Report on Building Inspection Efficiency Based on Survey Results

[jar546]

I wish we had more participants, but with what we have, these are the overall results.​

1. Inspections Per Day​

Survey Question:
How many inspections per day do you or your inspectors perform on average?

Survey Responses:

• 47.1%: Perform 1-10 inspections per day
• 23.5%: Perform 11-20 inspections per day
• 17.6%: Perform 21-30 inspections per day
• 11.8%: Perform 31-40 inspections per day

Analysis:

• 1-10 inspections per day (47.1%):
  This is the most common range and indicates that nearly half of inspectors are working at a pace where they perform fewer inspections, possibly due to factors such as inspection complexity, larger geographic areas to cover, or longer travel times between stops. This group likely has more detailed inspections or handles a smaller volume of inspections efficiently spread out during the day.
• 11-20 inspections per day (23.5%):
  This group makes up almost a quarter of respondents. Performing 11-20 inspections indicates a moderate workload. These inspectors may handle a balance between complex and routine inspections, which allows them to cover more inspections in a single day without being overwhelmed by time constraints.
• 21-30 inspections per day (17.6%):
  A smaller portion of inspectors can handle this range, representing inspectors or teams who are either highly efficient or operate in environments with less complexity per inspection. The ability to handle this volume suggests either a high level of efficiency or a focus on routine, simpler inspections.
• 31-40 inspections per day (11.8%):
  A small but notable group performs a high number of inspections per day. This group likely focuses on quick or straightforward inspections that allow for more volume, or they may operate in areas where stops are close together, enabling them to quickly move from one inspection to another.

Summary:
The majority of inspectors (70.6%) perform fewer than 20 inspections per day. This suggests that most inspectors focus on either moderately detailed or geographically dispersed inspections. The smaller group handling more than 20 inspections per day (29.4%) may be operating under conditions that allow for rapid completion of inspections, such as having more routine inspections or covering smaller geographical areas.

2. Stops Per Day​

Survey Question:
How many stops per day per inspector?

Survey Responses:

• 20%: 1-5 stops per day
• 46.7%: 6-10 stops per day
• 26.7%: 11-15 stops per day
• 6.7%: 16-20 stops per day

Analysis:

• 1-5 stops per day (20%):
  Inspectors in this range are making fewer stops, which suggests they may be handling more complex inspections or covering larger areas. Fewer stops likely indicate that inspections at each stop take more time, potentially because of larger projects, more thorough inspections, or a combination of both. This group likely has the highest complexity of inspections or the largest territories to cover.
• 6-10 stops per day (46.7%):
  This is the most common range, indicating that nearly half of the inspectors manage their time in a way that allows for multiple stops but not an overwhelming number. These stops may include both routine and complex inspections, suggesting a balanced approach where efficiency is prioritized but thoroughness is maintained. This group represents the average inspector balancing both time and complexity.
• 11-15 stops per day (26.7%):
  These inspectors are making a high number of stops, likely focusing on simpler, faster inspections or operating in areas with less travel time between stops. This range could indicate areas of higher density or a system in place that maximizes inspection efficiency.
• 16-20 stops per day (6.7%):
  A small group of inspectors makes the most stops per day, representing highly efficient inspectors or those working in densely packed areas. These inspectors likely deal with straightforward inspections or multiple inspections at one stop, allowing them to maximize their time.

Summary:
The data shows that 46.7% of inspectors fall into the 6-10 stops per day category, suggesting this is the most efficient group that balances the volume of stops and inspection quality. The inspectors performing 1-5 stops (20%) are likely dealing with more complex inspections that require more time. On the other hand, the inspectors making 11-20 stops (33.4%) are either highly efficient or focused on quicker, more routine inspections.

3. Efficiency Correlation Between Inspections and Stops​

The number of stops directly impacts efficiency, as some stops can involve multiple inspections, which streamlines the process. Based on the data:

• Inspectors with fewer stops but more inspections per day are likely more efficient since they spend less time traveling between stops.
• The group performing 1-10 inspections per day (47.1%) overlaps with the group making 6-10 stops per day (46.7%), showing that these inspectors are performing a balanced workload and may be focusing on inspections requiring more detail.
• Inspectors performing 11-20 inspections per day (23.5%) likely fall into the group making 11-15 stops per day (26.7%), indicating they are handling a larger volume of routine inspections spread across multiple stops.
• The 11.8% performing 31-40 inspections per day likely corresponds to those making 16-20 stops per day (6.7%), indicating a highly efficient, fast-paced inspection routine in a dense or highly streamlined environment.

Conclusion​

The data highlights a wide range of inspection workloads and efficiency levels among inspectors. While nearly half of the respondents handle fewer than 10 inspections per day, they are likely performing more detailed work or covering large geographic areas. Efficiency is maximized by reducing the number of stops per day, allowing inspectors to perform more inspections with fewer travel interruptions. Understanding these dynamics can help optimize inspection routes and workload assignments, improving overall efficiency in building inspections.

 

[mtlogcabin]

8hrs X 60 minutes = 480 minutes
480 divided by 30 = 16 minutes per inspection.
I can't get out of the truck walk into a single story 2,000 sq ft home with the plans already opened on the I-Pad and complete a truss bracing inspection and framing inspection with no corrections to write up in just 16 minutes and no drive time.
Drop into a crawl space and check the plumbing and HVAC installation at the same time 20 to 25 minutes minimum.

It all boils down to do you do quality inspections with specific results noted no matter if it passed or failed or needed some minor corrections.

Or do you accept just pass or fail results with maybe a standard comment that says "Looks Good" from my house.

 

[mtlogcabin]

31-40 inspections per day (11.8%):

I would call those drive by inspections with a thumbs up as you pass the job site

 

[Joe.B]

Some of this may be skewed by how departments are tracking their activity, or by the metric they are using to measure the "value" of someone's work. A complex inspection where one inspector is looking at everything (rough FPE, top-out, dry-in) could be called one inspection. That's how I always thought of it, one stop = one inspection. But I am fortunate enough to work in a very small jurisdiction and our workload or productivity has never been tracked by "number of inspections". If it was, well that would certainly be at least three inspections. Oh, what's that? Your roof deck is ready too, and your sidewalk, oh and the footings for the deck? Great, now my one inspection has become seven or eight. I imagine the larger your department is, the more important these kinds of metrics are.

 

[Yikes]

I once had a multifamily project in a jurisdiction where they issued separate permits for each dwelling unit.
So for a 60 unit building, there were 61 building permits, 61 mechanical permits, 61 plumbing permits, and 61 electrical permits. 224 permits overall.
Took them 3 days just to type them all up.
But the inspectors? They could look at one floor and sign off on 20 units' worth of permit inspection cards in an hour. "Not all heroes wear capes."

 

[jar546]

There will always be extremes, which is why everything averages out. The reality, however, is that if one inspector has to sign off on an electrical, plumbing, and mechanical rough, that certainly counts as 3 inspections because all three must be documented and performed. That is not one inspection. If I have to go to a development and do two rows of 5 townhouses for a roof sheathing inspection, that is 10 sheathing inspections for 10 different addresses/parcels. On the other hand, if I work in a small town and only have 2 inspections for the day, a framing at one address and an accessibility at another, I offset the guy working in a development.

Here is an example. Each one of these is considered a separate inspection. (not all inclusive as the bottom was cut off)

 

[Sifu]

Not a rant, just a lot of personal opinion based on a lot of different experiences.

So many variables involved in these questions. I bristle a little anytime this subject comes up, but it is an important topic. Some may not understand how so many inspections can be done effectively. In a lot of cases the effectiveness suffers, but that is a function of the quality of the inspector more than the policies of the AHJ. Some inspectors at very busy departments may think a 1-10 inspection day in a small AHJ is a cakewalk. That is often not accurate. Small AHJ's, with few inspections can still make for a very busy day. Inspecting a complicated remodel, dealing with homeowners instead of professionals, "educating" along side of inspecting. High growth, densely populated areas with predominantly new construction makes for more inspections, but usually faster. Fewer inspectors can equal a familiarity with the players and the jobs that an AHJ with 30 inspectors is unable to achieve. Sometimes that familiarity and the complicated nature of an inspection takes a lot of time.

Production builds play a major role in the number of inspections. On one SFD stop you might have 4 or 5 inspections broken out. So a M rough, Elec. rough, P rough, maybe add in a shear, maybe a porch post, deck footing and/or frame, trusses, etc. If reinspections they move faster than a 1st timer. Add in that an inspector is more familiar with the job because they have inspected the exact same model many, many times, and that theoretically, the contractors eventually learn how to pass an inspection. One stop can be multiple separate inspection results. Some AHJ's have multiple final inspections-one for each trade. A production house final was quicker, and would be multiple inspection results in a fairly quick inspection.

Commercial inspections, at least in my experience could move pretty quick as the level of professionalism was a little higher, and the scope was usually smaller. Many times I would have many tenant improvement permits going on in the same building at the same time, and would have several inspections in the same building, just moving down the hall or up the elevator. Sometimes I would park at one building, and walk to several different buildings where I had inspections.

The type of inspections set by a given AHJ is also a factor. Where I currently am most AHJ's do roof inspections, some do mid-roof, some do not. One stop = 1 inspection. Some you have to carry and set your own ladder, some it is required to be set by the applicant. Large volume roof inspections, especially after a crisis, an inspector could be dedicated to follow a roofer from job to job. A lot of roofs could get done this way. Many break frame inspections into manageable chunks. A "full-frame" takes a long time, but broken up into trusses, porch framing, shear inspection, open floor frame etc. it makes for more trips but shorter inspection times. A roof truss frame inspection is much quicker than a stick frame roof. I have seen very few stick frames where I am now, but a lot in other parts of the country. In commercial inspections, the large inspections are broken down by floor, or tower or some other metric. On large jobs a "lead" was assigned. When I was a lead I met with the builders early on, and we decided on the best plan of attack, came up with partial inspection strategies and documentations. I required a binder and used a form I made for all other inspectors to follow, and/or marking a plan with what each inspector had looked at on a given inspection. It was very confusing at times but we set a tone early on and did the best we could. Easy for a job to have many dozens of partial inspections, and at the end the final frame would be largely tracking back through all the partials to make sure everything had been covered, and a final walk through to do our best to make sure nothing stood out or had been altered. A large final could be a dedicated inspector for many hours. On HUGE jobs, some inspectors could be assigned there almost on a continual basis, in once case I recall that happened after I left an AHJ, they set up a job trailer on site and staffed it for much of the job.

Some do a drywall screw inspection, some only when drywall shear is present. Those are very fast. Water heaters, new AC's, decks, none of those ruin your day...typically. It used to be that an insulation inspection was fast, but now I don't know if they take longer, or are even being done. I know some AHJ's that don't do them, they just want a report at completion by a third party. Forced non-compliance at it's finest, but that is a different rant.

The managers that schedule and route inspectors have a tough job, especially in large busy areas. They have to match the inspector skills and performance with the given inspection, and with travel time and proximity. They usually try to mix in a bunch of quick stops with the inspections that take more time and skill. Sometimes it is an impossible task. A lot of AHJ's have a next day policy, and/or a no-roll policy. Some (though less I think now) have a practice of limiting the number of items an inspector has to call. In practice I would try to limit the inspection list to 10 items, and number 11 was typically not ready for inspection. Some places required a book to be written. Big departments with many hundreds of inspections with these policies are much different than small AHJ's with a few inspections.

Some AHJ's don't want overtime, some require it. Some inspectors hate the OT, others love it and will slow-roll to get it. Most AHJ's I have seen are understaffed for high seasons, but then can have inspectors sitting around during slow periods. Tough to find that perfect number. OK if willing to make allowances in the next day or no-roll policies, not so easy if the honchos refuse to do so. Some AHJ's have a route established and want the inspectors to hit the ground running, some have to route themselves. Some AHJ's want them "in-office" for a given period, reducing the number of hours in the field. Some write paper corrections, some use stickers, some write undecipherable corrections, others use tech and automation, some take the time to provide clear concise reports, or even look up code sections, some write novels.

Last thing: a good inspection makes it much easier and quicker for the follow up inspections, and a good plan review makes for a good inspection. A bad inspection or plan review can grind things to a halt. Often inspectors don't know a good inspection or plan review occurred because they don't know how many times it took to get to point of approval and how many things had to be corrected. Sometimes a good inspector can connect the dots based on the corrections they don't have to write, they almost certainly know when a bad inspection or plan review took place.

 

[steveray]

Quantifying or comparing building departments is an inherently inaccurate and mostly futile exercise...Some do zoning, some do housing, some do blight... Affluent communities tend to have better contractors and designers (although less so these days), poorer communities are going to shop the bottom end.... And on and on. It's good information but it is not to live or die by as a comparison across borders....

 

[mtlogcabin]

When I see high inspections numbers my mind automatically recalls the Dade County Grand Jury report after Hurricane Andrew went through Dade county and the destruction it caused as a result of inspectors being assigned to many inspections in an 8 hour day.

 

[jar546]

Not a rant, just a lot of personal opinion based on a lot of different experiences.

So many variables involved in these questions. I bristle a little anytime this subject comes up, but it is an important topic. Some may not understand how so many inspections can be done effectively. In a lot of cases the effectiveness suffers, but that is a function of the quality of the inspector more than the policies of the AHJ. Some inspectors at very busy departments may think a 1-10 inspection day in a small AHJ is a cakewalk. That is often not accurate. Small AHJ's, with few inspections can still make for a very busy day. Inspecting a complicated remodel, dealing with homeowners instead of professionals, "educating" along side of inspecting. High growth, densely populated areas with predominantly new construction makes for more inspections, but usually faster. Fewer inspectors can equal a familiarity with the players and the jobs that an AHJ with 30 inspectors is unable to achieve. Sometimes that familiarity and the complicated nature of an inspection takes a lot of time.

Production builds play a major role in the number of inspections. On one SFD stop you might have 4 or 5 inspections broken out. So a M rough, Elec. rough, P rough, maybe add in a shear, maybe a porch post, deck footing and/or frame, trusses, etc. If reinspections they move faster than a 1st timer. Add in that an inspector is more familiar with the job because they have inspected the exact same model many, many times, and that theoretically, the contractors eventually learn how to pass an inspection. One stop can be multiple separate inspection results. Some AHJ's have multiple final inspections-one for each trade. A production house final was quicker, and would be multiple inspection results in a fairly quick inspection.

Commercial inspections, at least in my experience could move pretty quick as the level of professionalism was a little higher, and the scope was usually smaller. Many times I would have many tenant improvement permits going on in the same building at the same time, and would have several inspections in the same building, just moving down the hall or up the elevator. Sometimes I would park at one building, and walk to several different buildings where I had inspections.

The type of inspections set by a given AHJ is also a factor. Where I currently am most AHJ's do roof inspections, some do mid-roof, some do not. One stop = 1 inspection. Some you have to carry and set your own ladder, some it is required to be set by the applicant. Large volume roof inspections, especially after a crisis, an inspector could be dedicated to follow a roofer from job to job. A lot of roofs could get done this way. Many break frame inspections into manageable chunks. A "full-frame" takes a long time, but broken up into trusses, porch framing, shear inspection, open floor frame etc. it makes for more trips but shorter inspection times. A roof truss frame inspection is much quicker than a stick frame roof. I have seen very few stick frames where I am now, but a lot in other parts of the country. In commercial inspections, the large inspections are broken down by floor, or tower or some other metric. On large jobs a "lead" was assigned. When I was a lead I met with the builders early on, and we decided on the best plan of attack, came up with partial inspection strategies and documentations. I required a binder and used a form I made for all other inspectors to follow, and/or marking a plan with what each inspector had looked at on a given inspection. It was very confusing at times but we set a tone early on and did the best we could. Easy for a job to have many dozens of partial inspections, and at the end the final frame would be largely tracking back through all the partials to make sure everything had been covered, and a final walk through to do our best to make sure nothing stood out or had been altered. A large final could be a dedicated inspector for many hours. On HUGE jobs, some inspectors could be assigned there almost on a continual basis, in once case I recall that happened after I left an AHJ, they set up a job trailer on site and staffed it for much of the job.

Some do a drywall screw inspection, some only when drywall shear is present. Those are very fast. Water heaters, new AC's, decks, none of those ruin your day...typically. It used to be that an insulation inspection was fast, but now I don't know if they take longer, or are even being done. I know some AHJ's that don't do them, they just want a report at completion by a third party. Forced non-compliance at it's finest, but that is a different rant.

The managers that schedule and route inspectors have a tough job, especially in large busy areas. They have to match the inspector skills and performance with the given inspection, and with travel time and proximity. They usually try to mix in a bunch of quick stops with the inspections that take more time and skill. Sometimes it is an impossible task. A lot of AHJ's have a next day policy, and/or a no-roll policy. Some (though less I think now) have a practice of limiting the number of items an inspector has to call. In practice I would try to limit the inspection list to 10 items, and number 11 was typically not ready for inspection. Some places required a book to be written. Big departments with many hundreds of inspections with these policies are much different than small AHJ's with a few inspections.

Some AHJ's don't want overtime, some require it. Some inspectors hate the OT, others love it and will slow-roll to get it. Most AHJ's I have seen are understaffed for high seasons, but then can have inspectors sitting around during slow periods. Tough to find that perfect number. OK if willing to make allowances in the next day or no-roll policies, not so easy if the honchos refuse to do so. Some AHJ's have a route established and want the inspectors to hit the ground running, some have to route themselves. Some AHJ's want them "in-office" for a given period, reducing the number of hours in the field. Some write paper corrections, some use stickers, some write undecipherable corrections, others use tech and automation, some take the time to provide clear concise reports, or even look up code sections, some write novels.

Last thing: a good inspection makes it much easier and quicker for the follow up inspections, and a good plan review makes for a good inspection. A bad inspection or plan review can grind things to a halt. Often inspectors don't know a good inspection or plan review occurred because they don't know how many times it took to get to point of approval and how many things had to be corrected. Sometimes a good inspector can connect the dots based on the corrections they don't have to write, they almost certainly know when a bad inspection or plan review took place.

You made some excellent points, and I agree with you 100%. There's definitely a lot more to consider beyond just the raw numbers. The complexity of the inspections, the type of AHJ, and the experience of the inspector all play a huge role in how efficient the process can be.

I also appreciate you bringing up the difference between smaller and larger AHJs. It’s easy to assume fewer inspections mean a slower day, but as you mentioned, that's not always the case. Familiarity with the job and repetitive inspections can speed things up, but complicated remodels or dealing with homeowners can slow things down quickly.

Really appreciate you sharing your perspective.

 

[ICE]

The district office that I worked in had five inspectors The maximum number of stops was set at 12. I always left the office with 15 to 18 due to people calling to request an inspection and the address was near where I would already be, it was an emergency, it was a contractor that I had a good rapport with and other reasons.

One inspector couldn't manage more than ten. One inspector would be out there after dark struggling to get through his 12 inspections. That guy was a 3rd party contractor and he never charged, nor was he paid, overtime. It was the damnedest thing. Contractors would ask me to take his inspection so that they could be home before their children's bedtime. He was such a lousy inspector that I flat out refused to follow behind him.

Well I digress. My typical inspection run included three or four solars. two HVAC replacements, a water heater, a pair of reroofs, window replacement, two frame and meps on additions, one frame and meps on an ADU, a final on a store, reinspections for smoke alarms twice.

So times? If a water heater takes more than a minute it's because I had to move stuff. A furnace and AC takes thirty minutes and I awlways have corrections... and I do mean always. Frame and meps on a room addition is ten to twenty tops, That can hold true with an ADU as well. I probably shouldn't broadcast this but I really don't need plans for the additions and ADU after the foundation inspection. If there is something odd about the job I'll stop and delve, but otherwise, I've seen thousands and besides that my average day is well over seventy corrections so I doubt that I'm missing much.

There might be a surprise or two with what I have said and I expect one surprise to be the HVAC time frame. I inspect the Hell out of HVAC and the 12 to 22 corrections always blows the contractor away. They never get that anywhere else. I tear them a new one.

Here is a correction that few inspectors ever pay attention to and even fewer contractors:






Many days I topped a hundred corrections. I had a frame and meps that went to fifty-four. Managers told me to stop at 12 corrections. I never did that because corrections come to me faster than I can write them down. Besides, how much more angry would the recipient of my best work be if I wrote another twelve every time I show up. They lose their shlt if I give them one more much less another page. By the way, the department was pleased when I retired.

 

[Yikes]

Many days I topped a hundred corrections. I had a frame and meps that went to fifty-four. Managers told me to stop at 12 corrections. I never did that because corrections come to me faster than I can write them down. Besides, how much more angry would the recipient of my best work be if I wrote another twelve every time I show up. They lose their shlt if I give them one more much less another page. By the way, the department was pleased when I retired.

 

[mtlogcabin]

Managers told me to stop at 12 corrections.

I tell my guys more than 8 corrections and they can stop because all you are doing is creating a punch list for a contractor.
Owner builders we will educate them on all the things that may need corrections.

 

[Inspector Gadget]

Managers told me to stop at 12 corrections.

I tell my guys more than 8 corrections and they can stop because all you are doing is creating a punch list for a contractor.
Owner builders we will educate them on all the things that may need corrections.

My record was 23, on a job that never got inspections, was constructed and then put up for sale. I inherited that one.
My next record is shared with another inspector. 23 infractions on a build constructed without a permit and in violation of a SWO. Probably going to court.

I am dispassionate. If it's wrong, I document it. That's my job. If the job has created 12 violations, then 12 violations need to be addressed. If that causes emotional turmoil to others, I'm not oblivious to it but c'mon - if it's that bad, it's that bad.

To stick to the topic:
Today I got out the door at 7:30. Drove to a ferry line. Bought lunch on the way.
Got to the ferry by 8:45
Loaded at 9:10; left mooring at 9:30
Consulted with a client that had issues with seismic bracing, dealt with another issue.
Buncha emails.
Phonecall.
Pre-screened a couple of applications.
Got off ferry at 11.
Commercial inspection.
CPA enforcement.
DAUP enforcement.
Commercial inspection (roof)
Commercial inspection (building, near final)
Talked to a municipal manager. Solved a problem.
Had lunch.
Commercial inspection (lots of fire seps, wrote up an incorrectly placed electrical outlet)
Enforcement for no permit.
Phone call with another CAO to set up council meeting (Enforcement)
Got back into boat line at 3
Boat left at 3:30
Issued building permit on boat.
Began another permit, realize I need books at office. Halted.
4:25 now, won't be home until 6.

So only four inspections, but all commercial. Much travel.
I do this once a month or more.

 

[ICE]

Managers told me to stop at 12 corrections.

I tell my guys more than 8 corrections and they can stop because all you are doing is creating a punch list for a contractor.
Owner builders we will educate them on all the things that may need corrections.

I understand that however, the dozen corrections that I don’t write are waiting for me when I am there the next time. If I tell them that they are not ready for inspection they just wonder why. Quite often I am the only person that has a clue.

 

[tmurray]

I understand that however, the dozen corrections that I don’t write are waiting for me when I am there the next time. If I tell them that they are not ready for inspection they just wonder why. Quite often I am the only person that has a clue.

I'm wondering if this should be more like, if there are more than 12 violations, they are clearly not ready for an inspection, so fail it and tell them to call you when they are actually ready.

This obviously doesn't work for the clueless ones though. I do agree with you on not stopping once you get to a magic number then having to come back over and over again.

 

[mtlogcabin]

Ice
That is one of the better advantages of working in a small jurisdiction with 80% of the same contractors doing the majority of the residential building. Commercial is very different.

 

[ICE]

Ice
That is one of the better advantages of working in a small jurisdiction with 80% of the same contractors doing the majority of the residential building. Commercial is very different.

Right after college I was offered a position at Sedona Az. Before making a decision I was offered a position with LA County. I figured that LA County would provide a wealth of experience that a small jurisdiction could not. The plan was to work LA County for five years and then move on to more idyllic surroundings. But just like a fish, I grew as large as my paycheck and never looked back. Had I gone to a small city like Sedona, I'm convinced that the contractors would have learned as much as they taught me and together we could have created a boring career for me to slog through.

 

[Beniah Naylor]

Many days I topped a hundred corrections. I had a frame and meps that went to fifty-four.

To clarify that, did you count each nail plate missed as a separate violation, or is "install nail plates" one violation even though they missed them in 12 places?

 

[Sifu]

Right after college I was offered a position at Sedona Az. Before making a decision I was offered a position with LA County. I figured that LA County would provide a wealth of experience that a small jurisdiction could not. The plan was to work LA County for five years and then move on to more idyllic surroundings. But just like a fish, I grew as large as my paycheck and never looked back. Had I gone to a small city like Sedona, I'm convinced that the contractors would have learned as much as they taught me and together we could have created a boring career for me to slog through.

Interviewed with them 20 years or so ago. Loved the area, but the pay was no where near commensurate with the cost to live there. Not sure it is still as much a small town now, but compared to LA....what isn't?

 

[ICE]

To clarify that, did you count each nail plate missed as a separate violation

No

 

[ICE]

Interviewed with them 20 years or so ago. Loved the area, but the pay was no where near commensurate with the cost to live there. Not sure it is still as much a small town now, but compared to LA....what isn't?

I made it to the final three for the job of Assistant Building Official at South San Francisco. The pay was huge. I figured that unless I was willing to live in a garage conversion, there would be a hundred mile commute… one way.