155-1999 LTC
CITY t~F MIAMI BEACH
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139
h'ttp:\\ci. miami-beach, fJ, us
L.T.C. No, 155-1999
LETTER TO COMMISSION
July 19, 1998
TO: Mayor Neisen O. Kasdin and
Members of the City C ission
FROM: Sergio Rodriguez
City Manager
SUBJECT: REPORT ON THE PROGRESS OF THE BUSINESS RESOLUTION TASK
FORCE AND ITS RECOMMENDED CHANGES TO PROCEDURES WITHIN
THE BUILDING DEPARTMENT.
The Business Resolution Task Force was established by the City Commission on March 3, 1999. The
members of the committee are:
1. Saul Gross, Chair
2. Eva Barreto
3. Gerald K. Schwartz
4. Michael Comras
5. Marlo Courtney
6. Robert Todak
7. Carlos Marin
8. Eugene Rodriguez
9. Stevan Pardo
10. Amy Perry
11. Ted Berman
12. Ira Giller
13. Riccardo Olivieri
14. Larry Herrup
The Task Force's first meeting was held on April 15, 1999, to begin identifying issues that impact
the business-friendly climate of the City of Miami Beach. Subsequently, the Task Force held a
meeting with the Assistant City Managers and Department Directors to present their goals and
objectives and to hear their concerns.
At the end of May, the Task Force created a Procedures Subcommittee, a Customer Service
Subcommittee, and a Smart Growth Subcommittee. Additionally, they adopted the following
timeline:
Action
First sub-committee meetings
Subcommittees to identify issues and develop action plan
Review issues
Develop corrective action plan
Task Force review of sub-committee reports
Presentation of report to the City Commission
Deadline
June 11, 1999
July 2, 1999
July, 1999
August, 1999
September 9, 1999
October 6, 1999
To date, the Procedures Subcommittee has worked with the Building Department to create a list of
recommendations for improving the procedures in the Building Department which is attached for
your review. The Procedures Subcommittee will also meet with the departments of Planning and
Zoning, Public Works and Code Compliance to make similar recommendations that will effectively
streamline procedures. The Customer Service Subcommittee has held individual meetings with the
Department Directors and begun creating a list of preliminary recommendations to enhance the
quality of service the City provides. This subcommittee is also reviewing the City employee training
program. The Smart Growth Subcommittee has met to discuss issues that impact the ability of the
>City to attract quality and appropriate development. The Subcommittee will be working with the
Economic Development Division and the Planning Department to develop their recommendations.
The final report of the Task Force will be presented to the City Commission on October 6, 1999.
SR!C~IRM/kc
Attachment
JUL-16-1999 16:39
STREi=lML I NE PROPERT I ES, II'IC
305 538 a917 ?02/07
Business Resolution Task Force
Recommendations for improving the procedures of the 8 uilding
Department:
· Expedite plan review,
· Improve inspections.
· Increase staffing to reduce waiting time.
· Reduce and simplify paperwork,
· Invest in technology.
The 1998-1999 adopted budget for the City of Miami Beach shows revenues
of $3,164JOOO from building and trade permits and expenses of $2,547,653
to operate the building department. This $600,000 surplus of pennit fee
revenue over expenses should be used to increase staffing and to in',est in
technology, thereby improving the quality of services delivered to the
public.
1. Exoedite Plan Review
a. Additional plan reviewers are needed to speed up the process.
There should be at least two plan reviewers for each trade sc that if
one plan reviewer is sick or on vacation. the review proce:jS can
continue. Currently, there is a need for one additional "structuraln
plan reviewer to review the larger projects, one additiona/"B Jilding
and Roofing" plan reviewer to review the small projects - pools,
fences, driveways, windows, shutters, etc. and two full time "Fire"
plan reviewers.
b, Extend the hours for plan walk-thru until 3:00PM, rather than
restricted until noon as at present. This would help to redu(~ the
morning rush/jam/waiting time and allow people to spread
themselves out over the course of the day.
c, Plan reviewers should not be inspectors. This would allow plan
review until 3:00PM. since the reviewers would not need to '10 out
to make inspections.
d. One stop permitting - Fire and Zoning plan reviewers should all be
under the jurisdiction of the chief building official and should work
full time as plan reviewers in building department. This would avoid
going to different departments and filling our different appliCCltions
and getting conflicting responses on the same project.
JUL-16-1999 16:39
STRE8f'IL I ~IE PROPERT I ES, I NC
305 538 3917 P.03/07
e.
Where it is obvious to Building Department that ORB approval is
not required, don't send applicant to ORB. Let Building Depa iment
sign off, e.g. repairs or alterations that do not affect "the look- of the
Building.
Even jf Planning/ORB approval is required, allow applicants to
chose what order to get plan review approvals. Currently, eVE!ryone
must go first to Planning/ORB causing a backlog there in the
morning, rather than allowing review first by plan reviewer who may
not be busy.
f.
g.
Limit to two (2) the number of plans that the same person
(contractor, expediter, owner, etc.) can walk-thru at anyone time.
h.
Make sure salaries for plan reviewers are competitive with that
offered by neighboring municipalities for similar jobs, so positions
like "structural inspector" aren't left vacant and plans don't have to
be shipped out to consultants, as is being done now.
i.
The Plans Router should more actively monitor the progr :!ss of
dropped off plans. The Plans Router should be able tf) give
someone dropping off plans an approximate date when the "eview
will be complete and should be the contact person to check v/ith on
plan review status.
2. Imorave Insoections
a. Additional fire inspectors are needed to speed up the pr:>cess.
Currently a job can be stalled for a week waiting for inspections.
b. The same inspector should be maintained for a given trado on a
particular jOb to eliminate different requests from different
inspectors,
3. Additional Full Time Staffina Reauired
a. One (1) "Structural" Plan Reviewer (See 1 (a) above).
b. One (1) "Building and Roofing" Plan Reviewer (See 1 (a) abo\le).
c. Two (2) uFire" Plan Reviewers (See 1 (a) above).
d. One (1) qualified "information officer' at the front counter providing
information, so people don't have to wait in line for an hour to ask
the permit clerks a simple question and then find out they are in the
wrong place or they need a form filled out which they don't have.
JUL-16-1999 16:40
STRERf"lL I NE PROFERT I ES, I ~IC
305 538 a917 P.04/07
e. Two (2) knowledgeable persons answering the telephone. It i~j very
frustrating not to be able to get any information from the Building
Department over the telephone.
f. One (1) counter cashier who would exclusively take paymerlts on
permits. This would free up the permit clerks at the counter to
process the permit paperwork and give out information. Once
counter cashier is added, extend until 4:00PM the hour whEln the
cashier will accept payment for permits. Currently, the c3shier
closes at 3:00PM.
g. One (1) full time permit clerk at the front counter to speed up
processing the permit applications. Currently there are five (.3) and
a sixth is needed.
4. Reduce and Simplify Paperwork
a. Even if permit paperwork is not complete, as long as appli,:ant is
willing to pay the application fee, the Building Department should
process the permit application and allow plan review, for bo~' large
and small projects. This avoids a complete wasted trip where
applicant can't even start the process if paperwork isn't in order.
Currently, for small "walk through" projects, the E uilding
Department often will not review the plans until the pape",vork is
complete.
b. Have permit forms available in plain view in the waiting areCl of the
Building Department, so people can take them without having to
ask clerk behind the counter for them.
c. Have instructions posted in the lobby of the Building Depart nent in
plain view explaining step by step how to pull a permit ar,d what
paperwork needs to be submitted.
d. Post hours for walk-thru clearly (Monday - Friday, 8:COAM -
3:00PM). Post hours for major plan review clearly (Monday,
Wednesday, Friday, 2:00PM). Post drop off procedure clearly,
e. Allow credit cards to be used to pay fees and other ouilding
department charges.
f. Stop requiring that tenants produce a copy of the lease to jo work
in their premises. Owner's Affidavit authorizing the tenant tl) do the
work should be sufficient.
JUL-16-1999 16:40
STREAML I "IE PRO PERT I ES, I "Ie
305 538 j917 P.05/07
g.
Set up Owner's Affidavit so both tenant and landlord can sign one
piece of paper, instead of two separate forms: liThe under!iigned
owner of the property authorizes the tenant to do the work
described above."
h.
On each permit, there should be a list of the inspections spec fically
required (rather than a general list of all the departments), Upon
request, the City should be able to indicate what inspections ramain
to be obtained, so applicants know exactly where they stand,
Currently, computer will not print out specific list of inspections
required.
J.
Require each employee at front counter of the Building Depa iment
to wear a name tag.
5. Invest in TechnoloQV
a. Have permit forms available on City web site so they can be
downloaded and filled out without having to physically go down in
advance to get forms. Have instructions on the web exp aining
which forms are needed for what type of work.
b. Encourage communication with inspectors via e-mail. Now it is
almost impossible to reach them over the telephone and their voice
mail is frequently full and unable to take messages. Ins~ ectors
need not be given an "internet browser" in order to have a-mail, if
there is a concern that the use of the browser will IElad to
unproductive time wasted browsing the internet.
c. New Windows version of Permits Plus software is slow and the
server goes down a lot. IT department is slow to respond to fix the
problem,
d. City should purchase hand held computers for inspectors, so they
can log inspection results from the field onto the intemet. Dade
County has spent $812,000 on this equipment. See copy of news
article attached.
This equipment allows applicants to check the internet to see the
results of inspections; applicants can also use the inter net to
monitor the route of each inspector and track the inspector's
progress during the course of the day to know about what t me an
inspection of the applicant's job will be done,
JUL-16-1999 16:40 STREAMLINE PROPERTIES,INC 305538 a917
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- _.. -..... _ 4.1
t'
.
...
...
..
..
"
TOTAL P. 07