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https://archive.org/details/annualreportdep1992sanf_0

DPW 1992-1993 ANNUAL REPORT

DOCUMENTS DEPT.

FEB 2 2 1999

SAN FRANCISCO PUBLIC LIBRARY

3 1223 05718 6471

Front Cover DeSig n Members of the Cky Hall project team make

Inside City Hall Dome - Heavy " ^^^'^ inspection of the dome .

steel and concrete seismic bracing will be hidden behind the vast ornamental surfaces of City Hall.

What the Icons mean 'j^- Mission -jQI' Highlights 'O' ^^^^'^^ Goals

Table of Contents

1 Introduction 6

2 DPW Organization Chart s

3 General Administration lo Office of the Director 12

Claims Investigation 13 Environmental Health and Safety 14 Financial Management and Administration 16

4 Engineering Bureaus 20 Office of The City Engineer 22 Bureau of Architecture 23

Bureau of Construction Management 30 Bureau of Engineering 33 Office of Capital Resources 36

5 Operation Bureaus 42

Bureau of Building Repair 44

Bureau of Street and Sewer Repair 46

Bureau of Street Cleaning and Urban Forestry 47

Bureau of Water Pollution Control 50

6 Public Services Bureaus 54 Bureau of Building Inspection 56

Bureau of Environmental Regulation and Management Bureau of Street-Use and Mapping 62

7 Retirement Honor Roll 66

8 Recognition Awards 68

9 Department Statistics 72 Operating Budgets 73

Current Contract Data Survey 74 Program Expenditures 75 Programs and Activities 78

NTRODUCTION

The mission of the Department of Pubhc Works is to provide for the safe and clean operation and maintenance of City streets; safe and efficient operation and maintenance of the sewerage system; proper design, construction, and maintenance of City-owned faciUties; enforcement of appHcable sections of the San Francisco Municipal Code, which includes regulations for both public and privately owned buildings. The Department is committed to compliance with environmental and other legal mandates and is dedicated to preserving employee health and safety while enhancing their dignity and pride.

The Department will maintain the following in the coming year:

1 . Establish a sound safety program, including full compliance with provisions of SB 198.

2. Provide training to support employee performance and to develop supervisory and management skills.

3. Continue to recognize and reward superior performance and safety practices.

4. Maintain a proper work environment that respects all employees, without reservations.

5. Continue development of work standards to promote efficient and timely completion of responsibilities.

6. Develop and maintain procedures manuals for Bureau operations, safety, and policy.

7. Maintain financial records to support proper Bureau and Departmental operations.

8. Continue development of standards that encourage:

■ High levels of service to public and clients.

■ Communication within and outside Bureaus and the Department.

■ Maintenance of discipline.

■ Participation in training programs.

■ Participation in community activities.

9. Continue pursuit of improved work facilities, especially for the Bureau of Building Inspection.

There are a total of 1,902 budgeted positions in the Department. As of June 30, 1993, 1,881 of these positions were filled.

Stationary Engineer Apprentice Carmi Johnson assists Stationary Engineer Santi Escalambre work cm the SeconAary Clarifiers at the Southeast Water Pollution Control Plant.

InstaMtion of curb ramp to meet Americans with Disabilities Act (ADA) requirements.

General Administration office of the director

Director of Public Wori<s, John E. Cribbs Assistant to the Director, Vacant

The Office of the Director performs the secretarial functions for the Director's Office, conducts the Director's hearings, oversees Board of Supervisors legislation, manages the Department's Office of Environmental Health and Safety, coordinates public information activities, and investigates and coordinates all claims.

OFFICE OF THE DIRECTOR

'<^' MISSION

The mission of the Director's Office is to support the employees, the Bureau Heads, and the Deputy Directors in their efforts to accomphsh the mission of the Department and to provide and maintain a safe work place that is dedicated to preserving employee respect and is dedicated to service. The Director's Office develops and sets the policies for all functions within the Department.

'Q' HIGHLIGHTS

Our successful social, informational, and awards programs were continued this year and we entered our sixth year of publishing the Department's newsletter.

T Continued emphasis was placed on improving utility and client relationships.

T A Department-wide Safetj' Recognition Program has been developed and on-the- job safety measures continue to be recognized through the Awards Program.

T Established, through the Civil Service Commission, "Supervisor as a Coach" training classes for the Department and "Voices and Choices" for self-assertion training and recognizing harassment.

0 FUTURE

▼ Establish a training class for retirees to help guide employees through the retirement process.

T Continue development of supervisory and managcnicni ii , lining, safety training, and develop communications within and outside of die I iincnt.

T Make all positions in the Department available to those qualified and interested.

Claims Investigation

)' MISSION

The Mission of the Claims Investigation Division is to process claims and submit recommendations to the City Attorney as quickly as possible. The Claims Division also handles all complaints that may generate future claims, assisting the City Attorney's Office in the discovery process during litigation and handling all claims that involve Public Works. The goal is to settle as many claims as possible without litigation or assistance from the City Attorney's Office.

HIGHLIGHTS

This year, the Claims Division:

T Settled 87% of all the claims settled without assistance from the City Attorney. 13% of the cases were settled in litigation by the City Attorney.

T Handled 5,424 City Attorney discovery requests.

T Worked more closely with private law firms who defended the City in pro-bono work.

'0: FUTURE

The Claims Division will:

T Work closely with all Bureaus to develop better record-keeping techniques and procedures to defend the City against claims and lawsuits.

T Utilize more private law firms willing to take cases to trial in defense of the City.

▼ Work to reduce the costs of claims and lawsuits against the City.

Environmental Health and Safety

'0' MISSION

The Environmental Health and Safety Office acts as a resource to the Department in protecting the health and safety of Department of Public Works' employees by developing and implementing a comprehensive health and safety program throughout the Department.

'Q' HIGHLIGHTS

This year, Environmental Health and Safet}':

▼ Implemented the Injury and Illness Prevention Program. Audited Bureau performance semi-annually.

T Implemented Department ot Pulilic Works' Infection Control, Respiratory Protection, Lockout-Tligoiit, 1 1( Mi ing Conservation, Confined Space Entry, and Motor Vehicle Accident \ cmioii Programs.

T Conducted evaluations of Video Display Terminals in compliance with the San Francisco VDT Ordinance.

T Reported occupational injury illness rates to management and employees.

▼ Responded to 565 requests for health and safety information. T In compliance with OSHA laws, trained:

• 1,268 employees in health and safety.

• 103 employees in behind-the-wheel motor vehicle prevention.

• 279 employees on health and safety orientation for employees.

T Developed supervisor safety handbook.

▼ Conducted special health and safety training in back injury prevention, confined space entr}', lockout-tagout, and electrical safety.

▼ Conducted twenty-five baseline health and safety inspections and performed industrial hygiene monitoring for noise, dust, welding, indoor air quality, lab chemicals, and ventilation, and recommended controls to be taken.

▼ Wrote health and safety articles for Bureau and Department newsletters on topics such as back safety, stress, off-the-job safety, nutrition, and fitness.

▼ Fit-tested 286 emploj^ees for respirators.

•□•FUTURE

Environmental Health and Safety will:

▼ Develop and implement the Department of Public Works' Lead Policy.

▼ Provide one-on-one supervisor safety training.

T Continue implementation of baseline safety inspections of Department of Public Works' facilities.

Department of Puhlic Hcahl)'\ I ll\ 1 . im- lAihoratory Project at 101 Grove Street. Photo shmvs custnm tascu-nrk m the microbiology laboratory .

Financial Management and Administration

Ann Branston, Deputy Director

PERSONNEL ADMINISTRATION Manager, James Horan

The Personnel Division is responsible for hiring, training, retaining, and developing a skilled and diverse work force for the Department.

CONTRACT ADMINISTRATION Manager, Win Lwin

The Contract Administration Division administers the processing of the Department's contracts from advertisement through bid receipt, opening, award, and certification.

COMPUTER SERVICES Manager, James Seals

The Computer Services Division provides Departmental electronic information services, inc hiding pKiiming, software development, network and hardware installation, diicl opci.itions.

FINANCE AND BUDGET Manager, Robert Carlson

The Finance and Budgcn isimi is i csponsiblc tor budg(!t preparation, grants researcli and administration, and iinancial planning, analysis and reporting.

ACCOUNTING Manager, Ronald Small

The Accounting Division prepares and processes all of the Department's accounting and purchasing documents.

Financial Management and Administration

MISSION

The Mission of the Financial Management and Administration Division is to identify, plan for, and develop the financial, personnel, contractual, and computer' resources, expertise, and information needed by the Department to accomplish its goals.

HIGHLIGHTS

PERSONNEL ADMINISTRATION DIVISION

This Division is the central personnel office for the Department and processes all personnel transactions. The Division continued its function of administering appointments and separations, and maintaining personnel records. Personnel staff were in constant contact with Department of Public Works' Bureaus regarding all types of personnel issues, including disciplinary and grievance matters and personnel policy and procedures interpretation. The Payroll Unit continued to process and prepare biweekly payrolls for the Department.

The Training and Staff Development Unit continued to conduct orientation programs for new employees and student engineers. In addition, the Unit instituted a new course "Key Skills for Supervisors". To date, over one hundred Department of Public Works' supervisors have participated in this program.

Finally, our Affirmative Action Coordinator continued to provide technical assistance on all equal employment opportunity related matters to the Personnel Administration Division and all Department Bureaus, including investigating discrimination complaints and preparing the annual Affirmative Action Plan for the Department.

CONTRACT ADMINISTRATION DIVISION

This Division is responsible for the administration of all Department of Public Works' contracts. Activities include advertising, receipt of bids, bid document processing, handling bid protests, contract awards, and insurance coordination. Other activities include monitoring and coordinating the Department's compliance with the City's MBE/WBE/LBE Ordinance, South African Divestment Ordinance, MacBride principles. Business Tax Ordinance, and verification of Contractors' licenses and apprenticeship programs.

A total of 234 contracts were awarded in Fiscal Year 1992-1993, of which ninety-seven were construction and 137 were personal services contracts. The total value of the contracts was over $251 million.

COMPUTER SERVICES DIVISION

The Computer Services Division (CSD) designs, programs, operates, and maintains all Department-wide and many Bureau-specific automated information systems needed to support Departmental goals and objectives. CSD provides IBM PC (and compatible), IBM AS/400, IBM System/36, and IBM Local Area Network, hardware, software, network, and end-user support services.

Department-wide management information needs continue to be addressed through the Department's Financial and Personnel System (FPS) and Personnel Status System (PSS), and a customized distributed FAMIS (San Francisco's City-wide accounting system) for the Department.

During Fiscal Year 1992-1993, preparations and wiring began for LAN (Local Area Network) installations in many Department of Public Works' Bureaus, including Architecture, Engineering, Environmental Regulation and Management, Street Repair, Street Cleaning, and Building Repair

FINANCE AND BUDGET DIVISION

The Division of Finance and Budget's mission is to develop financial resources and reports, and prepare analyses needed by the Department to implement and control its projects and programs. Responsibilities include coordination and input of the annual budget, preparation of an annual 5-year Sewer Service Charge Revenue Plan, preparation of an annual Indirect Cost Plan, participation in bond authorizations and sales, development of Departmental capital plans and grant proposals, and preparation of fmancial management reports.

Highlights for 1992-1993 include the refinancing of Scnvcr Revenue Honcis, preparation of the Clean Water Revenue Plan, prepaidiioii ol ilic ri.iiispoii.iiion Capital Plan and related funding proposals, resolution ol issues le^.iiciing

FEMA reimbursement and improvements to financial reporting systems.

ACCOUNTING DIVISION

The Accounting Division is the point of origin for documents dealing with the disbursement of funds and ( ollec tion of revenues, .md their guidance through required procedures until fm.il lii|uid.ition li m.imt.iins accounts showing allowances, reserves, allotments, e.\i)enditur{;s, encumbrances and balances for all funds under the control of the Department.

An automated Work Order Billing System wms impleniented during the fiscal year Full automation of the Accounting Division is in the design stage with implementation scheduled to be completed b\' March 1994. The grant billing function and the contract payment function became the full responsibility of the Accounting Division and a tracking system was developed to monitor each function.

0 FUTURE

During Fiscal Year 1993-1994, the Financial Management and Administration Divisions will continue to focus on automation.

The Computer Services Division will finish installing LAN's in Architecture, Engineering, Environmental Regulation and Management, Street-Use Management, Building Repair, Street and Sewer Repair, and Street Cleaning and Urban Forestry. Another project will be the continued automation of the Accounting Division's functions. A new project will be initiated to streamline and automate payroll functions. Finally, refinements and improvements will be made to many financial reports, particularly reports supporting capital projects.

Tree Program Manager Dan McKenna posts a notice for the removal of a tree.

Engineering

Unsightly utility poles and lines are being placed underground along Roosevelt Street.

Engineering Bureaus

Deputy Director and City Engineer, Robert T. Cocl(burn

OFFICE OF THE CITY ENGINEER Project IVIanagement, Robert E. Badgley

Planning and Control, Michele Pla Disability Access, Rictiard Sl<aff Public Affairs, Alex Pitctier Administration

ARCHITECTURE

City Arctiitect, Norman M. Karasick

The Bureau of Architecture is responsible for providing comprehensive planning, facility management, and architectural services for new buildings and the modernization and renovation of existing public buildings.

CONSTRUCTION MANAGEMENT Manager, Don Eng

The Bureau of Construction Management provides overall management, on-site inspection, site assessment and remediation, scheduling, surveying, and testing, for the many capital improvement and infrastructure construction projects undertaken by the Department.

ENGINEERING Chief, Jackson Wong

The Bureau of Engineering provides civil, structural, and mechanical engineering services, landscape architecture, and project engineering for most City agencies.

OFFICE OF CAPITAL RESOURCES Manager, George A. White

The Office of Capital Resources is responsible for developing strategies, plans, programs, analysis, and reports in support of the Department of Public Works' infrastructure maintenance, preservation, and enhancement mission.

Office of The City Engineer

PROJECT MANAGEMENT

Project Managers are responsible for maintaining the schedule and budget on major projects. They are responsible for successful public, regulatory, and interdepartmental interfaces. This is accomplished through a matrix management structure which gives Project Managers authority over personnel assigned to the project over the appropriate range of disciplines.

PLANNING AND CONTROL

This unit keeps abreast of regulatory requirements and ,issui'es tliat projects include features to comply with them. Review of |)i(Me( ts loi ( mn pi i.iik e with the National Environmental Protection Act and the C.ililoi iiid L.in ironnieiUcil C^ualitj^ Act is included. This unit also monitors each Bureau's progress towards meeting their management objectives.

DISABILITY ACCESS

Provides disability access code interpretation ( ode dex elopment, code training, and access design criteria to Department ot I'lii )l n Wni l.s I ;ii i ( .ms .nid oiln-i ( ,it\' Departments (including the Chief Admii i im mi r> ( ii, I'oii, .\iipoii, and the Utilities Engineering Bureau), ( haiis the Uep.ii imeiit's Accessibility Advisory T^sk Force, and provides code traininu to pi i\.ite eiimneers, architects, and others in the community.

PUBLIC AFFAIRS

The III IK I Mill 111 I'Liblic Affairs is to encoiii .i-e ,iirI ensuir puhln k ip.ition and to provide tiniel\ >ind accurate information to the |Hibli( . This iiixoKcs \ .11 ious means, including public tours, fact sheets, reports, press releases, einplo\ cc i Mining programs, and public notices. Staff organizes regular public. m( ( iiii-s ihc Citizens Advisors^ Committee on Wastewater Management (CAC) and the .Scjutheast Community Facility Commission.

ADMINISTRATION

The Administration Division provides overall administrative support to all Bureaus. Personnel, the Records Center, and clerical support were provided to various sections of the Bureaus of Engineering and Construction Management.

BUREAU OF ARCHITECTURE

-j^. MISSION

The mission of the Bureau of Architecture is quaUty pubhc architecture through excellence in management and design. The Bureau of Architecture provides comprehensive planning, facility management, and architectural services for new buildings and the modernization and renovation of existing public buildings.

HIGHLIGHTS

The Bureau of Architecture is currently managing over 200 ongoing projects, totaling over $828 million. The great majority of the work is funded by voter- mandated general obligation bonds, totaling $625 million. From 1987 to 1992, voter- mandated bond work increased 1,200 percent.

Workload grew more than five times faster than staffing and the Bureau accommodated this workload growth through internal efficiency improvements and increased use of consultant contracts. During 1987, the Bureau contracted out approximately $770,000 in consultant fees to private architects and engineers. During the next five years (1988-1992), the average yearly volume of fees to architects and engineers was approximately $8.2 million.

EARTHQUAKE SAFETY BOND PROGRAM - PHASE II

The Earthquake Safety Program, Phase 2 (ESP2) is a $332.4 million bond issue passed by San Francisco voters in June of 1990 for the following purposes:

1. Strengthen selected City-owned public buildings to withstand seismic forces.

2. Repair damage caused to public buildings by the October 17, 1989 Loma Prieta earthquake.

3. Make life safety and code required improvements associated with earthquake repair work.

4. Tkke advantage of repair and code work being done by concurrently undertaking facility preservation work, including such items as roof replacement, heating and ventilation modifications, and electrical upgrades.

5. Replace Zoo subsurface utilities: water, gas, electrical, and sewer lines.

The bond issue covers 191 City-owned facilities. One hundred seventy-one require earthquake damage repairs only, of which 166 projects have been completed. Twenty facilities include both seismic strengthening and earthquake damage repair and all twenty are in stages of planning or design.

To date, $173.3 million in bonds have been sold. Design work is underway on all the major Civic Center buildings, including City Hall, Civic Auditorium, Department of Public Health Headquarters, the Opera House, and the Veterans Building.

The Music Concourse is currently under construction and will be restored to its original splendor for its centennial celebration in July 1994. The Civic Auditorium is anticipated to be issued for bidding at the end of 1993, and an interim project is anticipated to be undertaken soon at City Hall to repair the rotunda arches.

LIBRARY BOND PROGRAM

In June 1988, voters approved $104.5 million for a new Main Library and $5 million for renovations to branch libraries.

The new Main library will occupy the block bounded by Fulton, Grove, Larkin, and Hyde Streets. Groundbreaking began in early 1993, with compl(;tion skited tor late 1995.

In the branch library program, design was completed and filing for permits was accomplished on the Chinatown Branch Library. Design development was started on the Mission Branch Librar\' and construction was substanticill\' compkncxi on Sunset.

EARTHQUAKE SAFETY BOND PROGRAM - PHASE I

The $59.7 million 1989 Earthquake Safety Pro.m.mi ( I SIM ) hk liulcs i\\( ntv-four projects, nineteen of which are fecilities for till • I iic I )ip.ii i iiicni Also included are projects at La.mm.i I londa I Idspii.il. C .ilitoi iii.i A( .icicnix ol Si k-ik cs, \si.m Art Museum, and the l.r-ioii ol lloiioi. Si ope ol w oi k loi 1 1 11 SI ■ pio|c( is 1 oiisists of seismic strengtlicning, asbestos abatcnirni, i oiiciiiion n p.iii, jiul tlis.ibirtl <i(:c(;ss. Fire Department Stations No. 2 and No. .m mui, ! , m non \ i oiiii.n i lor Station Numbers 7, II, and 15 and 38 tciiMli luiliiooii! ,ul(liiioiis \.,is .iw.ncicd. Designs for Station Numbers 37 .md to .md llr,id(|iMi ins ,ii I 'm 1 1 1 p st.it ion No. 1 were completed. Design is undciw ,i\ Im si.n ions l , ll, 'I, 1) ,iiul Ashbury T^nk. A study was initiated to dcici ininr options loi SLiiion ,\o. Z\ .

The Phase 1 work for tlie Laguna Honda Hospital Boiler Room and Equipment Bracing project is undn ( onstruction. Phase 2 design was compk^ted.

Excavation and demoliiion work have begun at IZG/Research and Mineral Hall Wing at the Academy of Sciences and the Legion of Honor

SAN FRANCISCO FIRE DEPARTMENT BOND PROGRAM

In November 1992, the $40.8 million Fire Department Bond Program was approved by the voters for the construction and improvement of thirty-two Fire Department facilities. The first bond sale of $16.4 million will provide funding for twelve projects in planning and eight in design.

The Central Fire Alarm Station will be seismically upgraded and renovated. A planning assessment was initiated in June 1993.

NEW SHERIFF'S FACILITY

Construction started on the new $40 million Sheriffs Facility in June 1 991 . At the close of fiscal 1992-1993, construction was approximately 80% complete. This new five-story building, located next to the Hall of Justice, will contain a Centralization

Intake/Release Center, Med/Psych Facility, and Work Furlough Center. This project will lessen jail overcrowding by providing 360 work furlough beds and seventy-six beds for forensic services. The project is scheduled for completion in spring 1994 and is being funded by State Propositions 52 and 86 and a 1990 San Francisco bond measure.

SF AIRPORT UNITED AIRLINES GARAGE f

The contract documents for the design of the $32 million, 3,000 car, parking garage was completed in August 1992. The state-of-the-art garage features helical ramp circulation, glass-enclosed elevators, open stairways and a precast concrete panel exterior. Main criterion included safety, high security, low maintenance, and a strong simple design that reflects high technology and airport operations of the next generation.

Bidding has been delayed due to protests by adjacent communities. Construction will be on an 18-month schedule with phasing of work on adjacent roads and parking lots. The project will include the vacating of terminal lots, allowing for the implementation of the New International Terminal under the Airport Master Plan.

RANKIN STREET PUMP STATION AND HEADWORKS

The Bureau is providing design services to the Bureau of Engineering for the Rankin Street Pump Station and the Headworks buildings. The Rankin Street Pump Station is a $30 million project adjacent to the Southeast Plant. Bids are due August 1993, with construction slated to begin in November.

The Headworks is a $7 million companion project inside the Southeast Plant. Construction documents are scheduled for completion in October 1993, and will be advertised in November 1993. This facility will provide removal of grit and debris from storm water and raw sewage from the Rankin and Channel Pump Stations.

MENTAL HEALTH SKILLED NURSING FACILITY BOND PROGRAM

The 185 bed mental health facility, with project cost of $27 million, is currently under construction at San Francisco General Hospital. Construction started in September 1992, and it is scheduled to be completed in the fall of 1994. The facility will provide San Francisco residents with a level of care that currently can be obtained only by contract with other counties around the State.

SAN FRANCISCO POLICE DEPARTMENT BOND PROGRAM

The $28 million San Francisco Police Department Bond Program was approved in November 1987 to update the structural and functional requirements of nine neighborhood police stations and one training facility.

In prior years, three projects have been completed. In Fiscal Year 1992-1993, four projects were advertised for bid. Construction contracts for the $3 million renovations of l^raval Police Station and a new $4 million building combining Mission Police Station and Juvenile Division were awarded in the last quarter of Fiscal Year 1992-1993. Construction will begin early 1993-1994.

Bayview Police Station was advertised for bid, however, due to contractor and neighborhood based protests, the project was readvertised and a responsive bid has not yet been received. Programming was completed for both Park Police Station and Golden Gate Stables. The3^ will be advertised for bid in the second quarter of Fiscal Year 1993-1994.

SAN FRANCISCO GENERAL HOSPITAL PARKING GARAGE

Construction documents are 95% complete for this $12.2 million, 800-space parking garage that will serve the San Francisco General Hospital staff, patients, visitors, and the surrounding community. One-third of the site will be used for surftice parking and will be available for future expansion of the garage to a 1,200 car capacity.

The parking structure has six levels of parking and fits w itliiii the -^o-toot lici.ulit limit allowed by the Zoning Ordinance. The project is ( ui i cnth on liokl w hile discussions take place between the Mayor's Office, tlic I'ldninng Coniniissioii, and the Parking Commission concerning the possibility of Constructing the compUite 1,200 space project at this time.

TENDERLOIN CHILDREN'S PLAYGROUND

The Tenderloin Children's Pla3^ground is a new 13,000 square foot, two story building and new 18,400 square foot pla^'ground for the exclusive use ot Children up to the age of sixteen years old.

The total project estimated cost, not including the cost of the Lind, is S4.;', million. Bids received in May 1993 were lower than expected due to a t.i\ in.iblr hititlin^ climate. Construction will start in fall of 1993 and will be complcicd m kill 1994.

CANDLESTICK PARK STADIUM IMPROVEMENTS

The $400,000 painting ot the stadium exterior and light standards has been completed. The 54 million seat additions, exiting improvements, gates expansion, and waterproofing project has been completed within the three month construction period before the Giants first spring game. Accessibility issues are being analyzed and a Master Plan will be developed.

The prioritizing of this year's upcoming work has been established with input from Recreation and Park Department and the Mayor's Office. Seat additions/exiting improvements to reach 70,000 seat capacity and on-field seat expansions are major parts of 1993's Phase 8B.

YOUTH GUIDANCE CENTER

The Youth Guidance Center includes eleven departments that provide services to youths and their families and Juvenile Hall where youths are detained by the Juvenile Courts. The Youth Guidance Center is continuing Health, Fire, Life-Safety, and general renovations of the Center, totaling S3. 7 million. Contract documents are near completion for five emergency projects totaling $1 million. Construction work continues on the fuel tanks.

The $670,000 Fire/Life Safety Improvement Project at Log Cabin Ranch is substantially complete.

PROGRAM MEASUREMENTS PREVIOUS YEAR 1991-1992

Thirty-nine (39) projects were advertised at an estimated construction cost of $29 million. Construction value earned during the year totaled $27.0 million.

Tujcnty-six (26) projects were awarded at a construction cost of $26.8 million. Three of these projects were designed by the Bureau of Architecture, but advertised and awarded by other agencies - the School District, Bureau of Building Repair, and Laguna Honda Hospital.

CURRENT YEAR 1992-1993

Thirty -four (34) projects were advertised at an estimated construction cost of $145.4 million. Construction value earned during the year totaled $46.3 million.

Twenty-eight (28) projects were awarded at a construction cost of $130.9 million. Five of these projects were designed by the Bureau of Architecture, but advertised and awarded by other agencies: Department of Public Works - Bureau of Building Repair, Bureau of Engineering, and Bureau of Water Pollution Control; and the Fine Arts Museum.

CONTRACTS AWARDED BY BUREAU OF ARCHITECTURE

	Previous Year 1991-1992	Current Year 1992-1993
	AWARDED	AGGREGATE	AWARDED	AGGREGATE
Type of Project	CONTRACTS	VALUE	CONTRACTS	VALUE
Civic Center	3	$798,544	1	$168,800
Earthquake Repairs	5	1,368,922	4	3,280,811
Miscellaneous	2	2,469,210	2	720,685
Public Health	5	20,337,709	4	1,226,375
Public Libraries	1	662,300	0	0
Public Safety	5	299,349	8	12,541,870
Recreation/ Park	2	591,536	4	6,671,701
	23	$26,527,570	23	$24,610,242
Contracts Awarded by Others	3	$253,527	5	*$106,322,143
(Department of Public Works -
Building Repair, Engineering,
Water Pollution Control;
and the Fine Arts Museum)
	26	$26,781,097	28	$130,932,385

* Includes New Main Library construction managed by Bureau of Engineering and Bureau of Construction Management.

27

0: FUTURE GOALS

The mission of the Bureau of Architecture is quality pubhc architecture through excellence in management and design.

The Bureau has developed a set of six (6) vision statements as part of its on-going program for continuous improvement and qualit^^ control. These six vision statements, listed below, are critical to fulfilling the Bukmu s iiiiNsion. Based upon the vision statements, measurable time-based goals foi tln' I'.uu mli liave been developed to guide efforts toward improved performance.

1. Design Quality: We delncr qiiciliry public architecture.

2. Customer Service: We provide quality service to our customers.

3. Supportive Work Environment: We have a supportive and effective professional work environment.

4. Team and Indi\'idual Recognition: We recognize and encourage teamwork with effective communication between sections, Bureau of Architecture management and Department of Public Works management.

5. Leadership/New Project ,iiul Sri\ i( c \ clopiucni ; We .k ti\cl\' develop proposals for new projects. Weacim K tli \ i l( .p m w sn \ i. cs .nul oiin i hem along with traditional services to poicniial i licnis.

6. Image: We are recognized as a quality architectural organization and a desirable place to work by current employees, potential employees, and other design professionals.

^ ^ ^ O ^

1 3 ■ ■ a

1

IMIIIIMMHI 1

San Franci'sco FiVe Defxjrtment Station #25, ongj'na[I;y built in 1928 and renovated in 1955, will undergo amajor recomtriictinn tn ensure seismic sutety.

Sunset Branch Library seismic and access upgrade.

CONSTRUCTION MANAGEMENT

-j^. MISSION

The mission of the Bureau of Construction Management is to serve the people of San Francisco by providing construction management services on a variety' of Pubhc Works projects. The Bureau is responsible for ensuring that all construction projects are completed in a timely manner, consistent with technical plans and specifications, and within budget constrictions, while mitigating public impacts.

ACCOMPLISHMENTS

T Manage construction of Clean Water Projects in excess of $280 million. T Construct $80 million of Clean Water facilities.

T Improve safety procedures; Bureau was awarded Safe Bureau of the Year T Continue training upgrading.

T Start merging of Bureau of Architecture-Construction Management into Bureau of

Construction Management. T Establish contacts with Airport to manage the S2.5 billion c(jnstruction program. T Merge Site Asbestos Remediation Program into Bureau of Construction

Management.

▼ Provide environmental services for Department of Public Works, Public I Icalth,

Public Utilities Commission, the Port, and other City Departments. T Respond to emergencies in environmental issues.

T Manage construction of Capital Improvement Projects in excess of $33 million. T Construct $11 million of Capital Improvement facilities.

T Mange more than 70 projects of General Engineering Services in excess of $30 million.

T Brought Bureau of Construction Management in compliance with SB 198. •01' HIGHLIGHTS

GREAT HIGHWAY AND SEAWALL PROMENADE

The last segment of the Great Highwa}' project, w Iik h was delayed to allow access to the final section of the Seawall promenade, was ( ()in])lct(-d in May 1993. This project incorporates a lowered four lane straight roadway with a 12-foot wide planted median strip and a landscaped parkway east of the highway with a 1 4-foot wide trail for joggers, bicyclists, and pedestrians. The Seawall Promenade will provide structural protection for the new Great Highway.

LAKE MERCED TRANSPORT

The Lake Merced Transport is a 8,500-foot long, 14-foot diameter tunnel with associated structures which will be completed early in the next fiscal year This transport will capture sewage from the southwest portion of the City and route it by gravity to the Westside Pump Station. This will allow the Lake Merced Pump Station to be abandoned. This project will protect the Fort Funston Beach and Pacific Ocean shoreline and reduce the sewer overflows to eight per year

ISLAIS CREEK FACILITIES

Work continues on the Islais Creek Facilities. The Transport/ Storage FaciHties are under construction and the Pump Station should be under construction by the end of 1993. When the facilities are complete in early 1996 they will store thirty-seven million gallons of sewage. The pump station will convey the storm water and sewage to the Southeast Water Pollution Control Plant. This will reduce the combined sewer overflows in the southeast portion of the City from forty to the allowable ten per year.

OCEANSIDE WATER POLLUTION CONTROL PLANT

Work continues on the Oceanside Water Pollution Control Plant (OWPCP). The underground treatment plant has primary treatment, secondary treatment, and disinfection process units. When the plant is complete, in mid-1994, sewage from the west side of the City will be conveyed to the OWPCP through a force main from the Westside Pump Station. After treatment, the effluent will be discharged through the existing Southeast Ocean Outfall 4.5 miles into the Pacific Ocean.

INFRASTRUCTURE PROJECTS

Forty-three projects were completed to rehabilitate the City's infrastructure. These included streets, sewers, cisterns, auxiliary water supply system facilities, street lighting, traffic signals, parks and recreation, handicap facilities, and heating and ventilation in City buildings.

SOUTH EMBARCADERO ROADWAY

The South Embarcadero Roadway Project was started during the 1992-1993 fiscal year. This portion of the roadway project is located on the Embarcadero, between Folsom Street and King Street, and on King Street, between the Embarcadero and Second Street. It includes resurfacing the roadway, installing tracks for light rail vehicles, doing landscaping work, and constructing a promenade with street furniture and an art ribbon. Future projects will include refurbishing the entire Embarcadero.

ALTA STREET HILL STABILIZATION

This project consisted of constructing a cast-in-place retaining wall on five soldier piles with ten tie-backs to stabilize Alta Street. Also included in the project was the installation of rock bolts into the hillside with wire netting to prevent the sliding and falling of the fractured hillside.

Projects		$98,058,013
Clean Water Projects		$66,580,326
1235W	Islais Creek - Contract A	$6,139,450
1213W	Oceanside Water Pollution Control Plant	$25,508,910
1222W	Great Highway /Seawall	$2,015,979
1225W	Islais Creek - Contract C	$18,013,458
1220W	Lake Merced	$11,704,344
7086W	Distnbuted Control Systems	$3,198,185
	All other Clean Water Program Projects	$3,238,318
Capital Improvement Services
and General Construction Sen^ices	$31,477,687
6641 M	Bush /Polk Parki7ig Garage	$1,270,992
6682E	Cisterns, Contract 1	$2,270,501
6658E	South Embarcadero	$11,779,189
All other Projects		$16,157,005

MAJOR GOALS FOR FISCAL YEAR 1993-1994

THE BUREAU OF CONSTRUCTION MANAGEMENT WILL:

1. Continue management of Clean Water Projects.

2. Continue training upgrade.

3. Manage the construction of the new Citj^ Library

4. Finahze the integration of the Bureau of Architecture/Construction Management into Bureau of Construction Management.

5. Continue managing the Capital Improvement Projects.

6. Computerize construction payments.

7. Prepare Bond Issue for City Underground Storage Tank Remediation.

8. Streamline and cut cost of Hazardous Material Proposal.

BUREAU OF ENGINEERING

'jp- MISSION

The mission of the Bureau of Engineering is to serve the people of San Francisco by providing planning, designing, and consulting services to various City departments and to assist in the management of City streets, sewers, and structures. The Bureau is responsible for assuring that all projects assigned will be completed on schedule, adhering to applicable codes and standards, and within budget, while meeting all requirements to ensure the public's safety and welfare.

'Qt HIGHLIGHTS

The following is a brief description of some of the major projects in the various disciplines.

LANDSCAPE ARCHITECTURE

This section is responsible for providing quality and timely design of City parks, urban spaces, and streetscapes. During Fiscal Year 1992-1993, the section completed the master plan of the New Chinatown Park, completed design and construction of Bayview and Cow Hollow playgrounds, completed design and advertised Portsmouth Square Plaza renovation, and completed the design of John McLaren Lake renovation.

STREETS AND HIGHWAYS

This section provides consulting and design engineering for roadway and pavement improvement projects, and design support services during construction. One of the main projects of the section is the Embarcadero Surface Roadway Project which will be constructed in three phases: North Point Street to Broadway, Folsom Street to King Street, and King Street, from Third Street to Sixth Street. The design for the first two phases was completed this year. Project scope includes construction of medians, bikeways, pedestrian walkways, landscaping, street lighting, synchronized traffic signals, and street furniture. When completed, it will provide greater vehicular, bicycle, and pedestrian safety, improved access to several important neighborhoods, and accommodate the F-line streetcar and Muni Metro Extensions.

STRUCTURAL

The section has provided design of new structures and retrofit for numerous City- owned buildings, including Mission Police Station, Chinatown Branch Library, St. Mary's Garage, and others. The Structural Section also provided design for the new Harding Park pedestrian bridge and peer review of conceptual design for modifying the seismic hazard rating of the DeYoung Museum and the existing Main Library building for occupancy by the Asian Art Museum.

ELECTRICAL

This group is responsible for providing cost effective electrical design packages for various City departments and acting as their consultant in matters related to Electrical Power and Control. During Fiscal Year 1992-1993, the section participated

in the design of the Embarcadero project, Rankin Pump Station, Richmond Transport, Airport Parking Garage, and the Candlestick Traffic Improvement Project.

HYDRAULICS

This group is responsible for the planning and design of the City's sewer and drainage project. During the fiscal year, the last of the large Clean Water Master Plan elements were either under design or construction. On the Oceanside, the Lake Merced TUnnel was completed and the Richmond TUnnel successfully bid. On the Bayside, Islais Creek Contracts A and C were under construction; Contracts B and E were designed, and planning for Contract D was completed. Mariposa Pump Station was completed on time and within budget. In addition, 3.6 miles of sewer lines worth $7.5 million were designed. These projects are in connection with the R&R emergency and routine work. Also, the planning group of the Hydraulics Section completed the Flood Control Sewer Revenue Bond Report which will be used to initiate a flooding bond measure in the June 1994 City election.

During the past year, SI. 5 million of earthquake related work was completed. This work is eligible for reimbursement from FEMA. The backlog of routine work was decreased to $6.2 million.

ENVIRONMENTAL ENGINEERING

This section worked with the Regional Water Quality Control Board to set more detailed coliform standards, allowing us to decrease residual chlorine released to the Bay without adversely affecting conducted public health. This will result in reduced chemical costs of $416,000 per year Tfesting was also conducted using various concentrations of polymer in the centrifuges. The result will enable us to reduce sludge hauling costs b}^ $462,000 per year lb meet Clean Water Act standards for effluent, a direct filtration method was tested. The standards can be met using this technology so that tertiary treatment facilities costing over $30 million will not be required.

The section has worked with Bureau of Water Pollution Control's Maintenance and Operations Divisions, providing engineering support with troubleshooting, equipment purchases, and defining needs for construction projects. One of the significant projects is the Distributed Control System which uses microprocessors to tie equipment signals to main control panels.

MECHANICAL

During Fiscal Year 1992-1993, this section spearheaded efforts to expand the City's Auxiliary Water Supply System (AWSS) and complete its sewerage transport and treatment facilities. Eight AWSS contracts, funded by the 1986 Fire Protection Bond, completed construction and another five contracts were advertised. Included in the work completed was the first leg of the Ocean-Mission connection along Mission Street from 29th Street to Bosworth. The Ocean-Mission extension is, from a tactical perspective, the most important element of the 1986 bond issue as the system continues to expand westward and southward from its origins in downtown San Francisco. Three of the contracts advertised this year will help extend the Ocean- Mission connection, and a fifth contract being finalized for permit will complete this critical expansion of the system.

The design of the Rankin Wet Weather Raw Sewage Pumping Station was also completed this year and recently has been released for bid.

PROJECT DEVELOPMENT

This section has three areas of responsibility, as follows:

▼ Pavement Management: Surveyed 50% of the City streets (approximately 250 miles). Additionally, this group provides coordination between paving contracts and other entities that do construction in the street area.

T Curb Ramp Management: This group responds to complaints about existing curb ramps and checks the design and construction of proposed curb ramps. They have reviewed the design for the reconstruction of over 300 curb ramps during the year

T Sewer Management: This group recommends sewer reconstruction and repair projects. It has reviewed over 1,000 sewers in the last year and has recommended 250 blocks to be repaired or reconstructed. Additionally, this group is compiling sewer information for initiating a Sewer Management System.

Q. MAJOR FIVE YEAR GOALS

T Develop a Sewer Management System.

T Update current manuals (Design and Drafting Manual, Procedures Manual, and City Standard Specifications (CSI Format)).

T Training in San Francisco Building Code and ICBO codes.

▼ Develop manpower planning system.

T Improve record-keeping system: drawing storage, retrieval, checkout; consistency; calculation files; and project files.

T Bring all sections to same or adjacent buildings to increase communication, cooperation, and knowledge between disciplines.

OFFICE OF CAPITAL RESOURCE MANAGEMENT

'j^' MISSION

MISSION AND OVERALL GOALS

The mission of the Office of Capital Resource Management (OCRM) is to develop strategies, plans, programs, analyses and reports supporting the Department of Public Works' infrastructure maintenance, preservation, and enhancement mission.

PROGRAMS AND ACTIVITIES

During Fiscal Year 1992-1993, the Office of Capital Resource Management supported the Deputy Director for Engineering by implementing major projects and special activities in the following areas:

T Facility Condition Monitoring. T Earthquake Safety Planning and Assessment. T Geographic Information Systems (CIS) Base Map Development. T Department of Public Works - Special Projects - Executive Retreat Summary Report.

T Public Works Federal Project Proposal Summary' and Cost Estimates.

HIGHLIGHTS FACILITIES CONDITION MONITORING (FCM)

The major objective of the program is to conduct 100 to 1 20 inspections annually. The FCM team conducts inspections on the City's inventory of 615 general fund supported buildings. The goal is for each building to receive one complete inspection in each five year assessment cycle. General obligation bond funds and the general fund covered the total Facility Condition Monitoring program budget. The FCM program budget for Fiscal Year 1992-1993 was approximately $550,000.

The FCM team completed 120 assessments during Fiscal Year 1992-1993. As of June 30, 1993, the total number of buildings assessed was 584. This represents 95% of the City's total inventory of general fund supported buildings. The Capital Assets Management System (CAMS) - FCM total building inventory is now at 915 buildings. Of this number, 615 are general fund supported buildings and 300 are enterprise supported buildings from the Port, Hetch Hetchy, and Water Departments.

EARTHQUAKE SAFETY PROGRAM - PLANNING AND ASSESSMENT (ESP P&A)

OCRM completed a major seismic safety assessment program involving seventy- eight City-owned buildings. This program, called Earthquake Safety Program - Planning and Assessment, defined the seismic resistance performance of selected general fund supported public facilities throughout the City. The seismic survey is part of the City and County of San Francisco's ongoing phased seismic repair and assessment effort of its facility inventory. The effort began in 1988 with the goal to systematically inspect, evaluate, and seismically strengthen City-owned buildings to address life safety hazards, enabling buildings to better resist earthquakes.

The ESP V&A project produced 313 seismic, asbestos, and disabled access assessments and reports. The total cost of the Earthquake Safety Planning and Assessment effort was approximately $3.7 million. Funding for this project came from Earthquake Safety Program 1 and 2 bond funds earmarked specifically for this effort.

OCRM developed a comprehensive list of the assessed buildings that had seismic hazard ratings (SHRs) of three or four. In terms of the building response to a major seismic event, these hazard rankings warrant serious attention. The prioritization of these buildings, and the provision of up-to-date cost estimates to seismically strengthen them, had the following impact on the City's strategic planning for future project funding:

T Assisted the Capital Improvement Advisory Committee (CIAC) in targeting which building projects should be higher funding priority through the City's annual Capital Projects Budget, or be placed on future resource allocation program proposals, such as general obligation bonds.

T Provided Departments affected with up-to-date cost estimates for seismic

strengthening, asbestos mitigation, and disabled access projects of their buildings.

Results from the Earthquake Safety Program - Planning and Assessment's 1992 efforts supported development of a Cultural Facilities Bond Program Report. The original bond project calls for $40 million for the proposed move by the Asian Art Museum to the Main Library at Civic Center; $22 million for repairs, seismic strengthening and asbestos removal at the California Academy of Sciences - Steinhart Aquarium; $22 million for seismic repair, disabled access, asbestos mitigation, and renovation and improvement items for five Art Commission buildings; and $10 million for rehabilitation of existing over-burdened building systems and provision of basic amenities at the Exploratorium. The Capital Improvements Advisory Committee and the Board of Supervisors approved this bond proposal. The Board added legislation to increase the original $94,045 million dollar proposal to $98,045 million. The $4 million dollars added is for acquisition and capital costs for a Lesbian and Gay Cultural Center. This bond measure is scheduled for the November 1993 ballot.

The Seismic Tfechnical Advisory Committee concluded its year-long project oversight and policy-setting activities for the Seismic Assessment of Various City-owned Buildings project in January 1993. Areas of policy review included:

1 . Uniform criteria for seismic assessments.

2. Cost estimating policy and methodology.

3. Soil hazards investigation policy.

4. Materials testing policy.

5. Assessment methodology and criteria.

6. Seismic strengthening/upgrade policy goals and standards.

7. Geotechnical policy.

8. Building code impact on seismic assessments.

9. Building prioritization strategy related to bond program development.

10. Department liaison strategy.

11 . Building code trigger review.

12. Historic preservation policy.

13. Relocation cost strategy.

14. Building replacement cost strategy.

As a result of the survey and reporting efforts by the architectural, engineering, and public health representatives on the Planning and Assessment team, and policy development and project review by the Seismic Technical Advisory Committee, the OCRM was able to develop a comprehensive strategic framework for the next Earthquake Safety Program - Phase 3. This framework includes the following:

1. The current Seismic Hazard Rating system developed by the Department of Public Works.

2. Eight strategic bond proposal options, each with building list and funding scenarios.

3. A complete list of buildings rated SHR of three and four (assessed in 1992) for bond proposal consideration.

The framework will help determine the size and scope of the next seismic strengthening program. This bond proposal will be ready for inclusion on the ballot in 1994-1995.

GEOGRAPHIC INFORMATION SYSTEMS (GIS)

In November ot 1992, OCRM, UeiDartmcnt ot l^ublic Works Operations and Project Development published a report entitled "Geographic Information Systems (GIS) - A Plan for San Francisco". The purpose of this report was;

1. To present technical background information on Geographic Information Sj^stems computer applications that store and/or organize spatial (geographic) information in an electronic digital map and provide analysis of land-based information in an effective and timel}' manner

2. To analyze the current status and the future of GIS applications.

3. To determine whether GIS should be implemented in the City and County of San Francisco.

4. To present an implementation strateg}^ for the Department of Public Works.

The recommendations made and adopted from this report were that the City promptly implement GIS, that the Department of Public Works develop and maintain a unified City-wide base map as apart of an initial implementation phase of GIS, that Citji' Departments form their own Applications Committee to coordinate their GIS implementation.

In Februarj^ 1993, OCRM published a Request for Proposals calling for the services of a consultant to complete the development of a GIS base map for the City. The GIS Base Map Development Project will begin during the last week of July 1993 and run throughout October of 1994. BI/E2 Joint Venture, a partnership between Brighter Images and E2 Consulting Engineers, Inc., will provide consulting services. Subcontractors include Hammon, Jensen, Wallen and Associates (HJW),

Meridian Surveying and Engineering, Inc., Polytech Associates, Inc., and Plangraphics, Inc. The Base Map Development Project has four phases, described below:

* Phase I includes the creation of a set of technical guidelines, aerial photography and GIS workshops.

* Phase II covers the creation of the orthophotographs, including vendor selection, orthophoto production and quality assurance. Quality assurance procedures for this phase include checking the orthophotographs for accuracy by field survey. At the end of this phase, the City will have a complete and accurate set of high quality orthophotographs.

* Phase III favors the digitizing of the cadastral layer and the alignments of the City's centerline database ("The Stick Map") to the orthophotographs, and completes the orthophoto base map.

Phase IV covers the installation of base map and the training of City staff in base map maintenance procedures.

The City has not initiated a City-wide GIS network due to the diversity of City Departmental applications. This presents a formidable obstacle to the unification of information. The present strategy of requiring each Department to be responsible for its own applications program allows GIS to overcome this previous obstacle. The City's Electronic Information Processing Steering Committee (EIPSC), established a GIS Subcommittee with representatives from various interested City Departments. The purpose of this Subcommittee is to share information and work cooperatively on specific action teams to develop shared goals for the establishment of a City-wide GIS network.

OCRM, through the Department's GIS Applications Committee, is overseeing the coordination of efforts of Department of Public Works bureaus and divisions in implementing GIS demonstration projects for their organizations. The sections and bureaus involved are:

1. Streets and Highways.

2. Water Pollution Control.

3. Building Inspection.

4. Pavement Management.

5. Sewers/Hydraulics.

6. Streets and Mapping.

The Goals of the Department's GIS Applications Committee are:

T Increase map security for the Department.

T Increase map maintenance.

T Improve storage and retrieval capability.

T Establish and maintain the GIS base map for all users, and

▼ Coordinate geographic information system applications development.

The Department of Public Works will implement three major GIS demonstration projects in Pavement Management, Sewers/Hydraulics and Building Inspection by the end of 1994.

DEPARTMENT OF PUBLIC WORKS - SPECIAL PROJECTS - EXECUTIVE RETREAT SUMMARY REPORT

OCRM participated in developing the final draft of the Department of Public Works' Executive Retreat report - "Developing a Strategic Action Plan." Tlnis report is the result of the Departmental retreat and is an organizational plaiming tool. The report is now being circulated and under review b}' the Department ot I'ublic Works Director and Deputy Directors for implementation of its various goals and strategies in staff development, future project development and management, and improving the Department's response to immediate and long range public needs and concerns.

PUBLIC WORKS FEDERAL PROJECT PROPOSAL SUMMARY

The OCRM assisted the Deputy Director for Engineering and the Deputy Director of Financial Management and Administrdtion in dc\ ('lo|~)iiig tlic I)c]-)cU tmcnt's project proposal for New Federal Public Works ( jpu.il I'Kim.nns. I he piopos.il is tlic culmination of the City's capital pro]( ( i iccjucsts, cik ompassing both short term and long term projects. Short range projects range from hazard mitigation for buildings, water treatment facility reports, and rehabilitation to street repairs. Long term projects include seismic safety, asbestos mitigation, and tHs.iblcd access for public building and replacement of criminal jusik c hn ilmcs ( )ih( r long term projects include sewcM" sx'stem renovation, building moclci iii/,ition, and \\at(!r treatment facilit^^ rehabilit.itioii oi leplacement. The pnjpnsctl piom.un's lotal costs estimated for both shoi i aiiti lonu term capital projects is si d billion clolhns.

0: FUTURE GOALS

OCRM'S MAJOR AOTIVITIES FOR 1993-1994 ARE AS FOLLOWS:

T Facility Condition Monitoring: OCM<M ■ ill I'n us mm in.iintcnanoc and documentation - reviewing and upclr > i .md k poiriii'.j

documentation, and enhancing proji . n ( .\.\ls I (,M svstem to

reflect information gathered from 1990 to 199.).

T Earthquake Safety Program: OCRM will produce the third seismic safety bond report - Earthquake Safety Program 3.

T Geographic Information System (CIS): OCRM will produce the orthophotos, base map, and initiate the digitizing process that will create the City's CIS Base Map.

T Special Projects: OCRM will respond to special project requests related to strategies, plans, programs, analysis, and reports for the Department's infrastructure maintenance, preservation, and enhancement mission.

The architectural model for Rankin Street Headworks Building located at the Southeast Water Pollution Control Plant. This concrete facility, with glass skylights and windows, will remove/filter sediments during the treatment process .

Two public toilet stall configurations submitted for review and study.

OPERATIONS BUREAUS

Deputy Director, Scott A. Shoaf

BUREAU OF BUILDING REPAIR Superintendent, Raymond Zohnd

The Bureau of Building Repair is responsible for operating, repairing, and maintaining City-owned and managed buildings, and for managing interdepartmental work orders for other City agencies.

BUREAU OF STREET AND SEWER REPAIR Superintendent, Richiard Cunningham

The Bureau of Street and Sewer Repair is responsible for City streets and appurtenant structures, including pavements, gutters, retaining walls, and stairways; City main sewers, including over eighty miles of brick sewers, most of which were constructed before 1879; the City's bridges, underpasses and overpasses; and the Municipal Asphalt Plant.

BUREAU OF STREET CLEANING AND URBAN FORESTRY Superintendent, Johin Roumbanis

The Bureau of Building Street Cleaning and Urban Forestry is responsible for cleaning the City's street and highway system and planting and maintaining street trees and landscaped areas. At the same time, the Bureau pursues an on-going public education and enforcement campaign aimed at street cleanliness and the proper care of the street portion of the City's urban forest.

BUREAU OF WATER POLLUTION CONTROL Manager, William Keaney

The Bureau of Water Pollution Control has the responsibility for maintaining and operating the City's sewage treatment plants and pumping stations.

EMERGENCY PLANNING Coordinator, Suzanne Hart

The Emergency Planning Coordinator is responsible for pre-event planning of coordinated Departmental and inter-departmental responses to major disasters and for emergency response training of Departmental employees.

BUILDING REPAIR

•j^' MISSION

The Bureau of Building Repair is dedicated to the conscientious effort of providing quahty, professional, and cost-effective service to City-owned buildings under the jurisdiction of the Department Public Works, as well as other municipal departments. The Bureau's success has been its growth attributed to its versatility.

'Q: HIGHLIGHTS

Despite the retirement of more than seven veteran managers and supervisors, the Bureau assumed a more efficient profile through implementation of an open-door policy for managers. Full communication of information and goals between staff members expedited project completion and improved emplo3^ee morale.

Leadership potential was aggressively honed through staff development training (38% of managers and supervisors completed Civil Service training courses in Fiscal Year 1992-1993).

The Bureau's commitment to employee safety and health continued through increased training in hazardous material, confined space entry, and asbestos handling and avoidance. In the interest of economy and timeliness, one employee was also trained to act as in-house driving instructor

The Bureau believes that excellence in performance is the only goal for a public agency and will aggressively pursue it in partnership with all of its employees.

BUREAU ACTIVITIES INCLUDE:

T Laguna Honda Hospital roof repairs.

▼ Modification of War Memorial restrooms for disability access.

▼ San Francisco Water Department Water Conservation Devices, Phase I.

▼ City Hall, Room 50, Reproduction Office Renovation.

▼ Installation of security fence at the new Main Library.

▼ Installation of energy generators for San Francisco Water Department Pump Stations.

T Painting of buildings at the San Francisco Water Department/ Peninsula.

▼ Installation of Odor Control Equipment for Clean Water

T Repairs to heating systems for San Francisco School District. T Repairs of walls/floor at the San Francisco Water Department Crystal Springs Reservoir.

▼ Construct/maintain curb ramps for the Bureau of Engineering.

T Public Utilities Commission-Energy Conservation - On-going program to retrofit

light fixtures of City facilities. T Installation of stainless steel ceilings in showers, security screens, lavatories, and

toilets for County Jail #3. T Homeless shelter restoration of PolyTech Gym for Mayor's Office. T Upgrading of the Army Street Yard radio room.

▼ Jail waste line improvements and installation of "muffin monster" at Hall of Justice.

▼ Upgrading of men's and women's restroom at 101 Grove Street to meet ADA requirements.

T Building of three new exam rooms for Health Center No. I's AIDS Clinic and

renovation of two exam rooms for heating and ventilation. T Ashbury T^nk - Main gate valves for radio control high-pressure system.

▼ Jones Street Tknk - Renovation of living quarters.

▼ Department of Social Services - 1440 Harrison Street office renovations.

T Renovation of Youth Guidance Center's Cottage W-3 for the Health Department's special programs for youths.

▼ Renovations of public meeting rooms at City Hall.

▼ Water tank upgrades at Redwood Center

T San Francisco Water Department Water Conservation Devices, Phase II. T Security fencing for San Francisco Water Department/Peninsula - Sunol. T San Francisco International Airport escalator repairs.

▼ Public Utilities Commission - Energy Conservation - Ongoing program to retrofit light fixtures of City facilities.

T Renovation of Water Reclamation Station's load area for Water Pollution Control Plant.

T Renovation of gates at Candlestick Park. T Reconstruction of curb ramp.

T Restoration of calamine doors for San Francisco Fire Department's Pump Station No. 2.

▼ Exterior improvements of San Francisco Fire Department's Pump Station No. 2.

▼ Ashbury Iknk - Additional motorized valves for high-pressure system.

▼ Exam room renovations for Health Center No. 5.

T Heating and ventilation upgrades for Health Center No. 3. T Upgrading of 4th floor men's and women's restrooms at City Hall to meet ADA requirements.

PERFORMANCE MEASUREMENTS

'O' FUTURE GOALS

1991-1992

1992-1993

MAINTENANCE AND OPERATION OF BUILDINGS:

Janitorial Service Units (1,000 square feet)

320,009

344,668

Percentage of Equipment Breakdown

0.01%

I.D. Maintenance and Operation of Buildings:

Valuation of Interdepartmental Work

$16.3 M

$16.7 M

Percentage of Re-Work on Interdepartmental Work

0.01

0.01%

STREET AND SEWER REPAIR

-jg- MISSION

The Bureau of Street and Sewer Repair is committed to the efficient operation and maintenance of the City's street, sewer, bridge and tunnel system in order to minimize hazards to pubhc health, safety, and property. In the event of a public emergency, the Bureau is expected to organize and maintain the public works field presence needed to normalize the situation.

'Q: HIGHLIGHTS

The major highlight in the Street Repair Program is the rehabilitation of the Municipal Asphalt Plant. This plant was originally built in 1954. In November 1987, the citizens of San Francisco passed Proposition B which provided $27 million of roadway, safety, and other infrastructure improvements. Included in the proposition was a specific proposal to rehabilitate the Asphalt Plant. The rehabilitation includes the replacement of worn out structural elements. When completed, the plant will meet the air pollution control standards of the Bay Area Air Quality Management District. Although the rehabilitation will not increase the plant capacity, it will insure the Bureau a stable and economical supply of the wide range of paving mixes required by the City crews. The plant also will allow effective asphalt pavement recycling. The permitting, testing, and start-up operations have been substantially completed this year The Municipal Asphalt Plant began production as of June 30, 1993 with its first ten tons being placed on City streets.

PERFORMANCE MEASUREMENTS

Street Repair Program

51 lane miles of City street resurfaced.

856,000 square feet of defective pavement patched.

27,768 potholes patched.

49 lane miles of City street slurry sealed.

11 tons of asphalt produced by the Municipal Asphalt Plant.

Sewer Repair Program

862,000 linear feet of pipe sewer cleaned. 8,423 catch basins cleaned. 117 sections of main sewer repaired. 213 sections of side sewer repaired.

0 FUTURE GOALS

T Bring the Municipal Asphalt Plant to full production levels. T Improve the Bureau Cost Tracking System. T Improve work site "Safe Work Practices".

T Expand supervisory training to ease the transition from laborers into leaders.

▼ Computerize the Asphalt Plant material usage.

T Improve crew efficiencies to the level of outside contractors.

STREET CLEANING AND URBAN FORESTRY

'j^' MISSION

The mission of the Bureau of Street Cleaning and Urban Forestry is to efficiently and safely remove dirt and refuse from City streets, plazas, stairways and other public areas for reasons of public health, safety, and beautification, and to maintain City- owned street trees and related landscaped areas in a safe and attractive condition.

'Ql' HIGHLIGHTS

This year, the Bureau of Street Cleaning and Urban Forestry made significant progress in the following areas:

Street Cleaning and Urban Forestry, with the Bureau of Architecture and Muni, planted thirty-seven Canary Island palm trees in the center islands on Market Street. This was part of the new "F" Line project and included installation of a new irrigation system and cobblestone placement. Public response to this planting project was very positive.

Tten sycamore trees were planted by the Urban Forestry Division along Sixth Street. Funds for this planting came from a donation to the Adopt- A-Tree lYust Fund by Carl Pearlstein.

Improvements were made on three City stairways:

T The Lyon Street Stairway, between Vallejo and Green Streets, was upgraded by Bureau employees and members of the neighborhood Cow Hollow Association.

T The Esmeralda Stairway, in Bernal Heights, was also improved with the help of both Bureau workers and area residents.

T Work was done on the Henry Street Stairway, where a demonstration garden is planned.

The Bureau purchased replacement equipment using funds from the half-cent sales tax. This equipment included mechanical street sweepers, pick-up trucks, a chipper and brush truck, and a packer truck. Delivery was also taken on a van donated by San Francisco Beautiful for the transportation of special crews to their work sites.

A landscape renovation project was started on Van Ness Avenue, between Geary and Bush Streets. Urban Forestry furbished the center islands by planting new trees, installing a geoflow drip irrigation system, and setting cobblestones. Cobblestones were chosen because of their low maintenance cost and the resulting characteristic "City" appearance.

The litter receptacle replacement project is on schedule. A total of 457 new litter receptacles were placed on City streets this past fiscal year. We plan to add another 400 receptacles during the current year.

The number of workfare crews was expanded from five to fifteen a day, seven days a week. This allows the Bureau to clean in areas which have never had service before, such as outlying business areas.

Urban Forestry, working with the Mission Economic Development Agency, planted twenty-three Mexican Fan palms along Mission and 24th Streets. The project also involved participants in the Sheriffs expanded Tree Corps Program.

Issuance of private tree permits was transferred to the new Bureau of Street-Use and Mapping (BSUM). Because of the Ti-ee Advisory Board's intense interest and activity in the area of private beautification of the City, liaison with the Board was also moved to BSUM. This change should result in a closer working relationship between the Tiree Advisory Board and the Department. It will also permit this Bureau's Urban Forestry Division to concentrate funds and personnel on the maintenance of City- owned trees and landscaped areas.

This year, the Broom Brigade expanded the number of participating block captains by more than eighteen percent, surpassing the intended goal. During Clean City Week (January 1-14, 1993), the Brigade coordinated and provided equipment for thirty-one neighborhood clean-ups. Additionally, this was the fifth consecutive year in which managers from Hj^att Hotels participated in the program. They focused their efforts in areas most frequently visited by tourists.

The Bureau designed, provided, and set up an impressive exhibit at tlie main entry of this year's San Francisco Landscape and Garden Show, a fund raiser for Golden Gate Park. The exhibit featured palm trees framed with cobblestones in illustration for the show's theme of California gardens.

The Urban Forestry Division, in conjunction with the Sheriffs Department and with funds from the half-cent sales tax, continued a major reforestation effort of our City's street trees. Participants in this project planted 1,100 trees in tree basins which were empty for various reasons, ranging from natural tree decline to vandalism.

The Controlled Parking Mechanical Sweeping Program expanded to seven days a week, both sides of the street, in several important downtown areas. The expansion covers the entire length of Mission Street, from Daly City to the Bay, Market Street, from Castro to the Embarcadero, Third Street, from LaConte to Market, and portions of Van Ness Avenue and Sixth Street.

Installation of a new 800 megahertz trunk radio system for the Department was done under the auspices of Street Cleaning and Urban Forestry. The system, to be staffed and administered by Bureau of Street Cleaning and Urban Forestry, enables each Department of Public Works' Bureau to have an independent channel. This has eliminated overcrowding on the air

0 FUTURE GOALS

The Bureau intends to change its name to the Bureau of Street Environmental Services. The name change will better reflect the functions of the organization.

In response to budget reductions, the Bureau plans to initiate an operational restructuring and consolidation of the work force. This change should allow for more efficient and effective use of Bureau personnel.

As an offshoot of the Bureau's organizational change, the Bureau will start using composite work crews. A composite crew will be made up of Bureau personnel with different classifications and from workfare and SWAP participants. The purpose of the change is to move toward a more diverse and efficient work force.

The Bureau plans to develop and implement a Graffiti Abatement Program to address the ongoing problem of defacing public and private property.

PERFORMANCE MEASUREMENTS
Litter enforcement and educational public contacts	16,855
Tbtal tons of debris removed	19,729
TbtaJ curb miles of streets cleaned	107,455
Tbtal curb miles of mechanical sweeping - controlled parking	99,553
Tbtal curb miles of mechanical sweeping - uncontrolled routes	4,122
Tbtal curb miles of manually cleaned streets	3,780
Tbns of illegally dumped debris removed.	7,128
Tbtal public street trees maintained	2,485
Tbtal public street trees inspected	6,287
Tbtal acres of landscaped areas maintained	1,744
Tbtal large trees pruned in landscaped areas	174

Testing for gas prior to opening manhole.

WATER POLLUTION CONTROL

-j^- MISSION

The Mission of the Bureau of Water Pollution Control is to provide for the collection and treatment of the City's sewage, to properly dispose of the by-products of treatment, and to monitor the disposal system to ensure the maintenance of a safe environment in our Bay and ocean waters. Further, the Bureau is committed to providing these services in a manner that promotes public health, safety and welfare, both for the employees providing the service and for the people who are the beneficiaries of the service.

OPERATIONS DIVISION

Major challenges Operations faced with success this year were improving solids handling, upgrading operator skills, and cutting costs.

SOUTHEAST PLANT

Major attention has been shifted to expanding the Southeast Plant. Operations, in concert with Environmental Engineering, is actively involved in the review and changes in the design of the Rankin Street Pump Station headworks building 012 and new disinfection facilities and conveyances.

Improvements in the operation and maintenance of the solids handling and chemical treatment facilities have resulted in $500,000 worth of cost savings. Savings were achieved through operators' efforts and skills and maintenance modifications. That the above savings were achieved despite the necessity of transferring over a dozen top operators to the new Oceanside Plant is especially noteworthy. An additional $400,000 was saved in chemical costs as a result of negotiation with the Regional Board that covered a one time trial with less stringent disinfection requirements. This negotiation effort was achieved by the Laboratory and Environmental Engineering Division.

The lowest number of injuries and illnesses in the last ten years was recorded by the Operations Division this past year

The Quality and Reliability Enhancement Program was recognized by the Director for its outstanding Operations Training Program.

RICHMOND SUNSET AND PUMP STATIONS

Operations successfully met its primary mission of protecting the beaches and the receiving waters by preventing dr\' weather overflows as a result of pump station failure and by achieving a discharge compliance record of better than 99.7% at the Richmond Sunset Treatment Plant.

A new challenge, identified in the Bayside Operations Plan, has required that all equipment at the City's wet weather facilities be functioning at maximum capacity during storms. Procedural changes, as well as an upgrading of our emergency response to equipment failures, has allowed the Bureau to meet the new requirement with a near perfect record.

shifting experienced Operations' staff to the new Oceanside Treatment Plant is ensuring a good start-up, however, it has placed a considerable burden on the existing operations. The need was filled by offering people short term supervisory positions on an "As-acting" basis and by hiring temporary entry level operators. The significant task of training the new people was accomplished by using a direct "hands-on" approach.

t

OCEANSIDE PLANT

Oceanside Plant construction has reached 98% completion with a projected start-up date for September or October, 1993. All process equipment is installed and undergoing testing. The Bureau had thirty employees assigned to Oceanside this year for plant familiarization and extensive manufacturer training.

LABORATORY SERVICES DIVISION

The Laboratory Services Division of the Bureau of Water Pollution Control has, over the last few years, expanded its analytical capability and now provides environmental services to such diverse clients as the Port of San Francisco, Bureau of Engineering, Bureau of Environmental Regulation and Management, San Francisco Airport, Recreation and Park Department, Department of Public Health, and the Mayor's Office. Regulatory agencies requiring data on the presence of toxics in various environmental matrices (wastewater, marine sediment, soil and tissues from marine organisms) have been the driving force responsible for this new focus. The Laboratory is certified to analyze drinking water, waste water, hazardous inorganic waste and conduct toxicity tests using delicate marine organisms. Currently, the lab has submitted an application to be certified for lead analyses in paint and oil matrices by the American Industrial Hygiene Association. Taking on this new work and the corresponding increase in the level of analytical sophistication necessary to provide these services has been very challenging to the lab over the last year

Over the next few months, the Marine Monitoring Section of the Richmond Sunset Plant's Process Control Section will move to the new Oceanside Laboratory. This new facility will provide a larger and safer environment for conducting analytical testing. This laboratory is planning to work hand-in-hand with the Operations Division to provide rapid, accurate analyses to help with the new plant start-up.

The Southeast Laboratory will also continue to provide routine analytical services for the Wastewater Treatment Plant's Operations Division at the Southeast Plant by providing data on the plant's effectiveness and compliance with regulatory standards. Summary reports are submitted to the Environmental Protection Agency and the State Water Boards for their review and to determine compliance with applicable State and Federal regulations.

MAINTENANCE DIVISION

The mission of the Maintenance Division is to provide service, repairs and improvements to Bureau equipment and facihties so that permit standards can be met efficiently and economically. The Maintenance Division processed 9,800 work orders in the past year Some of the major accomplishments for the Maintenance Division were:

▼ Assignment of Maintenance staff to the Oceanside Plant was completed.

▼ Electrical crew performed preventive maintenance with a contractor on the high voltage primary station at the Southeast Plant.

T Instrumentation and Control worked with CH2M Hill in the development of the Distribution Control System (DCS) for the Bayside Facilities.

▼ Completed the remodeling of the Laboratory at the Southeast Plant to facilitate sampling receiving.

▼ Upon completion of the Mariposa and 20th Street Pump Station upgrade, developed and initiated a Preventive Maintenance Program.

T Upgraded the alarm systems at 20th Street, Mariposa, and Westside Pump Stations.

▼ Developed and initiated an inactive stock review in the warehouse to review and reclassify inactive materials.

T Replaced chlorine mixers with fiberglass shafts, rebuilt three lift pumps and

rechained the fine bar screen in the headworks, and are currently 100% completed refitting primary sedimentation tanks with plastic chain.

T Assisted Environmental Engineering with the pilot projects, including the installation of the RO (Reverse Osmosis Water Reclamation) Project with micro filters and the UV (Ultra Violet Disinfection) Project at the Southeast Plant.

▼ Began working on creation of a Tool Room for the Bureau to allow employees better access to specialized tools and equipment available in limited quantities.

▼ Upgraded and repaired all Flyght Pumps and speed drives at the Westside Pump Station.

T Contractor repaired two hypochlorite tanks at the Southeast Plant. T Replaced pumps at the Tennessee Pump Station.

T Contractor repaired influent conduit and inspected chlorine contact channels and effluent conduit at the Southeast Plant.

▼ Contractor inspected and performed minor repair on the 66" line at North Shore Pump Station.

ADMINISTRATIVE DIVISION

The mission of the Administrative Division is to develop, maintain, and provide overall administrative support to the other Divisions within the Bureau in order to ensure the timely processing of all work submitted. This group is responsible for all clerical, accounting control, personnel, and budget for the entire Bureau.

PERFORMANCE MEASUREMENTS

	1990-1991	1991-1992	1992-1993
Millions of Gallons Treated	31,475	24,343	23, 725
Percent Compliance, Settleable Solids	100%	100%)	100%)
Percent Compliance, Chlorine Residual	100%)	100 %o	99.9%o
Percent Compliance, Biochemical Oxygen Demand	100%)	100%)	100 %o
Percent Compliance, Suspended Solids	100%o	100 %o	100%)
Routine Lab Tksts	45,463	44,923	26,802*

*Chemistry Section only

Ray Gigliati and Kay Low reviewing consvruction plans prior to issuing permits .

PUBLIC SERVICES BUREAUS

Deputy Director, Vitaly B. Troyan

BUREAU OF BUILDING INSPECTION SUPERINTENDENT, LAWRENCE L. LITCHFIELD

The Bureau of Building Inspection is responsible for reviewing plans and inspecting construction work throughout the City, involving structural, mechanical, electrical, and plumbing work, in addition to housing and energy activities, to ensure compliance with applicable codes.

BUREAU OF ENVIRONMENTAL REGULATION AND MANAGEMENT CHIEF, STEVEN MEDBERY

The Bureau of Environmental Regulation and Management is responsible for regulating industrial waste discharges to the sewerage system, implementing the City's Sewer User Charge Program, and assisting the Department in complying with environmental health and safety requirements.

BUREAU OF STREET-USE AND MAPPING CHIEF, DENISE M. BRADY

The Bureau of Street-Use and Mapping is responsible for maintaining the official City map, processing land subdivisions and condominium conversions, protecting and enhancing the public right-of-way by regulating its use through the issuance of permits and the enforcement of local. State and Federal mandates, and by expanding the City's urban forest and promoting the undergrounding of overhead utilities.

BUREAU OF BUILDING INSPECTION

'j^- MISSION

The mission of the Bureau of Building Inspection is to implement and reinforce local, State and Federal regulations and controls relative to the design, construction, quality, use, occupancy, and location of buildings and structures within the City and County of San Francisco; to safeguard life and limb, health and property, and to maintain these buildings and structures to promote public safety and welfare.

'01' HIGHLIGHTS

BUREAU

The Bureau is in its second year of carrying out business operations reforms. These reforms are in the areas of customer relations, communications, computerization and financial management. The major highlight for the Bureau this fiscal year was the acquisition of 1660 Mission Street. 1660 Mission Street prox idcs ciiough office space for the entire Bureau, the Department of City Planning, .iiul w ill house the centralized Permit Processing Center.

CUSTOMER RELATIONS

The Construction Services Center (CSC) went into ope mi ion .it ISO M( A I lister Street on June 1, 1992. The CSC combines the Burcm's binldin- pci nni apiilication intake, review and approval process with that ot tin- I )( pji i hk m mI City Planning, Fire Department, Bureau of Engineering, and i Ik Ni luimn m mI Public Health. Combining the personnel from the various dcpai iincnts m ihc s.nnc loc ation has reduced the confusion and conflicting statements. It li.is ,ilso liclprd ( l.nilv and simplify the processing of a permit. In December 1992, tlic i-liiiciu lined a Construction Services Manager to manage and coordinate the daily permit applications and issuance activities. The CSC Manager will address issues that arise; make reassignment of priorities and personnel; and make fast policy decisions.

The Bureau expanded the Public Services Division (PSDj. The PSD area is the first stop for the public when entering the CSC. PSD explains to the applicant what needs to be on the permit application. PSD also conducts a preliminary plan check to determine whether or not an application and the plans are acceptable for review and approval. The intention is that the public leaves the PSD area with information completely defining the permit process and what to expect about requirements, time frames and expenses.

COMMUNICATIONS

When responding to the needs of its customers, the Bureau is changing its role from that of an adversar\^ to that of a consultant. The Bureau improved its public outreach program and presented several seminars for the AIA about its procedures. The Bureau also conducted a seminar for the Examiner Home Fair at the Fashion Center on the permit process and provided support services to various groups code development subcommittees (e.g., Recyclable Materials Committee, Unreinforced Masonry Building Appeals Board Committee, and Opening Protection Committee). The Bureau also established a Building Code Advisory Committee and revised the Homeowner's informational brochure.

The Bureau conducted a series of workshops with its personnel to discuss the vision of the Bureau. The vision of the Bureau includes the "Work Flow" analysis, improvements to the way the Bureau does business, and the move to 1660 Mission Street. The workshops informed Building Inspection personnel about what will occur and sought their aid in shaping the future work environment of the Bureau.

COMPUTERIZATION

During Fiscal Year 1992-1993, the Bureau continued to expand its computer communication network. The Local Area Network now supports 90 computers in the Bureau's three locations.

The Bureau signed a contract with Sierra Cybernetics for the "Work Flow" analysis. The purpose of the "Work Flow" analysis is to develop an image based Permit Tracking System. At the end of this development, the Bureau will see work folders flowing electronically in parallel to all appointed reviewers. The work folders will contain permit applications, plans and all associated documentation.

FINANCIAL MANAGEMENT

Since July 1, 1988, the Bureau has been a "Special Fund" entity and not part of the general fund. In Fiscal Year 1992-1993, the building permit fees accounted for 60% of the total revenue, with the issuance of 21,009 permits; the electrical and plumbing permits for 22%, with the issuance of 24,953 permits; and license fees for hotels and apartments for 18%.

PROPERTY CONSERVATION

The Housing Inspection Division finalized a new Inspection Warrant Procedure, developed a Complaint Tracking System, and implemented the General Assistance Homeless Hotel Program.

The Code Enforcement Division transferred from the Construction Inspection Program to the Property Conservation Program.

PROPERTY CONSERVATION WORKLOAD STATISTICS:

1990-1991 1991-1992 1992-1993

Complete Inspections 540 469 524

Annual Inspections 8,170 8,044 7,965

Complaint Inspections 6,403 6,080 6,445

Miscellaneous Inspections 1,933 1,296 933

Tbtal Inspections 17,046 15,889 15,867

Parapet Safety Compliance:

Cases brought into compliance 127 780 272

Inspections made 300 378 621

CODE ENFORCEMENT:

Cases Received 510 574 670

Cases Abated 459 466 409

Applications Processed 2,233 1,900 2,300

Revenue $2.2 M $2.9 M $3.2 M

57

PERMIT PROCESSING AND ISSUANCE

The total value of the 21,009 building permits issued in Fiscal Year 1992-1993 was $722,595,495. The construction valuation sources for Fiscal Year 1992-1993 were 45.5% new construction permits and 54.5% alteration permits.

PERMIT PROCESSING AND ISSUANCE WORKLOAD STATISTICS

	1990-1991	1991-1992	1992-1993
Counter Services:
Plans Approved	7,385	7,093	6,541
Commercial Tenant Improvement	1,334	1,348	1,018
Re-roofing Permits	5,073	5,222	5,019
Over The Counter Permits	6,948	6,501	8,595
Total Permits Approved \|^^^^^H	I 20, 740	20,164	21,173
Phnis Approi'iil
	2,534	2,360	1,844
Taigl Value of Plans Approved	$657 M	$852 M	$583 M
Central Permit:
Traiisactioiis Sini'tccl		5il.W7	76,046
Total Permits Issued	23,270	22,123	21,009
Total Value of Permits Issued	$828 M	$843 M	$722 M

CONSTRUCTION INSPECTION

Centralized inspection scheduling for all the Building Inspectors started on October 5, 1992. In response to requests from the Bureau's clients, the program ceased on November 25, 1992. Inspections are scheduled directly with the District Inspector between the hours of 8:00-9:00 a.m. and 4:00-5:00 p.m. The Building Inspection clerical staff now provides customer scheduling access from 8:00 a.m. to 5:00 p.m.

CONSTRUCTION INSPECTION WORKLOAD STATISTICS:

1990-1991 1991-1992 1992-1993

Building Inspection:

Inspections Made 56,018 47,415 45,630

Jobs Completed 22,800 20,270 19,393

MECHANICAL SYSTEMS PROGRAM

The Board of Supervisors approved and passed the boiler inspection and related fee ordinances which are effective July 1, 1993. This Ordinance requires a permit to install, a permit to operate, and annual renewal of the permit to operate low-pressure boilers.

58

MECHANICAL SYSTEM WORKLOAD STATISTICS:

1990-1991

1991-1992

1992-1993

Electrical Inspection: Inspections Made Jobs Completed Permits Issued

33,126 12,613 14,157

32,504 13,789 13,699

33,243 13,421 12,677

Plumbing Inspection: Inspections Made Jobs Completed Permits Issued

26,701 10,089 13,514

25,571 6,817 11,981

22, 741 9,907 12,276

'□•FUTURE

The future for the Bureau is both promising and challenging. The major challenge for Fiscal Year 1993-1994 is to move the entire Bureau staff into 1660 Mission Street. The targeted date for the move is April 1, 1994. The Bureau has already laid the groundwork to accomplish this task.

The Bureau plans to have no permit fee increases for operating costs for Fiscal Year 1993-1994. However, effective July 1, 1993, there is a 3% surcharge to recover the cost of acquiring 1660 Mission Street. This surcharge will cease on July 1, 2005.

The Bureau is going to continue to pursue its goals of providing more service oriented methods of doing business; increasing the level of credibility with the public; increasing the level of inspector efficiency and general work force productivity; gaining tighter control of code compliance issues; and providing a more cost effective method of delivering services.

IN SUPPORT OF THESE GOALS, THE BUREAU WILL:

▼ Create a positive work environment.

T Help the employees to become pro-active rather than reactive.

▼ Provide the employees with the tools they need to do their jobs effectively.

T Provide the employees with training in the areas of customer satisfaction and computer operations, and

T Develop a work atmosphere which fosters trust and inclusion.

59

ENVIRONMENTAL

REGULATION AND MANAGEMENT

@ MISSION

The mission of the Bureau of Environmental Regulation and Management is to protect our employees and the environment hy enforcing environmental regulations, assisting the Department in complying with environmental health and safety requirements, and ensuring that costs are equitably proportioned.

'0' HIGHLIGHTS - INDUSTRIAL WASTE

PRETREATMENT

The Pretreatment Section protects human health and the environment by preventing the discharge of pollutants into the sewerage system that would cause operational problems with the system, contrilHite to violations of the regulatory requirements imposed on the City or otherwise harm human health and the environment.

Completed the permitting of all signific.mt industrial users under the new revised permit.

The Cyanide study, to reduce the amount of pollutants entering the City's sewerage system and eventually San Francisco Bay and the Pacific Ocean, has been submitted to the Regional Water Qualit\' Control Board, as required by the NPDES Permit.

COMPLETED THE FIELD MONITORING

QUALITY ASSURANCE/QUALITY CONTROL MANUAL.

Submitted an Enforcement Response Plan to iIk KcL^ional Water Quality Control Board for approval in compliance with the icciuii cinents of the Clean Water Act.

Conducted a publii outreach project focused on educating City residents on the proper disposal ot used motor oil. Explained the environmental dangers of disposal into the Cit\^'s sewerage system and solid waste stream.

USER CHARGE

The User Charge Section ensures that users of the City's sewerage system are equitably charged in accordance with their use of the system, implements an appeals program, and maintains customer relations for over 150,000 accounts.

PROGRAM MEASUREMENTS

199M992

1992-1993

Enforcement Inspections

Pretreatment Monitoring Stops

Collection System Monitoring Stops

User Charge Monitoring Stops

Residential Appeals and Inquiries

Review and Reappraisal User Charge Accounts

1,293 4,579 2,841 3,388 10,456 4,903

1,277 5,616 3,067 3,643 10,660 4,734

'0: FUTURE

Plans for 1993-1994 include completing the permitting of all industrial users, relocating the field monitoring operations to the North Point Water Pollution Control Plant, and sponsoring the West Coast Wastewater Source Reduction Symposium.

The new five story Sheriff's facility, located next to the Hall of Justice, will contain a centralized Intake/Release Center, Med/Psych Facility, and Work Furlough Center.

BUREAU OF STREET-USE AND MAPPING

'0' MISSION

The mission of the Bureau of Street-Use and Mapping is to maintain the Official City Map and to protect and enhance the pubhc right-of-way by regulating its use through the issuance of permits and the enforcement of local, State, and Federal codes, and by expanding the City's urban forest and promoting the undergrounding of overhead utilities.

'0: HIGHLIGHTS SUBDIVISION AND MAPPING

In maintaining the Cit\ s ottic ial map, the Bureau is responsible for processing requests for land siibdn imoii, new condominiums and condo conversions, dedication and vacation of public i ighi-of-ways, sidewalk dimension changes, street name changes, and the verification of survey benchmarks and monument points as mandated in State and Local codes.

A first draft amendment to the San Francisco Subdivision Code was completed in order to make it consistent in form to the State Subdivision Map Act and, therefore, more user friendly.

The tentative subdivision map for "Portola Place" was approved. This project sits on the old Lucky Lager Brewery site where 250+ homes will b(; built.

The Master Tentative Map for the "Mission Bay" subdivision was approved. This project is a 313 acre mixed use development along the waterfront south of Islais Creek. Development is expected to occur through numerous phases over the next 20 years. Negotiation has begun with Catellus Corporation regarding the Phase I Tfentative Map submittal and related public improvements.

UTILITY UNDERGROUNDING/ASSESSMENT DISTRICT PROGRAM

The Bureau responds to neighborhood requests to have overhead utility wires relocated by forming underground districts. In order to defray the City's share of the costs of undergrounding electricity for street lights, the Bureau also administers the formation of an assessment district whereby the fronting property owners share this cost.

In the past year, the Bureau formed the first assessment district in Sutro Heights and has begun the formation of three other assessment districts in the Dolores Heights, Alpine Terrace, and Cough Street areas. Upper Ashbur^^ District construction was completed (Bond funded) and Presidio Heights' Phase I design has begun (Bond funded).

STREET TREE PROGRAM

The Bureau is committed to enhancing the public right-of-way by increasing the number of trees planted by City forces. Sheriffs Tree Corps, fronting property owners and non-profit groups. During Fiscal Year 1992-1993, the Bureau secured and

will administer State and Federal grants along with funding from the Transportation Authority which will enable us to plant approximately 3,600 trees.

COMPUTERIZATION

The Bureau developed an aggressive three year computerization plan to better serve its growing business needs. The plan includes Local Area Network (LAN), pen- based handheld computers, scanner and image storage, and Computer Aided Drafting.

In addition, the Bureau is participating in the development of a Geographic Information System.

STREET-USE PERMITS

The Bureau, through the issuance of permits, implements and enforces local. State, and Federal regulations and controls relative to design, construction quality, use and occupancy of the public right-of-way.

This year, several pieces of legislation were introduced and/or passed, some policy requirements were changed, and new programs were implemented. In September 1992, legislation was passed to regulate the installation and maintenance of public pay phones on sidewalks. In June 1993, legislation was passed that streamlined the processing time for permits to place tables and chairs on City sidewalks from three months to three weeks. A Street Space Permit optional bond procedure was implemented for continuous building maintenance operations, such as roofing, exterior painting, etc., thereby eliminating the need for deposits and alleviating financial hardships on small business contractors. Public toilets at twenty-seven sidewalk locations will be provided and installed by J. C. Decaux, USA, the first one to be installed by the end of 1993. A draft amendment to the Newsrack Ordinance has been completed and new guidelines for newsrack placement have been developed. This ambitious undertaking has been the result of working with newspaper organizations, the business community and beautification groups to address aesthetic and oversaturation issues, while protecting free speech First Amendment rights.

INSPECTION SERVICES

The Bureau regulates use and construction in the public right-of-way through the enforcement of codes, regulations, and permit conditions, in order to protect the structural integrity of City streets and to minimize the impact of construction on the residents, visitors, and businesses of San Francisco.

The Bureau oversaw utility main replacement programs valued at approximately $35 million. The sidewalk abatement backlog was reduced by 38% (from 2,096 to 1,428 properties). We inspected the construction of public improvements at the Crystal Villa Subdivision project and we are currently inspecting the early stages of the Portola Place Subdivision.

PROGRAM MEASUREMENTS

DESCRIPTION FISCAL YEAR 1 992- 1 993

Map Actions and Street Legislation Requests 323

Total Parcels Processed 1,340

Monuments and Benchmarks Verified 205

Utility Undergrounding Districts Constmcted 8 Blocks

Utility Undergrounding Distiicts Designed 6 Blocks

Utility Undergrounding Districts Fonned 38 Blocks

Street Tree Permits Issued 1,242

Street Txes Planted 1,958

Street-Use Peiinits Processed 1,966

Miles of Spur T'acks Removed 2

Number of Complaints and Service Requests for Sidewalk /Roadway Inspection 2,616'

Number of Sidewalk Sites Inspected 5,431

Number of Sidewalk Sites Repaired by CUy 1 72

Utility Street Excavation Pcnmiud (Scjuctrc Ft.) 610,237

Utility Street Excavatio)} hisjxxicd (Square Ft.) 300,295

'Q GOALS FOR NEXT FISCAL YEAR

The increase in number of functions we performed and the growing demand for our services compels us to become more efficient. Central to this is the computerization of the Bureau and the cross training of staff. In Fiscal Year 1993-1994, we plan to implement an electronic data collection system and computer generated notices issued by inspectors in the field and establish a staff rotation program.

In addition, the Bureau plans to do the following:

T Implement automation plan by installing a Local Area Network (LAN), scanning permits and maps, and Computer Aided Drafting.

T Establish a monument preservation fund to defray the cost of developing and maintaining a more manageable survey control network, as mandated in the State Subdivision Map Act.

▼ Refine the Utility Undergrounding District Assessment procedures and accelerate the Undergrounding Program.

▼ Utilize the Sheriffs Tree Corps Program efficientl}^ and ISTEA Tree Planing Grants, and amend the Tree Ordinance to improve the City's Urban Forest.

United Airlines Garage, at San Francisco International Airport- a state-of-the-art, 3,000 car, parking structure with helical ramps, glass-enclosed elevators, open stairways, and high security/low maintenance systems, was completed in August 1992.

Mission Branch Library seismic upgrade, access upgrade, and general remodeling.

Palace of Fine Arts seismic upgrade-earthquake repairs of dome and seismic reinforcement of theater and expknatorium building.

66

Retirements

BUREAU OF BUILDING INSPECTION

Michael Inan (6333)

RETIREMENT DATE

23 years 6 months 23 years 6 months

BUREAU OF BUILDING REPAIR

Alfonso Calderon (2708)

11/03/92 10 years 11 months 10 years 11 months

BUREAU OF ENGINEERING

Kazuo Hirai (5362)

04/23/93 38 years 8 months 38 years 8 months

BUREAU OF STREET CLEANING AND URBAN FORESTRY

Jesse Scott (7215) John Lopez (7514)

02/09/93 27 years 6 months 27 years 6 months 02/09/93 12 years 9 months 12 years 9 months

BUREAU OF STREET-USE AND MAPPING

Tommy King (6231) 10/07/92

11 years 1 month 11 years 1 month

67

8

Sylvia Thia assisting a customer in Bureau of Building, Inspection's Plans Approval Division.

Recognition Awards

DEPARTMENT OF PUBLIC WORKS AWARD WINNERS

Third Quarter Award Winners- 1992

Financial Management and Administration: Mauricio Trigueros

Cordelia Horn

Street Use and Mapping:

Construction Management:

Street Cleaning and Urban Forestry:

Building Repair:

Ephrem Naizghi

Edward Sherrod

Anthony Sciortino Elmer Williams

Joseph Stelmak

Martin Camacho

Jimmie Inghram

Team: Carliss Anderson Martin Camacho Victor Criss Jimmie Inghram Charles Jones Kent Kwan Ricardo Paez

Judith Reyes Chris Salcedo Gema Sanchez Stanley Soo Joseph Stelmak Li Juan Zeng

Aimiial Award Winners- 1992

Street Cleaning and Urban Forestry Building Inspection:

Rheuben Johnson

Yuracine McKnight

Team: Ron Allen

Clarence Blanchard Franklin Fong Daniel Fross David Green Michael Hennessy Henry Hinds, Jr.

Molly Martin Gerald McDermott Walter Melville George Schiessl Vernon Takasuka Steven Young Lisa Yu

Donald Kristofferson James Vanya

Architecture: Michael Pierron

Ernesto Ramilo

Construction Management: Edward Sherrod

Building Repair Joseph Stelmak

Team: Carliss Anderson Judith Reyes

Martin Camacho Chris Salcedo

Victor Criss Gema Sanchez

Jimmie Inghram Stanley Soo

Charles Jones Joseph Stelmak

Kent Kwan Li Juan Zeng Ricardo Paez

FIRST QUARTER AWARD WINNERS - 1993

First Quarter Award selections were not made as the Awards Program was undergoing modification.

SECOND QUARTER AWARD WINNERS - 1993

Construction Management: Wing Owyoung

Roger Kuhn, Jr. Lawrence Wong

Financial Management and Administration: Robert Hesse

Street Cleaning and Urban Forestry: Richard White

Environmental Regulation & Management: Johnny Cuesta

Joselito Pujol

SAFE BUREAU OF THE YEAR AWARD WINNERS

Non-Operations Bureau - Bureau of Construction Management

For reducing their recordable injury/illness rate from 12.1 % in 1991 to 3.3% in 1992 and substantially reducing their lost workd.u r.itc The Bureau distinguished themselves by the quality of then ln|iii\ ,iiitl Illness Prevention Program, particularly their incenti\ r ,iiul disi ipline programs, and their Hazardous Materials Managcmcni .u ilu Materials Test Lab.

Operations Bureau - Bureau of Watkk I'oi i i 1 1<)\ Control

For achieving a 33% reduction in their recordable injury/illness rate from 23.1% in 1991 to 15.5% in 1992, as well as reducing their lost workday rate. The Bureau of Water Pollution Control distinguished itself by winning the California Water Pollution Control Association, Bay Section, Safety Award for large treatment plants.

Honorable Mention - Bureau of Environmental Re(;ulation and Management

For the excellent quality of their Injury and Illness Prevention Program, particularly workplace inspections and tailgates, record keeping, and effective defensive driver training program.

SAFETY AWARD WINNERS

For excellent safety record and for consistently wearing personal protective equipment.

Bureau of Street and Sewer Repair Employees: Niles McDonald

Frank Rivera Cliff Wong Eduardo Pacheco Paul Martini Cesar Luna Domingo Beltran

For consistently wearing personal protective equipment and maintaining safe and accessible site conditions at their job sites.

Bureau of Construction Management Employees: Joseph Timonere

Edward Sherrod

AWARDS ISSUED BY OUTSIDE AGENCIES '

Jerome Woods - American Public Works Association Award of Merit. This award is given for dedicated service by public works' operational personnel who perform their responsibilities in an exceptionally efficient and courteous manner.

Kezar Stadium Redesign - Honor Award from the American Society of Landscape Architects.

Award of Excellence for the report "Tirees of San Francisco," a master plan for the City's urban forest, from the American Society of Landscape Architects.

Upper Fillmore District Parking Lot Project - Distinguished Project Award from the American Public Works Association, Northern California Chapter.

Mariposa Combined Sewer Overflow Facilities - Distinguished Project Award from the American Public Works Association, Northern California Chapter, for being completed on time and within budget.

NOMINATIONS

The Bureau of Environmental Regulation and Management received the Regional Water Quality Control Board nomination for the Environmental Protection Agency 1993 National Pretreatment Program Excellence Award.

Operating Budgets

(Exclusive of Capital Improvements & Work Orders) (In Thousands)

1990-1991 Budget

1991-1992 Budget

1992-1993 Budget

1993-1994 Proposed Budget

Architecture

Building Inspection

Engineering

Building Repair

Street Environmental Services

Street and Sewer Repair

Water Pollution Control

Environmental Regulation & Management

Street-Use and Mapping

Clean Water Program

ALS

161 19,218 2,728 6,550 13,545 13,569 47,565 0 0

2,798

$106,134

$ 62 17,965 4,012 6,595 13,737 14,245 45,100 4,725 0 0

$106,441

19,089 2,138 6,902 14,595 14,165 49,315 5,202 2,269

0

17,960 2,078 6,341 14,177 14,141 54, 754 5,895 1,728 0

FUNDING SOURCES

General Fund Gas Tax

Sewer Service Charge Building Inspection Sendee

$ 9,439 19,839 57,638 19,218

$ 8,979 20,159 59,338 17,965

$ 9,299 20,560 64,727 19,089

8,139 19,708 71,267

TOTALS

$106,134

$106,441

$113,675

$117,074

73

Current Contract Data Survey

Contracts Awarded During Fiscal Year 1992-1993

Bureau and Type of Work Performed

BUREAU OF BUILDING REPAIR

Building and Related Facilities

BUREAU OF ARCHITECTURE

Building and Related Facilities

Building Renovation

Fire Department

Hall of Justice

Library

Public Health

Police Station

Recreation and Park

Professional Services

BUREAU OF ENGINEERING

AWSS

Pump Station Recreation and Park Seawall Sewer

Sidewalk Replacement Street Renovation Traffic Signals Treatment Plant Waterfront Professional Services

BUREAU OF STREET USE AND MAPPING

Sidewalk Replacement Professional Services

BUREAU OF STREET AND SEWER REPAIR

Sewer

Pi-ofessional Sewices

BUREAU OF BUILDING INSPECTION

BUREAU OF BUILDING REPAIR

BUREAU OF CONSTRUCTION MANAGEMENT

BUREAU OF WATER POLLUTION CONTROL

FINANCIAL MANAGEMENT AND ADMINISTRATION

MASTER AGREEMENTS

u^frte^^^- .............

Tofal Amount

Contracts Awarded Payments

24 $185,855 $146,849

5 $988,921 $469,859 2 $842,140 $0 2 $3,700,000 $502,504 1 $93,888 $44,611

1 $86,619,800 $1,564,311 4 $2,437,311 $742,570

2 $6,766,122 $0

3 $6,062,051 $4,338,686 35 $3,223,671 $1,482,167 55 $110, 733, 904 $9, 1 44, 708

6 $8,680,940 $2,783,951

2 $489,800 $140,300

4 $1,792,190 $183,212 1 $135,710 $128,925

20 $42,598,801 $17,106,060

1 $99,630 $86,280

6 $29,218,984 $ 760,577

3 $821,742 $172,697

1 $45,400 $0

3 $36,588,070 $11,934,278 20 $5,013,084 $1,189,012 67 $125,484,351 $34,485,292

2 $132,309 $78,205

4 $253,621 $83,868 6 $385,930 $162,073

4 $440,000 $157,159

2 $68,000 $27,745

6 $508,000 $184,904

7 $289,992 $100,290

3 $22, 705 $3, 705

4 $10,500 $478 20 $833,618 $154,512

2 $260,000 $7,250

40 $12,854,500 $0

234 $251,569,355 $44,390,061

74

Department of Public Works

PROGRAMS EXPENDITURES FISCAL YEAR 1992-1993

ARCHITECTURE

1991-1992

Architectural Consultation Services:

Salaries, Fringes and Overhead $57,890 $0

Program Total $57,890 $0

Architectural Capital Projects: Facilities Maintenance and

Capital Improvement Projects $43,116,492 $71,069,920

Program Total $43,116,492 $71,069,920

BUILDING INSPECTION

Building Inspection Services:

Salaries, Fringes and Overhead $14,009,633 $14,654,576

ContractiAal Services 640,289 661,691

Current Expenses 17,707 70, 681

Capital Outlay 212,764 356,629

Services of Other Departments 576,802 538,367

Program. Total • $15,457,195 $16,281,944

ENGINEERING

Engineering Capital Program:

Facilities Maintenance and

Capital Improvement Projects $38,492,057 $47,189,336

Program Total $38,492,057 $47,189,336

BUILDING REPAIR

M&O of Buildings:

Salaries, Fringes and Overhead $5,001,342 $5,305,082

Contractual Services 773,393 753,726

Current Expenses 163,397 180,071

Capital Outlay 1,948 1,891

Services of Other Departments 554, 1 56 448, 795

^am Total $6,494,236 $6,689,565

I.D. M&O OF Buildings:

Salaries, Fringes and Overhead $11,078,693 $11,298,374

Current Expense 1,776,770 1,1 98, 550

Contractual Services 323,346 350,061

Capital Outlay 52,077 35,634

Services of Other Departments 37,162 7,116

Program Total $13,268,048 $12,889,735

75

FACILITIES MAINTENANCE:

Salaries, Fringes and Overhead $1,641,296 $1,109,931

Current Expenses 286, 971 1 88, 1 23

Contractual Services 51,057 18,305

Capital Outlay 2,516 0

Services of Other Departments 242,098 88,305

STREET CLEANING AND URBAN FORESTRY

$2,223,938 ^^^^^m $1,404,664

Salaries, Fringes and Overhead $12,779,571 $13,640,102

Contractual Services 21,337 18,338

Current Expenses 238,088 252,921

Capital Outlay 141,164 64,996

Services of Other Departments 220,925 232,476

^^^■^^^^^^^^^^^■I^^^^^V $13,401,085

STREET AND SEWER REPAIR

Street Repair:

Salaries, Fringes and Overhead $4, 02 7, 886 $3, 798, 027

contractual Services 12,520 24,788

current Expenses 752,652 329,303

Capital Outlay 96,925 179,893

Services of Other Departments 700,000 920,886

f Program Total $s ss9,983 $5,252,897

Sewer Repair:

Salaries, Fringes and Overhead $5,017,060 $5,149,214

Contractual Services 151,425 465,857

Current Expenses 267,374 242,822

Capital Outlay 26 0

Sennces of Other Departments 578,114 668, 480

^ Program Total fl^^^H^^HI $6,013,999 $6,526,373

CLEAN WATER PROGRAM

Clean Water Operations/Southeast Community Facility:

Salaries, Fringes and Overhead $1,187,955 . $1,607,089

Contractual Services 535,636 317,249

Cwrent Expenses 9,378 9,646

Capital Outlay 15,331 51,391

Services of Other Departments 379,413 309, 720

$2,127,713 $2,295,095

Water Pollution Control:

Salaries, Fringes and Overhead $19,752,192 $21,182,931

Contractual Services 5, 706, 012 5,618,291

Current Expenses 5, 1 08, 73 7 4, 646, 91 2

Capital Outlay 358,402 227,754

Services of Other Departments 11,150, 355 8, 973, 608

$42, 075, 698 .^^^^^k '^0, 649, 496

76

ENVIRONMENTAL REGULATION AND MANAGEMENT:

Salaries, Fringes and Overhead Contractual Services Current Expenses Capital Outlay

Services of Other Departments

$2,970,704 167,732 76,936 175,142 697,698

$3,356,324 142,206 106,403 189,001 838,411

$4,088,212

14,632,345

SUBDIVISION, STREET USE AND MAPPING

Salaries, Fringes and Overhead ' $1,923,960

Contractual Services 1 96

Services of Other Departments 335,488

$1,214,650 0

605,253

otal

$2,259,644

$1,819,903

77

Department of Public Works

PROGRAMS AND ACTIVITIES FISCAL YEAR 1993-1994

DIVISION (FAMIS)

MSA/CG PROGRAM

02. Architecture

03. Building Inspection

2122 Architectural Capital Frojects

2190 Earthquake Safety Frogram IQ.

IF. lU. 2Q. 2F. 2U. 3Q.

2123 Building Inspection Services 01 02.

15. ^16. ^17.

Planning, Design & Constmction

(Inactive)

City Hall - Ed Repair Work City Hall - Facility Freservation City Hall - Seismic Upgrade Opera House - EQ Repair Work Opera House - Facility Presewation Opera House - Seismic Upgrade Veteran's Bialduiii - EQ Repair Work Veteran's liinhltif Veteran s i:ni!,liir' Civic Auiliiontoii Civic Auditonum ■

l '((( ility Preservation Seismic Upgrade /:q Repair Work Facility Preservation

Civic Auditoiium - Seismic Upgrade

DI'll I r UI'll II'

Nan ( : Non ( /

Non Cu . ' I . ' Final ELihispcmun Zoo

Pla n n i ng/A ssessm ents Project Planning and Control

Central Permit Bureau Plans Approval Division Counter Services Division PP&I Program Support Building Inspection Division Code Enforcement CI Progi'am Support Plumbing Inspection Division Electrical Inspection Division MI Program Support Records Management Division Non-Budget Activity Housing Inspection Division PC Program Support Miscellaneous Seismic Safety Public Services Division

I I llation mdc

Repair Work liny Preservation >nic Upgrade

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78

Department of Public Works

PROGRAMS AND ACTIVITIES FISCAL YEAR 1993-1994

DIVISION (FAMIS)

MSA/CG PROGRAM

04. Building Repair

2127 Maintenance and

Operation of Buildings

2128 Interdepartmental Maintenance and Operation of Buildings

06. Engineering

2101 Clean Water Operations

2103 Non-Grant Construction Projects

Building Operations Preventive Maintenance Building Repairs Janitorial Services Ancillary Services Program Support Anti-Graffiti

Building Operations CAMS Projects Building Repairs Janitorial Services Alterations/ Improvements (FM) Alterations /Improvements Special Projects Facilities Maintenance Capital Projects

Traffic Maintenance & Revisions Maintenance and Repairs (FM) Sidewalk and Ramp

Sewer System Information Plan (Inactive)

Sanitary Engineering Consultation Svcs. (Inactive)

Mechanical Engrg. Consultation Services Hydraulic Studies Clean Water Planning

Flooding

Sewer Enlargements R&R Sewers

Sewer System Extensions

Emergency Sewer Contracts

R&R Treatment Works

(Inactive)

Instrumentation and Control BWPC WO Projects

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79

Department of Public Works

PROGRAMS AND ACTIVITIES FISCAL YEAR 1993-1994

DIVISION (FAMIS) MSA/CG PROGRAM

06. Engineering 2104 Clean Water Grants

(Continued)

NPCrossinuii Iniiisjnn-t

SEWPCP i:.\ihinsinii Drstgn

SE Cjiiniuitiiini l '<ii iliiii I'lanning

SE\\'I'( !• i:.\i>,in^in,i

.S7l' .S(//;,/ I ), u'iiin hiiprovements

Avi ci-H-uli I (It iliiti rhiinin^g

A7' U, I Wi\illiri rinii

CluDDu l Oitiliill Ctinsolidation

North Shore Pump Station

Islais Creek Outfall

SWOO Design

SWOO ( n,i-.liiti lU)n

WcMsult' W'-.i West side W-1

RSWPCP Improvements Phase I N(J) ihshdi'i' OitlttiU S\\ W l'( I' 1),

(), , ' w l'( r ( ^.t:^ miction

!'..

)nitiill I'rojects

SES 1 1' hiiji) uronents RS\\'I'( I' In i<i nrrmenis

KSWPC.r ! ' i rments

SEW PCI : 'iim

SWWPCI I ,

SE Community Center (Step 2) NPWW Conversion #J (Steps 2 & 3) Richmond Plant Improvements SE Outfall System Improvements Lake Merced Transport Construction Islais Creek Transport Constmction Islais Creek Loan Richmond Transport Great Highway /Seawall

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80

Department of Public Works

PROGRAMS AND ACTIVITIES FISCAL YEAR 1993-1994

DIVISION (FAMIS)

06. Engineering (Continued)

MSA/CG PROGRAM

2105 Great Highway Projects (GF)

2132 Engineering

Capital Projects

07. Water Pollution 2102 Southeast Community Control Facility

2133 Water Pollution Control Control

2145 Earl P. Mills Community Facility

Street Cleaning 2137 Street Cleaning and Urban Forestry and Urban Forestry

ACTIVITIES

01 . Great Highway Erosion Protection

Engineering Capital Projects

02. Engineering Studies/ Services

03. Road Studies and Investigations (Inactive) (Inactive) (Inactive) Sales Tax Projects Disabled Access

01 . Southeast Community Facility

Wastewater Operations

02. Wastewater Maintenance

03. Wastewater Laboratories Safety, Health & Training (Inactive) Program Support Non-Budget Activity (Inactive)

01 . Earl P. Mills Community Facility

Mechanical Street Cleaning Manual Street Cleaning

03. Ancillary Services

04. BSC/UF Suppon (Inactive) Tree Maintenance Landscape Maintenance BSC/UF Non-Budget (Inactive) (Inactive)

^flndicates revisions: Page 78: 6/30/93 Page 82: 6/30/93

81

Department of Public Works

PROGRAMS AND ACTIVITIES FISCAL YEAR 1993-1994

DIVISION (FAMIS)

MSA/CG PROGRAM

Street and Sewer 2140 Street Repair Repair

Major Street Repairs Minor Street Repairs Asphalt Plant Curbs and Sidewalks AncUlaiij Services Program Support Street Repair Oveitime M&O of Bridges M&O of Tunnels B&T Major Repairs B&T Admin/ Support B&T Overtime Non-Budget Activity

2143 Sewer Repair

Sewer Services Sewer Repairs Program Support Ancillary Services Sewer Repair Overtime Non-Budget Activity

12. Environmerital Regulation and Management

2135 Pretreatinent & User Charge

2146 ID Services

01. Pretrcatmcnt

02. User Charge

04. Non-Budget Activity

13. Constniction 2147 ID Seiuices

Management

Inspection

Contract Prqxiration Conlrdi I .XilinniisDalion Materials 'I rMiu;^ Surveys Asbestos

Site Assessment and Remediation

14. Street-Use and Mapping

2129 Street Use Management

07. ^08.

Street Pavement Management

(Inactive)

Street Inspection

Stixet Permits

(Inactive)

Surveys and Mapping Engineering Consultation Program Support

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82

Department of Public Works

PROGRAMS AND ACTIVITIES FISCAL YEAR 1993-1994

DIVISION (FAMIS)	MSA/CG PROGRAM	ACTIVITIES
14. Street-use and	2148 ID Services	01.	Subdivision
Mapping		02.	(Inactive)
(Continued)		03.	Utility Excavation Fund
		04.	Engineering Inspection Fund
		05.	Street Vacation Fund
		06.	Utility Undergrounding
		07.	Sidewalk Repair
		08.	Miscellaneous ID Services

^filndicates revisions: Page 78: 6/30/93 Page 82: 6/30/93

83

I

Front: Cover Design

South Embarcadero Roadway Project

Lihn Thai working at the Stak system in the warehouse at the Southeast Water Pollution Control Plant.

What the Icons mean •jjl' Mission 'jQ|> Highlights 'O' Future Goals

□PEIM LETTER

City and County of San Francisco

Department of Public Worl<s

July 1, 1994

1993-1994 Annual Report

Mr. Rudolf Nothenberg Chief Administrative Officer Room 289, City Hall

Dear Mr. Nothenberg:

Pursuant to Charter Section 3.501, I hereby submit the Annual Report for the Department of Public Works for the year ending June 30, 1994. This year continued the tight fiscal conditions of the previous year. So many more time consuming administrative requirements under grievance procedures. Sunshine Ordinance, and Human Services were added. We had two problem projects in the Sheriff's Facility and Candlestick Park, although the latter has turned out well with favorable national comments. Employees performed admirably throughout the year and we received outstanding project awards for Alta Street, the Oceanside Plant, and Market Street Palm Trees.

Some noteworthy events of the past year:

• Completion of the Oceanside Treatment Plant with start-up and closing of the Richmond-Sunset Plant.

• Started construction of the Richmond Sewer Tunnel .

• Renovated Candlestick Park for baseball and for accessibility. Topping out of the New Main Library.

• Neared completion of the South Embarcadero Roadway and began construction of the North Embarcadero Roadway.

• Jackson Wong, Chief of the Bureau of Engineering, left the Department for the Airport as a Deputy Director.

• Larry Litchfield, Superintendent of the Bureau of Building Inspection, resigned to accept a position with Phoenix. Reduced personnel to comply with a management audit of the Clean Water Program.

Began a graffiti removal program .

Developed a process to place public toilets on sidewalks.

• Started construction of the Rankin Pump Station . Started seismic upgrade to Civic Auditorium.

Twenty-six employees received recognition awards from the Department. The Bureaus of Building Repair and Architecture received "Safe Bureau of the Year" awards. Employees of the Department participated in many community programs, including the San Francisco Fair, Earth Day, and Christmas in April. The Department's employees con- tributed $27,401 to the Combined Charities campaign.

I wish to express my appreciation to you and your staff for the support and cooperation received throughout the year. I also want to express my thanks and appreciation to all of the employees of this Department for their exemplary work and efforts.

Respectfully,

Table of Coivteivtb

1 Introduction 6 j a DPW Organization Chart s

3 General Administration lo Office of the Director ii

Claims Investigation 13 Environmental Health and Safety 14 Financial Management and Administration 16

4 Engineering Bureaus 20 Office of the City Engineer 22 Bureau of Architecture 23

Bureau of Construction Management 30 Bureau of Engineering 33 Office of Capital Resources 39

5 Operation Bureaus 42 Bureau of Building Repair 44 Bureau of Street and Sewer Repair 48 Bureau of Street Environmental Services 49 Bureau of Water Pollution Control 52

B Public Services Bureaus 56

Bureau of Building Inspection 58

Bureau of Environmental Regulation and Management

Bureau of Street-Use and Mapping 64

7 Retirement Honor Roll 68

8 Recognition Awards 70

3 Department Statistics 74 Operating Budgets 75 Current Contract Data Survey 76 Program Expenditures 77 Programs and Activities 80

o

Left-Right: ( I ) Senator Feinstein accelnm^ from CAO Rudolf Nothenberg a fram^. l • < mcisco

Clean Water Map at the Oceanside Water Polluaon Control Plant dedication. (2)1 i cf^-

shaped anaerobic digesters at the Oceanside Plant. (3) Mr. Gene McCutchenson, Sr. Nuui 'Uiit . ii. ruccr, at the control panel at the new Oceanside Plant. (4) Lobby inside the new Oceanside Water Polluium Control Plant. (5) Mary Jane Armacost, President, San Francisco Zoological Society, Bill Dehn, Senior Vice- President, CH2M HILL, Mayor Frank Jordan, Todd Cockbum, Senator Dianne Feinstein, Supervisor Barbara Kaufman, Ms. Felicia Marcus, EPA Region IX- Administrator, Michele Pla, and Jack Pandol, Undersecretary, California EPA. Photo taken during the sin^ng of the Natiorml Anthem at the Oceanside Water Pollution Control Plant dedication. (6) Patricia McGregor studying samples in the new Oceanside laboratirry. (7) Mr. John Ai/cen, of the San Francisco Zoo Avian Conservation Center, making a few remarks during the Oceanside dedication ceremony. Mr. Aiken brought a falcon to demonstrate that the Oceanside Treatment Plant is a site that is shared by the San Francisco Zoo and the Department of Public Works.

K y NTF

NTRDDUCTIDN

The mission of the Department of Pubhc Works is to provide for the safe and clean operation and maintenance of City streets; safe and efficient operation and maintenance of the sewerage system; proper design, construction, and maintenance of City-owned facihties; enforcement of applicable sections of the San Francisco Municipal Code, which includes regulations for both public and privately owned buildings. The Department is committed to compliance with environmental and other legal mandates and is dedicated to preserving employees' health and safety while enhancing their dignity and pride.

The Department will maintain the following in the coming year:

1 . Establish a sound safety program, including full compliance with provisions of SB 198.

2. Provide training to support employee performance and to develop supervisory and management skills.

3. Continue to recognize and reward superior performance and safety practices.

4. Maintain a proper work environment that respects all employees, without reservations.

5. Continue development of work standards to promote effi- cient and timely completion of responsibilities.

6. Develop and maintain procedures manuals for Bureau oper- ations, safety, and policy.

7. Maintain financial records to support proper Bureau and Departmental operations.

8. Continue development of standards that encourage:

■ High levels of service to public and clients.

■ Communication within and outside Bureaus and the Department.

■ Maintenance of discipline.

■ Participation in training programs.

■ Participation in community activities.

9. Continue pursuit of improved work facilities.

There are a total of 1,827 budgeted positions in the Department. As of June 30, 1994, 1,713 of these positions were filled.

^ATIOIM CHART

Department of Public Works

Frances Ribisi, Oceanside Water Pollution Control Plant, scraping gasket material.

BeNERAL ADMINI5TFWIDN OFFICE OF THE DIRECTOR

Director of Public Worl<s, John E. Cribbs Assistant to thie Director, Vacant

The Office of the Director performs the secretarial functions for the Director's Office, conducts the Director's hearings, oversees Board of Supervisors leg- islation, manages the Department's Office of Environmental Health and Safety, coordinates public information activities, and investigates and coordi- nates all claims.

□FFICE OF THE DIRECTDR

•j^- MISSION

The mission of the Director's Office is to support the employees, the Bureau Heads, and the Deputy Directors in their efforts to accompHsh the mission of the Department and to provide and maintain a safe work place that is dedicated to pre- serving employee respect and is dedicated to service. The Director's Office develops and sets the policies for all functions within the Department.

HIGHLIGHTS

T Our successful social, informational, and awards programs were continued this year.

T Continued emphasis was placed on improving utility and client relationships.

▼ A Department-wide Safety Recognition Program has been developed and on-the- job safety measures continue to be recognized through the Awards Program.

T "Supervisor as a Coach" training classes and "Voices and Choices" for self-assertion training and recognizing harassment were continued this year.

-jQ- FUTURE

▼ Continue development of supervisory and managc^mcni tniining, safety training, and develop communications within and outside; ol the Dcp.ii micnt.

T Continue to make all positions in the Department available to those qualilied and interested.

Claims Invebtibaton

.jp' MISSION

The mission of the Claims Division is to process claims and submit reports to the City Attorney's Office as quickly as possible. The Department of Public Works tries to settle as many claims as possible prior to litigation. Claims that the Department denies often become lawsuits and require the Department to assist the City Attorney in defending the lawsuits. The Claims Division is a liaison between the Department and the City Attorney's Office.

HIGHLIGHTS

This year, the Claims Division:

▼ Settled 88% of the total settlements "in-house" without the assistance of the City Attorney; 12% were settled by the City Attorney in litigation.

▼ 5,675 City Attorney requests were handled in the fiscal year.

▼ The Claims Division worked closely with every Bureau in the Department to develop better ways to work safely.

'0: FUTURE

The Claims Division will:

T Continue to work closely with all Bureaus to develop better record-keeping tech- niques and procedures to defend the Department against claims and lawsuits.

▼ Continue to try and settle as many claims as possible prior to litigation.

T Conduct safety and claim awareness seminars with Bureau Heads to reduce the Department's liability.

Environmental Health and 5afety

-j^- MISSION

The Environmental Health and Safety Office acts as a resource to the Department in protecting the health and safety of Department of Public Works' employees by developing and implementing a comprehensive health and safety program through- out the Department.

'jQ- HIGHLIGHTS

This year, Environmental Health and Safety:

▼ Revised the Injury and Illness Prevention Program and audited Department per- formance.

▼ Revised the Department's Lockout Tagout and Confined Space Entry Programs.

T Conducted evaluations of 70 Video Display Terminals in compliance with the San Francisco VDT Ordinance.

▼ Held monthly meetings with Workers' Compensation adjuster to review open claims.

T Responded to 568 requests for health and safety information and 150 requests for Workers' Compensation information.

▼ In compliance with OSHA laws, trained 1,300 employees and 341 supervisors on health and safety topics.

T Conducted special health and safety training in b.n cntion, confined

space entry, lockout/tagout, asbestos, and emerge i "ii.

▼ Developed refresher safety tailgates for mandatory training topics.

T Conducted one-on-one supervisor safety coaching for 148 supervisors.

T Conducted 117 baseline health and safety inspections; performed industrial hygiene monitoring for noise, dust, lead, indoor air quality, lab chemicals, and ventilation; and recommended controls to be taken.

▼ Fit-tested 128 employees for respirators.

▼ Implemented interim sampling procedures for lead-based paint.

▼ Wrote health and safety articles for Wellness and Safet}^ Newsletter on topics such as back safety, stress, off-the-job safety, nutrition, and fitness.

'0: FUTURE

Environmental Health and Safety will:

T Implement programs on cumulative trauma prevention. ▼ Develop light duty program.

T Continue implementation of one-on-one supervisor safety coaching. T Conduct baseline safety inspections of new Department of Public Works facili- ties, including the Oceanside Treatment Plant.

New Sheriffi's Facility - New pmoy\er cells for the Work Furlough Program .

New Sheriffis Facility - North exterior elevation shows curved facade clad with fritz glass .

North liortinn nj rnnju,ji o/ (Ik' Shenffi's Facility looming in front of US 101 Freeway. Background shows Cityscape .

Financial Manabement and Adminibtratidn

Deputy Director, Ann Branston

PERSONNEL ADMINISTRATION Manager, James Horan

The Personnel Division is responsible for hiring, training, retaining, and developing a skilled and diverse work force for the Department.

CONTRACT ADMINISTRATION Manager, Win Lwin

The Contract Administration Di\'isif)n administers the piix cssin^ of the Department's contracts from ad\ cuisciiicni iliidu-h hid km cipt, opening, award, and certification.

COMPUTER SERVICES Manager, James Beals

rhc C.ompmci Services Division provides Departmental electronic information ser- vices, including planning, software development, network and hardware installation and operations.

FINANCE AND BUDGET Manager, Robert Carlson

The Finance and Btidget Division is responsilile tor Ixid^ei \<t' i- m niMn ji.ints research and administration, and financial planning, anal\si.s ,nid lepoiiiiig.

ACCOUNTING Manager, Ronald Small

The Accounting Division prepares and processes all of the Department's accounting and purchasing documents.

Financial Manabement and Adminbtratidn

'0' MISSION

The mission of the Financial Management and Administration Division is to identi- fy, plan for, and develop the fmancial, personnel, contractual, and computer resources, expertise, and information needed by the Department to accomplish its goals.

HIGHLIGHTS PERSONNEL ADMINISTRATION DIVISION

This Division is the central personnel office for the Department and processes all personnel transactions. The Division continued its function of processing appoint- ments and separations and maintaining personnel records and reports. Personnel staff were in constant contact with Department of Public Works' Bureaus regarding various personnel issues, including disciplinary and grievance matters and Civil Service and Departmental personnel policy and procedures interpretation.

The Payroll Unit continued to process and prepare biweekly payrolls for the Department, in addition to participating in a major effort which will result in a much more efficient procedure for reporting employee time. It is anticipated that the new procedure will be in place Department- wide during the 1994-1995 fiscal year.

The Training and Staff Development Unit provides a variety of training and devel- opment services to the Department's managers, supervisors and line staff Current in-house programs include Key Skills for Supervisors, the New Employee Orientation, publication and maintenance of an Employee Handbook and a Supervisor Handbook, and coordination of the Department's participation in the Department of Human Resources' training programs. The unit also provides con- sultation and meeting facilitation services as part of its organizational development strategies.

Finally, our Affirmative Action Coordinator continued to provide technical assis- tance on all equal employment opportunity related matters to the Personnel Administration Division and all Department Bureaus, including investigating dis- crimination complaints, preparing the annual Affirmative Action Plan for the Department, and implementation of the Americans with Disabilities Act (ADA).

CONTRACT ADMINISTRATION DIVISION

The Contract Administration Division is responsible for the administration of all Department of Public Works' contracts, including publication of advertising and ■ other public notices, receipt of bids and proposals, bid document processing, han- dling bid protests, contract awards, and insurance coordination. Other activities include monitoring and coordinating the Department's compliance with the City's MBE/WBE/LBE Ordinance and Business T^x Ordinance and verification of contrac- tors' licenses and participation in apprenticeship programs.

A total of 230 contracts were awarded during the fiscal year, of which 84 were con- struction and 146 were personal service contracts. The total value of the contracts was over $213 million.

COMPUTER SERVICES DIVISION

Department-wide management information needs continue to be addressed through the Department's Financial and Personnel System (FPS), Personnel Status System (PSS), and a customized version of distributed FAMIS (San Francisco's City-wide accounting system). Bureau-specific information systems are predominantly LAN- based and are connected via the Department's wide area network.

A primary focus in fiscal year 1993-1994 was Accounting and Payroll business process re-engineering. Accounting processes involving Term Purchase Agreements and Voucher Payments were redesigned and automated. The account- ing processes targeted for the coming fiscal year are Contract Orders, Direct Payment Vouchers, Journal Entries, Work Orders, and Revolving Fund Orders. Payroll processes were also reviewed and streamlined through automation. A move from daily time cards to weekl}^ time sheets began in fiscal year 1993-1994 and will be completed in fiscal year 1994-1995.

FINANCE AND BUDGET DIVISION

The Division of Finance and Budget's mission is to develop lin.nK i.il k soiik cs and reports and prepare analyses needed by the Department to im m ind ( onirol

its projects and programs. Resiion.sibilitic^s in( ludc ( oordiiMi mn .md iMpiii oi ih(; annual budget, preparation ot an .imuuil S-xcn Scwci S( i\i(( ( Kc\ciiii(; Plan, preparation of an annual Indued C.osi I'laii, pai iK ip.ition mi l)ontl authoriza- tions and sales, development of Departmental c;apital plans and grant proposals, and preparation of financial management reports.

Highlights for 199M^im.4 im liuic ilic picp.natioii ol iIm- ( N mm w.ik i Kcvcnue Plan, preparation of th(; li-anspoi'iaiion Capital Plan ami iclaii ci tiincliiiL; pio|)osals, reso- lution of many issues regarding FEMA reimbursement and improvements to finan- cial reporting systems.

ACCOUNTING DIVISION

The Accounting Division is the point of f)rigin for docmncnts dealing with the dis- bursement of funds and collection ot icxcniics. antl ilicir 'jindam c tliroii.^li required procedures until final liquidation. It mamtains a(,(.otmts showing appropriaticms, reserves, allotments, expenditures, encumbrances, and balances for all funds under the control of the Department.

The initial phase of Accounting Automation was implemented late in the fiscal year Full automation of the Accounting Division will be completed during the 1994-1995 fiscal year. A policy to bill grants on a monthly basis was implemented in January 1994. An in-depth review of encumbrance, job order and project close- outs was begun during the third quarter with a view towards streamlining and expe- diting these processes during the 1994-1995 fiscal year

0 FUTURE

During Fiscal Year 1994-1995, the Financial Management and Administration Divisions will be facing several major changes. Almost all staff, with the exception of those at Army Street, will be moving to either 30 Van Ness Avenue or the San Francisco Furniture Mart. Automation will remain a major focus. The Department's AS400 computer will be upgraded to accommodate more users and staff will be working closely with the Controller's office to implement a new City- wide accounting and budgeting system.

Richmond Transport Facilities - East Portal Structure Shiijt. L.hc)nlL^ilh inoKt/tiL; the tunnel face.

Rankin Pump Station, Contract 4. Surveyor at the end of the Contract 4 excavation, looking, in the direction of the inlet portion of the soil mix waR and bracing system.

Enbineerinb Bureaus

Deputy Director and City Engineer, Robert T. Cocl<burn

OFFICE OF THE CITY ENGINEER Project Management, Robert E. Badgley

Planning and Control, Michele Pla Disability Access, Richard Skaff Public Affairs, Alex Pitcher Administration

ARCHITECTURE

City Architect, Norman M. Karasick

The Bureau of Architecture is responsible for providing comprehensive planning, facility management, and architectural services for new buildings and the modern- ization and renovation of existing public buildings.

CONSTRUCTION MANAGEMENT Manager, Don Eng

The Bureau of Construction Management provides overall management, on-site inspection, site assessment and remediation, scheduling, surveying, and testing, for the many capital improvement and infrastructure construction projects undertaken by the Department.

ENGINEERING Acting Chief, Peg Divine

The Bureau of Engineering provides civil, structural, and mechanical engineering services, landscape architecture, and project engineering for most City agencies.

OFFICE OF CAPITAL RESOURCES Manager, George A. White

The Office of Capital Resources is responsible for developing strategies, plans, pro- grams, analysis, and reports in support of the Department of Public Works' infra- structure maintenance, preservation, and enhancement mission.

Office of The City Enbineer

PROJECT MANAGEMENT

Project Managers manage the major projects. Project Managers are responsible for maintaining, organizing, and directing the necessary tasks, planning and control of the work through personnel assigned to their projects. They assure that their pro- jects are on schedule and within the estimated budget. Under the matrix manage- ment system, the Project Managers are responsible for the success of assigned pro- jects.

DISABILITY ACCESS COORDINATOR (DAC)

The Department of Public Works' Disability Access Coordinator program provides disability access code interpretation, code development, code; training, and access design criteria to Department ot l'iihli( Wm ks' Bur(\ui.s and otlici' ( ii\ Dcp.ii ttn(mts (including the Chief Admiiiisti\iii \ c ( ci I'oi i, ])()i i, Kctlcx cldpiiicni , ,iinl ihc Utilities Engineering Bureau), (liaiis ilic I )cp<ii imeni's At.ccssibiliiN AcU isoi x lask Force and provides code training to private engineers, architects, and others in the community.

PUBLIC AFFAIRS

I'b(^ I line lion ol I'iiItIIc Affairs is to cik otn'age and cnsin-c public participation and to l)i()\ itl(' limcK' ,nul ,ii ( ui.iic mloi iii.ition lo ilic piihiK I Ins in\ol\cs wii ious nicms, iiK hiding public, totus, Lu i sheds, picss irlciscs, cinploxcc ii.iiiung, and public ncnices. Staff organizes regular pulilic mcci uius ol ihc ( iii/ons Advisory Committee (CAC) on Wastewater Managenieiu .ind us \ ,u lous sulx ouunittees.

PLANNING AND CONTROL

This unit keeps abreast of ic-milatorx' recjuirements and assincs tliat projec ts include features to compl>' w uli ihcne l<('\ icw ol pio|c( is toi ( ompluiK r w iih lin- N.iiional Environmental Proiec iion Ac t and the (,,ilitoi lua noiMiioiii.il ( /\c t is included. This uiiii .ilso monitors each Bureati's pnjgress towards meeting their managemcMii i )bioi u\ os.

ADMINISTRATION

The new Oftice of Administration consolidates the various administrative functions of the Bureaus of Architecture, Engineering, and Construction Management into one organization. The functions are Personnel, Contract Administration, Facilities Management, Budget and Finance, Records Management and MIS Systems.

BUREAU DF ARCHITECTURE

MISSION

The mission of the Bureau of Architecture is quahty pubHc architecture through excellence in management and design. The Bureau of Architecture provides com- prehensive planning, facility management, and architectural services for new build- ings and the modernization and renovation of existing public buildings.

HIGHLIGHTS

The Bureau of Architecture is currently managing over 175 ongoing projects, total- ing over $836 million. The great majority of the work is funded by voter-mandated general obligation bonds, totaling $638 million.

EARTHQUAKE SAFETY BOND PROGRAM - PHASE I

The $59.7 million 1989 Earthquake Safety Program, Phase I, includes twenty-four projects, nineteen of which are facilities for the Fire Department. Also included are projects at Laguna Honda Hospital, California Academy of Sciences, Asian Art Museum, and the Legion of Honor. Scope of work for these projects consists of seis- mic strengthening, asbestos abatement, condition repair, and disabled access.

Projects at Fire Department Station No. 2 and the Arson T^sk Force facility are com- plete. The project at Station No. 8 and a contract for Stations No. 7, 11, 15, and 38 bathroom additions for women are nearing completion of construction. Construction is underway at Stations No. 11, 15, 21, 31, 38, 40 and the Ashbury T^nk. Design work is nearly complete for the projects at the new Headquarters and Stations 24, 44, and 36. Design work is also underway at Stations 7 and 37.

The seismic strengthening projects at IZG/Research and Cowell Hall Wing, both at the Academy of Sciences, are completed. The Phase 1 work for the Laguna Honda Hospital Boiler Room and Equipment Bracing project is nearly complete and the Phase 2 project will start construction early in fiscal year 1994-1995.

The Legion of Honor project is under construction and is scheduled to reopen in the fan of 1995.

EARTHQUAKE SAFETY BOND PROGRAM - PHASE II

The Earthquake Safety Program, Phase II (ESP2), is a $332.4 million bond issue passed by San Francisco voters in June of 1990 for the fohowing purposes:

1. Strengthen selected City-owned buildings to withstand seismic forces.

2. Repair damage caused by the October 17, 1989 Loma Prieta earthquake to General Fund, City-owned, buildings.

3. Complete accessibility and asbestos abatement work in areas impacted by earth- quake repair work.

4. T^ke advantage of the construction opportunities created by the above scope of work to complete facility preservation work, if feasible.

5. Replace Zoo subsurface utilities: water, gas, electrical, and sewer lines.

To date, $173.4 million in bonds have been sold and an additional bond sale is planned for September 1994. The bond issue covers 191 City-owned facilities. One hundred seventy-one require earthquake damage repairs only, of which 169 pro- jects have been completed, including Spreckles Temple of Music in Golden Gate Park. The project was completed on time and within budget for the centennial cel- ebration which was held at the newly refurbished building in July 1994.

TWenty facilities include both seismic strengthening and earthquake damage repair. One project, the Ingleside Police Station, is completed. Construction is underway at two major projects, Bill Graham Civic Auditorium and the Palace of Fine Arts. Design work is underway' for five buildings, including City Hall, Department of Public Health Headquarters, and the War Memorial Opera House. The remaining twelve projects are in planning/conceptual design stages.

LIBRARY BOND PROGRAM

In November 1988, voters approved $104.5 million for a new Main Library and $5 million for renovations to branch libraries.

The new Main Library will occupy the block bounded by Fulton, GroNc, Larkin, and Hyde Streets. Groundbreaking took place in early 1993, with c:omiil(;ti()n slated for late 1995.

In the brancli libraix' prouram, tlic Sunset Branch Renovation is complete, construc- tion is undcrwMx ,ii ( Inn ik. n I'.i mm li Library, and design has been 50% completed on the Mission IUmh li LiIm,,: ,

SAN FRANCISCO FIRE DEPARTMENT BOND PROGRAM

In November 19'^i' Mmn | m l)( p.n uncni P.ond Program was approved

by the voters foi ! -n .nici nnpn) . i im m ol ihirty-two Fire Department

facilities. The fiisi hdiui mI sl(i.-4 million has pnn'ided funding for planning of thirteen projects and design of eight projects.

Reroofing work at six stations has commenced. RenoN.iiion projci is arc iinch rway at Station No. 6 and the Bureau of Equipment. Design wm l. is ( ompli k ,ii smiiDns No. 9 and 16 and design work is proceeding for Stations No 10, 17, J ■;, 1 <ind 39.

NEW SHERIFF'S FACILITY

Construction started on the new $40 million Sheriffs Facility in June 1991. At the close of fiscal 1993-1994, construction was nearly complete. This new five-story building, located next to the Hall of Justice, contains an Intake/Release Center, Med/Psych Facility, and Work Furlough Center. This project will lessen jail crowd- ing by providing 360 work furlough beds and seventy-six beds for forensic services. The facility is scheduled for phased opening at the beginning of 1995.

SFO AIRPORT UNITED AIRLINES GARAGE

The 3,200 car, one million square foot parking garage was advertised for bid in June 1994. Construction of the S36 million project will be on a 22-month schedule with phasing of work on adjacent roads and parking lots. The project will allow for the vacating of terminal lots in order to implement the New International Terminal portion of the Airport Master Plan.

The state-of-the-art garage features hehcal ramp circulation, glass-enclosed eleva- tors, open stairways and a precast concrete panel exterior. The major design crite- ria were safety, high security, low maintenance, and a strong simple design that reflects high technology and airport operations of the next generation.

RANKIN STREET PUMP STATION AND HEADWORKS

The Bureau is providing design services to the Bureau of Engineering for two pro- jects:

The Rankin Street Pump Station is a $30 million project adjacent to the Southeast Plant. This facility will be able to handle up to 180 million gallons per day of com- bined sewage and water. Construction started in January 1 994 and is scheduled for completion in January 1996.

The Headworks is a $16.5 million companion project inside the Southeast Plant. This facility will provide removal of grit and debris from storm water and raw sewage from the Rankin and Channel Pump Stations. Construction started in June 1994 and is also scheduled for completion in January 1996.

MENTAL HEALTH SKILLED NURSING FACILITY BOND PROGRAM

The 185 bed mental health facility, with project cost of $27 million, is currently under construction at San Francisco General Hospital. Construction started in September 1992, and it is scheduled to be completed in the fall of 1994. The facili- ty will provide San Francisco residents with a level of care that currently can be obtained only by contract with other counties around the State.

SAN FRANCISCO POLICE DEPARTMENT BOND PROGRAM

The $28 million San Francisco Police Department Bond Program was approved in November 1987 to update the structural and functional requirements of nine neigh- borhood police stations and one training facility. The program provides modern, safe facilities for police while allowing for increased community interaction by adding neighborhood meeting rooms.

In prior years, three projects have been completed. Construction is underway for the $3 million renovations of I^raval Police Station and a new $4.5 million building combining Mission Police Station and Juvenile Division. The Bay view Police Station was readvertised during fiscal year 1993-1994 and a responsive bid has not yet been received. The renovation project for Park Police Station and Golden Gate Stables will begin construction in mid-1994.

SAN FRANCISCO GENERAL HOSPITAL PARKING GARAGE

The design is complete for this $13.4 million, 800-space, parking garage that will serve San Francisco General Hospital staff, patients, visitors, and the surrounding community. Bids were received in July 1994 and construction is expected to begin in February 1995.

The parking structure has six levels of parking and fits within the 40-foot height limit allowed by the zoning ordinance. One-third of the site will be reserved for surface parking, which, if the decision is made to expand the garage, could be the site of a 400 car addition.

TENDERLOIN CHILDREN'S PLAYGROUND

The Tenderloin Children's Playground is a new 13,500 square foot, two story build- ing and new 18,400 square foot playground for the exclusive use of children up to the age of sixteen years. The building was designed by the Bureau of Architecture for the Recreation and Park Department to address the needs of the estimated 4,000 children in the Tenderloin.

Construction started in the fall of 1993 and will be completed in spring 1995. The total project estimated cost, not including land, is $4.5 million.

CANDLESTICK PARK STADIUM IMPROVEMENTS

The $6 million seat additions, exiting improvements, gates expansion, and water- proofing work. Improvements - Phase 8B, has been completed within the three month construction period before the Giant's first spring game.

The prioritizing of this year's upcoming work was established by the Recreation and Park Department and the Mayor's Office. Accessibility issues are being analyzed and a Master Plan is under development. The seat additions, exiting improve- ments, and on-field seat expansions to reach 70,000 seat capacity comprise an impro\'emcnt program for a possible 1999 Superbowl game.

YOUTH GUIDANCE CENTER

The Youth Ciuidance Center (YGC) inc]ud(;s (;lev(;n drp.ii inicni.s ili.ii |ii()\'ide ser- vices to youths and their families and Juvenile Ii<ill w licir xoiiilis arc detained by the Juvenile Courts. The Youth Guidance Cenici is i (nuimnnu a program of reno- vations totaling over $3 million to address healili .incl Hie .s.ilcu iclated conditions at the facility.

The renovation of the high-security cottage restrooms is competed. Several projects are under construction, including new security windows, compartmentalization of corridors, installation of fire alarms, and replacement of the fuel tank. An exterior repainting project will b(^ completed this fiscal year.

PROGRAM MEASUREMENTS

PREVIOUS YEAR 1992-1993

Thirty-mne four projects were advertised at an estimated construction cost of $145.4 mil- lion.

Construction value earned during the year totaled $46.3 million.

Tiuenty-eight projects were awarded at a construction cost of $130.9 million. Five of these projects were designed by the Bureau of Architecture but advertised and awarded by other agencies: the Department of Public Works - Bureau of Building Repair, Bureau of Engineenng, and Water Pollution Control, and the Fine Arts Museum.

CURRENT YEAR 1993-1994

Thiny-five projects were advertised at an estimated construction cost of $109.4 million. ConstiiACtion value eanied dunng the year totaled $77.3 million.

Thirty-five projects were awarded at a construction cost of $84.8 million. Four of these

projects were designed by the Bureau of Architecture, but advertised and awarded by the Department of Public Works - Bureau of Building Repair and Bureau of Engineering.

CONTRACTS AWARDED BY BUREAU OF ARCHITECTURE

Previous Year 1 992- 1 993 Current Year 1 993- 1 994

AWARDED AGGREGATE AWARDED AGGREGATE

Type of Project CONTRACTS VALUE CONTRACTS VALUE

Civic Center 1 $168,800 5 $21,910,280

Earthquake Repairs 4 3,280,811 4 4,254,301

Miscellaneous 2 720,685 2 2,839,231

Public Health 4 1,226,375 7 3,008,999

Public Libraries 0 0 1 3,164,832

Public Safety 8 12,541,870 11 4,281,058

Recreation/ Park 4 6,671,701 1 3,566,000

Tbtal 23 $24,610,242 31 $43,024,701

Contracts Awarded by Others 5 *$106,322,143 4 $41,807,903

(Department of Public Works - Bureaus of Building Repair,. and Engineering)

Grand Ibtal 28 $130,932,385 35 $84,832,604

* Includes New Main Library construction managed by Bureau of Engineering and Bureau of Construction Management.

'O' FUTURE GOALS

The mission of the Bureau of Architecture is quality public architecture through excellence in management and design.

The Bureau has developed a set of six vision statements as part of its on-going program for contin- uous improvement and quality control. These six vision statements, listed below, are critical to fulfilling the Bureau's mission. Based upon the vision statements, the Bureau has developed mea- surable time-based goals/objectives to guide its efforts to improve performance during the upcom- ing year

1. DESIGN QUALITY: We deliver quality public architecture.

2. CUSTOMER SERVICE: We provide quality service to our customers.

3. SUPPORTIVE WORK ENVIRONMENT: We have a supportive and effective professional work environment.

4. TEAM AND INDIVIDUAL RECOGNITION: We recognize and encourage teamwork with effective communication between sections, Bureau of Architecture management and Department of Public Works management.

5. LEADERSHIP/NEW PROJECT AND SERVICE DEVELOPMENT: We actively develop proposals for new projects. We actively develop new services and offer them along with traditional services to potential clients.

6. IMAGE: We are recognized as a quality architectural organization and a desirable place to work

by current employees,

potential employees, and other design professionals.

This year, as part of its quality improvement program, the Bureau is focusing on three of the vision statements: Design Quality, Customer Service, and Leadership/New Project and Service Development

The Bureau is surveying its client Departments to identify existing services that can be improved as well as determine new services, such as Facility Management, that may address new client needs. During the Third and Fourth Quarters of fiscal year 1993-1994, the Bureau interviewed ten Departments such as Police, Fire, Sheriff, General Hospital, and ihc California Academy of Sciences. Ten additional Departments, such as Real Estate, An ( nmiiiis.sion, and Convention Facilities, will be interviewed during the first quarter of fiscal ycai 1994-1995.

Pollution Convol Plant.

28

CDN5TRUCTIDN MANAGEMENT

-j^- MISSION

The mission of the Bureau of Construction Management is to serve the people of San Francisco by providing construction management scr\'i( cs on d x'arictx' of Public Works projects. The Bureau is responsible for ensuring ihdt .ill ( oiisti lu tion pio- jects are completed in a timely manner, consistent \\'ith wx hnii al ])laiis antl specifi- cations, and within budget constrictions, while mitigating public impacts.

ACCOMPLISHMENTS

T Manage construction of Clean Water Projects in excess of $343 million. T Construct $80 million of CUmii Water fu ilities. T Provide for improved salctx piM( cclmi s T Continue training upgrade;.

▼ Manage construction of Architectural Construction Projects in excess of $125 Million.

T Establish contacts with Airport to manage the $2.5 billion ( onsti ik lion program. T Manage Site Asbestos Remediation Program for the Depaiimciii ot I'liblu Works and City and County ot S.m Fimik is( o.

▼ Provide environmental scixhi s toi ilir Dcp.ii tmciiis ol I'lihin Works, Public Health, Public Utilities ( oiiiiinssioii, I'om, ,iiiil odici Departments.

▼ Respond to emergencies iii em iiDiiineiu.il issues.

T Manage $47 million ot ( ,i|)n,il lni|)i()\ eineiiis I. k. ilities.

T Provide ox-ei' 1 ,<".()() Ik )iii s . ii 11,1111111- .uul iiispe( tion < ertifications.

T Manage S -ll) lllllll .1 ( .ellcMl I lienieei mi' pie|e( IS

■(Q|- HIGHLIGHTS MISSION POLICE STATION

The Mission Police Station and .lu \ enili- l)i\ iskhi is ,1 i mnbmi-d pi<)|e( t loi ,1 ik-w dis- trict police station to rcpl.K e both die ( liiiciu Mission IJislnel Stcilioii 011 \',ileii( ia Street and the Juvenile DixiMmi mi ( .icenwich Street. Located at ITih uul Wilencia Streets, the new facility \\ ill be .1 s( ismically safe, functionally effic lem i.k i1ii\ Ic^r officers, and provide a community room for increased interaction between the police and the community. The project is part of the San Francisco Police Department's 1987 Proposition A Bond Program to modernize and seismically upgrade its nine dis- trict police stations.

CIVIC AUDITORIUM SEISMIC UPGRADE

This seismic upgrade project will strengthen the building's structure in order to better withstand earthquake forces and prevent unrepairable damage. The strengthening scheme chosen is fixed base, shear wall. Asbestos abatement and act fssibilitv upgrades, required to complete the strengthening and repairs to earthquake damage suffered from the Loma Prieta event, are a part of this project.

NEW MAIN LIBRARY

In June 1988, San Francisco voters approved a bond measure to construct a new library on Marshall Square (one block directly south of the existing Main Library). The construction costs, to be funded from both Bond and Library Foundation funds, are estimated to be approximately $90 million. Construction started in March 1993 with completion scheduled for November 1995. The Library will be open for service

in early 1996. The structure will be six stories above ground with one level below ground containing seating for 2,013 users. The building is designed for maximum accessibility.

CANDLESTICK PARK

The City has had an ongoing program of upgrading Candlestick Park for the last sev- eral years. The latest phase provided additional stadium seating, additional field seat- ing and new baseball dugouts, a significant improvement in disabled accessibility and disabled seating, including elevator, stairs, ramps, and restrooms.

1660 MISSION STREET BUILDING IMPROVEMENTS

This project completed new tenant improvements to a vacant six story office building south of Market Street. The new building is now the home for the Department of City Planning and the Bureau of Building Inspection. Work included all new interior work, HVAC, lighting, painting, carpeting, communications, and security.

INFRASTRUCTURE PROJECTS

Numerous projects were completed to rehabilitate the City's infrastructure. These included streets, sewers, cisterns, auxiliary water supply system facilities, street light- ing, traffic signals, parks and recreation facilities, handicap facilities, and heating and ventilation in City buildings.

RICHMOND TRANSPORT

The Richmond Transport is a 10,200' foot long, 14' diameter tunnel which will be completed around March 1996. It will connect existing sewers at the Presidio to the Westside Box at Fulton Street and will reduce sewage overflows at Baker Beach and the China Beach Outfall from 50-70 overflows per year to five or six. This tunnel will be drilled under a vast range of ground conditions, ranging from hard rock to soft sand. The cost of this project is approximately $30 million.

ISLAIS CREEK FACILITIES

Work continues on the Islais Creek facilities. This year, work started on the pump station, Phase E, and the new headworks structure (Phase Three). Upon completion of the facilities in 1996, storage for thirty-seven million gallons of sewage will be pro- vided for and storm water and sewage will be conveyed to the existing Southeast Water Pollution Control Plant via the pump station.

OCEANSIDE WATER POLLUTION CONTROL PLANT

Work was completed on the Oceanside Water Pollution Control Plant and the plant has been treating wastewater since September 1993. Secondary treatment standards have been met well ahead of the State mandated deadline of June 1994.

SOUTH EMBARCADERO ROADWAY

The South Embarcadero Roadway project was started in October 1992. This portion of the roadway is located on the Embarcadero, between Folsom and King Streets, and on King Street, between the Embarcadero and Third Street. This year, the project completed resurfacing the roadway, installing tracks for light rail vehicles, planting palm trees, installing street lights, and construction of a promenade with historical brass plaques and art ribbon along the project alignment. This project should be completed in the summer of 1994.

NORTH EMBARCADERO ROADWAY

The North Embarcadero Roadway project was started in July 1993. This portion of the roadway is located on the Embarcadero, from Broadway to North Point Streets. Phase I, which was completed this past fiscal year, included realigning the sewer drainage work, installing tree trenches for the numerous trees, resurfacing the roadway, and providing new sidewalks which are accessible to the disabled. In the coming year, the project

will also include repairing the marginal wharf over the seawall, track installation and, finally, new traffic signals which are coordinated for smoother traffic flow.

Projects

Architectural Projects

4982A 5222A 51 33 A 541 8 A 5401 A 5485A 2331 U

Misswn Police Station SFFD - Slcituni Thnderloui I 'J lis riitiii^round New Main l.iln.n :<

\lissin}i niiiLJnr: hnjnnvements (.cuuilrsiu I Dili Cwic AuiiiluniDH Si.isunc

$ 4, 017. 1)1)0 1,340,000 2,674,000 86,619,000 2,760,000 6,500,000 22,000,000

Clean Water Projects

1213W 1225W 1220W 1228W 7179E 1240W 7205E

Occanside Water Pdlluiiou Control Plant Islais Creek - Coiin,'., i ( Lair Mrrrrd

1 1 ■ iM,' \!isiems

I

Isi^i;. in.. . ...ID.i. t ■■£"

Rankin I'lnnj' Si.ni.ni C4

$180,400,000 38,827,835 20,050,000 4,895,703 29,926,684 19, 719,740 25,331,826

Capital Improvement

6658E 7151E

Soutli Embarcadero North Embarcadero

$27,263,537 21,621,862

General Construction

All projects

Sewers, Pavement, Street Lighting, etc.

$30,000,000

MAJOR GOALS FOR FISCAL YEAR 1994-1995

THE BUREAU OF CONSTRUCTION MANAGEMENT WILL:

1. Continue management of Architecture \'r(i]c( is

2. Continue management of Clean Water Projct.ts.

3. Continue training upgrade.

4. Formalize the integration of the Bureau of Architecture/Construction Management into Bureau of Construction Management.

5. Continue managing the Capital hnprovement Projects.

6. Computerize construction payments.

7. Streamline and cut cost of Hazardous Material Proposal.

8. Continue upgrading Construction Management Procedures.

9. Move the Materials Testing Laboratory to a permanent location at North Point.

BUREAU OF ENGINEERINB

-j^' MISSION

The mission of the Bureau of Engineering is to serve the people of San Francisco by providing planning, design, and consulting services to City Departments and to assist in the management of City streets, sewer system, and structures. The Bureau is responsible for assuring that projects be completed on schedule, adhering to applicable codes and standards, and within budget. The Bureau applies engineering analysis to help optimize use of maintenance and capital funding.

'Q' HIGHLIGHTS

The following is a brief description of some of the major projects in the various dis- ciplines.

LANDSCAPE ARCHITECTURE

This Section is responsible for providing quality and timely design of City parks, urban spaces, and streetscapes. During Fiscal Year 1993-1994, several notable con- struction projects were completed. The renovation of Portsmouth Square - Upper Level, in Chinatown, rejuvenated this heavily used park by providing new paving, additional seating, colorful plantings, and an exciting new plaza-level play area for children. A facsimile of the "Goddess of Democracy" was installed at the park to commemorate the freedom movement in China. The completion of lake improve- ments at John McLaren Park include an attractive barrier consisting of rocky shore protection, fencing, and appropriate lakeside plantings, to discourage trespassing into the lake. A dramatic new lake overlook, trail improvements, and picnic grounds were also part of the renovation. Precita Park, located in the Bernal Heights district, was renovated and Phase II is under design. Finally, a new play area was constructed at Civic Center Plaza to accommodate the expanding child population in the Tenderloin District. Projects advertised during Fiscal Year 1993- 1994, which are currently under construction, include a new parking area at John McLaren Park, St. Mary's Square Renovation, Washington Hyde Park in Chinatown, and West Portal Playground Renovation.

Bonnie Ng received a Project Award from the National Arbor Day Foundation for her design work for the palm tree plantings at upper Market Street.

STREETS AND HIGHWAYS

This Section is responsible for the design and the renovation of pavements. This Section produces contract drawings, specifications, and cost estimates for bid by contractors and for work by City forces. It also provides design support services to other design sections and City Departments that require roadway engineering. Several major projects produced by this section include Waterfront Transportation Projects (North, South, Mid-Embarcadero, and King Street); Airport Roadway and Parking Lot; Islais Creek Transport; and the annual Street Bond Repavement Projects.

In the last year, two segments of the Waterfront Transportation Projects were under construction - the South and North Embarcadero segments. Design of the King Street segment is anticipated to be completed in the summer of 1994 with construction scheduled in the beginning of 1995. A draft environmental impact

report for the Mid-Embarcadero will review the different alternatives and impacts fronting the Ferry Plaza area. Major elements for these projects include: new road- way construction, light rail transit, promenade, traffic signals, urban design (Art Commission projects, including Art Ribbon and Art Signage), landscaping and street lighting.

Two interesting projects to be put out to bid in the coming year will include: the reconstruction of Lombard Street, between Leavenworth and Hyde Streets, known as the "crookedest" street; and the coordinated planning, design, and construction of new streets, water, street lighting, stairs, and landscaping for the Bernal Heights areas.

STRUCTURAL ENGINEERING

The Section provides design for new structures and seismic retrofit design of City- owned buildings and bridges. The Structural Section provided structural design this year for the new Rankin Street Pump Station and Headworks building, and structur- al retrofit design for additional police stations and one bridge structure. The Section also continues to respond to emergencies resulting from landslides and rockfalls. This year, there was, fortunately, only one new rockfill w h iccjuuctl ihc Section's action; it was located at Telegraph Hill, at Chcsuuit and Kcai iiN Siiccts. The rockfall hazard has since been mitigated (the hillside was rock-bolted), and traf- fic was restored.

ELECTRICAL ENGINEERING

This Section is responsible tor providing cost effective dec tri( al design and instru- mentation design packages for various City Departments .iiui .u imu ,is thcii < onsul- tant in matters related to electrical power and controL Dm ni^ tlii.s \Ccii, ihc Section participated in the design of Islais Creek Sewer Projects, Bay and North Point Street Traffic Improvements Project, Airport Police Station, and Kezar Stadium Power I m p ro V e m e n t P ro j e c t s .

MAINTENANCE ENGINEERING

This Section was recently created to provide maintenance engineering to Bureau of Water Pollution Control and other Department of Public Works' facilities. It estab- lishes a predictive maintenance program based on technology, such as vibration and monitoring analysis, acoustical analysis, and oil analysis. This new section cur- rently consists of two groups: Predictive Maintenance and Analysis and Trouble Shooting Small Projects.

In its short existence, the Section has analyzed some performance problems of the equipment at the Oceanside Plant and other pumping station locations.

HYDRAULICS

During this year, the last two Westside Clean Water Projects were under construc- tion. The Lake Merced Transport Tunnel was completed. The Richmond TYansport TUnnel began its two year construction period with preliminary work at the Great Highway and Lobos Creek headings. On the Bayside, construction of Islais Creek Transport Contract C continued. Its completion next October will result in most of Barneveld Street becoming the top of a facility to contain wet weather pollutants for treatment. Surface improvements will transform the street from a mass of aban- doned railroad tracks and potholes to smooth fresh pavement. Near Islais Creek,

construction of the Rankin Street Pump Station and Contract E began. Contract E will connect the Islais Creek/Rankin Pump Station systems, east and west of 1-280 and the Peninsula commute train tracks. The connection will be a tunnel through highly unstable soils in an area where settlement is not acceptable.

Repair and Replacement Group designers are completing a series of sewer replace- ment projects. The need for these projects has been revealed by a high rate of TV investigation necessitated by an accelerated paving program. The last minute arrival of FEMA reimbursement for earthquake work provided funds to complete the year's requirements.

The Planning and Studies Group ended the year by beginning the most exciting study since the original Clean Water Master Plan study twenty years ago. The new study will be the electronic mapping, inventory, and analysis of the City's entire sewer system. This Geographical Information System, or GIS, will allow retrieval of information on any pipe or structure which would otherwise have been in sepa- rate files or have to be regenerated.

ENVIRONMENTAL ENGINEERING

This section provides environmental engineering services for research, planning, design, construction start-up, and troubleshooting of the Water Pollution Control Facilities. Our goal is to maintain and improve the efficiency and reliability of wastewater treatment.

Since 1992, Environmental Engineering has conducted pilot tests to determine applicability of various technologies to produce reclaimed water for unrestricted reuse. For this extensive research. Environmental Engineering received the California Water Pollution Control Association's 1993 Research Achievement Award.

These pilot studies are for selection of a process for a 21 million gallons/day recla- mation plant to be located near the Oceanside Plant. Because the available land is a residential zone and under the management of the Recreation and Park Department, the reclamation plant's area must be kept to a minimum.

The first pilot study, investigating in-line filtration and sodium hypochlorite, result- ed in significantly reducing the plant's footprint by eliminating the need for floccu- lation and sedimentation basins.

The second pilot study, employing microfiltration and reverse osmosis desalination, has been producing unrestricted-use reclaimed water for an irrigation study since June 1993. This irrigation study will look at the effects of reclaimed water on 26 salt-sensitive plant species and a meadow site at Golden Gate Park.

The third pilot study combined the use of microfiltration and ultraviolet disinfec- tion. The potential benefits include the elimination of chemical coagulants, disin- fectants, minimal operation attention, and a reduced plant footprint. This study demonstrated the outstanding performance of these processes, but no operational and maintenance characteristics were obtained due to the brevity of the study.

During the summer of 1994, Environmental Engineering will conduct a fourth study, combining in-line filtration and UV disinfection.

MECHANICAL ENGINEERING

This Section devoted most of its resources this year to completing the Bayside sewage transport and treatment improvements. Construction began in January on the $25.3 milhon Rankin Street Pump Station. For Wet Weather Processing, the increased flows dehvered by the pump station require the expansion of certain sys- tems at the Southeast Plant. A contract for a new headworks buildiiiu .incl ( oiitrol structure was awarded in April and two additional projects improving, the disinttx- tion system and making other necessary changes should be advertised before the end of 1994.

PROJECT DEVELOPMENT

This Section has three areas of responsibility, as follows:

The Pavement Management Group maintains an inventory of City-maintained street pavements and their condition, in\'(\stigat('s ( itizen complaints about pavement con- dition, and coordinates maintcii.iiK c s( lictliiliiiu \\'ith utility companies and other entities that maintain subsiiit.K c iiiti.isuiu uiic fhey are the City's coordinators for the Committee for lUilitx l.i.nson on Construction and Other Projec ts (CUI.COP) which is the forum loi iiitoiiiKitioii.il exchange for all agencies ac;ti\c in tlic ( iiv's streets. The Pavemcni M.in.iucnicni Croup also maintains the City's inventory of street railway franc liiscs cUkI < ooulinatc^s the City's removal of abandoned tracks. They are currently u:\ uw iiil; .ill mm cts without a record of acceptance for mainte- nance, to determine w hic li should be accepted.

The Curb Ramp Management Cronp is responsible loi p.ith of travel, disability and accessibility standards at street ( lossm-s, hk oi poi, 11111- iliese requirements in the City's Standard Specifications loi ( ml) Minps ,nul oIh.iiiiiiil; compliance in the con- struction of new and upgraded ( ni b i nnps I hex ins|)e( t .ipproximately 1,200 curb ramp sites per year, investigate ( oinpl.nins .iboni exisini;,; i\imps or sites where new curb ramps are needed, and cooiiimaie the Cii\ 's ( tub lanip construc;tion through private developers, contractors, and City forces.

Th(^ S(-\\ (n- Management Group reviews videotapes of sewer inspections to identify the need for repair or replacement and coordinates sewer maintenance with other maintcmance, notably street paving. Of over 800 tapes reviewed last year, 200 showed conditions requiring maintenance. The group is now compiling and verify- ing information to be in a computerized Sewer Maintenance System, linked to the Pavement Management System and to the City's forthcoming Geographic Information System.

OFFICE OF THE CHIEF

This year, the five year goal of establishing a monthly work-hour planning system was met.

'Q: MAJOR FIVE YEAR GOALS

▼ Develop a Sewer Management System.

▼ Update current manuals (Design and Drafting Manual, Procedures Manual, and City Standard Specifications (CSI Format)).

T Training in San Francisco Building Code and ICBO codes.

▼ Develop work-hour planning system.

▼ Improve record-keeping system: drawing storage, retrieval, checkout; consisten- cy; soil boring files; calculation files; and project files.

T Bring all Sections to same or adjacent buildings to increase communication, cooperation, and knowledge between disciplines.

Frank Casey, Street-Use and Ma/)/)itig, advisirifi cmuracuir <m imipa of utility hookups.

Temporary shm-nv^ m i a;, I laii '■i,urud[. (, ir. Hull i-. -l/il.JkL J hr LumjActc evacuation in March 1995, with seismic rctrufit work to commence m April 1995 and be completed in the summer of 1998.

□FFICE OF CAPITAL RESOURCE MANAGEMENT

'j^' MISSION

The mission of the Office of Capital Resource Management (OCRM) is to develop strategies, plans, programs, analyses and reports supporting the Department of Public Works' infrastructure maintenance, preservation, and enhancement mission.

The major program, and activities of the Office of Capital Resource Management are as follows:

* Facility Condition Monitoring Program.

* Earthquake Safety Planning and Assessment Program and Earthquake Safety

Program

Phase 3, Bond Proposal Report Development.

■> Geographic Information Systems (CIS) Basemap Development.

These programs support the Deputy Director for Engineering with the capital resource planning and analysis necessary to structure efficient and effective deci- sions on the allocation of limited financial resources.

HIGHLIGHTS FACILITIES CONDITION MONITORING (FCM)

A major goal of the Facility Condition Monitoring Program is to provide at least one complete inspection of the condition of all systems for each General Fund support- ed building during a five-year cycle. To accomplish this goal, a major objective of the program during fiscal year 1993-1994 was to complete ninety inspections; nine- ty-six condition assessment reports were completed. A combination of General Obligation bond funds and General Fund capital funding covered the $540,000 total Facility Condition Monitoring Program budget. During the past five years, the pro- gram has completed 99% of the required condition assessments representing 464 General Fund supported buildings. In fiscal year 1993-1994, the FCM Team com- pleted ninety-six assessments, with emphasis on reinspections of buildings that had their initial condition assessment performed in 1988-1989.

EARTHQUAKE SAFETY PLANNING AND ASSESSMENT (ESP P&A)

During fiscal year 1993-1994, a process was developed to initiate one of the follow- ing strategies for each building that was determined to be a seismic hazard rating of 3 or 4:

1 . Close the building.

2. Close and demolish the building.

3. Develop a seismic retrofit project scope and cost for the building to be included in the next phase of the fifteen year Earthquake Safety Program.

4. Replace the building when it is cost-effective rather than perform a seismic retrofit project.

5. Perform additional studies to determine the most cost-effective long-term use of selected buildings, or

6. Designate the building to be included in a future financing package that may include a General Obligation Bond or other funding proposal.

GEOGRAPHIC INFORMATION SYSTEMS (GIS)

BASEMAP DEVELOPMENT

The GIS Basemap Development Project began August 1993. The City's basemap will use computer technology to integrate orthophotos of the City with digitized graphic and attribute data for the cadastral layers (block/lot and addresses) and the street centerline network layers for displa^^ printing, plotting, and distribution purposes. This basemap will serve as the foundation for all GIS applications development.

The project has four phases, with milestones and activities for each phase presented below.

* Phase I - Creation of Ttechnical Guidelines, Aerial I'hotof^raphy and GIS Workshops. The aerial orthophotography was ( oinplctccl In I l.iminoii, Icnscn and Wallen in October of 1993 through the Cii\ s l),isi iii,ip tlc\ (•lopiiiciu .iiitl ( on- tract with Brighter Images/E2 (a joint venture). 1 line ( ,is Inloi ni.nidii Education workshops were conducted during Octohci ,iiul Nii\( inh( i ol 1993 to provide basic information on the potential uses and .ipiiln .iiions ot (,is to mem- bers (and invited guests) of the Electronic Information I'loi csmu'j sii i i in^ Committee Geographic Information System Sub-coinniiiicc sr\( in\ people attended, representing twenty City Departments, show iii'j \\ ulespicid interest in the development of GIS for their respective agencies I'.in.e loih ( ,is ( onsultant, developed, under the direction of OCRM, document. ii ion ol ilu ((iiK.nion work- shops, called "Installation Guidelines foi the (;it\' ol s.m I i.nu is( os (.eo^raphic Information Systems," which was distribiuecl to ions ( ii\ I )ep,innients in January 1994.

^ Phase II - Creation of the Orthophotoj^raphs, Orthophoto Production and Quality Assurance. The firm of Hammon, .Jensen W.illeii ,iiul Asmk i.m s (II IW) was selected as the contractor to produce .ihinii ' ,i i i ,i i h. iphi .i. i-iiplis w Iik h will become a key component of the CitN 's ( ,ls l),is( m ip

<• Phase III - Digiti/in<; ol the (athistral la\cr .ind the .ili^iinicnl of ihc City's center- line database. Ccjinpleiion ol the oithoi)hoto bdseindp, I Ins pli.ise ol ilie basemap development process will overlap the production ol ilie h.isem.ip orthophotographs. A digitizing firm will be selected to digit i/e iIm onhopho- tographs in phased production synchronized with the prodn( iion ol ilie 2,50 orthophotographs. The digitized results will be linked to an < xismiu < enterline database, developed b}^ the Department's Pavement Management ,inci Mapping System, as well as other available data sets.

* Phase IV - Installation of Basemap. TVaining of City staff in Basemap mainte- nance procedures. It is anticipated that this phase will be initiated once the basemap orthophotos have been digitized and linked to the centerline database. It is anticipated that this phase will begin the third quarter of Fiscal Year 1994- 1995.

GIS DEMONSTRATION PROJECTS

The Water Department Right-of-Way Demonstration Project, initiated in October 1993, began implementation of the GIS demonstration projects process. Other demonstration projects include: Department of Public Works' Pavement Management and Mapping Systems, the Sewer Information Management System, and the Mayor's Office of Emergency Services (OES). The major focus of the demonstration projects is to test the capability of various GIS hardware and software

that may be used in conjunction with the Automated Mapping/Facihties Management (AM/FM) basemap. A telecommunications hnk through a Wide Area Network (WAN) between 1680 Mission and 30 Van Ness Avenue will also be tested, with technical support from the Department's Computer Services Division.

GIS TECHNICAL ADVISORY PANEL

One process coordinated by OCRM is the City's GIS Technical Advisory Panel, which was established in July 1993 to provide means for information sharing among the City's Department of Public Works and other Bay Area agencies that have imple- mented GIS. Panel membership includes representatives from the cities of Pleasanton, Palo Alto, and Oakland; the State Department of Mines and Geology; Pacific Gas and Electric Company; East Bay Municipal Utilities District; San Francisco International Airport; Controller's Office; Department of Public Health - Paramedics Division; the Department's OFFMA-Computer Services Division; and the Department's Bureau of Street-Use and Mapping.

THE BASIC GOAL OF THIS PANEL IS TO PROVIDE TECHNICAL ADVICE ON:

• The development of the City's GIS Basemap.

• The organization and staffing of GIS.

• The development of technical standards and guidelines for GIS operation.

• The selection of GIS hardware and software configurations.

• The development of funding strategies to enable San Francisco's City Departments to implement GIS projects.

'0 FUTURE GOALS

During 1994-1995, the Office of Capital Resource Management will emphasize the following program goals:

■ Facility Condition Monitoring: OCRM will provide special strategic reports to assist City Departments and the Capital Improvement Advisory Committee (CIAC) with specialized knowledge on the condition of the City's General Fund supported buildings so that limited funding can be prudently allocated. Detailed reports on the Department's facility deficiencies, status of repair projects, and scope and cost estimates for capital projects will also be integrated into the FCM database as funding permits. City Enterprise Departments will be offered the opportunity to have condition assessments performed on their buildings. Finally, development of a design strategy regarding the most efficient means of integrat- ing FCM data into the Geographic Information System environment will begin.

■ Earthquake Safety Planning and Assessment: OCRM will work to develop funding strategies consistent with Capital Improvement Advisory Committee direction to finance selected seismic retrofit projects, possibly including preparation of Earthquake Safety Program, Phase 3, for the ballot during fiscal year 1995-1996.

■ Geographic Information System (GIS): By the end of fiscal year 1994-1995, OCRM will complete Phases III and IV of the City's GIS basemap development leading to the delivery of an AM/FM GIS basemap. Key upcoming activities include: the four month process of producing orthophotos, scheduled to begin August 1994, and digitizing from the orthophotos, scheduled to begin during the fall of 1994 and be completed in the spring of 1995.

□PEFWIDN5 BUREAUS

Deputy Director, Scott A. Shioaf

BUREAU OF BUILDING REPAIR Superintendent, Raymond Zahnd

The Bureau of Building Repair is responsible for operating, repairing, and maintain- ing City-owned and managed buildings, and for managing interdepartmental work orders for other City agencies.

BUREAU OF STREET AND SEWER REPAIR Superintendent, Richard Cunningtiam

The Bureau of Street and Sewer Repair is responsible for City streets and appur- tenant structures, including pavements, gutters, retaining walls, and stairways; City main sewers, including over eighty miles of brick sewers, most of which were con- structed before 1879; the City's bridges, underpasses and overpasses; and the Municipal Asphalt Plant.

BUREAU OF STREET ENVIRONMENTAL SERVICES Superintendent, John Roumbanis

The Bureau of Street Cleaning and Urban Forestry officially changed its name July 1, 1993 to the Bureau of Street Environmental Services. This was to more ade- quately reflect the Bureau's interest in, and commitment to, the urban street envi- ronment in its entirety and to include the new Graffiti Abatement Program. The Bureau of Street Environmental Services is responsible for cleaning the City's street and highway system, planting and maintaining street trees and landscaped areas, and eradicating graffiti. Public education and an active campaign of enforcing laws relating to keeping the urban environment clean are important parts of our on- going activities

BUREAU OF WATER POLLUTION CONTROL Manager, William Keaney

The Bureau of Water Pollution Control has the responsibility for maintaining and operating the City's sewage treatment plants and pumping stations.

EMERGENCY RESPONSE PLANNING Coordinator, Suzanne Hart

Emergency Response Planning is responsible for pre-event planning of coordinated Departmental and inter-departmental responses to major disasters.

BUILDING REPAIR

MISSION

The Bureau of Building Repair is dedicated to the conscientious effort of providing quahty, professional, and cost-effective service to Citj^-owned buildings under the jurisdiction of the Department Public Works, as well as other municipal Departments. The Bureau's success has been its growth attributed to its versatility.

•(Q- HIGHLIGHTS

Even though Facility Maintenance, General Fund, and Capital hnprovement dollars were very tight. Building Repair had a busy year with increased interdepartmental work order requests. Much work, which had jiicN ioush' been ( omplcicti under Facility Maintenance, was requested directly fiom Dcp.ii tiiiciiis mk li ,is I'oIk c, Fire and Public Health. Similarly, building operation diid picv ciuixc iikiiiUciIcIik c ser- vices for many departments switched to the Interdepartmental Program.

Computerized pre\-('mi\ (" iii.iiiucn.ini c |)in',ii,ims wcic iuii ocIik cc! intoCitx- Hall, the Hall of Justice, and the Ai m-, si i rn m,ii i, \ I hlmih-ci ni',: ( c Aiiioni.nioii of these programs is inc rcMsiii.n cIIk h ik \ .11 id d.s.sui di i iiidU' ici.oid ,11 id lu.sioiy retention.

Custodial Services repeated their first class performance at City Hall and the Hall of Justice with 10% less staff because of General Fund budget reduc;tions.

The Bureau received the award for being the "Safe Bureau" in the Operations group of Bureaus.

BUREAU ACTIVITIES INCLUDE:

▲ Fire-damage repairs in the courtrooms of Department 22 at the Hall of Justice.

▲ Additional installation ot thiee "muffin monsters" in the waste line at the Hall of Justice.

▲ Fabricate and install stainless steel ceilings for showers and upgrade secondary heating coil at County Jail n?>.

▲ ADA upgrades to meet disability access requirements at the following locations:

• City Hall - 4th Floor Men's and Women's Restrooms.

• 101 Grove Street - 1st Floor Men's and Women's Restrooms.

• Hall of Justice - Men's and Women's Restrooms (minor upgrade).

A Build three new examination rooms and remodel two additional examination rooms for Health Center #1 .

▲ Heating and ventilation upgrades at Health Center #3.

▲ Build two new admission offices and remodel two examination rooms for Health Center #5.

▲ Rebuild and renovate calamine doors for San Francisco Fire Department Pump Station #2.

▲ Interior improvements to San Francisco Fire Department Pump Station #2 facili- ties.

▲ Additional motorized valves for high pressure system for San Francisco Fire Department Ashbury T^nk.

▲ Construct and maintain curb ramps for disability access for Bureau of Engineering.

▲ Completion of San Francisco Water Department Water Conservation Devices, Phase II.

A Completion of San Francisco Water Department Sunol and Peninsula security fencing.

▲ Renovation of water reclamation station's load area at the Water Pollution Control Plant.

A Renovation of Candlestick Park gates for the Recreation and Park Department.

A Public Utilities Commission - On-going program to retrofit light fixtures in City facilities for energy conservation.

A Office renovations at 901 Rankin Street for the Department of Electricity and Telecommunications.

A Earthquake-damage repair project at Youth Guidance Center.

A Installation of accessible ramp at 45 Onondaga Street for Bureau of Architecture.

A Construction of a temporary bridge at Harding Park for Bureau of Architecture.

A Bureau of Architecture - On-going repairs and upgrades of various fire stations under the Proposition 'C Bond Program.

A Installation of cooling towers and HVAC system at 425 Mason Street for the San Francisco Water Department.

A Construction of equipment garage at the San Francisco Water Department Lake Merced Pump Station.

'0 FUTURE GOALS

A Public Utilities Commission's on-going program to retrofit light fixtures in City facilities for energy conservation.

A San Francisco Water Department's on-going program to retrofit plumbing fixtures in City-owned buildings for water conservation.

A San Francisco Fire Department Ashbury Tank - Five additional motorized valves for high-pressure system.

A On-going ADA upgrades of men's and women's restrooms on each floor of the Hall of Justice to meet disability access requirements.

A ADA upgrades to install new ramp at front entrance of the Hall of Justice to meet disability access requirements.

▲ Bureau of Engineering's continuing project to construct and maintain curb ramps for disability access.

▲ Repair utility vault covers on Third Street for Bureau of Engineering.

▲ Bureau of Street-Use and Mapping's project of maintaining and repairing side- walks around public properties and City-owned buildings.

▲ San Francisco Fire Department's continuing repair and upgrade project for vari- ous fire stations under Proposition 'C Bond Act.

▲ Construction of glass block windows at Cottage B5 to maximize security for the Juvenile Court.

▲ Municipal Railway's continuing project of modifications to rails, air, and water lines for new car clearances.

▲ Maintenance of boilers in City-owned buildings by Bureau of Building Repair's Sheet Metal Shop.

PERFORMANCE MEASUREMENTS

1992-1993

1993-1994

MAINTENANCE AND OPERATION OF BUILDINGS:

fanitoncd Scivice Units (1,000 square feet)

320,009

307, 704

Percentage of Equipment Breakdown

0.01%

I.D. MAINTENANCE AND OPERATION OF BUILDINGS:

Valuation of Interdepartmental Work

$16.3 M

$17.5 M

Percentage of Re-Work on Interdepartmental Work

0.01%

Richmand Jrimslxiri hdcilnic\: -fi-mcfi diameter rcintnrccd concrete pressure pipe sewer on the Ureat Highway at Balboa Street. Tunnel Portal structure in back- ground.

One of the four state-of-the-art vans used in the Graffiti Abatement Programs.

Oceanside Water Pollution Control Plant - North facade of the Pretreatment and Solids building.

STREET AND 5EWER REPAIR

•j^- MISSION

The Bureau of Street and Sewer Repair is committed to the efficient operation and maintenance of the City's street, sewer, bridge and tunnel system in order to mini- mize hazards to pubhc heakh, safety, and property. In the event of a pubhc emer- gency, the Bureau is expected to organize and maintain the pubhc works field pres- ence needed to normalize the situation.

HIGHLIGHTS

The major highlight in the Street Repair Program is the start-up, testing, and placing into production of the Municipal Asphalt Plant This jiLmt was originally built in 1954. In November 1987, the citizens of San 1 mih is( n p.isscd Proposition B that provided $27 million of roadway, safety, and oihci iiilidstructure improvements. Included in the proposition was a specific proposal to rehabilitate the asphalt plant. The rehabilitation included the replacement of worn out structural elements. The plant meets the air polhition ( ontrol st.inclciicis ol the B.i\' Aici ,\ir (}u.ilit\' Management District. y\liliMii-h ihc icImIhImjiimii did iioi iik kmsc ilic pi, mi's capacity, it will ensure the r.nn jn ,i si.ihic .nul r( ohoihk ,iI MippK ilic w ide range of paving mixes reciiiiMtl li\ ( ii\ ( mw s. I lie pl.nii ,ils(. .illow s cllci in c asphalt pavement recycliii.j, I In- pi i niiuiin^, u suiiu, ,iiid st.n t-iip opci ,ii loii.s have been completed this year

PERFORMANCE MEASUREMENTS

Street Repair Program

70 lane miles of City street resurfaced.

744,400 square feet of defective pavement patched.

26,716 potholes patched.

66 lane miles of City street slurry sealed.

31,570 tons of asphalt concrete produced.

Sewer Repair Program

759,000 linear feet of sewer pipe cleaned. 6,193 catch basins cleaned. 159 sections of main sewer repaired. 251 sections of side sewer repaired.

'jQ- FUTURE GOALS

▲ Implement a preventive maintenance system for the Municipal Asphalt Plant.

▲ Improve the Bureau's Cost Tracking System.

▲ Improve work site "Safe Work Practices."

▲ Expand supervisor}^ training to ease the transition from laborers into leaders.

▲ Improve crew efficiencies to the level of outside contractors.

STREET ENVIRONMENTAL SERVICES

'j^. MISSION

The mission of the Bureau of Street Environmental Service is to efficiently and safe- ly remove dirt, refuse, and graffiti from City streets, plazas, stairways, building frontages, and other areas for reasons of public safety, code compliance, health, and beautification, and to maintain City-owned street trees and related landscaped areas in a safe, healthy, and attractive condition. To effectively and efficiently carry out this mission, the Bureau must properly train and develop its employees to achieve high motivation and performance.

-jH' HIGHLIGHTS

Significant events in Fiscal Year 1993-1994 were:

The two Divisions that existed under the former Bureau name (Street Cleaning and Urban Forestry) were combined. Gardeners, tree toppers, and urban forestry super- visory staff now work through the same dispatch office and report to the same administrative chain of command as general laborers, truck drivers, and operations supervisors. This restructuring has enabled the Bureau to use personnel and equip- ment resources more flexibly and resourcefully and to better carry out its mission to serve San Francisco's citizens and visitors.

A Graffiti Abatement Program began in September 1993 with two painters from the Bureau of Building Repair and ten young people from the Mayor's Youth Worker Program. The program now has a coordinator, an Environmental Control Officer, four laborers, and thirteen Mayor's Youth Worker Program participants. Using four special state-of-the art vans, staff can respond to a complaint, match paint on the scene, and paint over the offending graffiti in one visit. The Bureau also purchased soda blasting equipment for graffiti abatement. The equipment functions in much the same way as a sand blaster but uses bicarbonate of soda and water and is far less abrasive; it is used on masonry, glass, metal, etc. Public response and commu- nity support have been excellent from the start. Current concern over the preva- lence of graffiti in the City gives this program extremely high visibility and affords the public an opportunity to see tax money actually working positively to correct a situation in which all are victims.

The Sheriffs Work Alternative Program (SWAP) was expanded to include Sunday manual cleaning services in commercial areas downtown. SWAP is a chance for offenders to perform community service as an alternative to being jailed. This is not a "make work" activity but a real opportunity to make a difference in the quality of life in San Francisco.

During Fiscal Year 1993-1994, the Bureau maintained enforcement of Public Works Code Section 173a. This section of the code deals with placement and maintenance of litter receptacles outside all businesses selling food (i.e., grocery stores, restau- rants, liquor stores, etc.). Compliance was, at first, reluctant and minimal; these businesses had historically been exempt from responsibility for disposal of the food and wrappers they sold. However, our two-fold approach of education, first, fol- lowed by enforcement, second, has gained the cooperation of the business commu- nity and resulted in a cleaner San Francisco. The Bureau has increased the number of litter receptacles placed and maintained by 10%, or 300 new units.

In May of this year, the Street Environmental Service Worker Trainee Program was started for disadvantaged and low-income City residents ranging in age from 18 to 40+ . Unskilled trainees provided by the Mayor's Office for a period of one year came to us with hope, enthusiasm, and a commitment to learn and grow. The Bureau provides training in landscape maintenance, graffiti removal, \\'orking on the Litter Strike Force, broom support, plaza maintenance, and general litter removal. Together, the goal is to create a flexible labor pool capable of competing effectively for jobs in either Civil Service or the private sector Programs ot this kind represent government at its best - meeting public needs at both the human and the service levels. We hope to see it continue and increase. The Bureau has revised its Mission Statement to reflect these new training responsibilities.

New trees were planted, irrigation systems installed, and general landscape renova- tion done on two public stairways:

1. The Chestnut Street Stairway, between Larkin and Hyde Streets.

2. The Vallejo Street Stairway at the Presidio Wall.

Work was performed by a coalition of Departmental personnel, neighborhood groups, and San Francisco Beautiful. Public acceptance of these improvements was very good.

The demonstration garden planned in fiscal year IMM^-Imm -; w.is inst.illcci ,it tlie Henry Street Stairway, between Roosevelt and Castro, w ith lumlinu Ikhii .i si.m \\'.it(M' Conservation Grant rc^ceived through the Wdtci i )cp,ii iiDciii I )i()iiulii-in|ci,iiit planti- ngs arc cmph.isi/cci, piimarily California cs In .idilii mn ui l)i m-m- pIciMiic and beauty lo the inimcclKiic neighborhood, the m,iii\\,i\ is cx.niiplc ol the inox cmcnt away from the high water iisam' plantin,L;s ot tiie j)a.st to ,i laiidsc ,i])ing sl\'le nioic s(;n- sitive to climate and water .i\ iil.ibilii\

More than seventy Washington robusta i:)ahns wcic jiLk eel in laiscd pLiniri hctis edged with manufactured cobblestones aloii- I h( i mb.iK ,kIi lo Kd.ulwax mulci private contracting. The Bureau intends to accept this j^ioicc i ami assniin all k sponsiliility for maintenance in 1995. The removal of the elevated Ini \\a\ m ihai ii< m Iik i illv cleared the way for a major beautification project along ilic w atia Ikmii w In m ( oiii- pleted, the roadway palms will add an exciting neu' dimension to the ( itys(,<i|)e.

Responsibility for maintaining landscaping and plantings at the new pumping station on the Great Highway (Westside Pumping Station) was accepted m the spunu of 1994. This ties in with the large sewer project the Clean Water Progiam has Ix i ii \\()iking on at that location.

A new hi-ranger truck was purchased for use by the Bureau's tree toppers. This brings the number of hi-ranger trucks to a total of five.

The Broom Brigade changed its name to the Broom and Brush Brigade to reflect its involvement in the Graffiti Abatement Program. There are now more than 500 volun- teers sweeping streets and erasing graffiti in San Francisco. The Bureau has worked to actively recruit new volunteers by sending representatives to community meetings, handing out flyers, and following up on any questions or indication of interest in its activities. Current volunteers are the best recruiters, talking about the program enthu- siastically and wearing the official Broom and Brush Brigade Volunteer caps and pins issued to all new program participants. Businesses supporting the program include Southwest Airlines and Hyatt Hotels. Hyatt has been part of the program for six con- secutive years. "Do; don't just talk" is the underhang theme of this program and, it is believed, the reason for its success.

Work continues on the reforestation of San Francisco's urban forest. Three hundred and sixty-four trees were planted this fiscal year by the Bureau working with the Sheriffs Department. Trees are planted in tree basins empty for a variety of reasons, including natural decline, disease, vandalism, etc. Funds from the half-cent sales tax are the major financial support of this undertaking.

During fiscal year 1993-1994, the Bureau stressed a proactive, rather than reactive, approach to health and safety. Line supervisors now hold bi-weekly safety tailgate training sessions with their crews, covering topics related to Departmental safety and prevention programs as well as specific job-related problems. NOETICS, Environmental Health and Safety (EHS), and the Bureau are working together to reduce the number and severity of Workers' Compensation claims with each compo- nent taking a part.

1 . NOETICS - carefully analyzing each individual claim.

2. EHS - working with Bureau supervisors to develop investigatory skills.

3. Bureau - through the Safety Committee, reviewing all industrial and vehicular accidents and making recommendations to avoid reoccurrence. The regular mandated safety programs, such as Hearing Conservation, Respirator Certification, and Defensive Driving continue.

0: FUTURE GOALS

▲ Special emphasis was placed this fiscal year on graffiti abatement in the Downtown business area. In the coming year, this program will be expanded

City- wide.

▲ Upgrading and renovating City-owned stairs, with the cooperation and participation of San Francisco Beautiful, will continue. Ultimately, these stairways will be turned over to various neighborhood associations for maintenance.

A Our goal last year of increasing citizen participation in the Broom and Brush

Brigade by

20% was met. We intend to continue this expansion by another 20% increase in the coming fiscal year

A We plan to expand mechanical street cleaning/controlled parking to over 106,000 curb miles.

A The Bureau will begin a three year program to renovate center islands on important thoroughfares, beginning with Webster Street, Evans Street, and

Mansell Avenue.

PERFORMANCE MEASUREMENTS

Litter enforcement and educational public contacts 12,348

Tbtal tons of debris removed 1 7, 638

Tbtal curb miles of streets cleaned 108,073

Jbtal curb miles of mechanical sweeping - controlled parking 104,271

Tbtal curb miles of mechanical sweeping - uncontrolled routes 3,802

Tbns of illegally dumped debris removed 6,020

WATER POLLUTION CONTROL

-jjj' MISSION

The mission of the Bureau of Water Pollution Control is to provide for the collection and treatment of the City's sewage, to properly dispose of the by-products of treat- ment, and to monitor the disposal system to ensure the maintenance of a safe envi- ronment in our Bay and ocean waters. Further, the Bureau is committed to provid- ing these services in a manner that promotes public health, safety and welfare, both for the employees providing the service and for the people who are the beneficia- ries of the service.

OPERATIONS DIVISION

The major challenges Operations faced this year, and dealt with successfully, were continuing to maintain process efficiencies and cost cutting with a reduced staff

SOUTHEAST PLANT

Major attention has been shifted to expanding the treatment capacity of the Southeast Plant. Operations, in concert with Environmental Engineering, is active- ly involved in the design of the Rankin Street Pump Station, the new headworks building, and new disinfection facilities.

Savings over pre-1992 levels in oiii solids li,iiulliii'.i .iiul ( hcmn ,il treatment facilities continues. Savings were achiexcci iliMui-li opi utois' skill and maintenance modifi- cations. A half million dollars pci \ car has bv.v.n sa\'(;d.

Successful assumption of additional duties, despite staffing deceases, has occurred. Baj^side Pump Station crews are now a part of Southeast Plant Operations with reduced supervisory staff

RICHMOND SUNSET PLANT

The starting ot the new Occanside Ti-eatment Plant means that the Richmond Sunset Plant is no longer needed. Richmond Sunset stopped discharging to the Southwest Ocean Outfall on Saturday morning, September 18, 1993, at midnight. At 0200 hours, on Sunday, the head gates were closed and Richmond Sunset went offline. The Plant first began treatment in February 1939. It was in service for 54 years, 7 months, or approximately 19,940 days. A deactivation plan for Richmond Sunset was prepared and implemented. For the first two weeks, the plant was placed on standby mode in case operation needed to be resumed. Since then, all grit and sedimentation tanks have been dewatered and cleaned, the digesters taken offline and drained, inventory supplies redistributed, and the Sunset pumps operat- ed only to reduce septic conditions in the Mile Rock Sewer The staff has been reas- signed and the buildings closed. Plans are now being prepared to complete the final sewer transitions and demolish the structures.

OCEANSIDE PLANT AND WESTERN PUMP STATIONS

The Oceanside Plant was successfully started on September 18, 1993. The efforts of all Bureau divisions were necessary and appreciated in making our smooth start-up possible. The transition to secondary treatment was completed by October, improv- ing San Francisco's west drainage treatment by 5%. Although not required to meet secondary treatment standards until June 1994, process optimization led to full compliance by December 1993.

The Oceanside Plant was dedicated by Senator Dianne Feinstein and other digni- taries on May 31, 1994. The facility was open for public tours following the ceremo- ny.

LABORATORY SERVICES DIVISION

The Laboratory Services Division has, over the last few years, expanded its analyti- cal capability and now provides environmental services to a variety of clients with- in City government. Revenues from these clients exceeded $1,250,000 in fiscal 1993-1994. The laboratory is aggressively seeking new certifications from State and Federal agencies to provide a greater range of services to future customers. Taking on this new work and the corresponding increase in the level of analytical sophisti- cation necessary to provide these services has been very challenging to the lab over the last year

The Southeast Laboratory will also continue to provide routine analytical services for the Wastewater Treatment Plant's Operations Division at the Southeast Plant by providing data on the plant's effectiveness and compliance with regulatory stan- dards. Summary reports are submitted to the Environmental Protection Agency and the State Water Resources Control Board for their review and to determine com- pliance with applicable State and Federal regulations.

The Marine Monitoring Section moved to the new Oceanside Laboratory. This new facility provides a larger and safer environment for conducting analytical testing while allowing the laboratory to work hand-in-hand with the Operations Division to provide rapid, accurate analyses to help with the new plant start-up. In addition, the Marine Monitoring Section is currently providing environmental services to the Aquatic Habitat Institute (AHI), a non-profit agency whose role is to characterize pollutant levels in San Francisco Bay. AHI is conducting a Bay-wide marine moni- toring program in conjunction with the San Francisco Regional Water Quality Control Board. The City of San Francisco's provision of marine monitoring services to AHI has enabled the City to reduce its annual monetary contribution to the pro- gram by $30,000.

MAINTENANCE DIVISION

The mission statement of the Maintenance Division is to "provide service, repairs and improvements to Bureau equipment and facilities so that permit standards can be met efficiently and economically."

Ten thousand work orders were processed in the Maintenance Division during fiscal year 1993-1994. The Oceanside Plant was put into operation and the Preventive Maintenance Program was implemented. Richmond-Sunset was shut down and all employees reassigned. The responsibilities for preventive maintenance of the pump stations were transferred from Operations to the Maintenance Division.

The Elke Maintenance Management System has been upgraded and a Warranty Tracking Module was added. A review of all inactive stock in the warehouse has been completed.

ADMINISTRATION DIVISION

The mission of the Administrative Division is to develop, maintain, and provide over- all administrative support to the other Divisions within the Bureau in order to ensure the timely processing of all work submitted. This group is responsible for all clerical, accounting control, personnel, and budget for the entire Bureau.

PERFORMANCE MEASUREMENTS

	1991-1992	1992-1993	1993-1994
Millions of Gallons Treated	24,343	23, 725	31,576
Percent (jiuijjliuitic Si^ttli-ablc Solids	100%	100%	100%
Percent ( oinjHw.ih , ( iiim nic Residual	100%	99.9%	100%
Percent Co)nplui)icc, Biociiamcal Oxygen Demand	100%	100%	100%
Percent Compliance, Suspended Solids	100%	100%	99.7%
Routine Lab Thsts	44,923	26,802*	27,420

*Chemistry Section only

Harding Park bridge construction.

Bureau of Street Environmental Services' tree topper working from a new hi-ranger truck used to prune large trees.

PUBLIC 5ERVICE5 BUREAUS

Deputy Director, Vitaly B. Troyan

BUREAU OF BUILDING INSPECTION ACTING SUPERINTENDENT, DOT YEE

The Bureau of Building Inspection is responsible for reviewing plans and inspecting construction work throughout the City, involving structural, mechanical, electrical, and plumbing work, in addition to housing and energy activities, to ensure compli- ance with applicable codes.

BUREAU OF ENVIRONMENTAL REGULATION AND MANAGEMENT CHIEF, STEVEN MEDBERY

The Bureau of Environmental Regulation and Management is responsible for regu- lating industrial waste discharges to the sewerage system, implementing the City's Sewer User Charge Program, and assisting the Department in complying with envi- ronmental health and safety requirements.

BUREAU OF STREET-USE AND MAPPING CHIEF, DENISE M. BRADY

The Bureau of Street-Use and Mapping is responsible for maintaining the official City map, processing land subdivisions and condominium conversions, protecting and enhancing the public right-of-way by regulating its use through the issuance of permits and the enforcement of local, State and Federal mandates, and by expanding the City's urban forest and promoting the undergrounding of overhead utilities.

Landscaping improvements and new recreational trail along the Great Highway built under the seawall contract.

BUREAU OF BUILDINB INSPECTION

@ MISSION

The mission of the Bureau of Building Inspection is to implement and enforce local, State and Federal regulations and controls relative to the design, construction, quali- ty, use, occupancy, and location of buildings and structures within the City and County of San Francisco; to safeguard life and limb, health and property, and to maintain these buildings and structures to promote public safety and welfare.

'Q' HIGHLIGHTS BUREAU

The major highlight for the Bureau this fiscal year was that it was able to expand its physical work space by moving into 1660 Mission Street. The actual move began on the morning of March 31, 1994 and w.is ( omplcted on the evening of April 4, 1994. On April 5, 1994, the Bureau was open loi business at 1660 Mission Street. This enormous undertaking was accomplished h\ ihe dedication and hard work of the Bureau's employees.

In January 1994, the Superintendent retired and tlie Deputy Superint(;ndent became the Acting Superintendent.

CUSTOMER RELATIONS

The Construction Services Center (CSC) went into operation on June I, 1992 and is the focal point for improved customer services. The CSC combines the Bureau's building permit application intake, review, and approval process with that of the Department of City Planning, Fire DeiLii unent, Bureau of En^iiieet iii'^, and Department of Public Health. TIk ( s( M ni.i^er acts as a li.iismi lieiwcen the vari- ous Departments, addresses issues ilidi cinse. makes reassignnienis ol priorities and personnel, and makes fast policy decisions.

The co-location did not solve all of the problems, but is providing the basis on which future solutions and efficiency are being developed. This has gone a long way toward reducing confusion and conflicting statements, and is helping to clarify and simplify the processing of a permit.

The Bureau expanded the Public Services Division (PSD). The PSD area is the first stop for the public when entering the CSC. PSD explains to the applicant what needs to be on the permit application. PSD also disseminates pamphlets, brochures, flyers, and informational material about the permit process. The inten- tion is that the public leaves the PSD area with information completely defining the permit process and what to expect about requirements, time frames, and expenses.

COMMUNICATIONS

Last year, the Bureau conducted a series of workshops with BBI personnel to dis- cuss the vision of the Bureau. The vision of the Bureau included the "Work Flow" analysis, improvements to the way the Bureau does business, and the move to 1660 Mission Street. This j^ear, the Bureau focused on its employees' interperson- al/customer relation communication skills. Bureau of Building Inspection employ- ees are attending workshops, such as "Effective Public Contact" to increase their skills.

COMPUTERIZATION

During fiscal year 1993-1994, the Bureau continued to expand its computer communication net- work. The Local Area Network now supports ninety useable workstations and is linked to the Department of City Planning and the Controller's mainframe complex.

The Bureau signed a contract with Sierra Cybernetics for the "Work Flow" analysis. The purpose of the "Work Flow" analysis is to develop an image based Permit Tracking System. At the end of this development, the Bureau will see work folders flowing electronically in parallel to all appoint- ed reviewers. The work folders will contain permit applications, plans, and all associated docu- mentation.

FINANCIAL MANAGEMENT

As a "Special Fund", the Bureau's services are paid for by the inspection and permit fees collected. In fiscal year 1993-1994, of the total revenue collected, building permit fees accounted for 51% with the issuance of 20,768 permits; Electrical and Plumbing permits accounted for 24% with the issuance of 25,675 permits; and the hotel and apartment license fees accounted for 25%.

CONSTRUCTION INSPECTION

The Construction Inspection Program extended its office hours this year by opening the Building Inspection Division office at 7:30 a.m. As a result, inspectors are now in the field earlier in the day to perform inspections. Coverage is still provided until 5:00 p.m.

In September, Building Inspection districts were realigned to even the workload and reduce the inspection backlog. Tracking of inspection response time began in February with preliminary fig- ures indicating that 90% of inspections are performed as requested by the customer or within 24 hours of the request.

The Construction Inspection Program assumed staff functions for the Handicapped Access Appeals Board and the Abatement Appeals Board in December 1993. This program provides most Building Inspection planning and development functions for the Department's Emergency Response Plan. The Building Inspection Division has provided several Bureau or Department seminars on State Historical Building Code, Multi-Family Dwelling Disabled Access, and new Title 24 Disabled Access Standards.

Inspector and staff training time increased this year covering topics including code issues, safety, and computer use. The Construction Inspection Program continues to improve levels of customer service and will focus on increased technical training for inspection and Bureau staff in the com- ing year

CONSTRUCTION INSPECTION WORKLOAD STATISTICS

1991-1992

1992-1993

1993-1994

BUILDING INSPECTION: Inspections Made Jobs Completed

47,415 20,270

45,630 19,393

45,576 19,831

59

MECHANICAL SYSTEMS PROGRAM

The High-Rise Sprinkler Ordinance became effective February 15, 1994. The Ordinance requires high-rise commercial and tourist hotel buildings to provide sprinklers throughout the buildings in a phased process covering twelve years. Electrical and Plumbing Permit issuance was transferred to the Central Permit Bureau and moved to the new "Permit Center" at 1660 Mission Street. A combined total of about 53,000 permits and special inspections were made this fiscal year by the program inspectors. About 26,000 permits were issued.

MECHANICAL SYSTEMS WORKLOAD STATISTICS:

ELECTRICAL INSPECTION:

Inspections Made Jobs Completed Permits Issued

32,504 13,789 13,699

33,243 13,421 12,677

30,540 12,525 12,760

PLUMBING INSPECTION:

Inspections Made Jobs Completed Permits Issued

25,571 6,817 11,981

22, 741 9,907 12,276

20,435 9,525 12,915

Electrical and Mechanical Revenue

$4.0M

$3.9M

PERMIT PROCESSING AND ISSUANCE

A total oj' 20, 768 hmldina, permits were processed and issued in fiscal year 1993-1994. Of these, 60% were processed and issued ovcr-tlic-countcr and over 80% were approved within five days.

PERMIT PROCESSING AND ISSUANCE WORKLOAD STATISTICS

1991-1992 1992-1993 1993-1994

COUNTER SERVICES:

Plans approved

Commercial Thnant Improvement Reroofing Permits Over the Counter Permits Tbtal Permits Approved

PLANS APPROVAL:

Plans Approved

Tbtal Value of Plans Approved

7,093 1,348 5,222 6,501 20.164

2,360 $852M

6,541 1,018 5,019 8,595 21,173

1,844 $583M

6,465 1,417 4,721 7,818 20,421

1,788 $441 M

CENTRAL PERMIT:

Transactions Started Total Pennits Issued Tbtal Value of Pennits Issued

50,997 22,123 $843M

76,046 21,009 $722M

77,551 20, 768 $573M

60

PROPERTY CONSERVATION

Revised Property Conservation Program to merge four Divisions into one and streamlined procedures through computers and training. Developed complaint tracking program.

PROPERTY CONSERVATION WORKLOAD STATISTICS:

1991-1992

Complete Inspections 469 Annual Inspections 8,044 Complaint Inspections 6,080 Miscellaneous Inspections 1,296 Ibtal Inspections 15,889

PARAPET SAFETY COMPLIANCE:

Cases Brought Into Compliance 780 Inspections Made 378

CODE ENFORCEMENT:

Cases Received 574 Cases Abated 466

Revenue $2.9M

0 FUTURE

The Bureau is going to continue to pursue its goals of providing more service-oriented methods of doing business; increasing the level of credibility with the public; increasing the level of inspector efficiency and general work force productivity; gaining tighter control of code compliance issues; and providing a more cost effective method of delivering services.

In support of these goals, the Bureau will:

▼ Hire a Superintendent.

T Upgrade BBI's obsolete computer system.

▼ Improve the permit tracking system.

▼ Implement an 800 number for permit information.

▼ Improve the complaint tracking system. T Improve plan checking response time. T Improve inspection response time.

T Develop brochures, newsletters, and other materials explaining BBI

processes to the public. T Encourage seismic bracing of unreinforced masonry buildings. T Increase staff and industry knowledge of accessibility regulations. T Upgrade administrative bulletins and code rulings. T Increase training and certification of staff. T Implement combination inspection.

T Operate BBI using cost centers which match revenue with expenses.

1992-1993

524 7,965 6,445 933 15,867

272 621

670 409

$3.2M

1993-1994

412 1,543 7,000

875 9,820

289 Unknown

1,608 692

3.3

ENVIRONMENTAL

REEULATIDN AND MANABEMENT

'jjj- MISSION

The mission of the Bureau of Environmental Regulation and Management is to pro- tect the Department's employees and the environment by enforcing environmental regulations, assisting the Department in comph'in:.^ w ith environmental health and safety requirements, and ensuring that costs arc cciuu.iItIn proportioned.

'Q' HIGHLIGHTS - INDUSTRIAL WASTE PRETREATMENT

The Pretreatment Section protects human health <md the cnx'ironment by prevent- ing the discharge of pollutants into the sewerat^c s\mi iii ili.it would cause opera- tional problems with the system, contribute to \ lol.itKnis ol the icgulatory require- ments imposed on the City or otherwise harm luiincni IkmIiIi and the cnvironmcmt.

This year, the Pretreatment Section:

T Completed the issuance ot Class II Permits for printers, photo processors, and commercial laboratories.

T Developed and implemented a source reduction program targeted <U aiUomotive repair related facilities.

T Conducted a ]Tubli( education outreac li i .unp.n mi oii picvcniing water pollution by residents and small businesses through mi. , i m-ms h.iiimi shelter posters, interior and extericjr municipal bus ads, luihix bill nrsei ts, and educational brochures.

T Relocated the Field Monitoring Section from the Southeast \\',iter Pollution Control Plant to the North Point Water Pollution Control Plant.

USER CHARGE

This Section ensures that users of the City's sewerage system are equitably charged in accordance with their use of the system, implements an appeals program, and maintains customer relations for over 150,000 accounts.

The User Charge Section initiated a three year program to computerize all residen- tial user account histories for more efficient information retrieval. A total of 1,600 accounts have been placed in the program this year.

PROGRAM MEASUREMENTS

	1992 - 1993	1993-1994
EyijOTC6yTi6yit Inspcctiovis	1 277	1 218
PretTecitfneyit MonitoTing Stops
Collection SystcTTi Monitoring Stops	3,067	2,824
User Charge Monitoring Stops	3,643	3,665
Residential Appeals and Inquiries	10,660	18,252
Review and Reappraisal User Charge Accounts	4,734	4,641

'O' FUTURE

Plans for 1994-1995 include developing a source reduction strategy for dentists, reevaluating local limits, and expanding sludge cake monitoring to determine dis- posal options.

BUREAU OF 5TREET-U5E AND MAPPING

MISSION

The mission of the Bureau of Street-Use and Mapping is to maintain the Official City Map and to protect and enhance the pubhc right-of-way by regulating its use through the issuance of permits and the enforcement of local, State, and Federal codes, by expanding the City's urban forest, and by promoting the undergrounding of overhead utilities.

'Q- HIGHLIGHTS SUBDIVISION AND MAPPING

In maintaining the City's otlif i.il 111, ip, ilic P.ukmu is 1 cspi msilile for processing requests for land subdivisions, new ( Diuioin 111 nuns .nul < (nido conversions, dedica- tion and vacation of public right-ol-w ,i\ s, srIi w .ill-, ilmiciisioii ( h.mgcs, siicci name changes, and the verification of suia ex hciK lun.n Ixs ,niil nionuincni ponns ,i.s nicm- dated in State and Local codes.

Efforts to amend the San Francisco Subdivision Code and Rc^gulations are continuing. The second draft of the code is nndcruoinu rc\ icw hy pcitincnit (.it\' ai^ciK ins and subdivision pra( titioncis. Ainciulmcins w \ \\ ni.ikc ilic Im ,il ( ode nion- usci li ic nelly by aligning it w illi the Siaic Snlxliv ision Maj) A( l ni toi in and h\ clnninalnig dnplica- tion and streamlining procedures.

The first annual condominium com'crsion scnninar was h(^]d in April to assist the public in understanding the rtujuircincnis ,nul pioc cdurcs ot ( oiu'crting.

The Mission Bay Subdn ision is ,1 '-l ; .\< ic mmxciI use clc\ clopinciii .ilon'.j ihc wmIit-

front south of Islais Ciccl-.. \ iloiniirni i-, i ■ | xm ted lo ()( i U 1 iIimui^Ii iiiiincioiis

phases over the next 2(J years. Nc^oikiiion ( oiiiiiuics wiili (..itcllus (.01 poi.ition regarding the Phase I Tentative Map submittal and related public improvements.

UTILITY UNDERGROUNDING/ASSESSMENT DISTRICT PROGRAM

Tlic^ Bureau responds to neiuhhoi hood rcciucsis to li.n e ox'eiiiead utility wires placed underground by forminu undcmiouiul disti k is. In order to defray the City's costs for providing street lights m uikIciuiouihI thsii k is, ilie Bureau also administers the formation of assessment districts whereby die fronting property owners share this cost.

In the past year, the Bureau completed construction on the first assessment district in Sutro Heights and has proceeded on the formation of three other assessment dis- tricts in the Dolores Heights, Alpine Terrace and Cough Street areas. Upper Ashbury District construction was completed (Bond funded) and Presidio Heights' Phase I design continues.

STREET TREE PROGRAM

The Bureau's continued commitment to enhance the public right-of-way resulted in the planting of approximately 3,500 new trees. The program utilized a variety of funding sources and community groups to accomplish these plantings. During Fiscal Year 1993 - 1994, the Bureau worked with the Citizens Tree Advisory Board to develop community outreach programs and drafted amendments to the Tree Ordinance.

COMPUTERIZATION

The Bureau developed an aggressive three year computerization plan to better serve its growing business needs. The plan includes Local Area Network (LAN), pen-based hand-held computers, scanner and image storage, and Computer Aided Drafting.

Toward implementing this plan, the Bureau's Local Area Network is partially installed. All key personnel will be connected to the network and start utilizing it by the end of next Fiscal Year.

In addition, the Bureau is participating in the development of a Geographic Information System and is preparing to receive and maintain the Basemap next fis- cal year.

STREET-USE PERMITS

The Bureau, through the issuance of permits, implements and enforces local, State, and Federal regulations and controls relative to design, construction quality, use and occupancy of the public right-of-way.

This year, several pieces of legislation. Departmental orders and policies were adopted, and are in various stages of implementation. They streamline and clarify the regulations for the hanging of banners from light poles, the construction of utili- ty vaults for electric transformers, temporary street occupancy for purposes other than construction staging, sidewalk cafe permits, and display merchandise permits.

A draft amendment to the Newsrack Ordinance and new guidelines for newsrack placement were presented at public hearing. This proposal is the result of working with newspaper organizations, the business community, and beautification groups to address aesthetic oversaturation issues, while protecting free speech first amend- ment rights. The Bureau intends to transmit this proposal to the Board of Supervisors early next fiscal year.

The design of the public toilets was reviewed and approved by the Art Commission and the Department of City Planning. The installation of the toilets in City streets is planned to start next fiscal year .

INSPECTION SERVICES

The Bureau regulates the use and construction in the public right-of-way through the enforcement of codes, regulations, and permit conditions, in order to protect the structural integrity of City streets and to minimize the impact of construction on the residents, visitors, and businesses of San Francisco.

The Bureau oversaw utility main replacement programs valued at approximately $70 million. In the two years the Bureau has been responsible for the sidewalk abatement program, the backlog was reduced by 59% (from 2,096 properties in 1992 to 850 in 1994). Currently, among active public improvement projects, the Bureau is inspecting the early stages of the 250-lot Portola Place Subdivision.

PROGRAM MEASUREMENTS

Fiscal Year Fiscal Year

DESCRIPTION 1992-1993 1993-1994

Map Actions and Street Legislation Requests 323 304

Tbtal Parcels Processed 1,340 690

Monuments and Benchmarks Verified 205 0

Utility Undergrounding Distncts Constnic