The city building-permits portal team still treats the Scrum Master as a people manager who assigns inspection-story owners. How should the Team Coach recast the role?

In municipal building-permits work, the advanced Scrum Master / Team Coach is a servant leader who facilitates team events and processes and coaches the Agile Team toward self-management—not a people manager who assigns inspection-story owners. The correct answer is to serve as that servant leader and coach so clerks and developers pull work, own how they collaborate, and grow without daily assignment from the coach. Recasting the role around facilitation and coaching is what SAFe expects of the Team Coach on a permits portal team that still thinks in command-and-control terms.

Assigning every inspection story to a named clerk fails because it recreates traditional people management and undermines the team's ownership of how work is pulled and completed. Taking over Product Owner backlog ranking fails because content ordering for permits work belongs to the Product Owner, not the Team Coach; absorbing that seat collapses two distinct accountabilities. Approving daily utilization scores against the PI plan fails because utilization theater is not a defining SM/TC responsibility and distracts from flow and value delivery to applicants.

Exam caveat: stakeholders may still want a named "owner" for every inspection ticket; that pressure does not rewrite the Framework's servant-leader definition of the role. Operational check: remove story-assignment rituals from the coach's calendar, put iteration planning, team sync, refinement, review, and retrospective back at the center, and verify at the next iteration review that the permits team—not the coach—decides how inspection work is pulled.