HomeMy WebLinkAbout02/11/2019 Youth Commission - Special Meeting Agenda Packet
February 8, 2019 6:54 PM City Council Special Meeting Agenda Page1 MAYOR
Mayor Roland Velasco
COUNCIL MEMBERS
Marie Blankley
Dion Bracco
Peter Leroe-Muñoz
Carol Marques
Fred Tovar
Cat Tucker
CITY COUNCIL
AGENDA
CITY COUNCIL CHAMBERS, CITY HALL
7351 ROSANNA STREET
GILROY, CA 95020
SPECIAL MEETING
MONDAY, FEBRUARY 11, 2019 6:00 P.M.
ALL CITY COUNCIL PACKET MATERIALS ARE AVAILABLE ONLINE AT www.cityofgilroy.org
PURSUANT TO GOVERNMENT CODE SECTION 54956 AT A SPECIAL MEETING COMMENTS BY
THE PUBLIC WILL BE TAKEN ONLY ON THOSE ITEMS ON THE AGENDA. Persons wishing to
address the Council are requested, but not required, t o complete a Speaker’s Card located at the
entrances. Public testimony is subject to reasonable regulations, including but not limited to time
restrictions for each individual speaker. A minimum of 12 copies of materials should be provided
to the City Clerk for distribution to the Council and Staff. Please limit your comments to 3 minutes.
In compliance with the Americans with Disabilities Act, the City will make reasonable
arrangements to ensure accessibility to this meeting. If you need special assist ance to participate
in this meeting, please contact the City Clerk a minimum of 72 hours prior to the meeting at (408)
846-0204. A sound enhancement system is also available for use in the City Council Chambers.
Materials related to an item on this agenda submitted to the City Council after distribution of the
agenda packet are available for public inspection with the agenda packet in the lobby of
Administration at City Hall, 7351 Rosanna Street during normal business hours. These materials
are also available with the agenda packet on the City website at www.cityofgilroy.org.
KNOW YOUR RIGHTS UNDER THE GILROY OPEN GOVERNMENT ORDINANCE.
Government's duty is to serve the public, reaching its decisions in full view of the public.
Commissions, task forces, councils and other agencies of the City exist to conduct the
people's business. This ordinance assures that deliberations are conducted before the
people and that City operations are open to the people's review.
FOR MORE INFORMATION ON YOUR RIGHTS UNDER THE OPEN
GOVERNMENT ORDINANCE, TO RECEIVE A FREE COPY OF THE ORDINANCE
OR TO REPORT A VIOLATION OF THE ORDINANCE, CONTACT THE OPEN
GOVERNMENT COMMISSION STAFF AT (408) 846-0204 or by email
shawna.freels@cityofgilroy.org.
City Council Special Meeting Agenda
02/11/2019 Page2
I. Call to Order and Roll Call
II. CLOSED SESSION
A. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Significant Exposure to Litigation Pursuant to Paragraph (2) of Subdivision (d) of
Government Code Section 54956.9, and Gilroy City Code Section 17A.11 (3) (b)
One (1) Case as Defendant
1. Public Comment on Closed Session Items
2. City Attorney’s Advice Re: Entering into Closed Session
3. Adjourn to Closed Session
ADJOURN TO OPEN SESSION
Report of any action taken in Closed Session and vote or abstention of each
Councilmember if required by Government Code Section 54957.1
and Gilroy Code Section 17A.13 (a); Public Report of the vote to
continue in closed session if required under Gilroy Code Section
17A.11 (5)
III. NEW BUSINESS
A. An Emergency Ordinance of the City Council of the City of Gilroy Deleting
Gilroy City Code Sections 17A.24 (6) and (8), Which Currently Prohibit
Reliance on Government Code Section 6255
1. Staff Report: Andy Faber, City Attorney
2. Public Comment
3. Possible Action:
a) Motion to read the ordinance by title only and waive further reading; and
b) Motion to adopt an emergency ordinance of the City Council of the City of
Gilroy deleting Gilroy City Code Sections 17A.24 (6) and (8), which currently
prohibit reliance on Government Code Section 6255
B. An Ordinance of the City Council of the City of Gilroy Deleting Gilroy City
Code Sections 17A.24 (6) and (8), Which Currently Prohibit Reliance on
California Government Code Section 6255
1. Staff Report: Andy Faber, City Attorney
2. Public Comment
3. Possible Action:
a) Motion to read the ordinance by title only and waive further reading; and
b) Motion to introduce an ordinance of the City Council of the City of Gilroy
deleting Gilroy City Code Sections 17A.24 (6) and (8), which currently prohibit
reliance on Government Code Section 6255
IV. STUDY SESSION
City Council Special Meeting Agenda
02/11/2019 Page3 A. Operational Capacity Assessment Report and Proposed Staffing
Reorganization
1. Staff Report: Gabriel Gonzalez, City Administrator
2. Public Comment
3. Possible Action:
Receive report and provide direction to staff.
FEBRUARY, 2019
11* Special Meeting/Study Session - 6:00 p.m., City Council Chambers
19* Special Meeting/Study Session - 6:00 p.m., City Council Chambers
22* Special Meeting/Strategic Planning Session - 1:00 p.m., City Council
Chambers
23* Special Meeting/Strategic Planning Session - 9:00 a.m., City Council
Chambers
25* Regular Meeting - 6:00 p.m., City Council Chambers
MARCH, 2019
4* Regular Meeting - 6:00 p.m., City Council Chambers
11* Special Meeting/Study Session - 6:00 p.m., City Council Chambers
18* Regular Meeting - 6:00 p.m., City Council Chambers
APRIL, 2019
1* Regular Meeting - 6:00 p.m., City Council Chambers
8* Special Meeting/Study Session - 6:00 p.m., City Council Chambers
15* Regular Meeting - 6:00 p.m., City Council Chambers
* meeting is webstreamed and televised
V. ADJOURNMENT
City of Gilroy
STAFF REPORT
Agenda Item Title: An Emergency Ordinance of the City Council of the City of Gilroy
Deleting Gilroy City Code Sections 17A.24 (6) and (8), Which
Currently Prohibit Reliance on Government Code Section 6255
Meeting Date: February 11, 2019
From: Gabriel Gonzalez, City Administrator
Department: City Attorney
Submitted By: Andy Faber
Prepared By: Andy Faber
Jolie Houston
Strategic Plan Goals
☐ Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Customer Service ☐ Enhanced Public
Safety
RECOMMENDATION
a) Motion to read the ordinance by title only and waive further reading; and
b) Motion to adopt an emergency ordinance of the City Council of the City of Gilroy
deleting Gilroy City Code Sections 17A.24 (6) and (8), which currently prohibit
reliance on Government Code Section 6255
BACKGROUND
Senate Bill 1421 (“SB 1421”) was signed by the Governor on September 30, 2018,
effective January 1, 2019. SB 1421 expanded access to local peace officer personn el
records. Existing law, Penal Code sections 832.5 and 832.7, provided that requests for
information contained in local agency peace officer personal files and records of citizen
complaints were confidential and shall not be disclosed except by discovery through a
3.A
Packet Pg. 4
court process known as a Pitchess motion in compliance with the procedures set forth
in Evidence Code sections 1043, 1045 and 1046.
The effect of SB 1421 was that it amended Penal Code section 832.7 regarding local
agency peace officer personnel records and now makes records related to incidents
involving an officer shooting, use of force resulting in serious injury or death, and
sustained findings of sexual assault or dishonesty by an officer, available in response to
a Public Records Act request, not only through a Pitchess motion.
On February 2, 2019, the California Attorney General (“AG”) issued a “Notification -
DOJ’s Responsibilities Under SB 1421.” The AG acknowledges that local agency peace
officers have had a significant privacy right in their personnel records.
The AG states that there are several cases currently pending in the California superior
courts that raise the issue whether SB 1421 requires the disclosure of records relating
to conduct occurring before January 1, 2019, effective date of SB 1421.
The AG has taken the position that, until the legal question of retroactive application of
the statute is resolved by the courts, the public interest in accessing these records is
clearly outweighed by the public’s interest in protecting privacy rights under Government
Code section 6255. In other words, if the courts ultimately determine that SB 1421
should not be retroactively applied, then any disclosure of records now may be in
violation of peace officers’ right to privacy under the Pe nal Code and the Public Records
Act.
Open Government Ordinance Amendment
In November 2008 the City Council adopted the Open Government Ordinance (“OGO”)
codified in Gilroy City Code Chapter 17A. The OGO Sections 17A.24 (6) and (8), as
adopted, currently prohibit reliance on Government Code section 6255, the basis for the
AG’s position.
We recommend that the City Council adhere to the AG’s position and not disclose the
City’s peace officer personnel records until the legal question of retroactive application
of the statute is resolved by the courts.
CONCLUSION
The attached Emergency Ordinance will delete OGO Sections 17A.24 (6) and (8) and
re-instate the City’s ability to rely on the existing state law found in Government Code
section 6255. This Emergency Ordinance does not amend any other sections of the
OGO. As with our normal practice, we recommend adopting a regular Ordinance to be
a back-up ordinance if there is any doubt regarding the defensibility of the findings.
3.A
Packet Pg. 5
This Emergency Ordinance, adopted pursuant to Gilroy City Charter, Article VI, Section
602, will require 5 votes, and is hereby declared by the City Council to be necessary as
an emergency measure based on the following:
a. The City Council finds that the uncertainty of the application of SB 1421 presents
an imminent threat to the confidentiality of its peace officers personnel records and that
until the legal question of retroactive application of the statute is resolved by the courts,
the public interest in accessing these records is clearly outweighed by the public’s
interest in protecting privacy rights.
b. The City Council finds that there are several SB 1421 requests for peace officer
personnel records pending with the City that require a response by City in the
immediate future, which will be prior to the legal question of retroactive application of
the statute is resolved by the courts.
c. The City Council finds that the City’s exposure to litigation by disclosing peace
officers’ personnel records that a court may later determine to be unwarranted is also
clearly outweighed by the public’s interest in protecting privacy rights.
d. The City Council finds that this amendment is necessary to provide the City the
ability to solely rely on Government Code section 6255 to withhold local agency peace
officer personnel records until the legal question of retroactive application of the statute
is resolved by the courts.
e. The City Council finds that in order to accomplish these goals, the Gilroy City
Code Chapter 17A, Section 17A.24 (6) and (8) must be deleted by means of this
Emergency Ordinance.
Attachments:
1. OGO Emerg Ord FINAL v1 (2)
3.A
Packet Pg. 6
ORDINANCE NO. 2019-XX
ORDINANCE NO. 2019-XX
AN EMERGENCY ORDINANCE OF THE CITY COUNCIL OF
THE CITY OF GILROY DELETING GILROY CITY CODE
SECTIONS 17A.24 (6) and (8), WHICH CURRENTLY
PROHIBIT RELIANCE ON GOVERNMENT CODE SECTION
6255
WHEREAS, Senate Bill 1421 (“SB 1421”) was signed by the Governor Brown on
September 30, 2019, effective January 1, 2019; and
WHEREAS, existing law, Penal Code sections 832.5 and 832.7, provided that requests
for information contained in local agency peace officer personal files and records of citizen
complaints were confidential and shall not be disclosed except by discovery through a Pitchess
motion in compliance with the procedures set forth in Evidence Code sections 1043, 1045 and
1046; and
WHEREAS, SB 1421 amended Penal Code section 832.7 regarding local agency peace
officer personnel records and now makes some of these records available in response to a Public
Records Act request; and
WHEREAS, on February 2, 2019, the California Attorney General (“AG”) issued a
“Position – DOJ’s Responsibilities Under SB 1421”; and
WHEREAS, the AG acknowledges that local agency peace officers have had a
significant privacy right in their personnel records; and
WHEREAS, the AG states that there are several cases currently pending in the California
superior courts that raise the issue whether SB 1421 requires the disclosure of records relating to
conduct occurring before January 1, 2019 (effective date of SB 1421); and
WHEREAS, the AG has taken the position that, until the legal question of retroactive
application of the statute is resolved by the courts, the public interest in accessing these records
is clearly outweighed by the public’s interest in protecting privacy rights under Government
Code section 6255; and
3.A.a
Packet Pg. 7 Attachment: OGO Emerg Ord FINAL v1 (2) [Revision 2] (2053 : AB 1421 Ordinances)
ORDINANCE NO. 2019-XX
WHEREAS, the AG Position further determined that it will not disclose any records that
pre-date January 1, 2019 at this time; and
WHEREAS, in November 2008 the City Council adopted the Open Government
Ordinance (“OGO”) codified in Gilroy City Code Chapter 17A; and
WHEREAS, the OGO Sections 17A.24 (6) and (8), as adopted, currently prohibit
reliance on Government Code section 6255; and
WHEREAS, the City Council wishes to adhere to the AG’s position and not disclose the
City’s peace officer personnel records until the legal question of retroactive application of the
statute is resolved by the courts; and
WHEREAS, the City Council finds that this Emergency Ordinance is not subject to the
California Environmental Quality Act ("CEQA," Public Resources Code sections 21000 et
seq.), because it will not result in a direct or reasonably foreseeable indirect physical change in
the environment, and it does not have the potential to result in a physical change to the
environment, directly or indirectly (Title 14, Chapter 3 of the California Code of Regulations
"CEQA Guidelines," sections 15060(c)(2) and (3)).
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GILROY DOES
HEREBY ORDAIN AS FOLLOWS:
SECTION I
Chapter 17A, of the Gilroy City Code entitled the “Gilroy Open Government Ordinance”
is hereby amended by repealing Sections 17A.24 (6) and (8) in their entirety. Except as provided
herein, no other amendments, deletions or additions are made to the Chapter 17A.”
SECTION II
This Emergency Ordinance, pursuant to Gilroy City Charter, Article VI, Section 602, is
hereby declared by the City Council to be nece ssary as an emergency measure and shall take
effect immediately and be in full force and effect after its approval and adoption based on the
following:
a. The City Council finds that the uncertainty of the application of SB 1421 presents an
imminent threat to the confidentiality of its peace officers personnel records and that until
the legal question of retroactive application of the statute is resolved by the courts, the
3.A.a
Packet Pg. 8 Attachment: OGO Emerg Ord FINAL v1 (2) [Revision 2] (2053 : AB 1421 Ordinances)
ORDINANCE NO. 2019-XX
public interest in accessing these records is clearly outweighed by the public’s interest in
protecting privacy rights.
b. The City Council finds that there are several SB 1421 requests for peace officer personnel
records pending with the City that require a response by City in the immediate future,
which will be prior to the legal question of retroactive application of the statute is
resolved by the courts.
c. The City Council finds that the City’s exposure to litigation by disclosing peace officers’
personnel records that a court may later determine to be unwarranted is also clearly
outweighed by the public’s interest in protecting privacy rights.
d. The City Council finds that this amendment is necessary to provide the City the ability to
solely rely on Government Code section 6255 to withhold local agency peace officer
personnel records until the legal question of retroactive application of the statute is
resolved by the courts.
e. The City Council finds that in order to accomplish these goals, the Gilroy City Code
Chapter 17A, Section 17A.24 (6) and (8) must be deleted by means of this Emergency
Ordinance.
SECTION III
If any section, subsection, sentence, clause or phrase of this Interim Urgency
Ordinance is for any reason held to be invalid or unconstitutional, such decision shall not
affect the validity of the remaining portions of this ordinance. The City Council of the
City of Gilroy hereby declares that it would have passed and adopted this ordinance, and
each section, subsection, sentence, clause or phrase hereof, irrespective of the fact that any
one or more sections, subsections, sentences, clauses or phrases may be declared invalid or
unconstitutional.
SECTION IV
This Emergency Ordinance is adopted pursuant to Gilroy City Charter, Section 602.
The City Clerk shall certify to the adoption of this Emergency Ordinance and cause the
same to be published in the manner prescribed by law, and it shall become effective
immediately upon its adoption.
PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF GILROY
this 11th day of February 2019 , by the following vote:
AYES: COUNCILMEMBERS:
NOES:
COUNCILMEMBERS:
3.A.a
Packet Pg. 9 Attachment: OGO Emerg Ord FINAL v1 (2) [Revision 2] (2053 : AB 1421 Ordinances)
ORDINANCE NO. 2019-XX
ABSENT: COUNCILMEMBERS:
APPROVED:
________________________
Roland Velasco, Mayor
ATTEST:
____________________________
Shawna Freels, City Clerk
3.A.a
Packet Pg. 10 Attachment: OGO Emerg Ord FINAL v1 (2) [Revision 2] (2053 : AB 1421 Ordinances)
City of Gilroy
STAFF REPORT
Agenda Item Title: An Ordinance of the City Council of the City of Gilroy Deleting
Gilroy City Code Sections 17A.24 (6) and (8), Which Currently
Prohibit Reliance on California Government Code Section 6255
Meeting Date: February 11, 2019
From: Gabriel Gonzalez, City Administrator
Department: City Attorney
Submitted By: Andy Faber
Prepared By: Andy Faber
Jolie Houston
Strategic Plan Goals
☐ Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Customer Service ☐ Enhanced Public
Safety
RECOMMENDATION
a) Motion to read the ordinance by title only and waive further reading; and
b) Motion to introduce an ordinance of the City Council of the City of Gilroy deleting
Gilroy City Code Sections 17A.24 (6) and (8), which currently prohibit reliance on
Government Code Section 6255
BACKGROUND
Senate Bill 1421 (“SB 1421”) was signed by the Governor on September 30, 2018,
effective January 1, 2019. SB 1421 expanded access to local peace officer personnel
records. Existing law, Penal Code sections 832.5 and 832.7, provided that requests for
information contained in local agency peace officer personal files and records of citizen
complaints were confidential and shall not be disclosed except by discovery throu gh a
3.B
Packet Pg. 11
court process known as a Pitchess motion in compliance with the procedures set forth
in Evidence Code sections 1043, 1045 and 1046.
The effect of SB 1421 was that it amended Penal Code section 832.7 regarding local
agency peace officer personnel records and now makes records related to incidents
involving an officer shooting, use of force resulting in serious injury or death, and
sustained findings of sexual assault or dishonesty by an officer, available in response to
a Public Records Act request, not only through a Pitchess motion.
On February 2, 2019, the California Attorney General (“AG”) issued a “Notification -
DOJ’s Responsibilities Under SB 1421.” The AG acknowledges that local agency peace
officers have had a significant privacy right in their personnel records.
The AG states that there are several cases currently pending in the California superior
courts that raise the issue whether SB 1421 requires the disclosure of records relating
to conduct occurring before January 1, 2019, effective date of SB 1421.
The AG has taken the position that, until the legal question of retroactive application of
the statute is resolved by the courts, the public interest in accessing these records is
clearly outweighed by the public’s interest in protecting privacy rights under Government
Code section 6255. In other words, if the courts ultimately determine that SB 1421
should not be retroactively applied, then any disclosure of records now may be in
violation of peace officers’ right to privacy under the Penal Code and the Public Records
Act.
Open Government Ordinance Amendment
In November 2008 the City Council adopted the Open Government Ordinance (“OGO”)
codified in Gilroy City Code Chapter 17A. The OGO Sections 17A.24 (6) and (8), as
adopted, currently prohibit reliance on Government Code section 6255, the basis for the
AG’s position.
We recommend that the City Council adhere to the AG’s position and not disclose the
City’s peace officer personnel records until the legal question of retroactive application
of the statute is resolved by the courts.
CONCLUSION
The included ordinance will delete OGO Sections 17A.24 (6) and (8) and re-instate the
City’s ability to rely on the existing state law found in Government Code section 6255.
This Ordinance does not amend any other sections of the OGO.
3.B
Packet Pg. 12
As with our normal practice, we recommend introducing this regular ordinance to be a
back-up ordinance to the previously adopted emergency ordinance, if there is any doubt
regarding the defensibility of the findings.
Attachments:
1. OGO Ord v2 (2)
3.B
Packet Pg. 13
ORDINANCE NO. 2019-XX
ORDINANCE NO. 2019-XX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF GILROY DELETING GILROY CITY CODE SECTIONS
17A.24 (6) and (8), WHICH CURRENTLY PROHIBIT
RELIANCE ON GOVERNMENT CODE SECTION 6255
WHEREAS, Senate Bill 1421 (“SB 1421”) was signed by the Governor Brown on
September 30, 2019, effective January 1, 2019; and
WHEREAS, existing law, Penal Code sections 832.5 and 832.7, provided that requests
for information contained in local agency peace officer personal files and records of citizen
complaints were confidential and shall not be disclosed except by discovery through a Pitchess
motion in compliance with the procedures set forth in Evidence Code sections 1043, 1045 and
1046; and
WHEREAS, SB 1421 amended Penal Code section 832.7 regarding local agency peace
officer personnel records and now makes some of these records available in response to a Public
Records Act request; and
WHEREAS, on February 2, 2019, the California Attorney General (“AG”) issued a
“Position – DOJ’s Responsibilities Under SB 1421”; and
WHEREAS, the AG acknowledges that local agency peace officers have had a
significant privacy right in their personnel records; and
WHEREAS, the AG states that there are several cases currently pending in the California
superior courts that raise the issue whether SB 1421 requires the disclosure of records relating to
conduct occurring before January 1, 2019 (effective date of SB 1421); and
WHEREAS, the AG has taken the position that, until the legal question of retroactive
application of the statute is resolved by the courts, the public interest in accessing these records
is clearly outweighed by the public’s interest in protecting privacy rights under Government
Code section 6255; and
WHEREAS, the AG Position further determined that it will not disclose any records that
pre-date January 1, 2019 at this time; and
3.B.a
Packet Pg. 14 Attachment: OGO Ord v2 (2) [Revision 2] (2054 : AB 1421 Ordinances)
ORDINANCE NO. 2019-XX
WHEREAS, in November 2008 the City Council adopted the Open Government
Ordinance (“OGO”) codified in Gilroy City Code Chapter 17A; and
WHEREAS, the OGO Sections 17A.24 (6) and (8), as adopted, currently prohibit
reliance on Government Code section 6255; and
WHEREAS, the City Council wishes to adhere to the AG position and not disclose the
City’s peace officer personnel records until the legal question of retroactive application of the
statute is resolved by the courts; and
WHEREAS, the City Council finds that this Ordinance is not subject to the California
Environmental Quality Act ("CEQA," Public Resources Code sections 21000 et seq.), because
it will not result in a direct or reasonably foreseeable indirect physical change in the
environment, and it does not have the potential to result in a physical change to the
environment, directly or indirectly (Title 14, Chapter 3 of the California Code of Regulations
"CEQA Guidelines," sections 15060(c)(2) and (3)).
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GILROY DOES
HEREBY ORDAIN AS FOLLOWS:
SECTION I
Chapter 17A, of the Gilroy City Code entitled the “Gilroy Open Government Ordinance”
is hereby amended by repealing Sections 17A.24 (6) and (8) in their entirety. Except as provided
herein, no other amendments, deletions or additions are made to the Chapter 17A.”
SECTION II
If any section, subsection, sentence, clause or phrase of this Interim Urgency
Ordinance is for any reason held to be invalid or unconstitutional, such decision shall not
affect the validity of the remaining portions of this ordinance. The City Council of the City
of Gilroy hereby declares that it would have passed and adopted this ordinance, and each
section, subsection, sentence, clause or phrase hereof, irrespective of the fact that any one
or more sections, subsections, sentences, clauses or phrases may be declared invalid or
unconstitutional.
SECTION III
Pursuant to section 608 of the Charter of the City of Gilroy, this ordinance shall be in full force
and effect thirty (30) days from and after the date it is adopted.
3.B.a
Packet Pg. 15 Attachment: OGO Ord v2 (2) [Revision 2] (2054 : AB 1421 Ordinances)
ORDINANCE NO. 2019-XX
PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF GILROY
this ___ day of February 2019 , by the following vote:
AYES: COUNCILMEMBERS:
NOES:
COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
APPROVED:
________________________
Roland Velasco, Mayor
ATTEST:
____________________________
Shawna Freels, City Clerk
3.B.a
Packet Pg. 16 Attachment: OGO Ord v2 (2) [Revision 2] (2054 : AB 1421 Ordinances)
City of Gilroy
STAFF REPORT
Agenda Item Title: Operational Capacity Assessment Report and Proposed Staffing
Reorganization
Meeting Date: February 11, 2019
From: Gabriel Gonzalez, City Administrator
Department: Administration
Submitted By: Gabriel Gonzalez
Prepared By: Gabriel Gonzalez
Strategic Plan Goals
Fiscal Stability
☐ Downtown
Revitalization
☐ Economic
Development
☐ Customer Service ☐ Enhanced Public
Safety
RECOMMENDATION
Receive report and provide direction to staff.
EXECUTIVE SUMMARY
All of the City’s Departments have completed an update to the service levels
assessments from 2017 based on current initiatives. This report provides a summary of
the updated results.
In general the state of the City is better than it was t wo years ago, despite the fact that
the City is still in the midst of an service levels deficit. The service levels deficit was
primarily brought on by the Great Recession when the City needed to reduce expenses.
The assessment update also revealed that the City provides basic levels of services
focusing on core and mandated services.
At the direction of the City Council, City staff began the previous budget cycle by
exercising diligence in starting to close the deficit with an investment in technology,
equipment, and staff development; however, sustained attention to this matter is
required.
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Although the City has made progress in the last two years, because the City was slow
to restore service levels after the recession there is a lot of groundwork to make up.
Further, the City’s population continues to increase, resulting in higher service level
demand.
Below is a summary of the major points being presented:
Staffing: In the years after the recession budgeted staffing levels decreased. The
difference between the high point in FY 08 to the low in FY 10 represents a loss of
72 positions or about 25%. Currently there are 25 full-time positions that have not
been replenished. The population in Gilroy, and by extension the service demand,
has continued to grow every year since the recession by approximately 17%.
Additionally, the change in ratio of residents per employee has increased by 28%, as
demonstrated later in this report.
Technology and Equipment: Improvements in both hardware and software are being
planned to maximize capacity present in current service levels. Improvements in
technology will allow the City to meet more of the demands being asked by the
community. Implementation of new software, such as the Enterprise Resource
Planning Suite, may take a couple years. Newly deployed equipment, like the Hydro-
Excavator, is already realizing a return on investment.
Turnover: Turnover limits capacity of staff, even if it is the same number of positions
and programs that existed before. Although turnover can not be prevented, and is
becoming a regular facet of operations in the industry, improving management of it
through succession planning efforts will reduce the negative impact. Departments
have begun implementing succession plans to mitigate projections of significant
turnover within the next 5 years.
Alternative Business Models: By focusing on automating and contracting out
processes to the greatest feasible extent the City can maximize staff capacity to
improve services to residents. The City has started this effort by forming an Analyst
Roundtable that will analyze programs, processes, and functions city-wide on a
continuous basis to evaluate effectiveness, return on investment, and value to
residents.
POLICY DISCUSSION
Based on the City’s current service levels deficit, what measures should be taken to
enhance service levels, prepare for increased service demands in the future, and help
create a foundation for long-term fiscal and service level sustainability?
BACKGROUND
Knowing that service levels is not where it needs to be, staff conducted an update to an
informal assessment of staff’s service levels from the last budget cycle, and to begin the
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long range plans for improving service levels of the City. Departments were sent an
assessment questionnaire that addressed multiple areas of service levels.
Of the categories of the service assessment, basic, enhanced, and optimum, the City
primarily provides basic services to residents.
The assessment questionnaire is the same as was used in preparation for the FY 18
and FY 19 budget cycle. The areas of questions are provided below.
Technology Utilization: Utilization of technology can create efficiencies in service
delivery, allowing staff to spend more time working on other tasks, lowering the
service demand burden and reducing the need for additional staff. Areas include use
of online, customer-driven automation, software and hardware to allow more efficient
use of time, and other supportive technologies.
Service Assessment: This included listing what services are provided, and
identifying the type of service demand, and at what level the service is provided. In
responding to this, departments were asked to state what type and at what level that
each service is provided. Below are those categories
Types of Service
o Mandated: a federal, state or county law or compliance requirement
over which the City has no discretion to avoid or defer.
o Core: a fundamental aspect of the department’s purpose. It is what
we do as a City, vital but not mandated.
o Discretionary: the service is done by the City for the public good,
and is usually Council and/or community driven
Levels of Service
o Basic Service Levels: are those required to open the doors of City
Hall and operate on a daily basis.
o Enhanced Service Levels: are those programs/amenities that the
Department has funded based on community input and values.
While important to Council and residents, enhanced services are
those above and beyond basic levels and are not required
o Optimum Service Levels: are those programs/amenities that the
Department and community would like to have but for which
funding may not available.
Alternative Service Delivery Models: This included determining if the services being
provided are appropriate, looking to see if there are services that should not be
delivered directly by the City, or if there are some that should be provided but are
not.
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Staffing Levels: After reviewing the use of technology and alternative service
delivery models to reduce the need for additional staff; this involved an internal
organizational structure review, looking for efficiencies and reductions in
redundancy; as well as a review of the service demand of the department, and
compares it against the current staffing levels to determine if there is sufficient staff
to accomplish the service demand.
Succession Planning: This included an estimated projection of turnover within 5
years, and what plans exist to respond to them.
The City of Gilroy, like most other cities in California, has more demands made on it
than it has resources to meet those demands. The lack of resources impacts the service
levels of the City, or in other words, how much work City staff can actually produce.
Again, like all other cities in California, the Great Recession of 2009 had a major impact
on the service levels of the City. The recovery from the recession has been slow, taking
a long-incremental progression.
Staffing cuts were particularly severe in the recession. Over the past several years,
staffing has begun to be replenished. While some departments have returned to 2008
staffing levels of 2008, demands for services are higher than in 2008. Below is a chart
showing the authorized/budgeted staffing levels of the City from 2008 to 2019. As
shown, the City has been slowly increasing staffing f rom the cuts in FY 09 and FY 10.
However, there is still a significant gap between FY 08 and FY 2017. Below the chart is
a table which shows the authorized positions at the beginning of each fiscal year by
department throughout the City.
City of Gilroy Budgeted Staff
Position by Department
Department 2008 2009 2010 2011 2013 2015 2017 2019
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Administration 7 7 6 6 6 6 6 7
Community Development 34 33 17 17 18 21 24 26
Finance 15 14 12 13 13 13 13 13
Fire 48 46 38 38 41 43 40 41
Human Resources 6 6 3 3 3 4 4 5
IT 6 6 4 4 4 4 4 4
Police 106 96 89 89 89 95 101 103
Public Works 63 61 49 49 49 52 62 61
Recreation 13 8 8 9 10 10 11 13
Total FT Staff 298H 277 226L 228 233 248 265 273
Some departments, such as Police, Fire, and Community Development, experienced a
greater number of position reductions than others. Although the smaller departments
had a larger percentage of their workforce reduced, they were typically internal support
departments. This generated additional impact on the operations-focused departments,
which lost support capacity from these internal departments in addition to the cuts to
their own department staffing.
The bad economy had other effects on service levels. For the Community Development
Department, development slowed down, which lessened the impact of the staffing cuts.
Human Resources recruiting activity was diminished, however the service demand was
replaced by concessionary bargaining, all while losing three positions during the
recession.
Police experienced an increase in service demand. During bad economic times, activity
increases as does calls for service. However, with cuts in staffing, there was less
officers to address the need. After the recession the City cut services and focused on
Priority Codes 1-3. Priority Codes 1- 3, are generally in progress crimes where
something is happening or is occurring that could pose a threat to life and needs
immediate attention. The police department de-prioritized officer responses to Codes 4-
6 and instituted online reporting.
Further, service demands have increased over time. Even though staffing has been
reduced, the population of Gilroy has increased. Consider the table below
demonstrating the population to staff ratio.
Population to Staff Ratio
Fiscal
Year
Gilroy
Population
City
Staff
Population Per
Staff Position
Ratio
2008 48,353 298 162
2009 48,627 277 176
2010 48,821 226 216
2011 49,122 228 215
2012 50,248 236 213
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2013 51,755 233 222
2014 52,582 245 215
2015 53,654 248 216
2016 54,422 257 212
2017 55,336 265 209
2018 55,615 270 206
2019 56,727 273 208
% Change
2008-2019 17% -8% 28%
Each year the total number of residents has increased. The table above provides the
City’s population for each year, as estimated by the California Department of Finance,
with the number of staff and the number of residents per individual full-time staff
member next to them. To put these into visual charts, the following two charts
demonstrate the difference in relative growth, and the increase in the population to staff
ratio, respectively.
As shown below, the City’s population has increased steadily over the last 12 years.
This correlates with a steady increase in service demand. Conversely, the number of
staff within the same timeframe shrank, meaning more work with less staff to perf orm it.
Essentially, in the aggregate, the service demand increased while the capacity of the
City’s staff stagnated.
City of Gilroy Budgeted Staff and Population
The chart below demonstrates that the ratio of residents per capita to an individual staff
member has increased by 28%. In FY 2008, there was 1 staff person for every 162
residents. Today, there is 1 staff position for every 208 residents. The 28% increase
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could be viewed as a ballpark estimate of the increased service demand for the staff of
the City. To maintain pre-recession service levels with a staff ratio of 162 citizens per
staff, the city would need a labor force of approximately 350 employees.
City of Gilroy Population Per Staff Ratio
Recent investment in equipment has yielded substantial benefits to City operations.
Instead of spending an hour digging to patch a water main, maintenance crews now
utilize a hydro-excavator which accomplishes the same result in one-fifth the amount of
time. Streamlining operations allows crews to work on more projects and repairs. The
hydro-excavator provides an annualized value of $53,352 in the form of reduced task-
hours. Note this is not a cash savings, rather an estimate of value to the City.
Since the Great Recession the City has exercised caution in returning to previous year’s
staffing levels. The below chart overlays the City’s sales tax revenues with budgeted
City staff. The chart shows sales tax revenues recuperating to pre-recession levels by
2014 and 2015. Although sales tax may have been relatively quick to recover, other
general fund revenues such as property tax do demonstrate a one to two year lag
behind economic activity.
City of Gilroy Sales Tax Revenue and Staff Levels
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SERVICE LEVELS ASSESSMENTS
The questionnaire was designed for open-ended answers. Each department could
provide the answers as they see fit. The philosophy behind the questionnaire was to
give a snapshot of the current service levels of each department beyond simply staffing
levels. From this information, strategies may be developed to increase capacity,
whether in the form of additional staffing, or investments in technology, equipment,
training, or finding new ways to conduct the business of the City.
Even before the assessment was undertaken, there was a general awar eness on the
part of Council and executive staff that the City’s service levels is stretched thin. The
assessment was revealing that there are still needs as it relates to increasing the City’s
service levels to meet the service demand of the City’s population, both now and into
the future. Below is a breakdown by department of key issues identified in the
assessment.
1. POLICE
The Police Department has been making strides to recover service levels.
Although positions fell to 89 during the recession, the city has been increasing
staffing. Today, the Police Department is at 103 full-time staff members, 66 are
sworn offices. Below is a chart showing the change in positons over time.
Police Historical Full-Time Staffing
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As the City grows, calls for service historically increase resulting in a
corresponding need for additional staff. The goal is to maintain an appropriate
proportion of community generated calls for service to self-initiated activity for
officers. Other units within the Department are also affect ed proportionately as
patrol work load increases. After the recession the City cut services and focused
on Priority Codes 1-3. Priority Codes 1- 3, are generally in progress crimes
where something is happening or is occurring that could pose a threat to li fe and
needs immediate attention. The police department de -prioritized officer
responses to Codes 4-6 and instituted online reporting.
Technology enhancements needed by the Police Department include the
following items:
Records Management System (RMS): Staff is currently planning an
update to the RMS. It is approximately 12 years out of date. The company
who originally developed this software has been sold 3 -4 times during this
time period and the new parent company will not update our current
system. This system needs to be replaced, but the replacement needs to
be compatible with our new CAD system as the two systems rely on each
other for information sharing.
Our Mobile Audio/Video systems (MAV) have far exceeded their
operational life expectancy and are currently experiencing significant
failures resulting in police contacts not being recorded.
Property/Evidence Management. This is a twofold issue as it relates
directly to the RMS system described above. If a new RMS system were
acquired it should contain a property/management module that properly
interfaces with the data base and includes efficient tracking hardware such
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as scanners. Currently we are using a third party vendor to data mine
information in order to track our property/evidence items.
Total Station – This is scanning/modeling technology used in
preserving/documenting major crime and accident scenes.
In addition to these needs, the Department is also exploring innovative ways to
enhance service levels and officer safety. These are:
Unmanned Ariel Vehicle (UAV) – By instituting a UAV program the
Department can enhance officer safety and allow search capabilities for
suspects and evidence over wide areas both day and night. It will provide
search and rescue capabilities, provide photographic evidence, and assist
in accident and crime scene reconstruction. Some agencies have
adopted UAV’s with first responder capabilities. In that case, their staff
remotely pilot a UAV in response to 911 calls for service from the station.
Information including video is immediately available to responding
emergency personnel.
Police has reported the broad service categories they provide, and is
incorporated in the master list included with this report as Attachment “A”. The
below table summarizes the broad types and levels of services provided by the
Department.
Police Basic Enhanced Optimum Total
Mandated 6 0 0 6
Core 0 6 0 6
Discretionary 0 0 9 9
Total 6 6 9 21
Service Demand is anticipated to increase as the City’s population increases.
Further consideration is an anticipated turnover rate of approximately 20%
projected within the next 5 years. There are 24 employees in the police
department that are eligible for retirement. The Police Department does promote
and train from within to the extent possible. The Department has stated that they
will be looking into alternative positions for some of the vacancies forthcoming.
In looking at potential business model changes, the Police Department performs
very specialized functions. In the exploration of alternative service delivery
models, very few options were uncovered. Certain discretionary services, such
as youth services, can be delivered by other agencies. Youth Services and
Community Programs could be provided by Community Based Organizations
(CBO’s). Many of our current programs under the former CalGrip Grant and
current CalVIP grant funding are provided by CBO’s.
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The remainder of our discretionary items are law enforcement specific programs
and could not be provided by private parties. We d o have a joint SWAT team
with the City of Morgan Hill which helps spread the resources required for such a
team between the two Cities.
Aside from those few discretionary services, the only alternative would be to find
other organizations to provide some of the services. Staff does not recommend
an alternative model for the mandated or core services to be provided by outside
organizations, but does recommend further exploration of delivering some
discretionary services through alternative models, and further exploring the level
of benefit of some services to the community, compared to their demand on staff.
Other best practices that may provide benefits may include identifying
opportunities to utilize civilian staffing where appropriate to deliver services
Additionally, the Police Department has completed separate staffing studies on
all of the major units/divisions of the department within the past few years.
Those studies have provided recommendations for re -structuring to include:
Adding a Lieutenant Level Position to Patrol – in order to accomplish this
goal a study of the compaction issue between ranks would need to be
undertaken and addressed.
Creating a Full Time Records Supervisor Position
Creating a Full Time Crime Analyst Position
The Police Department has further identified other needs that were not included
in the recent staffing studies. In addition to those re-structuring discussions in the
staffing studies the Police Department identified the following needs:
Create an additional position within the Property and Evidence Unit to
meet the new State mandate to produce video/audio recordings of certain
police activities pursuant to public records requests.
Downgrade a Public Records Technician position to an Office Assistant
(or similar position) in order to staff the front counter to enhance customer
service.
Combine a part time Office Assistant position in the Traffic Unit with a part
time Office Assistant in Administration.
Add two Sworn Officers for dedicated assignment to Quality of Life crime s.
2. FIRE
The City’s Fire Department has also made progress in recovering service levels.
Today the Department currently has 4 1 full-time staff, while in 2008 there were
48 staff members. This is attributable to a change in the City’s service delivery
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model where a crew is staffed with three instead of four. The City does not
foresee changing that model. Any additional personnel will be from increasing
service levels or an additional fire station
This represents an un-replenished 7 positions, or 15% decline in the
Department’s workforce. The chart below shows the history in staffing levels for
the Department since 2008.
Fire Historical Full-Time Staffing
The Department has not had a staffing study such as the Police Department, but
has stated in their assessment responses that there is interest in having one
conducted for them. The Department has not performed an analysis of service
demand by administrative position title, other than to compare the increases in
requests for service, training requirements or company-level safety inspections
from past years. However, the fire department is currently participating in a multi-
jurisdictional Standards of Coverage (SOC) review that will assist the Department
in determining fire station response times and where service demand exists.
The Fire Department has identified some needs in the near future. These
include:
A minimum of 9 firefighters will need to be hired to staff the developer-built
Glen Loma Fire Station. The total cost for all 9 will be $1,500,000. The
current plan is to budget for (but not fill) 3 positions per year for each of the
next 3 years.
In 2016 a Needs Assessment was completed for the Chestnut and Las
Animas Fire Stations. These fire stations were built in the 1970s and while
they met the codes in place at the time, they would not meet “essential
facility” parameters now. In addition to deficiencies in code requirements,
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they are lacking in operational spaces and in personal privacy. One option
would include upgrading for current codes only ($3,000,000). This wouldn’t
address operational spaces or privacy. The second option is rebuilding both
facilities to meet current and future needs ($14,000,000).
Gilroy Fire does not have a tower where Fire staff can train. This will become
more critical as the City grows vertically and more dense under the growth
restrictions of Measure H.
Most of Fire’s software is updated, but the RMS system is outdated, and is
currently being reviewed for replacement.
Personnel scheduling software would also be beneficial, which would allow
for some automation of this internal process.
Similar to the Police Department, service demand increases as the City’s
population grows. The Department’s incident data has demonstrated annual
increases in service volume as the City’s population ages and increases. The
Department also expects to see growth in the numbers of fire code compliance
inspections as development continues. Absent from population growth numbers,
but having a significant impact on service demands, is the ever increasing
homeless population.
Further consideration is an anticipated turnover rate between 20 -25% projected
within the next 5 years. The Fire Department does promote and train from within
to the extent possible. The Department reported that the current or ganizational
structure meets the position classification needs for the work they do.
The Fire Department has reported the broad services they provide, and is
incorporated in the master list included with this report as Attachment “A”. The
below table summarizes the broader types and levels of services provided by the
Department.
Fire Basic Enhanced Optimum Total
Mandated 2 0 0 2
Core 5 1 0 6
Discretionary 2 1 3 6
Total 9 2 3 14
In looking at potential business model changes, the Fire Department is sim ilar to
the Police Department in that they perform very specialized functions. In the
exploration of alternative service delivery models, very few options were
uncovered.
The Affordable Care Act created an opportunity to examine some new delivery
models. As one of those opportunities, the State of California is currently piloting
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a Community Paramedicine program in 10 communities. This program relies on
Quick Response Vehicles (QRV) rather than traditional fire engines to deliver
emergency medical care. If adopted, this new model would provide us with the
opportunity to examine hiring different job classifications.
Further the City entered into a formal agreement with Santa Clara County that
requires the City to provide Paramedic first response , which will not expire until
June 30, 2022. At that time the City will have the option to explore alternatively
service delivery methods.
The only other major alternative identified so far would be to find other
organizations to provide some of the services, which has similar implications to
contracting out. Staff does not recommend an outside alternative model for
delivering these services, but does recommend further exploration of best
practices and internal alternative models, and further exploring the level of
benefit of some services to the community compared to their demand on staff.
3. COMMUNITY DEVELOPMENT
Currently the Department has 26 full-time staff. The chart on the following page
shows the history in staffing levels for the Department since 2008.
Community Development completed an organizational development study in FY
17. The report identified a need to hire an additional three and a half full -time
equivalent positions, after the five vacancies are filled that existed at the time of
the report. The report stressed that due to a severe understaffing and heavy use
of contract staff (in the range of 40% of current staffing are consultants), that it is
difficult to identify the correct size of staffing needed, and stressed that the
recommendation provides just a minimum needed for operations.
Community Development Historical Full-Time Staffing
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The Community Development Department’s utilization of software does not
support staff efficiencies nor does it support customer expectations. There are
several programs in use by the various divisions, but SunGard Community Plus
is the primary software program that was originally intended to support the entire
Department and City. While the City has relied on SunGard Community Plus, for
several decades, the software is no longer supported and has not proven to be
effective in supporting the development review process and land management
activities. As part of the assessment, Community Development identified the
following needs, including technology and equipment:
The Community Development Department would like to offer online services,
but doing so requires a robust land management system that allows the city
to track information by parcel. The City has hired a consultant, SDI Presence
LLC, to assist with the identification of an ideal software program to support
the needs of the Community Development Department and land entitlement
functions. A draft Request for Proposals (RFP) is in review and anticipated to
be issued later in February. Following vendor selection, tenta tively expected
in Third Quarter 2019, implementation of the selected software would then
occur;
A robust Geographic Information System (GIS) is needed to support any new
Land Management software. Staff has recently been made aware of
Bluebeam, which may be able to provide basic GIS functions that are
currently lacking due to the City’s agreement with a third party vendor for GIS
support. However, utilization of any in-house GIS will likely require hardware
upgrades and support from the Information Technolo gy team.
The ability to allow electronic building plan submissions;
The ability to route electronic submissions for review/approval to internal and
consultant staff;
The ability to reference historical information electronically;
The ability for the public to submit simple permits online, schedule
inspections, and access other services they may need;
The ability for the public to track their plan check process online;
Land based software for permit tracking, on line permit, inspection, etc.;
Grants Management System for Housing and Community Development
(HCD);
Hand held inspection devices; and,
Updated or new phone system.
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Because the software used by staff to manage most of the permitting, plan check
and inspection work is antiquated and not user friendly, time is lost due to
inefficiencies and errors in the system. Often the system cannot provide the data
needed by supervisors and the glitches in creating permits and scheduling
inspections creates delays and frustration for staff and customers alike.
These needs are challenged by a lack of staffing to evaluate and implement a
land management software system, and the service levels of the City’s
Information Technology Department to handle the need to service the hardware
and software involved in delivering these technological solutions.
The Community Development Department is responsible for 44 broad services
being provided. Below is the matrix identifying the type and level of the services
provided. The list of services in Attachment “A” contains the description of these
services.
Community
Development Basic Enhanced Optimum Total
Mandated 27 1 1 29
Core 7 4 0 11
Discretionary 1 3 0 4
Total 35 8 1 44
The levels of service for the department are predominately mandated services at
a basic level (approx. 70%).
As for potential alternative business models, the Department has identified the
following practices:
Tablets, like iPads or Surface Pros, would create efficiencies by allowing
building inspectors to access and view construction permits and documents
during inspection of construction projects. They also would allow inspectors
the ability to issue correction notices, take photographs and process other
requests on site. Tablets are faster and more efficient than writing out paper
correction notices and then having to manually input the correction notice or
notes into the desktop at the end of the workday.
Use of unmanned aerial vehicles (UAVs or drones) in the Community
Development Department can greatly increase staff efficiencies. For example,
a drone can be launched within a very short time, is fast, and capable of
completing an exterior elevated inspection more expeditiously than the time it
takes a traditional inspector to set up, tie off and climb up and down a ladder.
Regularly updated high resolution aerial photographs have not been
conducted in over a decade. This is a vital resource for efficient inspection
and enforcement activities. Without regularly updated aerials, it is difficult for
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Building and Code Enforcement and HazMat inspectors to evaluate when
buildings or activities occurred on a particular property. Without such updates,
there is no way of knowing if any illegal construction or activity has occurred
and if that structure or activity is found out long after the initiation, it becomes
more difficult to assess and address. Long-term accumulation of illegal
construction and activities can negatively affect a neighborhood. If discovered
early, concerns can be resolved in a timely manner with property owners,
thereby preserving the community expectations.
The Below Market Rate (BMR) portfolio will be managed by a third party
administrator, and is an example of an alternative business model that is
reducing City service demand while keeping services for residents;
The Homeless Outreach Project could be provided through an MOU with the
County. The County could contract with a nonprofit service provider.
Recently, representatives of both Morgan Hill and Gilroy started working
together to address homelessness issues collaboratively as they affect South
County;
The Certified Unified Program Agency (CUPA) program could be ceded back
to Santa Clara County; however, this is not recommended. The City would be
required to enter a Participating Agency Agreement for the portions of the
program that would remain with the City of Gilroy. This would involve the
County agency then collecting all fees and distributing the City’s portion back
to the City. It would alleviate the Fire Marshal’s office from some of the State
reporting requirements. However, there will be a cost impact to the City (loss
of revenue) as well as an increased cost for the City to be subject to the
County’s fees. Currently the City does not pay fees to the CUPA program.
Businesses will be impacted by an additional agency to deal with, a possible
increase in fees, and a possible change in the level of service provided;
Sharing staff for some tasks, as is already done in Storm Water and
Environmental Services with the City of Morgan Hill, and using the County for
Weed and Refuse Abatement, can provide some service demand transfer.
This is already being implemented;
4. PUBLIC WORKS (INCLUDING FLEET AND FACILITIES)
Public Works (PW) houses several business units. Some saw increases in
staffing, while others have seen reductions. There has been significant progress
in restoring service levels since the recession. A major reason for this is that
Public Works has multiple, dedicated funding sources, unlike Police and Fire.
Below is the chart showing the PW staffing history since 2008.
Public Works Historical Full-Time Staffing
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The population of Gilroy has increased by more than 20% since 2008. It is also
evident that the amount of infrastructure maintained by City forces has increased
in size, as well as areas to be maintained by the Department. For example,
customer accounts in water increased from 12,979 to 14,870, a difference of
1,891 or 15%. This supports the need and growth in operations.
Although the Department may be close in authorized positions to its 2008 levels,
it does not mean that all approved positions are currently staffed. In addition, the
department has experienced significant turn over, especially in the Engineering
division that has hired all new staff in 2017 and 2018 and where the most tenured
staff has been with the city for less than 20 months. Currently, the department is
rebuilding the Engineering division while obtaining support from contracted
consultants. The large number of new and recent hires diminishes service levels
due to a lack of institutional knowledge and established processes, which in turn
affects the amount of work that can be carried out by a single employee as each
task requires more research than would be typical of established, internal staff.
The Department has identified 97 broad services that they are responsible to
provide. Below is the matrix identifying the type and level of the services
provided. The list of services in Attachment “A” contains the description of these
services.
Public
Works Basic Enhanced Optimum Total
Mandated 23 0 1 20
Core 60 2 1 51
Discretionary 6 1 3 6
Total 89 3 5 97
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Currently, the PW divisions are reporting their service demand being met from as
high as 95-100% (Fleet), to in some cases as low as 50%, such as in
Engineering and some park locations. The ranges provided by the divisions of
PW trend between 50%-75% for meeting the current service demand with the
primary constraints being staffing and levels of expertise/experience.
Work for the Department is anticipated to increase, including more landscape
maintenance, addressing deferred maintenance of water, sewer and storm water
facilities, increased fleet needs, and the in-house street maintenance program
as. Compared to 10 years ago, the city has added significant amount of public
infrastructure that requires regular maintenance and operation effort. For
example, the total miles of sewer line and street lane miles increased by up to
10% while the total mileage of water main increased by more than 17% and the
number of fire hydrants increased by more than 30%.
In addition, two new parks have been added to the City’s inventory and park use
has been steadily increasing in the past few years. Nearly all divisions have
reported that there is great need for a Maintenance Management System and
improved financial and permitting systems as well as training needed to
efficiently address the service demand (and to utilize the new equipment and
technology that will be used in the near future).
Additional needs identified by the Department include:
A Land Management system
A Computerized Maintenance Management System
Overlapping of new hires and departing staff to facilitate transfer of
knowledge (Fleet)
A robust GIS system and hardware/software to make the best use of GIS;
Upgrade more than 80 irrigation meters to “smart” meters;
Digital playground inspection and database software;
Improve the Supervisory Control And Data Acquisition (SCADA) system;
More buildings on building management systems;
Automated entry gates with camera security;
Smart covers for monitoring sewer collection system;
Wireless portable communication systems;
Sewer root cutting nozzle;
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Remote internet central station scheduling of park sport lights needed for field
staff for nightly lighting control.
Alternative business models and best practices may include:
Limited project specific use of consultants and advisors for development
review and capital projects
Shared equipment with other cities or organizations for larger pieces that are
only used intermittently;
Outsource all weed abatement in medians to the citywide landscape
maintenance contractor;
Smaller grants or grants with large requirements for time or resources should
not be accepted; and,
Utilize pre/post emergent on weeds instead of cutting them when they grow,
saving staff time.
Succession planning efforts have started, but have been stalled by staffing
turnover as well as the onboarding and development of newly or recently hired
staff. While the Engineering Division is expected to continue to build capacity,
Fleet will have nearly all staff retiring in the next five years and Facilities will have
about a third of their staff retire in the next 5 years. Streets, Sewer, and Forestry
will have 2-3 maintenance workers retire in the same timeframe, in addition to
their other recent retirement.
The Department has begun preparing work binders, orientation materials, and
other processes to capture as much institutional knowledge as possible, but
limited staffing and the lack of sufficient administrative support restricts the
amount of time or expertise available to capture the data and implement a robust
succession plan. In addition, due to HR rules, there is limited opportunity to have
times of cross-training between pending retirees and their replacement staff.
5. INFORMATION TECHNOLOGY
IT has made significant progress in the past two years. The IT Governance and
Steering Committee will be evaluating all IT projects to ensure positive return on
investment and increased operational effectiveness. The City recently completed
an IT strategic planning process, which identified areas for improvement. The
City now has a clear roadmap for internal improvement.
As the organization grows the City will need more IT personnel to provide
support. This will be important as the City begins expanding all of the software
applications and automating service demands. We will have to address digital
storage, and processing power for desk equipment.
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The Information Technology (IT) Department is an internal service department,
similar to Facilities and Fleet in PW, but has a direct relationship between its
capacity, and the capacity of all other departments to complete their work. The
City operations of today are data and technology driven, making IT the nervous
system and spine in the body of City service levels. As listed in the departments
above, and as will be witnessed in the departments later in this report, the most
common needs tend to involve technology solutions that require IT support.
IT Historical Full-Time Staffing
IT’s technology utilization responses revealed that their utilization is mixed. Some
programs are being effectively used, while some IT resources need upgrading.
The majority of IT Specific applications are within a couple of ‘dot’ levels of the
latest versions. IT is currently in the process of moving to a next generation
Helpdesk Work Order system. This system will provide improved workflows with
the goal of enhancing service delivery. Projects to replace the ERP and LMS
systems are in progress. IT continually evaluates all software and hardware to
ensure that any upgrades will provide improvements in overall City operations.
IT has identified 8 services that they provide. However, as can be seen on the list
of services in Attachment “A”, they are very broadly defined, and encompass a
great deal of work. Below is the matrix identifying the type and level of the
services provided.
IT Basic Enhanced Optimum Total
Mandated 0 0 0 0
Core 6 1 0 7
Discretionary 0 1 0 1
Total 6 2 0 8
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IT is meeting 95% of the Helpdesk System service demand, and system uptime
is at 99%. However, project completion for IT is lower, meeting only 70% of
service demand. Service demand is expected to increase, particularly for the
activation of the Glen Loma Fire Station, and meeting its IT needs.
As for alternative business models, there was exploration of a joint IT venture
with the City of Morgan Hill during the economic recession, but a feasible model
was not able to be created that was workable. Other potential options include:
Contracting out IT services in part or in whole to an outside vendor. There are
some issues with this approach, as an outside vendor may have mixed ideas
on when they can provide which services, and can change costs quickly on
the City. Additionally, with billable hours, the costs could increase beyond
what the current services are within the Department’s budget, for less service.
Re-examining the option of forming a joint powers authority or other sharing
service of IT with either Morgan Hill of maybe another local agency, such as
the School District.
Staff positions in IT could experience turnover in the next 5 years. However, the
department does not have much depth, which limits opportunities at succession
planning as it relates to staff training. Staff is mitigating this risk by focusing on
cross-training.
6. FINANCE
Since 2008, the Finance Department has 2 unrestored positons currently, which
is an overall reduction in staffing by 13%. Below is a chart that shows the
changes in authorized positions since 2008.
Finance Historical Full-Time Staffing
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As of January 1, 2019, 30% of the Finance Department staff were eligible for
retirement. There are some desk manual documentation for potential
replacement staff, and all vacancies are evaluated to determine the appropriate
level of staffing. Some current staff are ready to fill advanced positions when they
become available, but some do not. This is part of the evaluation process goals
and plan for individual employees.
Finance is reporting that their technology is not utilized to its fullest potential. The
software in use are older versions, and what upgrades are done are to versions
that are already outdated. There are other software programs available that
would be better, but also carry a heavy cost. Some of these needs include:
Enterprise Resource Planning (ERP) software, which will replace both the
financial systems, but also provide modules to integrate multiple department’s
software needs together, allowing more interoperability within City operations
In 2017, Council approved funding for the new ERP. T hat project is currently
underway and a new system will be selected within the next six months;
Creation of a smartphone application to pay bills, alleviate mailings and save
staff time;
Automate business license reviews, as well as decentralizing credit card
processing; and,
Education for current software, advanced Excel, and cross -training.
Although this will increase some capacity, Finance is a customer service oriented
department, thus technology enhancements will provide added capacity for more
proactive tasks including revenue auditing.
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Finance has identified 13 broad services that they provide. The list of these
services is provided in Attachment “A”. Below is the matrix demonstrating the
number of services by type and level of service provided.
Finance Basic Enhanced Optimum Total
Mandated 10 0 0 10
Core 0 1 0 1
Discretionary 0 1 1 2
Total 10 2 1 13
There is not a current estimate for the amount of service demand being met for
Finance, but there is a desire to do more quality-control duties, like utility
auditing. As more homes are built and our population increase, the service
demand volume is anticipated to increase in parallel. There will be more
residents and businesses which will need to pay bills and licenses, as well as
demands from other departments for information, payments for services, etc.
The Department has identified a few alternative business models that may
provide for increased capacity. These are:
Using third party vendors for leases and grant management;
Outsourcing to another agency SCRWA accounting and financials;
Utility and alarm billing could be done through a third party vendor; and,
More online services and opportunities to self-serve.
7. HUMAN RESOURCES AND RISK MANAGEMENT
Human Resources/Risk Management (HR) has been successful in integrating
technology into workflows. HR moved to a more streamlined software as a
service product for hiring and onboarding new staff. This has allowed HR to
continue doing more with less.
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HR Historical Full-Time Staffing
Regarding succession planning, one position has an incumbent that will be
eligible for retirement within the next 5 years. Cross training in most functions has
occurred. Additional training efforts are occurring in specialized areas, and efforts
have been made to document work practices and systems used in the office, but
there is continued room for improvement. Cross training, mentoring, and
professional development training is occurring in order to prepare staff for future
development opportunities in critical roles.
HR has identified 24 broad services provided to the various City departments,
and are listed in Attachment “A”. Below is the matrix identifying the number of
services by type and level of service.
HR Basic Enhanced Optimum Total
Mandated 2 9 0 11
Core 5 6 0 11
Discretionary 0 1 1 2
Total 7 16 1 24
As for technology utilization, HR is using what is available to it and can be
supported, but some systems are outdated. Current programs are limited without
developing workarounds and carrying financial costs.
Additional needs include:
Adding an intranet site for employees, including self -service options;
Adding online onboarding and performance evaluation system modules;
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Additional training for legal updates, managing time and priorities (to identify
efficiencies and gain extra time in the day), and technology-related training.
These needs would also help in automation of HR service demand, increasing
capacity. The largest challenges to meeting these needs are a lack of IT support,
cost, and staff time to implement them.
HR has identified potential alternative business models to include:
Using outside organizations for wellness activities, through health plans,
fitness centers, etc.;
Shared training and possibly shared recruitments, leadership academies,
internship programs with other organizations;
Shared request for proposals process with other municipalities
Shared benefit broker services, or merge HR staff to one HR Joint Powers
Authority to serve multiple cities.
8. RECREATION
Recreation has seen a recovery of staff levels to pre-recession levels. Below is a
chart showing the changes in authorized positions for the Department.
Recreation Historical Full-Time Staffing
There are 12 broadly identified services provided as reported by the Department.
Below is a matrix that summarizes the number of services provided based on
service type and level of service. The listing of services is available in Attachment
“A”.
Recreation Basic Enhanced Optimum Total
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Mandated 0 0 0 0
Core 0 0 0 0
Discretionary 0 12 0 12
Total 0 12 0 12
The Department reports that the technology they have is well utilized and up to
date with the latest versions.
The Recreation Department uses the following software to manage programs
and staffing needs:
Active.Net – program registration and facility management
When2Work – manages all part-time staff
Constant Contact – designs customizable email campaigns to customers
Team Sidelines – manages adult sport leagues
Canva – design flyers
MySenior Center – check-in/out and provides reporting
Although these programs are helpful in managing our day-to-day operations, it
would be advantageous if we had one software provider that could provide all of
these functions in one suite. There is software that does and staff is currently
exploring those options. Additional needs identified include:
Volunteer database program;
A needs assessment to determine the recreational needs of the community;
Use Community Media Access Partnership (CMAP) to make promotional
videos for summer programs;
Adding iPads with card readers to take registrations on-site. Some sites are
not City-facilities, so alternative to Wi-Fi is needed at the locations to conduct
registrations;
Online registration of parks and facilities would have a positive impact on
service demand;
Existing Active.Net software works, but need Wi-Fi at certain spots to run the
program on-site;
The translation of the seasonal activity guide into Spanish
Providing youth scholarship at 100% rather than at 40%
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Providing more youth and teen sports programming, but we don’t have our
own Youth Center. We share a facility with the Gilroy Unified School District,
which results in limitations on facility availability.
Provide more programming for the developmentally disabled,
There is a lot of competition with outside organizations. The Department has
budgetary constraints which create challenges to providing services, is short of
available facilities, and City facilities are in need of repairs. Based on the revenue
generated, there has been a consistent and steady number of participants taking
part in the public recreation programs. The amount of funds used from the Youth
Scholarship Fund indicates that more low-income families are aware of the
existing programs and are coming forward requesting financial assistance when
registering for a recreation program, class or special event.
With the gradual improvement of economic conditions and the construction of
several residential developments, there has been an influx of families moving to
Gilroy, which has increased the level of customer participation in public
recreation programs. There has not been an ability to increase or expand
programming due to the limited availability of public parks and facilities, and the
inability to increase staffing levels due to budget constraints.
Alternative business models identified include:
Contracting out some or all recreation programs. Multiple agencies and
businesses are available, but all cost more for the user than the City’s
programs;
Assessing through a community survey the preferred programming offered,
and alter programming to match services, or meet some of the programming
needs mentioned above.
9. ADMINISTRATION
Administration, including the City Administrator’s Office (CAO), City Clerk’s Office
(CCO), and the Community Engagement Coordinator (CEC) continues to do
more with less. Administration has focused efforts on improving the quality of
economic development programs, while the CEC has expanded the city’s impact
with the use of social media. Further, the City Clerk is integrating technology with
how the City keeps records and publishes agendas.
Administration Historical Full-Time Staffing
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There are three positions with employees eligible for retirement within the next 5
years. There are no direct succession planning efforts implemented as of yet.
The department is proposing to improve that by adding a position for Deputy City
Administrator / Economic Development. The staffing is currently kept to a
minimum and covers very diverse roles. Crossover training is not prac tical.
Current succession planning efforts are focusing on retaining institutional
knowledge for future replacement staff.
There are 27 broadly identified services identified by the Department. Below is a
matrix that summarizes the number of services provided based on service type
and level of service. The listing of services is available in Attachment “A”.
Administration Basic Enhanced Optimum Total
Mandated 6 6 0 12
Core 5 10 0 15
Discretionary 0 0 0 0
Total 11 16 0 27
The technology available to the Department at this time is used extensively.
Technology is being widely utilized to reduce CCO involvement in hands -on more
cumbersome processes. CCO underwent an upgrade to the EDMS software,
Laserfiche, in late 2018, and are developing use of the new workflow capabilities
of batch processing records and managing records retention disposition. The
upgrade also offered us the ability to create a robust public portal of commonly
requested records for retrieval by staff and the public, reducing staff invo lvement
in responding to records requests by internal and external customers. We utilize
a web-based e-filing process for Form 700’s for the 125 filers of the City.
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We also use web based agenda and staff report software for the preparation and
dissemination of City Council meeting material. Council agenda and meeting
packets are seamlessly created in 10% of the time it took in paper form, which
represents an estimated annual return of $16,000 in value for staff time in the
City Clerk’s Office alone. City Staff and the public can also find the records they
need without delay, further adding to the benefit of adopting this technology.
There are additional needs to increase the service levels of the Department, as
follows:
Replacement software for web streaming and meeting management that
will reduce redundancies present in the current systems;
Contract management software, which may also be available as a feature
in the advanced Laserfiche version mentioned above;
Comprehensive Public Records Act request management software to
manage traditional PRA’s as well as email, phone & text message,
website and social media records in one repository.
WORM redundancy for Laserfiche to afford us the ability to utilize the
records destruction options of a Trusted System identified in our Records
Management Policy allowing us to digitize then then destroy the physical
record (city wide, not dept. specific)
Enhancing economic development activities and management through a
focused strategy. Current staff stepped up and has done a good job so far,
but with the limitations of Measure H, attracting large employers is now
constrained. Economic development needs more attention to secure the
community benefits of an enhanced local economy;
In reviewing potential alternative models or contracting out for coverage of
services, the roles in this Department are mostly dictated by the California
Government Code, and the work often cannot be offered outside of this
Department. There are a few alternative models that may be worth explori ng,
which are:
Contract for tasks identified in the comprehensive community
communication plan, supporting CEC;
Internalizing economic development initiatives to provide more direct
influence of the City in shaping the local economy; currently the city
contracts-out for this service
CONCLUSION
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There are significant challenges and limitations to the City’s service levels. Overall, the
City provides at least 281 broad categories of services. The population increase as
seen will likely continue into the future, increasing service demands. As will be
evidenced in upcoming discussions regarding the financial future of the City, it is evident
that the City cannot, in a way that is fiscally responsible, hire its way out of the capacity
shortage. It will need a combination and balance of:
1. Hire essential additional staff that maximize capacity of other staff, or are related
to the provision of mandated or critical core services;
2. Improve and implement technology solutions to maximize productivity of the
existing staff;
3. Provide training to help maximize use of time and resources to increase
efficiencies in executing the work of the City; and
4. Conduct a thorough exploration of alternative business models to provide the
same or similar services, while reducing the service demand where possible.
The City will not be able to restore that capacity immediately to meet all service demand
needs. However, by progressing in the above four areas, it will be possible to slowly
reduce the gap over time while creating a foundation for a sustainable city.
NEXT STEPS – PROPOSED STAFFING
This service levels report is intended to help provide background information of the
organizational challenges currently being worked on in order to meet the growing
service demand. It also provides insight as to the long-term impacts increasing service
levels could have on the City’s finances in the coming years.
As part of the budget process staff will be presenting budget proposals to address some
of the needs identified this year. Additionally, staff will be formulating a strategy with
measures to address and increase the service levels of the organization in the long-
term. Here is an outline of the proposed staffing that will be considered for the upcoming
budget cycle.
Mandated Positions by Federal or State Law
Police: Property Evidence Technician
This new position is to support the increased State mandates for production of
evidence relative to Public Records Requests. Effective January 1, 2019 Senate
Bill 1241 mandates that Police Departments release all records and evidence
relative to certain Police activities to include video evidence.
Effective July 1, 2019 Assembly Bill 748 requires Police Departments to make
videos in certain types of cases available to the public pursuant to a public
records request. This includes body camera video, mobile vehicle videos,
building videos, etc.
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These items cannot be released without redacting all information (including
videos) to protect the identities of witnesses and victims. The process of
redacting video evidence is time consuming and a single case can result in many
hours of video requiring such redaction. The redaction process takes many
hours of work to redact a single hour of video. The Police Department has
identified this as a critical need in order to meet these new unfunded State
mandates.
The creation of this new full time position is partially funded by eliminating an
existing part time Property Evidence Technician. The additional hours are
required to support new State mandates requiring the production of evidence
pursuant to public records requests. This position would be a part of the General
Fund.
Fiscal Impact:
Offsetting funding from the elimination of the Part Time Evidence Technician
would support the conversion of this position to full time.
Salary Range Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
-P/T Property/Evidence Technician
(Remove) $(38,285) $(38,285) $(39,414) $(39,414)
-Property/Evidence Technician (Add) $62,720 $78,200 $92,277 $128,494
Totals $24,435 $39,915 $52,863 $89,080
Public Works: Storm Water Compliance Specialist
The department of Public Works is responsible for program management of the
City’s municipal storm water program in compliance with the California Regional
Water Quality Control Board, National Pollutant Discharge Elimination System
Municipal Permit - NPDES (MS4 Permit). The municipal storm water program is
responsible for implementation of the permit requirements and conducting inter-
departmental training and coordination, preparation of MS4 Permit deliverables,
review and oversight of water quality and erosion control related projects, and
provide assistance to developers, industrial users and residents related to storm
water issues. With the increase in development, the department is struggling with
ensuring the timely inspection of storm water facilities constructed by developers,
quarterly inspection of large scale industrial sites, education and outreach to
stakeholders
Fiscal Impact:
Offsetting funding would come from dedicated revenues such as inspection fees,
water, sewer, gas tax, SB1. These are fees that are assessed based on the
City’s cost to provide service.
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Salary Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
Storm Water Compliance Specialist $81,828 $109,104 $117,262 $168,903
Enhanced Customer Service and Revenue Generating Economic Development
Administration: Deputy City Administrator – Economic Development
Broadly speaking, economic development is a concerted effort on the part of the
responsible governing body in a city or county to influence the direction of private
sector investment toward opportunities that can lead to sustained economic
growth.
According to the California Association of Local Economic Development
(CALED) most of California’s cities have a full program of economic development
services. Each year in the United States local governments collectively spend
$100B on incentives to attract, retain, and expand private industry. Most of the
growth in local economic development spending has occurred from the 90’s
through today. In that time, California communities have realized that local
government plays an essential role in local economic development.
In November 2018, Council identified seven guiding principles for Economic
Development initiatives that reaffirmed the City’s commitment to investing in the
economy. Establishing an internal staff member to coordinate economic
development activity is the approved best practice for ensuring consist ency of
economic development results over the long-term.
Currently Economic Development service is provided through a contract with the
Gilroy Economic Development Corporation. In order to realize the Council’s
vision more efficiently and better hold staff accountable, staff recommends
creating an Economic Development Division within the Administration
Department.
Having a Deputy City Administrator function in an economic development role at
the top of the organizational hierarchy will enable coordination and streamlining
of all departments involved in development activity.
Utilizing a Deputy City Administrator for this task also communicates the sincerity
and level of commitment that the City is applying towards improving economic
development and business friendliness efforts. Having a Deputy City
Administrator is also consistent with best practices in succession planning.
Fiscal Impact: Funding for staff can be offset by internalizing the existing
economic development contract expense.
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Salary Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
Deputy City Administrator $180,372 $221,460 $246,031 $315,731
Existing ED Budget Offset $(200,000) $(200,000) $(200,000) $(200,000)
Totals $(19,628) $21,460 $46,031 $115,731
One-Stop Development Center: 1 Development Tech, 2 Planners (Term),
and 1 Engineer (Term)
A one-stop development center is a facility where business persons can go to
obtain the licenses and permits needed to start-up, operate, and expand their
facilities. These centers improve the local business environment while reducing
the number of separate agencies and departments a business must apply to for
various licenses and permits, saving public and private time and financial
resources.
Creation of a one-stop development center would serve as a welcome center to
the development community. The new development center is anticipated to
provide a positive customer experience, where all development and construction
needs can be addressed at one location. Developers benef itting from this
experience include shopping center and hotel developers as well as homeowners
pursuing single family remodels. One-stop development permit centers are a
best practice in promoting job creation and wealth-importing economic
development projects.
Fiscal Impact: Offsetting funding would come from dedicated revenues such as
inspection fees, water, sewer, gas tax, SB1. These are fees that are assessed
based on the City’s cost to provide service.
Salary Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
Engineer 2 (3-Year Term) $ 99,312 $ 124,020 $ 140,123 $ 188,405
Planner 1 #1 (3-Year Term) $ 81,384 $ 101,640 $ 116,682 $ 159,143
Planner 1 #2 (3-Year Term) $ 81,384 $ 101,640 $ 116,682 $ 159,143
Office Assistant 1 (Remove) $ (46,166) $ (57,650) $ (70,634) $ (101,627)
Development Technician (Add) $ 65,388 $ 81,660 $ 95,767 $ 133,020
Totals $ 281,302 $ 351,310 $ 398,620 $ 538,084
Public Works: Geographic Information Services Technician
The City recently completed an IT strategic planning process. All areas involving
technology were reviewed and recommendations have been made on the areas
that can be improved. The steering committee has identified that the City lacks a
robust GIS program and address information is not currently in a form that would
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allow for online self-service to be implemented. Further, significant obstructions
to automating service demand include the lack of a useful Geographic
Information System (GIS), and regularly updated high -resolution aerial photos to
support such automation technology. These serve as the baseline data by which
direction to potential applicants can be provided, and also support staff’s
recommendations to decision-makers. Upgrades to technology and GIS functions
would tremendously improve staff efficiencies in the day-to-day operations
across the organization.
Fiscal Impact: Offsetting funding would come from dedicated revenues such as
inspection fees, water, sewer, gas tax, SB1. These are fees that are assessed
based on the City’s cost to provide service.
Salary Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
GIS Technician $ 62,220 $ 77,700 $ 91,625 $ 121,398
Quality of Life Program
Code enforcement, Pubic Safety, and Economic Development go hand-in-hand.
Improving the aesthetic and responding to quality of life calls for service provides a
return on investment through increased and sustained property values. When properties
are well maintained and public spaces are safe it creates an environment that attracts
investment. The City can focus on inducing revenue by enhancing services in this area.
Police: Quality of Life Task Force (Two Full Time Police Officers)
The addition of two full time Police Officers would allow for the implementation of
a full time 2-Officer team assigned to Quality of Life Crimes and Homelessness
issues.
Fiscal Impact: Currently, Council has authorized $50,000 in additional overtime to
pay for one 5-hour deployment by two officer assigned to address quality of life
crimes. This $50,000 could be used for part of these full time salaries and would
increase these efforts from 5 hours per week to 40 hours per week.
Salary Range Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
-Police Officer #1 $99,575 $121,032 $158,415 $206,055
-Police Officer #2 $99,575 $121,032 $158,415 $206,055
-Offset current overtime allocation $(50,000) $(50,000) $(50,000) $(50,000)
Totals $249,150 $292,064 $366,830 $462,110
Community Development: Quality of Life - Code Enforcement Officer
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The Code Enforcement team serves as the front line support for neighborhood
and community quality of life issues. Code Enforcement is a vital aspect of
Economic Development and helps enforce our local laws related property
upkeep. Code Officers are typically relied on to make sure that buildings and
properties are maintained sufficiently to sustain safe, healthy living conditions for
residents and businesses which in turn helps maintain property values.
Fiscal Impact: Offsetting funding can come from eliminating two part-time code
officer positions.
Salary Range Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
P/T Code Enforcement Officer #1
(Remove) $(55,874) $(55,874) $(57,522) $(57,522)
P/T Code Enforcement Officer #2
(Remove) $(55,874) $(55,874) $(57,522) $(57,522)
Code Enforcement Officer (Add) $81,384 $101,640 $116,682 $159,143
Totals $(30,364) $(10,108) $1,637 $44,098
Maintain Service Levels
In order to effectively address service demand resulting from increased
infrastructure development activity, to efficiently utilize new funding sources for
capital projects, and to meet council’s goal of improved customer service, the
department of Public Works is requesting the addition of 7 new positions and
reclassification of one position in the upcoming budget cycle. While these
positions will significantly increase the department’s ability to provide services
and meet customer expectations, they will have minimal impact on the General
Fund as discussed below.
Over the last 10 years, the city of Gilroy has grown by more than 20% and added
a significant amount public infrastructure. Moreover, the city is expected to grow
at an average rate of 3-4% per year (according to the Metropolitan
Transportation Commission) in the next few years. On the other hand, the level
of staffing at the city government has remained at or below 2008 levels creating a
gap in the type, amount and quality of service the Public Works department is
providing to the community. The following are some examples of existing and
anticipated gaps in service caused by limited staffing levels and the requested
staffing to effectively address the service gap:
Public Works: Two Utilities Maintenance Workers –Streets/ Wastewater/
Trees
Sewer line cleanings – the Public Works department maintains more than 180
miles of sewer lines ranging in size from 2”-48” diameter, which increased by 8%
over the last 10 years. In order to prevent clogging and undue spills, the EPA
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recommends cleaning approximately a third of all sewer lines every year, with
more focus on older lines. In addition, manhole inspection and smoke testing of
the lines is recommended to be performed on 20% of the manholes and 8 % of
the system respectively in order to assess susceptibility to leak and infiltration.
However, due to staffing and equipment limitations, the department is performing
a fraction of what is recommended as best practice.
Local streets maintenance – the city currently maintains more than 270 lane
miles of road, which increased by about 10% since 2008. Thanks to council
approval of one time monies, the department received funding for the purchase
of paving equipment and materials in 2017. In addition, the city is expected to
receive more than $2,000,000 annually from SB-1 and Measure B funding
sources for street repair projects, a portion of which will be allocated for minor
repair and maintenance activities on local streets. However, given the limited
staffing in the Streets/Wastewater/Trees section, the department will be unable to
spend sufficient amount of effort on sealing cracks, minor dig outs and patching
of potholes. With additional staffing, the department can more effectively
implement the Local streets paving program that was approved by council in the
last budget cycle and take full advantage of the newly available funding sources.
Cleaning of storm drain inlets- currently the city is responsible for maintaining
more than 2000 drainage inlets which need to be cleaned at regular frequency.
At this time, this is done based on reported issues and/or known problem areas.
Public Works: Two Utilities Maintenance Workers – Water
Hydrant flushing – The city maintains more than 150 miles of water main (an
increase of more than 17% over ten years) and more than 2000 fire hydrants
(which has increased by more than 30% over the past ten years). Hydrant
flushing is the quick release of water from fire hydrants for a limited time, which is
vital to ensure adequate water flow is available for firefighting and helps maintain
the City’s water clarity and quality by clearing iron and mineral deposits from the
water mains. The best practice is to flush all hydrants o nce a year, preferably
twice a year. However, due to the limited staffing, this activity is not taking place
on a regular schedule.
Valve Exercising – Exercising of water distribution valves is intended to
systematically locate and exercise water valves to ensure that they function
properly, thereby reducing potential leaks and damage from defective valves.
Due to staffing limitations, the water section has been performing exercising of
valves only on as needed basis.
Water meter upgrades – the city has more than 14, 900 metered services (which
is an increase of more than 16% from ten years ago). The water section has
undertaken an Advanced Metering Infrastructure (AMI) project to convert all
water meters so they can be read remotely and help the department track use
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and identify any water conservation issues in a timely fashion. This will help the
city comply with mandated water conservation goals.
Steel line replacement – there are more than 450 steel service lines that need to
be replaced with in the next 10 years in order to comply with a state mandate that
requires all steel service lines with potential lead linings completely removed out
of the distribution system, starting with a replacement plan that will be submitted
before July 2020. Again, with the limited staffing in the department, this work is
being performed intermittently and on overtime basis when staff is available.
It is requested that two Maintenance Worker I positions be approved for the
water section.
Public Works: Engineer 2 for CIP /Transportation and Engineer Technician
Inspector
In general, the limited staffing in the two sections discussed above results in
delayed response times to service requests and repairs and at times deferred
maintenance activities. It is important to note that the Maintenance Worker
positions will be fully funded out of utility enterprise funds.
In part due to the great recession which had persisted over the years, the city
has deferred maintenance and rehabilitation of various infrastructure. With
council’s approval of capital investment intended to improve our water, sewer
and transportation system and city facilities, the department of public works has
undertaken several CIP projects. In addition, the Road Maintenance and
Rehabilitation Act of 2016 (SB-1) and Santa Clara county sales tax measure of
2016 (Measure B) are expected to provide much needed transportation funding
totaling approximately $2,000,000 annually.
The CIP section of the Engineering Division consists of one senior Engineer and
one Junior Engineer, supported by an on-call consultant project manager for
specific projects on limited time basis. This staffing is nowhere close to the level
and type of expertise needed to plan, design and manage pavement
rehabilitation and utility improvement projects in an efficient and timely manner.
In addition, using consultant support on a long term basis will cost the city more
money compared to hiring staff with similar experience level, on a limited term
basis.
Given the temporary nature of capital project delivery, It is requested that one
Engineer I/II position be approved for a limited term of three years. Funding
would come from dedicated revenues such as inspection fees, water, sewer, gas
tax, SB1. These are fees that are assessed based on the City’s cost to provide
service.
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Fiscal Impact: Offsetting funding would come from dedicated revenues such as
inspection fees, water, sewer, gas tax, SB1. These are fees that are assessed
based on the City’s cost to provide service.
Salary Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
Engineer 2 (CIP/Transportation) $99,312 $124,020 $140,123 $188,405
Engineering Technician Inspector 1 $64,106 $80,054 $103,625 $124,478
Maintenance Worker 1 #1 $52,536 $69,444 $78,962 $117,040
Maintenance Worker 1 #2 $52,536 $69,444 $78,962 $117,040
Maintenance Worker 1 #3 $52,536 $69,444 $78,962 $117,040
Maintenance Worker 1 #4 $52,536 $69,444 $78,962 $117,040
Totals $373,562 $481,850 $559,596 $781,043
Administration: Community Engagement Manager
The Administration Department includes the Community Engagement Office.
With the retirement of the Public Information Officer, staff is proceeding to revise
the classification to match more current trends in public information and
community engagement. The role of communications and public information has
changed significantly over the past ten years. For instance social media did not
exist. Residents expect a higher level of input and engagement. Recognizing this
need, the City Council establish a community engagement mindset to connect
with citizens and be more inclusive.
Authentic public engagement is a highly inclusive problem -solving approach
through which regular citizens deliberate and collaborate on c omplex public
problems. Rather than relegating people to the sidelines, it invites them to join
the public dialogue surrounding a problem and provides them the tools to do so
productively. As a result, leaders know where the public stands as problem
solving progresses, while citizens themselves contribute to solutions through
their input, ideas and actions. In recent budget cycles the City undertook a
reorganization of the Public Information Office to reflect the new mindset.
Staff is seeking to convert the former position into a Community Engagement
Manager. In surveying comparison cities regarding compensation, the City’s
current salary schedule for this position is noticeably on the low end of the
spectrum. It is important to maintain institutional memory and retain high quality
candidates.
Fiscal Impact: The City’s Cost allocation plan would help offset some of the
expense.
4.A
Packet Pg. 55
Salary Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
Community Engagement Coordinator (Remove) $(81,828) $(109,104) $(117,262) $(168,903)
Community Engagement Manager (Re-class) $112,836 $150,468 $157,728 $222,909
Totals $31,008 $41,364 $40,466 $54,006
Finance: Information Technology Manager
During the staffing reductions that occurred with the Great Recession in 2008,
Information Technology was reduced to a level of staffing to where a standalone
department no longer made sense organizationally. Information Technology was
moved to be a division within the Finance Department. St affing levels were
reduced from seven to three, though only two IT staff supported technology
operations in 2011 and 2012. Currently the IT Division has four positions
budgeted, including the IT Manager.
The IT Strategic Plan (ITSP) makes a number of recommendations that
encourage making the organization change of relocating Information Technology
out of the Finance Department. The primary recommendation, for the City to
establish a formal IT advisory committee composed of department heads under
the direction of the City Administrator, would ideally include an Information
Technology Director. This would bring the right staff at the appropriate level for
overall information technology governance. It was also noted in the IT
Assessment Report that there were concerns that Finance receives priority
assignment of technology resources with IT as a division of Finance. While we
make every effort to prioritize work equally across departments, a standalone IT
Department should also help with this perception.
Fiscal Impact: The City’s Cost allocation plan would help offset some of the
expense.
Salary Total Employer Cost
Position Title Minimum Maximum Minimum Maximum
IT Manager (Remove) $(112,836) $(150,468) $(157,745) $(222,931)
IT Director (Re-class) $153,516 $206,172 $210,917 $295,742
Totals $40,680 $55,704 $53,172 $72,811
Attachments:
1. Identified Services Index
4.A
Packet Pg. 56
Identified Services Index
ID#Department Service Provided Type of
Service
Service
Level
1 Administration Oversight of Economic Development Core Basic
2 Administration Release and Manage Public Communications Core Basic
3 Administration Advisor to Council on Government Operations Core Enhanced
4 Administration Monitoring and Execution of Strategic Plan Core Enhanced
5 Administration Public relations in community meetings Core Enhanced
6 Administration Director of Emergency Services role Mandated Basic
7 Administration Monitoring and Execution of City budget Mandated Basic
8 Administration Supervision of day-to-day operations Mandated Basic
9 City Clerk
Management of City Board, Committee and
Commission (Policy Body) Records Maintenance
and Recruitment Initiatives
Core Basic
10 City Clerk Administrator of Council Meeting System Core Enhanced
11 City Clerk Management of City Records Program Core Enhanced
12 City Clerk Support to the Gilroy Open Government Commission Core Enhanced
13 City Clerk Website Maintenance - Public Information Core Enhanced
14 City Clerk Elections Official Mandated Basic
15 City Clerk Fair Political Practices Commission Officer/Official Mandated Basic
16 City Clerk Processing Subpoenas and Claims and
Administering Oaths Mandated Basic
17 City Clerk Council Agenda and Packet Preparation Mandated Enhanced
18 City Clerk Management of all Council Ordinances and
Resolutions Mandated Enhanced
19 City Clerk Management of the Gilroy City Code of Ordinances Mandated Enhanced
20 City Clerk Minutes Preparation Mandated Enhanced
21 City Clerk Preparation of Legal Public Notices Mandated Enhanced
22 City Clerk Public Records Request Maintenance Mandated Enhanced
23 Community
Development
Review and Comment on Engineering Applications
(Parcel Map, Final Map, Improvement Plans, etc.)Core Basic
24 Community
Development Inspections of Tract Improvements Core Basic
25 Community
Development
Implementation of the City's Hazardous Materials
Storage Ordinance Core Basic
26 Community
Development Grants Management Core Basic
27 Community
Development Public inquiries Core Basic
28 Community
Development BMR Portfolio Management (HouseKeys)Core Enhanced
29 Community
Development DRG meetings with potential applicants Discretionary Basic
30 Community
Development Homeless Outreach Discretionary Enhanced
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31 Community
Development Management of Cherry Blossom Apartments Discretionary Enhanced
32 Community
Development
Establish & maintain public relations with
development community stakeholders Discretionary Enhanced
33 Community
Development Plan Review of Fire Code Required Permits Mandated Basic
34 Community
Development Inspection of Fire Code Required Permits Mandated Basic
35 Community
Development Scheduling of inspections Mandated Basic
36 Community
Development Issuance of Fire Code Required Permits Mandated Basic
37 Community
Development Plan review of Building Code Required Permits Mandated Basic
38 Community
Development Inspection of Building Code Required Permits Mandated Basic
39 Community
Development Issuance of Building Code Required Permits Mandated Basic
40 Community
Development
Investigation of Complaints of Fire or Building
Hazards Mandated Basic
41 Community
Development Administration of Fire W orks Permits Mandated Basic
42 Community
Development
Response to spills into the street, storm drain, soil
and private property Mandated Basic
43 Community
Development
Management of Documentation of Permits, Plan
Reviews and Inspections Mandated Basic
44 Community
Development Issuance of Invoices for permits Mandated Basic
45 Community
Development
Review and Comment on Planning Applications (
A&S, CUP, TUP, TM, EIR, NEG DEC, etc.)Mandated Basic
46 Community
Development
Implementation of the State CUPA Program ( Title
27 CAC)Mandated Basic
47 Community
Development
Implementation of the Pretreatment Program in
Conformance with the W DR for the SCRW A Plant Mandated Basic
48 Community
Development
Implementation of Components of the City’s Storm
Water Management Program under its MS4 Permit.
Including Public Education, Illicit Discharge
Identification, Response and Elimination.
Mandated Basic
49 Community
Development
Administration of Solid W aste and Recycling Laws
and Grants Mandated Basic
50 Community
Development Business License Review Mandated Basic
51 Community
Development Administration of Adopted Building Codes Mandated Basic
52 Community
Development Enforcement of Adopted Building Codes Mandated Basic
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Packet Pg. 58 Attachment: Identified Services Index (2009 : Operational Capacity)
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53 Community
Development Administration & Enforcement of Ordinances Mandated Basic
54 Community
Development
Administration & Enforcement of Federal & State
Laws Mandated Basic
55 Community
Development
Implementation & Enforcement of the California
Environmental Quality Act Mandated Basic
56 Community
Development
Ordinance updates and implementation of new
statutes affecting development review Mandated Basic
57 Community
Development Administration of HUD, CDBG and HTF programs Mandated Basic
58 Community
Development Implementation of General Plan policies and goals Mandated Basic
59 Community
Development
Review of construciton plans for compliance with
development approvals Mandated Basic
60 Community
Development Special Event Review Mandated Enhanced
61 Community
Development Enforcement of vending and unlicensed businesses Mandated Optimum
62 Community
Engagement Answering/Routing Resident Inquiries Core Basic
63 Community
Engagement Broadcasting Public Meetings Core Basic
64 Community
Engagement Community Engagement Project Plans Core Enhanced
65 Community
Engagement Emergency Messaging Core Enhanced
66 Community
Engagement
Messaging and Communications of City Events,
News, and Programs. Core Enhanced
67 Facilities Preventative Maintenance Core Basic
68 Facilities Emergency Repairs Core Basic
69 Facilities Plumbing issues Core Basic
70 Facilities Providing Keys to new employees Core Basic
71 Facilities Janitorial Services Core Basic
72 Facilities Building Maintenance and repairs Core Basic
73 Facilities Automatic door maintenance Core Basic
74 Facilities Roof maintenance and inspection Core Basic
75 Facilities Vandalism repairs at Parks Core Basic
76 Facilities Office renovations Core Basic
77 Facilities Facility Inspections Core Basic
78 Facilities Light bulb/ballast replacement Core Basic
79 Facilities Facility setups for meetings Core Basic
80 Facilities Electrical maintenance Core Basic
81 Facilities Air conditioning maintenance Core Basic
82 Facilities Building furniture Core Enhanced
83 Facilities Downtown tree light maintenance/repairs Discretionary Enhanced
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84 Facilities Quarterly fire inspections Mandated Basic
85 Facilities Storm water inspections and maintenance Mandated Basic
86 Finance Utility Billing Core Enhanced
87 Finance Leases Discretionary Enhanced
88 Finance Grants Discretionary Optimum
89 Finance Business License Mandated Basic
90 Finance Payroll Mandated Basic
91 Finance Accounts Payable Mandated Basic
92 Finance Accounts Receivable Mandated Basic
93 Finance Budgeting Mandated Basic
94 Finance Accounting Mandated Basic
95 Finance Internal Controls Mandated Basic
96 Finance Audit Services Mandated Basic
97 Finance Purchasing/Bids Mandated Basic
98 Finance Alarm Billing Mandated Basic
99 Fire Fire & rescue responses Core Basic
100 Fire Public service calls Core Basic
101 Fire Public education events Core Basic
102 Fire Paramedic service Core Basic
103 Fire Ambulance response Core Basic
104 Fire Company inspections: businesses Core Enhanced
105 Fire Automatic Aid Agreements Discretionary Basic
106 Fire Master Mutual Aid Agreements Discretionary Basic
107 Fire AED/PAD Program Discretionary Enhanced
108 Fire Emergency response bike team Discretionary Optimum
109 Fire Community CPR Discretionary Optimum
110 Fire Strike Team Deployment Discretionary Optimum
111 Fire EMS responses Mandated Basic
112 Fire Company inspections: schools & apartment Mandated Basic
113 Fleet PM Inspections Core Basic
114 Fleet Defect Repairs Core Basic
115 Fleet Annual Smog Checks (gas)Mandated Basic
116 Fleet Annual Opacity Testing (diesel)Mandated Basic
117 Fleet Monthly Inspections, Fuel Station Mandated Basic
118 Fleet Hazardous W aste Storage and removal Mandated Basic
119 HR EPA Tracking Core Basic
120 HR Bill Processing Core Basic
121 HR HR Action Forms/Payroll Change Processing/ New
Hire processing Core Basic
122 HR HR File Maintenance/Employee Data Core Basic
123 HR Employee Exit Meetings Core Basic
124 HR Employee Training (LCW , Concern, training grants,
leadership academy, supervisory/lead worker, etc.)Core Enhanced
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Identified Services Index
125 HR Customer Service (internal and external)Core Enhanced
126 HR Recruitment Services Core Enhanced
127 HR Employee Relations Core Enhanced
128 HR Benefits Administration Core Enhanced
129 HR Advisory services to managers and supervisors Core Enhanced
130 HR Participation in Professional Organizations - LCC,
SCCHRD, LABM, NorCal, etc.Discretionary Enhanced
131 HR Health and W ellness Fair Discretionary Optimum
132 HR FMLA Mandated Basic
133 HR COBRA Mandated Basic
134 HR ACA Mandated Enhanced
135 HR Work Comp Mandated Enhanced
136 HR Open Enrollment Mandated Enhanced
137 HR New Hire Orientation (some elements mandatory)Mandated Enhanced
138 HR Employee Training (Safety, AB1825, CPR, etc.)Mandated Enhanced
139 HR Risk Management Mandated Enhanced
140 HR DOJ Tracking Mandated Enhanced
141 HR Labor Negotiations/Labor Relations Mandated Enhanced
142 HR Personnel Commission Mandated Enhanced
143 IT Network and System Administration Core Basic
144 IT Application Administration Core Basic
145 IT PC Desktop Management and Support Core Basic
146 IT Telecommunication Services Administration Core Basic
147 IT Security Administration Core Basic
148 IT Database Administration Core Basic
149 IT Website Core Enhanced
150 IT Mobile Device Management Discretionary Enhanced
151 Police Anti-Crime Team (ACT)Core Enhanced
152 Police Traffic Enforcement Core Enhanced
153 Police Crime Analysis Core Enhanced
154 Police Graffiti Abatement Core Enhanced
155 Police Jail Facilities Core Enhanced
156 Police School Resource Officers Core Enhanced
157 Police Youth Services/Community Programs Discretionary Optimum
158 Police Bicycle Patrol Discretionary Optimum
159 Police Mounted Unit Discretionary Optimum
160 Police SW AT Team Discretionary Optimum
161 Police Canine Officers Discretionary Optimum
162 Police Hostage Negotiations Team (HNT)Discretionary Optimum
163 Police Community Police Academy Discretionary Optimum
164 Police Chaplaincy Program / CISD Team Discretionary Optimum
165 Police Volunteers (VIP's, W OW , Explorers)Discretionary Optimum
166 Police Police Patrol / Emergency Response Mandated Basic
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167 Police 911 Communications Mandated Basic
168 Police Records Management Mandated Basic
169 Police Animal Control Mandated Basic
170 Police Property & Evidence Processing Mandated Basic
171 Police Detectives/Investigations Mandated Basic
172 Public W orks Preventative Maintenance Core Basic
173 Public W orks Emergency Repairs Core Basic
174 Public W orks Plumbing issues Core Basic
175 Public W orks Providing Keys to new employees Core Basic
176 Public W orks Janitorial Services Core Basic
177 Public W orks Building Maintenance and repairs Core Basic
178 Public W orks Automatic door maintenance Core Basic
179 Public W orks Roof maintenance and inspection Core Basic
180 Public W orks Vandalism repairs at Parks Core Basic
181 Public W orks Office renovations Core Basic
182 Public W orks Facility Inspections Core Basic
183 Public W orks Light bulb/ballast replacement Core Basic
184 Public W orks Facility setups for meetings Core Basic
185 Public W orks Electrical maintenance Core Basic
186 Public W orks Air conditioning maintenance Core Basic
187 Public W orks PM Inspections Core Basic
188 Public W orks Equipment Purchase and surplusing Core Basic
189 Public W orks Defect Repairs Core Basic
190 Public W orks Tree Services (trimming, removals, stump grinding,
root pruning, inspections, etc.…)Core Basic
191 Public W orks USA/General Complaints Core Basic
192 Public W orks Pavement Maintenance Core Basic
193 Public W orks Signs and Marking Core Basic
194 Public W orks Weed Abatement Core Basic
195 Public W orks Shopping Cart Pick-up Core Basic
196 Public W orks Graffiti Removal Core Basic
197 Public W orks Illegal Dumping/Trash Pick-up Core Basic
198 Public W orks Engineering and other Dept. Requests Core Basic
199 Public W orks Softball game field prep core Basic
200 Public W orks Vandalism repair and reporting Core Basic
201 Public W orks Daily Restroom care and repairs Core Basic
202 Public W orks Contract basic City-wide landscape maintenance Core Basic
203 Public W orks Staff non-contract site & day Landscape
Maintenance Core Basic
204 Public W orks Gen park-landscape facility care and repairs Core Basic
205 Public W orks Park and landscape facility district inspect.Core Basic
206 Public W orks Park Reservation and special event support Core Basic
207 Public W orks Park recreation program support Core Basic
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208 Public W orks Water mgmt. and backflow inspect-repair Core Basic
209 Public W orks Landscape plan check and site inspections Core Basic
210 Public W orks Daily park access gate control Core Basic
211 Public W orks Hydrant Flushing Core Basic
212 Public W orks Valve Exercising Core Basic
213 Public W orks Large meter testing/replace Core Basic
214 Public W orks Flush Blow offs Core Basic
215 Public W orks Hydrant Painting Core Basic
216 Public W orks Meter reading maintenance Core Basic
217 Public W orks Steel Service Replacement Core Basic
218 Public W orks Commercial Hydrant Upgrade Core Basic
219 Public W orks City Hall Tech/Customer Service Core Basic
220 Public W orks Plan checking Core Basic
221 Public W orks Tract inspections Core Basic
222 Public W orks Emergency main/service leak repairs Core Basic
223 Public W orks Encroachment Permits Core Basic
224 Public W orks Business License Applications Core Basic
225 Public W orks Review and Approve Encroachment Permits Core Basic
226 Public W orks Maintenance of Traffic Signals and Streetlights Core Basic
227 Public W orks Annual Striping Maintenance Program Core Basic
228 Public W orks Pavement Management Program Core Basic
229 Public W orks BPAC liaison and support Core Basic
230 Public W orks Weed Abatement Core Basic
231 Public W orks Engineering and other Dept. Requests Core Basic
232 Public W orks Building furniture Core Enhanced
233 Public W orks Sidewalk Repair Program Core Enhanced
234 Public W orks Stop W arrant Analysis Core Optimum
235 Public W orks Delivering Grant-funded capital projects Discretionary Basic
236 Public W orks Delivering Locally-funded capital projects Discretionary Basic
237 Public W orks Delivering Grant-funded non-capital projects Discretionary Basic
238 Public W orks Nightly security patrol Discretionary Basic
239 Public W orks Park-Landscape projects and improve In-house Discretionary Basic
240 Public W orks Parking Management Discretionary Basic
241 Public W orks Downtown tree light maintenance/repairs Discretionary Enhanced
242 Public W orks Neighborhood Traffic Management Program Discretionary Optimum
243 Public W orks Traffic Signal interconnect Discretionary Optimum
244 Public W orks Safe Route to School Traffic analysis Discretionary Optimum
245 Public W orks Sanitary Sewer Line Cleaning Mandated Basic
246 Public W orks Quarterly fire inspections Mandated Basic
247 Public W orks Storm water inspections and maintenance Mandated Basic
248 Public W orks Annual Smog Checks (gas)Mandated Basic
249 Public W orks Annual Opacity Testing (diesel)Mandated Basic
250 Public W orks Monthly Inspections, Fuel Station Mandated Basic
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251 Public W orks Hazardous W aste Storage and removal Mandated Basic
252 Public W orks Sanitary Sewer Line Cleaning Mandated Basic
253 Public W orks Inlet Cleaning and Outfall Inspections Mandated Basic
254 Public W orks Leaf Removal Mandated Basic
255 Public W orks Sewer Repairs Mandated Basic
256 Public W orks Corporation Yard Clean-up, to comply with our Storm
Water Permit Mandated Basic
257 Public W orks Street Sweeping Mandated Basic
258 Public W orks Sports field care, maintenance, repairs Mandated Basic
259 Public W orks Playground inspections Mandated Basic
260 Public W orks Ladnscape Contract Management (inspection,
coordination)Mandated Basic
261 Public W orks Daily Gen public use readiness health-safety Mandated Basic
262 Public W orks Well/Booster/Reservoir maintenance Mandated Basic
263 Public W orks Backflow Prevention Program Mandated Basic
264 Public W orks Safety Training Mandated Basic
265 Public W orks Water Quality testing Mandated Basic
266 Public W orks Purchasing Mandated Basic
267 Public W orks Storm water program administration Mandated Basic
268 Public W orks Regulatory signs maintenance and installation Mandated Basic
269 Public W orks ADA Curb ramp transition program Mandated Optimum
270 Recreation Assist customers with the reservation of public
facilities and parks Discretionary Enhanced
271 Recreation Organize and facilitate special community-wide
events Discretionary Enhanced
272 Recreation Recruit and administer city-wide volunteer efforts Discretionary Enhanced
273 Recreation
Provide homework assistance, pro-social activities,
mentorship opportunities and exposure to high
education to at-risk youth
Discretionary Enhanced
274 Recreation Develop partnership w/ external agencies Discretionary Enhanced
275 Recreation Create and distribute seasonal activity guide three
times a year Discretionary Enhanced
276 Recreation Promote recreation programs, classes, and special
events via social media efforts Discretionary Enhanced
277 Recreation Support the South County Youth Task Force efforts
in East Gilroy Discretionary Enhanced
278 Recreation Provide recreational programs Discretionary Enhanced
279 Recreation Facilitate art & cultural activities Discretionary Enhanced
280 Recreation Register customers for programs/classes Discretionary Enhanced
281 Recreation Provide positive alternatives for at risk youth Discretionary Enhanced
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