Loading...
HomeMy WebLinkAboutMINUTES - 04171990 - 2.1 h 1 2. 1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on April 17, 1990, by the following vote: AYES: Supervisors Powers, Schroder, McPeak, Torlakson, Fanden NOES: None ABSENT: None ABSTAIN: None SUBJECT: Improvement of Services in the Building Inspection, Community Development and Public Works Departments The Board on April 10, 1990, continued to this day its consideration of the report of the County Administrator dated April 10, 1990, on the improvement in services in the Building Inspection, Community Development and Public Works departments and the report dated April 9, 1990, of the Economic Progress Committee (Supervisors Powers and Schroder) on the organizational placement of economic activities. A copy of the referenced reports is attached and included as a part of this document. Jim Hicks, Business Agent, AFSCME, Local 2700 and 512 , requested that his membership be permitted to be a part of the team in reviewing and recommending on organizational issues. Dean P. La Field, Building Industry Association of Northern California, 2641 Crow Canyon Road, San Ramon 94583, submitted amendments and additional recommendations to the reports noted above and requested that his Association be allowed the opportunity to submit the name of two members to serve on the Review Committee. All persons desiring to speak were heard. Board members discussed the recommendations of the County Administrator and the testimony presented this day. At the conclusion of the discussion, the Board took the following actions: 1. APPROVED the recommendations of the County Administrator as presented in his report; 2 . APPROVED in concept the creation of an Environmental Management Agency; 3 . DIRECTED the County Administrator to provide further information to the Board relative to issues raised this day, including the establishment of an advisory committee consisting of County staff and representatives of the public and the building industry. 1 hereby certify that this Is a ince and=Vd Dopy of an action taken and entered on the Mh1Y1N of-ft Board of SuperyIsors on the date ahogm. ATTESTED: PHIL BATCHELOR,Clerk of the board of Supervisors and countyAdminlatrator By 4 Deputy cc: Building Inspection Community Development Public Works Building Industry Assoc. TO: BOARD OF SUPERVISORS SE Contra FROM: Phil Batchelor, County Administrator f Costa p1• `z DATE: April 10, 19 9 0 County S T'9 l'(1UY•�I SUBJECT: IMPROVEMENT OF SERVICES IN. THE BUILDING INSPECTION, COMMUNITY DEVELOPMENT AND PUBLIC WORKS DEPARTMENTS SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: A. It is recommended that the Board of Supervisors approve the following actions in order to facilitate the productivity and enhanced efficiency of the County' s operations in the area of Community Development, Public Works and Building Inspection and direct the County Administrator to hold weekly meetings with the appropriate department heads to facilitate the completion of the actions contained below and provide status reports to the Board of Supervisors every 30 days until the desired actions have been accomplished. 1. Direct the Building Inspection, Community Development and the Public Works Directors, in coordination with the County Administrator, to simplify the written instructions for applications and permits to improve public understanding. These instructions shall be prepared by July 1. 2. Direct the Building Inspection, Community Development and the Public Works Directors, in coordination with the County Administrator, to design a flow chart illustrating the various steps in processing both applications and permits to aid public understanding. The flow chart shall be prepared by July 1. 3. Direct the Building Inspection, Community Development and the Public Works Directors, in coordination. with the County Administrator, to compile a comprehensive schedule of fees to be included with the application and permit instructions. The schedule shall be prepared by May 15 . CONTINUEDONATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON APPROVED AS RECOMMENDED OTHER I -2- 4 . Authorize the County Administrator to establish a Review Committee which would review and recommend, to the appropriate Departments, matters involving application and permit processing, fee changes and code changes. The Committee . shall be composed of developers, representatives of the public, and staff from the Building Inspection, Community Development and Public Works Departments. The Committee will be established May 15 . 5. Direct the Community Development Director to periodically deploy outreach planners to provide citizens ready access to staff on large or controversial developments. The deployment decision shall be based on criteria established jointly by the County Administrator and Community Development Director. The program shall be implemented by June 15 . 6. Direct the Building Inspection, Community Development and Public Works Directors to formulate an expanded pre-application review procedure for developers. This review procedure shall target small developers, include representatives from the three Departments, and be finalized by May 15. 7 . Direct the County Administrator, in conjunction with the three Departments, to determine the feasibility of establishing an ombudsperson position designed to provide interagency linkages to complex problems by May 15 . The responsibilities of the position would include suggesting how policies and procedures can be revised to avoid future problems. 8. Reaffirm the policy that contracting for staff should be utilized to avoid service delays and provide specialized skills not available within the Departments. 9 . Direct the County Administrator, in conjunction with the Directors of Building Inspection, Public Works and Community Development, to prepare interim and permanent plans for the creation of a center for processing development applications and permits. This facility shall house staff from the Building Inspection, Community Development, Public Works and Health Services Department. The plan shall include a program to streamline the processing of applications and permits with Special Districts. The interim plan shall be formulated by July 1 and a permanent plan within one year. -3- 10. Direct the County Administrator, in conjunction with the three Departments, to identify the specific data processing needs of the Community Development Department by July 1. The needs assessment will include the cost of necessary hardware and software, the utility of networking personal computers within the Department and with other departments. The report shall include a financing plan. 11. Direct the Community Development and Public Works Directors, in concert with the County Administrator, to improve the application tracking system. Revisions to the system shall provide greater specificity, interface Departmental activities, provide more timely information, and allow for easier access to professional and clerical staff. A new system shall be designed by July 1. 12. Direct the County Administrator to immediately implement the reorganization of the transportation planning units within the Community Development and Public Works Departments as indicated in Attachments Al, A2 , and A3 . The reorganizations will clarify the shared responsibilities of both Departments in an effort to: A. improve the coordination of activities B. improve the synchronization of priorities C. enhance the handling of environmental impact reports D. facilitate compliance with growth management requirements The County Administrator will prepare a report by May 15 on the specific job classifications for any new 'positions identified in these reorganizations. The distribution of tasks between the Community Development and Public Works Departments, included as Attachment A-3 , will be subject to additional review once the reorganized transportation planning units become operational. 13 . Direct the County Administrator to create an Advisory Committee to review how land development fees should be distributed among the various Departments. The Committee will also design a "premium service" fee structure under which clients desirous of accelerated services will pay increased fees, without impacting services provided to other clients. The Committee will be composed of representatives from the Building Inspection, Community Development, Public Works Departments and the Auditor, Administrator and County Counsel Offices. Initial recommendations shall be submitted to the Board by July 1. -4- 14. Direct County Administrator and the Community Development and Public Works Directors to prepare a policy for vigorous staff review and comment on environmental impact reports on developments in cities and other jurisdictions. This policy shall be submitted to the Board of Supervisors by June 15. 15. Direct the Community Development Director to accelerate efforts to comply with the growth management requirements imposed by Measure C, such as traffic level service standards. The Director shall report to the Board by May 15 on a compliance plan. 16. Direct the Public Works and Community Development Directors, in conjunction with the County Administrator, to implement policies and procedures which will improve setting conditions of development in conformity to codes and enhance the communication of those conditions to field inspectors, by July 1. 17 . Reaffirm the intent of prior Board action to assign the Administrator' s Office the responsibility, in the short term, to strengthen, broaden and enhance coordination of code compliance efforts throughout the county. 18. Authorize the County Administrator to immediately form an Economic Development unit to be placed within the Administrator' s Office, as described in Attachment B. * This unit will blend and focus the talents of persons on the challenge of enhancing the county' s economic base through encouraging: A. cooperative economic development and land use policies with the cities; B. the development of non-polluting businesses within the unincorporated areas; C. the creation of permanent jobs for county residents of all income segments; D. the development of affordable housing near areas targeted for redevelopment; and E. the revitalization of communities suffering from blighted conditions. This recommendation is prepared in conjunction with the work of the Economic Progress Committee. 19 . Authorize the County Administrator to study the feasibility of establishing an Economic Development Corporation, in coordination with the Economic. Progress Committee. This study shall be prepared by July 1. * If the Board adopts section "B" of this report, the placement of this unit in the Administrator' s Office should be considered an interim measure, until the new Environmental Management Agency can assimilate the responsibility. -5- B. If the Board of Supervisors determines that the actions contained in Part A of this report do not completely address concerns that the Board has regarding maximizing the efficiency of the operations of the Community Development, Public Works and Building Inspection Departments and if they believe that additional organizational changes are desirable, then the Board should consider the advisability of taking the following actions: 1. Approve in concept the creation of an Environmental Management Agency which would consist of the functions currently performed by Community Development, Public Works and Building Inspection. 2. Authorize the County Administrator .to report back to the Board of Supervisors by May 1 regarding the following actions: Preparation of a job specification outlining the management responsibilities that would be performed by the Director of the Environmental Management Agency. Recommendation of a salary level for the Director of the Environmental Management Agency. Utilization of an executive search firm to assist in the identification of qualified candidates to apply for the job of Director of the Environmental Management Agency. Preparation of a hiring schedule which would allow for a Director of the Environmental Management Agency to be hired by September 1. 3 . Direct the County Administrator to work with the Director of the Environmental Management Agency to develop the organizational design of the new agency which will provide an effective and economic delivery of services to the public. FINANCIAL IMPACT It is anticipated that any additional costs resulting from implementing these recommendations will be borne through existing budgets, through cost savings or through increases in fees. BACKGROUND The Board of Supervisors requested the County Administrator to undertake a study focused on a possible consolidation of the Public Works, Building Inspection and Community Development Departments into a single agency, with an emphasis on determining what can be done to improve service delivery to the public. -6- The staff of the Administrative Office has developed information using the following process: 1. A review was conducted of prior staff reports, Board Committee recommendations and Board actions dating back to 1968 ; 2. a survey was made of the organizational structures, involving Building Inspection, Community Development and Public Works Departments, of. 12 other counties; 3 . a survey was conducted of the organizational structures, involving Building Inspection, Community Development and Public Works Departments, of the six largest cities in the County; 4. indepth interviews were conducted with the three Department Heads and numerous staff members within the three departments; and 5. visits were made to Orange, San Bernardino and Riverside counties to ascertain how these Counties handle similar responsibilities under alternative organizational arrangements. The information and ideas generated from the research was discussed with the Department Heads. From this dialogue, a consensus was reached on how services can be improved. The recommendations in this report represent the products of this participatory process. A great deal of change has occurred since the Board last examined these Departments in 1985 . Since 1985, it is apparent that the volume of work has substantially increased as indicated below. 1. review and selection- of potential landfill sites 2. formulation of a County General Plan 3 . expansion of solid waste management and recycling efforts 4. establishment of a growth management program 5. creation of a transportation system management program 6. creation of an economic development program 7 . addition of 4 redevelopment projects 8. increased coordination efforts in parks and recreation due to passage of Measure AA 9. establishment of an automated building permit and collection system 10. collection of a variety of fees for approximately 30 special districts 11. administration of stricter energy conservation standards for residential and non-residential building permits 12. dramatic increases in road design and construction responsi- bilities due to passage of Measure C and creation of areas of benefit 13 . formulation of a master plan and development of Buchanan Airport and the purchase and planning of the Byron Airport -7- These changes have shaped the recommendations of this study. It is apparent that the organizational issues must address how the three departments can best fulfill their current responsibilities as well as anticipated future responsibilities. It is with this view in mind that the recommendations are aimed at both short and long term challenges. The transportation planning function was closely examined to determine whether the responsibilities currently shared by the Community Development and Public Works Departments could be consolidated into one Department. Community Development was found to be vested with responsibilities integral to transportation planning such as General Plan, Growth Management and Environmental Assessments. Likewise, Public Works was found to provide the essential responsibilities. of road engineering, design, construction and maintenance, as well as traffic safety. These responsibilities were found to form the essentials of the transportation planning function and could not be easily separated from other essential responsibilities performed by the Departments without serious problems. Therefore, the study focused on how the various activities of transportation planning can be effectively separated in both Departments. Attachment A-1 COMMUNITY DEVELOPMENT COMPREHENSIVE PLANNING DIVISION Division Manager* 1 Clerical Transportation Planning Advanced Planning 1 Principal Planner ** 1 Principal Planner 2 Sr Transportation Planners 1 Planner III 1 Transportation Planner 1 TSM Coordinator • General Plan-circulation element • General Plan • Growth Management • Environmental Assessments • Regional Traffic Model • Special Studies • Countywide Transportation Plan • Development Application Review Total Positions: 9 (no new positions) Key Changes: • Integrates Transportation Planning with Advanced Planning • Fill vacancies (Currently 1 Senior Planner and 1 Transportation Planner are vacant) * Contemplates reclassification of a Principal Planner to a Deputy Director, Transportation Planning. ** Contemplates reclassification of a Senior Planner to a Principal Planner. i >E x x• � t7ccD oNo rHzcryx 1 Fi z b h a P. �J 1�< O 1 0) (D H- 1 N F� W In 3 0 (D 1= 0 a C 1-'- b () OC) in FJ LQ I rt (D roEn �:f P. P. rt, h o ao ;d0rr �3' h 1 zC-4 (n P) 0) O rom rt, (n �r Ul F-'-, F'• owE 0 1 QO (D rt in Fl ro O I✓ F-'• P- rt Pl H. H 0 PL) �J I g r� p (D P: rt 0 Ul H 0 0 O �j rt Ir I '� [rJ Ul I Fi H. 11(n (Drt � 0 LQ F' rn 0x 0 1 bio b (D h rr Fj• U) Pi Pl 0 (D 0 h OD O PL) ro ,1�_ H 1 0 (D Fi ti FJ O rt, - 0 F- x o (n � b o 0 a Fi rr 1 m 114 O h (D Fj• rt (D 0 •• Ul r a (D P) I Fj• txj L.J. 1"1 rt o (n to Pl 0 H h in 0 1 rt tri 0 (D k, H. �31 �:% rt P. (D -- pd 0 t)i rn rt 1 F'• 0 W 0 0 (D (n E PL) o � � o IC £ Ul 1 0 W FJ- rt PL) F'• I-h Fi rt Fi ro Pl >f I P. :5 In FJ bi $ H " (D 1"i :J U) a Pl 1 Ul 0 (D 0 N- FJ ro Pl (D Fl- UJ 1 (D (D PL) F-J o O rt E r 0 In 1 (D Fi Fi FJ V 0 Fi (D F'• P) I Fi In a (D :I rt ro P) rr t r m Ul O 0 F'- Fl- ICN Fes'- Nab FF- O 0 Ul Fi rt Fes• U) rt Ja rt °r � uro L.J. (D P) Ul rt (D Ul � 0 in F-' H H Ln rt W x rt Fi 0 w Fi H 0 • :j Fi P) 0 rh Pl 4- F� H Fi rt (D rt a (D r-h F- (D rh w b E o (D o (D rh a rt F-h tri (n H rh C O a rt Fl- (D 'C Fl- 1 P) 1-1 I-h w > o (D tyo o �:% O w " w F,• t7 r � H H a (D P) r rr Fl- (D F-h 0 H H N y w ro m H. d H U) O rt rh C h > En Ft1 Ql LQ PJ ',d �J F1- (D 1<' W Sri H h m o Ft Fi �y rt (D C W (D 0 Ul E I x Fl- Fi rt (D r, Pi 10 (D � Fi HU) H0 COW F-h 5 FJ- 0 Fl- 0 M Pl O —wtri H. (D (D h o h ti rt F-' p c 0 rh z x w z 0 �j 0 W O rr r• UJ W (D LQ (D ri) Ib H P) W rt ro FJ UI 4 Ul Fes• rt Q rr Fl- Fi > FJ- Pl H rt 0 l< b p. o x 0 (D rt (D Fes• (D z H y I O (D (D L.J. 0 r F'• 0 IQ (D O > w N 0 (D P) (D Fl- rt F'- O t3' P) Fl 1i0 G) tri y Fi a 0 �5 Fl- rt 0 Ul rr (D tr1 h H ((D :j u) 0 LQ w O z C LQ w rt F' rt P- b E o� P) a :J ul 0 (D H a c � trJvrohtl] n "� N � WF- Nr ` 7 £ N O _:9 Fl Fi O H 0 O O Fes• 11 ►: (D (D o r- .d F✓ P) z tri tri C4 > W W FJ 0 rt' FiPoW �3 P) a (D �J JO (n (D a FJ rD LQ ti rt rid rt $ LQ rr r_ W 0 (D O P) 6,4 (D (D Cly P- Fl Fi 0 Fl- b tr' (D ro �j rh �l C a I✓ ro 0 1-i �J 0 0 ti (D �j FJ 0 Pd F-• a o (D (D • Fi 0 rr P) ►C w O (D P) Q 1n (D tri►C iQ Fl- P) 0 (D P) E 0 (D Fl- Fi ty tri hd Fi �J FJ 00 � a rt rt rt F,•LQ t=i �J 0 w o r• o (D Fl- F,• 0 w 0 W LQ FJ Pl o o Fh H C o Q �3 Q F-'- P_ P: Ul Q Fi N- Fl- Fr1 0 (D F'• 0 0 ty a (n a rr ro rr N• ul H (D p (D (D (D (D (D N• 1 S F'• p (D Fi (D 0 (D C a (n 0 O (D w 0 U) (D Fi Fi Ul PL) C In 0 �y Fi Ul Fl- rt (D n m (D F'- �l (D o o 0 rr �J p rt ATTACHMENT A-3 TRANSPORTATION PLANNING Responsibility Matrix Legend: L = Lead Department; S = Support Department J = Joint Responsibility CDD = Community Development Department PWD = Public Works Department ACTIVITY CDD PWD Advance Planning 1. Prepare land use data L 2. Prepare travel forecasts and assess their impacts. L S 3 . Prepare, amend and refine General Plan' s Circulation Element and Specific Plans L S Consult with PWD on configuration intersections, link capacity, street layout, etc. 4. Prepare studies and perform long-range planning for bike/rail/ferry/transit areas L S 5. Staff Transportation Committee L S Environmental Assessment 1. Comment on transportation impacts described in other' s environmental documents L S - Review Circulation Element impacts L S - Review transportation safety, operation, and maintenance impacts L 2. Prepare transportation studies and CEQA findings for County-sponsored environmental documents L S 3 . Monitor transportation related mitigations detailed in EIRs L Development Application Review 1 . Review applications and project' s EIR for compliance with growth management standards and Circulation Element L S 2. Review application and project' s EIR for traffic operations, safety, and maintenance. S L -2- ACTIVITY CDD PWD Growth Management 1. Set service level standards and monitor transportation projects and policies for compliance L S 2. Maintain regional traffic model for compliance check L 3 . Participate in prioritizing of projects for CRIP, RTIP, STIP and TDA, Measure C funds to ensure compliance with Growth Management criteria L S 4. Participate with Transportation Authority on development of Countywide Transportation Plan and Congestion Management Plan. L S 5. Participate with Transportation Authority On implementation plan S L Transportation Programming and Financing County Roads 1. Area of Benefits (AOB) J J Provide development potential, growth projections L S Develop and update Area of Benefits - Identify improvements J J - Cost and Scope of projects L - Prioritize/finalize projects L S - .Establish fee schedule S L Administration AOB funds and committees S L 2. County Road Improvement Program (CRIP) J J Develop 5 year growth projections L S Develop funding estimates J J Identify transportation projects -improvements to meet Circulation Element, Growth Mngmt rqmts L S -Identify safety and maintenance projects L -3- ACTIVITY CDD PWD Transportation Programming and Financing (continued) Determine scope of projects and project costs L Prioritize transportation projects L S Prepare GRIP S L State Highways & Transit 1. Participate in development of County' s Regional Transportation Improvement Program (RTIP) and State Transportation Improvement Program (RTIP) J J 2 . Monitor Caltrans/Transit Operators ' performance and project delivery S L 3 . Coordinate with Caltrans/Transit Operators on Traffic Management Plan on construction projects S L Road Planning 1. Initial alignment work L S 2. Precise alignment work S L 3. Conceptual engineering of road projects L Traffic and Safety Operations 1. Regional and areawide traffic studies L S 2. operational analysis, including limited traffic studies S L 3 . Traffic Demand Management L S 4. Traffic System Management S L Legislation 1. Review/propose legislation J J t m ro o a n > nrorocaD w ° F ` ° 0ro - P• • cwww m no rt rt' (D On �l �lF-j rtm P. a0 Gr• �:$ �J0 EI (D 0 F- rt' �l Cl m m b (D a 0 m rt, P) n n El rrta N 0 ~ HHS • Fi 0 rt H H rt (D 0 a H a o �J 0 Ft F- 0 m �J n E L � ro rt 0 a r H F-A Fc r- bd :R: n cn in 0 P_ a 0 n rt rt n m 0 ro o mnoo �lmw " F- 00 n �J r• xF100 (D " a moo 0 (n m a rr H rr " rr n �j 5 ro F1 v w F 0 O a � WLQ 0 � n n m (D (n0aNma0r• ar• 0m LQ rt mn J w 0 F-' 0ry Ga rr b r•ro a n m F-J m 0 ri :I�A w a ro t7 c rt til ►C (n 0r• m H mm 0 r ro n 51 na c H d o P) ft �n00 ° � n*d c � o n a 0 rt Ft rt0 (n O 5 r 9 m 0 rt r• rt H. rr o (D (n H. r (n 0 m rt $= n �l r �J n 10 O m � m (r ma arr 0 P. m b a H m (mn 3 n c r 0 4 0 a a m tr LQ m 0 rtH FJ- K 0 a a O 0 H a 0 Pro Fl. w m - El rt (n m n v, m n 0 rt 0 o rn tj (n r- r• rr 0 C �' F� m r• m rt (n a r• m �:l o rt F� cn 0 n -- x n r o rd x0 tj bn > rorom r_ ar_ 00b7 0FJF• " r (nn � El (nG] Om � ar• � r- Krt m r- O n r �5 psQ H �:s (n 0 G r 0 �J 0 w mw 0 mr• b PORl UI(DWro aNcKw m m w F1 ri (1 H N > 0 x m c O rr H rt rr a 0 w ro ta > H ro rt r t " 0mn 01wH a Ham rt � Fl- rr :Va to �J rt F-'• r•q � H m m a 0 m m H Ii ft a �J H rt H-- 0 0 PVT of I o?-,3 TO: BOARD OF SUPERVISORS o FROM: Economic Progress Committee Contra (Supervisors Powers and Schroder) Costa _ Com' t DATE: April 9, 1990 SUBJECT: Organizational Placement of Economic Development Activities SPECIFIC REQUEST(S) OR RECOMMENDATIONS(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS Accept recommendations from County Administrator to immediately establish an Economic Development Unit within the Administrator' s Office, as outlined in #18 and #19 of the April 10th Report on Improvement of Services in Building Inspection, Community Development, and Public Works; and Authorize an additional Planner III position to handle the Housing Element in the Community Development Department. FISCAL IMPACT Costs for any new positions or reclassifications should be offset by revenues from economic development. The cost for the additional Planner III will be included in the FY90-91 budget for the Community Development Department. BACKGROUND/REASONS FOR RECOMMENDATIONS After ( 1) reviewing the organization structure and placement used by other jurisdictions for economic development activities and ( 2) considering both the key organizational functions and the organizational status required for a strong entrepreneurial outlook within County government, we explored alternatives for this function within Contra Costa County government. Placement of economic development into the County Administrator ' s Office provides coordination on strategic planning at the highest organizational level. Collaborative efforts between department heads can be guided and focused by the County Administrator' s Office. CONTINUED ON ATTACHMENT: X YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE ACTION OF BOARD ON "APPROVED--AS RECOMMENDED OTHER h + Creation of an Economic Development Corporation will provide an opportunity to work cooperatively with cities and the private sector on business recruitment and retention, jobs/housing balance, and economic enhancement countywide. A staff person assigned to CDBG presently is working on the Housing Element. With the reassignment of CDBG to the Economic Development Unit, a Planner III must be replaced in Community Development to continue work related to the Housing Element. v CAJ/,eo im, i2641 E' W. CROW CANYON ROAD e SUITE 1 • SAN RAMON, CA 94583 MUNDING INDUSTRY OSOCIATI®b (415) 820-7626 April 17 , 1990 Reference : County Administrator ' s recommendations on the subject : "Improvement of Services in the Building Inspection Department and Public Works Department" (April 10 , 1990) . Requests of the Building Industry Association of Northern California with respect to Part A: If you as the Board of Supervisors act to accept any or all of the following recommendations , we respectfully request that you also accept our proposed amendments thereto : A-4 : Establish a Review Committee to review and recommend on matters involving application and permit processing , fee changes , and code changes . Amend: To provide that our Association be invited to name two members to serve on the Review Committee. A-9 : Direct the preparation of interim and permanent plans for the creation of a center for processing development applications and permits . EASTERN WEST BAY SOUTHERN NORTHERN REGIONAL OFFICES: (415)932-8884 (415)364-9008 (408)437-1390 (707)584-9133 Walnut Creek Redwood City San Jose Rohnert Park AFFILIATED WITH NATIONAL ASSOCIATION OF HOME BUILDERS AND CALIFORNIA BUILDING INDUSTRY ASSOCIATION -2- Amend: (1) Change "direct a study" to "determine the feasibility of creating" such a center ; (2) Specify feasibility report due to the Board by July l ; (3) Specify that our Association be invited to name two persons to participate in the feasibility study; and (4) Direct that a review of the Fire District ' s now independent plan check and approval process be made with a view to merging that process within the Building Inspection Department through adding a Fire Protection Engineer staff position(s) . A- 13 : Directs the County Administrator to create an Advisory Committee to review how land development fees should be distributed among the various Departments and design a "premium service" fee structure . (The recommendation does not provide for private sector participation on the Advisory Committee . ) Amend: Specify that our Association be invited to name two persons to serve on the Advisory Committee. (We in the private sector have a significant interest in the appropriate use of fees charged , and are best suited to comment on a distinguishment between proper service levels and so-called premium service . ) Comments on Part B : The County Administrator approaches the matter of creating a super agency (Environmental Management Agency) in an interesting way . He in effect says if you think his recommendations in Part A , Items 1 through 19 , are not going to satisfy the concerns you have expressed ( in the past) about maximizing the efficiency of -3- the three departments , then you can act now to really make changes by today approving the creation of an Environmental Management Agency that will combine all three departments and presumably make it all better . Well , it seems to us that if Part A, Recommendations 1 through 19 , were worth making at all (and for the most part they appear to be when amended as we suggest and request) , then you ought to at least wait until they are carried out and reported back to you. Completing dates for those vary now from May 15 to July I-- not very far off . After you have received those reports , you will be in a better position to decide whether or not a "super agency" offers promise . If you feel then that it does , we urge that you not act to approve the concept but instead direct the County Administrator to prepare and provide you with a comprehensive feasibility report on the merging of the departments . (That report should be the subject of public hearing. ) That report should include : 1 . A full description of why and how the new agency could presumably maximize efficiency and what perceived benefits it would offer to the County and to the private sector and public served by the new ''super agency ." 2 . A detailed and complete analysis of costs associated with the creation of the Agency , including new positions , increased salary levels , office realignment , administrative support , etc . -4- 3 . An analysis of the source of revenues and amounts for each necessary to meet additional costs . 4 . A job specification for the Agency Director and a recommended salary level . CAJIr0 7 BUILDING INDUSTRY ASSOCIATION di 2641 W. CROW CANYON ROAD • SUITE 1 • SAN RAMON, CA 94583 B BUILDING INDUSTRY ASSOCIATION (415) 820-7626 April 17 , 1990 Reference : County Administrator ' s recommendations on the subject: ''Improvement of Services in the Building Inspection Department and Public Works Department'' (April 10 , 1990) . Requests of the Building Industry Association of Northern California with respect to Part A: If you as the Board of Supervisors act to accept any or all of the following recommendations , we respectfully request that you also accept our proposed amendments thereto : A- 4 : Establish a Review Committee to review and recommend on matters involving application and permit processing , fee changes , and code changes . Amend: To provide that our Association be invited to name two members to serve on the Review Committee. A-9 : Direct the preparation of interim and permanent plans for the creation of a center for processing development applications and permits . EASTERN WEST BAY SOUTHERN NORTHERN REGIONAL OFFICES: (415)932-8884 (415)364-9008 (408)437-1390 (707)584-9133 Walnut Creek Redwood City San Jose Rohnert Park AFFILIATED WITH NATIONAL ASSOCIATION OF HOME BUILDERS AND CALIFORNIA BUILDING INDUSTRY ASSOCIATION -2- Amend: (1) Change "direct a study" to "determine the feasibility of creating" such a center; (2) Specify feasibility report due to the Board by July l ; (3) Specify that our Association be invited to name two persons to participate in the feasibility study; and (4) Direct that a review of the Fire District ' s now independent plan check and approval process be made with a view to merging that process within the Building Inspection Department through adding a Fire Protection Engineer staff position(s) . A- 13 : Directs the County Administrator to create an Advisory Committee to review how land development fees should be distributed among the various Departments and design a "premium service" fee structure . (The recommendation does not provide for private sector participation on the Advisory Committee . ) Amend: Specify that our Association be invited to name two persons to serve on the Advisory Committee. (We in the private sector have a significant interest in the appropriate use of fees charged , and are best suited to comment on a distinguishment between proper service levels and so- called premium service . ) Comments on Part B : The County Administrator approaches the matter of creating a super agency (Environmental Management Agency) in an interesting way . tie in effect says if you think his recommendations in Part A, Items 1 through 19 , are not going to satisfy the concerns you have expressed ( in the past) about maximizing the efficiency of i -3- the three departments , then you can act now to really make changes by today approving the creation of an Environmental Management Agency that will combine all three departments and presumably make it all better . Well , it seems to us that if Part A , Recommendations 1 through 19 , were worth making at all (and for the most part they appear to be when amended as we suggest and request) , then you ought to at least wait until they are carried out and reported back to you . Completing dates for those vary now from May 15 to July 1 -- not very far off . After you. have received those reports , you will be in a better position to decide whether or not a " super agency" offers promise . If you feel then that it does , we urge that you not act to approve the concept but instead direct the County Administrator to prepare and provide you with a comprehensive feasibility report on the merging of the departments . (That report should be the subject of public hearing . ) That report should include : 1 . A full description of why and how the new agency could presumably maximize efficiency. and what perceived benefits it would offer to the County and oto the private sector and public served by the new "super agency . " 2 . A detailed and complete analysis of costs associated with the creation of the Agency , including new positions , increased salary levels , office realignment , administrative support , etc . -4- 3 . An analysis of the source of revenues and amounts for each necessary to meet additional costs . 4 . A job specification for the Agency Director and a recommended salary level. .