MODEL # 98-8

PROCESS 2000:

CUSTOMER SERVICE THROUGH INNOVATIVE

PROJECT MANAGEMENT AND TECHNOLOGY

CITY OF SAN DIEGO

EXECUTIVE SUMMARY

Jurisdiction Statistics:

Population: 1.2 million
Size (square miles): 331
Dollar Amount of Construction Per Year: $1 billion
% Construction:

Commercial- 45%; Residential- 55%

Regulatory Areas:

Administration & Enforcement

PROBLEM:

Permit Office Procedures - Inefficiencies

The City of San Diego needed a program to deal with the regulatory maze that builders faced when initiating new projects. Builders had multiple regulatory levels to navigate, numerous codes and regulations with which to understand and comply, and several unconnected contact points of which to keep track. Often, builders were frustrated by contradictions and inconsistencies in the application of codes, duplication and voids of information, and the lack of a clear method to reach decisions on issues in the process.

SOLUTION:

Single-Stop Permit Office and Customer Service Initiatives

Process 2000 was created to clarify and simplify the regulatory process by providing a one-stop permit center with procedures established with customer service as the primary goal.

DESCRIPTION:

The Process 2000 program is composed of the following key elements:

a single entry point into the system
review teams that handle the different regulatory issues together
information stored on a central computer network
a Project Manager with decision-making authority,
a one-time filing procedure that prevents builders and contractors from having to file multiple permits

Below is a descriptive table outlining the changes made over the former system, emphasizing the improvements that were implemented. The table also stresses the concept of the customer having a "project" managed at one location, rather than applying for a series of different permits requiring processing at several different locations.

PROCESS 2000 IMPROVEMENT	BENEFIT TO THE CUSTOMER
Implemented a major restructuring to create the new Development Services Business Center (July 1995).	Simplifies authority for resolving conflicts in the development process and managing the process under one manager.
Opened the Citywide consolidated Single Entry Point (January 1996).	Customer enters system at one point instead of up to five places. Improves predictability.
Opened Citywide collocated and consolidated application intake (May 1996).	Customer submits one application instead of multiple permits in multiple locations. Saves time and improves consistency.
Opened Citywide team early assistance (January 1996).	Customer receives comprehensive information in one location instead of five.
Created new project manager classification and began hiring (May 1996).	Customer has a single point of contact for information and to resolve conflicts. Improves staff coordination and timeliness.
Collocated all over-the-counter plan checks for all disciplines (July 1996).	Customer can go to one location to receive approvals instead of to multiple floors.
Automated maps and data information completed for several geographic areas.	Access to real-time and accurate information. Improves accuracy and timeliness of information.
Entered final production of automated tracking system.	Customer can access commitments and project status at any time during the process.
Instituted electronic sign-in for major services (April 1996).	Customer can access service more quickly and reliably.
Offer field inspection requests by Interactive Voice Response (December 1995).	Customer can call an automated system for inspections during normal hours and after hours. Improves staff efficiency.
Offer Building Permit status by fax (December 1995).	Customer can receive building permit status quickly during normal hours or after hours.
Completed the field inspection analysis and a new design has commenced (February 1996).	Ultimately will improve predictability and timeliness in the field operations.

The role of computers is also essential for the program to work effectively. There were previously 12 fragmented automation systems in use as opposed to a single system, making information easily accessible by all departments. Process 2000 utilizes several technologies and software packages, including a Geographic Information System (GIS), imaging, and a sophisticated windows-based client-server project tracking system.

EVALUATION BY STREAMLINING COMMITTEES:

Advantages

Increases productivity in terms of getting permits issued, and coordinates the efforts of state and local governments;
Excellent resource investment;
"Fresh approach" to streamlining;
Customer's needs are addressed with the utmost importance.

Drawbacks

The cost of maintaining project managers.

The Streamlining Committees designated this program as a streamlined model without modifications.

IMPLEMENTATION:

Process 2000 was first implemented in 1996 and anticipates system-wide completion by January 1999. The submitting party outlines the following four implementation steps:

1) Partnership with customers to develop a system that produces results so that government and industry can both achieve their objectives;

2) Innovative employees who use options and can think "outside the box";

3) Elected officials willing to make changes that improve the regulatory climate; and

4) $150,000 in computer costs for the pilot program and a later 5% surcharge in development fees which sunsets in four years to pay for technology upgrades.

FOR MORE INFORMATION OR ASSISTANCE IN CONSIDERING THE USE OF THIS MODEL, PLEASE CONTACT:

Jack Brandais
Senior Public Information Officer
City of San Diego Development Services
1222 First Avenue, Mail Station 401
San Diego, CA 92101
Phone: (619) 236-7703
FAX (619) 236-6030
Email: jhb@proc2000.sannet.gov

Or NCSBCS STAFF:
Carolyn Fitch
National Conference of States on Building Codes and Standards
505 Huntmar Park Drive, Suite 210
Herndon, VA 20170
Phone: (703) 437-0100
FAX: (703) 481-3596
Email: cfitch@ncsbcs.org