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HomeMy WebLinkAboutMINUTES - 11062001 - SD.4_J Contra Costa TO: BOARD OF SUPERVISORS County FROM: CARLOS BALTODANO, DIRECTOR BUILDING INSPECTION DEPARTMENT DATE: November 6, 2001 SUBJECT: Building Inspection Department Strategic Plan SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS ACCEPT the report from the Director of Building Inspection on the department's Strategic Plan and make it available to the public for comments until January 1, 2002. FISCAL IMPACT None. BACKGROUND/REASONS FOR RECOMMENDATIONS The Building Inspection Department has undergone tremendous number of changes over the last few years. Most of these changes have occurred as a result of robust economic activity and the opportunity to assist in the construction of new energy plants. As a result of increased demand for services, the Department has grown from 46 employees to 100 in less than four years. Changes in customer expectations for fa and better service CONTINUED ON ATTACHMENT: X YES SIGNATURE RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON o Verh eU 6 APPROVED AS RECOMMENDED _OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT 1 AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE ABSENT: ABSTAIN: BOARD OF SUPERVISORS ON THE DATE SHOWN. Contact: Carlos Baltodano(925/335-1108) ATTESTED: cc: County Administrator John Sweeten,Clerk of the Board of Supervisors County Counsel and County Administrator Community Development BY ,�u-�"^:DEPUTY CB:cc bdorMstrategic.plan Building Inspection Department Strategic Plan November 6, 2001 Page Two requires constant improvement of work processes, policies and procedures. These improvements have led the Department to review the innovative use of technology and the need to make services more convenient to the customers. In response the Department has installed a brand new permit tracking system and opened a field office in the City of Lafayette to serve Lamorinda residents. The rapid increase in size, changes in the organization's"culture"and technology all demanded a review of the Department's mission and operating practices. In order to address these changes and forces, the Department has to become a more responsive and customer focused agency. To ensure that this is accomplished, the Department began to develop a Strategic Plan to guide staff in reaching these objectives. The goal was to involve all staff in the development and produce a set of documents that would guide staff in performing the Department's mission. This is the first strategic planning process ever embarked on by the Building Inspection Department. It is the intent of the Department to meet the stated objectives within a two year time frame. All staff had input into the process through a team of sixteen (16)employees. The sixteen member°Expanded Management Team" included Division Managers, Supervisors, and Line Staff. The Expanded Management Team met during a twelve-month period at the Training Institute to develop the Plan. The strategic plan development effort was aided by facilitation of Al Baldwin and Bob Stitt for which the Department is deeply grateful. The Plan is formulated in the following parts: 1. The Department's Mission and Vision Statements that define the Department. 2. The Department's principal Internal/External Customers and Internal/External Stakeholders. 3. The Critical Environmental Forces that affect the Department. 4. The Operating Principles. 5. The Goals, Objectives and Actions Plans, which are obtainable during the next two years. The original list of objectives and actions were too numerous, and it was later determined with the help of scheduling (Gantt) charts that the original list could not be achieved within a two-year time frame. Therefore, the decision was made to select the top fourteen ranked objectives. The ranked objectives are addressed in the first portion of the Plan. All seven goals are represented in the final selection of the objectives. Members of the Management Team volunteered to act as "Champions" for one or more objectives. The role of the champion is to facilitate, track, schedule (time frames), motivate, and ultimately be held accountable for accomplishing the goal. While this has been an internal departmental effort, the Department has solicited the input of the County Administrator's Office and each Board member. Their advice and suggestions have been incorporated in the document. The Department would like to recommend that the document be made available to the public for their review and comments until January 1, 2002. Once the feedback from the public has been incorporated, the Strategic Plan final document will be presented to the Board at a future meeting. m_ VIM �. a.09 v INS -- } ' .0 O-STA;COUNTY CONTRA BUILDING}r�INSPECTION�DEP TMENT _ . y ��1/ � fl�.�-_._ .....,/ H � i.v�``r"'__-•---_-'-`'i;•tea �`•. -RATEG-I.0 �? d ,, 0H t, r ply .r•-. ".:t: - -P' ']L' A � Ti "COQ C^d'!±'} r�i� L ✓� � is i''1�+�!': �•axr-..i ` i�:l.�r`_�'41,.x"4]?Sa.J„�f fr'+ .• -...-• e. 1 .2 'kr.-^:.�{^_ r )i J a '�} ' E ^ou ` .` �-_ ted;, •� ;. V-1 lu 14 /y � `� ���CAIaLOS SAI TODANO'=9%' TABLE OF CONTENTS Vision/Mission Statement...................................................................... 1 Internal/External Customers ................................................................2 Internal/External Stakeholders.............................................................3 CriticalEnvironmental Forces..............................................................4 OperatingPrinciples ..............................................................................6 StrategicGoals........................................................................................7 Final Goals, Objectives and Action Plans (In Ranking order)...................8 BUILDING INSPECTION DEPARTMENT VISION STATEMENT To become the preferred leader in building inspection services by helping customers achieve their construction goals and by enhancing the quality of communities through revitalization of neighborhoods. MISSION STATEMENT The Building Inspection Department administers building, health and safety standards for the communities of Contra Costa County through public information, plan check; permit and inspection services, and housing improvement programs with a knowledgeable, dedicated and creative team. Building Inspection Department -1- Strategic Plan 2001 INTERNAL/EXTERNAL CUSTOMERS INTERNAL CUSTOMERS* EXTERNAL CUSTOMERS* 1. All Building Divisions and Director 1. Construction Industry 2. Board of Supervisors: 2. Community Based Organizations • Conflicts • Services 3. State: • Data for Decisions • Mobile Homes • Earthquake Instrumentation 3. General Services Department Agency 4. County Assessor 4. School Districts—Fire Districts 5. Health Services Department: 5. Property Owners—Tenants • HazMat • Environmental Health 6. Contract Cities 6. County Administrator's Office: 7. Refineries—Power Plants • DOIT • HRD • Finance/Budget • Capital Facilities • Code Enforcement 7. LIS Departments (Land Information Systems) 8. County Auditor-Controller 9. Contra Costa Fire 10. County Counsel 11. Public Works Department 12. Community Development *Listings are in no particular order of importance. Building Inspection Department -2- Strategic Plan 2001 INTERNAL/EXTERNAL STAKEHOLDERS INTERNAL STAKEHOLDERS EXTERNAL STAKEHOLDERS 1. County Auditor-Controller 1. Contract Cities 2. County Clerk-Recorder 2. Real Estate/Banking/Title/Appraisal Industry 3. Treasurer-Tax Collector 3. Regulatory Agencies: • Health 4. County Administrator's Office . Fire (All Divisions) . Sanitation • Air Quality Control 5. County Counsel BIMID 6. General Services Department • Reclamation District • FEMA 7. County Assessor • OSHA 8. Public Works Department 4. Technical Associations—Professional Organizations: 9. Human Resources Department • CALBO • IAEI 10. Community Services Department: • IAPMO • Weatherization • ICBO 11. Community Development 5. CCC Homeowner's Association — Municipal Department: Advisory Council(MAC) • Neighborhood Preservation(NPP) 6. State/Federal Legislators — Public Officials 12. Office of Emergency Services pm) other Jurisdictions 13. Social Services Department 7. CCC Residents—Property Owners—Visitors 14. County Sheriff-Coroner 8. California Building Industry Professionals 15. Board of Supervisors(Bos) 9. School Districts 16. Environmental Health 10. Economic Partnerships,Chamber of Commerce and other Business Groups 17.District Attorney 11. Housing Authority 12. Public Utilities Building Inspection Department -3- Strategic Plan 2001 CRITICAL ENVIRONMENTAL FORCES Social 1. Pressures resulting from customer expectations for faster, convenient and quality services creates changes in the Department: ➢ Procedures; ➢ Policies; ➢ Development of staff, ➢ Timeliness and responsiveness of services; ➢ Staffing levels; and ➢ Technology. 2. Local demographic shifts, i.e., population, age of housing stock, etc., cause fluctuating demands for services. Technology and Policy— Procedure 1. Technology changes cause customer expectations to heighten. 2. Need state-of-the-art technology to keep us competitive with private sector competition. 3. Increased customer expectations for faster/better service require constant improvement of work processes, policies and procedures. 4. Increasing changes in policies, procedures and expectations and diverse geography of staff require consistent communication and training. 5. Cooperation, policies and procedures of other agencies impact the Department's ability to perform. Political 1. Changes in Board of Supervisors (BOS) priorities impact the Department's directions and focus. 2. Changes in Local, State and Federal legislation can impact what we do and how we do it. 3. Pressures from PACs, MACs, and Building Organizations impact the fees and priorities. Building Inspection Department 4- Strategic Plan 2001 Economic 1. Competition and innovation from other service providers causes customer shifts and impacts revenues. 2. Changes in, and lack of control of Local, State, and Federal economies and city incorporations impacts and pressures the Department to seek additional sources of revenue to preserve staffing and create career opportunities. Additional Forces 1. Redevelopment bringing about re-facing neighborhoods to conform with new developments. 2. Complaints and violations. 3. Natural disasters. Building Inspection Department -S- Strategic Plan 2001 OPERATING PRINCIPLES Professionalism/integrity We operate at a professional level within our area of expertise. We maintain a high degree of integrity by being dependable, accountable and honest. Communication We promote open communication by the timely sharing of information and ideas that results in effectiveness and good morale. Education & Training, Technology, and Continuous Process Improvement We emphasize training, invest in technological innovation and continuously revise department processes. Work Environment We provide a safe, comfortable and clean environment that stimulates productivity, creativity and fosters good morale. Respect and Cooperation We respect and cooperate with each other. Customer Service (Fairness) We value our customers by providing services that are fair, consistent, courteous, timely and accurate. Diversity We value a diverse workforce by recognizing and respecting differences in experience, culture and knowledge. Consistency We value our staff by providing opportunities and training to promote consistent policies and procedures, code interpretation and enforcement. Telephone Etiquette We respond to customer inquiries in a courteous, accurate and expeditious manner(at least within 24 hours). Building Inspection Department -6- Strategic Plan 2001 STRATEGIC GOALS GOAL 1: CUSTOMER SERVICE (uermits) Issue 90%of the total permits on the same day and decrease the permit issuance time needed for the remaining 10%. GOAL 2: CUSTOMER SERVICE (external) Improve the Department's ability to deliver its services more directly and promptly to all its customers. GOAL 3: TECHNOLOGY Enhance the reliability, access, functionality and effectiveness of technology in the Building Inspection Department(BID) and its partners. GOAL 4: CAPITAL/ENVIRONMENTAL IMPROVEMENT Improve the existing spacial layout of the Department, including the Permit Center, by working with the other Land Development Departments to plan for a "New Building". GOAL 5: COMMUNICATION Promote positive, quality, and effective communication within and between divisions of the Building Inspection Department. GOAL 6: PROFESSIONAL DEVELOPMENT Provide the tools and training necessary for job specific requirements and encourage employee interpersonal and teambuilding skills and personal growth. GOAL 7: PARIDIGMS To manage change effectively and proactively. Building Inspection Department -7- Strategic Plan 2001 FINAL GOALS, OBJECTIVES AND ACTION PLANS (In Ranking Order) (1) Goal 7: PARADIGMS— To manage change effectively and proactively. Objective 7D: Reestablish the cross training program. The program enhances communication by rotating staff between divisions in an inter-departmental training program that ultimately improves communication by creating awareness of the various job functions within the Department. : Actllon;P1 n : ::;, :;>;::::,:; ;::>;:: >: :::::::: as... :: ..:..... ....... ... . ...... .... ..,.... .... ... . ... Cham ion;:;:::::::.::::::::::::::::::When......... ...... .......................................................... ...... ...... . ...............ry,............................................. 7D.1 - Review current status. Executive Secreta 08/15/01 7D.2 - Review current program and revise. with commitment 11/01/01 7D.3 - Establish schedule. from Division 12/01/01 7D.4 - Report on progress to Director at management Managers (DMs) Begin meetings once a month. 01/15/02 Ongoing (2) Goal 6: PROFESSIONAL DEVELOPMENT — Provide the tools and training necessary for job specific requirements and encourage employee interpersonal and teambuilding skills and personal growth. Objective 6E—Develop and update a users manual for the County Agencies Permit System (CAPS aka Sierra Plus Permit System). Actrowplan: Cti°am....ion€ ;::::`:::::::::::::'When::::: :. ............................. .. ... ::::.:.::::.. . ::.::::::.....:. .... .......................... . ............. ..... ....................,.. 6E.1 — Develop a draft manual for each modual and Information Systems 12/20/01 function of the CAPS program. Manager(ISM), with 6E.2—Distribute draft to DMs, Seniors and Leads to support from staff 01/15/02 review. 6E.3 —Make revisions to draft. 03/01/02 6E.4— Send to Central Services for printing. 03/05/02 6E.5 — Distribute manual to staff. 03/20/02 6E.6— Make revisions to manual when CAPS program is As needed u dated. 6E.7 — Print revisions & distribute to staff. As needed Building Inspection Department -8- Strategic Plan 2001 (3) Goal 3: TECHNOLOGY — Enhance the reliability, access, functionality and effectiveness of technology in BID and its partners Objective X — Ensure continuous support of critical technologies and avoid service interruption by: retaining necessary staff, providing cross training of operators on different tasks, and securing support outside of the department. .:............... ........................ ........................................................... ....................... .......... ................ ............ �moss:don::s.: ;'X .......... ............. ...................................... ........... ................... ..........I...�;�-� .,3 d I ... -.:: . I -. .. .WAD..... ...... P1 low i 4- 0 U . ....................... lc LL ... ........ 3C.1 — Negotiate Service Level Agreement (SLA)with the Information Systems 10/01 Dept. of Information& Technology(DOIT). Program Analyst, 3C.2— Review existing positions with ASO for and in conjunction promotional path. with the 12th ranked 11/01 3C.3 — Establish training and cross training incentive objective programs. 12/01 (4) Goal 5: COMMUNICATION — Promote positive, quality, and effective communication within and between divisions of the Building Inspection Department. Objective 5A — Develop policies and procedures that promote positive and effective communications with and between divisions. .................. ...............................................................................................:;:........................................... ..................................................................I.......................................... . ...................................................im - ................... ........... ............ ....... . ...................... 1. � .. ..............:-%1.1�::�::: ........... tiowman— ................ 5A.1 —Establish a Communication Committee Administrative 06/15/01 represented by each division for a total of 6 Services Analyst members. (ASA) along with 5A.2—Establish an annual year 2001 and 2002 cooperation from 06/30/01 calendar to set monthly Communication DMs and Director Committee meeting times and location to help develop (reserve conference room). policies and 5A.3 — Identify which current communication procedures 09/30/01 policies/procedures require revision, propose new policies/procedures, and establish a process for presenting the proposed revision for management review and final form. 5A.4—Prepare a quarterly review of improved 2001/2002 communications and/or list areas where (quarters) improvements are needed to present to Extended Management Group (EMG). Building Inspection Department -9- Strategic Plan 2001 .J (5) Goal 1: CUSTOMER SERVICE—Improve the Department's ability to deliver its services more directly to all customers. Objective 2E—Respond to all telephone calls promptly and accurately. .............::::: ctron'Plans::::'::' h.... .::::::... : am ion..............................When,:::::::::: . .... ........:...:.:....................... . . ............... ............................ .......:::..::......:...::.....:::...::..:.. .. ....... .. .. ......:::.::::::.:.:.....:................ ................:......... ..:..:.::::.......:................:.....:.. .... . . . .... ............ . . . . . . ..... . . . . .... . . . . . 2E.1 - Develop/revise telephone and voice mail policy to Administrative 11/11/O1 emphasize prompt response to telephone calls and Services Officer voice mail messages (ASO)with 2E.2— Send memo to all staff explaining the salient assistance of DMs 11/15/01 features of the Department's telephone and voice mail policy. 2E.3 - Implement the telephone and voice mail policies. 1/1/02 2EA - Monitor adherence to Department telephone and Ongoing voice mail policies. Building Inspection Department -10- Strategic Plan 2001 (6) Goal 1: CUSTOMER SERVICE—Issue 90% of the total permits on the same day and decrease the permit issuance time needed for the remaining 10%. Objective 1C — Explore the staffing required to handle expected increase in volume of work including engineering technology. .... .......... .. .. .. .... ct o. ... ..a...s...........:... :::..:..........................................,.,:... ..,Cham :., ....When.:....:..:.. 1C.1 — Create list of total permits issued during the Administrative 09/15/01 previous 3 years for new residential/commercial, Services Officer construction. (ASO) with 1C.2 — Estimate total of new construction of various types information from 09/30/01 in the near future (trend of national/state economy) DMs on needs and use data on item 1C.1. Community requirements Development Department. 1C.3 — Estimate total of engineering, plan checking and 10/15/01 clerical time to handle item 1 C.1. ICA— Estimate additional staff required (engineers, plan 10/30/01 checkers and clerks)to expedite plan checking of item 1 C.2. 1C.5 — Explore options for obtaining additional engineers 11/15/01 and plan checkers to perform I C.3. (Contract, permanent employees?) 1C.6— Explore system of plan checking; permit issuance 11/30/01 process to increase volume. 1C.7— Provide training and seminars for engineers, plan Continuous checkers and clerks to keep staff up to date on applying code during plan check. Building Inspection Department -11- Strategic Plan 2001 (7) Goal 1: CUSTOMER SERVICE—Issue 90% of the total permits on the same day and decrease the permit issuance time needed for the remaining 10%. Objective lA-Define types of permits by 90%and 10%categories. .... t. as .:.... :. <:. , am ion::.:.::: :.....:. . e. IA.l —Create an updated list of types of permits issued. Senior Structural 09/14/01 1A.2 — Create definition of permits by categories (what Engineer (SSE) in 10/01/01 permits belong to the 90% and 10% categories.) conjunction with 1A.3 —Distribute items IA.l and 1A.2 to Division Managers Application and 11/01/01 (DMs) for comments. Permit Center. (APC) staff (also 1A.4—Review comments of item 1A.3 and create list of ties in with 12/01/01 types of permits by categories. number 8t' ranked 1A.5 — Send item 1A.4 to Building Official for his review. objective) 01/01/02 1A.6—Review comments from item 1A.5, create final list of 02/01/02 permits by category. 1A.7—Develop a method of tracking plan check. 03/01/02 1A.8 —Track issuance of permit report monthly. 03/01/02 (8) Goal 6: PROFESSIONAL DEVELOPMENT—Provide the tools and training necessary for job specific requirements and encourage employee interpersonal and teambuilding skills and personal growth. Objective 6F — Continue Professional Development action/training plans annually for employees. ;.:::::.::. .....::::>::,%—::::::::::::: : : :::::::: ::::: : :::::........... :::::::::::,,::: . ....... ................ :c Ion : an _ . ::ham....>lon-;;; ;;_: en .. ....................................... ....... . ........................................... ................... ..........:... . .........::... 6F.1 — Review form for employees to set professional Senior Plan 12/15/01 development goals for the next year. Checker and 6F.2—Distribute Professional Development Goal form to support of Ongoing employee one month prior to annual review. Director, ASA, 6F.3 — Review professional development goals and develop Clerical Ongoing an annual professional development plan for each Supervisor, etc. employee during annual review. 6FA — Complete Training Plan form during annual review. Ongoing Building Inspection Department -12- Strategic Plan 2001 (9) Goal 1: CUSTOMER SER VICE—Issue 90% of the total permits on the same day and decrease the permit issuance time needed for the remaining 10%. Objective 1B-Achieve by use of faxes, over the counter issuance, Internet, video cam, increase training(seminar, training video library). on Plans :. ..:..:.. ... m. i ........ ::;:: Acta h nn. W:h .. .......................... ........... ........... ..:. ......... . ,.:..0 a . e .......... 1B.1 — Create list of permits that may be issued by fax. APC Manager 12/01/01 113.2— Prepare handout for advertisement in newspaper to (this goal also ties 01/01/02 inform building industry and the community of the in with the number availability and requirements of fax permits. 6t' ranked 113.3 — Send handout/advertisement to Building Official for objective) 02/01/02 his review and approval. 1B.4— Implement item 1B.3; send handout to building 02/15/02 industry, public library, home improvement stores, etc. 113.5 — Create list of permits that may be issued through the 03/01/02 Internet. 113.6— Send to Building Official for his review and 03/15/02 approval. 113.7— Prepare website that is user friendly to implement Open? item 111.4. 1B.8 — Send information regarding availability of this Open? system for certain permits to the building industry, public library, etc. 113.9— Implement item 113.5. Oen? 1B.10— Search for video cam that is user friendly for 04/01/02 engineers; plan checkers and clerks that can be transferred to applicant's personal computer. 1B.11 —Test the system. 04/15/02 1B.12— Building Official to review and approve the system. 05/01/02 1B.13 — Send information about the availability of the 05/15/02 system to building industry, engineers and architects. 1B.14—Implement item 1B.12. 06/01/02 1B.15 — Provide continuous training on the use of Continuous equipment/system of items 1B.1 to 1B.14 above. Attend seminars in relation to items 1B.1 to 113.14 above. Building Inspection Department -13- Strategic Plan 2001 (10) Goal 2: CUSTOMER SER VICE—Improve the Department's ability to deliver its services more directly to all customers. Objective 2A—Establish local satellite offices to better serve different regions throughout the County. ::::::::::::: ,::::;. : :::::;........ :> ct�on lan _ :; Cham ><on. When::::::::::. 2A.1 — ..............Determine needs of contract cities for satellite office. Principal Inspector 10/15/01 2A.2 —Perform feasibility study to establish a satellite office 12/15/01 in East County. 2A.3 —Discuss staffing needs of satellite offices. 01/15/02 2A.4— Contract for offices ace for satellite offices. 03/15/02 2A.5 —Decide staffing needs of satellite office with staff. 03/15/02 2A.6— Select staff tooperate satellite offices. 03/15/02 2A.7—Review and analyze operations of satellite offices to 09/15/02 determine need for changes. (11� Goal 5: COMMUNICATION—Promote positive, quality, and effective communication within and between divisions of the Building Inspection Department. Objective 5C — Provide training to effectively apply and use policies and procedures in a consistent manner. :.::::::::::::::.:".:::::1::: :. ::. .... c#�oa.P a ti.... .... ...... . .. ... :.:....:.: .:.:Cham �on;1:::::: ..... :When::;11-:11:: ....... ..... .. .............................. . ..... .......... 5C.1 — Establish a training program designed to introduce Clerical 10/01/01 staff to the fundamental concept of policies, purposes Supervisor with and steps on how to follow, in order to provide assistance from consistency throughout the Department. ASO and ASA 5C.2 — Design a calendar for scheduling all staff to 10/15/01 participate in the training program. 5C.3 —Notify staff of the dates they are to attend a training 10/15/01 session. 5CA— Start the training sessions, which will be held semi- 10/15/01 — monthly until all staff has taken the course. (Two 01/15/02 makeup classes scheduled. 5C.5 — Schedule an update meeting, when all training is 01/31/02 finalized, to review the effectiveness of the training. Building Inspection Department -14- Strategic Plan 2001 (12) Goal 4: CAPITAL/ENVIRONMENTAL IMPROVEMENT — Improve the existing spacial layout of the Department, including the Permit Center, by working with the other Land Developments to plan for a "New Building". Objective 4A—Establish an ongoing work process improvement team that maps, measures and streamlines the permitting process in order to provide services that meet or exceed our customer needs and expectations. Acton Plan............. ....... ... . ... Cham Boa. .... ,..............Whensr »...........:...::.:.:.:::... :. ............................. ..... .. ......... ..... .>......................................... 4A.1 —Establish, identify and determine the members for APC Manager and 08/31/01 the process improvement ands ace planning team. will need all staff to 4A.2—Evaluate and document the current layout and help and will need 10/01/01 permit process of the APC. to coordinate with 4A.3 — Conduct an ongoing survey(every 90 days) of Information 10/15/01 customer needs and expectations. Focusing on how Systems Manager (Ongoing) we can streamline and improve the permit process. 4A.4—Complete and summarize APC survey. 11/01/01 4A.5 — Submit finding to extended management team for 12/15/01 review and input. (13) Goal 3: TECHNOLOGY — Enhance the reliability, access, functionality and effectiveness of technology in BID and its partners. Objective 3D —Enhance access for the public through the Internet,fax, voice response and e- mail to process or check on: Permit applications, fee payments, plan check status, inspection requests, inspection results and records. ... ...... ....... .: Acton. a. . ....... ... . ......::.,:.::::::.:: :::::::............. .... .... ........e6am ion .....:.W.... n.,.:...:.:. 3D.1 —Conduct Education and distribution of Information 10/01 documentation. Systems Program 3D.2—Enhance documentation of fax permit Analyst, and in 11/01 program. conjunction with 3D.3 —Have fax back of permit, complaint and other forms. the 3rd ranked 12/01 313.4—Have simple permits issued, fees paid, plan check objective 03/02 status checked, inspection results checked and inspection results given over the Internet. 313.5 —Have plan check and inspection status available 09/02 over Interactive Voice Response IVR). 3D.6—Develop application to allow records research to be 03/03 available over the Internet. Building Inspection Department -15- Strategic Plan 2001 (14) Goal 3: TECHNOLOGY — Enhance the reliability, access, functionality and effectiveness of technology in BID and its partners. Objective 3B—Enhance earthquake preparedness and response time by providing necessary support in hardware, software, redundancy, connectivity and procedures. : ::..... :..:..:::....:..........:..............:.:..........................................:. .... ..�. .:... ..... ..:.....:.......................................................................................... ::.,:;,:::.,:.::.,:.,,,:.;:-:.�:,..:::::..s:::,::.>:::i?:.:::>s::..:...:.•�:3:::ii?i::::::i:i ... .... .. ............�ct�on Pli ........ :: ::;:;:;::::::;::;.:;::::: :.:.::;;;:::::Cham ion.... .....:.........::.......When....... .... .............................................................................................................................................. . ........................... ...........:...........:.:....... ........... ...... ...............::....................:..:.......::...........:.......... 3B.1 — Review earthquake plan with Supervisor or Chief, Property 03/02 Inspection Services and update. Conservation Div. 3B.2 —Conduct an earthquake simulation. (this objective, 09/02 originally#18,moved to#13) Building Inspection Department -16- Strategic Plan 2001