FI - 5-20-13 Building Permit Process Review Report Process Review Report
Use this report to identify waste and update processes
Use the A3 Report when solving a specific problem
Process Title Building Permit Billing
Process Number
Date 02-13-2013
Originator Penny Day
Team Members Penny Day, Lieu Ann Elsey, Sue Cline, Kelly Shotigan
Objective Eliminate the duplicate entry of stand alone permit information for billing.
Identify waste
Currently we enter all of the permit information in the permit database and then
reenter that information into the billing software. This process is not only time
consuming, it also allows for data entry mistakes due to the volume of entries, as
well as irregular charges on permits.
Make Recommendations Create a monthly report for each contractor to be billed, instead of a daily report
and attach it to an invoice showing the total to be billed for the month.
XXXXXXXXXXXXXXXXX Immediate Results: (using bullet points list those results which would accrue
immediately upon implementation – also determine the % efficiency improvement
• Reduce the amount of time spent reentering information for each
individual permit.
• Reduce the amount of data entry errors
• Remove the chance of missing irregular permit charges
• This change results in a 58% efficiency improvement
XXXXXXXXXXXXXXXXX Long Term Results: (using bullet points identify those results which may accrue
as this proposal is kept in place long term)
• Continuous time savings
• Accuracy in customer billing
• Customer will receive a detailed report of permits issued (report
generated through the GovPartner software by Development Services)
Labor and cost savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXX
Annual dollar savings: $0.00
XXXXXXXXXXXXXXXXX
Annual hours of increased capacity: 8.8 hours
XXXXXXXXXXXXXXXXX
Use bullet points to identify customer service or employee benefits:
Implementation plan
Development Services will submit a monthly report, showing the amount that
needs to be billed to each contractor. This information will then be entered onto
an invoice billing for the total charges for that month. The report from
Development Services will be attached to the invoice sent to the contractor.
Originally we were going to have Computer Technology create a report in the
current database. After our review meeting it was decided to wait until
Development Services starts using the GovPartner software in March, 2013. So we
will use the new process in May for the April charges.
Recommended changes
in employee process
roles
Development Services will submit a monthly report at the beginning of the month
for the previous month’s charges and forward it to Finance for billing. (instead of
submitting on a daily basis)
Technologies that could
be applied to this process
GovPartner, Quickbooks
Overview of workgroup’s
participation
Highlight those words which best describe this workgroup: non-participative,
uncooperative, hostile, turbulent, halfhearted, disinterested, divided,
collaborative, participating, supportive, enthusiastic
Attachments
(include current and proposed process documentation forms, or before and after
photos, or other before and after descriptions as appropriate)
Billing Process Documentation (original), Revised Billing Process Documentation,
Sample Billing Statement before and after, with a sample monthly report
XXXXXXXXXXXXXXXXX Approval Process
See next page for approval process
Supervisor’s Review
and others in the Chain of
Command
Instructions: This form is submitted through the chain of command to the
Director.
Date:
Name:
Comments:
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that result in $5,000 or less in annual savings, or 250 hours or
less of annual increased capacity. This form is sent to the Process Improvement
Director for his approval
Date: 5/20/2013
Name: Rod Franz
Approved/Denied:
Process Improvement
Director’s Approval
Instructions: Upon approval this form is sent to the CMO Executive Assistant,
who forwards a copy to members of the Executive Support Team. They determine
how to convert hours into budgetary savings.
Date: 5/20/2013
Approved/Denied:
City Manager’s Approval
Instructions: Final sign off for all recommendations that exceed $5,000 in annual
savings, or 250 hours of annual increased functional capacity is by the City
Manager, who also signs off on any plans to convert hours to budgetary savings.
The CMO Executive Assistant converts the approved form into a pdf file that is
saved on the P drive and in Laserfiche.
Date:
Approved/Denied: