the 3r report is an integral part of that search. i would appreciate any help that you could provide in accelerating the process. thank you very much. >> other speakers? >> good morning, commissioner. luca brian, crg. i was actually with john on that occasion, and have had similar experiences before. i think that you should consider put-oting on a tiered service. if someone wants a 3r report right away, they could get it from -- for a premium. i think that you could get some

extra revenue from that process. logistically, i know that it can be done. they are already by and the computer. hit a button and it prints out. logistically it is not difficult. with the market coming back, i think that they will do a transition year this year. we might see some increase in economic activity this year. the 3r report is very important to a lot of people. my clients often ask what they are. i explained that the zoning information is essential. an offer to purchase a property can often hinge on that information. everyone else is considering buying the same property, they what the same information, it is an important destination.

it would be great that while i can tell my clients that i could get a report, it could cost extra. seeing them making up that decision to write the offer up for a multimillion-dollar proposition that afternoon, they can be in there and in time for other people's offers. it could be a win-win for everyone. there is the ability to get it there instantaneously. contractors and everyone else in the real-estate business. it would give you the opportunity to generate additional revenue. i wanted to emphasize what had been said and i think he should take it on board. >> thank you. further public comments? seeing no one, commissioner?

>> the speaker that came out really pointed out where we are lacking and if they are such an opportunity, we can generate the kind of income needed where multiple units are being provided as a service. quickly, expeditiously. that is something that could really be a part of this out reach program to the real-estate industry and others that really need information that is already available and can be expeditiously provided. i think that this would be an opportunity.

hopefully the change in the economic environment would really trigger a great windfall. with much needed income being generated from simply providing much-needed reports to the industry. >> one other comment on that. we went through this and essentially the 3r report is a collection of documents. at that time we were supposed to get tidied up for people who went in there. it was my understanding that that has happened. i was not aware that it still takes one week or two weeks to get one.

you know, in the past if you were in the know or you knew someone who could get in there and get a 3r report, you knew the right person to go to. for the room -- for the public, for the people that do not know, they wait on line. i think that that is very unfair. this is a great opportunity to improve that. right now. commissioner clinch? >> it has been 10 to 12 years since i had to get one. it is not just an immediate printout? something has to go on? >> there is a process to develop it. it is not simply automatically generated. i can have someone but comes in to give you the whole speech

next meeting. >> that is what i was going to request. maybe instead of discussing something not on the agenda, we have a report for next meeting. >> thank you. next item dempster >> the next item is public -- next item? >> the next item, the bic will take public comment on matters within the commission's jurisdiction that are not part of this agenda. >> comments? >> yes. >> you have got three minutes. >> good morning, commissioners.

my name is jose morales. even without mentioning my name, i would like to have my words in the minutes. i saw more livelihood in the commission today, listening to them comment. i do not get that instruction that it is ok, for you to speak when i present to you the proposal. you know that my complaint is of the changing of a house member. if i would also like to mention that one of the lawyers, one of

the city attorney's here, a representative this year. i would like to see him there in front. before that, i would like to say that maybe is not you, but i would like to worked see that we have, when we people come during the public comment, we ask questions or can make comments. either one of those. and then you have to answer right away. and you can answer by a the following type -- yes, this public comment on this or that, that question, this is the answer.

today i was planning to speak on the mutilation of [unintelligible] 35. i would like to see a copy. you should be masters of this. this has to do with the numbers of the city. they are not being enforced. we need to investigate this first. we need to preserve affordable housing for the community. no gimmicks. no cheating. this is not to accommodate the landlords. [tone] >> thank-you.

any further public comments? seeing no one. >> we can move on to item no. 5. report, discussion and possible action to approve the proposed budget of the department of building inspection for fiscal year 2011/2012. >> i want to remind everyone that this is the second hearing of the budget. we need five votes to approve the budget. >> pamela levin, deputy director of the administrative services. at the last hearing we had discussions on various topics. i hope that i address them in the memos that i sent out last week. i do not want to belabor any of these points unless you have questions. the one thing that i would like

to point out to everyone is the facts that between 2008, 2009, and 2010, in terms of bodies we added 25 people. this year we are proposing, in terms of bodies, we are proposing to add 17 additional people. 13.01 fte's that translates into 17 positions. i would like to point out that of the ftp's, which again is because we cannot budget for a full year, 9.24 are clerical positions spread across the department. that was on page 2 of the of --

of the report. cuthat is actually 21% of the fte's that will be added to the budget. giving you a better idea of how the positions will be used. i am open for any questions. >> which area would be public outreach or communication bringing that up to speed on the services the department has improved on. >> the public outreach section is primarily located under administrative services. it is, primarily, staffed by one individual now. we may move it back to support services down the road.

right now it is under, basically at reports to me. >> the categories that would bring about improvement of our systems, people would wind up coming to you for finding out what has been done? >> i am sorry, how do you define -- has been done? >> ata, seismic, all of the categories the department has been working on all of those years. >> it would start with the communications person who is, right now, bill strong. he gathers information from each division. we want to have a single point of contact where people are not calling on multiple places.

so, they would come to him. we would then go to the division that he is directly dealing with. for instance, the tracking system for being able to call up and scheduled an appointment for an inspection. that would be under inspection services, primarily. if there is a problem with that, we may need to get information from the mis area. when it comes to the questions of developmental units, bill might transfer them to the city. or the mayor would come to us and collect the information to go back to the individual. >> how long does that normally

take? to get back to an individual? >> for the most part it takes a couple of days, maximum. there are some complicated issues that people bring in that cross a lot of divisions and are things that people are working on. and there are some questions about different types of permits that are being issued and how something is handled on planned reviews. it involves a lot more than the straight forward. it might take several days. usually it is pretty fast. >> so, it gets funneled through you and goes back out again? >> it depends on whether or not i need to see it again. i try to keep track of what is going on so that i can keep the

director and formed of the issues in the department. and i make sure that things make sense when they go back out. but they do not typically have to be held up because i am in a meeting or anything like that. >> community fairs are a part of this our reach. that is part of what you are overseeing? >> yes. >> thank you. >> um, so i am looking at -- i think that i got my questions answered about the programs that we run through housing. there was a discrepancy that has been sufficiently explained to me to make sure that we have full funding for that. i agreed on the issues of

public outreach. also, training. i think that some of the issues around housing, clearly we are the eyes out in the city. making sure that we have sufficient training to make sure that staff is carrying forward what we expect of them and what we are counting on them to do. planning issues clearly. we have got some real responsibilities that have been placed on our staff. without adequate training, i think that all of this support in both of those regards -- we have got a lot of changes coming in the system. we have new codes that we are implementing.

as well as some, hopefully, strong programs. if there is a way that we could work with other departments to help fund things, this would be a good time to do it. there are a lot of changes. >> with that the additional funding being added for training, there is almost one- quarter of $1 million. >> do you know how much that is up from last year? >> when i was putting it into the system, it was up by $90,000. this -- the idea is to have it across different sections as needed. making sure that we are keeping up on the emerging issues. >> thank you.

commissioner clinch: can you explain -- i'm not familiar with the strong motion fund. is that state or city? >> it is a fee required by the state, of which we keep a small portion, and the rest gets transferred back up to the state. it is for emergency seismic disasters sort of training and issues. essentially, the whole project that started. it is also a long-term project, funded by strong motion. this is what we will use for our disaster recovery unit. the idea is that we need to keep up with the other activities that we are required to do by

the mayor's office and the department of emergency management to plan and, you know, go through exercises and then we actually prepare for kind of the inevitable issues that we are going to have in this region. we not only have budgeted positions. we also have budgeted the emergency supply so that we can make sure we have adequate, you know, materials and supplies in our -- what is called the doc, which is the department operations center, and that we have access to, and that we keep recycling, if you will, because things take time out. we feel that, you know, it is a good use of that funding, and so, that is basically how it works. commissioner clinch: have you

collected permit applications? >> it is an additional charge that we have to collect on permits. every time you come in, you pay a strong motion fee. as i said, we have to return it on a quarterly basis -- some of it -- back to the state. just one of those things. [laughter] we also have other state- mandated fees. commissioner hechanova: if my math serves me right, on inspection services where payments from other departments have sort of -$25,000, is that reflected in those numbers under sub total? then, when i look at the permit services side, where payments from other departments are subtracted from services from other departments, the sub total -- the subtotal is not

consistent. >> can you tell me what page you are on? commissioner hechanova: on the summary, next inspection services at the top. services of other departments. 2010-2011. then payments from other departments. it reflects their the sub total -- it reflects there the s ubtotal. >> what happens is this -- it is a really weird way of doing the accounting. what happens is -- commissioner hechanova: that is the part i do not understand. it is weird, and i'm reading numbers directly, and when i look at the next page, the $114,880 on payments from other

departments are not -- are subtracted from and shown on the sub total. >> let me tell you how this works. instead of taking -- i will give you an example. i'm going to pay you to do my vehicle maintenance. instead of me reflecting my payment to you as a revenue, you are reflecting it as a rejection to expenses, so you spend $114,000, and then, i give you $114,000, and you update the expense. instead of showing it as revenue, we show it as a reduction to expense. it is the way that the internal service department is doing it. internal services are department

of technology, central services, that sort of thing. we are not in -- so, if i'm understanding -- since there are also services of other departments, and that is -- so the first one is from your perspective -- the first one is i'm paying you to do something, and the second perspective is you are paying somebody else to do something. you are paying department of technology to do something, and the services of other departments, so payments are shown as a reduction to expenses, and services were shown as an ex so we are not -- we are going up by $31,000 for services of other departments. we are not changing payments of other departments, so that is

why it is zero. it is still -$25,000. so there is no change between each year. does that -- am i getting -- or are you saying that the subtotal is not taking into account? commissioner hechanova: yes, that is the part i'm not tracking correctly or properly in your accounting system. where it is reflected -- not reflected in the subtotal for inspection services, but on permit services, and it does get subtracted out. >> i see. ok. so -- commissioner hechanova: that is the part of the creative accounting here that i do not follow. again, those are only the bracket type of numbers that i could at least see where are the sum total, where they are reflected or not reflected, and

if not, why. >> ok, so, i'm trying to do things really -- commissioner hechanova: similarly on materials and supplies, the variants there. there is a significant jump from the 2010/2011 to 2011/2012, over $100,000. but let's get back to both permit services and services to the other departments that are not reflected consistently on the sub total. -- subtotal. >> sorry, i'm trying to do some math quickly.

so when you add up the 2010- 2011, when you take the 3.425, and the 97,000, - the 25,000, i get the $3,497,000. but i do think -- i do understand -- i think what you're saying is -- when you take an ad the $3.4 million plus the $5.0 million, plus the 100 to -- you are saying it does not equal the $14 million? is that basically what you are -- commissioner hechanova: repeat again? >> when you take the sub total

of each of those, it does not include, it is not the 14 -- commissioner hechanova: yes. it should be, i guess. >> does or does not? i did not bring a calculator -- >> i have one. go on to something else. >> let me explain on the materials and supplies and to the disaster coordination unit, that is the stars and fringes and materials and supplies where it will go from 120 to 557, with the growth of 437,000 -- is that

-- commissioner hechanova: at the bottom is the next page on technical support. >> the number comes out the same. it does equal that. commissioner hechanova: but the huge jump -- i guess that is my other question on materials and supplies. >> let's start with your question on premise services. under technical support, it does go from 136 to 10,000, under materials and supplies. that issue is because materials and supplies included the code books bought for the whole department based on the state code changes that occurred in january 2011. we do not need to buy as many code books, and therefore, that is the drop. ok, on