A Path to Building Safety Excellence DBI's FY2015 - 2020 Strategic Plan - Department of Building Inspection
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A Path to Building Safety Excellence DBI’s FY2015 – 2020 Strategic Plan
Table of Contents
Opening Messages 1
Vision & Goals 2
Goal 1 1A 3
1B
Review Plans and Issue Permits 4
Safeguarding Life and Property in
1C
Compliance with City and State Regulations. 5
1D 6
Goal 2 2A 7
2B
Provide Inspections to Enforce Codes and
Standards to Protect Occupants’ Rights
8
2C
Ensuring Safety and Quality of Life. 9
2D 10
2E 11
2F 12
Goal 3 3A 13
3B
Deliver the Highest Level of Customer 14
Service.
3C 15
Goal 4 4A 16
4B
Implement Efficient and Effective
17
Administrative Practices.
4C 18
4D 19
Goal 5 5A 20
5B
Proactively engage and educate customers,
21
contractors, and stakeholders on DBI’s
services, functions and legislated programs.
Message Message
From the Mayor From The Director
In the last five years, San Francisco DBI is an integral role player at the I am pleased to present the As a City built in one of the world’s
has seen the most remarkable forefront of housing and commercial Department of Building Inspection’s most at-risk seismic zones, DBI’s
construction boom since the rebuild developments, especially as we (DBI) “Path to Building Safety Strategic Plan is designed to ensure
that followed the 1906 Great continue our goal of building 30,000 Excellence” Strategic Plan for Fiscal all buildings are code-compliant
Earthquake and Fire. units of housing by 2020. This is Years 2015–2020—a plan that and, where necessary, retrofitted to
coupled with the Soft Story program, focuses DBI’s goals, objectives and minimize the kinds of injuries, fatalities
Every day, the Department of Building the legalization of existing units and performance metrics on building and damage to structures that we
Inspection (DBI) works to protect the addition of new units as well safety targets over the next two years; know from first-hand experience
life and building safety within the 49 as supporting the construction of and a plan that upon daily, weekly will be caused by the next major
square miles of San Francisco. This is transportation hubs such as the and monthly execution will enable us earthquake. While no engineer or
done through the hard work of its staff Transbay Transit Center, throughout to realize DBI’s Mission and Vision, architect can design an ‘earthquake-
as mechanical and structural engineers the City. ensuring the fundamentals of building proof’ building, code changes and
review plans to ensure adherence to safety for all who visit, work and improvements every three years
State and local code requirements I join DBI as they introduce their recreate in San Francisco. provide us with the opportunity to
while our building, plumbing, electrical five-year strategic plan for 2015–2020, prepare ourselves for rapid and
and housing inspectors ensure that setting us on a “Path to Building Safety Through this Strategic Plan, DBI effective emergency response,
all permits issued are inspected for Excellence.” This living document will sets forth a viable framework and and to protect our families and our
life and building safety as well as serve as a long-term strategic tool to its management team begins the properties. DBI continues to work
maintenance of habitability. They help DBI continue to accomplish their multiple tasks of bringing the plan tirelessly on staff training programs to
are assisted by an exceptional mission of protecting life and building to life through specific actions. As assure we are as ready as humanly
administrative staff that provides great safety in San Francisco. you will see in the Plan’s details, we possible.
customer service as well. Together, have laid out specific objectives and
this department successfully enforces With warmest regards, measurable actions tied to DBI’s DBI staff and management are
and regulates the appropriate codes core services of Plan Review and especially appreciative of the
to ensure all who live, work and visit in Permit Issuance, Inspections, Code Mayor’s ongoing support for all our
San Francisco can do so safely. Enforcement and the delivery of programs, as well as for the Board of
consistently high quality customer Supervisors, and we look forward to
As new buildings are constructed, services. The Plan’s Goals and achieving the goals and performance
DBI is ensuring that it is done safely Edwin M. Lee, Mayor Actions, in turn, are connected to the metrics that will continue to make a
and in accordance with code. They Mayor’s vision and leadership for the difference as we enact this Strategic
also ensure the existing 200,000 entire City – providing code compliant Plan.
commercial and residential buildings and safely-built buildings that are,
found throughout the City continue in fact, the homes and buildings Sincerely,
to be structurally safe and habitable. where our citizens live, raise families,
They are also helping to transform, work and recreate in ways that are
revitalize and bring economic vitality productive, creative and generate
to blighted neighborhoods and what both our nation and the world
merchants’ corridors by ensuring understand as the unique ethos that is Tom Hui, S.E., C.B.O. and Director
commercial storefronts, restaurants San Francisco in the 21st Century.
and small businesses are safe.
VISION Ensuring that Life and Property are Safeguarded, Through Fair and Transparent Processes.
The Department of Building Inspection (DBI) Strategic Plan,
“A Path to Building Safety Excellence” for Fiscal Years
2015–2020, is the result of six months of intense collaboration
between management and staff from all divisions. The strategic
planning process was a rigorous endeavor that included input
from industry professionals and community stakeholders from
across the City. The end result is a DBI blueprint that establishes
five concrete goals and 19 objectives that will serve as a viable
road map to the most efficient, effective DBI, providing the
highest levels of customer service. This plan is to be updated,
based upon lessons learned, as needed, annually at a minimum,
to allow for adjustments in the dynamic, always changing,
building safety environment.
Goal 1 Goal 2 Goal 3 Goal 4 Goal 5
Review Plans and Issue Permits Perform Inspections to Enforce Codes Deliver the Highest Level of Customer Utilize Efficient and Effective Proactively Engage and Educate
Safeguarding Life and Property in and Standards to Protect Tenants’ Service. Administrative Practices. Media, Contractors, Stakeholders and
Compliance with City and State Rights and Ensuring Safety and Quality Customers on DBI’s Services, Functions
Regulations. of Life. and Programs.
• Objective 1A: Review Plans using a • Objective 2A: Ensure Quality and Timely • Objective 3A: Implement Technology • Objective 4A: Ensure Timely Response to • Objective 5A: Review and Update Legislative
Transparent Process and with Standards Inspections. Improvements. Records Requests. and Public Affairs Plan.
Applied Uniformly. • Objective 2B: Electrical Inspection Division • Objective 3B: Maintain Adequate Staffing to • Objective 4B: Manage Department Funds. • Objective 5B: Continuously Update
• Objective 1B: Issue Permits. Conducts Electrical Inspections to Ensure Meet Customer Demands. • Objective 4C: Manage Department Fleet to and Implement a Multi-Prong Strategic
Code Compliance. • Objective 3C: Manage Department Facility. Ensure Maximum Use of Vehicles. Communications Plan.
• Objective 1C: Update and Interpret Codes
and Standards. • Objective 2C: Plumbing Inspection Division • Objective 4D: Review and Update
Conducts Plumbing Inspections to Ensure Department’s Disaster Response Plan.
• Objective 1D: Ensure Convenient, Efficient,
Code Compliance.
and Timely Permit Processing Coordinated
with other City agencies. • Objective 2D: Building Inspection Division
Conducts Inspections of Buildings and
Properties/Structures to Ensure Code
Compliance.
• Objective 2E: Inspect Housing to Enforce
Codes and Standards to Protect Tenants’
Rights and Ensuring Quality of Life.
• Objective 2F: Manage Notice of Violations
and Complaints.
Goal 1: Review Plans and Issue Permits Safeguarding Life and 3
Property in Compliance with City and State Regulations.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
1A: Review 80% of all building permit 1A: Review and update the 80% goal of all 1A: Review and update the process that 1A: Implement an electronic plan review check 1A: Review and update as needed the
applications at Over-the-Counter (OTC) for same building permit applications processed OTC for encourages customers on an ongoing basis to system to allow for faster, more efficient plan implemented electronic plan check system.
day issuance service. same day issuance service annually. convert site permits to OTC. review and to improve customer convenience.
Review the goal of all building permit applications
Senior Plan Check staff will review a minimum of Review and update the goal of Senior Plan Check Evaluate public experience improvements on Review and update the standard for all building at OTC for same day issuance service.
5% of plan checks conducted by junior staff to staff reviewing plan checks conducted by junior DBI’s 1st and 5th floors and improve, as needed. permit applications at OTC for same day issuance
ensure codes and standards are applied uniformly. staff to ensure codes and standards are applied service and update as needed.
uniformly annually.
Manage Plan Review turnaround time by
reviewing 90% of Site Permit Applications with Review and update the goal of reviewing 90%
construction valuation of greater than $4,000,000 of Site Permit Applications with construction
within 28 calendar days. valuation of less than $4,000,000 within 28
calendar days annually.
Manage Plan Review turnaround time by
reviewing 90% of Site Permit Applications with Review and update the goal of reviewing 90%
construction valuation of less than $3,999,999 of Site Permit Applications with construction
within 21 calendar days. valuation of less than $3,999,999 within 21
calendar days annually.
Manage Plan Review turnaround time by
reviewing 90% of Permit Applications for one and Review and update the goal of reviewing 90%
two family dwellings within 28 calendar days. of Permit Applications for one and two family
dwellings within 28 calendar days annually.
Manage Plan Review turnaround time by
reviewing 90% of Permit Applications for multi- Review and update the goal of reviewing 90% of
family residential, mixed-used buildings, office, Permit Applications for multi-family residential,
commercial, and other such buildings within 42 mixed-used buildings, office, commercial, and
calendar days. other such buildings within 42 calendar days
annually.
Conduct 90% of requested Pre-Application
Meetings within 14 days. Review and update the goal of conducting 90%
of requested Pre-Application Meetings within 14
Submitted projects will be audited to ensure that days annually.
the intake process meets a quality assurance
standard of 90%. Review and update the quality control standard
for submitted projects annually.
Develop and implement a plan that encourages
customers to convert site permits to OTC and Review and update the plan that encourages
track results, to increase participation rates customers on an ongoing basis to convert site
annually. permits to OTC.
Review and audit process that ensures that 100% Initiate and develop public experience
of all premium applications commence review
within five business days of receipt.
improvements on the 1st and 5th floors in
response to 2015 Customer Satisfaction Survey 1A: Review Plans Using a Transparent Process
results.
and with Standards Applied Uniformly.Goal 1: Review Plans and Issue Permits Safeguarding Life and 4
Property in Compliance with City and State Regulations.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
1B: Ensure customer compliance Soft Story 1B: Ensure customer compliance Soft Story 1B: Ensure customer compliance Soft Story 1B: Ensure customer compliance Soft Story 1B: Ensure Private School Seismic Safety
Program’s Tier 1 requirements. Program’s Tier 2 requirements. Program’s Tier 3 requirements. Program’s Tier 3 requirements. Ordinance Program
compliance.
Develop simple Online Permit Ensure Private School Seismic Safety Ordinance Ensure Private School Seismic Safety Ordinance Ensure Private School Seismic Safety Ordinance
Submittals and Issuance portal for basic work Program compliance. Program compliance. Program compliance.
without plans, i.e. re-roofing, siding or stucco
replacement or repair not visible from the public Evaluate and review the new Online Permit Review the results and update the Unit Review the results and update the Unit
way (non-historical). submittals and issuance portal for basic work Legalization Program. Legalization Program.
without plans, i.e. re-roofing, siding or stucco
For on-going Soft Story Program, scan all replacement or repair not visible from the public Audit the results and update the Accessory Audit the results and update the Accessory
screening forms to allow faster and easier retrieval way (non-historical). Dwelling Unit Program. Dwelling Unit Program.
on the Permit Tracking System.
Review the Unit Legalization Program.
Establish Unit Legalization Counter.
Review the Establish Accessory Dwelling Unit
Establish Private School Seismic Safety Counter. Program.
Establish Accessory Dwelling Unit Counter.
1B: Issue Permits.Goal 1: Review Plans and Issue Permits Safeguarding Life and 5
Property in Compliance with City and State Regulations.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
1C: Post and update Information Sheets and 1C: Order and maintain current hard copies of 1C: Post and update Information Sheets and 1B: Ensure customer compliance Soft Story 1C: Post and update Information Sheets and
Administrative Bulletins for code interpretations on Title 8 (Cal OSHA), Title 19 (Public Safety), Title 20 Administrative Bulletins for code interpretations on 1C: Post and update Information Sheets and Administrative Bulletins for code interpretations on
DBI’s website. (Public Utilities) and Title 25 (Housing). DBI’s website. Administrative Bulletins for code interpretations on DBI’s website.
DBI’s website.
Update DBI Policies and Procedures in response Post and update Information Sheets and Review and update DBI Policies and Procedures Review and update DBI Policies and Procedures
to implementation and enforcement of locally Administrative Bulletins for code interpretations on in response to implementation and enforcement Update DBI Policies and Procedures in response in response to implementation and enforcement
adopted ordinances DBI’s website and notify of locally adopted ordinances to implementation and enforcement of locally of locally adopted ordinances
as required annually. DBI & SFFD staff as required. as required. adopted ordinances as required.
as required.
Improve email response to inquiries that come to Update DBI Policies and Procedures in response
techQ@sfgov.org regarding code questions and to implementation and enforcement of locally Update code as required by the code cycle.
procedures. adopted ordinances
as required.
Work with California Building Standards
Commission and other agencies to develop, Work with California Building Standards
update, and interpret California and San Francisco Commission and other agencies to develop,
Building Code, update, and interpret California and San Francisco
Mechanical Code, Energy Code, Green Building Building Code, Mechanical Code, Energy Code,
Code and related local ordinances. Green Building Code and related local ordinances.
Update code as required by the code cycle.
Ensure that all code updates are posted on DBI’s
website within two business days.
Organize Technical Services Division (TSD) library
into separate categories: Documents, Standards,
Standards, Model Codes, Interpretation Manuals,
Code Adoptions, Accessibility and Reference to
be more user friendly for internal use.
1C: Interpret and Update Codes and Standards.Goal 1: Review Plans and Issue Permits Safeguarding Life and 6
Property in Compliance with City and State Regulations.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
1D: Approve or deny requests for OTC review of 1D: Approve or deny requests for OTC review of 1D: Approve or deny requests for OTC review of 1D: Approve or deny requests for OTC review of 1D: Approve or deny requests for OTC review of
submitted plans within two business days after submitted plans in a timely manner after receipt. submitted plans in a timely manner after receipt. submitted plans in a timely manner after receipt. submitted plans in a timely manner after receipt.
receipt. Audit to ensure compliance. Audit to ensure compliance. Audit to ensure compliance. Audit to ensure compliance. Audit to ensure compliance.
Update and review process which ensures that Review and update the quality control review of Update plan coordination and distribution Update and review process to ensure that OTC Update the quality control review of the 5th floor
OTC (no-plans) building permits are reviewed the 5th floor Permit Processing Center. between departmental review agencies. no-plans building applications are reviewed in a Permit Processing Center.
within a maximum of 20 minutes of waiting time timely fashion.
after sign-in and audit compliance annually. Review the monthly OTC clerical training program Update and refine a quality control review process
and report recommendations to the Deputy of the 5th floor Permit Processing Center. Update the quality control review process of the
Improve plans coordination and distribution Director. 5th floor Permit Processing Center.
between departmental review agencies and
evaluate annually.
Further develop and refine a quality control review
of the 5th floor Permit Processing Center. Develop
a monthly OTC clerical training program.
1D: Ensure Convenient, Efficient, and Timely
Process Coordinated with Other City Agencies.Goal 2: Provide Inspections to Enforce Codes and Standards to Protect 7
Occupants’ Rights Ensuring Safety and Quality of Life.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
2A: Building, Electrical and Plumbing inspections 2A: Review polices to ensure that Building, 2A: Update the Policy and Procedure Manual for 2A: Maintain Policy and Procedure Manual yearly 2A: Maintain Policy and Procedure Manual yearly
are performed in a timely manner with inspectors Electrical and Plumbing Inspections are performed all inspection divisions (BID, EID, PID, CES and to capture revised office policy from legislative and to capture revised office policy from legislative and
performing on average at least 11 inspections per in a timely manner. HIS) every three years. code changes. code changes.
day and 9 inspections per day on average in the
Downtown districts Audit the inspection records to ensure that 80% of Review and enhance DBI’s process and Monitor State mandates for updates to Energy Review policies to ensure that Building, Electrical
Complaint Inspections are being performed within procedures for verification of customer Codes. and Plumbing Inspections are performed in a
Perform 80% of Building, Electrical and Plumbing three business days of date received annually. compliance for State mandated Title 24 Energy timely manner.
Complaints Inspections within three business Codes. Review policies to ensure that Building, Electrical
days of date received. Produce monthly reports Review policies to ensure 80% of non-life hazard and Plumbing Inspections are performed in a Review policies to ensure that Housing
and audit results. Housing Complaints are performed within three Review the Building, Electrical and Plumbing timely manner. Inspections are being performed in a timely
business days of date received annually. Complaints inspection process to update the 80% manner.
Perform 80% of permit inspections within two within the three business days of request date Review policies to ensure that Housing
business days of request date. Produce monthly Audit inspection records to ensure that 100% of policy. Inspections are performed in a timely manner. Update State mandates for updating Energy
report and audit results annually. Life Hazard inspections are responded to within Codes.
one business day.
Perform 80% of non-life hazard Housing
Complaints Inspections within three business Audit the inspections records to ensure that 80%
days of date received. Produce monthly report of permit inspections are being performed within
and audit results. two business days of request date annually.
Perform 100% of Life Hazard inspections within
one business day of request.
2A: Ensure Quality & Timely Inspections.Goal 2: Provide Inspections to Enforce Codes and Standards to Protect 8
Occupants’ Rights Ensuring Safety and Quality of Life.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
2B: Evaluate and monitor electrical inspection and 2B: Enhance policies and procedures for Title 24 2B: Establish and develop a collaboration with 2B: Update the implementation of outreach 2B: Review the collaboration with PG&E in
complaint turnaround times, to ensure a response and Green Code mandates. PG&E in reviewing codes and construction program with Contractors and review annually. reviewing codes and construction changes.
rate of 80% of inspections performed within three changes.
business days of receipt. Review and update policies and procedures for Update and review the collaboration with PG&E in
newly passed legislation pertaining to Cell Phone Review and update the implementation of the reviewing codes and construction changes.
Address Title 24 Energy Conservation sites, Solar and Electric Vehicle Chargers annually. outreach program with contractors.
Compliance, by educating customers to meet its
requirements. Review and update the goals for electrical
inspection and complaint turnaround times
Update and review Solar Plan review process to annually.
meet AB-2188 requirements.
Establish and implement outreach program with
Annual update of Division Operations Manual to contractors.
improve customer service and staff compliance.
2B: Electrical Inspection Division (EID) Conducts
Inspections to Ensure Code Compliance and
Responds to Complaints.Goal 2: Provide Inspections to Enforce Codes and Standards to Protect 9
Occupants’ Rights Ensuring Safety and Quality of Life.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
2C: Review and update the Boiler Permit 2C: Update continuing education of staff program 2C: Implement and work with other City agencies 2C: Review and update the implementation of the 2C: Update the Flood Program, Grey Water
complaints procedures in order to ensure timely to provide consistency of code enforcement to establish a Flood Program, Grey Water Flood Program, Grey Water Program and Storm Program and Storm Water Program.
processing. Implement recommendations interpretation annually. Program and Storm Water Program Water Program.
annually.
Review the implementation the RAD Program Review and update continuing education of
Prepare for the upcoming California Plumbing by reviewing and updating the plan review and staff program to provide consistency of code
Code / San Francisco addendum process. inspection process. enforcement interpretation annually.
Update continuing education of staff program Review and update the implementation the RAD
to provide consistency of code enforcement Program by reviewing and updating the plan
interpretation. review and inspection process.
Complete implementation the Rental Assistance
Demonstration (RAD) Program by providing a plan
review and inspection process.
2C: Plumbing and Mechanical Inspection Division
(PID) Conducts Inspections to Ensure Code
Compliance and Responds to Complaints.Goal 2: Provide Inspections to Enforce Codes and Standards to Protect 10
Occupants’ Rights Ensuring Safety and Quality of Life.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
2D: Measure inspector performance through daily 2D: Review and update Inspectors use of 2D: Review and update inspectors use of the 2D: Review and update inspectors use of the 2D: Review and update inspectors use of the
evaluations of inspections and day ratios and technology, including wireless devices for access latest technologies to improve productivity. latest technologies to improve productivity. latest technologies to improve productivity.
produce daily reports. to inspection schedules, to ensure efficiency and
productivity. Review and update outreach program to Review and update the continuing staff training Review BID complaints and approve at each step
Ensure the quality and consistency of inspections Contractors. educational program. by a Senior Inspector from compliance to case
by conducting Senior Building Inspector Spot Design outreach program to educate Contractors closure.
Checks. Audit results. on new code changes. Ensure the quality and consistency of inspections
by conducting Senior Building Inspector Spot
Establish a quality control program to ensure Implement an updated continuing staff training Checks. Audit results.
consistency in the Notice of Violation Process. educational program.
Review BID complaints process that requires Review the measure for inspector performance
approval at each step by a Senior Inspector from through daily evaluations of inspections and day
compliance to case closure. ratios annually.
Establish greater focus with Inspectors in the Review and update the quality and consistency
use of technology, including wireless devices for of inspections by conducting Senior Building
access to inspection schedules. Produce report Inspector Spot Checks annually.
on findings.
Review and update the Notice of Violation
Process and make recommendations to ensure
the quality and consistency of inspections
annually.
Review BID complaints and approve at each step
by a Senior Inspector from compliance to case
closure. Produce report on findings.
2D: Building Inspection Division (BID) Conducts
Inspections of Buildings and Properties/Structures to
Ensure Code Compliance and Responds to Complaints.Goal 2: Provide Inspections to Enforce Codes and Standards to Protect 11
Occupants’ Rights Ensuring Safety and Quality of Life.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
2E: Ensure that routine Housing Inspection 2E: Coordinate to improve HIS enforcement and 2E: Update the Operating Procedures Manual by 2E: Update the Operating Procedures Manual to 2E: Update the Operating Procedures Manual
Services (HIS) inspections are performed in timely cost recovery models with SFFD to determine adding a section identifying Chief’s operating daily, identify and create enhanced procedures for five to identify and implement enhanced code
manner and conducted 80% of inspections on which items can be mutually utilized. weekly, and monthly bench marks. year code enforcement policy improvements. enforcement procedures such as administrative
non-life complaints within three business days. penalties.
Audit results. Review and update to ensure that routine Develop comprehensive online tools for residential Update the Division’s RAD Program
inspections are performed in a timely manner and property owners regarding proactive property responsibilities by coordinating and implementing For the RAD Program compile data with CEOP
Respond to 100% of Life Hazard and Heat evaluate the goal for response time for inspections maintenance. a new MOU with SF Housing Authority and Code on MOU implementation and related complaint
Complaints within one business day. Report on complaints annually. Enforcement Outreach Program (CEOP) vendors. response/inspection services for reporting to BIC.
results weekly. Develop a program to increase inspection and
Audit records to validate that 100% of Life reporting ability to issue Notices & retrieve Review and update comprehensive online tools
Monitor, evaluate and track inspector performance Hazards and Heat Complaints are responded to reference materials and permit histories in the field for residential property owners regarding proactive
weekly and produce monthly report to track within one business day annually. on a regular basis. property maintenance.
results.
Review and update the HIS process that Review and update the recommendations of the Review and update the program to increase
Participate in and provide administrative support monitors, evaluates and tracks inspector Emergency Interagency Fire Safety Task Force. inspection and reporting ability to issue Notices &
to the Emergency Interagency Fire Safety Task performance weekly. Use findings to produce retrieve reference materials and permit histories in
Force to review and make recommendations to recommendations for department annually. the field on a regular basis.
the Board of Supervisors to implement findings
and recommendations to improve fire safety in Implement the findings and recommendations
multi-unit residential buildings. of the Emergency Interagency Fire Safety Task
Force.
Develop a joint database with SFFD regarding fire
damaged buildings.
With SFHA, review and update the current
DBI/SFHA MOU pertaining to Housing Code
complaints to reflect the transition to private
management of the SFHA buildings (RAD
Program).
2E: Inspect Housing to Enforce Codes and Standards
to Protect Tenants’ Rights and Ensure Quality of Life.Goal 2: Provide Inspections to Enforce Codes and Standards to Protect 12
Occupants’ Rights Ensuring Safety and Quality of Life.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
2F: Monitor and track inspection complaints with 2F: Review and update Code Enforcement 2F: Review and update the process on abated 2F: Update and review how DBI monitors and 2F: Track and produce the Lien Property List for
Notice of Violations Issued. Report results on a policies and procedures. Produce report and complaints with Notice of Violations. Report tracks complaints with Notice of Violations Issued. the Board of Supervisors.
monthly basis. make recommendations. findings annually.
Report on cases with Orders of Abatement Complete an assessment survey with the City
Monitor and track number of cases sent to Update and review how DBI monitors and tracks Monitor and track number of cases sent to issued. Attorney Office to reassess outstanding cases.
Director’s Hearings. Report findings monthly. all inspection complaints with Notice of Violations Director’s Hearings. Report results monthly.
Issued annually. Review and update Code Enforcement policies Track and update the Vacant Buildings Report per
Report on cases with Orders of Abatement Produce report on cases with Orders of and procedures. the required ordinances.
issued. Ensure that new cases are assessed a Review process on abated complaints with Abatement issued.
monthly monitoring fee within 60 days. Notice of Violations. Use findings to make Complete an assessment survey with the City
recommendations. Ensure that new cases are accessed a monthly Attorney Office to reassess outstanding cases.
Perform annual audit to ensure that monitoring monitoring fee within 60 days. Audit annually.
fees are properly assessed. Review and update the process in which cases Track and produce the Lien Property List for the
are sent to Director’s Hearings annually. Audit the Complete an assessment survey with the City Board of Supervisors.
Complete an assessment survey with the City number of cases sent to Director’s Hearings. Attorney Office to reassess outstanding cases.
Attorney Office to reassess outstanding cases. Track and update the Vacant Buildings Report per
Complete an assessment survey with the City Track and produce the Lien Property List for the the required ordinances.
Track and produce the Lien Property List for the Attorney Office to reassess outstanding cases. Board of Supervisors.
Board of Supervisors.
Track cases with Orders of Abatement issued. Track and update the Vacant Buildings Report per
Track and update the Vacant Buildings Report per Ensure that new cases are assessed a monthly the required ordinances.
the required ordinances. monitoring fee within 60 days on an annually
basis.
Track and produce the Lien Property List for the
Board of Supervisors.
Track and update the Vacant Buildings Report per
the required ordinances.
2F: Manage Notice of Violations and Complaints.Goal 3: Deliver the Highest Level of Customer Service. 13
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
3A: Continue to establish routine maintenance 3A: Continue with the development of the Permit 3A: Implementation and integration of the updated 3A: Prepare, develop and provide the equipment 3A: Develop and provide digital signage, audio
of technology systems. Downtime is planned and Project Tracking System (PPTS). version of PPTS. for the IT infrastructure data center in the and video equipment for the proposed DBI
after business hours and weekends to minimize proposed DBI building for use by DBI along with building.
business interruption. Provide a cloud-base file sharing platform to Research and implement an electronic plan other City departments.
collaborate with or exchange large files with check system to conduct faster, more efficient Develop and provide replacement equipment for
Ensure system uptime by replacing and ensuring business partners and colleagues as well as plan reviews and to enable customers to submit Provide phone system for the proposed DBI the DOC (Department Operations Center), Point-
computers are standardized using business- provide an efficient storage for inspectors on the plan set electronically along with the permit office using VOIP technologies. The new system of-Sale system and public kiosk computers to
class models that have longer support from the field when they document inspections with photos applications conveniently. will provide phone, voicemail, conferencing sustain system reliability and functionality.
manufacturer and easier maintenance for IT staff. and videos using mobile devices. and integration to existing IVR (interactive voice
Expand current Online Permit functionalities for response) system which automates call traffic and
Research to replace Atlas, document Replace existing IT infrastructure equipment to DBI customer by offering issuance of additional routes calls accordingly.
management system with a new document maintain system reliability and business continuity. permit type via the web portal.
management solutions to simplify the ability to Work in coordination with Communication Office Prepare and develop Wi-Fi infrastructure for new
search, retrieve, process and archive documents to research and develop a scope of work for a office.
from anywhere in the department. robust, innovative customer focused website.
Launch pilot plan for electronic sign-in process on
Research and develop a plan for implementing a selective floors and evaluate program.
cloud-based disaster recovery solution to improve
disaster recovery and business continuity of DBI’s
IT operations.
Develop plan to better manage, monitor and
secure all devices connecting to the network and
to preserve reliability and integrity of the network
management and monitoring system.
Research and develop pilot plan for electronic
sign-in process on selective floors.
3A: Implement Technology Improvements.Goal 3: Deliver the Highest Level of Customer Service. 14
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
3B: Develop Recruitment Plan 3B: Develop department-wide onboarding training 3B: Develop and fully implement Leadership
for new staff. Program to strengthen leadership and
performance.
Develop Workforce Succession Plan.
3B: Maintain Adequate Staffing to Meet to Customer Demands.Goal 3: Deliver the Highest Level of Customer Service. 15
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
3C: Complete HVAC improvements from first to 3C: Coordinate and meet with other City agencies 3C: Coordinate and meet with other City agencies 3C: Coordinate and meet with other City agencies
fifth floors at 1660 Mission. on the steering committee that is planning the in finalizing the plans and design of the new in finalizing the plans and design of the new
development and design of the new DBI building. Permit Center building. Permit Center building.
Coordinate and meet with other City agencies
through the steering committee meetings in the Develop and implement a strategy to finalize the Develop and implement a strategy to finalize the
planning, development and design of the new plan to move to the new Permit Center building. plan to move to the new Permit Center building.
Permit Center building.
3C: Manage Department Facility.Goal 4: Implement Efficient and Effective Administrative Practices. 16
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
4A: Efficient and prompt processing of 3R 4A: Efficient and prompt processing of 3R 4A: Review and update the goal of 3R requests
requests by meeting a goal of processing 90% of requests by meeting a goal of processing 90% of by meeting a standard of processing 90% of
requests within seven business days. requests within seven business days. requests within seven business days.
Efficient and prompt processing of records Efficient and prompt processing of records Review and update the goal of records requests
requests by meeting a goal of processing 90% of requests by meeting a goal of processing 90% of by meeting a standard of processing 90% of
requests within 20 business days. requests within 20 business days. requests within 20 business days.
4A: Ensure Timely Response to Records Request.Goal 4: Implement Efficient and Effective Administrative Practices. 17
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
4B: Update and Complete Finance Policies and 4B: Develop consistent division cost tracking 4B: Conduct Fee Study. 4B: Adopt and implement new Fee Study.
Procedures. reports to assist fee study collection.
4B: Manage Department Funds.Goal 4: Implement Efficient and Effective Administrative Practices. 18
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
4C: Implement Global Positioning System (GPS) 4C: Establish Fleet Management Plan.
for vehicles.
4C: Manage Department Fleet to Ensure
Maximum Use of Vehicles.Goal 4: Implement Efficient and Effective Administrative Practices. 19
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
4D: Review and update DBI emergency 4D: Review and update the process that ensures 4D: Provide advanced emergency management 4D: Review and update the advanced emergency 4D: Develop the Floor Evacuation Monitors list for
Operations Plan on an annual basis. that all DBI building inspectors and engineers training to senior inspection staff at the California management training to senior inspection staff at the new DBI building Emergency Evacuation Plan
obtain or renew their SAP Evaluator registration. Specialized Training Institute (CSTI). CSTI annually. and replace floor monitors as vacancies occur
Update the Floor Evacuation Monitors list for the Coordinate training for new building inspectors due to staffing changes.
1660 Mission Street Emergency Evacuation Plan and engineers as a part of the onboarding Implement and provide all staff having supervisory Review and update the process for staff having
and replace floor monitors as vacancies occur process annually. responsibilities with training in ICS-200, ICS-300, supervisory responsibilities with training in ICS-
due to staffing changes. & ICS-400, where appropriate. 200, ICS-300, & ICS-400, where appropriate Conduct drills and training exercises on a regular
Review and update to ensure a minimum of annually. basis for all staff coordinated with the DEM
Update the Department Operations Center (DOC)
70% attendance rate by Disaster Preparedness Conduct drills and training exercises on a regular Emergency Response Plan.
Building Safety Organization Chart annually.
Coordination Unit staff at recurring disaster basis for all staff in coordination with the DEM Conduct drills and training exercises on a regular
Provide training for all DBI Building Safety Team preparedness meetings. Audit compliance Emergency Response Plan. basis for all staff coordinated with the DEM
staff in Incident Command System (ICS)-100 for annually. Emergency Response Plan.
foundational training in emergency management
and incident command organizational principles Deploy the 120 newly acquired 800 MHz
annually. radios, including radio ID engraving, radio unit
programming, system testing and staff training.
Distribute updated DBI Emergency Action Plan
to all new employees during the onboarding Develop Disaster Coordination Unit budget on an
process. annual basis.
Ensure that all DBI building inspectors and
Conduct drills and training exercises on a regular
engineers attain or renew their Safety Assessment
basis for all staff in coordination with DEM
Program (SAP) Evaluator registration. Review
Emergency Response Plan.
and update semiannually each year. Coordinate
training for new building inspectors and engineers
as a part of the onboarding process annually.
Update Staff Mass Notification & Emergency
Management System on an annual basis.
Distribute Survival Kit backpacks and disaster
response related Personal Protective Equipment
(PPE) for new employees during the onboarding
process and replace contents according to
expiration dates.
Ensure minimum of 70% attendance rate by
Disaster Preparedness Coordination Unit staff at
recurring disaster preparedness meetings.
Conduct DOC training exercises around the
anniversaries of the 1906 Earthquake (April) and
the Loma Prieta Earthquake (October) on an
annual basis. 4D: Review and Update Department
Conduct drills and training exercises on a
regular basis for all staff in coordination with the Disaster Response Plan.
Department of Emergency Management (DEM)
Emergency Response Plan.Goal 5: Proactively engage and educate customers, contractors, and stakeholders 20
on DBI’s services, functions and legislated programs.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
5A: Involve Legislative Review Committee and 5A: Involve Legislative Review Committee and 5A: Convene and manage DBI Legislative 5A: Convene and manage DBI Legislative 5A: Convene and manage DBI Legislative
appropriate DBI staff in specific ordinances appropriate DBI staff in specific ordinances Review Committee, per Director, on bi-weekly Review Committee, per Director, on bi-weekly Review Committee, per Director, on bi-weekly
under way, including mandatory disability under way, including mandatory disability and as-needed basis throughout the year, to and as-needed basis throughout the year, to and as-needed basis throughout the year, to
access improvements, Additional Dwelling Units, access improvements, Additional Dwelling Units, identify all legislative proposals with impacts upon identify all legislative proposals with impacts upon identify all legislative proposals with impacts upon
Legalization of in-law units, a new Fire Safety Legalization of in-law units, a new Fire Safety DBI budget, operations and code requirements. DBI budget, operations and code requirements. DBI budget, operations and code requirements.
ordinance for older existing buildings, a new ordinance for older existing buildings, a new Committee to make recommendations and assist Committee to make recommendations and assist Committee to make recommendations and assist
Gray Water ordinance that exempts projects Gray Water ordinance that exempts projects with language, as needed, in drafting ordinances with language, as needed, in drafting ordinances with language, as needed, in drafting ordinances
from plumbing code permit requirements, on- from plumbing code permit requirements, on- and amendments. and amendments. and amendments.
going mandatory soft story seismic retrofits, per going mandatory soft story seismic retrofits, per
deadline requirements in this and subsequent deadline requirements in this and subsequent Pro-actively schedule one-on-one meetings Pro-actively schedule one-on-one meetings Pro-actively schedule one-on-one meetings
fiscal years, private schools seismic evaluations, fiscal years, private schools seismic evaluations, quarterly between DBI Director and Members of quarterly between DBI Director and Members of quarterly between DBI Director and Members of
and a new code enforcement uniformity ordinance and a new code enforcement uniformity ordinance Board, and/or with key legislative staff, to discuss Board, and/or with key legislative staff, to discuss Board, and/or with key legislative staff, to discuss
(among others). (among others). building department issues, ideas that may lead building department issues, ideas that may lead building department issues, ideas that may lead
to specific legislation. to specific legislation. to specific legislation.
Convene and manage DBI Legislative Review Convene and manage DBI Legislative Review
Committee, on bi-weekly and as-needed basis Committee, on bi-weekly and as-needed basis Continue to work closely daily and on as as- Continue to work closely daily and on as as- Continue to work closely daily and on as as-
throughout the year, to identify all legislative throughout the year, to identify all legislative needed basis with DBI Communications team needed basis with DBI Communications team needed basis with DBI Communications team
proposals with impacts upon DBI budget, proposals with impacts upon DBI budget, to plan, develop and implement newly passed to plan, develop and implement newly passed to plan, develop and implement newly passed
operations and code requirements. Committee operations and code requirements. Committee legislation to ensure that requirements and legislation to ensure that requirements and legislation to ensure that requirements and
to make recommendations and assist with to make recommendations and assist with impacts upon DBI operations are communicated impacts upon DBI operations are communicated impacts upon DBI operations are communicated
language, as needed, in drafting ordinances and language, as needed, in drafting ordinances and effectively to internal and external audiences, and effectively to internal and external audiences, and effectively to internal and external audiences, and
amendments. amendments. ensuring public awareness and understanding of ensuring public awareness and understanding of ensuring public awareness and understanding of
the new measures. the new measures. the new measures.
Pro-actively schedule one-on-one meetings Pro-actively schedule one-on-one meetings
quarterly between DBI Director and Members of quarterly between DBI Director and Members of
Board, and/or with key legislative staff, to discuss Board, and/or with key legislative staff, to discuss
building department issues, ideas that may lead building department issues, ideas that may lead
to specific legislation. to specific legislation.
Continue to work closely daily and on as as- Continue to work closely daily and on as as-
needed basis with DBI Communications team needed basis with DBI Communications team
to plan, develop and implement newly passed to plan, develop and implement newly passed
legislation to ensure that requirements and legislation to ensure that requirements and
impacts upon DBI operations are communicated impacts upon DBI operations are communicated
effectively to internal and external audiences, and effectively to internal and external audiences, and
ensuring public awareness and understanding of ensuring public awareness and understanding of
the new measures. the new measures.
5A: Review and Update Legislative
and Public Affairs Plan.Goal 5: Proactively engage and educate customers, contractors, and stakeholders 21
on DBI’s services, functions and legislated programs.
Year 1: 2015 – 2016 Year 2: 2016 – 2017 Year 3: 2017 – 2018 Year 4: 2018 – 2019 Year 5: 2019 – 2020
5B: Continue to implement improvements 5B: Develop and execute a public awareness 5B: Review and update Electrical Inspection 5B: Develop and execute a new Customer 5B: Assess and implement recommendations
relating to 2015 Customer Satisfaction Survey campaign on “Getting to know DBI” to improve outreach program with contractors. Satisfaction Survey by 2018. from results of the Customer Satisfaction Survey.
recommendations, which include improvements customer understanding of DBI’s role in protecting
to building signage and public experience at DBI’s building and life safety every day. Review and update Building Inspection outreach Develop and implement comprehensive online
1st and 5th floors. Develop DBI’s communication and engagement program to educate contractors on new code tools for residential property owners regarding
strategy. changes. proactive property maintenance.
Develop and implement a multi-prong balcony/
deck safety outreach program with Housing Continue to conduct public outreach, including Conduct outreach on the expanded online permit Conduct outreach on the electronic plan check
Inspection Services. paid advertising, to ensure compliance with DBI’s portal. system.
Mandatory Soft Story Program, annually.
Conduct public outreach to ensure customer Expand the seismic safety outreach program in Prepare and develop public outreach efforts on
compliance with DBI’s programs: Mandatory Soft Evaluate and implement outreach program tools new districts. DBI’s move to new Permit Center in coordination
Story, Unit Legalization, and Accessory Dwelling for Code Enforcement Outreach Program with with other City agencies.
Unit. Housing Inspection Services. Develop DBI’s digital and online customer
strategy. Expand the seismic safety outreach program in
Evaluate and coordinate outreach efforts on Title Establish and implement Electrical Inspection new districts.
24 Energy Conservation Compliance and the outreach program with contractors. Develop scope of work for website redesign
Solar Plan review. efforts by December 2017.
Develop Building Inspection outreach program to
Manage the seismic safety outreach program. educate contractors on new code changes.
Develop a brand and style guideline for DBI. Develop an internal and external outreach
program for the launch of the Permit & Project
Tracking System.
Assess and evaluate the development of an
updated and more customer oriented website.
Expand the seismic safety outreach program in
new districts.
Begin the update of DBI’s outreach materials by
prioritizing existing brochures and informational
materials.
5B: Continuously Update and Implement a
Multi-Prong Strategic Communications Plan.You can also read
