Civil Grand Jury report - Superior Court of California

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City and County of San Francisco2012-2013 Civil Grand JuryResponse MatrixFindings Recommendations ResponsesRequired1.1 The DBI management should retain a consultant to update the Pres., Building2007 BPR findings and recommendations and present the findings to InspectionBIC and the DBI Director.Commission1. The revolving door of DBIleadership has adversely affected theDepartment’s ability to develop andexecute a strategic plan and toimplement the recommendations ofthe 2007 Business ProcessReengineering Report (BPR).1.2 The BIC and DBI Director should develop a detailed actionplan with firm due dates for implementing BPR reportrecommendations that the consultant identifies as not completed.Board ofSupervisors2. DBI’s policies and proceduresmanuals are not current. The lack ofaccessible, up-to-date departmentprocedures inhibits the ability of theorganization to train its employeesand ensure consistent enforcement ofdepartment policies and procedures.3. The DBI does not have a multiyearemployee training plan withannual training objectives.2.1 The DBI management should update departmental policies andprocedures.2.2 The DBI should make all policies and procedures easilyaccessible online internally and, where appropriate, externally.3.1 The DBI should assess staff needs for leadership andcommunication training and develop department plans to strengthenareas of weakness.3.2 The DBI should assess technical skill deficiencies in the DBIstaff and develop training plans to strengthen these areas.3.3. DBI should cross-train specific staff members to allow theDepartment to better respond to fluctuating workloads.Pres., BuildingInspectionCommissionDir., Department ofBuilding InspectionDir., Department ofBuilding InspectionBuilding a Better Future at the Department of Building Inspection30
City and County of San Francisco2012-2013 Civil Grand JuryFindings Recommendations ResponsesRequired4. The DBI has put strong rules ofethical conduct in place and madeoperational changes to deterimproper ethical conduct.Nevertheless, the public perceptionpersists that some DBI customersreceive preferential treatment.4.1 The DBI Director should conduct an ethical climate survey anduse the results to identify areas where improved communication ofethical standards and monitoring of employee behavior are needed.Dir., Department ofBuilding Inspection5. Many issues that the Jury foundwould have been ameliorated bytighter and more active oversight bythe Building Inspection Commission(BIC).6. DBI’s code enforcement policiesand practices have resulted in abacklog of unresolved violations.5.1 The Board of Supervisors should hold a hearing within sixmonths of the release of this report by the 2012-13 Jury to see if BIChas taken action on the issues raised.6.1 The DBI should establish performance standards for resolvingcode violations within designated time frames (for example, closing75 percent of Notices of Violation within six months and 95 percentwithin 12 months of when they are issued). The performancestandards should be reviewed and approved by BIC in publicsession.6.2 The DBI should develop monthly management reports for BICthat monitor the Department’s performance against BIC-approvedperformance standards for resolving building code violations.Board ofSupervisorsPres., BuildingInspectionCommissionDir., Department ofBuilding InspectionBoard ofSupervisorsBuilding a Better Future at the Department of Building Inspection31
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Civil Grand Jury report - Superior Court of California

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