Salinas finance committee urged to fund permit-staffing boost, ADU customer service ahead of planned growth

Community Development Director Lisa Brenton told the Salinas finance committee that the department will seek to convert a part-time senior planner to full time and create a dedicated ADU plan-check team to address rising permit volume and a string of large development applications in the city’s future growth area.

Brenton said the department received “3,600 permits, building permits alone. That doesn't include entitlements and 80% of those were residential permits,” and described a heavy workload that requires more senior technical staff and better internal coordination. “We have a freight train coming into the station,” she said, referring to 11 development applications already in the entitlement pipeline for the future growth area.

The presentation outlined three principal areas for near-term change: staffing, internal coordination and regulatory clarity. On staffing, Brenton proposed converting an already-approved half-time senior planner in the 2024–25 budget to a full-time role in 2025–26, with 50% of that position paid from the permit center’s enterprise fund to avoid additional general-fund impact. The full-time planner would act as a project manager for complex subdivision and entitlement reviews, convening weekly cross-departmental meetings (planning, building, fire, public works, development engineering) and tracking applications through SB 330 and the state permit-streamlining timelines.

To reduce multiple review cycles on residential accessory dwelling units (ADUs), Brenton proposed forming an ADU team led by a plan-check supervisor, adding a plan checker with residential certification, and offering upfront meetings and over-the-counter services so property owners receive clearer guidance before formal review. She said the city is “approaching 300” ADU applications annually and noted the department currently relies heavily on consultants because of vacancies.

Brenton also asked the committee to preserve a small-business navigator role funded through CDBG COVID grants, which expire June 30. Over four years the limited-term position administered microgrants, outdoor-dining outreach and a façade-improvement program, she said. The staff recommendation for the 2025–26 budget is to add a formal business navigator while deleting one economic development analyst slot for a neutral budget impact in the near term while the economic development division’s structure is reassessed.

Council members and the mayor responded with broad support and urgency. Mayor Donahue urged an approach that errs on extra capacity, telling staff the budget should “reflect” the need to be prepared for the expected growth, and stressing the importance of customer service for small property owners. Council members echoed concerns about recruitment competition with the private sector, the need for clearer zoning standards to reduce subjectivity in design review, and the burden on applicants when reviews require many resubmissions.

No formal vote on staffing changes or budget allocations occurred during the meeting. The only recorded motion was an early consent motion to approve the minutes, which passed 3–0 with Council member D'Arrigo, Council member de la Rosa and Mayor Donahue voting yes. Staff indicated the 2025–26 budget will be brought to the council for consideration at the usual May/June adoption process; the committee scheduled a follow-up discussion for June 3.

Brenton’s presentation flagged recruitment challenges for senior plan-check and engineering roles, reliance on outside consultants that do not always meet city timelines, and overlapping requirements among zoning, building and fire codes that complicate reviews for homeowners and small applicants. She said the department wants clearer, objective zoning guidance and more upfront communication to reduce review cycles and help applicants make informed decisions.

For reference, Brenton cited state law SB 330 and the state permit-streamlining framework as factors that affect processing options and timelines. She described the proposed senior planner as a single point of contact to improve internal accountability and provide clearer guidance to applicants.