HomeMy WebLinkAbout05-17-2016 Item 19 Authorize Use of Funds for Continuing Litigation
Meeting Date: 5/17/2016
FROM: Christine Dietrick, City Attorney
SUBJECT: AUTHORIZE USE OF FUNDS FOR CONTINUING LITIGATION
RECOMMENDATION
Authorize the City Attorney to execute a Second Amendment to the Legal Services Agreement
with the law firm of Jarvis, Fay, Doporto (Original Agreement dated March 31, 2015; First
Amendment dated August 17, 2015) increasing the not to exceed amount from $50,000 to
$75,000, for the City’s legal defense in the case of Palacios, et al. v. Nielsen, et al., as authorized
by the City Council and reported out of closed session on March 31, 2015.
DISCUSSION
Background
During the City Council Closed Session on March 31, 2015, Council authorized the defense of
the City as a party in San Luis Obispo Superior Court Case No. 15CV-0150, Gil Palacios and
Micki Howard v. Morten H. Nielsen, Hanne Sandsberg, The City of San Luis Obispo and DOES
1 to 25. That authorization was reported out of closed session in the immediately following open
session.
Due to lack of available resources in the City Attorney’s office to take on another in-house
litigation matter, the City Attorney retained Rick Jarvis of Jarvis, Fay, Doporto to defend the
City. The initial estimated defense costs were anticipated to be within the City Manager’s
contracting authority and the Community Development Department had available budget to
cover the expenses. Thus, with City Manager authorization, the City Attorney signed a Legal
Services Agreement (Attachment A) for Jarvis, Fay, Doporto’s work on this matter and $25,000
was encumbered to the law firm from the Community Development Department budget.
The City filed a demurrer to the original complaint to which the petitioner (plaintiff) responded
by filing an Amended Complaint prior to hearing on the first demurrer. A second demurrer to
the amended complaint addressing new issues then had to be prepared, resulting in greater costs
than were forecast and the need for an amendment to the legal services agreement. A First
Amendment to the Agreement (Attachment B) was authorized via City Manager Report in
August 2015 (Attachment C), which increased the cap to $50,000. The City’s second demurrer
was heard and granted, but the court granted leave to amend the First Amended complaint. The
petitioner filed a Second Amended (third) Complaint, to which the City also drafted and filed a
demurrer and which the court again granted after hearing, but with yet another opportunity to
amend. On April 27, after a continuance at the request of the petitioner, a brief hearing on April
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13, 2016 and a brief continuance to accommodate the transition of the file to a new Judge who
had to review the past history of the case, the Court heard and granted the City’s fourth demurrer
in this case. This last grant of the City’s demurrer was without leave to amend, effectively
resulting in the dismissal of the City from the case. As of the date of this report, the case is still
within the appeals deadlines for the petitioner to seek review before the California Court of
Appeal and the City does not know whether the petitioner intends to appeal. Unfortunately, the
final costs associated with the unanticipated multiple demurrer brief and hearing preparation
have driven legal costs exceeding the current contract amount and the City Manager’s approval
authority. Thus, the City Attorney is requesting Council approval of a contract amendment to
address final costs to date that will exceed the current contract cap by an anticipated $5,000-
$10,000 and to provide funding to oppose any appeal that may follow.
Current Authorization Request
Based on the original proposal rates submitted by Jarvis, Fay, Doporto and the estimated
remaining hours of work, the City Council is asked to authorize the City Attorney to sign a
Second Amendment (attachment D) to the original Legal Services Agreement increasing the
contract value to an amount not to exceed amount $75,000. The additional $25,000 will be
encumbered to Jarvis Fay from the Contract Services line of the City Attorney budget to cover
costs through the conclusion of the litigation.
FISCAL IMPACT
The City Attorney Department received $50,000 for Contract Services as part of the 2015 -2017
Financial Plan Development Services Staffing, Contract Services and CDD Reorganization
SOPC for additional legal services support (Attachment E). The first $25,000 of the SOPC funds
was already encumbered to Jarvis Fay in August 2015 for use in this matter. The remaining
$25,000 from the SOPC would be encumbered now to cover the amendment. Staff is hopeful
that additional costs will be limited to costs through the April 27, 2016 hearing and preparation
of the final order and that the matter will conclude far under the amended limit, in which case the
remaining funds will be released for use on other development related legal matters.
ALTERNATIVES
1. Direct funds from another part of the City budget to be used to cover the increase in the
agreement amount.
2. Do not authorize signature of the Second Amendment to the Agreement, the
consequences of which would be to preclude final payment for legal services required to
complete the City’s defense in this matter.
Attachments:
a - Agreement.Jarvis Fay.Palacios
b - First Amend.Agreement.Jarvis Fay.Palacios
c - CMR - Palacios further funding - 2015 08 14
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d - Second Amend.Agreement.Jarvis Fay.Palacios
e - 2015-17 SOPC Dev Services Staffing and Contract Services
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FIRST AMENDMENT TO AGREEMENT
T is First Amendment to Agreement is made and entered m the City of San Luis Obispo on
2015, by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein
after leferred to as City, and JARVIS, FAY, DOPORTO & GIBSON, LLP, a professional corporation,
hereinafter referred to as Consultant.
WITNESSETH:
WHEREAS, on March 31, 2015, the City entered into an Agreement with Consultant for
professional legal services for its defense in Palacios, et al. v. Nielsen, el al.; and
WHEREAS, work on this matter is not yet complete, and
WHEREAS, the parties seek to modify certain provisions of the Agreement between them.
NOW, THEREFORE, in consideration of their mutual promises, obligations and covenants
hereinafter contained, the parties hereto agree as follows:
1. "Section 1. Term" of the Agreement is modified to increase the shall not exceed amount
to $50,000_
All other terms and conditions of the Agreement, as amended hereby, remain in full force
and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day
and year first above written.
CITY OF SAN LUIS OBISN
y _
C stine Dietrick, Cityttorney
g/1-7// 5
JARVIS, FAY, DOPORT
fO &
GIBSON, LLP
By:Lq
Rick Jarvis
s+'
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City of San Luis Obispo, City Manager Report
August 5, 2015
Final City Manager Approval Approver Name Date Approved
City Administration Michael Codron August 14, 2015
Reviewer Routing List Reviewer Name Date Reviewed
City Attorney JCD 8/5/2015
Finance & Information Technology mwP 8/7
Community Development Department Djj 08/07
FROM: J. Christine Dietrick Jcd 8/5/15
SUBJECT: Further Funding for Litigation Defense in Palacios v. Nielsen, et al.
Recommendation:
1. Authorize the City Attorney to execute an Amendment to the Legal Services Agreement with
the law firm of Jarvis, Fay, Doporto (Original Agreement dated March 31, 2015) increasing the
not to exceed amount from $25,000 to $50,000, for the City’s legal defense in the case of
Palacios, et al. v. Nielsen, et al., as authorized by the City Council and reported out of closed
session on March 31, 2015.
Summary of Authorization
During the City Council Closed Session on March 31, 2015, Council authorized the defense of
the City as a party in San Luis Obispo Superior Court Case No. 15CV-0150, Gil Palacios and
Micki Howard v. Morten H. Nielsen, Hanne Sandsberg, The City of San Luis Obispo and DOES
1 to 25. That authorization was reported out of closed session in the immediately following open
session.
Due to lack of available resources in the City Attorney’s office to take on another in-house
litigation matter, the City Attorney solicited proposals from two law firms on our current on-call
list, both of which have significant land use, building, and writ experience and have performed
well for the City in the past. Burke, Williams & Sorensen and Jarvis, Fay, Doporto provided
defense proposals and cost estimates. Based on the preliminary case analyses provided by the
two firms (on confidential file in the City Attorney’s office), the City Attorney concluded that
Jarvis, Fay, Doporto had the more directly applicable litigation expertise for this case and
retained that firm.
The initial estimated defense costs were anticipated to be within the City Manager’s contracting
authority and the Community Development Department had available budget to cover the
expenses. Thus, with City Manager authorization, the City Attorney signed a Legal Services
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Litigation Defense Contract Amendment Page 2
Agreement for Jarvis, Fay, Doporto’s work on this matter and $25,000 was encumbered to the
law firm from the Community Development Department budget.
Due to an Amended Complaint being filed prior to hearing on the first demurrer and the resulting
need to prepare a second demurrer addressing new issues, costs are now close to hitting the total
$25,000 cap in the current contract (approximately $19,500 through June). Additional work was
required to finish the demurrer, analyze the opposition, brief and revise the reply, and argue the
demurrer at hearing. The City received a favorable ruling on August 5, but the Plaintiff was
granted leave to amend the complaint one additional time within the next 30 days. Based on the
original proposal rates submitted by Jarvis, Fay, Doporto and the estimated remaining hours of
work, the City Manager is asked to authorize the City Attorney to sign an Amendment to the
original Legal Services Agreement adjusting the contract value not to exceed $50,000. The
additional $25,000 will be encumbered to Jarvis Fay from the Contract Services line of the City
Attorney budget to cover costs through the conclusion of the litigation. This will come out of the
$50,000 the City Attorney Department received for Contract Services as part of the 2015-2017
Financial Plan Development Services Staffing, Contract Services and CDD Reorganization
SOPC for additional legal services support. We are hopeful that the matter will conclude far
under the new limit, in which case we will release the remaining encumbrance for use on other
development related legal matters.
Attachment:
1. 2015 03 31 - signed LSA - Jarvis Fay.pdf
2. 2015 08 - Jarvis Fay - Amendment to Agreement.docx
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SECOND AMENDMENT TO AGREEMENT
This Second Amendment to Agreement is made and entered in the City of San Luis Obispo on
___________, 2016, by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein
after referred to as City, and JARVIS, FAY, DOPORTO & GIBSON, LLP, a professional corporation,
hereinafter referred to as Consultant.
W I T N E S S E T H:
WHEREAS, on March 31, 2015, the City entered into an Agreement with Consultant for
professional legal services for its defense in Palacios, et al. v. Nielsen, et al.; and
WHEREAS, work on this matter is not yet complete; and
WHEREAS, the parties seek to modify certain provisions of the Agreement between them.
NOW, THEREFORE, in consideration of their mutual promises, obligations and covenants
hereinafter contained, the parties hereto agree as follows:
1. “Section 1. Term” of the Agreement is modified to increase the “shall not exceed”
amount to $75,000.
2. All other terms and conditions of the Agreement, as amended hereby, remain in full force
and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day
and year first above written.
CITY OF SAN LUIS OBISPO
By:________________________________
J. Christine Dietrick, City Attorney
JARVIS, FAY, DOPORTO & GIBSON, LLP
By: ________________________________
Rick Jarvis
Its:
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SIGNIFICANT OPERATING PROGRAM CHANGE
(COMMUNITY DEVELOPMENT)
DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
SUMMARY OF CHANGE:
The Community Development Department, Fire Department and Public Works are requesting to transition six
positions from temporary to regular positions, continue the use of six temporary employees, reorganize the CDD
Administration Division, add a Fire Inspector I and use a short term Human Resources Temp to provide support
during transition. In addition, consultant and contract services needed to assist the department in technical
support and timely response to applications. This will cost approximately $1,582,917 in FY 2015-16 and
$1,373,990 in FY 2016-17, all of which will be revenue off-set.
TEMPORARY TO REGULAR EMPLOYEES 2015-16 2016-17
Community Development
Community Development Administration
Receptionist/Cashier $58,240 $58,859
Development Review
Associate Planner $116,741 $118,214
Long Range Planning
Projects Manager $129,923 $131,600
Engineering Development Review
Civil Engineer $141,645 $143,493
Engineering Technician - Regular Full Time $87,801 $88,853
Public Works
Transportation
Transportation Planner/Engineer $104,558 $110,579
Total FY Cost: $638,908 $651,598
CONTINUED TEMPORARY POSITIONS
Community Development
Development Review
Planning Tech - Temporary Full Time $77,079 $78,131
Assistant Planner - Temporary Full Time $94,599 $95,927
Engineering Development Review
Engineering Technician - Temporary Full Time $75,649 $76,701
Long Range Planning
Planning Tech - Temporary Full Time $77,079 $78,131
Building & Safety
Permit Technician - Temporary Full Time $72,856 $73,846
Fire
Temp Fire Staff $40,000 $40,000
Total FY Cost: $437,263 $442,735
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SIGNIFICANT OPERATING PROGRAM CHANGE
(COMMUNITY DEVELOPMENT)
DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
ADMINISTRATIVE SUPPORT SERVICES REORGANIZATION 2015-16 2016-17
Community Development
Community Development Administration
Supervising Admin to CDD Business Manager $30,752 $31,211
City Clerk
Deputy City Clerk $87,801 $88,853
Total FY Cost: $118,553 $120,064
NEW POSITIONS
Fire
Fire Inspector I $99,351 $94,593
Human Resources
Human Resources Specialist - Part Time Temporary $3,842 $0
Total FY Cost: $103,193 $94,593
CONSULTANT AND CONTRACT SERVICES
Community Development
Building & Safety
Contract Services – plan check $100,000 $0
Development Services
Contract Services – application processing $50,000 $0
Subdivision Improvement Plan Review $10,000 $0
Surveyor/Map Review $10,000 $0
Airport Land Use Consultant assistance $50,000 $50,000
Fire
EnerGov Support/Report writing $ 15,000 $ 15,000
City Attorney
Contract Services for consultant assistance $50,000 $0
Total FY Cost: $285,000 $65,000
Planning and Building Permit activity has increased more than 40% since Fiscal Year 2011-2012 while regular
staffing has increased 12%. Eleven full time temporary positions and $1.1M in Consultant Services has been
relied upon to provide resources to meet the service demands during high permit activity, however, the influx of
permit activity has been consistent for over one year and economic forecast numbers reflect a five year trend of
increased development services supporting the need and stability to bring regular staffing levels up to meet the
long term service demands. Projected increases in building valuation are directly related to a corresponding
increase in permit review and inspections and hiring regular staff will provide a stable and reliable workforce to
address these positive challenges and also prepare for the natural employee turnover that occurs within
organizations.
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SIGNIFICANT OPERATING PROGRAM CHANGE
(COMMUNITY DEVELOPMENT)
DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
FISCAL IMPACT:
One time cost of $735,905 in FY 15-16 and $507,735 in FY 16-17. On-going costs of $847,012 in FY 15-16 and
$866,255 in FY 16-17. The one-time costs will be offset by FY 2014-15 over realized revenue that is projected to
be approximately $996,000. All on-going cost will be offset by the continued increase in forecasted development
services revenue as outlined below.
Fiscal
Year Dev Services Balance
SOPC Cost Savings
&
Other Revenue
Offset
Remaining
Balance
Staffing Contract
Services On-going One-time
15-16 $1,703,052 1 $847,012 $450,905 $285,000 $133,524 $253,659
16-17 $1,238,797 2 $866,255 $442,735 $65,000 $138,428 $3,235
SERVICE LEVEL IMPACT:
The objective of this request is to ensure the City is able to timely process applications through the development
review and plan check process given increased permit activity. While regular and temporary staff positions have
been added, regular positions are needed for recruitment and retention over the longer term, so that there is a
stable and reliable staff that can efficiently and effectively process permit applications.
In addition, the City will continue to require technical support to participate in the Airport Land Use Plan update
process and support review of projects within the area subject to airport influence. This participation is critical to
the ongoing success of the LUCE and in bringing the two policy/regulatory guidance documents in closer
alignment.
Requested staffing is required to keep up with permit activity that has remained consistently high since 2012-13
and are expected to continue through 2016-17 and beyond. Should these resources not be available, permit
volumes will overwhelm the development review process, impairing the City’s ability to keep pace with permit
1 75% of 14/15 projected revenue in excess of budget + 75% of 15/16 forecasted revenue in excess of five year fiscal forecast
– cost of Council approved Building FTE. ($996,164+$706,888) 2 Dev Services Remaining Balance + 75% of 15/16 forecasted revenue in excess of five year fiscal forecast – cost of Council
approved Building FTE. ($253,659+$985,138)
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SIGNIFICANT OPERATING PROGRAM CHANGE
(COMMUNITY DEVELOPMENT)
DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
volumes and implement Major City Goals and other objectives. Long term temporary staff has been used to fill
these positions since September of 2013. Now that a trend of elevated permit activity has been established, it’s
more effective to use regular staffing to provide consistent levels of service from dependable regular city
employees.
Beyond the impact of providing support for increased development services, CDD’s administrative support
services team has taken on several significant ongoing tasks that require a restructure of the division to ensure
there is administrative capacity to support the department and align positions with tasks and responsibilities.
These tasks include but are not limited to:
Administrative support/management of Affordable Housing Fund and the Human Relations Commission
Administration and implementation of EnerGov Software program – including management of E-portal
Cashier functions handled solely by support staff to ensure the appropriate levels of control and checks
and balance.
Administrative support to Engineering Development Review
The restructure would include replacing the Supervising Administrative Assistant position with a CDD Business
Manager. The CDD Business Manager would be equivalent to a Senior Analyst with supervision duties and will
absorb the fiscal responsibilities of the Supervising Administrative Assistant, supervise CDD support staff and
identify, develop and implement process improvements. The addition of a Deputy City Clerk will free up the
Administrative Assistant III that currently spends 90-100% of her time coordinating Advisory Body activities so
she can absorb the clerical activities of the Supervising Administrative Assistant and will serve as a customer
service lead. The Deputy City Clerk and the Recording Secretary will be relocated to the Clerk’s Office.
Human Resources request the use of a temporary HR specialist to ensure the timely recruitment and processing of
the requested staffing.
CDD has funding for a part-time temporary Engineering Consultant ($40,430 in 15-16 and $41,022 in 16-17) and
a contract Permit Technician ($41,841 in 15-16 and $42,424 in 16-17) that would no longer be necessary and will
offset cost by $82,271 in 2015-16 and $83,446 in 2016-17. Public Works has funding to cover $26,732 of the
Transportation Planner/Engineer in 2015-16 and $29,982 in 2016-17.
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SIGNIFICANT OPERATING PROGRAM CHANGE
(COMMUNITY DEVELOPMENT)
DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
KEY OBJECTIVES
1. Match resources available to services being requested
2. Maintain established levels of service
3. Satisfaction of both external and internal customers
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. High levels of permit activity – resources needed to meet processing times
2. Large and complex project submissions –require professional staff and consultants to process permits
3. Transition of Development Review Software to EnerGov
4. Engineering Development Review transitioning from Public Works to CDD
GOAL AND POLICY CRITERIA
1. Major City Goals – This request supports long standing Major City Goals, including Affordable Housing,
the Economic Development Strategic Plan (EDSP) and policy research, development and implementation.
Timely processing of priority affordable housing projects is critical in meeting the City’s Housing objectives.
A major strategy of the EDSP is streamlining the development review process to removing barriers to creating
head-of-household jobs. This request supports current Major City Goals of Housing and Multi-Modal
Transportation as well as other important objectives of Downtown and Neighborhood Wellness by ensuring
that adequate staff is available to achieve permit processing and support.
2. Legal Concerns – The State of California Permit Streamlining Act requires timely processing of
development applications. The initial 30-day “completeness” review of all applications demands adequate
staff to meet that deadline.
3. Priority Level of Service – Timely processing of development applications is a priority to a significant
contingent of the community and is fundamental to the City’s ongoing economic recovery and viability.
4. Revenue Generation and/or Cost Savings – The use of regular employees is more cost effective than the
use of consultants. For example, from February 2014 to September 2014 $286,790 was paid out to consultants
for plans examining and building inspections. It cost $214,482 to use full-time regular staffing for a Plans
Examiner and a Building Inspector for one year. This request will enable the processing of more applications
in house resulting in lower operating cost.
5. Reorganization within or across Departments – This request includes the increased support and new
initiatives the Community Development Department is taking on: Affordable Housing Fund/Human Relations
Commission, EnerGov systems management, Engineering Development review, Rental Housing Inspection
Program, and more complex and financial responsibilities that have historically been with FIT. The funding
of a Deputy City Clerk will centralize and pair the function of committee and commission support with a
division within the City that is functionally organized around these technical responsibilities. Approval of this
SOPC will support reorganization within and across departments to achieve these objectives.
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SIGNIFICANT OPERATING PROGRAM CHANGE
(COMMUNITY DEVELOPMENT)
DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
6. Reallocation of Existing Resources – This request will allow several departments to reallocate resources to
streamline a significant citywide task. Funding a Deputy City Clerk to work under the direction of the City
Clerk and provide support to the advisory bodies will make a more efficient process and free up CDD
resources to provide administrative support for development services. This will also enable CDD staff to
provide liaison and administrative support to the Human Relations Commission (i.e. grants-in-aid process)
while agenda support for Commission meetings will be provided by the City Clerk’s staff. This will free up
Human Resources staff to focus on core services.
STAKEHOLDERS
Development Services affect the entire community. Development projects have the potential to go through three
departments, five divisions, three advisory bodies and City Council. Minor delays at any of these levels may
cause major impacts. This program will provide the resources to limit delays and the effect on stakeholders.
IMPLEMENTATION
The continued temporary staffing and consultant services are currently at the proposed level, approved by Council
6/14/14 as part of the 2014/15 Supplemental budget review and just require approval for additional funding.
Task Date
1. Hire Temporary Human Resource Specialist June 2015
2. Meet and confer with SLOCEA for new positions and Admin reorganization July 2015
3. Finalize Details of Admin Reorg July 2015
4. Recruitment for new hires
5. On board new hires
July-Aug 2015
Aug 2015
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
The Director of Community Development, Derek Johnson, will be responsible for the management of this
program.
Project Team:
The project team will consist of the Community Development Department’s Fiscal Officer, Deputy Directors,
Chief Building Official, Supervising Civil Engineer, the Fire Chief, City Clerk, Human Resources and the
Transportation Manager.
ALTERNATIVES:
1. Continue the Status Quo. If these resources are not available, permit volumes will overwhelm the
development review process, impairing the City’s ability to keep pace with permit volumes and implement
Major City Goals and other objectives.
2. Implementation in a Different Way. The program request is for a fairly balanced use of regular staff,
temporary staff and contract services. A trend has been determined that would suggest a need for full time
regular staffing while still maintaining the flexibility of temporary staffing or the use of consultants to adjust
to the fluctuating nature of permit activity. The request could be filled using all temporary staffing and/or
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DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
consultants, however, when using temporary staffing and consultants for long terms, the operating cost,
turnover costs and impact to regular employees exceeds that of the sustainability of regular staffing.
3. Existing Program Evaluation. The last year and a half has been a live evaluation of the requested program.
Temporary staffing and consultants have been used to meet the demand on resources. Consultant costs far
exceed temporary and regular staffing cost. In some cases we have been unsuccessful in securing temporary
staffing and predict that it will become more difficult as the economy recovers and even more difficult to
retain the temporary staffing we currently have. All requests for staffing have been discussed with Human
Resources (HR) and preliminary SOPC was reviewed by HR prior to submittal.
OPERATING PROGRAM
1. Community Development Department – Development Review
2. Community Development Department – Engineering Development Review
3. Fire Department – Hazard Prevention
4. Public Works - Transportation
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SIGNIFICANT OPERATING PROGRAM CHANGE
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DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION
COST SUMMARY
Line Item Description Account No.2015-16 2016-17
Staffing 1,571,617 1,372,490
Administration - Support Services Reorg. 40100-Various 176,793 178,923
Planning - Development Review 40200-Various 288,419 292,272
Planning - Long Range 40400-Various 207,002 209,731
Engineering - Senior Civil Engineer & Techs 40500-Various 305,096 309,046
Building - Permit Tech 40700-Various 72,856 73,846
HR - Temporary staffing 30100-7014 3,842 0
Fire - Fire Inspector I 85300-Various 88,051 93,093
Fire -Temporary Staffing 85300-Various 40,000 40,000
Public Works 50500-various 104,558 110,579
Airport Land Use Consultant Work 40400-7227 50,000 50,000
Contract Services - Building Division 40700-7227 100,000 0
Contract Services - Development Review 40200-7227 50,000 0
Surveyor/Map Review 40500-7227 10,000 0
Subdivision Improvement Plan Review 40500-7227 10,000 0
Additional Support for City Attorney's office 15100-7227 50,000 0
EnerGov Support/Report writing - Fire 85300-7227 15,000 15,000
Other Operating Expenditures 11,300 1,500
Training 85300-7459 1,500 1,500
Office Supplies (work station /computer/etc)85300-7421 9,500
Uniforms and Identification 85300-7913 300
Minor Capital 0 0
Total Operating Costs 1,582,917 1,373,990
Offsetting Costs Savings or Revenues
Revenues - Dev Services (706,888)(985,138)
Revenues - Transportation Env Review 100-45830 (24,521)(25,000)
Revenues - 75% of 14/15 Dev Services Revenues in
excess of Budget (996,164)
Public Works - Temporary Salaries 50500-7014 (26,732)(29,982)
Engineering - Temp Engineering Consultant 40500-7014 (31,200)(31,200)
40500-7040 (8,830)(9,422)
40500-7044 (400)(400)
Engineering - Contract Permit Tech 40500-7012 (32,200)(32,200)
40500-7040 (9,141)(9,724)
40500-7044 (500)(500)
Net Operating Costs (253,659)250,424
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