently operate within the city, as well as collect information from other agencies. The BPR subcommittees for Plan Review and Permit Issuance, Inspections, Automation, and Performance Measures developed data questionnaires pertaining to their respective areas of expertise and requested data input from 31 jurisdictions for benchmarking purposes, as well as obtained stakeholders’ qualitative reviews of the existing process to assist in identifying process areas of key customer concern.

• Create Process Flow Mapping – a tool that visually displays an entire process in a

logical sequence of events from beginning to end. Subcommittees produced both “As-Is” and “To-Be” process maps – which may be seen in the “Mapping” section of this Report. These maps provide a structure for thinking through an often complex process in a simplified manner, which can then be analyzed. Process Flow Mapping enabled the subcommittee participants to ask questions about the process such as:

• Why? • What happens if …? • Do we have to …? • What is the consequence of not doing…? • What does this mean? • How did that get started? • What is the purpose for that? • What is the value-added? (Steps that are relevant/contribute to effectiveness) • What is the non-value added? (Bottlenecks, barriers, breakdowns, etc.)

• Recommendations – As a result of the detailed analysis of existing processes;

“As-Is” and “To-Be” Process Flow Mapping, a series of specific recommendations were developed that provide San Francisco’s departments involved in the permit review and inspection processes with an excellent “roadmap” to achieve major improvements in the way we do our work.


SUBCOMMITTEE REPORTS


PLAN REVIEW AND

PERMIT ISSUANCE SUBCOMMITTEE REPORT


PLAN REVIEW AND PERMIT ISSUANCE SUBCOMMITTEE

The Plan Review and Permit Issuance Subcommittee analyzed how all city agencies currently review building permit applications, methods used for permit tracking and issuance, and which practices should be changed to improve these processes. This was done by detailed mapping of both the “As-Is” and “To-Be” process. More than 120 recommendations are included in this report to meet the goals of better utilizing the professional expertise of city staff, streamlining the processes within city agencies and vastly improving customer service.

I. SWOT ANALYSIS

During the SWOT Analysis meetings, the subcommittee found the strongest elements of the permit process in San Francisco were the tools that made the permit process customer friendly. The weaker elements included confusing policies and procedures, and inconsistent information within and among departments.

Strengths

• Online electrical and plumbing permits. • Complaint Tracking System. • New Over-The-Counter (OTC) process. • Professionalism and knowledge of DBI staff. • Frequent training for both staff and public. • DBI pre-application conferences.

Weaknesses

• Lack of communication among Plan Review Services and Inspection Services. • Mostly serial vs. parallel plan review process. • Lack of accountability of work performed by staff. • Low staffing levels. • Confusion between permit number vs. permit application number. • Revision, renewal, and extension policies. • Lack of established guidelines for different disciplines. • No online permits for simple building permits. • Limited number of Frequently Asked Questions (FAQs) on website. • Lack of centralization of permit and plan review functions. • Lack of interdepartmental notification procedures. • Misrouting of permit applications. • Difficulty in obtaining general answers to code questions, both in person and

online. • Lack of advertising, notification of services.


• Problem identifying recurring mistakes in plan review. Lack of adequate quality control, accountability among supervisors and staff.

• Lack of standards of quality of work required of permit applicants. • Lack of proper nametags to identify city staff to the public. • Lost plans and permit applications, resulting in the need for duplicate permit

applications and plans to be provided by customers. • Inconsistent requirements among departments, resulting in confusion. • Too much paper being used, rather than using automated systems. • Confusion regarding conditional use posting requirements by Planning

Department and DBI appeals processes. • Inconsistent policies related to Temporary Certificate of Occupancy (TCO) and

Certificate of Final Completion and Occupancy (CFC). • Lack of follow up of contractors’ information on permit applications. • Inconsistent valuation of scope of work. • Difficulty in finding and obtaining records at the Planning Department. • Inconsistent standards among departments for quality of materials required for

applications. • Confusion over permit numbers and scope of work when revisions are

required for a project that has already received permits. • Lack of consistent turnaround times for project review. • Confusing permit renewal and extension policies. • No in-house training manuals, operating procedures, etc. • Rechecks performed by more than one division. • Too many tasks performed by staff causing bottlenecks and longer lines of

waiting customers.

Opportunities • Centralize application and plan review functions. • Improve the working relationship among agencies. • Increase the amount of automation and paperless transfer of information. • Changes to City Charter as required to streamline the process.

Threats

• Lack of willingness to change the culture and operating procedures within multiple city agencies.


II. ANALYSIS OF BENCHMARKING SURVEY AND STAKEHOLDER SURVEY

Benchmarking Survey from Other Cities:

Of 31 jurisdictions that were contacted, representatives from six responded, only one of which was within California. The respondents were from:

• Montreal, Quebec, Canada • St. Paul, Minnesota • Honolulu, Hawaii • Portland, Oregon • Miami, Florida • Los Angeles, California

Findings:

1. Most had some sort of customer greeting by staff with some knowledge of the

process.

2. Most had some kind of tutorial for the public on the permit process. 3. Very few had tutorials for the public on code issues. 4. Intake standards varied among municipalities, depending upon department size. 5. Only a few had an internal permit tracking system. Those that did often released

drawings to the applicant after initial review. 6. All plan examiners were responsible for reviewing more than one discipline. 7. No departments had a separate agency for reviewing disability access for publicly

funded projects. 8. All departments required additional permits when there were changes to the existing

scope of work.

9. All departments had some form of OTC review and approvals. 10. Only a few had enhanced permit review services and these were normally due to third

party plan checking services. 11. All departments had a central cashier station.


Stakeholder Survey from Customers: As of August 29, 2007, there were 57 responses from the solicitation of 350 repeat customers, as well as walk-in customers at the Permit Center. The profiles of the respondents were as follows:

Large architecture firm: 6 Small architecture firm: 7 Large contracting company: 7 Small contracting company: 8 Permit consultant: 5 City Planner: 1 Attorney: 1 Utility/Telecom Company: 1 Unknown, but knowledgeable about the process: 8 Unknown, but not knowledgeable about the process: 5 Unknown: 8 TOTAL 57

Findings: 1. The bar charts that accompany the online survey generated by SurveyMonkey.com are

misleading, as they do not accurately gauge the sentiment of the respondents. It is more important to look at the individual responses and manually analyze the trends.

2. Generally, the respondents gave staff of DBI high marks for being courteous and trying to

be helpful. There were mixed reviews regarding the Planning Department staff. 3. Respondents were more favorable when obtaining simple or OTC permits. Those frequent

customers that obtain more complex permits were much more critical of the system, but made a distinction between reacting favorably towards city employees vs. the process, which they reacted to unfavorably.

4. There was a universally favorable response regarding DBI’s training program for both staff

and the public. 5. There was a universally favorable response regarding DBI’s Public Service Division. 6. Those that were aware of recent changes at DBI since Director Hasenin’s arrival were

favorable. 7. Primary complaints about the process, particularly for the more complex permit

applications included:

a. Inconsistent instructions and code interpretations by permit reviewers. b. Inconsistent interpretation and instructions by Planning Department staff, due to the

discretionary nature of all Planning Department submittals. Long delays in permit processing at the Planning Department and long waits for cases to be calendared at hearings.


c. Lack of pertinent processing information and contact information on websites or handouts from DBI, Planning Department and other agencies, such as Department of Public Works - Bureau of Street Use and Mapping (DPW-BSM), Redevelopment Agency (SFRA), San Francisco Fire Department (SFFD), Department of Public Health (DPH), Mayor’s Office on Disability (MOD), San Francisco Public Utilities Commission (SFPUC), etc.

d. Most architects and permit consultants were concerned about retribution. e. Lengthy delays at the Central Permit Bureau (CPB) to obtain permit and pay fees. f. Rechecks of the same information by different stations or divisions. The lack of online

permit applications. Recommendations from Stakeholders:

The recommendations from stakeholders were quite similar to those developed by the subcommittee. They have been incorporated into the subcommittee recommendations, immediately following this section. They include: 1. Make the permit review process more streamlined, including providing more OTC

possibilities. 2. Provide more web-based solutions to permit tracking and permit applications. 3. Reduce unnecessary rechecks of plans. 4. Ensure faster turnaround times for submitted permit applications. 5. Provide more opportunities for enhanced services for additional fees. 6. Ensure more consistency in code interpretations and standards for what is required on

drawing submittals.


III. PLAN REVIEW AND PERMIT ISSUANCE SUBCOMMITTEE RECOMMENDATIONS

A. PLAN REVIEW AND PERMIT ISSUANCE: OVERALL PROCESS

1. New Permit Center on one or two floors for all agency review; perhaps at a new building location in the future. 2. Initial staff contact must be familiar with the whole process – identify needs for permit and give consistent answers.

a. Provide more frequent regularly scheduled in-house training to improve knowledge base of all staff and improve consistency of interpretations. These trainings should be hands on and job specific. b. Improve recruiting and hiring policies to improve technical expertise. c. Increase written policies and procedures for plan reviewers.

3. All staff at all agencies to have nametags. 4. Provide more quality control throughout review process.

5. Maintain adequate staffing levels at all public counters to meet customer

demands, including full time hours, “buddy system” for on-call back up technicians.

6. Make location of application more clear to the public through the Permit Tracking

System (PTS). Use “buddy system,” to prevent submittals from lingering on people’s desks during vacation or leave times.

7. Install an automated customer tracking system to provide comprehensive

routing and screening, inquiries/questions from the public, etc. a. Identify customer by name and track throughout while the customer is in the

building, as well as while the project is being reviewed. b. Identify staff and track each staff action throughout the review process. c. Ensure appropriate customer flow to eliminate bottlenecks. d. Provide a mechanism to inform the customer of the average turnaround

review time (How long it will take for a plan reviewer to start looking at a set of plans when the application is submitted today).

8. Develop a better process to identify need for permit versus those items that

may not need a permit. 9. Provide better internal communications among staff, between divisions and

between agencies. Provide cross training between divisions and departments. 10. Eliminate duplicate reviews that result in overlapping work. Separate tasks

within stations to eliminate overburdening of staff and reduce turnaround time for customer.


a. Make parallel plan review process available for all projects. b. Within the parallel plan review process, provide multi-agency approach to

notify customers of general information, pre-application conferences, plan review and plan check comments.

c. Provide consistency in code interpretations and submittal requirements among plan reviewers.

11. Give technical staff the authority to route/assign applications. This requires

better initial screening with more technical expertise. 12. Increase the opportunity for the customer to obtain permits and access

general information and other customer services online.

a. Provide online fee estimation calculation. b. Provide permit application submittal guidelines and checklists, including clear

written process for permit application and review. c. Provide a comprehensive organizational chart for each agency – Planning

Department, DPW-BSM, DBI, SFFD, MOD, SFRA, SFPUC, DPH, etc. Help guide people on how to connect to the correct information and city staff resource. Include SFRA jurisdiction maps to be available online to all.

d. Provide automated notification of customers including via email. 13. Intake/permit review:

a. Improve the process with more up-front screening. b. Have clear and integrated automation process; including:

o A combined street/address/verification process. o Fewer, more accurate application and customer information forms. o One permit/project number, so entire process may include digitized/electronic submittals.

14. Create permit application submittal guidelines, checklists from each

department and make them available online and in hard copy. 15. Demand an improvement to the quality of work coming in. Follow the lead of

other cities (“If not good enough or missing info, come back when you are ready.” “If we are raising the bar for ourselves, we are also raising the bar for our customers.”)

a. Guidelines and checklists should be available in hardcopy and online. b. Include specific agency interpretations such as Federal Fair Housing Act

requirements.

16. Create a unified permit and complaint system for better tracking. 17. Improve coordination among plan review and inspections, to reduce in-house

field changes. 18. Shorten turnaround times for project application reviews.


19. Centralize all cashier functions, except for the following:

a. Records management (reproductions of drawings or records). b. Planning Department services (Conditional Use, Variance, Discretionary

Review, and Major Environmental Analysis). 20. Separate the cashier function from all other tasks that have traditionally been

performed by Central Permit Bureau employees, to prevent extensive wait times. a. DBI Records – Retain separate cash transactions, due to location of service

at permit center. Retain five business days turnaround. b. Planning Department records – Retain the transaction for obtaining copies

through the clerical staff at the Planning Department, providing there is a maximum five business days turnaround.

21. Create a database of city buildings, including easements. 22. Re-evaluate and continue to improve the process beyond what is established

as a result of the BPR process.

B. DEPARTMENT OF BUILDING INSPECTION: PERMIT CENTER

1. Station 1 - Registration: Provide initial check in station to identify needs of the customer with general information and registration functions.

General Information Counter functions; customer may choose one of two

options:

• Option 1: First station is to be used by all customers for all agency matters – to be called the Registration Counter – one central station for all needs.

• Option 2: Would allow frequent customers to use a self check-in process at a kiosk in lieu of the registration counter above.

• Both options would be connected to a newly installed automated customer tracking system to track all customers (permits, inspections, complaints, records, etc). Enable customer priority in the queue for next day if process not completed the same day.

• General screening personnel must be familiar with entire process to determine customer needs, answer general questions, direct customer to person who can answer more specific questions, permit application, plan review, inspection, etc.

• If permit related, then route customer to next station (see Station 2 below). • Total time for interacting with customer not to exceed 60 seconds.

2. Station 2 – Initial Permit Review (IPR) Station: Customers applying for permits are to be sent by Registration Counter or self-help kiosk to this station. This counter is to be staffed by a new classification level with expertise between Building Inspectors (6331) and Principal Clerks (1408); to be called “Permit Technician”. This staff will enter all information into PTS (all permit applications will now be paperless), determine routing to subsequent stations for review, depending on the type of permit application, check for completeness of submittal


(both digital application forms and drawings), check Housing Inspection status, check for registered violations on PTS, checks general information such as block, lot, occupancy class, use, metes/bounds, address or adds new address to PTS, agent disclosure information, owner-builder declaration, inclusionary housing requirements, determine fee valuations, check approval of green recycling program, check status of San Francisco Business Tax Registration, Workers’ Compensation and Contractor’s information from the Contractors State License Board database, and approve simple permits.

Other staff responsibilities at counters that are part of Station 2 (may be done by newly trained 1408 clerks): Provide plans under 15 calendar days hold to view, organize and mail 300 foot radius notices when required, handle expired permit renewals, send notice of permit cancellation or letters of disapproval, process permit withdrawals and refunds, provide bilingual translation services, change owner/contractor information on permit applications when necessary.

Additional Recommendations:

• All applications and forms are to be electronic, so they may be entered into PTS.

• Track staff comments, answers, determinations, requirements, etc. Tie tracking system to PTS.

• Provide better access to Assessor’s Office database to cover all address issues and access to other city agencies’ databases.

• When projects are required to be reviewed by the Planning Department, they should be routed there first. After the Planning Department has reviewed the application, a “shotgun” or parallel plan check review process (depending on type of permit) is to be performed at other stations.

• Maintain express window for electrical and plumbing permits. • Permit Technician: last sign-off station, checks for completeness of set and

sign-offs from other stations, stamps approved drawings and issues them to applicant.

• Note: IPR station is to have multiple staff with differing skills (express, submittals, etc.) to minimize bottlenecks.

3. Station 3 – Cashier: provide separate cashier station for all transactions

except DBI and Planning Department records.

4. Install a customer Self-Help Center with amenities including: copy machine, fax, phone, computer, available forms, online access, office supplies, plan layout and work area.

5. Increase opportunities for online permit application filing and issuance, such as some DPW-BSM and simple DBI permits.

C. PLANNING DEPARTMENT

1. Separate tasks between telephone duty, intake, general questions, records

management, and complaint filing to speed up the lines and ensure better customer service.


2. Handle triage during initial screening at the IPR station, to enable better answers, rather than having a customer wait in line, only to be told to come back with proper information.

• Provide checklist for DBI staff to properly check for completeness of submittal.

3. Offer pre-application meetings with written decisions by staff for both residential

projects, and for larger projects, that include a multi-disciplinary review. The caveat remains that all Planning Department applications are discretionary.

4. Form a Task Force with DBI to address:

• The problems and conflicts with replacement windows in existing structures. a. Define when and where wood clad windows, vinyl clad windows and aluminum clad windows may be used. Training is needed for both DBI and Planning Department staff members to provide consistency in interpretations. b. Provide online and published public notification, once this has been established. c. Establish clear delineation of Planning Department requirements, including the building locations where this policy will be enforced. Currently there is great inconsistency. d. The conflicts with existing property line windows on adjacent properties where revocable easements have not been recorded and where new construction will obstruct these windows. This will address many cases that currently result in discretionary review filings. This will be resolved in the near future by the Zoning Administrator issuing a letter of determination. e. The allowable use of “imminent collapse” claimed in demolition permits. f. The definition and application of the Planning Department’s definition of demolition, to avoid the stopping of work during construction, particularly when there is an increase to the scope of work as a result of damage discovered after obtaining the building permit.

5. Coordinate the notification requirements, using a Universal Planning

Notification (UPN) process between DBI and Planning Department for those projects that include both demolition and:

a. Variance b. Conditional Use c. Planning Code Section 311-312 Notifications

6. Eliminate delays in project reviews before notices have gone out, before hold

periods begin and hearings occur, as well as after hearings have been completed and drawings are ready to be transferred to DBI.

7. Average turnaround times for appointments for conditional use, variance,

environmental review applications to be 10 business days.


D. DEPARTMENT OF PUBLIC WORKS - BUREAU OF STREET USE AND MAPPING (DPW-BSM)

1. Have permanent presence at the new Permit Center, including additional staff

to conduct some Over-The-Counter (OTC) application review. a. Provide check list for DBI staff to properly check for completeness of

submittal. 2. Create a Task Force at the Director level to discuss potential policy

changes between DBI, Planning Department, DPW-BSM, and PG&E to come up with solution regarding underground vaults in sidewalks.

a. Pre-application required for PG&E vault within seven business days. b. Recommend that the Office of the City Attorney determine PG&E

obligations to the city and customers for maintaining their distribution. c. Office of the City Attorney to investigate legality of PG&E

practices/obligation to city, especially charging property owners for multi-use network vaults.

d. Problem: Major design issue as it conflicts with Planning Department guidelines. Need policy-level discussion on multiple demands for vaults under sidewalks.

e. Problem: Installing sidewalk vaults – lack of coordination among PG&E, DPW-BSM and Planning Department. Current criteria: usually allowed when serving more than one developer. Need to address single developments. The smaller the development and the narrower the street exposure, the greater impact utility closets have on the ground floor street frontage.

f. Solution: Develop a process for pre-application meetings with PG&E, DPW-BSM, and Planning Department within five business days, so that project sponsor can obtain approvals for vaults at the front end of the entitlement process.

3. Change review for some permits (such as sidewalk replacement with no changes) to be OTC without plans. Change the review of other permits (such as simple sidewalk permits without special encroachments) to be OTC with plans.

E. DEPARTMENT OF PUBLIC HEALTH (DPH)

1. Provide permanent presence at the new Permit Center, including additional staff to conduct some OTC application review. a. Provide checklist for DBI staff to properly check for completeness of

submittal.


F. REDEVELOPMENT AGENCY (SFRA)

1. Provide permanent presence at the new Permit Center, including additional staff to conduct some OTC application review.

a. Provide check list for DBI staff to properly check for completeness of submittal.

G. MAYOR’S OFFICE ON DISABILITY (MOD)

1. Create an on-call service to enable a representative from MOD to be available

for the OTC and parallel plan checking processes.

a. Provide checklist for DBI staff to properly check for completeness of submittal.

H. SAN FRANCISCO FIRE DEPARTMENT (SFFD)

1. Identify plan review responsibilities, more specifically between the SFFD

and DBI, to avoid overlap and recheck of some items. I. SAN FRANCISCO PUBLIC UTILITIES COMMISSION (SFPUC)

1. SFPUC requires plans to show fixture counts and calculations to determine fees.

a. Include information at pre-application conferences. b. Transfer some plan review responsibilities to DBI, to avoid overlap and

recheck of some items. Provide checklist for DBI staff to properly check for completeness of submittal.

J. GENERAL RECOMMENDATIONS:

1. Access State Contractor’s License Board and Workers’ Compensation

information. 2. DBI’s ability to issue a new business license. 3. DBI needs to have real time access to streamline registration, renewals, and

verification. 4. New SFPUC fees and regulations: DBI staff to continue to meet with SFPUC

BPR participants to address the following issues:

a. Clarify SFPUC requirements for types of buildings based on fee changes beginning January 1, 2008. b. Clarify Water Department issue of “new” versus “existing” service if it is a

remodel or new construction. Water Department relies on DBI’s designation, which may not be correct.

c. Tie fees for water/wastewater capacity charges when permit is issued. d. Wastewater capacity charge paid at permit issuance, as of January

2008. Follow newly adopted procedures by the SFPUC. • SFPUC to send general information and criteria for IPR station to have during initial screening.


• Pre-application conference will be necessary to tag items that have not yet been adopted as agency policy, but are part of the negotiations during the entitlement process.

5. Further coordination among SFFD and DBI is needed to eliminate overlapping plan review functions and rechecks. a. Solution: SFFD is to provide checklist criteria for IPR staff to check

or completeness. SFFD staff will still need to be part of IPR process, to review items in question, solely under the purview of the SFFD. Once checklist has been established, SFFD is to work with DBI on which plan check items will be checked and rechecked by the respective agencies.

6. Conflicts between DBI demolition policy and Planning Department’s Discretionary Review Policy regarding the definition of demolition, substantial alteration, replacement building, etc.

a. A task force is to be created with representatives from each Commission to evaluate and recommend changes to eliminate conflicts.

7. The need to improve the coordination of Planning Department

conditions of approval (results of conditional use, variance, CEQA appeals, discretionary review or other hearings), so they are properly identified with the permit application numbers at DBI during plan review.

8. The Planning Department has requested that an additional copy of the approved

site permit drawings be retained at the Planning Department to ensure that the drawings processed at the processing station matches the originally approved drawings.

a. Solution: additional third set of drawings is required to be submitted for approval by the customer. The Planning Department retains one copy, while the other two copies are forwarded to the processing station for customer pick up and use for the addendum submittal.


IV. MAPPING

USING THE MAPS

There are separate maps for each of five general types of plan review and permitting processes, including Over-The-Counter Without Plans, Over-The- Counter With Plans, Residential Alterations and Additions, Residential Demolition and New Construction, and New High Rises. There is also a map for electrical and plumbing permits. With the exception of mapping for the Central Permit Bureau functions and electrical and plumbing permits, each plan review and permitting process has an “As-Is” map, showing the existing plan review and permitting procedures and a “To-Be” map, showing proposed plan review and permitting procedures. After each “As-Is” and “To-Be” map, there is a list of primary “issues” in the process that were discovered during SWOT analysis and data gathering efforts, and a narrative describing the step-by-step “To-Be” process.


A. CENTRAL PERMIT BUREAU

Due to the reorganization of CPB’s functions, its tasks will be shown within the “To-Be” Mapping of each of the typical “To-Be” maps.

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ontra

ctor

’sLi

cens

e Bo

ard

Mus

t ren

ewan

d re

turn

with

pro

of

Insu

ranc

e

City

Hal

lTa

x C

olle

ctor

’s O

ffice

8:00

AM

–5:

00 P

M

Per

mit

with

Con

tract

orU

ndec

lare

d


Pay

men

t by

cash

, che

ck,V

isa

or M

aste

rCar

d.E

nter

dat

a in

to P

TS.

Pro

cess

on

PO

S.

Han

d w

rites

Pla

n C

heck

Rec

eipt

and

give

s to

Cus

tom

erC

usto

mer

fills

out

Yel

low

Pos

tcar

d

If pa

ying

by C

ompa

ny C

redi

tCar

d,M

ust h

ave

Com

pany

’s A

utho

rizat

ion

Lette

r

Ifpr

oble

m,s

end

to o

rigin

al P

lan

Exa

min

er

Cor

rect

ions

Mad

eR

etur

ns to

CP

B

Che

ck d

ata

ente

red

by 4

th

Floo

r is

corr

ect

Che

ck E

ngin

eer/A

rchi

tect

’slic

ense

num

ber s

tam

ped

on

all s

heet

sof

pla

ns

Writ

e P

erm

itA

pplic

atio

nnu

mbe

r at e

nd o

f pla

n sh

eets

Mis

sing

sta

mps

Sen

ds P

erm

itA

pplic

atio

n an

d P

lans

To n

ext s

tatio

n on

rout

ing

slip

FIN

ISH

Oth

er C

PB D

utie

s:A

nsw

er m

isce

llane

ous

ques

tions

Add

ress

ass

ignm

ents

Pro

vide

pla

nsun

der1

5 da

y ho

ld to

view

300'

Mai

l of p

rinci

pal p

ortio

n(D

BI

polic

y)E

xpire

d pe

rmit

rene

wal

sE

xten

sion

of p

erm

its s

tillu

nder

filin

gN

otic

e of

Per

mit

Can

cella

tion

/Le

tter o

f Dis

appr

oval

Per

mit

with

draw

alM

aint

ain

list o

f not

ifica

tions

Bili

ngua

l tra

nsla

tion

Cha

nge

owne

r/con

tract

orR

efun

dsM

eetin

gs, t

rain

ings

Aug

ust 1

5, 2

007

BPR

-Pl

an R

evie

w a

nd P

erm

it Is

suan

ce S

ubco

mm

ittee

As-

Is M

appi

ng: C

entr

al P

erm

it B

urea

u (C

PB) F

iling

New

Con

stru

ctio

n w

ith D

emol

ition

STA

RT

Rea

ding

for F

iling

Cen

tral P

erm

itB

urea

u8:

00 A

M –

4:30

PM

558-

6070

Take

a n

umbe

rW

aitti

me:

30 m

inut

es ~

2 h

ours

1408

Cle

rical

Sta

ffre

view

s fo

rco

mpl

eten

ess

and

accu

racy

Ent

ers

all i

nfor

mat

ion

into

Per

mit

Trac

king

Sys

tem

,in

clud

ing

valu

atio

n,ro

utin

g of

revi

ew p

roce

ss, o

ther

info

rmat

ion

from

Age

nt D

iscl

osur

e Fo

rm, O

wne

rB

uild

er D

ecla

ratio

n, In

clus

iona

ryH

ousi

ngR

equi

rem

ents

, etc

. ..

Ass

igns

Per

mit

App

licat

ion

Num

ber

Blo

ck a

nd lo

t, oc

cupa

ncy

clas

s,

unit

coun

t res

earc

h on

AV

S,

map

s,pe

rmit

hist

ory,

etc

. …

Ver

ifies

gen

eral

info

rmat

ionr

mat

ion

such

as

blo

ck a

nd lo

t,oc

cupa

ncy

clas

s/us

e,

met

es/b

ound

s, d

iagr

am o

n pe

rmit

appl

icat

ion

Pla

n E

xam

iner

cor

rect

s

Ver

ifies

sign

atur

es a

nd p

rope

rro

utin

g on

form

.Lo

ok a

t pla

ns fo

r cor

rect

/co

mpl

eten

ess/

disc

repa

ncy

Ret

urns

to C

PB

Wro

ng in

form

atio

n

No

supp

ortin

g do

cum

ents

.M

ore

rese

arch

mus

t be

done

to re

solv

e is

sue

Che

ck S

tate

Con

tract

ors’

Lice

nse,

SF

Bus

ines

s Ta

xR

egis

tratio

n, a

nd W

orke

rs’

Com

p (if

nee

ded)

inC

ontra

ctor

info

rmat

ionr

mat

ion

Dat

abas

e

Firs

t tim

e C

ontra

ctor

app

lyin

gW

ith n

o pr

oof o

f doc

umen

tatio

nor

Exp

ired

licen

ses/

insu

ranc

e

Sta

te C

ontra

ctor

’sLi

cens

e Bo

ard

Mus

t ren

ewan

d re

turn

with

pro

of

Insu

ranc

e

City

Hal

lTa

x C

olle

ctor

’s O

ffice

8:00

AM

–5:

00 P

M

Per

mit

with

Con

tract

orU

ndec

lare

d


Pay

men

t by

cash

, che

ck,V

isa

or M

aste

rCar

d.E

nter

dat

a in

to P

TS.

Pro

cess

on

PO

S.

Han

dw

rite

Pla

n C

heck

rece

ipta

ndgi

ve to

Cus

tom

erC

usto

mer

writ

e Y

ello

w P

ostc

ard

If pa

ying

by

Com

pany

Cre

dit C

ard,

Mus

t hav

e C

ompa

ny’s

Aut

horiz

atio

n Le

tter

Ifpr

oble

m,s

end

to o

rigin

al P

lan

Exa

min

erC

orre

ctio

ns M

ade

Ret

urns

to C

PB

Che

ck d

ata

ente

red

by 4

th F

loor

isco

rrec

t

Che

ck E

ngin

eer/A

rchi

tect

’slic

ense

num

ber s

tam

ped

on

all s

heet

sof

pla

ns

Writ

e P

erm

itA

pplic

atio

nnu

mbe

r at e

nd o

f pla

n sh

eets

Mis

sing

sta

mps

Send

s P

erm

it A

pplic

atio

nan

d pl

ans

to n

ext s

tatio

n on

Rou

ting

Slip

Che

ck a

ddre

ss o

rC

reat

e N

ewAd

dres

s

Add

ress

Pro

blem

Add

info

rmat

ionr

mat

ion

on B

lock

and

lot

Map

Dem

oliti

on N

otic

e: 2

set

sof

mai

ling

stic

kers

,af

fidav

it, 3

00' r

adiu

s m

ap,

mai

ling

list f

or fi

le

Insu

ffici

ent d

ocum

ents

FIN

ISH

Oth

er C

PB D

utie

s: A

nsw

erm

isce

llane

ous

ques

tions

Add

ress

ass

ignm

ents

Pro

vide

plan

s un

der 1

5-da

y ho

ldto

vie

w 3

00'M

ail o

f prin

cipa

l por

tion

(DB

Ipo

licy)

Exp

ired

perm

it re

new

als

Ext

ensi

on o

f per

mits

stil

lund

erfil

ing

Not

ice

of P

erm

it C

ance

llatio

n /

Lette

r ofD

isap

prov

al P

erm

itw

ithdr

awal

Mai

ntai

n lis

t ofn

otifi

catio

ns B

iling

ualt

rans

latio

n C

hang

e ow

ner/c

ontra

ctor

Ref

unds

Mee

tings

, tra

inin

gs

Aug

ust 1

5, 2

007

BPR

–Pl

anR

evie

w a

nd P

erm

it Is

suan

ceSu

bcom

mitt

ee A

s-Is

Map

ping

:Cen

tral

Perm

itB

urea

u (C

PB) P

erm

itIs

suan

ce

STA

RT

Perm

it is

A

PPR

OVE

D o

nPT

S

Cen

tral P

erm

itB

urea

u16

60 M

issi

on S

t. 1st

Flo

or8:

00 A

M –

4:30

PM

558-

6070

Take

a n

umbe

rW

ait t

ime:

30

min

utes

~ 2

hou

rs

Per

son

mus

t be

liste

d on

the

perm

it or

the

Ow

ner.

If no

t, m

ust b

ring

Lette

r of A

utho

rizat

ion

fori

ssua

nce.

Cal

ls D

istri

ctIn

spec

tor t

o S

tart

Wor

k*m

ust w

ait1

5ca

lend

ar d

ays

if D

emol

ition

per

mit*

WO

RK

UN

DE

RW

AY

1408

Cle

rical

Sta

ffge

ts p

lans

from

tem

pora

ry s

tora

ge

Priv

ate

com

pany

to g

et li

st G

et a

ppro

val f

rom

GR

PC

an a

ppea

l at

Boa

rd o

f Per

mit

App

eals

For D

emol

ition

litio

n, s

end

out

300'

Not

ifica

tion

(Nee

d ne

w li

stif

over

a y

ear)

, che

ck a

ppro

val

of G

reen

Rec

ycle

Pro

gram

(GR

P)

Oth

er a

genc

ies

to p

ay

Che

cks

to s

ee p

aym

ent o

fm

isc.

fees

/age

ncie

s an

d en

ters

into

PTS

suc

h as

SFU

SD,

TID

F,et

c. …

Ret

urns

to C

PB

No

list o

r nee

d up

date

d lis

tN

o ap

prov

al fr

omG

RP

Che

ck S

tate

Con

tract

ors’

Lice

nse,

SF

Bus

ines

s Ta

xR

egis

tratio

n, a

nd W

orke

rs’

Com

p (if

nee

ded)

inC

ontra

ctor

Info

rmat

ion

Dat

abas

e

Firs

t tim

e C

ontra

ctor

app

lyin

gW

ith n

o pr

oof o

f doc

umen

tatio

nor

Exp

ired

licen

ses/

insu

ranc

e

Sta

te C

ontra

ctor

’sLi

cens

e Bo

ard

Mus

t ren

ewan

d re

turn

with

pro

of

Insu

ranc

e

City

Hal

lTa

x C

olle

ctor

’s O

ffice

8:00

AM

–5:

00 P

M

Per

mit

with

Con

tract

orU

ndec

lare

d


Pay

men

t by

cash

, che

ck, V

isa

or M

aste

rCar

d.E

nter

dat

a in

toP

TS.

Pro

cess

on

PO

S.

Prin

t Per

mit,

Fill

out J

ob C

ard

with

app

licat

ion

num

ber a

ndex

pira

tion

date

. Atta

ch o

ther

info

rmat

ion

such

as

“Gen

eral

Info

rmat

ion

abou

tC

onst

ruct

ion

inSa

n Fr

anci

sco”

and

SF

Env

ironm

ent b

roch

ure

onC

onst

ruct

ion/

Dem

oliti

onW

aste

pro

cedu

res

If pa

ying

by

Com

pany

Cre

dit C

ard,

Mus

t hav

e C

ompa

ny’s

Aut

horiz

atio

n Le

tter

If no

t pai

d, A

pplic

ant m

ust g

o pa

y an

d re

turn

Ret

urns

to C

PB

Ver

ify p

lans

are

pro

perly

stam

ped

by v

ario

us a

genc

ies

Sta

mp

“AP

PR

OV

ED

”on

each

shee

t

Mis

sing

sta

mps

CP

B b

ack

room

sto

rage

for t

o be

mic

rofil

med

(Pic

ked

up b

y P

SD

Sta

ff w

ithin

1 ~

8 m

onth

s)

Other stampedand signed set and

Permitto CPB back room

Issu

es p

erm

it,Jo

b ca

rd, a

nd g

ives

one

set

of p

lans

to c

usto

mer

Not

list

ed o

n pe

rmit.

No

Lette

r of A

utho

rizat

ion

Can

not i

ssue

per

mit

Non

Dem

oliti

onlit

ion

Per

mit

Upd

ate

offic

ial B

lock

Map

inO

ffice

30" x

30"

post

er p

repa

red

by C

PB s

taff,

incl

udin

gpa

stin

g pe

rmit

prin

tont

osi

gn

Oth

er C

PB D

utie

s:A

nsw

er m

isce

llane

ous

ques

tions

Add

ress

ass

ignm

ents

Pro

vide

pla

ns u

nder

15

cale

ndar

days

hol

d to

vie

w30

0' M

ailo

f prin

cipa

lpor

tion

(DBI

polic

y)E

xpire

d pe

rmit

rene

wal

sE

xten

sion

ofp

erm

its s

tillu

nder

filin

gN

otic

e of

Per

mit

Can

cella

tion

/ Le

tter o

f Dis

appP

erm

it w

ithdr

awal

Mai

ntai

n lis

t of n

otifi

catio

nsB

iling

ual t

rans

latio

nC

hang

e ow

ner/c

ontra

ctor

Ref

unds

Mee

tings

, tra

inin

gs

Aug

ust 1

4, 2

007

BPR

– P

lan

Rev

iew

and

Per

mit

Issu

ance

Sub

com

mitt

ee A

s-Is

Map

ping

: Cen

tral

Per

mit

Bur

eau

(CPB

) -B

ounc

ed C

heck

Flag

son

Div

isio

n A

pplic

atio

ns –

Con

tract

ors

Info

rmat

ion

Sys

tem

– N

oot

her p

erm

its m

aybe

issu

edto

this

appl

ican

t

Cen

tral P

erm

itB

urea

u16

60 M

issi

on S

treet

1st F

loor

Per

mit

Issu

edby

che

ck p

aym

ent

Cal

led

to S

tart

Wor

k

WO

RK

UN

DER

WA

YN

otifi

es C

entra

l Per

mit

Bur

eau

abou

tbo

unce

d ch

eck

Sen

ds W

arni

ng L

ette

r10

cal

enda

rday

s to

cle

ar w

ith $

50 b

ank

serv

ice

fee

or c

ase

will

be

sent

to C

olle

ctio

n A

genc

y in

30 c

alen

dar d

ays

and

Per

mit

will

be

susp

ende

d if

alre

ady

issu

edor

flag

ged

DO

NO

T IS

SU

E an

d su

bjec

t to

canc

ella

tion

Nam

e on

che

ckPa

yee

No

Res

pons

e.P

erm

itsu

spen

ded

or c

ance

lled

App

lican

tret

urns

with

perm

it fe

ean

dad

ditio

nal $

50 p

enal

ty fe

e.P

aym

ent b

y m

oney

ord

er,

cash

ierc

heck

or c

ash

ON

LY

Issu

e re

solv

ed.

Upd

ated

on

Div

isio

n A

pplic

atio

nsO

K fo

r ins

pect

ions

Che

ck b

ounc

es!

City

Hal

l Tax

Col

lect

or’s

Offi

ce

If C

ontra

ctor

,P

rofil

e w

illbe

flag

ged

onC

ontra

ctor

Info

rmat

ion

Scre

en

Bui

ldin

g In

spec

tion

Div

isio

n16

60 M

issi

onS

treet

3rd F

loor

Plu

mbi

ng In

spec

tion

Div

isio

n16

60 M

issi

onS

treet

3rd F

loor

Notifies DistrictInspector(s).No inspection until issue is resolved

Ele

ctric

al In

spec

tion

Div

isio

n16

60 M

issi

onS

treet

3rd F

loor

CLEARED.OK for scheduling inspections

No

Res

pons

e. N

o In

spec

tions

.P

erm

it E

xpire

s

No

Res

pons

e. N

o In

spec

tions

.P

erm

it E

xpire

s

No

Res

pons

e. N

o In

spec

tions

.P

erm

it E

xpire

s

$

$

$

Pai

d fo

rFIL

ING

a su

bmitt

al p

erm

itan

d pl

an re

view

For N

onIs

sued

Per

mits

:Pa

y is

suan

ce fe

eIS

SU

ED

STA

RT


B. ELECTRICAL AND PLUMBING PERMITS Electrical and plumbing permits will be handled similarly to the OTC without plans. However, the option for obtaining these permits online will remain as shown on the “As-Is” map and the personnel reviewing the applications that need greater scrutiny may be electrical and plumbing inspectors, to which the customer is routed by the IPR Permit Technician.

Aug

ust 1

0, 2

007

BPR

– P

lan

Rev

iew

and

Per

mit

Issu

ance

Sub

com

mitt

ee A

s-Is

Map

ping

: El

ectr

ical

/Plu

mbi

ng P

erm

its

STA

RT

Rej

ect.

Mus

t Hire

Lice

nsed

Con

tract

or

Pro

perty

Ow

ners

of N

onS

ingl

e Fa

mily

Det

ache

dD

wel

lings

and

/or h

avin

g a

cont

ract

or w

ho w

ant t

oap

ply

for a

per

mit

Cen

tral

Per

mit

Bur

eau

1660

Mis

sion

St,

1st F

loor

8:00

AM

–4:

30P

M14

08 C

leric

alSt

aff

Cal

ls fo

r nex

t cus

tom

erC

heck

s in

form

atio

n on

DB

I C

ontra

ctor

s In

form

atio

n S

yste

mPr

oces

ses

Perm

itO

btai

ns fe

esIs

sues

Per

mit

Elec

tric

alIn

spec

tion

Div

isio

n16

60 M

issi

on S

t, 3rd

Flo

or

7:30

AM

–4:

00 P

MC

lerk

and

Sr.

Ele

ctric

al I

nspe

ctor

Forh

omeo

wne

rs o

f SFF

D, w

ork

to b

e pr

efor

med

by

owne

r on

title

.Fo

rSol

ar p

erm

it -I

NTE

RIM

pro

cedu

re,

leav

e ap

plic

atio

n pa

ckag

e an

dpa

ymen

t. C

usto

mer

illg

et c

all t

o pi

ckup

per

mit

or p

robl

ems.

Cle

rical

sup

port

(142

4, 1

426,

1408

)ch

eck

prop

erty

pro

file

ford

etac

hed

SFF

D a

nd o

ccup

ancy

of h

omeo

wne

r at

prop

erty

Spe

akw

ith In

spec

tor(

6248

) or S

r. In

spec

tor(

6249

) to

get a

n ap

prov

al.

Upo

n ap

prov

al, c

leric

al s

uppo

rt w

illpr

oces

s th

e pe

rmit.

Hom

eow

ners

of S

ingl

eFa

mily

Det

ache

dD

wel

lings

Wor

k to

be

pref

orm

ed b

yho

meo

wne

rs

Spe

ak w

ithIn

spec

tor

Unq

ualif

ied

Mus

t Hire

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nsed

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$

$

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Con

tract

or w

ith v

alid

spe

cial

ty li

cens

es re

cord

(Plu

mbi

ng: C

36, C

4, C

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tc. a

nd E

lect

rical

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10,C

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11, C

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46, C

53, D

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obta

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erm

it in

CP

B fo

rwor

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rspe

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alid

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ense

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ker’s

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pens

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dS

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sine

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ax L

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egis

tratio

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ertif

icat

e or

alre

ady

on D

BI C

ontra

ctor

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form

atio

n S

yste

m

Cus

tom

er S

ervi

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spec

tion

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ISHO

nlin

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rmits

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ww

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ervi

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Info

rmat

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on C

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dat

abas

e.R

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Rec

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sLo

g-in

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ect

Any

exp

ired

licen

ses,

Wor

kers

’ com

pens

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ctiv

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mpl

aint

s or

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ices

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iola

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pens

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DB

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1660

Mis

sion

Stre

et 3

rd fl

oor

DB

I CES

1650

Mis

sion

Stre

et, R

m31

2C

8:00

AM

–5:

00 P

MC

lerk

and

Sr.

Insp

ecto

rC

usto

mer

ssi

gn in

on

clip

boar

d/ca

llon

pho

nean

d w

ait t

o be

cal

led

(5-3

0 m

inut

es w

ait)

Req

uire

d if

ther

e ar

e an

y bu

ildin

g, e

lect

rical

,pl

umbi

ng,v

iola

tions

that

hav

e no

t bee

n ab

ated

.A

pplic

ants

mus

t cle

ar a

ny re

late

dvi

olat

ions

befo

re w

ith p

erm

it be

fore

sub

mitt

ing

any

othe

rpe

rmit

appl

icat

ions

fora

ny s

cope

of w

ork.

DB

I will

aba

te a

ny o

ld c

ases

that

are

not r

elat

edto

the

wor

k if

poss

ible

(Ex:

An

activ

e ca

se a

bout

ano

ise

com

plai

nt fr

om 1

996.

If D

BI a

ssur

es th

atno

ted

viol

atio

n is

no

long

era

conc

ern,

a S

r.In

spec

tor w

ill ab

ate

the

case

)A

cces

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yne

cess

ary

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pe o

f wor

k x2

or

x9)

Sr.

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Ele

ctric

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r Con

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C10

,C45

, D28

, D34

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Per

mit

for C

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info

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form

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Insp

ectio

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ivis

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1660

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MC

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, Ren

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men

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rt (1

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142

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chec

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and

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oper

tyS

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with

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ecto

r(62

42) o

r Sr.

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ecto

r(62

46) t

o ge

t an

appr

oval

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pon

appr

oval

, cle

rical

sup

port

will

proc

ess

the

perm

it.

Spe

ak w

ithIn

spec

tor

Unq

ualif

ied

Mus

t Hire

Lice

nsed

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tract

or

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lifie

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ount

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tract

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form

atio

n ex

pire

d in

DB

I dat

abas

e


C. OVER-THE-COUNTER WITHOUT PLANS

“As-Is” Mapping Issues:

• No tracking of customer. • Rechecking required at Station #2, causing bottlenecks. • Lack of proper screening if the application requires other agencies, resulting in more rechecks and rejected applications.

“To-Be” Mapping Narrative: 1. Registration or self-help kiosk, directed to Records or Initial Permit Review (IPR). No more than 60 seconds.

2. Help Desk is available for general questions and procedures for all categories listed below.

a. Obtaining records. b. Registration or self help kiosk (no more than 60 seconds), routed to records

station. c. Triage and recheck appointments, non-DBI submittals, records, applications

(example: Planning conditional use or variance applications). d. Registration or self help kiosk (no more than 60 seconds), routed to station.

3. IPR Permit Technician determines if application complies with OTC rule (less than

one hour of review per station), and determines routing to other disciplines at other stations as required. IPR Permit Technician determines initial fee valuation and sends customer to cashier for filing and plan review payment, prior to any plan review work being performed.

4. Customer returns with receipt from cashier to continue processing.

5. IPR determines if application needs to be routed to Planning Department, SFFD,

DPH or other disciplines (can call upon inspector/plans examiner to review if simple sign-off required).

If not, IPR Permit Technician handles all other functions (including DPW-BSM). If Planning Department review is required, then this station is always the first station that the customer visits via the automated customer tracking system. If the Planning Department rejects the submittal or if it requires additional information, customer returns with necessary additional information, signs in at registration and proceeds via the automated customer tracking system directly to the Planning Department station.

If routing is required to the SFFD, DPH or another discipline after Planning

Department, customer visits these stations via the automated customer tracking system. If any discipline rejects the submittal or if it requires additional information, customer returns with necessary additional information, signs in at registration and proceeds via the automated customer tracking system directly to the appropriate station for final sign- off.


Once all approvals have been obtained, customer proceeds to Permit Issuance Station.

6. IPR Permit Technician performs all other tasks listed in this Report Section III B,

“Department of Building Inspection: Permit Center, Station 2” and determines final plan review valuation and sends customer to cashier for final fee payment to obtain permit and job card.

a. To ensure early tracking of SFPUC wastewater/water capacity charges, drawings must include information such as square footage, fixture count, etc. for all permit applications.

8:00

AM

–3:

45P

MC

alls

out n

umbe

rfor

the

next

cust

omer

1408

Cle

rk, 6

331

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ldin

gIn

spec

tor

Rev

iew

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licat

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form

s fo

rco

mpl

eten

ess

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ck fo

r DB

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latio

ns, P

lann

ing

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toric

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gnifi

canc

e, B

lock

and

Lo

t inf

orm

atio

n on

Div

isio

nA

pplic

atio

ns –

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mit

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king

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tem

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erm

ine

rout

ing

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irem

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h fo

rm ty

pe (

Form

3 o

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rm 8

)S

tam

p Le

ad F

ee if

requ

ired

Pro

vide

final

sta

mp/

sign

-off

afte

r all

requ

ired

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iplin

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ave

sign

ed

8:00

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ke a

num

ber (

5 –

60 m

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ait)

Che

ck if

pla

nnin

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prov

alis

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essa

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erify

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perty

info

on

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nnin

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t tal

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only

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hou

rs p

er d

ayC

heck

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lann

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viol

atio

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.V

erify

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ing

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ith fe

e st

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ont o

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mit

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icat

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,sig

n ba

ck o

f app

licat

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form

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I Pub

licIn

form

atio

nC

ount

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st F

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)

Sta

rt

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ose

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oces

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Pla

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w (1

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entra

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mit

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umbe

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nnin

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form

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n C

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tion

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)

DB

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ectio

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)

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lan

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ID (3

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orD

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ork

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ry ro

t rep

air.

Term

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port

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ptio

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Mus

t ide

ntify

are

aan

d lo

catio

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e-ro

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g ex

cept

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indo

w re

plac

emen

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arag

e do

or re

plac

emen

t (sa

me

size

)N

on S

truct

ural

kitc

hen

and

bath

rem

odel

Rep

lace

/repa

ir si

ding

,stu

cco

Cha

ngin

g w

alls

(Non

-rat

ed) f

rom

stu

cco

to s

idin

gor

vic

e ve

rsa

(pic

ture

s ar

e re

quire

d by

Pla

nnin

g D

epar

tmen

t)In

stal

latio

n of

anc

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olts

and

ply

woo

dpa

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on

the

grou

nd fl

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rre

side

ntia

l bui

ldin

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e of

Vio

latio

n co

mpl

ianc

e w

ithou

tpla

ns

8:00

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–5:

00 P

MA

pplic

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ses

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pho

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alls

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to b

e as

sist

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PW

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taff

com

es c

omes

from

beh

ind

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ork

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atio

n 4

Rev

iew

s st

reet

spa

ce u

se is

nec

essa

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umbe

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eet,

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, stre

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lock

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)A

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give

s ap

plic

ant a

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PW-B

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Ste

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treet

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8:00

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–5:

00 P

MS

ign

in o

n th

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and

wai

t to

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calle

dR

evie

w a

pplic

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n fo

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ode

com

plia

nce

Sta

mp/

Sig

n ap

plic

atio

nC

ompl

ete

Fire

insp

ectio

n fo

rmIf

OK

, sta

mp

with

fee

stam

p on

fron

t of

perm

it ap

plic

atio

nfo

rm, s

ign

back

of

appl

icat

ion

form

8:00

AM

–5:

00 P

MD

rop

in w

ith 1

424,

142

6 cl

eric

al s

taff

Ver

ifica

tion

for 3

+ un

it bu

ildin

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-1)

Che

ck fo

r act

ive

com

plai

nt c

ases

Res

olve

any

hou

sing

rela

ted

viol

atio

nsS

r. H

ousi

ng In

spec

tor s

igns

app

licat

ion

and

any

refe

renc

edo

cum

ents

If O

K, s

tam

p w

ith fe

e st

amp

on fr

ont o

f per

mit

appl

icat

ion

form

,si

gn b

ack

of a

pplic

atio

n fo

rm

If re

quire

d fo

r Mec

hani

cal r

evie

wSt

amp/

Sig

n ap

plic

atio

n52

03, 5

241,

520

5 M

echa

nica

lEn

gine

ers

If O

K, s

tam

p w

ith fe

e st

amp

on fr

ont

of p

erm

it ap

plic

atio

n fo

rm, s

ign

back

of a

pplic

atio

n fo

rm

If re

quire

dfo

r SFR

A re

view

Sta

mp/

Sig

n ap

plic

atio

nIf

OK

, sta

mp

with

fee

stam

pon

front

of p

erm

itap

plic

atio

n fo

rm,

sign

bac

k of

app

licat

ion

form

8:00

AM

–5:

00 P

MC

lerk

and

Sr.

Bui

ldin

g In

spec

tor

Cus

tom

ers

sign

in o

n cl

ipbo

ard

and

wai

tto

be

calle

d (5

-30

min

utes

wai

t)C

usto

mer

mus

t cal

l ins

pect

or o

nte

leph

one

if no

cle

rkis

at t

he d

esk

Req

uire

d if

ther

e ar

e an

y bu

ildin

gel

ectri

cal,

plum

bing

, vio

latio

ns th

at h

ave

not b

een

abat

edA

pplic

ants

mus

t cle

ar a

ny re

late

dvi

olat

ions

bef

ore

with

perm

it be

fore

subm

ittin

g an

y ot

her p

erm

itap

plic

atio

nsfo

r any

sco

pe o

f wor

kD

BI w

illab

ate

any

old

case

s th

at a

re n

otre

late

d to

the

wor

k if

poss

ible

(Exa

mpl

e:A

n ac

tive

case

con

cern

ing

a no

ise

com

plai

nt fr

om 1

996.

If D

BI a

ssur

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atno

ted

viol

atio

n is

no

long

er a

con

cern

, a

Sr.

Bui

ldin

g In

spec

tor w

ill ab

ate

the

case

)A

cces

s an

y ne

cess

ary

fees

(Sco

pe o

fw

ork

x2 o

r x9)

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Bui

ldin

g In

spec

tor S

tam

p/S

ign

if is

sue

isre

solv

ed a

nd/o

r not

requ

ired

(issu

esno

t rel

ated

to c

urre

ntap

plic

atio

n)

Fini

sh

Aug

ust 0

1, 2

007

BPR

– P

lan

Rev

iew

and

Per

mit

Issu

ance

Sub

com

mitt

eeA

s-Is

Map

ping

: Ove

r-Th

e-C

ount

er (O

TC) W

ithou

t Pla

ns

Ret

urn

to S

taio

n 2

for s

ign

off

Nee

ds P

lann

ing

Dep

artm

ent R

evie

w

No Planning DepartmentReview

Next Station per Routing Slip

REJ

ECT

REJ

ECT

REJ

ECT

REJ

ECT

REJ

ECT

REJ

ECT

REJ

ECT

REJ

ECT

Ret

urn

to S

tatio

n 2

for s

ign

off

No

othe

r rev

iew

,Si

gn o

ff

REJ

ECT

Returnto Station 2 for sign off

Dec

embe

r 200

7

BPR

– P

lan

Rev

iew

and

Per

mit

Issu

ance

Sub

com

mitt

ee T

o-B

e M

appi

ng:

Ove

r-Th

e-C

ount

er (O

TC) W

ithou

t Pla

ns

REG

ISTR

ATI

ON

Che

ck in

Aut

omat

ed c

usto

mer

track

ing

syst

em s

ends

to

next

sta

tion

(60

seco

nds

orle

ss)

REC

OR

DS

May

be

orde

red

onlin

e

KIO

SK

Sel

f che

ck-in

Aut

omat

ed c

usto

mer

track

ing

syst

em s

ends

to

next

sta

tion

(60

seco

nds

orle

ss)

PAY

FE

E@

CA

SHIE

R

INIT

IAL

PER

MIT

REV

IEW

(IPR

)

Nam

e ca

lled

via

auto

mat

edcu

stom

er tr

acki

ng s

yste

mE

stab

lish

appr

oval

disc

iplin

esA

ssis

t with

dat

a en

try fo

r per

mit

appl

icat

ion,

if n

eces

sary

Det

erm

ine

cust

omer

rout

ing

Che

ck fo

r com

plet

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sC

heck

Hou

sing

sta

tus

Che

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olat

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(NO

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blo

ck a

nd lo

t/add

ress

Add

add

ress

to P

erm

it Tr

acki

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m (P

TS),

if ne

cess

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Che

ck o

ccup

ancy

cla

ss, u

seD

eter

min

e fe

e va

luat

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Che

ck a

ppro

val o

f Gre

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Prog

ram

Che

ckB

usin

ess

Tax

regi

stra

tion,

Wor

kers

com

pens

atio

n,co

ntra

ctor

info

,etc

.D

PW-B

SMpr

elim

inar

y re

view

PER

MIT

ISSU

AN

CE

STA

TIO

N

Rev

iew

and

app

rove

per

mits

:D

ry ro

trep

air

Re-

roof

ing

exce

pt c

ool r

oof

Win

dow

repl

acem

ent (

Plan

ning

Dep

artm

entf

irst)

Sam

esi

ze g

arag

e do

or re

plac

emen

tN

on-s

truct

ural

kitc

hen

and

bath

rem

odel

Rep

lace

/repa

ir si

ding

stuc

coC

hang

ing

exte

rior w

all m

ater

ial

(Pla

nnin

g D

epar

tmen

t firs

t)A

ncho

r bol

ts/p

lyw

ood

at g

roun

d flo

or–

resi

dent

ial b

uild

ings

Not

ice

of V

iola

tion

(NO

V)

com

plia

nce

HEA

LTH

DEP

AR

TMEN

T

Nam

e ca

lled

via

auto

mat

ed c

usto

mer

track

ing

syst

em1

Hou

r max

imum

PLA

NN

ING

DEP

AR

TMEN

T

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e ca

lled

via

auto

mat

ed c

usto

mer

track

ing

syst

em

PAY

FE

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SHIE

R

FIN

ISH

FIN

ISH

App

rove

d by

Plan

ning

Dep

artm

ent

Nam

e ca

lled

via

auto

mat

ed c

usto

mer

trac

king

sys

tem

automated customertracking systemsendsnameto next station

ISSU

E PE

RM

ITan

d JO

B C

AR

D

App

rove

d

FREQ

UEN

TC

UST

OM

ERS

ALL

CU

STO

MER

S

Yes,

ifre

ques

ted

Pay

revi

ew fe

e

Ret

urn

with

rece

ipt

Ret

urn

with

rece

ipt t

o co

llect

draw

ings

Paym

ent f

orre

prod

uctio

nsre

quire

d?

YES

Yes,

ifre

ques

ted

OB

TAIN

INFO

RM

ATI

ON

OR

AB

ATE

VIO

LATI

ON

S

NO

STA

RT

Fill

oute

lect

roni

cap

plic

atio

non

line

or a

tP

erm

it C

ente

rif

able

atc

usto

mer

area

IsPl

anni

ngD

epar

tmen

tre

quire

d?

NO

App

rove

d

SFFD

Nam

e ca

lled

via

auto

mat

edcu

stom

er tr

acki

ngsy

stem

1 H

our m

axim

um

Mor

est

atio

ns?

NO

YES

YES

Mor

e st

atio

ns?

HEL

P D

ESK

Cod

e qu

estio

nsP

roce

ss q

uest

ions

Pol

icie

s an

d pr

oced

ures

Per

mit

hist

ory

requ

ired?

Per

mit

hist

ory

requ

ired?

NO

Proc

eed

to IP

R

NO

Rej

ect /

Fu

rthe

rin

fone

eded

Oth

erD

isci

plin

es

CU

STO

MER

TO

GO

DIR

ECTL

Y TO

REV

IEW

DIS

CIP

LIN

ES A

FTER

REG

ISTR

ATI

ON

Rej

ect /

Fu

rthe

rin

fone

eded

Rej

ect /

Fu

rthe

rin

fone

eded

Rej

ect /

Fu

rthe

rin

fone

eded

App

rove

d

App

rove

d

YES


D. OVER-THE-COUNTER WITH PLANS

“As-Is” Mapping Issues: • No tracking of customer; wait times vary. Bottlenecks occur. • Not all agencies are in close proximity of each other; some agencies are not adequately represented at the Permit Center. • Lack of proper screening until the specific station reviews the project, resulting in the need for more rechecks and rejected applications.

“To-Be” Mapping Narrative:

1. Registration or self-help kiosk, directed to Records or IPR (Initial Permit Review). No more than 60 seconds.





2. IPR Permit Technician determines if application requires routing to Planning

Department. If routing is required to Planning Department, this station is always the first station the customer visits via the automated customer tracking system. If the Planning Department rejects the submittal, or if it requires additional information, the customer returns with necessary information, signs in at Registration and proceeds via the automated customer tracking system directly to the Planning Department station for final sign-off.

3. IPR Permit Technician determines if application complies with OTC rule (less than

one hour of review per station). If it does not comply, customer proceeds to submit application under “Addendum Submittal” process.

If it does comply, IPR Permit Technician determines if routing required to

disciplines at other stations. Permit Technician determines fee valuation and sends customer to cashier for filing and plan review fee payment, prior to any plan review work being performed.


6. If IPR Permit Technician determines application needs to be routed to other

disciplines, Technician can call upon inspector/plans examiner from other stations to review if simple sign-off is required. If no other disciplines are required to review application and drawings, IPR Permit Technician handles all other functions (including DPW-BSM in some cases).


7. IPR Permit Technician performs all other tasks listed in this Report Section III B, “Department of Building Inspection: Permit Center, Station 2.” If no other stations are required to review the application and drawings, IPR Permit Technician determines final plan review valuation and sends customer to cashier for final fee payment and to obtain permit and job card. While customer pays fee, Permit Technician stamps drawings. Customer returns with permit, job card and receipt from cashier and collects drawings.

a. To ensure early tracking of SFPUC wastewater/water capacity charges, drawings must include information such as square footage, fixture count, etc. for all permit applications.

8. If other stations need to review application and drawings, IPR Permit Technician

determines routing and sends customer to next station.

9. If other stations need to review application and drawings, customer carries drawings to each station for approvals. If corrections are needed, customer returns with corrections via a recheck appointment. If no corrections are needed, customer proceeds to permit issuance station.

10. Customer is responsible for collating drawings to make two approved sets. IPR

Permit Technician at Permit Issuance Station verifies that all stations have approved the drawings.

11. IPR Permit Technician at Permit Issuance Station determines final plan review

valuation and sends customer to cashier for final fee payment and to obtain permit and job card. While customer pays fee, Permit Technician stamps drawings. Customer returns with permit, job card and receipt from cashier and collects drawings.

8:00

AM

–3:

45P

MC

alls

out n

umbe

rfor

the

next

cus

tom

er.

1408

Cle

rk, w

ait1

0-20

min

utes

8:00

AM

–5:

00 P

MTa

ke a

num

ber (

5 –

60 m

in. w

ait)

Che

ck if

Pla

nnin

g D

epar

tmen

tapp

rova

lis

nece

ssar

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erify

pro

perty

info

on

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t dat

abas

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ours

per

day

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c.V

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icat

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nba

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licat

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form

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)

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DB

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or

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ase

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appr

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24 C

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t Rev

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ls c

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lann

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cts

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rms

Hel

ps c

usto

mer

s w

ith fi

lling

out

the

form

s

8:00

AM

–5:

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MAp

plic

ant u

ses

the

in-h

ouse

pho

ne a

ndca

lls 8

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0 to

be

assi

sted

DP

W-B

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sta

ff co

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om

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all (

thei

r wor

k cu

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Perm

it S

tatio

n 4

Rev

iew

s st

reet

spa

ce u

se is

nec

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ry(n

umbe

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eet,

curb

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ge, e

tc.)

Appl

y fo

r stre

et s

pace

per

mit

– gi

ves

appl

ican

t ano

ther

form

whi

ch th

ey n

eed

to fa

x to

DP

W-B

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on

875

Ste

vens

onSt

reet

to a

ctiv

ate.

8:00

AM

–5:

00 P

MS

ign

in o

n th

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ipbo

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and

wai

tto

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w a

pplic

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r SFF

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tam

p/S

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appl

icat

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plet

e S

FFD

insp

ectio

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rmIf

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, sta

mp

with

fee

stam

p on

front

of p

erm

it ap

plic

atio

n fo

rm,

sign

bac

k of

app

licat

ion

form

8:00

AM

–5:

00 P

MD

rop

in w

ith 1

424,

142

6 cl

eric

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aff

Ver

ifica

tion

for3

+ un

it bu

ildin

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-1)

Che

ck fo

r act

ive

com

plai

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ses

Res

olve

any

hou

sing

rela

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viol

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nsS

r. H

ousi

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spec

tor s

igns

appl

icat

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and

any

refe

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cum

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If O

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tam

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of a

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If re

quire

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p/S

ign

appl

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5203

, 524

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hani

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Eng

inee

rsIf

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, sta

mp

with

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stam

p on

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it ap

plic

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n fo

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sign

bac

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licat

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r SFR

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view

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ign

appl

icat

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If O

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f per

mit

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, sig

n ba

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licat

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form

8:00

AM

–5:

00 P

MC

lerk

and

Sr.

Bui

ldin

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spec

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tom

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sign

in o

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and

wai

t to

be c

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d(5

-30

min

utes

wai

t)C

usto

mer

mus

tcal

l ins

pect

oron

tele

phon

eif

no c

lerk

is a

tth

e de

skR

equi

red

ifth

ere

are

any

build

ing,

ele

ctric

al,p

lum

bing

,vi

olat

ions

that

hav

e no

t bee

nab

ated

App

lican

ts m

ust c

lear

any

rela

ted

viol

atio

ns b

efor

e w

ithpe

rmit

befo

re s

ubm

ittin

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her p

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it ap

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ns fo

ran

y sc

ope

of w

ork

DB

I will

aba

te a

ny o

ld c

ases

th

at a

re n

ot re

late

d to

the

wor

kif

poss

ible

(Exa

mpl

e: A

n ac

tive

case

con

cern

ing

a no

ise

com

plai

nt fr

om 1

996.

If D

BI

assu

res

that

not

ed v

iola

tion

isno

long

er a

con

cern

, a S

r.B

uild

ing

Insp

ecto

r will

aba

teth

e ca

se)

Acc

ess

any

nece

ssar

y fe

es(S

cope

of w

ork

x2 o

r x9)

Sr.

Bui

ldin

g In

spec

tor S

tam

p/S

ign

if is

sue

isre

solv

ed a

nd/o

rno

t req

uire

d (is

sues

not

re

late

d to

cur

rent

app

licat

ion)

Fini

sh

Aug

ust 1

6, 2

007

BPR

– P

lan

Rev

iew

and

Per

mit

Issu

ance

Sub

com

mitt

ee A

s-Is

Map

ping

: Ove

r-Th

e-C

ount

er (O

TC) w

ith P

lans

Ret

urn

to S

tatio

n 2

for s

ign

off

Nee

ds P

lann

ing

Dep

artm

ent R

evie

w



Ret

urn

to S

tatio

n 2

for a

pplic

atio

n nu

mbe

r ass

ignm

ent

Return to Station #2 for sign off

No other review, Sign off

*App

licat

ion

reje

cted

by

the

stat

ion,

pe

ndin

g ad

ditio

nal

info

rmat

ion

requ

ired

or d

ue to

non

-cod

e co

mpl

ying

app

licat

ion

INTA

KE

CE

NTE

R“T

riage

”16

60 M

issi

onS

t.4th

Flo

or

8:00

AM

–3:

45P

MR

evie

w a

pplic

atio

nfo

rms

for

com

plet

enes

sC

heck

for D

BI v

iola

tions

, Pla

nnin

gH

isto

rical

sign

ifica

nce,

Blo

ck a

nd L

otin

form

atio

non

Div

isio

n A

pplic

atio

ns –

Per

mit

Trac

king

Sys

tem

(PTS

)D

eter

min

e ro

utin

gre

quire

men

tsE

stab

lish

form

type

(For

m 3

or 8

)S

tam

p Le

ad F

ee if

requ

ired

Pro

vide

final

sta

mp/

sign

-off

afte

r all

requ

ired

disc

iplin

es h

ave

sign

ed

DB

I Pla

n R

evie

w S

ervi

ces

(4th F

loor

)

8:00

AM

–5:

00P

MS

ign

in o

n th

e cl

ipbo

ard

and

wai

t to

be c

alle

dR

evie

w a

pplic

atio

nfo

r Bui

ldin

g co

deco

mpl

ianc

eS

tam

p/S

ign

appl

icat

ion

Com

plet

e SF

FD in

spec

tion

form

If O

K, s

tam

p w

ith fe

e st

amp

on fr

ont

of p

erm

it ap

plic

atio

n fo

rm, s

ign

back

of a

pplic

atio

n fo

rm.

Cha

nges

that

trig

gers

Plan

ning

Dep

artm

ent

revi

ew

Cha

nges

that

trig

gers

Plan

ning

Dep

artm

ent

revi

ew

Cha

nges

that

trig

gers

Plan

ning

Dep

artm

ent

revi

ew

Cha

nges

that

trig

gers

Plan

ning

Dep

artm

ent

revi

ew

Cha

nges

that

trig

gers

Plan

ning

Dep

artm

ent

revi

ew

Cha

nges

that

trig

gers

Plan

ning

Dep

artm

ent

revi

ew

Pla

nnin

g D

epar

tmen

t/Cle

rk16

50 M

issi

onS

t., 4

th F

loor

DBI

/Inta

ke c

alla

pplic

ant t

ore

turn

Can

not O

TC

App

lican

t brin

gs b

ack

& fin

ish

per r

outin

gsl

ip

Applicant brings it to Planner

DB

I IN

FO C

OU

NTE

R

Dec

embe

r 200

7

BPR

– P

lan

Rev

iew

and

Per

mit

Issu

ance

Sub

com

mitt

ee T

o-B

e M

appi

ng: O

ver-

The-

Cou

nter

(OTC

) With

Pla

ns

PAY

FE

E@

CA

SHIE

R

INIT

IAL

PER

MIT

REV

IEW

(IPR

)

Nam

e ca

lled

via

Aut

omat

edcu

stom

er tr

acki

ng s

yste

mE

stab

lish

appr

oval

dis

cipl

ines

Det

erm

ine

cust

omer

rout

ing

Che

ck fo

r com

plet

enes

sC

heck

Hou

sing

stat

usC

heck

for N

otic

e of

Vio

latio

ns(N

OV

)C

heck

for b

lock

and

lot/a

ddre

ssA

dd a

ddre

ss to

Per

mit

Trac

king

Sys

tem

(PTS

), if

nece

ssar

yC

heck

occ

upan

cy c

lass

,use

Det

erm

ine

fee

eval

uatio

nsC

heck

app

rova

l ofG

reen

Rec

yclin

g Pr

ogra

mC

heck

Bus

ines

s Ta

xR

egis

tratio

n,W

orke

rsC

ompe

nsat

ion,

cont

ract

orin

fo, e

tc.

DPW

-BSM

prel

imin

ary

revi

ewC

heck

if h

isto

ric re

sour

ceC

heck

if C

ondi

tiona

l-Use

(CU

)ap

plic

atio

nSF

FD p

relim

inar

y re

view

PER

MIT

ISSU

AN

CE

STA

TIO

N

Che

cks

draw

ings

to m

ake

sure

all

sign

offs

com

plet

eD

eter

min

es fi

nalv

alua

tion

and

fees

Sen

ds c

usto

mer

to C

ashi

er w

hile

draw

ings

are

sta

mpe

d A

ppro

ved

PAY

FE

E@

CA

SHIE

R

FIN

ISHISSU

E PE

RM

ITan

d JO

B C

AR

D

App

rove

d

Pay

Rev

iew

Fee

Ret

urn

with

Rec

eipt

Ret

urn

with

rece

ipt t

o co

llect

draw

ings

.

Paym

ent f

orre

prod

uctio

nsre

quire

d?YE

SYe

s, if

requ

este

dR

ecor

ds?

OB

TAIN

INFO

RM

ATI

ON

, OR

AB

ATE

VIO

LATI

ON

S

PLA

NN

ING

DEP

AR

TMEN

T

Nam

e ca

lled

via

Aut

omat

ed c

usto

mer

track

ing

syst

em

DB

I Str

uctu

ral

Plan

Rev

iew

MEC

HA

NIC

AL

SFFD

DPW

-B

SM

DPH

SFR

A

SFPU

C

App

lican

t col

late

sdr

awin

gs to

pro

vide

final

app

rove

d se

ts

May be rejected if not code compliantIf changesrequired, correction sheet provided to customer, applicant returns withcorrections to any staff covering the discipline.If OTC not complete, may re-register next day without IPR

Ret

urn

to p

ick

up

appr

oved

sta

mpe

ddr

awin

gs

NO

APP

RO

VED

by

Plan

ning

Dep

artm

ent

APPLICANT CARRIES DRAWINGS TO EACHSTATIONS DETERMINED BYIPRROUTING

NO

TE:

All

stat

ions

:C

usto

mer

cal

led

via

Aut

omat

edcu

stom

er tr

acki

ngsy

stem

1 H

our m

axim

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E. RESIDENTIAL ALTERATIONS/ADDITIONS – SITE PERMIT


• No tracking of customer; wait times vary. Bottlenecks occur and some fees are lost. • Double checking of documents. • Limited screening of application materials. • Limited tracking of drawings. • No guaranteed turnaround times. • Limited hours for some staff reviews. • Limited coordination of public notification between DBI and other agencies. • Too many forms.


1. Registration or self-help kiosk, directed to Initial Permit Review (IPR). No more than 60 seconds.

2. Help desk is available for general questions and procedures for all categories listed

below.




3. Pre-application (voluntary) coordination conference with DBI, Planning Department,

DPW-BSM, SFPUC, SFFD, SFRA, etc. (for a fee), to address specific questions regarding code interpretations, prior to submitting the application. Written determinations are to be provided by all participating agencies.

4. IPR Permit Technician determines fee valuation and sends customer to cashier for

filing and plan review fee payment, prior to any work being performed. 5. Cursory plan check at IPR is to be increased to capture more code issues during

initial plan review. a. To ensure early tracking of SFPUC wastewater/water capacity charges, drawings

must include information such as square footage, fixture count, etc. for all permit applications.

b. If project falls within SFFD jurisdiction, preliminary review is required by the SFFD.

6. Planning Department staff (or SFRA, if in its jurisdiction) is to make initial

determination on actual approvals during initial plan review, to determine if project may even proceed.


a. Planning Department staff or IPR Permit Technician to determine if eviction is part of this work, resulting in project being put on hold, pending outcome.

7. Customer returns with receipt from cashier to continue processing. 8. IPR Permit Technician performs all other tasks listed in this Report Section III, B“,

Department of Building Inspection: Permit Center, Station 2.”

9. Use Radio Frequency Identification (RFID) codes (the San Francisco Library just did this). Use RFID codes to automate the tracking of plans.

10. Application and drawings are routed to Planning Department for discretionary

review process. 11. Planning Department “log-in” of workload and assignment to reviewer. Use PTS to

automate. Email sent to customer to identify Planner and sent to DBI to estimate turnaround time. a. After discretionary review process is completed, Planning Department approved

plans sent to DBI within one business day. b. Application has limited review by DBI and SFFD for site permit issues only. If

application requires changes prior to site permit approval, notification is made to IPR Permit Technician. Customer is notified by IPR Permit Technician via email and mail. Customer retrieves plans, makes necessary changes or provides additional information. Recheck appointment is scheduled with DBI or SFFD for site permit issues sign-off.

c. If DBI and SFFD approve for site permit issues, application proceeds to Processing Station. Customer notified via email and mail, maybe full set of plans or site permit approval only, customer is responsible for next action.

12. Options for customer for site permit and full submittal approvals:

a. Site permit approval OTC (Customer requests after discretionary process at Planning Department or SFRA). Starts the clock for 15 calendar days appeal process. Customer picks up drawings and application at Processing Station and proceeds with approval process.

b. Site permit submittal allows for initial review by Planning Department or SFRA, without expending fees for the structural addendum.

c. Site permit plus addenda/full permit review over-the-counter (after discretionary review process at Planning Department or SFRA, for smaller horizontal additions where full seismic upgrade may not be required). Customer notified by email, depending upon DBI capacity to perform these tasks over-the-counter.

d. Full permit review submittal allows for either split submittal for site permit or for full submittal of site permit and structural addendum.

13. If customer is submitting full sets of submittal drawings, IPR Permit

Technician determines routing to other disciplines. (Can call upon inspector/plans examiner of other stations to review if simple sign-off required). If customer is submitting site permit set, Planning Department staff reviews submittal at IPR station for completeness.

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ctur

al P

lan

Rev

iew

and

SFFD

revi

ew fo

r site

per

mit

only

TO P

LAN

NIN

GD

EPA

RTM

ENT

FOR

:

Dis

cret

iona

ry R

evie

wap

plic

atio

nC

ondi

tiona

l-Use

(CU

)by

app

oint

men

t.Va

rianc

e (b

yap

poin

tmen

t)R

ecor

dsG

ener

al in

form

atio

n

TO P

LAN

NIN

GD

EPA

RTM

ENT

FOR

:

Dis

cret

iona

ry R

evie

wap

plic

atio

nC

ondi

tiona

l-Use

(CU

) by

appo

intm

ent

Varia

nce

(by

appo

intm

ent)

Rec

ords

Gen

eral

info

rmat

ion

PLA

NN

ING

DEP

AR

TMEN

T R

EVIE

W O

NLY

Fina

lPla

nnin

gD

epar

tmen

tap

prov

al

Tran

sfer

with

inon

e bu

sine

ss d

ay

Rej

ect /

M

ore

info

need

ed

Rej

ect /

Fu

rthe

rIn

fone

eded

App

licat

ion,

subm

ittal

s, d

raw

ings

Ente

r int

o PT

S an

dtr

ansf

er to

Pla

nnin

gD

epar

tmen

t

Perm

it hi

stor

yre

quire

d?

Perm

it hi

stor

yre

quire

d?N

O

NO

PLA

NN

ING

DEP

AR

TMEN

T R

EVIE

W O

NLY

Publ

ic h

earin

g re

quire

d.Ap

prov

al, D

isap

prov

alor

Rev

isio

ns re

quire

d

PRO

VID

E R

EVIS

ION

S, IF

REQ

UIR

ED


F. RESIDENTIAL ALTERATIONS/ADDITIONS – ADDENDUM


• Order of review by different agencies is uncertain. • Rechecking of documents between agencies; limited coordination between agencies. • Limited coordination of recheck appointments and collating drawings for final review. • Limited tracking of drawings. • No guaranteed turnaround times.


1. Full submittal sets, parallel plan review: customer is notified number of sets

required, based on routing. Customer brings copy of approved site permit.

a. IPR Permit Technician is responsible for checking for completeness of addendum submittal and that it matches approved site permit.

b. Turnaround times for first set of plan review comments after initial plan review to be within 10 business days for small projects, 20 business days for medium projects (See Performance Measures Subcommittee Report for specific project descriptions).

c. Recheck appointments to be scheduled with original plans examiner within three business days from day of request.

d. Customer to control rechecks with original plans examiner when ready for all disciplines.





3. Customer responsible for obtaining sign-offs from each station and collating

drawings to make two approved sets. 4. Permit Technician at Permit Issuance Station verifies that all stations have

approved the drawings. 5. Permit Technician at Permit Issuance Station determines final plan review

valuation and sends customer to cashier for final fee payment and to obtain permit and job card. While applicant pays fee, Permit Technician stamps drawings. Customer returns with permit, job card and receipt from cashier and collects drawings.

8:00

AM

–3:

45 P

MC

usto

mer

sig

ns in

Sr.

Pla

nE

xam

iner

che

cks

for

com

plet

enes

s ba

sed

on w

hat y

our

subm

ittal

nee

ds –

nec

essa

rydo

cum

ents

,ref

eren

ce d

raw

ings

, cop

yof

Site

Per

mit

Pack

age

forE

AC

Had

dend

um w

ith n

umbe

r of s

ets

for

num

ber o

f sta

tions

.A

ttach

es A

dden

dum

car

d,V

erifi

es c

orre

ctro

utin

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tam

ps a

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to P

erm

it Tr

acki

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mA

pplic

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igns

add

enda

car

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appl

ican

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ss s

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the

num

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f sta

tions

,the

y ca

n br

ing

itla

ter

8:00

AM

–5:

00 P

MTa

ke a

num

ber (

5 –

60 m

in. w

ait)

Che

ck e

ntitl

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erify

pro

perty

info

on

Pla

nnin

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epar

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abas

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hist

oric

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usto

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mus

t tal

k to

a

hist

oric

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rese

rvat

ioni

st –

his

toric

alpr

eser

vatio

nist

sar

e on

ly a

t the

cou

nter

2.5

hour

s pe

r day

.C

heck

BB

N,P

lann

ing

viol

atio

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fee,

et

c.Id

entif

y Pl

anne

r for

rout

ing

If ok

, ini

tial A

CC

EPT

on ro

utin

g sl

ip

Juni

or S

itePe

rmit

Issu

ed

DB

I Int

ake

Cou

nter

1660

Mis

sion

St

4th F

loor

App

lican

t ret

urns

with

min

imum

2se

ts o

f pla

ns w

ith c

lear

ly m

arke

dco

ver s

heet

say

ing

wha

t the

yar

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bmitt

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for

Pla

nnin

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epar

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form

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ount

er (P

IC)

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1)

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ust 2

2, 2

007

BPR

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an R

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suan

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ubco

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As-

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appi

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esid

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dum

If thereare changes to the SitePermit that impactPlanning Department, must be routedto Planning Department.

DB

I Pla

nR

evie

w S

ervi

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1660

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sion

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loor

Inte

rnal

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ting

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8:00

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MA

rriv

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bac

kva

ult

Wor

kloa

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er d

eter

min

es n

umbe

r of h

ours

for

revi

ewD

eter

min

es n

ext a

vaila

ble

Plan

Exa

min

erw

ith th

ele

ast b

ack

log

Ver

ifies

rout

ing

If ad

ditio

nal s

ets

are

need

ed,

Cal

lsap

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ant t

o su

bmit

per r

outin

g

DB

I Stru

ctur

al P

lan

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iew

1660

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2nd

Flo

or

RE

CH

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Rec

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mad

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ithth

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aff

App

lican

t and

Pla

n E

xam

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mee

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go

over

pla

ns to

geth

erIf

okay

, Pla

n E

xam

iner

sta

mps

and

sig

ns o

ffIf

mor

e ch

ange

sne

ed to

be

mad

e, A

pplic

ant m

ust m

ake

chan

ges,

and

resc

hedu

lean

appo

intm

entt

o m

eet a

gain

If there aremajor changes,MUSTsubmit alternative Site Permit

DB

I Pla

n R

evie

w S

ervi

ces

staf

f ver

ifies

all

need

ed s

tam

psfro

m o

ther

div

isio

ns a

nd d

epar

tmen

ts.

WO

RK

UN

DE

RW

AY

DB

IPla

n R

evie

w S

ervi

ces

1660

Mis

sion

St.,

2nd

Flo

or

App

lican

t ret

urns

with

add

ition

al s

ets

No

resp

onse

Upo

n ex

pira

tion

date

,ap

plic

ant i

s se

nt a

w

arni

ng le

tter.

Ove

r the

Cou

nter

(See

Ove

r the

C

ount

er w

ith P

lans

Map

)

If O

ver t

he C

ount

erS

eria

lR

evie

w

Cancelled by CentralPermit Bureau uponrequest of Plan Examiner

Exp

ires

in …

(fro

m h

old

date

):$1

~$9

9,99

9 –

39 c

alen

dar d

ays

$100

K ~

$1

Mill

ion

–69

cal

enda

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ys$1

Mill

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-99

cal

enda

r day

s

Pay

s E

xten

sion

Fee

of $

32.8

0w

ith D

BI P

lan

Rev

iew

Ser

vice

son

2nd

Flo

or

SFF

D16

60 M

issi

on S

t.,2nd

Flo

or

Hou

sing

1660

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sion

St.,

6th F

loor

DB

I Stru

ctur

al P

lan

Rev

iew

1660

Mis

sion

St.,

2nd

Flo

or

DP

W-B

SM

1660

Mis

sion

St,

1st F

loor

DP

H13

90 M

arke

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Rev

iew

s, s

ends

out

plan

che

ck c

omm

ents

if ne

eded

to a

pplic

ant,

desi

gn p

rofe

ssio

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and

a co

urte

syfa

x to

pl

an ru

nner

App

lican

t mak

esR

eche

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ppoi

ntm

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with

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n Ex

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Pic

ks u

p da

ily fr

om2nd

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Logs

into

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mit

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Rev

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r stre

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alk

gene

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sA

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appl

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with

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Day

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lls a

pplic

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efor

ehan

d to

file

a fu

ll se

t to

875

Ste

vens

on S

t. of

fice,

who

will

em

ail t

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form

atio

nba

ck to

Sta

tion

num

ber 4

DP

W-B

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sta

ff.

Pic

ks u

p fro

m S

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bin

Ass

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on.a

nd T

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mor

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for H

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to P

lan

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min

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(Pre

app

licat

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cove

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ater

flow

cal

cula

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,pre

limin

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smok

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??

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th V

an N

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s to

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last

for r

evie

w/a

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val

on s

ite p

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lyfo

r cer

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jobs

. May

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Offi

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All

perm

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any

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ayor

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on D

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for

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Appl

ican

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pile

s al

l wor

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sta

mpe

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ts in

to2

sets

of f

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pla

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uts

all r

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hang

es s

heet

s to

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er

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Mec

hani

cal P

lan

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iew

1660

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2nd

Flo

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DP

W B

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1st F

loor

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60 M

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on S

t.,2nd

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DB

I Mec

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cal P

lan

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Mis

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St.,

2nd

Flo

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Rev

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s fo

rM

echa

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Par

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l Rev

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with

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tiple

Set

s of

Pla

nsan

dco

pies

of p

erm

it ap

plic

atio

n R

oute

dto

app

ropr

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sta

tions

Sign

Off

Part

ies

It is

then

the

appl

ican

t'sre

spon

sibi

lity

to c

onta

ct th

e in

divi

dual

dep

artm

ents

for f

inal

sign

off

mee

tings

, onc

e al

lof

the

plan

che

ck c

omm

ents

hav

e be

en a

ddre

ssed

.

Put

all

rech

eck

chan

ges

shee

ts to

DB

IP

lan

Rev

iew

Ser

vice

sD

BI C

entra

lPer

mit

Bur

eau

1660

Mis

sion

St,

1st F

loor

No

Res

pons

e

Recheck Appointment

Applicant brings additional setsand copies of permitapplication

Responsible for distribution

Inco

mpl

ete.

Fax

Com

men

ts to

App

lican

t. A

pplic

ant s

ubm

itson

2nd

floo

r*M

akes

sur

e th

e ch

ange

s do

es n

ot c

onfli

ct w

ith o

ther

age

ncie

s

DP

W-B

SM

875

Ste

vens

on

DP

W-B

UF

Cal

l 641

-264

6

Rec

heck

App

oint

men

t

Rev

ised

pla

nro

uted

inte

rnal

ly

Dec

embe

r 200

7

BPR

– Pl

an R

evie

w a

nd P

erm

it Is

suan

ce S

ubco

mm

ittee

To-

Be

Map

ping

:Res

iden

tial A

ltera

tions

and

Add

ition

s –

Add

endu

m S

ubm

ittal

KIO

SK

Sel

f che

ck-in

Aut

omat

ed c

usto

mer

track

ing

syst

emse

nds

to n

ext s

tatio

n(6

0 se

cond

s or

less

)

REC

OR

DS

May

be

requ

este

don

line

REG

ISTR

ATI

ON

Che

ck-in

Auto

mat

ed c

usto

mer

track

ing

syst

emse

nds

to n

ext s

tatio

n(6

0 se

cond

s or

less

)

Pay

fee

@C

ASH

IER

Pay

fee

@C

ASH

IER

Rej

ect /

M

ore

info

need

ed

INIT

IAL

PER

MIT

REV

IEW

(IPR

)

Nam

e ca

lled

via

Auto

mat

ed

cust

omer

trac

king

sys

tem

Esta

blis

h ap

prov

al d

isci

plin

esD

eter

min

e cu

stom

er ro

utin

gC

heck

for c

ompl

eten

ess

Verif

y m

atch

with

app

rove

d si

tepe

rmit

DPW

-BSM

pre

limin

ary

revi

ewEn

ter R

adio

Fre

quen

cyId

entif

icat

ion

(RFI

D) c

ode

to

draw

ings

Plac

e dr

awin

gs a

nd s

ubm

ittal

sin

appr

opria

te b

ins

for t

rans

fer t

o st

atio

nsC

usto

mer

to p

rovi

de c

opy

of

appr

oved

site

per

mit

plan

s

PER

MIT

ISSU

AN

CE

STA

TIO

N

Che

cks

draw

ings

to m

ake

sure

all

sign

offs

com

plet

eD

eter

min

e fin

al v

alua

tion

incl

udin

gSc

hool

fees

, SFP

UC

, SF

Mun

icip

alTr

ansi

t (M

UN

I), e

tc.

Send

s cu

stom

er to

cas

hier

whi

ledr

awin

gs a

re s

tam

ped

and

appr

oved

Cus

tom

er c

olla

tes

appr

oved

dra

win

gs to

prod

uce

two

final

appr

oved

set

s

DB

I Str

uctu

ral

Plan

Rev

iew

May

be

reje

cted

if

not c

ode

com

plia

ntIf

chan

ges

requ

ired,

eac

h di

scip

line

notif

ies

cust

omer

per

corre

ctio

nsC

usto

mer

mak

es

rech

eck

appo

intm

ent f

orea

ch d

isci

plin

e

ALL

CU

STO

MER

S

FREQ

UEN

T C

UST

OM

ERS

Yes,

ifre

ques

ted

Yes,

ifre

ques

ted

CO

MPL

ETE

SUB

MIT

TAL

OR

OB

TAIN

MO

RE

INFO

RM

ATI

ON

Paym

ent f

orre

prod

uctio

nsre

quire

d?YE

SR

etur

n w

ith re

ceip

tto

col

lect

dra

win

gs

Pay

revi

ewfe

eR

etur

n w

ithre

ceip

t

App

rove

d

Issu

e pe

rmit

and

job

card

. R

etur

n to

pic

kup

app

rove

d st

ampe

ddr

awin

gs

If te

nant

dis

plac

emen

t, 15

cal

enda

rda

yho

ld, o

nce

fees

pai

d

NO

MEC

HA

NIC

AL

SFPU

C

SFR

A

DPH

DPW

-BSM

SFFD

MO

D

Sep

arat

e pe

rmit(

s)re

quire

dD

oes

not h

old

up

appr

oval

sFi

nal i

nspe

ctio

nre

quire

s pe

rmit

appr

oval

s

STA

RT

Fill

oute

lect

roni

cap

plic

atio

n on

line

or a

t Per

mit

Cen

teri

f abl

e at

cust

omer

are

a.

FIN

ISH

FIN

ISH

Plan

ning

Dep

artm

ent r

evie

wan

d ap

prov

al

Hol

d re

quire

d?

HEL

P D

ESK

Cod

e qu

estio

nsPr

oces

s qu

estio

nsPo

licie

s an

d pr

oced

ures

Is it

iden

tical

to a

ppro

ved

site

perm

it? YES

NO

AFT

ER P

LAN

NIN

G D

EPA

RTM

ENT

APP

RO

VAL

IPR

to

dete

rmin

e if

OTC

?

NO

YES

Go

to “T

o-Be

” Map

ping

fo

r OTC

IPR

to: Col

lect

mul

tiple

copi

es o

f pla

ns

from

cus

tom

erSe

t up

rout

ing

loca

tions

and

se

quen

ceR

oute

pla

ns to

di

scip

lines

Det

erm

ine

turn

arou

nd ti

mes

Dis

cipl

ine

supe

rvis

or to

es

timat

e re

view

hour

sTu

rnar

ound

tim

esm

arke

d on

pla

nsPl

ans

assi

gned

to

staf

f

Plan

s de

liver

ed to

disc

iplin

es w

ithin

one

busi

ness

day

Perm

it hi

stor

yre

quire

d?

Perm

it hi

stor

yre

quire

d?N

O

NO

YES


G. RESIDENTIAL DEMOLITION/NEW CONSTRUCTION – SITE PERMIT


• No tracking of customer; wait times vary. Bottlenecks occur and some fees for service are lost.

• Limited screening of application materials. • Limited coordination among DBI and other agencies. • Order of review by different agencies is uncertain. • Rechecking of documents among agencies; limited coordination between agencies. • Limited coordination of public notification among DBI and other agencies. • Too many forms.


1. Registration or self-help kiosk, directed to Initial Permit Review (IPR). No more than 60 seconds.

2. Help Desk is available for general questions and procedures for all categories listed

below. a. Obtaining records. b. Registration or self help kiosk (no more than 60 seconds), routed to records



3. Pre-application (voluntary, but highly recommended) coordination

conference with DBI, Planning Department, DPW-BSM, SFPUC, SFFD, SFRA, etc. (for a fee), to address specific questions regarding code interpretations, prior to submitting the application. Written determinations are to be provided by all participating agencies.

4. IPR Permit Technician determines fee valuation and sends customer to

cashier for filing and plan review fee payment, prior to any work being performed.

a. Issue one permit for both demolition and replacement. Add box to PTS to check off.

5. Cursory plan review at IPR is to be increased to capture more code issues

during initial plan review. a. To ensure early tracking of SFPUC wastewater/water capacity charges, drawings

must include information such as square footage, fixture count, etc.) for all permit applications.



6. Planning Department staff (or SFRA, if in its jurisdiction) is to make initial determination on actual approvals during initial plan review, to determine if project may even proceed. a. Planning Department staff or IPR Permit Technician to determine if eviction is

part of this work, resulting in project being put on hold, pending outcome. b. IPR completeness check needs to indicate if the project is subject to a

conditional use application. For example, all residential demolitions require a conditional use authorization. This affects both the notice and the appeals process and must be coordinated among DBI and Planning Department.


8. IPR Permit Technician performs all other tasks listed in this Report Section III B,

“Department of Building Inspection: Permit Center, Station 2.”

9. Use Radio Frequency Identification (RFID) codes to automate tracking of plans (the San Francisco Library just did this).

10. Application and drawings are routed to Planning Department for discretionary

review process. 11. Planning Department “log-in” of workload and assignment to reviewer. Use PTS to

automate. Email sent to customer resulting in more clarity to identify Planner, sent to DBI to estimate turnaround time. a. After discretionary process is completed, Planning Department approved plans

sent to DBI within one business day. b. Application has limited review by DBI and SFFD for site permit issues only. If


c. If SFDBI and SFFD approve for site permit issues, application proceeds to Processing Station. Customer notified via email and mail - maybe full set of plans or site permit approval only – customer is responsible for next action. Customer is notified of number of sets required for addenda submittal(s). Limited number of addenda is allowed for Residential Demolition/New Construction.

d. When customer is notified of approval of site permit (automatic by system), customer decides whether to opt for “Express on Premium Plan”, pay fee and be routed there.

12. IPR Permit Technician determines routing to other stations for addendum. 13. Options for customer for site permit and full submittal approvals:

a. Site permit approval (Customer requests after discretionary process at Planning Department or SFRA) - Starts the clock for 15 calendar days appeal process. Customer picks up drawings and application at Processing Station and proceeds with approval process.


b. Site permit submittal – allows for initial review by Planning Department or SFRA, without expending fees for the structural addendum.

c. Full permit review submittal – allows for either split submittal for site permit or for full submittal of site permit and structural addendum.

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d


H. RESIDENTIAL DEMOLITION/NEW CONSTRUCTION – ADDENDUM “As-Is” Mapping Issues:

• Order of review by different agencies is uncertain. • Rechecking of documents among agencies; limited coordination among agencies. • Limited coordination of recheck appointments and collating drawings for final review. • Limited tracking of drawings. • No guaranteed turnaround times.


1. Full submittal sets, parallel plan review: customer is notified number of sets

required, based on routing. Customer brings copy of approved site permit. a. IPR Permit Technician is responsible for checking for completeness of

addendum submittal and that it matches approved site permit. b. Turnaround times for first set of plan review comments after initial plan review

to be within 10 business days for small projects, 20 business days for medium projects (See Performance Measures Subcommittee Report for specific project descriptions).

c. Recheck appointments to be scheduled with original plan examiner within three business days from day of request.

d. Customer to control rechecks with original plan examiner when ready for all disciplines.





3. Customer responsible for obtaining sign-offs from each station, collating drawings

to make two approved sets. 4. Permit Technician at Permit Issuance Station verifies that all stations have

approved the drawings. 5. Permit Technician at Permit Issuance Station determines final plan review valuation

and sends customer to cashier for final permit fee payment and to obtain permit and job card. While applicant pays fee, Permit Technician stamps drawings. Customer returns with permit, job card and receipt from cashier and collects drawings.

8:00

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Cancelled by Central Permit Bureauuponrequest of Plan Examiner

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“Mas

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Per

mit

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requ

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Per

mit

hist

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Req

uire

d?

Is it

iden

tical

to a

ppro

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site

perm

it?

IPR

to: Col

lect

mul

tiple

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f pla

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Set

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I. NEW HIGH RISE – SITE PERMIT


• No tracking of customer; wait times vary. Bottlenecks occur and some fees for service are lost.

• Limited coordination of application materials by all agencies. • Order of review by different agencies is uncertain. • Rechecking of documents among agencies; limited coordination among agencies. • Limited coordination of public notification among DBI and other agencies. • Too many forms.


1. Registration or self-help kiosk, directed to IPR (Initial Permit Review). No more

than 60 seconds. 2. Help Desk is available for general questions and procedures for all categories listed




3. Mandatory pre-application coordination conference with DBI, Planning

Department, DPW-BSM, SFPUC, SFFD, SFRA, etc. (for a fee), to address specific questions regarding code interpretations, prior to submitting the application. Written determinations are to be provided by all participating agencies.

4. IPR Permit Technician determines fee valuation and sends customer to

cashier for filing and plan review fee payment, prior to any work being performed.

a. Issue one permit for both demolition and replacement. Add box to PTS to check off.

5. Cursory plan review at IPR is to be increased to capture more code issues during

initial plan review. a. To ensure early tracking of SFPUC wastewater/water capacity charges, drawings

must include information such as square footage, fixture count, etc. for all permit applications.



6. Planning Department staff (or SFRA, if in its jurisdiction) is to make initial determination on actual approvals during initial plan review, to determine if project may even proceed. a. Planning Department staff or IPR Permit Technician to determine if eviction is

part of this work, resulting in project being put on hold, pending outcome. b. IPR completeness check needs to indicate if the project is subject to a

conditional use application. For example, all residential demolitions require a conditional use authorization. This affects both the notice and the appeals process and must be coordinated between DBI and Planning Department.


8. IPR Permit Technician performs all other tasks listed in this Report Section III B, “Department of Building Inspection: Permit Center, Station 2.”

9. Use Radio Frequency Identification (RFID) codes to automate tracking of plans

(the San Francisco Library just did this). 10. Application and drawings are routed to Planning Department for discretionary

review process. 11. Planning Department “log-in” of workload/assignment to reviewer. Use PTS to

automate. Email sent to customer resulting in more clarity to identify Planner, send to DBI to estimate turnaround time. a. After discretionary process is completed, Planning Department approved plans

sent to DBI within one business day. b. Application has limited review by DBI and SFFD for site permit issues only. If


c. If DBI and SFFD approve for site permit issues, application proceeds to Processing Station. Customer notified via email and mail – maybe full set of plans or site permit approval only – customer is responsible for next action. Customer is notified of number of sets required for addenda submittal(s). Limited number of addenda is allowed for Residential Demolition/New Construction.

d. When customer is notified of approval of site permit (automatic by system), customer decides whether to opt for “Express on Premium Plan”, pay fee and be routed there.

12. Customer supplies addendum schedule for IPR Permit Technician review and

approval. IPR Permit Technician determines routing to other stations for addendum. 13. Options for customer for site permit approvals:

a. Site permit approval (customer requests after discretionary process at Planning Department or SFRA) - Starts the clock for 15 calendar days appeal process.


Customer picks up drawings and application at Processing Station and proceeds with approval process. b. Site permit submittal – allows for initial review by Planning Department or SFRA,

without expending fees for the structural addendum.

8:00

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J. NEW HIGH RISE – ADDENDUM “As-Is” Mapping Issues:

• Order of review by different agencies is uncertain. • Rechecking of documents among agencies; limited coordination among agencies. • Limited coordination of recheck appointments and collating drawings for final review. • Limited tracking of drawings. • No guaranteed turnaround times. • Unclear addendum process for soon to be approved permits.


1. Full submittal sets: parallel plan review: customer is notified number of sets

required, based on routing. Customer brings copy of approved site permit.

a. IPR Permit Technician is responsible for checking for completeness of addendum submittal and that it matches approved site permit.

b. Turnaround times for first set of plan review comments after initial plan review to be within established turnaround times on a case-by-case basis (See Performance Measures Subcommittee Report for specific project descriptions).

c. Recheck appointments to be scheduled with original plan reviewer within three business days from day of request.

d. Customer to control rechecks with original plan reviewer when ready for all disciplines.


below.




3. Customer responsible for obtaining sign-offs from each station, collating drawings

to make two approved sets. 4. IPR Permit Technician at Permit Issuance Station verifies that all stations have

approved the drawings. 5. Permit Technician at Permit Issuance Station determines final plan review

valuation and sends customer to cashier for final permit fee payment and to obtain permit and job card. While applicant pays fee, Permit Technician stamps drawings. Customer returns with permit, job card and receipt from cashier and collects drawings.

8:00

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Exp

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INSPECTIONS SUBCOMMITTEE CTIONS SUBCOMMITTEE

The Inspections Subcommittee examined current practices of securing inspections, how the responsibilities are coordinated among city agency, and where changes to the process should be made to increase efficiencies and improve customer service without sacrificing safety. These goals were accomplished with ““As-Is” and “To-Be” maps, accompanied by both findings and over 55 recommendations. I. SWOT ANALYSIS

Strengths • Customer service. • Sensitive to issues. • Uniform enforcement. • Gives good communication. • Uniform code enforcement. • Public notification at website and online. • Responsive to complaints, provides follow-up and closure. • Provides in-house and outreach training/presentation. • Keep up with changing technology that is very informative and is available to the

public. • Keeps list of code articles and gives as handouts at the counter and in the field. • Staff is helpful and knowledgeable on code and policies. • Live response when contacted over the phone. • Excellent and dedicated support staff. • Easy application process and instant issuance of electrical and plumbing, online.

This process is approximately 10 minutes. • Electrical off-hours inspection scheduling available online (but not for regular

inspection scheduling). • Clients are asked if they wish to be contacted to attend training while filing

application at CPB. • Emergency response. DPW and DBI work closely in emergency response. Staff

members are contacted based on availability. Respond within 20 minutes, coordinating with SFFD, calling senior staff, utility companies, among others.

• After-hours overtime inspections available. • Good inter-relations and cooperation with other agencies. • Ability to contact inspector directly for any issues related to permit. • There is smooth changeover when someone comes in with a complaint as there is

actual person to deal with and not automated. • Records available to the public. • Be able to talk to senior staff and management for second opinion.


• Able to speak to inspector and having a point of contact. • Easy access for public to file complaints. Approximately 33% of complaints are filed

online. • Highly efficient. • Back-up staff.

Weaknesses

• Maintenance of city vehicles. Although this is outside of DBI’s control it impacts schedule and production. The challenge is to improve vehicle availability to improve service.

• Multiple inspections for scope of work.

• Unclear final inspection, Certificate of Final Completion and Occupancy, Temporary Certificate of Occupancy policies.

• Scheduling and rescheduling inspections adversely impact other appointments.

• Customer encounters problems when calling at designated time of 7:30 AM to 8:30 AM. Line is always busy.

• Ratio of inspectors vs. inspection requests, not enough staff to cover all inspection requests.

• Complaint investigations not only made to the department, but at the Mayor’s Office and/or Board of Supervisors.

• Unable to update inspector when customers would call to cancel or reschedule appointments.

• More training made available to all city staff.

• Need more parking spaces.

• Insufficient parking available in the field. Inspectors run into issues (e.g. time, parking ticket).

• Access to inspection site are not considered when scheduling inspections and in the time frame.

• Inability to schedule regular and overtime building inspections online.

• Cannot apply for two applications at the same time, with online permitting must logout and login.

• Quality of DBI staff is overlooked.

• Inconsistent interpretations in the field.

• Coordination among departments. Received public complaints regarding the need for electrical and plumbing, street-space (public right-of-way) excavation coordination. The contractor ends up with NOV. It is a common problem as not everyone is familiar with DPW rules, especially with complex projects.

• Coordination sequence of inspections among various disciplines is unclear.


• Permit issuance scheduling.

• Not meeting two business days turnaround times for inspections.

• Method of scheduling inspection varies across city agencies. Scheduling of inspection need better consistency (guideline on how to make the call, who to call/clerical staff).

• Inability to use technology in the field so you do not have to come back to the office to update status of permit and input other information.

• Redundant inspections.

• Customer preparedness for inspection at job site – time loss; incomplete file/missing documents resulting in delay by inspector and inability to close job. Customer should keep track of all records/documents and have them ready at time of inspection.

• Lack of accurate existent “conditions” on job site, this depends on customers’ information.

• Multi-agencies coordination – for large projects, different agencies (SFPUC, DPW, others), either public or private, may have jurisdictions over the site.

• Site conditions do not meet plans and delays work. Public right-of-way often neglected or forgotten.

• Forms and handouts not updated consistently.

• Inconsistencies among inspectors illustrate the need for written guidelines. On question of revisions, sometimes inspectors would settle for just a letter from the engineer, other times inspector would require a permit. Requirements are inconsistent depending on field conditions and changes.

• Multiple permit numbers for changing scopes of work.

• Renewal permit numbers clogs the system. Documentation should reflect what design approval is, not what it was initially applied/filed.

• Plumbing and electrical permits, 90 calendar day expiration limit.

• Lack of notification of expiring permits.

• When calling for code questions and/or complaints, DBI inspection telephone lines timeframe for requesting inspections is too limited.

• Premature calls for inspection wastes time. This is a tactic used by general contractors to put pressure on sub-contractors and results in uncoordinated efforts, job is not ready yet.

• Lack of communication between client and inspector, if and when there is a change in field conditions. Sometimes, if inspector is sick or on vacation and there are no staff back-ups.

• Process of obtaining duplicate copy of permits is not widely known by public.

• SFFD delay in responses due to various reasons including contact person not available, access issue, contractor not available, no approved drawings.


• Permits on hold due to other issues - inconsistency on another permit. Building owner compliance issues/multiple unrelated violations, but affect a contractor who may not be involved in work with violation. Alert contractor early of existing conditions that owner has not addressed or not compliant, inspector cannot just sign-off/approve work.

• Job site may be more complex than scope of work approved. Scope of work may be incorrect.

• Customer may have obtained the wrong type of permit due to process being too complex or did not know what permit to get.

• The permit and inspection processes do not distinguish between frequent and infrequent customers.

• Correction Notice issued because of inconsistencies.

• Communication and outreach can be enhanced.

• Customer held responsible for coordination of inspection sequences.

• Time management should be better.

• After work has been inspected, other parties disrupt previously approved work thereby requiring multiple inspections.

• Lack of inspection coordination when job site has multiple work/inspections, especially when scope of work is revised.

• Lack of communication between office and in the field in the scheduling process, such as running late, etc.

Opportunities

• Automate current inspection and related processes. • Public and neighborhood-specific outreach such as workshops, summits, brown

bags, open-house, or town hall meeting. • Training. • Frequently update informational handouts on procedures, checklists, and other

publications. • Update policies and procedures regularly.

Threats

• Budget, economy, staffing levels. • Political input. • Lack of succession planning. Institutional knowledge lost due to inspectors

retiring. • Automation (computers/telecommunication) crash during emergency. • New legislation. • Workload and new demands. Current staffing vs. anticipated staffing levels to

accommodate changes.


• Code adoptions/cycles; learning curve for new code.



Benchmarking Survey from Other Cities Of the 31 jurisdictions that were contacted, representatives from six responded, and only one was within California.

The respondents were from:

• Montreal, Quebec, Canada • St. Paul, Minnesota • Honolulu, Hawaii • Portland, Oregon • Miami, Florida • Los Angeles, California

Findings:

1. Majority of responding cities (nearly 80%) had a one business day turnaround time for inspections. Remainder met two business days turnaround time.

2. Most responding cities utilize Integrated Voice Recognition (IVR) scheduling systems,

mixed with online scheduling and personal calls.

3. All provide overtime inspections.

4. Nearly 70% of responding cities employ “combo” (building, electrical and plumbing) inspectors.

Stakeholders Survey from Customers

We received a total of 50 stakeholder surveys. • 14 of the 50 were general contractors:

o 11 of the 50 were permit consultants/plan runners

• Remaining 25 participants were: o Owner/builder o Architects o Electrical contractors o Plumbing contractors o Homeowners o Unknown

• General profile of stakeholders included: o More than 80% used DBI Inspection Services more than five times during the past

year, i.e., frequent customers/users of inspection services.


o Most utilized inspection services over the previous 30 days from when the survey was taken.

Findings:

1. Lack of consistency in code interpretations among inspectors. 2. Lack of consistency among inspection divisions.

3. Demand for more online inspection services. 4. Failure to meet 48-hour turnaround time to do inspections. 5. Tendency for field inspectors to ignore plan review decisions.


III. INSPECTION SUBCOMMITTEE RECOMMENDATIONS

A. INSPECTIONS: OVERALL PROCESS

1. Centralize and automate inspection scheduling for all disciplines, with option to contact inspector through:

a. Integrated Voice Recognition System (IVR) b. Online / website c. In-person

2. Create hybrid scheduling system, partly automated for inspection time slots with supervisors allocating assignments day of, to sustain needed flexibility (inspector calls to confirm).

3. Automated system to screen types of inspections; identify how many of what types are needed on any given day. (Different inspections require varying lengths of time.)

4. New system must have ability to assign time slots/hours for coordinated inspections among all agencies.

5. Automate permit applications, revisions, expirations numbering system (one master permit application number).

6. Assign an inspector at inspection counter from 7:30 AM to 5:00 PM to answer technical questions, requests for information, etc. for all disciplines.

7. Inspection turnaround time. Goal is one business day to two business days, implemented in two-stage process:

a. Immediate goal: two business days from time when call is received. b. Long-term goal: one business day from time when call is received.

8. All city agencies to adhere to response time, hours and methods of inspections. 9. DPW-BSM also to meet two business days inspection turnaround times on street

improvements/street space and sidewalk issues.

10. Mayor’s Office on Disability to meet two business days inspection turnaround.


B. POLICY ISSUES 1. Develop and implement policy to streamline small residential remodel permits and inspections. 2. Develop and implement a policy to handle fee reduction requests, allowing customers to go through DBI established process (Director’s Hearing or In-house Committee), before going to Board of Permit Appeals (BPA).

3. Develop and implement a policy/guideline that no DBI sheetrock inspection be required for unrated wall assemblies.

4. Intake and Over-The-Counter plan review to have discretion eliminate old complaints upon review so long as these actions are discussed with other divisions involved prior to complaint elimination.

5. Expirations:

a. Create new policy/process to alert inspector when permit expires; tied to automation with trigger mechanism to generate notice letter. b. Change 90 calendar days electrical and plumbing permit expiration to 180 calendar days (all stand-alone permits to expire 180 calendar days). c. Tie electrical and plumbing permits to associated building permit expiration date.

6. Requests for re-inspection: Fees to be paid by permit holder. 7. Rename “$1 Permit” (actually $140) as “Final Only” permit.

8. Provide letter from general contractor that certifies insulation has been installed and meet code requirements or State insulation certification.

9. Building Inspection Division is final discipline to sign-off before cover-up and final.

10. Building Inspection Division is the responsible discipline for SFFD-stopping

inspection, caulking, and fire-rated assemblies at cover-up and final inspection. SFFD will also make a notation on card.

11. Plumbing and Electrical Inspection Divisions are responsible for buildings that do not require building inspections.

12. Given complexities of modern life-safety systems, keep Electrical Inspection Division and SFFD involved in fire alarm inspection to provide different expertise.


13. Building Inspector to confirm building height. If Building Inspector is not satisfied, contractor to provide survey.

14. Plumbing Inspectors to inspect heating ducts, flues and vents; Building Inspectors to continue to inspect all “environmental air,” such as bathroom fans, kitchen hood vents, dryer ventilation, etc.

15. Move block and lot maps out of Central Permit Bureau (CPB) drawers and make available online.

16. Single point-of-payment (cashier) for inspection-related issues. Includes other agencies.

C. SAN FRANCISCO FIRE DEPARTMENT

1. Fire sprinkler/new service on pipes one-foot beyond property line to be inspected either by Plumbing Inspection Division or SFFD. 2. Fire Sprinkler Inspections: SFFD shall inspect the complete fire system. Plumbing Inspection Division to inspect pipe size, supports, seismic bracing, back flow protection and underground piping.

3. Fire inspector to make decision for exit sign locations at rough and final inspections.

4. Only Fire inspector signs off on fire alarm locations.

5. Expand outreach programs to educate/homeowners using handouts, mailings and online access. Include San Francisco Customer Service Center “311” to help respond to basic questions.

6. Provide automated services in other languages, such as Chinese and Spanish.

7. Ways to manage problem with inspector:

a. Use “Guaranteed Second Opinion”. b. Document complaints. c. Reassign project to another inspector at manager’s discretion. DBI to establish

timeframe when to act. 8. Board of Appeals (BPA) cases to be heard within 45 calendar days.

9. Municipal Transportation Agency (MTA) - Department of Parking and Traffic (DPT) to issue permits within two business days and enforce its own policies.


10. DPW - Bureau of Urban Forestry (BUF) to relocate office for easy public access, better services and to meet two business days inspection turnaround time.

D. CITY INSPECTION VEHICLES

1. Utilize outside service garage as an option to expedite city vehicle repair and

maintenance. 2. Recommend discussions with DPT to ensure cooperation concerning parking of

city inspection vehicles. E. TASK FORCES

Special task forces are required to develop and implement the following recommendations.

1. Have only two final copies of plans with approvals/sign-offs from all city reviewing

agencies; client responsibility to obtain all required signatures. Establish criteria and policies.

2. Update and revise job card.

3. Review, approval, and record retention of revisions and field changes to approved plans.

4. Tower crane permits.

5. Develop specific work scope conditions requiring pre-construction meetings with

DBI, DPW, and other required agencies.

6. Establish performance standard for condominium conversion map and Physical Inspection Reports between DBI and DPW-BSM.

7. Resolve street vaults’ conflicts/issues with DBI, Planning Department, Office of

the City Attorney and PG&E.

8. Streamline garage door permit process (DBI and Planning Department).

9. DBI Task Force on Special Inspections has been established to ensure construction quality. Goal is to set up a separate inspection unit where special inspections are audited and special inspectors are certified.


IV. MAPPING

The following maps illustrate the inspection process; these maps are:

• Appeals Process • Inspection Scheduling • New Construction (Residential / Commercial) • Revisions – New Structural, Envelope Changes, Architectural • Overlapping Inspections • Condominium Conversion DBI, Two-Unit Owner Occupied Condominium • Conversions and Two to Six-Unit Condominium Conversions (Lottery Winners)

Each map has a separate introduction outlining each individual process.


A. APPEALS

There are four separate appeals processes in the map;

Planning Commission, Board of Supervisors, Board of Permit Appeals and Building Inspection Commission. The general process after permit issuance is to be appealed to the Board of Permit Appeals – in certain circumstances a permit holder may be appealed to the following commissions and boards: The Board of Supervisors, the Building Inspection Commission and the Planning Commission.

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Provide a centralized and automated inspection scheduling system for all disciplines:

• Integrated Voice Recognition System (IVR)

• Online / Website

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treet

Rea

ches

SFF

DM

ain

Line

: 558

-330

0,ca

ll in

spec

tord

irect

ly, v

oice

mai

lFa

x (5

58-3

323)

requ

est/p

ay b

yph

one

Appl

ican

t giv

es p

rope

rtyad

dres

s an

d in

spec

tor t

o su

ppor

t sta

ff,ca

ll is

tran

sfer

red

to d

istri

ct in

spec

tor’s

dire

ct li

ne.

Sche

dulin

g In

spec

tions

Win

dow

with

Dis

trict

Insp

ecto

r 7:0

0 AM

–8:

30 A

M, 3

:30

PM

–5:

00 P

MTu

rnar

ound

tim

e w

ithin

3 b

usin

ess

days

Insp

ectio

nho

urs

are

avai

labl

ebe

twee

n8:

30 A

M –

4:00

PM

Spec

ific

time

for i

nspe

ctio

n is

giv

en, n

o w

indo

wM

ay re

sche

dule

fiel

d in

spec

tions

on fi

eld

depe

ndin

g on

job

Ove

rtim

e In

spec

tions

are

by

cont

ract

– re

fere

nce

by p

erm

itap

plic

atio

n nu

mbe

r,ap

plic

ant m

ust g

o to

2nd

Stre

et o

ffice

, fee

s ar

e pa

id a

ccor

ding

to fe

e sc

hedu

les

(but

will

alw

ays

bear

rang

ed to

acc

omm

odat

e), c

an m

ake

appo

intm

ents

on s

ite b

yap

poin

tmen

t boo

kM

ake

paym

ent v

ia w

ebsi

te (s

oon

to b

e ad

ded)

DP

W -

BS

M7:

00 A

M –

5:00

PM

875

Ste

vens

on S

treet

, Rm

.460

Rea

ches

DP

W -

BS

M

Gen

eral

Info

554

-581

0, fa

x55

4-58

43 -

7:00

AM

–

5:00

PM

, voi

cem

ail 5

54-7

149

Afte

r offi

ce h

ours

, cal

l 311

7:00

AM

–9:

00 A

M, 3

:00

PM

–5:

00 P

M to

spea

k w

ith a

n in

spec

tor,

mak

e ar

rang

emen

ts to

sche

dule

an

appo

intm

ent

Giv

e pr

oper

tyad

dres

s an

d pe

rmit

num

ber,

cler

ical

sta

ff w

ill ta

ke it

and

give

it to

an

insp

ecto

rTu

rnar

ound

tim

e is

10

busi

ness

days

for s

treet

spac

e, n

ew c

onst

ruct

ion

Insp

ectio

n w

indo

w is

15

–30

min

utes

Ove

rtim

e In

spec

tions

: Pre

paid

3 b

usin

ess

days

prio

r, 1

busi

ness

day

can

cella

tion

win

dow

Spec

ial I

nspe

ctio

ns(C

ontr

acto

rs re

ques

t U

nder

writ

er's

Labo

rato

ries

list o

f ag

enci

es)

Coordinates Special Inspections withCertified Engineer or Testing Agency

DP

HH

ours

of I

nspe

ctio

n: 1

0:00

AM

–4:

00 P

M13

90 M

arke

tStre

et, S

uite

210

Cal

l 2 d

ays

for e

very

thin

g bu

t fin

al (3

day

s)R

each

es D

PH

252-

3800

and

SF

311

Cus

tom

erS

ervi

ceC

ente

r24

-hou

r voi

cem

ail.

No

dire

ctor

y on

mai

n lin

eN

o ov

ertim

e in

spec

tions

Insp

ecto

rs s

ched

ule

thei

r ow

n in

spec

tions

Turn

arou

nd ti

me

is 1

–2

busi

ness

day

sIn

spec

tions

are

usu

ally

com

plai

nts,

or b

i-yea

rly in

spec

tions

for f

ood

esta

blis

hmen

tsW

hen

com

plai

nts

com

e in

,the

y ar

e in

putte

d in

the

com

pute

r at f

ront

des

k an

d ro

uted

to th

e D

istri

ct In

spec

tor

For i

nqui

ries

abou

t an

esta

blis

hmen

t, ch

eck

web

site

, ent

erad

dres

sto

see

Dis

trict

Insp

ecto

r’s n

ame

and

num

ber

Eve

ryth

ing

is d

one

by p

hone

. No

auto

mat

ion.

Mos

tw

orkl

oad

is e

ither

food

est

ablis

hmen

ts, c

ompl

aint

-driv

enan

d if

viol

atio

n fo

und

durin

g in

spec

tion,

pro

vide

trai

ning

tost

aff a

nd o

wne

rs

Dep

artm

ent o

fB

uild

ing

Insp

ectio

nC

entra

l Per

mit

Bur

eau

Plu

mbi

ng a

ndE

lect

rical

Win

dow

Cus

tom

er c

alls

DB

I Mai

n Li

ne fo

rIns

pect

ion

558-

6088

, 7:3

0 A

M –

5:00

PM

Voic

emai

l afte

rhou

rs/h

olid

ays

Fiel

dIn

spec

tions

Fini

sh

Needs additional plumbing/electricalinspections.Return to DBI to pay foradditionalinspections

Food

faci

litie

sLa

undr

omat

s (S

FFD

, Pla

nnin

g D

epar

tmen

t)C

anna

bis

club

(SFF

D, P

lann

ing

Dep

artm

ent)

Pub

lic s

wim

min

gpo

ols

and

spas

Cel

lula

r ant

enna

sH

azar

dous

was

te/m

ater

ial s

tora

geC

linic

sK

enne

ls/p

et s

hops

Pet

hos

pita

ls fo

r ani

mal

s he

ldov

er 1

bus

ines

s da

y(S

FFD

, Pla

nnin

g D

epar

tmen

t als

o)Lo

cal n

oise

ordi

nanc

eC

onst

ruct

ion

site

s –

envi

ronm

enta

l hea

lth?

Wel

lsP

re-fi

nal i

nspe

ctio

ns to

mak

e re

com

men

datio

ns fo

rco

llect

ions

Fina

l ins

pect

ions

cha

nges

Con

dom

iniu

m C

onve

rsio

n: D

PW -

BS

MA

pplic

atio

n fo

r Phy

sica

lIns

pect

ion

Ass

igne

d 3R

num

ber (

DB

I)P

hysi

cal I

nspe

ctio

n pe

rform

ed (2

-wk

Not

ice)

Ord

er fi

les

from

mic

rofil

m,c

oord

inat

ew

ith E

ID/P

IDP

erm

it re

quire

d fo

r Cer

tific

ate

of F

inal

Com

plet

ion

(con

dos)

Afte

r Cer

tific

ate

of F

inal

Com

plet

ion,

goes

to S

F C

ity A

ttorn

ey's

Offi

ceR

etur

n to

DP

W -

BS

Mfo

r map

ping

Dec

embe

r 200

7

BPR

– In

spec

tions

Sub

com

mitt

ee T

o-B

e M

appi

ng:

Insp

ectio

n Sc

hedu

ling

Cen

tral

ized

sche

dulin

g sy

stem

will

elec

tron

ical

lyro

ute

insp

ectio

n sc

hedu

les

to e

ach

disc

iplin

e/ag

ency

.

DB

I BID

DB

I EID

DPW

-B

SM

MO

D

SFFD

DPH

SPEC

IAL

INSP

ECTI

ON

S

DB

I PID

FEA

TUR

ES O

F C

ENTR

ALI

ZED

/AU

TOM

ATE

D IN

SPEC

TIO

N S

CH

EDU

LIN

G:

Prov

ide

an o

ptio

nto

talk

to in

spec

tor/l

ive

pers

on, o

ffer t

rans

latio

nsu

ch a

s C

hine

sean

d Sp

anis

h.H

ybrid

sys

tem

that

ispa

rtly

aut

omat

edfo

rins

pect

ion

time

slot

s, w

ith s

uper

viso

rsal

loca

ting

day-

of, t

o pr

ovid

ene

eded

flexi

bilit

y (in

spec

tor c

alls

toco

nfirm

).In

clud

ege

nera

ted

type

of in

spec

tions

that

are

kno

wn

to ta

ketim

e,so

that

aut

omat

ed s

yste

m c

an te

llho

w m

any

of w

hatt

ypes

you

need

to p

rovi

de o

n an

y gi

ven

day.

Coo

rdin

ated

insp

ectio

ns –

Allo

wsl

ots/

hour

sfo

r coo

rdin

ated

insp

ectio

ns.

Pre-

Fina

l – c

ontr

acto

r mak

esca

ll on

nee

d fo

r pre

-fina

l, on

ce a

ll tr

ades

sign

ed-o

ff. B

uild

ing

sign

s of

f fin

al in

spec

tion.

Exte

nsio

ns/re

visi

ons

are

appr

oved

with

spe

cific

timef

ram

es to

war

ds c

ompl

etio

n as

pro

gres

sm

ade

with

intim

efra

me.

Fina

l Ins

pect

ions

– fo

llow

thro

ugh

by D

BI f

or N

OV.

Com

pute

r to

final

ize

all e

xpire

d pe

rmits

and

abat

e an

y co

mpl

aint

s &

not

ice

of v

iola

tion/

s.

Als

oin

clud

es In

spec

tion

Sche

dulin

gfo

rPR

E-C

ON

STR

UC

TIO

N M

EETI

NG

with

:B

uild

ing

Insp

ectio

n D

ivis

ion

Dep

artm

ento

f Pub

lic W

orks

SFFD

–If

requ

este

d.Sp

ecia

l Ins

pect

ions

,Ele

ctric

alIn

spec

tion

Div

isio

nPl

umbi

ng In

spec

tion

Div

isio

nPG

&E

– Se

rvic

e en

tran

ce c

ondu

it

Syst

em/S

uper

viso

rSo

rt In

spec

tion

48ho

urs

with

Goa

l of

24 h

ours

Insp

ecto

r‘C

old

call’

with

win

dow

fori

nspe

ctio

n

FIN

AL

INSP

ECTI

ON

Inte

grat

edVo

ice

Rec

ogni

tion

(IVR

)

ON

E M

AIN

LIN

EB

iling

ual S

ervi

ces

STA

RT

Perm

itIs

sued

Freq

uent

and

New

Cus

tom

ers

Dire

ct c

allt

o In

spec

tor/A

genc

y

Centralized/Automated Inspection Scheduling

Onl

ine/

Web

site

Fiel

d In

spec

tion

Additional inspection/sneeded


C. NEW CONSTRUCTION (COMMERCIAL/RESIDENTIAL)

The following maps identify the necessary inspections from pre-construction meetings to building final, certificate of final completion, and annual inspections.

STA

RT

Bui

ldin

gPe

rmit

is Is

sued

Aug

ust 0

7, 2

007

BPR

– In

spec

tions

Sub

com

mitt

ee A

s-Is

Map

ping

: New

Con

stru

ctio

n (C

omm

erci

al/R

esid

entia

l)

Cus

tom

ers

notif

ied

by:

1) B

ack

of p

ink

appl

icat

ions

2) J

ob c

ard;

form

½ (w

hite

)

(1)*

STA

RT

WO

RK

INSP

ECTI

ON

Sta

rt w

ork

insp

ectio

n (v

erify

sco

pe o

f wor

k)

Cal

l to

sche

dule

–8:

30 A

M c

leric

alsc

hedu

lers

bet

wee

n 7:

30 –

8:30

AM

& 3

:30

–4:

30 P

M; a

t PID

and

EID

, clie

nts

able

to

spea

k to

live

insp

ecto

rFa

x D

PW

Cal

l tel

epho

ne n

umbe

r on

job

card

or d

irect

lyto

insp

ecto

r, m

essa

ge m

achi

ne, 7

2 ho

ur o

rle

sstu

rnar

ound

tim

e –

SFF

D

BEF

OR

E:D

PW

1. F

ax p

erm

it co

py: (

415)

654

-616

1 2

. Cal

l for

pre

cons

truct

ion/

site

mee

ting:

(415

) 554

-714

9 3

. Loo

k at

cond

ition

s, s

ervi

ce, u

tility

shu

t-off,

etc

. 4

. Set

up

park

ing,

ove

rhea

d, in

clud

ing

MU

NI

5. P

G&E

dis

cret

iona

ry–

diffi

cult,

can

take

up

to 3

wee

ks 6

. Wat

er D

epar

tmen

t – d

iscr

etio

nary

SPE

CIA

L IN

SP

EC

TIO

NS

1 U

rban

For

estry

– tr

ee re

mov

al 2

. Enc

roac

hmen

t per

mit

(DP

W)

3. U

nder

grou

nd S

ervi

ce A

lert

(US

A)

(2)*

SITE

INSP

ECTI

ON

(Pre

-co

nstr

uctio

n)...

Con

tinue

d

...C

ontin

ued

(3)*

EXC

AVA

TIO

N/

UN

DER

PIN

NIN

G/

SHO

RIN

G

(6)*

CO

VER

INSP

ECTI

ON

S

(5)*

FRA

MIN

G/

SUPE

RST

RU

CTU

RE

(8)*

FIN

AL/

Cer

tific

ate

ofFi

nal C

ompl

etio

n

(7)*

PRE-

FIN

AL

INSP

ECTI

ON

S

(4)*

FOU

ND

ATI

ON

S/ST

EEL/

RET

AIN

ING

WA

LL

Bui

ldin

g In

spec

tion

Div

isio

n

Spe

cial

Insp

ectio

ns

DP

H

Wat

er

Cal

-OS

HA

Rev

iew

pla

ns

Cra

ne/C

al-O

SH

A-C

oord

inat

ed b

y ag

ent/c

ontra

ctor

-DB

I rep

resa

ntat

ives

-Con

tract

or-D

esig

n pr

ofes

sion

al/s

Plu

mbi

ng/E

lect

rical

und

ergr

ound

PG

&E

und

ergr

ound

Spe

cial

Insp

ectio

ns/E

ngin

eer

Bui

ldin

g In

spec

tion

Div

isio

n

SFF

D s

ervi

ce (P

lum

bing

)

SFF

D a

nd P

ID

Plu

mbi

ng/M

echa

nica

l

Ele

ctric

al

SFF

D

Bui

ldin

g In

spec

tion

Div

isio

n

Spe

cial

Insp

ectio

ns

DAS

/May

or's

Offi

ce o

n D

isab

ility

OS

HA

– c

ompl

aint

s

Insu

latio

n/T2

4 af

ter f

ram

eso

und-

proo

fing

Bui

ldin

g In

spec

tion

Div

isio

n –

OK

toco

ver,

shee

trock

/stu

cco

SFF

D

Sho

wer

Pan

s (P

ID)

Spe

cial

Insp

ectio

ns

Pre

-Tem

pora

ry C

ertif

icat

e of

Occ

upan

cy te

st

Life

saf

ety

– w

ho g

ets

invo

lved

? B

ID, S

FFD

, EID

-af

ter h

ours

(coo

rdin

atio

n is

an

issu

e)P

lum

bing

Insp

ectio

n D

ivis

ion

Ele

ctric

al In

spec

tion

Div

isio

n

DP

WB

urea

u of

Urb

an F

ores

try

Tran

sit I

mpa

ct D

evel

opm

ent F

ee

Spe

cial

Insp

ectio

ns

DP

W-B

SM (s

treet

s, s

idew

alks

, cur

bs, d

rivew

ay)

Incl

usio

nary

hou

sing

LEE

D/G

reen

May

or's

Offi

ce o

n D

isab

ility

(pub

licly

-fund

ed b

uild

ings

)

DP

H

OS

HA

/Cal

-OSH

A

Ele

vato

r/esc

alat

or

Tem

pora

ry C

ertif

icat

eof

Occ

upan

cy is

sued

Fina

l fro

m E

lect

rical

Insp

ectio

nD

ivis

ion/

Plu

mbi

ng In

spec

tion

Div

isio

nC

ertif

icat

ions

Con

dom

iniu

m m

ap

Ext

erio

r Bui

ldin

gIn

spec

tion

Div

isio

n m

aint

enan

ceC

al-O

SH

A

Add

ress

ope

n pe

rmits

on

Bui

ldin

g In

spec

tion

Div

isio

nIn

clus

iona

ry h

ousi

ng

(9)*

CLO

SE O

UT

PER

MIT

S

DPH

, SFF

D, B

IDEI

DPI

D

Sig

n-of

f job

car

d/is

sue

Cer

tific

ate

of F

inal

Com

plet

ion

in fi

eld

whe

nal

l oth

er fi

nal s

ign

offs

are

done

Sig

n-of

f ins

pect

or c

ard

Qua

lity

cont

rol (

Sen

ior)

Cle

rical

inpu

t in

com

pute

r

Insp

ecto

r’s jo

bca

rd/

Cer

tific

ate

of F

inal

Com

plet

ion

and

Occ

upan

cy to

mic

rofil

m

Com

men

ts re

view

edby

sen

ior i

nspe

ctor

Inpu

t in

com

pute

r

No

mic

rofil

m

Com

men

ts re

view

edby

sen

ior i

nspe

ctor

Pap

er p

erm

its s

ent t

om

icro

film

-3

yrs

late

r(P

lum

bing

Insp

ectio

nD

ivis

ion

file

cabi

net)

Wor

king

on

elec

troni

cve

rsio

n lik

e El

ectri

cal

Insp

ectio

n D

ivis

ion.

AN

NU

AL

INSP

ECTI

ON

S

Fuel

sto

rage

Und

erw

riter

’s L

abor

ator

ies

cert

ifica

teB

oile

r

Hou

sing

Ann

ual I

nspe

ctio

ns

Vario

us S

FFD

Insp

ectio

ns

Hig

h R

ise

*All

insp

ectio

ns a

rein

depe

nden

tly s

ched

uled

with

spec

ific

agen

cy.

Ford

etai

ls,

see

Sch

edul

ing

Insp

ectio

n“A

s-Is

” Map

ping

.

STA

RT

Perm

itIs

sued

Dec

embe

r 200

7

BPR

– In

spec

tions

Sub

com

mitt

ee T

o-B

e M

appi

ng: N

ew C

onst

ruct

ion

(Com

mer

cial

/Res

iden

tial)

Cus

tom

ers

notif

ied

(1)*

STA

RT

WO

RK

INSP

ECTI

ON

Star

t wor

k in

spec

tion

(ver

ify s

cope

ofw

ork)

Sche

dule

–24

/7

Cal

l # o

n jo

b ca

rd o

r dire

ctly

toin

spec

tor,

mes

sage

mac

hine

, 72

hour

or

less

turn

arou

nd ti

me

– SF

FD

BEF

OR

E:P

re-c

onst

ruct

ion

mee

ting

with

all

agen

cies

con

cern

ed, s

ched

uled

thru

DB

I Cen

traliz

edSy

stem

.P

G&E

– T

ask

Forc

e F

ollo

w P

erfo

rman

ce S

tand

ards

Spe

cial

Insp

ectio

ns –

Tas

kFo

rce

(2)*

SITE

INSP

ECTI

ON

(Pre

-co

nstr

uctio

n)...

Con

tinue

d

...C

ontin

ued

(3)*

EXC

AVA

TIO

N/

UN

DER

PIN

NIN

G/

SHO

RIN

G

(6)*

CO

VER

INSP

ECTI

ON

S

(5)*

FRA

MIN

G/

SUPE

RST

RU

CTU

RE

(8)*

FIN

AL/

Cer

tific

ate

ofFi

nal C

ompl

etio

n

(7)*

PRE-

FIN

AL

INSP

ECTI

ON

S

(4)*

FOU

ND

ATI

ON

S/ST

EEL/

RET

AIN

ING

WA

LL

Bui

ldin

g In

spec

tion

Div

isio

n

Spec

ial I

nspe

ctio

ns

DPH

Wat

er

Cal

-OSH

A

Rev

iew

pla

ns

Cra

ne/C

al-O

SHA

-Coo

rdin

ated

by

agen

t/con

trac

tor

-DB

I rep

s-C

ontr

acto

r-D

esig

n pr

ofes

sion

al/s

DB

I

DPW

-B

SM

Plum

bing

/Ele

ctric

al u

nder

grou

nd

PG&

E un

derg

roun

d

Spec

ial I

nspe

ctio

ns/E

ngin

eer

Bui

ldin

g In

spec

tion

Div

isio

n

Fire

ser

vice

s (S

FFD

and

PID

)

Plum

bing

/Mec

hani

cal (

roug

h sp

rinkl

er)

Elec

tric

al In

spec

tion

Div

isio

n

SFFD

Bui

ldin

g In

spec

tion

Div

isio

n

Spec

ial I

nspe

ctio

ns

DB

I Dis

able

d A

cces

s Se

ctio

n/M

ayor

’sO

ffice

on

Dis

abili

tyC

al-O

SHA

– c

ompl

aint

s

Insu

latio

n/Ti

tle 2

4 af

ter f

ram

e so

und-

proo

fing

Bui

ldin

g In

spec

tion

Div

isio

n –

OK

to c

over

,sh

eetr

ock/

stuc

coSF

FD

Show

er P

ans

(PID

)

Spec

ial I

nspe

ctio

ns

Pre-

Tem

pora

ry C

ertif

icat

eof

Occ

upan

cy te

st

Life

saf

ety

– w

ho g

ets

invo

lved

? B

uild

ing

Insp

ectio

nD

ivis

ion,

SFF

D, E

lect

rical

-af

terh

ours

Plum

bing

Insp

ectio

n D

ivis

ion

Elec

tric

al In

spec

tion

Div

isio

n

DPW

Bur

eau

of U

rban

For

estr

y

Tran

sit I

mpa

ct D

evel

opm

ent F

ee

Spec

ial I

nspe

ctio

ns

DPW

-B

SM (s

tree

ts, s

idew

alks

, cur

bs, d

rivew

ay)

Incl

usio

nary

hou

sing

LEED

/Gre

en

May

or’s

Offi

ce o

n D

isab

ility

(pub

licly

-fund

ed b

uild

ing)

DPH

OSH

A/C

al-O

SHA

Elev

ator

/esc

alat

or

Tem

pora

ry C

ertif

icat

eof

Occ

upan

cy is

sued

Fina

l fro

mEl

ectr

ical

/Pl

umbi

ng In

spec

tion

Div

isio

nC

ertif

icat

ions

Con

do m

ap

Exte

rior b

uild

ing

mai

nten

ance

Cal

-OSH

A

Add

ress

ope

n pe

rmits

on B

uild

ing

Incl

usio

nary

hou

sing

(9)*

CLO

SE O

UT

PER

MIT

S(2

Fin

al S

ets)

DPH

, SFF

D, B

IDEI

DPI

D

Sign

off

job

card

/issu

eC

ertif

icat

e of

Fin

alC

ompl

etio

n in

fiel

d w

hen

all o

ther

fina

l sig

n of

fsar

edo

neSi

gn o

ff in

spec

tor c

ard

Qua

lity

cont

rol (

seni

or)

Cle

rical

inpu

t in

com

pute

r

Insp

ecto

r’s jo

b ca

rd/

Cer

tific

ate

of F

inal

Com

plet

ion

to m

icro

film

Com

men

tsre

view

ed b

yse

nior

insp

ecto

rIn

put i

n co

mpu

ter

No

mic

rofil

m

Com

men

ts re

view

ed b

yse

nior

insp

ecto

rPa

per p

erm

its s

ent t

om

icro

film

– A

utom

atio

n,in

clud

ing

scan

ning

of

pape

r per

mits

and

elec

tron

ic a

rchi

ving

.

AN

NU

AL

INSP

ECTI

ON

S*

Fuel

sto

rage

Und

erw

riter

’sLa

bora

torie

s ce

rtifi

cate

Boi

ler

Hou

sing

Ann

ual

Insp

ectio

nsVa

rious

SFF

DIn

spec

tions

Hig

h ris

e

*All

insp

ectio

n sc

hedu

ling

will

go

thro

ugh

DB

I C

entr

aliz

ed/A

utom

ated

Sch

edul

ing

Syst

em


D. REVISIONS: NEW STRUCTURAL, ENVELOPE CHANGES, ARCHITECTURAL

The following maps demonstrate the process when changes are made during construction to the approved plans and permits.

BU

ILD

ING

PER

MIT

is A

ppro

ved

and

Issu

ed

Aug

ust 1

6, 2

007

BPR

– In

spec

tions

Sub

com

mitt

ee A

s-Is

Map

ping

– R

evis

ions

: New

Str

uctu

ral,

Enve

lope

Cha

nges

, Arc

hite

ctur

al

Not

e: A

ll in

spec

tions

are

inde

pend

ently

sch

edul

ed w

ithsp

ecifi

c ag

ency

. Fo

r det

ails

,se

e Sc

hedu

ling

Insp

ectio

n“A

s-Is

” M

appi

ng.

Eng

inee

r/Arc

hite

ctre

quire

d ch

ange

s

Clie

nt P

icks

-Up

Perm

it

Wor

k un

derw

ay

….o

ops,

cha

nges

iden

tifie

d in

fiel

d

See

“AS-

IS”

PLA

N R

EVIE

WM

AP

Issu

es: R

evis

ions

/Cha

nges

mea

ns-

New

job

card

/s;

Job

num

ber/s

;or,

Mul

tiple

job

card

s an

d jo

b nu

mbe

rs.

How

are

thes

etr

acke

d?C

ontin

ue w

ork

with

out p

erm

it/be

yond

scop

e

Sub

mitt

al to

DB

I for

new

orm

ultip

lech

ange

s.

...C

ontin

ue

Con

tinue

...

$

$ $

Pay

fees

Pic

kup

Per

mit/

s fo

r Rev

isio

n/s

and

othe

r job

car

d/s

Expi

ratio

n tim

elin

e,fie

ldto

val

uatio

n =

90 c

alen

dard

ays

ENVE

LOPE

CH

AN

GES

:6'

Hei

ght v

aria

ble

ZON

ING

AD

MIN

ISTR

ATO

R10

%75

+ H

igh

Ris

e

311

-Pl

anni

ngD

epar

tmen

tA

ppea

ls

AR

CH

ITEC

TUR

AL:

(Sam

e pr

oces

s as

fore

goin

g)

Sche

dule

Insp

ectio

n/s

STA

RT

Perm

itIs

sued

Dec

embe

r 200

7

BPR

Insp

ectio

ns S

ubco

mm

ittee

To-

Be

Map

ping

: R

evis

ions

-N

ew S

truc

tura

l, En

velo

pe C

hang

es, A

rchi

tect

ural

Engi

neer

/Arc

hite

ctre

quire

d ch

ange

s

Cus

tom

erPi

cks-

Up

Perm

it

Wor

k un

derw

ay

….o

ops,

cha

nges

iden

tifie

d in

fiel

d

Subm

it re

visi

ons/

chan

ges

if:Fi

eld

Insp

ecto

r did

not

acce

ptch

ange

s/re

visi

ons;

or,

If D

istri

ctIn

spec

tor b

elie

ves

chan

ge is

sub

stan

tial.

Subm

ittal

toD

BI f

orne

wor

mul

tiple

chan

ges.

...C

ontin

ue

Con

tinue

...

Expi

ratio

n tim

elin

e,fie

ldto

val

uatio

n =

90 c

alen

dard

ays

ENVE

LOPE

CH

AN

GES

:6'

Hei

ght v

aria

ble

ZON

ING

AD

MIN

ISTR

ATO

R

311

–Pl

anni

ngD

epar

tmen

tA

ppea

ls

AR

CH

ITEC

TUR

AL:

(Sam

e pr

oces

s as

fore

goin

g)

Fiel

d In

spec

tora

ccep

tsch

ange

s (n

on-P

lann

ing

code

issu

esi.e

. bui

ldin

gen

velo

pe, w

ork

unde

rco

ntin

uous

app

rova

l)

If D

istr

ict I

nspe

ctor

belie

ves

chan

ge is

sub

stan

tial(

i.e.

chan

ge in

bui

ldin

gen

velo

pe),

STO

PJO

B, g

o to

DB

I for

revi

sion

sub

mitt

al.

$

$ $

Pay

fees

Pick

up

perm

its a

nd jo

bca

rds

for r

evis

ions

FIEL

DIN

SPEC

TIO

N

FIEL

DIN

SPEC

TIO

N

Sche

dule

Insp

ectio

n

Cen

tral

ized

/A

utom

ated

DB

I Sys

tem

Sche

dule

Insp

ectio

n

Cen

tral

ized

/A

utom

ated

DB

ISy

stem


E. OVERLAPPING INSPECTIONS

This map illustrates the different disciplines that are required to conduct inspection and eliminates unnecessary overlapping inspections.

PER

MIT

Issu

ed

Aug

ust 7

, 200

7

BPR

– In

spec

tions

Sub

com

mitt

ee A

s-Is

Map

ping

: O

verla

ppin

g In

spec

tions

CO

NC

RET

E/ST

EEL

Con

cret

e-en

case

d E

lect

rode

/E

lect

rical

con

duit

Spe

cial

Insp

ectio

n

Stru

ctur

al E

ngin

eer

Bui

ldin

g In

spec

tion

Div

isio

n

Plu

mbi

ng In

spec

tion

Div

isio

n(d

rain

s/w

ater

)S

FFD

SUPE

RST

RU

CTU

RE

BU

ILD

ING

FIN

AL

SPEC

IAL

INSP

ECTI

ON

S

Tena

nt C

omm

on Im

prov

emen

t(TC

I)

Spe

cial

Insp

ectio

ns

Ele

ctric

al In

spec

tion

Div

isio

n, P

ID In

spec

tion

Div

isio

n

DP

H

DP

W (B

urea

u of

Stre

et U

se &

Map

ping

/Bur

eau

ofU

rban

For

estry

)M

ayor

’s O

ffice

on

Dis

abili

ty

SFF

D

Sta

te (E

leva

tor)

Mec

hani

cal

Bui

ldin

g In

spec

tion

Div

isio

n

Plu

mbi

ng In

spec

tion

Div

isio

n

SFF

D

Ele

ctric

al In

spec

tion

Div

isio

n

Spe

cial

Insp

ectio

n

Ans

ul s

yste

m

Furn

ace

Duc

ts(B

uild

ing,

Ele

ctric

al a

nd P

lum

bing

Insp

ectio

nD

ivis

ions

)S

FFD

Sto

ppin

g (B

uild

ing,

Ele

ctric

al, a

nd P

lum

bing

Insp

ectio

n D

ivis

ions

)D

emol

ition

Ele

vato

rs

Res

taur

ants

Pum

ps

Life

Saf

ety

Eng

inee

r of r

ecor

d –

coor

dina

tes/

assi

gns

Spe

cial

Insp

ectio

n*P

lan

Rev

iew

Eng

inee

r: Is

sues

-DB

I doe

s no

t kno

w w

ho-p

roof

of a

ppro

ved

fabr

icat

ors?

-Los

t ins

pect

ors

repo

rts a

nd li

st o

f cer

tifie

d-d

iffic

ult t

o ke

ep tr

ack

-no

mec

hani

sm fo

rrep

ortin

g c

onst

ruct

ion

defe

ctO

utsi

de a

genc

ies

*All

insp

ectio

ns a

re

inde

pend

ently

sch

edul

edw

ithsp

ecifi

c ag

ency

. Fo

r det

ails

,se

e Sc

hedu

ling

Insp

ectio

n“A

s-Is

” M

appi

ng.

CC

E/U

FER

/E

lect

rical

Con

duit St

ruct

ural

Eng

inee

r

Oth

ers.

..

PID

(dra

ins/

wat

er)

BID

SFF

D

Fire

Sto

ppin

g(B

ID, P

ID, E

ID)

Ans

ul S

yste

mB

ID

Stru

ctur

alE

ngin

eer

Duc

ts (B

ID,

PID

, BID

)D

emol

ition

PID

SFF

D(s

prin

kler

s)

Furn

ace

EID

Pum

ps

Dem

oliti

onD

ucts

(BID

,P

ID, B

ID)

Spec

ial

Insp

ectio

nTC

I

DP

W –

BSM

DP

W -

BU

F

EID

, PID

SFF

DM

echa

nica

l

MO

D

Sta

te(E

leva

tor)

Eng

inee

r of

reco

rdco

ordi

nate

s/as

sign

s Sp

ecia

lIn

spec

tion

Pla

n R

evie

wE

ngin

eer*

Out

side

Age

ncie

s

PER

MIT

Issu

ed

Con

cret

e-E

ncas

ed E

lect

rode

/E

lect

rical

con

duit

Spe

cial

Insp

ectio

n

Stru

ctur

al E

ngin

eer

Bui

ldin

g In

spec

tion

Div

isio

n

Plu

mbi

ng In

spec

tion

Div

isio

n(d

rain

s/w

ater

)S

FFD

SPEC

IAL

INSP

ECTI

ON

S

Tena

nt C

omm

on Im

prov

emen

t (TC

I)

Spe

cial

Insp

ectio

ns

Bui

ldin

g In

spec

tion,

Ele

ctric

al In

spec

tion

and

Plu

mbi

ng In

spec

tion

Div

isio

nsD

PH

DP

W -

BS

M, B

urea

u of

Urb

an F

ores

try)

MO

D

SFF

D

Sta

te (E

leva

tor)

Mec

hani

cal

Bui

ldin

g In

spec

tion

Div

isio

n

Plu

mbi

ng In

spec

tion

Div

isio

n

SFF

D

Ele

ctric

al In

spec

tion

Div

isio

n

Spe

cial

Insp

ectio

n

Ans

ul s

yste

m

Furn

ace

Duc

ts (P

lum

bing

Insp

ectio

n D

ivis

ion)

TASK

FO

RC

EW

OR

KIN

GO

N N

EW P

RO

CED

UR

ESFO

R S

PEC

IAL

INSP

ECTI

ON

S

All

insp

ectio

n sc

hedu

les

will

go

thro

ugh

DB

I C

entr

aliz

ed/ A

utom

ated

Sc

hedu

ling

Syst

em

Con

cret

e-E

ncas

edE

lect

rode

/E

lect

rical

Con

duit

Stru

ctur

al E

ngin

eer

Spe

cial

Insp

ectio

ns

PID

(dra

ins/

wat

er)

BID

SFF

D

SFF

D S

topp

ing

(BID

)

Ans

ul S

yste

mB

ID

Pum

ps

Duc

ts (P

ID)

PID

SFF

D(s

prin

kler

s)

Furn

ace

Elev

ator

s

DP

H

Dem

oliti

on

Spec

ial

Insp

ectio

nTC

I

DP

W (B

SM

/BU

F)

BID

, EID

,P

ID

SFF

DM

echa

nica

l

MO

D

Sta

te(E

leva

tor)

DB

I Cen

tral

ized

/Aut

omat

edIn

spec

tion

Sche

dulin

gSy

stem

(*se

eIn

spec

tion

Sche

dulin

g To

-Be

Map

)

CO

NC

RET

E/ST

EEL

SFFD

Sto

ppin

g(B

ID In

spec

tion

Div

isio

n)D

emol

ition

Elev

ator

s

Res

taur

ants

Pum

ps

Life

Saf

ety

SUPE

RST

RU

CTU

RE

Dem

oliti

onE

ID

Spe

cial

Insp

ectio

n

Res

taur

ants

DB

I Cen

tral

ized

/Aut

omat

edIn

spec

tion

Sche

dulin

g Sy

stem

(*se

e In

spec

tion

Sche

dulin

gTo

-Be

Map

)

BID

FIN

AL

DB

I Cen

tral

ized

/Aut

omat

edIn

spec

tion

Sche

dulin

g Sy

stem

(*se

e In

spec

tion

Sche

dulin

gTo

-Be

Map

)

Dec

embe

r 200

7

BPR

– In

spec

tions

Sub

com

mitt

ee T

o-B

e M

appi

ng:

Ove

rlapp

ing

Insp

ectio

ns


F. SUPERSTRUCTURES

This map illustrates the different disciplines that are required to conduct inspections of the superstructure including structural, architectural, electrical, plumbing, fire life safety, and elevator inspections.

Dec

embe

r 200

7

BPR

– In

spec

tion

Subc

omm

ittee

To-

Be

Map

ping

: Su

pers

truc

ture

s

Inte

grat

ed V

oice

Rec

ogni

tion

(IVR

)

One

Mai

n Li

neB

iling

ual S

ervi

ces

STA

RT

Perm

itIs

sued

BID

SPEC

IAL

INSP

ECTI

ON

PID

PGan

dE

EID

Freq

uent

and

New

Cus

tom

er

SFFD

Wel

ding

for m

omen

tfra

me

Shea

r wal

lTi

e do

wns

Stee

l/con

nect

or p

lace

men

tD

iaph

ragm

Anc

hor b

olts

Epox

y do

wel

sM

ason

ry

Shea

r wal

lsD

iaph

ragm

nai

ling

Bui

ldin

g he

ight

, len

gth,

wid

thSt

ruct

ural

and

Arc

hite

ctur

al c

ompl

ianc

eR

ough

mec

hani

cal –

env

ironm

enta

lair

and

vent

sSp

ot-c

heck

spe

cial

insp

ecto

rPa

rape

t and

Fire

ass

embl

ies

Fire

cau

lkin

gLa

tch

Wea

ther

-pro

ofin

g, fl

ashi

ng, p

aper

Title

24

Shee

troc

k –

fire

asse

mbl

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Web

site


G. CONDOMINIUM CONVERSION

This map guides you through the condominium conversion process from application of physical inspection to final submittal to DPW-BSM.

Star

tN

ew o

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mer

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H. TWO-UNIT OWNER OCCUPIED CONVERSIONS / TWO TO SIX-UNIT CONVERSIONS (LOTTERY WINNERS)

The following maps guide you through the process for two-unit owner occupied conversions; and two to six-unit conversions (lottery winners) from first applications eligibility to final map.

SEPARATERECORD OWNERSEACH HOLDING AT

LEAST 25%OWNERSHIP

OCCUPY BOTHUNITS FOR ONE

YEAR

ANY EVICTIONSIN THE BUILDING

SINCE MAY 1 2005?

DETERMINEELIGIBILITY

UNDER ARTICLE 9SECTION 1396.2

NO

YES

1) APPLY TO DBI FOR PHYSICAL INSPECTION2) HIRE A MAP PREPARER3) GO TO WWW.SFDPW.ORG AND PRINT THE CURRENT CONDOAPPLICATION, THESE ARE UPDATED REGULARLY4) BEGIN COLLECTING THE DOCUMENTS REQUESTED IN THEAPPLICATION

YES

GO TO WWW.SFDPW.ORG AND PRINT CONDO APPLICATIONREAD AND FAMILIARIZE YOURSELF WITH THE APPLICATION, MOST QUESTIONS ABOUT THE

PROCESS ARE ADDRESSED IN IT

ELIGIBLE? NO

RETURN WHENELIGIBLE

FILL OUT AND SUBMIT THE CURRENT CITY APPLICATIONPAY SPECIAL ATTENTION TO THE FINALIZING YOUR

APPLICATION SECTION TO AVOID FEES

BEGIN CODECOMPLIANCE WORK

AS SOON AS YOUHAVE YOURPHYSICAL

INSPECTIONREPORT (CFCO

FROM DBIREQUIRED PRIORTO REQUEST FOR

MYLARS)

RECEIVE TENTATIVEMAP APPROVAL

REQUEST FOR CHECKPRINTS & CFCO

PREPARE LEGALDOCUMENTS

(CC&R’S)

REQUEST FINALMYLARS

WHEN THE MYLAR REQUEST IS ISSUED PROVIDE:TAX CERTIFICATERECORDING FEE

BSM SUBMITSMAP TO COUNTY

RECORDER

APPLICANTRECORDS

CC&R’S

CONVERSIONCOMPLETE!!!

AFTER MAPRECORDS

11/7/2007

TO BSM FORREVIEW

11/3

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AUTOMATION

SUBCOMMITTEE REPORT


AUTOMATION SUBCOMMITTEE

The Automation Subcommittee analyzed the permit review, permit issuance and inspection processes to determine where the application of state-of-the-art technologies should be introduced to improve the work practices of city agencies. The subcommittee’s goal was to make accurate information, covering all aspects of the development review process, more readily accessible to both city staff and the public. This will be achieved by implementing the following recommendations, which will advance city agencies to a more comprehensive and integrated system with improved web based/online services.

I. SWOT ANALYSIS

Strengths • Skills and abilities of staff. • Fast online plumbing and electrical permits. • Ability to file a complaint online. One third of complaints are currently received

online. • Commitment to technology and financial resources. • Record-keeping of final drawings (disks, DVDs, digital transmission). • Keep up with changing technology that is very informative and is available to the

public. • DBI Permit Tracking System (PTS) design flexibility. • DBI PTS enables data collection from multiple users. • DBI online PTS easy to use by other agencies. • DBI Management Information Systems (MIS) very impressive. • Vast amount of information available online. • Track/credit training advances, continuous online training. • Public notification at website and online. • Email announcements for in-house and outreach training/presentation. • Off-hours schedule available online (Electrical Inspection Division). • Planning Department website has specific contact names and telephone numbers,

especially for plan review (can be used as DBI model).

Weaknesses • PTS is not intuitive. PTS access rights block users from making

clerical/typographical changes. • Lack of integration between department databases. Multiple databases reveal

inconsistencies and undermine confidence in what data are accurate. Example: Unable to access Housing Inspection Services data. Address information needs to be more accurate and coordinated with block and lot (which changes). Linkage among multiple disciplines. Lack of coordination among other city departments.


• Lack of an integrated document management system to track email correspondence, document list, plan review comments, etc.

• Unable to record Planning Department’s conditions in the DBI PTS. • Inaccurate parcel/building information from the applicant at the very beginning of a

project for all reviewing agencies. • Internal system changes, due to poor maintenance (system dates back to 2000,

staffing, funding, software, etc.) • System fails to alert PTS users on activity at any specific address and does not

provide linkage among multiple permits. User interface not friendly when looking up information on multiple permits on any address.

• Disabled Access Compliance Status Documentation AB-056 is not recorded on PTS. • Inability to make quick changes to computer system to better administer and manage

compliance and legislation. • Need for constant review and appropriate budgeting to fund required changes. • Inability to use technology for field staff to record updates/information to avoid delays

in data entry. No mobile device solutions for field inspectors. • Inability to add industry software and systems. • Website is not user-friendly (including organization, layout). Features such as

frequently asked questions (FAQs) are limited. • Inspection and special inspection status and/or requirements not online. • Inability to schedule regular and overtime inspections online. • Unable to process multiple plumbing and electrical applications online at the

same time. • Fees assessed are not consistent with actual personnel time required or real DBI

costs. Unable to obtain preliminary fee estimates for specific projects. • The impact of plan revisions on all review agencies. • Microfilm and storage quality. Document management is poor; job cards filled in

by hand rather than automatically from the system. • No automated notification of expiring, pending and approved permits, or required

inspections (180 calendar days), cancelled projects. • Inability to include code and time requirements, Americans with Disabilities Act

(ADA) requirements, etc. in PTS system. • Several shortcomings with the email system, such as speed, functionality and

storage restrictions. • No automated “tagging” system to eliminate ‘lost’ plans and lack of security for

plans. • Different physical locations for revisions, DPH, SFRA, etc. • Flag neighborhood issues due to construction timing (automate communications,

schedule among departments). • Lack of document search engine (no access to Google/security issue). • No telephone system contacts and cell phone for field personnel.


Opportunities • Opportunity for DBI to survey customers to determine what the best business

practices are. Adopt new procedures where feasible. • Opportunity to collaborate with industry and benefit from its advanced changes,

new information, etc. • Review the Planning Department’s access to property documentation and explore

any template use for DBI. • Train staff in new technology. • Streamline process to address customer needs. • Opportunity to incorporate new code changes as they are adopted. • Improve emergency services communication and online submissions. • Sort public calls according to caller’s specific needs and integrate DBI’s services with

the new “311 Call Center” services.

Threats • Financial constraints for extensive systems change and continuous maintenance. • Management of information and cooperation among different city departments. • Lack of staff and resources. • Overly focused on automation and lose sight of main purpose (review and approve

permits). • Automation failing in emergency situations, increasing dependency on

computers.



Benchmarking Survey from Other Cities:

Of the 31 jurisdictions that were contacted, representatives from eight responded.

The respondents were from:

• Montreal, Quebec, Canada • St. Paul, Minnesota • Honolulu, Hawaii • Portland, Oregon • Miami, Florida • Long Beach, California • Clark County, Nevada • Irvine, California

Findings:

1. All customers and employees were satisfied to somewhat satisfied with their

systems.

2. All employees said their system was somewhat user-friendly and required little training.

3. Most jurisdictions chose an off-the-shelf permit tracking system. Vendors included

Eden Inforum Gold, POSSE/ Computronix, HTE, Tidemark, PG Mensys, AMANDA, ACCELA.

4. Phased implementation was the most common approach when switching over to their

new system. All had their legacy data migrated into the new system.

5. The other jurisdictions automated system also tracked the plan review and inspection functions/services of the Planning Department, Fire Department, Public Works, Redevelopment, and Assessor’s Office.

6. The following services were automated: Permit Application, Permit Issuance,

Permit Tracking Status, Project Tracking (multiple permits), Property Profile Information, and Complaint Tracking.

7. The following services were available online: Permit Tracking Status, Property

Profile Information, Permit Application, Geographic Information Systems (GIS).

8. Jurisdictions that utilize mobile devices by their field staff used laptop computers such as Panasonic Toughbooks, Fujitsu Lifebook, and tablets, not handheld devices. Only half were synchronized to the database.

9. Most jurisdictions had basic system administration, routine maintenance and

application workflows supported by in-house staff. No jurisdiction had their systems supported solely by the vendor, consultants or manufacturer.


10. Most systems provide automated checks and balances for the following functions: a. Validation of permit application information (i.e., verification of property details

provided by customer against a municipal property information database). b. Notifications/alerts to flag potential concerns that need attention prior to issuance

of a permit (i.e., violations, code enforcement activity, etc.). c. Automated fee calculation and verification of payment prior to permit issuance.

11. Most systems have standard back-up of data stored off-site with necessary downtime

for restoration. 12. Most jurisdictions spread their automated system cost among initial development,

implementation, annual license fees and annual maintenance fees.

13. Positive feedback from staff regarding their system included: reliability, consistency, expandability, easy to track down all information about one building.

14. Negative feedback from staff regarding their system included: too much information

required to be entered; higher performance expectations from the public; system could be more user-friendly; and lack of system flexibility.

Stakeholder Survey from Customers:

29 responses from stakeholders were received. Stakeholders included architects, engineers, contractors, permit applicants and one city employee.

Designers (architects, engineers) 5 Contractors and sub-contractors) 13

Permit Applicants 10 City Employees 1

TOTAL 29

Findings

1. The top five web-based services the stakeholders would like to use include: permit

application, permit tracking status, electronic plan submittal, permit issuance and inspection scheduling.

2. Information stakeholders would like to have readily available include: complete

permit history; DBI property database (owner, floor area, site size and current assessment); code updates, interpretations and rulings; online help question with technical services, and plan review; appointments for pre-application reviews; detailed descriptions of work; complaint tracking; inspection scheduling; automatic fee calculator; payment of fees and project tracking; plot map information; planning issues such as historical ratings of existing structures; automated notifications of new DBI guidelines.

3. Most stakeholders are willing to pay an additional fee (automation surcharge) if

they were offered enhanced web-based services.


4. A third of the stakeholders have used some form of web-based services in other jurisdictions including San Jose, Oakland, Sonoma County, and Santa Clara.

5. Some features stakeholders would like an automated permit tracking system to

incorporate are: ability to access accurate building profiles and permit history; automatic email notifications to applicants; ability to view plans; photographs and plan review comments online; and to view current status of permit and/or inspections online.


III. AUTOMATION FINDINGS

During the BPR process the Automation Subcommittee recorded a list of findings from each meeting. The subcommittees of Plan Review and Permit issuance and Inspection also recorded automation related findings during their meetings. Below are the automation related general findings as well as findings from other subcommittees.

A. GENERAL FINDINGS

• System does not prompt for information needed to eliminate human error and

inaccurate information. • Systems and database from different agencies are not integrated into DBI PTS. • Email server too slow and size of accounts too small. • Internal system changes are time consuming due to poor maintenance (system

dates back to 2000, lack of staffing, funding, software, etc.). • Automated notifications to customer/owner/staff/neighbors for different stages of

the permit application, including cancellation. PTS to count days, print reminder, email of permit issuance, expiration, etc.

• Unable to add industry software. • Planning Department does not schedule hearings, instead uses email notification

only. • Board of Appeals not automated. Appeal numbers are assigned manually in

chronological order. Reliance on paper back-up. BPA is an independent agency and not connected to DBI server.

• Complete DBI Public Information Counter information not online. • Hours are tracked via PTS, but team leaders are unable to track plan review

hours. • Ideally 80% of processes computerized. • Inability for MIS to make quick changes to computer system to better administer

and manage compliance and legislation. • PTS does not properly detail the potential size of the project. (i.e., 500 sprinkler

heads vs. 10).

B. PLAN REVIEW AND PERMIT ISSUANCE FINDINGS

• Complicated permit process for staff, customers and general public. • Unable to estimate actual permit fee. • Inflexible PTS does not record revisions to approved permits and allow additional

fields for more detailed information. For example, special inspections, Planning Department conditions of approval etc…

• No automated “tagging” system to eliminate ‘lost’ plans, lack of security for plans. • Inability to include code and time requirements, ADA requirements, etc. in PTS

system.


• The Planning Department does not have clerks to enter permit information. Planners are entering data but have to verify that there are no double entries for a project.

• PTS does not provide tracking mechanism to link related information to a specific project.

• SFFD plan review and inspection procedures are not automated. Rescue air system, water-flow and SFFD flow requirements online payment, Water Department maps of water mains/fire hydrants in the city, water meter request/removal approval from Water Department, fire flow problems, record of all high rise buildings, smoke control buildings, scheduling of appointment with payment, SFFD violations, customer education and downloads, plan submittal guidelines are not recorded in a computer database.

• Information regarding property profile is located in different locations in Division Applications.

• No monetary charges are made by DBI despite all initial work and reviews done by permitting agencies. Client may decide to discontinue.

• No feature in PTS to automatically route plans and permit applications. • Undocumented process for creating address, including new address, block and lot

number, and all other issues relating to address. • City agency fees are collected at different locations outside DBI. • Unable to apply for two separate plumbing/electrical permits online simultaneously.

Contractor’s data is required to be re-entered for each permit. • Block and lot maps from CPB are not digital. • Multiple permit tracking systems, (i.e., DPW, SFFD, DPH, etc.) that track permit

data differently and are not linked. • Complaints on properties prevent online plumbing and electrical permits from being

issued until abated (regardless of date of complaint and/or validity). • Complaints and/or Notice of Violations are not updated on PTS even after a

complaint or Notice of Violation has been abated. • Memorandum from DBI regarding minimum criteria for review, not on DBI

website. Planning Department’s requirements may differ from DBI’s. • DBI does not have a streamlined process for registration, renewals, and

extensions.

C. INSPECTION FINDINGS

• Eliminate duplications and help communication in field/industry with the benefit of mobile devices.

• Linkage among multiple disciplines (i.e., Housing, SFFD Headquarters, Planning Department, Assessor’s Office, DPH, SFRA, DPW, DPW-BSM) does not exist.

• No online scheduling for special inspection. • Inability to schedule regular and overtime inspections online. • Electrical and Housing Inspectors enter field data after supervisor review. Support

staff enters revisions.


• Multiple inspectors may investigate same complaint (no PTS coordination). There is a lack of policy, documentation, procedures, and automation among different divisions in DBI to update complaints.

• Job card information unavailable online. Insufficient space to register all notes on job card.

• Communication via email between inspectors and customers unavailable. • Contractors and customers cannot go online to view their scheduled inspection

time. • Unable to schedule inspections and view inspector availability online.


IV. AUTOMATION SUBCOMMITTEE RECOMMENDATIONS

A. INTEGRATED PERMIT TRACKING SYSTEM

1. System to provide work flow tracking and ability to track status from application submission to Certificate of Final Completion and Occupancy (CFC).

2. Integrate databases from different divisions, departments and agencies (i.e.,

Housing Inspection Services, SFFD Headquarters, Planning Department, Assessor’s Office, DPH, SFRA, DPW, DPW-BSM, etc.)

3. System to be capable of aggregating all pertinent information for any particular

property/building. (Existing complaints/NOVs (HIS, BID, EID, PID), historical status, number of units, stories, type of construction, year built etc.).

4. Consolidate legal city address database among Assessor’s Office, DBI, DPW-

BSM. (Inter-departmental subcommittee to coordinate implementation of the various addressing processes like new address or change in existing addresses.) Provide real time block and lot maps online and integrate block and lot maps from other city agencies.

5. System to collect and distribute fees for other city agencies involved with the

permitting process. 6. System to have a well documented user manual/guide in conjunction with the

business policies and procedures manual. 7. System to provide a smart permit numbering system.

B. IMPLEMENT AUTOMATED CUSTOMER TRACKING SYSTEM

1. Ability to track customer wait-times. 2. Ability to intelligently route customer based on wait times. 3. Ability for customer to “wait” in multiple lines. True parallel or “shotgun” review. 4. Ability to store customer information and transfer data into a permit tracking system

if customer files for permit. 5. Ensure customer flow to eliminate bottlenecks.

C. ONLINE SERVICES

1. Provide centralized application forms from various city agencies online and the

ability to enter project information and start application process online. 2. Increase the types of permits that can be issued online.


3. Enhanced inspection scheduling for all disciplines. Inspection scheduling to integrate IVR or web-based system with PTS. Options to schedule inspections for other departments SFFD, DPW, DBI, etc.

4. Provide real time inspection history for projects. 5. Ability to view a customer’s required special inspections for current projects. 6. Provide list of frequently asked questions regarding the permitting process, code

interpretations, submittal requirements, guidelines and checklists online. 7. Ability to check expected turnaround times, project status, assigned plans

examiner, number of hours reviewed, name of supervisor, and view plan review comments.

8. 3R Report requests submittal to be made available online with acceptance of

online payments and receipt issuance.

D. AUTOMATE PLAN REVIEW SERVICES 1. System to automate and notify owner/staff/neighbors of all important project

timeframes i.e., expiration of plan review, expiration of permit renewals, permit renewals and extensions, TCO, NOV, turnaround times, escalation mechanisms, routing templates, all milestones in a project lifetime for all review stations (i.e., Planning Department, MOD, SFPUC etc.).

2. System to track staff’s comments, determinations, and conditions of approval.

3. System to have real time access to other agency databases State Contractors

Licensing Board, Workers’ Compensation, Business Tax Registration Certificate, etc.

4. Expand routing to show specifically what stage of Planning Department review

the project is in (notification stage or hearing dates, etc.).

5. System to provide the ability to track plans – subcommittee to look into various plan tracking mechanism like RFID barcode, labeling, check-in and check-out, etc.

E. AUTOMATE INSPECTION SERVICES

1. Provide field inspectors with cellular phones. 2. Provide field inspectors with latest devices like hand-held devices to record field

inspections, update complaint status, NOV, correction notices, etc.

3. System to have built-in links to various portion of the process to place ‘holds’ for inspections or other functions.


F. DOCUMENT MANAGEMENT SYSTEM

1. System to provide document management capability as a built-in or an optional plug-in outside product.

2. System to provide ability to scan and store imaged documents and electronic files

(e.g., CAD filings, microfilm, photographs, other binary or ASCII files) in virtual folders and associate them with any object in the system (e.g., property, person, complaint, case, etc.).

3. System to encompass electronic plan submittal, review, and approval

mechanisms with version tracking and auditing capabilities and digital rights management capabilities.

CONCLUSION TO RECOMMENDATIONS

The implementation of automation subcommittee’s recommendations should come after the BPR implementation to minimize iterations and maximize efficiency.


V. MAPPING The following “As-Is” maps developed by other subcommittees illustrate the lack of automation in the current plan review, permit issuance, and inspection processes.

“AS-IS” MAPPING ISSUES

1. Customer does not have a dedicated initial point of contact. 2. Customer pulls multiple numbers at each review station and has to wait in each

station serial fashion. No intelligent routing based on wait times.

3. DBI is unable to track applicant wait times.

4. DBI is unable to determine all pertinent building information. (Easements, stories, type of construction, year built etc.).

5. City agencies within the Permit Center are located on numerous floors.

6. Intake counter and plan review staff are not provided with comprehensive

application completeness and plan review checklist.

7. Functions CPB are not clearly defined.

8. Not all city agencies involved in the permitting process are located within Permit Center (i.e., SFPUC, MOD, SFRA, DPH, San Francisco Unified School District {SFUSD}). Some permit applications must be routed outside the building.

9. Addresses with notice of violations are required to be routed to a Senior Inspector

for that discipline.

10. Multiple permit application forms for different types of permits. All are required to be filled out by hand and later re-typed into a computer when permit is approved.

11. SFUSD, SFPUC, DPW-BSM and other fees are not collected at one centralized

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Mad

eR

etur

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CP

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Che

ck d

ata

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red

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corr

ect

Che

ck E

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tect

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ense

num

ber s

tam

ped

on

all s

heet

sof

pla

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Writ

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mbe

r at

end

of p

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Mis

sing

sta

mps

Sen

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itA

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d P

lans

To n

ext s

tatio

n on

rout

ing

slip

FIN

ISH

Oth

er C

PB D

utie

s:A

nsw

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isce

llane

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ques

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Add

ress

ass

ignm

ents

Pro

vide

pla

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der1

5-da

y ho

ld to

view

300'

Mai

l of p

rinci

pal p

ortio

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polic

y)E

xpire

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sE

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Lette

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MEN

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e in

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Aug

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R –

Aut

omat

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Sub

com

mitt

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s-Is

Map

ping

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tral P

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ew C

onst

ruct

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with

Dem

oliti

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STA

RT

Rea

ding

for F

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Cen

tral P

erm

itB

urea

u8:

00 A

M –

4:30

PM

558-

6070

Take

a n

umbe

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me

: 30

min

utes

~ 2

hou

rs

1408

Cle

rical

Sta

ffre

view

s fo

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mpl

eten

ess

and

accu

racy

Ent

ers

all i

nfor

mat

ion

into

Per

mit

Trac

king

Sys

tem

,in

clud

ing

valu

atio

n,ro

utin

g of

revi

ew p

roce

ss, o

ther

info

rmat

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from

Age

nt D

iscl

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wne

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clus

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equi

rem

ents

, etc

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Ass

igns

Per

mit

App

licat

ion

Num

ber

Blo

ck a

nd lo

t, oc

cupa

ncy

clas

s,

unit

coun

t res

earc

h on

AV

S,

map

s,pe

rmit

hist

ory,

etc

. …

Ver

ifies

gen

eral

info

rmat

ion

such

as

bloc

kan

d lo

t, oc

cupa

ncy

clas

s/us

e, m

etes

/bou

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diag

ram

on

perm

itap

plic

atio

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Pla

n E

xam

iner

cor

rect

s

Ver

ifies

sign

atur

es a

nd p

rope

rro

utin

g on

form

.Lo

ok a

t pla

ns fo

r cor

rect

/co

mpl

eten

ess/

disc

repa

ncy

Ret

urns

to C

PB

Wro

ng in

form

atio

n

No

supp

ortin

g do

cum

ents

.M

ore

rese

arch

mus

t be

done

to re

solv

e is

sue

Che

ck S

tate

Con

tract

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nse,

SF

Bus

ines

s Ta

xR

egis

tratio

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orke

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p (if

nee

ded)

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ontra

ctor

Info

rmat

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Dat

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upda

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Firs

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ctor

app

lyin

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o pr

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f doc

umen

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Exp

ired

licen

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insu

ranc

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Sta

te C

ontra

ctor

’s L

icen

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Not

link

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ith D

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Mus

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d re

turn

with

pro

of

Insu

ranc

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nked

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DB

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City

Hal

lTa

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ctor

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ffice

8:00

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–5:

00P

MN

ot li

nked

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Per

mit

with

Con

tract

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ndec

lare

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Return to CPB withproper documents

Pay

men

t by

cash

, che

ck,V

isa

or M

aste

rCar

d.E

nter

dat

a in

to P

TS.

Pro

cess

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Han

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n C

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Cus

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writ

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ello

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If pa

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Com

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Mus

t hav

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tter

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Exa

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Che

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Che

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tam

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Writ

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f pla

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sing

sta

mps

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s P

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it A

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Che

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Add

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Add

info

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lock

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ap

Dem

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set

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Insu

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FIN

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Oth

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Pro

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Mai

l of p

rinci

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R –

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com

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s-Is

Map

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entra

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Perm

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Cen

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60 M

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t. 1st

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00 A

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558-

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Take

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umbe

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me

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min

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~ 2

hou

rs(N

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Per

son

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the

perm

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the

Ow

ner.

If no

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Lette

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Cle

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Che

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Exp

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Sta

te C

ontra

ctor

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Not

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PTS

Mus

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pro

of

Insu

ranc

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City

Hal

l Tax

Col

lect

or’s

Offi

ce8:

00 A

M –

5:00

PM

Not

link

ed/a

utom

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with

PTS

Per

mit

with

Con

tract

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ndec

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Pay

men

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aste

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Fill

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with

app

licat

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num

ber a

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rmat

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such

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If pa

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Com

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If no

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Ret

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Ver

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ual P

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Sta

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Mis

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Issu

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Non

Dem

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it

Upd

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lock

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ffice

Not

dig

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Man

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30" x

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incl

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Oth

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Add

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Pro

vide

pla

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15

day

hold

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polic

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s-Is

Map

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entra

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Flag

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Con

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this

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Cen

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Issu

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No

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ase

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sent

to C

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genc

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30 c

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and

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susp

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pect

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ontra

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Bui

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spec

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Plu

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spec

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Div

isio

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60 M

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Notifies DistrictInspector(s).No inspection until issue is resolved

Ele

ctric

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spec

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Div

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60 M

issi

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treet

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CLEARED.OK for scheduling inspections

No

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spec

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No

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tially

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fter f

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POS

Elec

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spec

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Div

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60 M

issi

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t, 3rd

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7:30

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MC

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and

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Ins

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For S

olar

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Cle

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tp://

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December 2007

PERFORMANCE MEASURES

SUBCOMMITTEE REPORT

December 2007

PERFORMANCE MEASURES SUBCOMMITTEE This subcommittee focused on the identification and development of quantifiable and measurable criteria applicable to all city agencies involved in the application and plan review, permit issuance and inspection processes. Charged with setting reasonable, practical and achievable goals/performance standards city wide, and thereby setting the baseline from which ongoing changes may be measured and acted upon, the subcommittee identified the following Key Findings and Recommendations: Key Findings:

• Lack of established turnaround time targets for plan reviews. • Lack of established turnaround time targets for inspections.


• Implement the following performance measures and turnaround times. • Provide quarterly and annual reports to evaluate actual performance against established

measures and objectives.

Target:

1. To complete and issue to the project sponsor the initial comprehensive plan review comments within established turnaround times as described below, for at least 90% of projects. These turnaround times will apply to all review disciplines unless otherwise noted.

a. Small Projects: 10 business days from arrival date to review discipline.

• Simple one or two-story single family and duplex on level lot. • Minor modifications and additions to single multi-family residential,

commercial and industrial buildings. • Signs with structural calculations. • Commercial tenant-improvements with minor structural calculations. • Site retaining walls. • Foundation repairs. • Storage racks.

b. Medium Projects: 20 business days from arrival date to review discipline. • Three-story or more single family dwelling or duplex. • Custom, unusual single family dwelling including hillside with steel

substructure and/or concrete piers or caissons. • Two, three or four-story multi-family, commercial or office buildings. • Simple four-story multi-family residential project over a concrete podium. • Complex commercial and office tenant improvements with or without

structural calculations.

December 2007

• Parking structures (up to three stories). • Assembly occupancies (churches, schools, restaurants with multiple dining

rooms, etc.). • Excavation and shoring. • Indoor swimming pool.

c. Large Projects: Turnaround times to be determined on a case by case basis

determined and provided to project sponsor at submittal time for all reviewing agencies (excluding Planning Department and SFRA). Note: These projects must go through completeness review by appointment only before intake. • Complex four or more stories commercial/office buildings or multi-family

project including buildings over a concrete podium. • High rise buildings. • Multiplex theatres/auditoriums. • Multi-story shopping centers/malls. • Convention centers. • Airport. • Wastewater and water treatment plants. • Projects subject to peer review.

2. For building permit application, Planning Department and SFRA to complete and

issue the initial comprehensive plan review comments/corrections, within 15 business days of arrival date, for 90% of projects.

3. To schedule all rechecks within three business days of request for at least 90% of

projects.

4. To distribute all submitted drawings to next review station within one business day for 90% of projects.

5. To schedule pre-application meetings for all city agencies, excluding Planning

Department and SFRA, within three business days of request and to be held within 10 business days for 90% of projects.

6. For Planning Department and SFRA, to schedule pre-application meetings within

three business days of request to be held within 15 business days for 90% of projects.

7. For all city agencies, to perform field inspections associated with DBI permits within

two business days of request for 90% of projects with a long-term goal of one business day.

8. For DBI and SFFD, to respond to life hazards/life safety/lack of heat complaints

within one business day for 100% of requests.

December 2007

APPENDIX

December 2007

BENCHMARKING SURVEYS

December 2007

Plan Review and Permit Issuance Subcommittee Benchmarking Survey - Sample Comments CUSTOMER SERVICE QUESTION 2: What is the level of technical expertise for the staff at the general information counter?

• Experienced clerical staff. • Plan Check Techs with Plans Examiner Certification. • Tech II – moderate. • Certified Plans Examiner. • Very basic minimum.

QUESTION 6: What is the average wait time at each station?

• Customer only needs to go to one “One-Stop” counter to submit plans or pick up approved permit. 50% of customers wait less than 10 minutes, 75% of customers wait less than 20 minutes. Tracked using automated customer tracking system. Over the counter permits may require going to more than one station in the same lobby. Generally no wait at other stations (planning, plan check) after getting initial service at main counter. Priority counter service (different queue for automated customer tracking system) for homeowners and residential remodel contractors.

• One time wait max of 20 minutes. • 3 hours. • 15 minutes.

PERMIT REVIEW QUESTION 2: What type of work is exempt from permit review?

• Minor electrical, mechanical, plumbing, appliance replacements. • Small accessory structures, retaining walls less than 4 feet in ht, most residential MEP

work is sold simple permit followed by field inspection. • Generally repairs less than $1000.00, painting, carpeting, re-roofing with the same

material (residential only), walls less than 30" in height, temporary tents less than 14 days, residential television and radio antennas, storage buildings less than 120 sq. ft. See also chap. 18 of local amendments.

• All work is reviewed to insure compliance with zoning “regs” and at least a cursory construction review, but garages and other simple projects are normally reviewed at the counter and permits issued immediately.

December 2007

QUESTION 13: Do you offer expedited plan review?

• No, we commit to and meet reasonable plan check timeframes. We accommodate special requests and needs for expediting where possible as long as standard timeframes are not impacted.

• We do not expedite reviews but we do have programs that allow for scheduling of reviews to match the development requirements of projects.

DBI BPR Plan Review Benchmarking Survey

1. Contact person for this survey:

Response

Percent

Response

Count

Name 100.0% 11

Phone 100.0% 11

Fax 81.8% 9

Email 100.0% 11

answered question 11

skipped question 5

2. How the customer is greeted

Yes NoResponse

Count

Is there a general information

counter?91.7% (11) 8.3% (1) 12


skipped question 4

3. What is the level of technical expertise for the staff at the general information counter?

Response

Count

11


skipped question 5

Page 1

4. Are there tutorials for the public in:

Yes NoResponse

Count

Permit process/procedures 63.6% (7) 36.4% (4) 11

Code changes/customer training 30.0% (3) 70.0% (7) 10


skipped question 5

5. What are the minimum standards for intake drawings?

Response

Count

9

answered question 9

skipped question 7

6. Is there an automated on-site intake/customer tracking system while in the building?

Response

Percent

Response

Count

No 70.0% 7

Yes 30.0% 3


skipped question 6

7. What is the average wait time at each station?

Response

Count

9

answered question 9

skipped question 7

Page 2

8. Are Building and Planning Departments separate or combined?

Response

Percent

Response

Count

Separate 55.6% 5

Combined 44.4% 4

answered question 9

skipped question 7

9. What type of work is exempt from permit review?

Response

Count

9

answered question 9

skipped question 7

10. Do you have Over the Counter (OTC) Plan Checking Services?

Response

Percent

Response

Count

No 22.2% 2

Yes 77.8% 7

If yes, what % of plan review is OTC? 7

answered question 9

skipped question 7

11. What scope of work can be reviewed OTC?

Response

Count

6

answered question 6

skipped question 10

Page 3

12. Is OTC review done on a walk-in basis?

Response

Percent

Response

Count

No 0.0% 0

Yes 100.0% 9

answered question 9

skipped question 7

13. Do you offer enhanced services for OTC review for an additional fee?

Response

Percent

Response

Count

No 88.9% 8

Yes 11.1% 1

If yes, what kind? 1

answered question 9

skipped question 7

Page 4

14. Which plan check disciplines are included in OTC service?

Response

Percent

Response

Count

Building 100.0% 9

Fire 44.4% 4

Mechanical 66.7% 6

Electrical 66.7% 6

Zoning 100.0% 9

Public Works 22.2% 2

Other 22.2% 2

Please specify 2

answered question 9

skipped question 7

15. Plan Checking

Yes NoResponse

Count

Do you use third party plan check

services?66.7% (6) 33.3% (3) 9

Peer review for structural design? 14.3% (1) 85.7% (6) 7

Do you have electrical plan

checking?62.5% (5) 37.5% (3) 8

Do you have plumbing plan

checking?87.5% (7) 12.5% (1) 8

Is there parallel (concurrent) plan

checking for both Building and allied

Departments (ie., Planning, Fire,

Public Works, Accessibility,

Mechanical, etc.)?

66.7% (6) 33.3% (3) 9

What qualifies for parallel process? 5

answered question 9

skipped question 7

Page 5

16. Do you offer enhanced plan check service for additional fee?

Response

Percent

Response

Count

No 66.7% 6

Yes 33.3% 3

If yes, what kind? 5

answered question 9

skipped question 7

17. Is there separate review of disabled access laws for publicly funded projects in addition to standard plan checking?

Response

Percent

Response

Count

No 100.0% 8

Yes 0.0% 0

answered question 8

skipped question 8

18. Do you return drawings to applicant after initial review?

Response

Percent

Response

Count

No 44.4% 4

Yes 55.6% 5

answered question 9

skipped question 7

Page 6

19. At what point does a revision/field change require a new permit?

Response

Count

8

answered question 8

skipped question 8

20. Do you offer expedited plan review?

Response

Percent

Response

Count

No 66.7% 6

Yes 33.3% 3

If yes, for what types of projects? 4

answered question 9

skipped question 7

21. Does an individual plan reviewer review all types of projects(ie: commercial, residential, new and existing)?

Response

Percent

Response

Count

No 22.2% 2

Yes 77.8% 7

answered question 9

skipped question 7

Page 7

22. Does an individual plan checker review multiple disciplines (ie., building, mechanical, fire, zoning, etc.)?

Response

Percent

Response

Count

No 33.3% 3

Yes 66.7% 6

If yes, what disciplines? 5

answered question 9

skipped question 7

23. Fee payment

Response

Percent

Response

Count

One main cashier 81.8% 9

Different locations 18.2% 2


skipped question 5

Page 8

December 2007

Inspection Subcommittee Benchmarking Survey - Sample Comments QUESTION 5: Are there inspection benchmarks/objectives set by management? If yes, what are they?

• All inspections completed within 24 hours. • Check for conformance for all permit requirements pertaining to a permit (to include but

not limited to: zoning, building, electrical, plumbing, energy efficiency, NPDES) minimum number of inspection dependent upon area, type and unit

• Monthly list of inspections by district QUESTION 12: Do you have specialty inspectors? If Yes, for what disciplines and what projects?

• Plumbing/Mechanical Electrical For commercial projects • Roofing and elevators. Zoning and public works. • Plumbing, electrical, building, commercial complaints, mechanical, manufactured

housing, Business license, regulate 1200 special inspectors QUESTION 21: How do other departments such as Planning, Fire, Health, Public Works, etc. coordinate with Building Inspection staff?

• Fire, Public Works- Field coordination at inspector and supervisor level. Regular supervisor and management level meetings. Planning- Consult planning staff in office (on same floor as inspection, plan check.

• Verbal, work orders (computer, electronic) • Through the busy system (main frame). • By fax or by phone daily if required.

DBI BPR Inspection Survey

1. Contact person for this survey

Response

Percent

Response

Count

Name 100.0% 8

Phone 87.5% 7

Fax 62.5% 5

Email 87.5% 7

answered question 8

skipped question 1

2. How do you schedule your inspections?

Response

Percent

Response

Count

Online service 44.4% 4

Email 0.0% 0

Personally by phone 77.8% 7

Integrated Voice Recognition

System (IVR)55.6% 5

In person - with in office/counter,

on the field/site77.8% 7

Fax 22.2% 2

Other 11.1% 1

Other (please specify) 1

answered question 9

skipped question 0

Page 1

3. Is there a cut off time for scheduling an inspection?

Response

Percent

Response

Count

No 33.3% 3

Yes 66.7% 6

answered question 9

skipped question 0

4. What is the average number of inspection per inspector per day?

Response

Percent

Response

Count

What is the average number of

stops per inspector per day?100.0% 8

answered question 8

skipped question 1

5. Are there inspection benchmarks/objectives set by management?

Response

Percent

Response

Count

No 62.5% 5

Yes 37.5% 3

If yes, what are they? 3

answered question 8

skipped question 1

Page 2

6. Inspections are quantified by

Response

Percent

Response

Count

Site visits 44.4% 4

Permit application number(s) 22.2% 2

Type of inspection (ie., plumbing,

electrical, building, framing, health,

complaint, etc.)

77.8% 7

answered question 9

skipped question 0

7. When you schedule an inspection, what timeframe is offered?

Response

Percent

Response

Count

Hour by hour 33.3% 3

AM, PM 22.2% 2

Other 44.4% 4

Please specify 4

answered question 9

skipped question 0

Page 3

8. What are the turn around time for inspections/inspections response?

Response

Percent

Response

Count

24 Hours 77.8% 7

48 Hours 11.1% 1

Same Day 0.0% 0

As Requested 11.1% 1

Other (please specify) 0.0% 0

answered question 9

skipped question 0

9. Do you have combo-inspectors (Building + Electrical + Plumbing)?

Response

Percent

Response

Count

No 33.3% 3

Yes 66.7% 6

If yes, for what kind of projects? 3

answered question 9

skipped question 0

Page 4

10. How many inspectors do you have?

Response

Average

Response

Total

Response

Count

Building 22.00 110 5

Plumbing 10.50 42 4

Electrical 9.75 39 4

Health 0.00 0 0

Fire 0.00 0 0

Combo inspections 25.40 127 5

Special inspections 11.50 23 2

Public Works 42.00 42 1

Disability access 17.00 17 1

Other 8.00 8 1

Total 40.75 163 4

answered question 8

skipped question 1

Page 5

11. How many supervisory inspectors do you have?

Response

Average

Response

Total

Response

Count

Building 3.50 21 6

Plumbing 0.75 3 4

Electrical 0.75 3 4

Health 0.00 0 0

Fire 0.00 0 0

Combo inspections 5.00 15 3

Special inspections 2.00 2 1

Public Works 2.00 4 2

Disability access 0.00 0 0

Other 3.00 6 2

Total 5.00 10 2

answered question 9

skipped question 0

12. Do you have specialty inspectors?

Response

Percent

Response

Count

No 66.7% 6

Yes 33.3% 3

If Yes, for what disciplines and what projects? 3

answered question 9

skipped question 0

Page 6

13. How are inspections requests distributed?

Response

Percent

Response

Count

District (geographical boundaries) 88.9% 8


answered question 9

skipped question 0

14. Do you provide the following inspections? If yes, are they inspected by specialty inspectors or combo inspectors?

Does not apply Specialty Inspector Combination InspectorResponse

Count

Landscaping 75.0% (3) 25.0% (1) 25.0% (1) 4

Storm water 75.0% (3) 25.0% (1) 25.0% (1) 4

Environmentally sensitive lands 100.0% (4) 0.0% (0) 0.0% (0) 4

Public improvements 60.0% (3) 20.0% (1) 20.0% (1) 5

Grading 50.0% (2) 25.0% (1) 25.0% (1) 4

Traffic safety 60.0% (3) 40.0% (2) 0.0% (0) 5

Other 66.7% (2) 33.3% (1) 0.0% (0) 3

answered question 5

skipped question 4

Page 7

15. How are your inspector's results entered/recorded?

Response

Percent

Response

Count

Centralized database at office 66.7% 6

Manually (pen and paper) 0.0% 0

Handheld device (real time) 11.1% 1

Other 22.2% 2

Please specify 2

answered question 9

skipped question 0

16. Which of the following disciplines are entered into a centralized system?

Response

Percent

Response

Count

Building 100.0% 9

Plumbing 77.8% 7

Electrical 66.7% 6


Health 11.1% 1

Fire 33.3% 3


answered question 9

skipped question 0

Page 8

17. How are the inspectors' time allocated weekly? (Please indicate number of hours)

Response

Average

Response

Total

Response

Count

Office hours 12.89 116 9

Field hours 23.13 185 8

Training hours 2.40 12 5

Other 0.00 0 0

answered question 9

skipped question 0

18. Do you require certification for inspectors through ICC, IAPMO, NEC, NFPA, etc?

Response

Percent

Response

Count

No 33.3% 3

Yes 66.7% 6

answered question 9

skipped question 0

19. Do you use a third party to provide inspection services?

Response

Percent

Response

Count

No 44.4% 4

Yes 55.6% 5

answered question 9

skipped question 0

Page 9

20. Do you offer enhanced inspections services at an additional fee?

Response

Percent

Response

Count

No 33.3% 3

Yes 66.7% 6

If yes, what are the fees? 5

answered question 9

skipped question 0

21. How do other departments such as Planning, Fire, Health, Public Works, etc. coordinate with Building Inspection staff?

Response

Count

8

answered question 8

skipped question 1

Page 10

December 2007

Automation Subcommittee Benchmarking Survey - Sample Comments QUESTION 6: What type of permit tracking system do you have?

• Eden Inforum Gold. • POSSE/Computronix. • Tidemark. • PGMensys. • AMANDA (CSDC) A general purpose address based database.

QUESTION 21: What do you like most about your system?

• The documentation and interface with information pertaining to all permit related activities.

• Expandable. • Easy to track down all information about one building. • User friendly. • It is basically a big object oriented database and a workflow engine so it is very flexible. • Customized to our needs.

QUESTION 22: What do you like the least about your system?

• Difficult to customize. Difficult to develop new applications with vendor. • Too much information and the higher performance expectations on the part of the public • Vendor support is unreliable and the degree of flexibility makes administration and

maintenance complicated. • Not intuitive.

DBI BPR Automation Survey


Response

Percent

Response

Count

Name 100.0% 11

Phone 100.0% 11

Fax 54.5% 6

Email 100.0% 11


skipped question 1

2. Do you have an automated permit tracking system?

Response

Percent

Response

Count

No 8.3% 1

Yes 91.7% 11


skipped question 0

3. If you have an automated system, how satisfied is your staff with this system?

Response

Percent

Response

Count

Highly satisfied 36.4% 4

Somewhat satisfied 63.6% 7

Not satisfied 0.0% 0


skipped question 1

Page 1

4. If you have an automated system, how satisfied are your customers with this system?

Response

Percent

Response

Count

Highly satisfied 40.0% 4

Somewhat satisfied 60.0% 6

Not satisfied 0.0% 0


skipped question 2

5. How would you rate your system?

Response

Percent

Response

Count

Very user friendly - Required little

training9.1% 1

Somewhat user friendly 81.8% 9

Not at all user friendly 9.1% 1


skipped question 1

Page 2

6. What type of permit tracking system do you have?

Response

Percent

Response

Count

In-house developed system 27.3% 3

Off-the-shelf system (Please

indicate software/vendor below)27.3% 3

Customized off-the-shelf system

(Please indicate software/vendor

below)

45.5% 5

Other 0.0% 0

Name of Software/Vendor 8


skipped question 1

7. How many months did it take to develop and fully implement?

Response

Count

9

answered question 9

skipped question 3

8. What was your approach to implementation?

Response

Percent

Response

Count

Phased 50.0% 4

Parallel deployment 25.0% 2

Big bang 25.0% 2

Other 0.0% 0


answered question 8

skipped question 4

Page 3

9. Does your automated system track the plan review and inspection functions/services for the following agencies? (Select all

that apply)

Response

Percent

Response

Count

Planning 72.7% 8

Redevelopment 45.5% 5


Health Department 27.3% 3

Fire Department 72.7% 8

Assessor 18.2% 2

School Districts 0.0% 0

Business License 18.2% 2

Public Utilities 18.2% 2

Our system is not integrated with

other agencies 0.0% 0


skipped question 1

10. Was any legacy data migrated into the current system?

Response

Percent

Response

Count

No 36.4% 4

Yes 63.6% 7


skipped question 1

Page 4

11. Which of the following services does your system provide? AND which of these services are available online? (Select all

that apply)

Automated Service Provided Automated Service Available OnlineResponse

Count

Permit Application 100.0% (10) 50.0% (5) 10

Permit Issuance 100.0% (10) 30.0% (3) 10

Permit Tracking Status 90.9% (10) 72.7% (8) 11

Project Tracking (multiple permits) 100.0% (10) 60.0% (6) 10

Electronic Plan Submittal 100.0% (2) 50.0% (1) 2

Inspection Scheduling 100.0% (7) 57.1% (4) 7

Inspection Result Entries 100.0% (8) 62.5% (5) 8

Fee Estimation 83.3% (5) 50.0% (3) 6

Payment of Fees 90.0% (9) 30.0% (3) 10

Complaint Tracking 100.0% (9) 33.3% (3) 9

Property Profile Information 100.0% (11) 63.6% (7) 11

Automated Workflow 100.0% (7) 42.9% (3) 7

Document Management Systems 100.0% (7) 42.9% (3) 7

Geographic Information Systems 100.0% (8) 62.5% (5) 8

Handheld Devices 100.0% (6) 16.7% (1) 6

Groupware/Collaboration (email,

calendar, contacts, etc.)100.0% (5) 40.0% (2) 5

Plan Review Comments and

Response100.0% (6) 50.0% (3) 6

Filing a Complaint 100.0% (5) 40.0% (2) 5

Address Management 100.0% (6) 33.3% (2) 6

Subdivision Tracking 100.0% (6) 33.3% (2) 6

Turn-around Time for Plan Review 100.0% (4) 100.0% (4) 4


skipped question 1

Page 5

12. If handheld devices are used by inspectors in the field, what type/brand are used?

Response

Count

7

answered question 7

skipped question 5

13. Do the handhelds have the ability to print corrections?

Response

Percent

Response

Count

No 30.0% 3

Yes 20.0% 2

Not applicable 50.0% 5


skipped question 2

14. How are the handhelds linked to the central system?

Response

Percent

Response

Count

Real time link 30.0% 3

Sync at office 20.0% 2



skipped question 2

Page 6

15. Which of the following best describes how your system is supported? (Please check all that apply):

Response

Percent

Response

Count

Routine support/maintenance and

updates do not require vendor

assistance.

54.5% 6

System includes published APIs

and/or original source code.9.1% 1

Enhancements/custom changes to

application workflow can be

accomplished with in-house support

staff/programmers

63.6% 7

Basic system administration is

supported by in-house staff (i.e.

add/remove users, access rights,

etc.)

72.7% 8

System support is only provided by

vendor, consultants, manufacturer,

etc.

0.0% 0


skipped question 1

16. What kind of reporting system does your system provide? (Please check all that apply):

Response

Percent

Response

Count

Canned Reports 45.5% 5

Ad-hoc Reports 36.4% 4

Customizable Reports 100.0% 11

Other 0.0% 0



skipped question 1

Page 7

17. In regards to system security, does your system provide the following? (Please check all that apply):

Response

Percent

Response

Count

Audit records on transactions 30.0% 3

Control over user profiles and

access rights100.0% 10


skipped question 2

18. Does your system provide automated checks and balances for the following functions? (Please check all that apply):

Response

Percent

Response

Count

Plan Review is scheduled and

governed based on Service Level

Agreements (i.e. plan review is

based on set goals for turnaround

times with escalations to

management for projects not

meeting these goals.)

30.0% 3

Notifications/alerts to flag potential

concerns that need attention prior to

issuance of a permit (i.e. violations,

code enforcement activity, etc.).

60.0% 6

Validation of permit application

information (i.e. verification of

property details provided by

customer against a municipal

property information database).

80.0% 8

Automated verification of

construction valuation against a

standard calculation schedules

such as Marshall & Swifts.

10.0% 1

Quality control for plan review is

based on predefined requirements

and validation of completeness (i.e.

review clearances/approvals,

system tracked corrections, required

documents/reports, etc.) in order for

approvals and permit issuance.

40.0% 4

Automated fee calculation and

verification of payment collection 50.0% 5

Page 8

prior to permit issuance.


skipped question 2

19. How would you describe the reliability of your system?

Response

Percent

Response

Count

Bullet-proof with 99.999% uptime

and availability.10.0% 1

Manual failover to an off-site or

standby system with limited

downtime.

30.0% 3

Standard backup of data sorted

off-site with necessary downtime

for restoration.

60.0% 6


skipped question 2

20. What was the approximate cost associated with the system?

Response

Percent

Response

Count

Initial development and

implementation (hardware,

software, and staffing)

75.0% 3

Annual license fees 50.0% 2

Annual maintenance fees 50.0% 2

Annual training costs 25.0% 1

Annual customization costs

(Reports, Interface, Integration)25.0% 1

Disaster recovery equipment/media 25.0% 1

Other 25.0% 1

answered question 4

skipped question 8

Page 9

21. What do you like most about your system?

Response

Count

10


skipped question 2

22. What do you like the least about your system?

Response

Count

10


skipped question 2

Page 10

December 2007

STAKEHOLDER SURVEYS

December 2007

Plan Review and Permit Issuance Subcommittee Stakeholder Survey - Sample Comments QUESTION 43: What two things are you most satisfied with about the permitting process and why?

• The new process is much better than before. Sitting down with a plans examiner and then moving to other stations helps identify any potential issues that might inhibit the release of a permit.

• Some individual DBI plan checkers have been great to work with. For the most part, really enjoyed working with Planning, although design review process still seems a little unformed and unpredictable, the outcome is generally good.

• For most of the cities that I go to, San Francisco is the most consistent and organized as far as records and general information go. I also appreciate that I can see plan checkers for review almost all of the time instead of making appointments, scheduling my time into limited windows, or just submitting.

• That when you submit plans to planning that you can have them back once approved and complete project over the counter. That you have opened the fourth floor for easier over the counter plan-check.

• The new OTC permitting. Being able to go back to the same plan checker or, at least, have the next checker stay within the previous checker's comments. This is VERY big.

• Appointment of a director who actually wants to do something and follows up with action, sidelining of useless staff, etc. Individual staff are excellent, the process is ungodly complex and inscrutable, and variable despite over thirty years of experience working with the Department.

QUESTION 44: What two things are you least satisfied with about the permitting process and why?

• Turnaround time; the plan checker took months to respond to my plan revisions that were in response to his comments. As a result the project will not be able to start this year due to the start of the rainy season. Pre-application neighborhood meetings; the Planning Department is just passing the buck.

• Lack of consistent answers. • Lack of coordination between stations and the process never seems crystal clear. • There is no understandably written set of steps needed to get a permit, especially one

involving a Site Permit and its various Addenda. There should also be a companion list and set of steps required for the many auxiliary permits without which the Site Permit and its Addenda are almost worthless - such as Health, Elevator, Encroachments, water, sewer, Sidewalks, etc. Directions should reveal WHERE to apply for them and WHEN it is most appropriate. It should remind the applicant about the cost of each of those permits and perhaps an approximation of that cost. There should be reminders of permits or permissions needed from non governmental agencies such as PG&E without which a project, otherwise approved is dead in the water.

• The returning of plans to departments who have already signed-off when the change did not affect the first department. Reviewers should be given some discretion on what needs to be rechecked.

December 2007

• Duplicate submittals to both DBI and the individual departments. The long delays between a permit being routed to a department and that department assigning a plan checker.

• Not enough personnel at CPB is the biggest problem. • Long review times for minor remodels of existing tenant improvements. Unpredictability

of the level of detail required on our plans and details. • Planning has become, more recently, more capricious. We have had at least two

experiences in recent years in which the staff Planner assigned to our project has virtually killed it, then another owner, at the same property, and with another Planner, got permission to do exactly what was denied by "our" Planner. 2. Inconsistency (as above). As an owner remodeling my own house, I was required by DPW to make the driveway in front of my house handicapped-accessible on an extremely steep hill--it would have been impossible, so we remodeled everything and left the driveway in its original state. Later we went back and rebuilt the driveway under a separate permit and the cost was almost three times what it would have cost had it been done as part of the original project. There was no benefit for the city, the public, or my household from such a rigid and unrealistic demand.

QUESTION 46: What two things from other jurisdictions would you recommend implementing into the City & County of San Francisco permit process?

• Clear communication to the customer. The plan checker at the intake counter should be able to locate a precise code answer when asked by the customer.

• As in Seattle, have an all-hands meeting for major projects, with Planning, DPW, DBI etc. all the same room, especially for city-funded projects.

• Eliminate duplicate permit application submittals. All applications should be submitted to one office, triaged at the counter, and then routed to ONLY the departments listed on the triage report. Trade permits (without plans) should be approved at the triage counter whenever possible. This same office should collect the fees for all of the departments who will participate in the review process. Teach MEA that they do not have to perform an environmental review in order to determine if a project qualifies for an exemption from environmental review under CEQA.

• Put more precise information online. Also enable the option to get permit online or via fax.

• The new system does it for me. The only exception is to get faster turn time on plans that have to "come in." Two to four weeks should be enough. Someone needs to expedite that. Some plans can take a short time but if that plan has to wait in line while something else is there that is long well that will plug the system

• A much better online program, the more that can happen online the better! Whatever building can do to make planning more accountable!

• Make available the checklists your people use to check plans. We could speed up the process by checking that we have documented each of the code items before we submit

• A single, coordinated review process by ALL required departments. One where the departments come together around a project, rather than a project having to "chase" the code officials around the building to obtain a permit.

DBI BPR Plan Review Stakeholder Survey


Response

Percent

Response

Count

Name 100.0% 64

Phone 96.9% 62

Fax 65.6% 42

Email 87.5% 56


skipped question 5

2. When was your last visit to DBI?

Response

Percent

Response

Count

0-30 days 72.5% 50

1-3 months 7.2% 5

3-6 months 11.6% 8

More than 6 months 8.7% 6


skipped question 0

Page 1

3. Which Department or Station do you spend most of your time, when you are applying for a building permit? Please mark from

1-7, 1 being most of your time, 7 being the least.

1 2 3 4 5 6 7Rating

Average

Response

Count

Building65.5%

(38)

13.8%

(8)

5.2%

(3)

0.0%

(0)

3.4%

(2)

1.7%

(1)

10.3%

(6)2.09 58

Planning34.5%

(19)

20.0%

(11)

12.7%

(7)

3.6%

(2)

9.1%

(5)

9.1%

(5)

10.9%

(6)3.04 55

Public Works8.9%

(4)

4.4%

(2)

28.9%

(13)

17.8%

(8)

20.0%

(9)

4.4%

(2)

15.6%

(7)4.11 45

FIRE27.7%

(13)

14.9%

(7)

8.5%

(4)

21.3%

(10)

4.3%

(2)

6.4%

(3)

17.0%

(8)3.47 47

Health13.5%

(5)

5.4%

(2)

0.0%

(0)

5.4%

(2)

13.5%

(5)

16.2%

(6)

45.9%

(17)5.32 37

Redevelopment8.6%

(3)

5.7%

(2)

0.0%

(0)

0.0%

(0)

11.4%

(4)

14.3%

(5)

60.0%

(21)5.83 35

Other13.0%

(3)

4.3%

(1)

4.3%

(1)

13.0%

(3)

13.0%

(3)

13.0%

(3)

39.1%

(9)5.04 23

If Other, please specify 15


skipped question 3

Page 2

4. When you come through the front door, what was your experience with the DBI Public Information Counter? (Not Planning

Department-Planning Information Counter) Check all that apply.

Response

Percent

Response

Count

Generally knowledgable about the

process61.9% 39

Technically knowledgeable 30.2% 19

Helpful 49.2% 31

Courteous 49.2% 31

Easy to Understand 30.2% 19

Other 12.7% 8

Please specify 11


skipped question 6

5. Is it easy to find your way around the various stations and departments at 1660 Mission Street?

Response

Percent

Response

Count

Very easy 27.3% 18

Somewhat easy 50.0% 33

Not easy 22.7% 15


skipped question 3

Page 3

6. Is there duplication of review stations?

Response

Percent

Response

Count

No 62.5% 35

Yes 37.5% 21

Is this appropriate? Comment 15


skipped question 13

7. Is it easy to find your way to other agency locations (Planning Department at 1650 Mission Street, Public Works/BSM at

Stevenson Street, Fire Department, School District, SFRA/Mayor's Office of Housing?

Response

Percent

Response

Count

Very easy 29.2% 19


Not easy 23.1% 15


skipped question 4

8. Have you used the Planning, Building, Public Works, Fire Departments for general information or customer service?

Response

Percent

Response

Count

No 30.3% 20

Yes 69.7% 46


skipped question 3

Page 4

9. If yes, have these experiences been satisfactory?

Response

Percent

Response

Count

I have not used Planning, Building,

Public Works, Fire Department for

general information or customer

service

5.3% 3

No 24.6% 14

Yes 70.2% 40

Please specify 16


skipped question 12

10. How would you rate the coordination between the Building Department and other approval agencies such as Planning,

Public Works, Fire ...?

Response

Percent

Response

Count

Excellent 9.2% 6

Good 40.0% 26

Fair 30.8% 20

Poor 20.0% 13


skipped question 4

11. Is there a consistency in information, where you get the same answers to the same question you ask others?

Response

Percent

Response

Count

Yes 35.9% 23

No 64.1% 41


skipped question 5

Page 5

12. Is it easy for you to fulfill the requirements for obtaining a certain construction permit? (ie, licenses required for certain

permits, such as plumbing, electrical, building; business tax registration, etc.)

Response

Percent

Response

Count

Very easy 35.5% 22


Not easy 24.2% 15


skipped question 7

13. When obtaining a permit, do you hire a permit consultant or do you obtain the permit yourself?

Response

Percent

Response

Count

Hire a permit consultant 23.4% 15

Obtain the permit yourself 84.4% 54


skipped question 5

14. Building

No YesResponse

Count

At Office 20.0% (13) 80.0% (52) 65

On their website 55.0% (22) 45.0% (18) 40


skipped question 3

Page 6

15. Planning

No YesResponse

Count

At Office 28.3% (17) 71.7% (43) 60

On their website 72.2% (26) 27.8% (10) 36


skipped question 8

16. Public Works/BSM/Urban Forestry

No YesResponse

Count

At Office 40.0% (18) 60.0% (27) 45

On their website 74.1% (20) 25.9% (7) 27


skipped question 24

17. Redevelopment

No YesResponse

Count

At Office 44.8% (13) 55.2% (16) 29

On their website 68.4% (13) 31.6% (6) 19


skipped question 39

Page 7

18. Health

No YesResponse

Count

At Office 35.3% (12) 64.7% (22) 34

On their website 72.2% (13) 27.8% (5) 18


skipped question 34

19. Mayor's Office on Disability

No YesResponse

Count

At Office 45.2% (14) 54.8% (17) 31

On their website 63.2% (12) 36.8% (7) 19


skipped question 35

20. Do you think the permit/complaint tracking and other services on DBI's website is satisfactory?

Response

Percent

Response

Count

No 35.8% 19

Yes 64.2% 34

Comment 21


skipped question 16

Page 8

21. How often do you apply for permit applications?

Response

Percent

Response

Count

Greater than 1 per month 44.6% 29

Greater than 1 per 6 months 36.9% 24

Greater than 1 per year 18.5% 12


skipped question 4

22. Planning (after mandatory notification and hearing processes)

Response

Percent

Response

Count

Same day 13.3% 8

One day 11.7% 7

One week 58.3% 35

One month 15.0% 9

Six months 1.7% 1

One year 0.0% 0


skipped question 9

Page 9

23. Large Commercial Building/Remodel (not tenant improvements)

Response

Percent

Response

Count

Same day 0.0% 0

One day 8.9% 4

One week 33.3% 15

One month 40.0% 18

Six months 17.8% 8


skipped question 24

24. Small Commercial Building/Remodel (not tenant improvements)

Response

Percent

Response

Count

Same day 8.0% 4

One day 14.0% 7

One week 38.0% 19

One month 34.0% 17

Six months 6.0% 3


skipped question 19

Page 10

25. Large Residential Building/Remodel (4+ units)

Response

Percent

Response

Count

Same day 3.8% 2

One day 5.8% 3

One week 26.9% 14

One month 48.1% 25

Six months 15.4% 8


skipped question 17

26. Small Residential Building/Remodel (Less than 4 units)

Response

Percent

Response

Count

Same day 10.9% 6

One day 5.5% 3

One week 60.0% 33

One month 20.0% 11

Six months 3.6% 2


skipped question 14

27. Over the Counter

Response

Percent

Response

Count

One hour or less 59.7% 37

Four hours or less 40.3% 25


skipped question 7

Page 11

28. Public Works

Response

Percent

Response

Count

Same day 29.4% 15

One day 19.6% 10

One week 39.2% 20

One month 7.8% 4

Six months 3.9% 2


skipped question 18

29. Other

Response

Count

6

answered question 6

skipped question 63

Page 12

30. How accessible is your plan reviewer?

Very Somewhat Not accessibleResponse

Count

Building 29.8% (17) 57.9% (33) 12.3% (7) 57

Planning 28.3% (15) 62.3% (33) 9.4% (5) 53

Public Works 36.8% (14) 52.6% (20) 10.5% (4) 38

Fire 54.8% (23) 35.7% (15) 9.5% (4) 42

Redevelopment 25.9% (7) 59.3% (16) 14.8% (4) 27

Mayor's Office on Disability 29.6% (8) 59.3% (16) 11.1% (3) 27



skipped question 10

31. What is the quality level of your plan review?

Response

Percent

Response

Count

High 29.0% 18

Adequate 59.7% 37

Low 11.3% 7


skipped question 7

Page 13

32. If you received plan check comments, were they ... (Please check all that apply)

Response

Percent

Response

Count

Reasonable 52.5% 31

Understandable 54.2% 32

Helpful 22.0% 13

Legible 20.3% 12

Other 18.6% 11

Please specify 14


skipped question 10

33. Generally, how accessible is your plan reviewers' supervisor?

Response

Percent

Response

Count

Very 25.5% 13

Somewhat 56.9% 29

Not accessible 17.6% 9


skipped question 18

34. Are you concerned about retribution?

Response

Percent

Response

Count

No 67.2% 39

Yes 32.8% 19

Please specify 9


skipped question 11

Page 14

35. Are the code interpretations you receive consistent and satisfactory?

Response

Percent

Response

Count

Very 19.0% 12

Somewhat 65.1% 41

Not at all 15.9% 10


skipped question 6

36. Is there adequate coordination between the plan reviewer and the field inspectors?

Response

Percent

Response

Count

Very 16.7% 10

Somewhat 60.0% 36

Not at all 23.3% 14


skipped question 9

37. How do you wish to be notified that your permit has been approved and ready for issuance?

Response

Percent

Response

Count

By mail (postcard) 13.6% 8

By email 62.7% 37

By checking it online via website 16.9% 10

Other 6.8% 4

Comment 7


skipped question 10

Page 15

38. Are you satisfied with the payment process of your permit?

Response

Percent

Response

Count

Very 41.7% 25

Somewhat 43.3% 26

Not at all 15.0% 9

Comment 13


skipped question 9

39. Building

Response

Percent

Response

Count

No 31.0% 18

Yes 69.0% 40

Comment 11


skipped question 11

40. Planning

Response

Percent

Response

Count

No 49.1% 26

Yes 50.9% 27

Comment 7


skipped question 16

Page 16

41. Do you participate in any permit agency trainings and do you find them helpful?

Response

Percent

Response

Count

No 65.5% 36

Yes 34.5% 19

Comment 10


skipped question 14

42. What adjustments have you made to your work product to be successful in San Francisco versus other jurisdictions?

Response

Count

33


skipped question 36

43. What two things are you most satisfied with about the permitting process and why?

Response

Count

36


skipped question 33

44. What two things are you least satisfied with about the permitting process and why?

Response

Count

41


skipped question 28

Page 17

45. Is the City and County of San Francisco permit process overly bureaucratic? Please explain.

Response

Count

35


skipped question 34

46. What two things from other jurisdictions would you recommend implementing into the City & County of San Francisco

permit process?

Response

Count

30


skipped question 39

47. If available, would you pay for an express/premium process?

Response

Count

43


skipped question 26

Page 18

December 2007

Inspection Subcommittee Stakeholder Survey - Sample Comments Question 16: What additional services would you like to see offered?

• Please check the/your complain database before issue a duplicate notice of violation. For ex. I received one complaint from HIS and the same complaint from PID. It wasted a lot of my time. It seems to me that your divisions (PID, HIS, etc...) are not communicating.

• A narrower window of time period of inspection; i.e., 1 or 2 hours in stead of 4 hours (AM/PM.) Waiting time is too long.

• Handheld real time communication between inspectors and inspection division. • Booking inspections online. • Access to updated records such as when the inspector was out, rough inspection notes,

temporary occupancy notes, etc. These would make it easier to research why permits are still open down the line.

Question 22: Technology - What type of technological improvement would you like to see?

• Complaint need to be updated more timely, say within 5 working days of the inspection. • Specific code and requirements should be posted online. With a homeowner's permit

and the horrible inconsistency of the inspectors, a user should be able to go online, see what exactly is required for their project, and therefore, have a reference point for disputes.

• Online scheduling of inspections and automated inspections request system - 24/7. • Computer monitoring - with "alarms" or other notices - that certain deadlines for work are

coming up. Stale permits that sit around LONG after theoretical expiration date (or for start of work under permit) are a BIG problem for neighbors/the public. There are way too many instances of a final inspection not happening FOR YEARS AND YEARS. This cheats the city out of re-assessment funds and makes it extremely difficult to track project status. There should be a "tickler" file that reports overdue status to both the individual inspector and "up the chain of command." It is really hard for an "outsider" to know what is going on. Stale information on status of work is a problem for the community and some owners. There should be the equivalent of computer tracking "alarm bells" built in. This could also benefit owners doing their own work who may not know they are responsible for getting their own work signed off.

• Central Permit should have a more advanced database that holds regular customers information, so that we and they have less manual input for each transaction.

Question 26: What changes would you recommend to improve the inspection process?

• Web accessible inspection time request similar to airline reservation on web. • Special Inspections. • Would love to see an easier paperwork process or less paper work required to have a

re-file on final inspections when the permit has expired. Having to go through the entire process again is slowing us down and costing us time.

DBI BPR Inspection Stakeholder Survey

1. What is your role when interacting with CCSF Department of Building Inspection - Inspection Services?

Response

Count

50


skipped question 2

2. How many times have you used our inspection services within the past year?

Response

Percent

Response

Count

One time 4.1% 2

Two to five times 18.4% 9

More than five 77.6% 38


skipped question 3

3. When was the last time you used our inspection services?

Response

Percent

Response

Count

Less than 30 days 72.0% 36

30 to 90 days 12.0% 6

90+ days 16.0% 8


skipped question 2

Page 1

4. What inspection disciplines have you used within the last year? Check all that apply.

Response

Percent

Response

Count

Building 77.6% 38

Electrical 77.6% 38

Plumbing 71.4% 35

Fire 51.0% 25

Health 14.3% 7


Other 8.2% 4

Please specify 8


skipped question 3

5. How satisfied are you with the inspection scheduling process?

Response

Percent

Response

Count

Satisfied 57.1% 28

Unsatisfied 24.5% 12


Comment 12.2% 6

Please specify 18


skipped question 3

Page 2

6. How satisfied are you with the telephone contact with inspection staff?

Response

Percent

Response

Count

Satisfied 69.4% 34



Comment 4.1% 2

Please specify 12


skipped question 3

7. How satisfied are you with the quality and thoroughness of inspections?

Response

Percent

Response

Count

Satisfied 72.5% 37

Unsatisfied 11.8% 6


Comment 9.8% 5

Please specify 6


skipped question 1

Page 3

8. How satisfied are you with the consistency among inspectors?

Response

Percent

Response

Count

Satisfied 51.0% 26



Comment 19.6% 10

Please specify 14


skipped question 1

9. How satisfied are you with the consistency between plan checkers and inspectors?

Response

Percent

Response

Count

Satisfied 54.0% 27



Comment 12.0% 6

Please specify 13


skipped question 2

Page 4

10. How satisfied are you with staff accomodating your requested inspection time?

Response

Percent

Response

Count

Satisfied 62.5% 30

Unsatisfied 16.7% 8


Comment 6.3% 3

Please specify 13


skipped question 4

11. How satisfied are you with the coordination of other required inspections (ie., Fire, Health, DPW, etc.)

Response

Percent

Response

Count

Satisfied 51.1% 24

Unsatisfied 19.1% 9

Not Applicable 25.5% 12

Comment 4.3% 2

Please specify 10


skipped question 5

Page 5

12. How satisfied are you with the coordination with other DBI divisions (ie., Electrical, Plumbing, Housing, Building, etc.)

Response

Percent

Response

Count

Satisfied 55.1% 27



Comment 4.1% 2

Please specify 10


skipped question 3

13. How satisfied are you with the professionalism of the field inspector?

Response

Percent

Response

Count

Satisfied 61.7% 29

Unsatisfied 10.6% 5


Comment 10.6% 5

Please specify 10


skipped question 5

Page 6

14. How satisfied are you with the professionalism of office staff?

Response

Percent

Response

Count

Satisfied 69.4% 34

Unsatisfied 14.3% 7


Comment 6.1% 3



skipped question 3

15. Did you feel you had easy access to supervisory level staff for a second opinion or interpretations?

Response

Percent

Response

Count

No 22.5% 9

Yes 77.5% 31


skipped question 12

16. What additional services would you like to see offered?

Response

Count

24


skipped question 28

Page 7

17. Would you pay additional premium fee for enhanced services such as after/hour weekend inspections?

Response

Percent

Response

Count

No 26.7% 12

Yes 73.3% 33


skipped question 7

18. Are field inspection corrections adequately documented? Check all that apply.

Response

Percent

Response

Count

Accurate 51.4% 19

Legible 45.9% 17

Easy to understand 27.0% 10

Comprehensive 27.0% 10

Reasonable 56.8% 21


skipped question 15

19. Are you given adequate inspection timeslot for the scope of the inspection?

Response

Percent

Response

Count

No 7.1% 3

Yes 92.9% 39


skipped question 10

Page 8

20. Do you work with other jurisdictions?

Response

Percent

Response

Count

No 30.4% 14

Yes 69.6% 32


skipped question 6

21. If you answered "YES" to the question above, how does DBI Inspection Services compare with other jurisdictions you are

familiar with?

Response

Percent

Response

Count

Favorably 42.9% 15

Somewhat favorably 25.7% 9

Unfavorably 20.0% 7

Comment 11.4% 4

Please explain 12


skipped question 17

22. Technology: What type of technological improvement would you like to see?

Response

Count

23


skipped question 29

Page 9

23. Are you aware that you can apply for plumbing and electrical permits online?

Response

Percent

Response

Count

No 29.2% 14

Yes 70.8% 34


skipped question 4

24. Would you be willing to pay a premium fee for a guaranteed one hour window for your inspection?

Response

Percent

Response

Count

No 37.8% 17

Yes 62.2% 28


skipped question 7

25. Special Inspections Process How satisfied are you with the following areas:

Satisfied Unsatisfied Not applicableResponse

Count

Access to special inspection

requirements51.1% (23) 11.1% (5) 37.8% (17) 45

Access to status of special

inspections34.9% (15) 25.6% (11) 39.5% (17) 43

Sign off of special inspection items 42.2% (19) 22.2% (10) 35.6% (16) 45


skipped question 6

Page 10

26. What changes would you recommend to improve the inspection process?

Response

Count

22


skipped question 30

Page 11

December 2007

Automation Subcommittee Stakeholder Survey - Sample Comments QUESTION 3: What other information do you need to be able to retrieve from the online system? • I would like to be able to see a listing of who the contractor is performing the work on a

project. Too often I would check a permit that has been pulled and very very frequently the permit would list that the contractor has not been selected by the home owner or developer- Why is this important to me? I would want to know if contractor is about to perform work on a project that he has a current license, and the license will be current in 12 months, I could also check the CSLB web site to make sure he has workers’ comp because if he does not have workers’ comp and has many workers on a project what other short cuts is s/he likely to take, if the building department does not have the information before the first permit is pulled at least try and up date your records after the first inspection. Thanks.

• Photographs of work in progress or at completion. Building Plans online. • Be able to tap into DBI property database. Apply for and track and obtain permits. Code

updates, interpretations, rulings. Online help/question answering with technical services, residential plan check. Appointments for pre-application reviews online.

• Plot map information, planning issues such as historical ratings of existing structures, etc. • Guidelines for new programs that DBI is rolling out, so that we can keep abreast of new

changes. • I need to be able to make changes to address and such. From time to time you get a

general contractor who provides you with the wrong address and it needs to be changed on the permit and as it stands you must come to the office for that. It is a loss of valuable time.

QUESTION 6: What features would you like an automated system to incorporate?

• Automatic email notification to applicants. • History, status and inspection record on any given permit. • Electronic filing of plans. • Detailed plan check comments for permit application processing and plan checker

contact info, with plan review stop tracking, complete permit history and planning zoning information combined in one place.

• E-mail between contractors and inspectors, to save time for tracking down answers to code requirements.

• Online applications, fee calculator, records and archives.

DBI BPR Automation Stakeholder Survey


Response

Percent

Response

Count

Name 100.0% 41

Phone 95.1% 39

Fax 75.6% 31

Email 92.7% 38


skipped question 4

2. What types of web-based services would you use? (Check top five)

Response

Percent

Response

Count

Permit application 65.9% 27

Permit tracking status 73.2% 30

Project tracking (multiple permits) 39.0% 16

Electronic plan submittal 46.3% 19

Permit issuance 58.5% 24

Inspection scheduling 46.3% 19

Inspection result entries 34.1% 14

Special inspections 17.1% 7

Fee estimation 29.3% 12

Payment of fees 39.0% 16

Complaint tracking 36.6% 15

Property profile information 29.3% 12

Automated workflow 22.0% 9

Document management systems 24.4% 10

Geographic Information Systems 17.1% 7

Page 1

Collaboration/notification tools 24.4% 10

Plan check comments 41.5% 17


skipped question 4

3. What other information do you need to be able to retrieve from the online system?

Response

Count

21


skipped question 24

4. If you were offered enhanced web-based services, are you willing to pay an additional fee (automation surcharge)?

Response

Percent

Response

Count

No 40.5% 17

Yes 59.5% 25


skipped question 3

5. Have you utilized web-based services in other jurisdictions?

Response

Percent

Response

Count

No 71.4% 30

Yes 28.6% 12

If yes, where did you use it, and what did you like about it? 11


skipped question 3

Page 2

6. What features would you like an automated system to incorporate?

Response

Count

25


skipped question 20

Page 3

December 2007

PARKING LOT ISSUES

December 2007

PLAN REVIEW AND PERMIT ISSUANCE SUBCOMMITTEE All Plan Review and Permit Issuance Subcommittee parking lot issues were incorporated in the recommendations.

INSPECTION SUBCOMMITTEE • San Francisco Fire Department complaint system is different from DBI. • Complaint abatement process is inconsistent between Planning Department and DBI’s.

AUTOMATION SUBCOMMITTEE

• Funding for implementation of the automation and ongoing maintenance.

• Impact of change on all review agencies.

• Entitlement decisions made by the Planning Department are not available to others outside of the Planning Department.

December 2007

PARTICIPANTS

December 2007

EXECUTIVE STEERING COMMITTEE Jesse Blout, Deputy Chief of Staff, Mayor’s Office Isam Hasenin, P.E., C.B.O., Director, Department of Building Inspection Joanne Hayes-White, Chief, San Francisco Fire Department Ed Harrington, Controller, Controller’s Office Dean Macris, Director, Planning Department Fred Abadi, Director, Department of Public Works Rajiv Bhatia, Director, Department of Public Health John Schlesinger, American Institute of Architects, San Francisco Chapter John O’Connor, Residential Builders Association Tony Sanchez-Corea, A.R. Sanchez-Corea & Associates, Inc. Gabriel Metcalf, Executive Director, San Francisco Planning + Urban Research Association Larry Badiner, Zoning Administrator, Planning Department Bruce Bonacker, National Association of the Remodeling Industry Agnes Briones-Ubalde, Executive Director, Small Business Commission Gabriela Cardona, San Francisco Redevelopment Agency Leo Cassidy, Residential Builders Association Ken Cleveland, Building Owners and Managers Association Ken Cochrane, BCCI Construction Drake Gardner, Zone Design Michael Hamman, National Association of the Remodeling Industry Thomas Harvey, Captain, Bureau of Fire Prevention, San Francisco Fire Department Doug Hohbach, Hohbach-Lewin, Inc., Structural Engineers of Northern California Jonas Ionin, Senior Planner, Planning Department Alicia John-Baptiste, Chief Administrative Officer, Planning Department Andrea Jones, Vice President, BOSA Development Nilka Julio, Local 21 Simon Kwan, Kwan Design Architects Susan Leal, General Manager, San Francisco Public Utilities Commission Thomas Ma, San Francisco Redevelopment Agency Gary Massetani, Assistant Deputy Chief, San Francisco Fire Department William Mitchell, Captain, Bureau of Fire Prevention, San Francisco Fire Department Susan Mizner, Mayor’s Office on Disability Barbara Moy, Director, Department of Public Works/Bureau of Streets Use and Mapping Bill O’Brien, San Francisco Redevelopment Agency Margie O’Driscoll, American Institute of Architects Jes Pederson, Webcor Builders Marcia Rosen, Executive Director, San Francisco Redevelopment Agency Matt Ryan, Webcor Builders Rodrigo Santos, Santos and Urrutia, Inc. Michael Seville, Local 21 Lois Scott, Local 21 Barbara Schultheis, Fire Marshall, San Francisco Fire Department Suheil Shatara, Shatara Architects Inc. Aaron Sinel, Professional Property Managers Association Eric Thatcher, Webcor Builders Jim Whipple, Mayor’s Office on Disability David Williams, BCCI Construction

December 2007

DEPARTMENT OF BUILDING INSPECTION STAFF Vivian Day, Manager, Permit Services Jeremy Hallisey, Assistant to the Director Ray Lui, Manager, Plan Review Services Sean McNulty, Manager, Inspection Services Dennis Carlin, Building Inspector, Building Inspection Division Jimmy Cheung, Building Inspector, Plan Review Services Joseph Duffy, Senior Building Inspector, Building Inspection Division Cora Ella, Executive Secretary, Director’s Office David Eng, Administrative Analyst, Housing Inspection Service Patty Herrera, Supervisor, Customer Service Division Laurence Kornfield, Chief Building Inspector, Technical Services Division Hema Nekkanti, Applications Supervisor, Management Information Systems Steve Panelli, Senior Plumbing Inspector, Plumbing Inspection Division Amy Schmitt, Training Coordinator, Administrative Services Division Ed Sweeney, Senior Building Inspector, Building Inspection Division William Strawn, Public Relations Officer Lauren Yim, Junior Management Assistant, Customer Service Division

December 2007

SUBCOMITTEE CHAIRS AND FACILITATORS PLAN REVIEW AND PERMIT ISSUANCE

Chair: John Schlesinger, American Institute of Architects Co-Chair: Joe Duffy, Co-Chair, DBI Senior Building Inspector Facilitators: Department of Building Inspection Staff: Patty Herrera, Bill Strawn,

Lauren Yim, and Cora Ella INSPECTION SERVICES Chair: John O’Connor, Residential Builders Association Co-Chair: Steve Pannelli, DBI Senior Plumbing Inspector Facilitators: Department of Building Inspection Staff: Patty Herrera, Bill Strawn,

Lauren Yim, and Cora Ella AUTOMATION

Chair: Tony Sanchez-Corea, A.R. Sanchez-Corea & Associates, Inc. Co-Chairs: Neil Friedman, DBI Senior Building Inspector

Hema Nekkanti, DBI Development Supervisor Jimmy Cheung, DBI Building Inspector

Facilitators: Department of Building Inspection Staff: Ben Man, Amy Schmitt PERFORMANCE MEASURES Chair: Gabriel Metcaff, San Francisco Planning + Urban Research Association Co-Chair: Laurence Kornfield, DBI Chief Building Inspector Facilitator: Department of Building Inspection Staff: Patty Herrera, Lauren Yim, and

David Eng SUBCOMMITTEE PARTICIPANTS Blair Adams, Department of Telecommunications and Information Services Ron Allen, Department of Building Inspection Giovanni Aquino, San Francisco Public Utilities Commission Laura Arriola, San Francisco Public Utilities Commission Tara Bazile, Department of Building Inspection Jim Bedrick, Webcor Builders Fred Bianucci, Cupertino Electric, Inc. William Bigarani, San Francisco Fire Department Rosemary Bosque, Department of Building Inspection Charles Breidinger, Breidinger & Associates

December 2007

Mike Brown, San Francisco Public Utilities Commission Jim Bruntz, Commercial International Builders Susan Bufka, Department of Building Inspection Alma Canindin, Department of Building Inspection Adora Canotal, Department of Building Inspection Dennis Carlin, Department of Building Inspection Howard Carlson, Cahill Contractors Joe Cassidy, Residential Builders Association/Centrix Builders Amaris Chan, Department of Building Inspection Carl Chan, Sure Engineers Jimmy Cheung, Department of Building Inspection Alton Chinn, Planning Department Penelope Clark, Coalition of San Francisco Neighborhoods Ken Cochrane, BCCI Construction Janet Crane, Freebairn-Smith & Crane Joe Cuff, San Francisco Fire Department Dennis Dang, Department of Building Inspection Vivian Day, Department of Building Inspection Fidel Del Rosario, Department of Building Inspection Art Dell, SOHA Engineers Ron Dicks, Department of Building Inspection Joe Duffy, Department of Building Inspection Brian Dusseault, San Francisco Municipal Transportation Agency David Eng, Department of Building Inspection Robert Farrow, Department of Building Inspection Jeffrey Feldman, Interior Architects Robert Feldman, Board of Appeals Donald Fields, San Francisco Fire Department Mary Fitzpatrick, Controller’s Office Neil Friedman, Department of Building Inspection Berhane Gaime, Department of Public Works-Bureau of Street Use & Mapping Gary Gee, American Institute of Architects Gilbert Ginn, Department of Building Inspection Dick Glumac, Dick Glumac Consulting Engineer David Green, Department of Building Inspection Matthew Greene, Department of Building Inspection Tony Grieco, Department of Building Inspection Chris Hall, Weather Shield Manufacturing, Inc. Jeremy Hallisey, Department of Building Inspection Joshua Hanna, Anka Property Group Jimi Harris, Pacific Gas & Electric Company Pamela Harris, Pamela Flander Harris Sole Property Neil Hart, Planning Department Tim Hart, DASSE Design, Inc. Janice Hayes, San Francisco Fire Department Jack Healey, Peacock Construction Mike Hennessy, Department of Building Inspection Patty Herrera, Department of Building Inspection Sue Hestor Henry Hinds, Department of Building Inspection Gary Ho, Department of Building Inspection

December 2007

Karen Hurst, San Francisco Public Utilities Commission Carla Johnson, Department of Building Inspection Henry Karnilowicz, Occidental Express Priscilla Kartawidjaya, Department of Building Inspection Joe Katz, Innovative Windows John Kerley, Contractor Louise Kimbell, Department of Building Inspection Yvonne Ko, Planning Department Laurence Kornfield, Department of Building Inspection Alex Kwan, Department of Building Inspection Sam Kwong, Department of Telecommunications and Information Services Edmund Lai, Lai’s E & H Electric Jim Lazarus, San Francisco Chamber of Commerce Anita Lee, Department of Building Inspection Susan Leong, Department of Building Inspection Melissa Lerma, San Francisco Fire Department Mary Lew, San Francisco Public Utilities Commission Emily Lin, Department of Building Inspection Wilson Lo, Department of Building Inspection Daniel Lowrey, Department of Building Inspection Ray Lui, Department of Building Inspection Redmond Lyons, R Group, Inc. Jeffrey Ma, Department of Building Inspection Ben Man, Department of Building Inspection Dushyant Manmohan, AME. Inc. Sofia Mathews, San Francisco Fire Department Jim McCormick, Planning Department John McDowell, San Francisco Permits Brian McGee, McGee & McGee Dan McKenna, Department of Public Works K. McLelland, Cahill Contractors, Inc. Chris McMahon, McMahon Architects & Builders Rose McNulty, American Institute of Architects/Asian Neighborhood Design Sean McNulty, Department of Building Inspection Jesus Mora, San Francisco Fire Department Cheryl Muñoz, San Francisco Public Utilities Commission Danny Murtagh, Boston Properties Ephrem Naizghi, Department of Public Works/ Bureau of Street Use & Mapping Arleen Navarret, San Francisco Public Utilities Commission Jim Naylor, Citi Apartments Hema Nekkanti, Department of Building Inspection Kelvin Nguyen, Department of Building Inspection Bob Nibbi, Nibbi Brothers Robert Noelke, Professional Property Managers Association Eric Omokaro, Department of Building Inspection Paul Ortiz, Department of Building Inspection Patrick Otellini, A.R. Sanchez-Corea & Associates, Inc. Chuck Palley, Cahill Contractors Inc. Steve Panelli, Department of Building Inspection Paul Pedtke, Cahill Contractors, Inc. Bernie Poggetti, Capitol Electric

December 2007

John Pollard, San Francisco Garage Company Lou Pons, Pacific Gas & Electric Company Robert Power, Department of Building Inspection Lou Ravano, General James Reed, Department of Building Inspection Joseph Ruiz, Rhapsody Painting & Environment Paul Sacamono, Department of Public Works/Bureau of Urban Forestry Scott Sanchez, Planning Department Peter Sapida, Department of Telecommunications and Information Services Amy Schmitt, Department of Building Inspection Andy Schreck, Webcor Builders Kevin Simons, Robert Poyas Landscaping Garland Simpson, Department of Building Inspection Brian Smith, Planning Department Skip Soskin, Huntsman Architectural Group Bill Spitzig, San Francisco Public Utilities Commission Tod Stephenson, San Francisco Fire Department Peg Stevenson, Controller’s Office Bill Strawn, Department of Building Inspection Andrew Stringer, Anka Property Group Tuti Suardana, Department of Building Inspection D.J. Sullivan, Department of Building Inspection Ed Sweeney, Department of Building Inspection Monica Szu-Whitney, San Francisco Public Utilities Commission Simon Tam, Department of Building Inspection Jeff Taner, Structural Engineers Association of Northern California Sylvia Thai, Department of Building Inspection Pat Tobin, Department of Parking and Traffic–Safety Patrol Alan Tokugawa, Department of Building Inspection Hanson Tom, Department of Building Inspection David Valle-Schwenk, Department of Parking and Traffic–Special Project/Street Use Tom Venizelos, Department of Building Inspection Marge Vizcarra, San Francisco Public Utilities Commission Peter Wade, Public Utilities Commission Christina Wang, Department of Building Inspection Kevin Westlye, Golden Gate Restaurant Association Alan Whiteside, Department of Building Inspection Alan Wilburn, Department of Public Works Richard Wilkins, Department of Building Inspection Daryl Williams, Department of Building Inspection Clifton Wong, Department of Public Works Kenny Wong, Department of Public Health-Environmental Health Section Robert Wong, Department of Building Inspection Willy Yau, Department of Building Inspection Lauren Yim, Department of Building Inspection Janet Yip, Department of Building Inspection Brett Young, Cahill Contractors, Inc. Lisa Yu Pan, Department of Building Inspection Gerald Zari, San Francisco Fire Department Howard Zee, Department of Building Inspection

December 2007

AGENCIES/COMMUNITY GROUPS/LABOR

• American Institute of Architects (AIA) • Asian Neighborhood Design • Builders Owners and Managers Association (BOMA) • Committee on Jobs • Coalition of San Francisco Neighborhoods • Golden Gate Restaurant Association • Local 21 • National Association of Remodeling Institute • Professional Property Managers Association • Residential Builders Association (RBA) • Small Business Commission • San Francisco Planning & Urban Research (SPUR) • Structural Engineers of Northern California (SEONC)

CITY AGENCIES

• Mayor’s Office of Economic Development • Controller’s Office • Planning Department • San Francisco Fire Department (SFFD) • Department of Public Works (DPW) • Department of Public Health (DPH) • Mayor’s Office on Disability (MOD) • San Francisco Redevelopment Agency (SFRA) • San Francisco Public Utilities Commission (SFPUC) • Water Department • Municipal Transportation Agency (MTA) • Department of Telecommunications and Information Services (DTIS) • Board of Appeals (BPA) • Department of Parking and Traffic (DPT) • San Francisco Environment (SFE)

December 2007

PHOTOGRAPHS

December 2007

december 2007 page 0 · i. strengths, weaknesses, opportunities and threats (swot) analysis 105 ii....

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