December 2007 Page 0


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.


AS-IS AND TO-BE PROCESS

SAMPLE MAPS


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. 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.

1. 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.

2. 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.

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

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.

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fees

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x2 o

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Sr.

Bui

ldin

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spec

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tam

p/S

ign

if is

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Fini

sh

Aug

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1, 2

007

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lan

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and

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Ret

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No Planning DepartmentReview

Next Station per Routing Slip

REJ

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REJ

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REJ

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Ret

urn

to S

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n 2

for s

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No

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Returnto Station 2 for sign off

Dec

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7

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Sub

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PAY

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PER

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draw

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to m

ake

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offs

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PAY

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FIN

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App

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Pay

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Ret

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draw

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pro

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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

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cal

led

via

Aut

omat

edcu

stom

er tr

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1 H

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quire

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e st

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YES

YES

HEL

P D

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Cod

e qu

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licie

s an

d pr

oced

ures

Rej

ect /

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rthe

rin

fone

eded

Rej

ect /

Fu

rthe

rin

fone

eded

IPR

sta

ffde

term

ines

ifO

TC?

NO

Go

to “T

o-B

e”m

appi

ng fo

rA

dden

dum

subm

ittal

YES

CU

STO

MER

TO

GO

DIR

ECTL

Y TO

REV

IEW

DIS

CIP

LIN

ES A

FTER

REG

ISTR

ATI

ON

REG

ISTR

ATI

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Che

ck in

Aut

omat

ed c

usto

mer

track

ing

syst

emse

nds

tone

xt s

tatio

n(6

0 se

cond

sor

less

)

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

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tone

xt s

tatio

n(6

0 se

cond

sor

less

)

FIN

ISH

FREQ

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T C

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OM

ERS

ALL

CU

STO

MER

S

STA

RT

Fill

out

elec

troni

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plic

atio

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line

or a

tP

erm

it C

ente

rif

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at c

usto

mer

area

Per

mit

hist

ory

requ

ired?

Per

mit

hist

ory

Req

uire

d?N

O

Proc

eed

to IP

R

NO

NO

Yes,

if

requ

este

d

Yes,

ifre

ques

ted


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.

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. 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

AM

–3:

45 P

MC

usto

mer

sig

ns in

Sr.

Pla

n E

xam

iner

che

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for

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plet

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sed

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our

subm

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cum

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Site

Per

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num

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card

If ap

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less

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an th

enu

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can

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8:00

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Che

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ly a

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Che

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BN

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½ fe

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etc.

Iden

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Plan

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CEP

Ton

rout

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slip

Site

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DB

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1660

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App

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say

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Pla

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

DB

I Pla

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evie

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1660

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Inte

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8:00

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Plan

Exa

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ith th

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Ver

ifies

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If ad

ditio

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are

need

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Cal

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per r

outin

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DB

I Stru

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iew

1660

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RE

CH

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NT

Rec

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app

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men

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ithth

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App

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Pla

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go

over

pla

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geth

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okay

, Pla

n E

xam

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sta

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and

sig

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mor

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sne

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be

mad

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pplic

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ust m

ake

chan

ges,

and

resc

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appo

intm

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o m

eeta

gain

If there aremajor changes,MUSTsubmit alternative Site Permit

DB

I Pla

n R

evie

w S

ervi

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staf

f ver

ifies

all

need

ed s

tam

psfro

m o

ther

div

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nd d

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ts

WO

RK

UN

DE

RW

AY

DB

IPla

n R

evie

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ervi

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1660

Mis

sion

St.,

2nd

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App

lican

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add

ition

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No

resp

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Upo

n ex

pira

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date

,ap

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w

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Ove

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Cou

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(See

Ove

r-th

e-C

ount

er w

ith P

lans

Map

)

If O

ver-t

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ount

er(O

TC)

Ser

ial

Rev

iew

Cancelled by Central Permit Bureauuponrequest of Plan Examiner

Exp

ires

in …

(fro

m h

old

date

):$1

~ $

99,9

99 –

39 c

alen

dar d

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$100

K ~

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Mill

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Pay

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App

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App

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if th

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Applicant brings additional sets and copies of permit application

Responsible fordistribution

Inco

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Fax

Com

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App

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6

Recheck Appointment

Rec

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Appo

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Rev

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pla

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Sup

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to s

tatio

ns

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,

incl

udin

g S

choo

l fee

s, S

FPU

C, S

FM

unic

ipal

Tra

nsit

(MU

NI),

etc

.S

ends

cus

tom

erto

Cas

hier

whi

ledr

awin

gs a

re s

tam

ped

App

rove

d

Rej

ect /

M

ore

info

need

ed

FIN

ISH

FREQ

UEN

T C

UST

OM

ERS

ALL

CU

STO

MER

S

Yes,

if

requ

este

d

Pay

Rev

iew

Fee

Ret

urn

with

Rec

eipt

Ret

urn

with

rece

ipt t

o co

llect

dr

awin

gs

Pay

men

t for

repr

oduc

tions

requ

ired?

YES

Yes,

ifre

ques

ted

CO

MPL

ETE

SUB

MIT

TAL

OR

OB

TAIN

MO

RE

INFO

RM

ATI

ON

Ret

urn

to p

ick

upap

prov

ed s

tam

ped

draw

ings

STA

RT

Cus

tom

er b

rings

appr

oved

site

perm

it se

tand

mul

tiple

add

endu

mse

ts

Sm

alle

r pro

ject

s,no

app

oint

men

ts

Larg

er p

roje

cts,

cust

omer

has

optio

n fo

rap

poin

tmen

t

DB

I Str

uctu

ral

Plan

Rev

iew

MEC

HA

NIC

AL

SFPU

C

SFR

A

DPH

DPW

-BSM

SFFD

MO

D

Cus

tom

er c

olla

tes

Appr

oved

dra

win

gs to

prod

uce

two

final

sets

May

be

reje

cted

if n

otco

de c

ompl

iant

If ch

ange

sre

quire

d,ea

ch s

tatio

nno

tifie

scu

stom

er fo

r co

rrec

tions

Cus

tom

er m

akes

rech

eck

appo

intm

ents

for e

ach

stat

ion

With

sig

n of

f at

mee

ting,

if a

ppro

ved

Sep

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s)re

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old

upap

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als

Fina

l ins

pect

ion

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ires

perm

itap

prov

als

NO

TE:

“Mas

ter P

lan”

or r

epet

itive

proj

ects

may

bere

view

edsi

mul

tane

ousl

yto

pre

vent

dup

licat

e pl

an c

heck

ing

NO

TE:

Enha

nced

ser

vice

ava

ilabl

e fo

r add

ition

al fe

e –

all s

tatio

ns

Plan

ning

Dep

artm

ent

revi

ew a

nd a

ppro

val

Per

mit

hist

ory

requ

ired?

Per

mit

hist

ory

Req

uire

d?

Is it

iden

tical

to a

ppro

ved

site

perm

it?

IPR

to: Col

lect

mul

tiple

copi

es o

f pla

nsfro

m c

usto

mer

Set

up

rout

ing

loca

tions

and

sequ

ence

Rou

te p

lans

todi

scip

lines

Det

erm

ine

turn

arou

nd ti

mes

Dis

cipl

ine

supe

rvis

or to

estim

ate

revi

ewho

urs

Turn

arou

nd ti

mes

mar

ked

on p

lans

Pla

ns a

ssig

ned

to

staf

f

Plan

s de

liver

ed to

Dis

cipl

ines

with

in o

nebu

sine

ss d

ay

YES

NO

NO N

O

AFT

ER P

LAN

NIN

G D

EPA

RTM

ENT

APP

RO

VAL

If te

nant

dis

plac

emen

t, 15

cal

enda

rda

yho

ld, o

nce

fees

pai

d

NO

FIN

ISH

Hol

d re

quire

d?YE

S

PAY

FEE

@

CA

SHIE

RA

ppro

ved

Issu

e Pe

rmit

and

Job

Car

dA

ppro

ved


NEW HIGH RISE – SITE PERMIT

“As-Is” Mapping Issues:

• 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

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



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.

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. 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.

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 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

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. 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

AM

–3:

45 P

MC

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sig

ns in

Sr.

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evie

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chec

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8:00

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8:00

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Planning DepartmentClerk picks up plans every dayCPB logs out on Permit Tracking System (PTS)Planning Departmentlogs in on Permit TrackingSystem(PTS)Route to quadrant team leader who already approvedfrom discretionaryreview/environmental (all beforesubmitting to DBI)Adds CPZOC on routing fir for inclusionary housing permits

Applicant returns withadditional sets

Dec

embe

r 200

7

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– P

lan

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and

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REC

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May

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INSPECTION SCHEDULING

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

• Integrated Voice Recognition System (IVR)

• Online / Website • In-person

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– In

spec

tions

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com

mitt

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appi

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sche

dulin

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to e

ach

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Prov

ide

an o

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spec

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day-

of, t

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bilit

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spec

tor c

alls

toco

nfirm

).In

clud

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nera

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type

of in

spec

tions

that

are

kno

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to ta

ketim

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that

aut

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ed s

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m c

an te

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w m

any

of w

hatt

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you

need

to p

rovi

de o

n an

y gi

ven

day.

Coo

rdin

ated

insp

ectio

ns –

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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

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with

spe

cific

timef

ram

es to

war

ds c

ompl

etio

n as

pro

gres

sm

ade

with

intim

efra

me.

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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.

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es In

spec

tion

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dulin

gfo

rPR

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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

Department of Building InspectionDirector’s Office1660 Mission Street

San Francisco, CA 94103-2414(415) 558-6131 Fax (415) 558-6225

www.sfgov.org/dbi

December 2007 Page 0

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