Civil Grand Jury report - Superior Court of California

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City and County of San Francisco2012-2013 Civil Grand Jury7.1 The DBI should review and expand its criteria for using the Building Code’sDemolition and Repair Fund to achieve actual abatement of unsafe buildingconditions.7.2 The Abatement Appeals Board should abide by the Building Code’s limits oncontinuances during the Notice of Violation (NOV) process.7.3 The Board of Supervisors should review the administrative procedures in theBuilding Code and consider enacting a process that provides for stronger penalties atthe administrative level.8.1 All DBI enforcement units should use the monetary tools in the Building Code toencourage abatement and to fund enforcement operations.Role of Technology9.1 The DBI should ensure that management has clearly defined the business rules andworkflow processes for the new Accela system.9.2 The DBI “subject matter experts” assigned to the Accela implementation team shouldbe given adequate time to respond to consultant questions not addressed bydepartment documentation and to fully assist in system acceptance testing prior togoing live.10.1The DBI should conduct a methodical review of all major business processes toensure that they are designed to achieve the department objectives and that theyinclude time or due date criteria that can be monitored by information systems.11.1The DBI should ensure that all field inspectors and supervisors are fully trained andsupported in both the use of the mobile equipment and the mobile Accela applicationbeing implemented as part of the Permit and Project Tracking System.Background1. The Department of Building Inspectiona. Basic Facts and FiguresIn fiscal year (FY) 2011-12:• The Department of Building Inspection (DBI) issued 55,442 permits,collecting $55,657,075 in total revenues, and performed 125,243 inspections. 1• The Building, Electrical, and Plumbing Inspection divisions performed 49,311inspections. They issued 863 Notices of Violation (NOVs) and twoBuilding a Better Future at the Department of Building Inspection8
City and County of San Francisco2012-2013 Civil Grand JuryEmergency Orders, achieved abatement of 814 violations, and referred 358cases to the Code Enforcement Section. 2• The Code Enforcement Section received 1,202 complaints, scheduled 705 fora Director’s Hearing, and abated 1970 cases, referring six to the CityAttorney’s Office (CAO). 3• Housing Inspection Services (HIS), which is responsible for 20,194 buildingscomprising 188,716 units, performed 11,142 inspections and abated 3,711complaints. 4b. The Evolution and Mandate of the DepartmentThe DBI is mandated to ensure the safe construction, renovation, and maintenance ofhomes and buildings. San Francisco’s Planning Department is responsible for land usepolicy and planning codes. Prior to 1994 the Bureau of Building Inspection, under theDepartment of Public Works, handled building inspection. In November of that year,tenant advocacy groups dissatisfied with BBI enforcement of housing codes joined withthe powerful Residential Builders Association to place an amendment to the City Charteron the ballot. Proposition G was passed by voters, creating DBI and the BuildingInspection Commission (BIC). 5The seven-member BIC is empowered to “organize, reorganize and manage theDepartment of Building Inspection.” Four members are appointed by the Mayor and threeby the Board of Supervisors.The stated mission of DBI is:Under the direction and management of the seven-member citizen BuildingInspection Commission, to oversee the effective, efficient, fair and safeenforcement of the City and County of San Francisco's Building, Housing,Electrical, Mechanical, Plumbing and Disability Access Codes.The BIC appoints the Director of the Department and approves the budget. DBI is an“enterprise” department that generates its own revenue from permit and inspection fees,penalties, and fines and does not receive money from the General Fund. The Departmentdoes not, however, operate on a pure “profit and loss” basis. It has a limited ability tohold funds in reserve and must maintain a balanced budget. Because many larger projectsmay take several years to complete, funds are put in reserve for work done after thecurrent fiscal year. During the 2007-09 economic downturn, revenues and permitapplications decreased to the point where staff layoffs were mandated, leaving thedepartment with a smaller complement and fewer experienced employees to handle thecurrent upswing.The DBI has a troubled history, including two FBI investigations in 2006 and a high rateof turnover in the director position. Since 2005, DBI has had five directors, none ofBuilding a Better Future at the Department of Building Inspection9
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Civil Grand Jury report - Superior Court of California

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