Robinson v. Pierce County

539 F. Supp. 2d 1316, 2008 U.S. Dist. LEXIS 9922, 2008 WL 375199
CourtDistrict Court, W.D. Washington
DecidedFebruary 11, 2008
DocketNo. C06-5354BHS
StatusPublished
Cited by12 cases

This text of 539 F. Supp. 2d 1316 (Robinson v. Pierce County) is published on Counsel Stack Legal Research, covering District Court, W.D. Washington primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Robinson v. Pierce County, 539 F. Supp. 2d 1316, 2008 U.S. Dist. LEXIS 9922, 2008 WL 375199 (W.D. Wash. 2008).

Opinion

[1322]*1322ORDER GRANTING DEFENDANTS’ MOTION FOR SUMMARY JUDGMENT

BENJAMIN H. SETTLE, District Judge.

This matter comes before the Court on Defendants’ Motion for Summary Judgment (Dkt.18) and the motion to strike contained in Defendants’ reply (Dkt.32). The Court has considered the pleadings filed in support of and in opposition to the motions and the remainder of the file and hereby grants the motions for the reasons stated herein.

I. FACTUAL BACKGROUND

Unless otherwise indicated, the following facts are undisputed or presented in the light most favorable to Plaintiff, the non-moving party:

A. MR. ROBINSON’S WORK WITH PIERCE COUNTY

In 1996, Pierce County’s (“the County”) Budget & Finance Department (“Budget & Finance”) created a position to work on financial applications running on the County’s mainframe computer. Dkt. 21 at 1. The mainframe is a large computer housed in a building in downtown Tacoma, Washington. Dkt. 23 at 3. Mr. Robinson was hired to fill that position in March of 1997. Dkt. 1 at 14; Dkt. 21 at 2. Mr. Robinson graduated from The Evergreen State College with a bachelor’s degree in Public Administration and a minor in Computer Science in 1981. Mr. Robinson’s work performance generally met the County’s standards for several years. See Dkt. 29-2, Exh. A at 1-15 (performance evaluations for 1998-2002 ranking Mr. Robinson’s performance as “meet[ing] standards”).

Beginning in the year 2000, the County began to shift its focus away from the mainframe computer. Between 2000 and 2004, the Budget & Finance Department decided to improve and streamline several financial functions. Dkt. 21 at 2. To do so in an efficient and cost effective manner, Budget & Finance decided to utilize Cold-Fusion, Sybase, PowerBuilder, and JAVA development tools rather than enhancing or developing applications to run on the mainframe computer. Dkt. 21 at 2. The County also moved away from use of the mainframe because the mainframe is believed to be more difficult for users and does not provide the same advantages of other client server options such as Power-Builder, ColdFusion, and Sybase. Dkt. 23 at 3.

As part of these efforts, Mr. Robinson converted the County’s mainframe-based online development system to a client-based development workbench. Dkt. 29 at 2. From late 2002 to the Spring of 2004, Mr. Robinson worked exclusively on Budget & Finance’s Purchase Order Pay-ables/Accounts Payable project (“POPS/ AP”), which involved enhancement or rewriting of an existing PowerBuilder/Sy-base application. Dkt. 23 at 2. At the time, the IT (information technology) Department used these technologies extensively. Dkt. 23 at 2. Mr. Robinson was responsible for creating the interface between the mainframe and the revised application which required use of Sybase. Id. Other programmers were responsible for the PowerBuilder/Sybase rewrite. Id.

In 2004, the County determined that it no longer required a position to handle financial applications running on the mainframe computer because there were no plans to develop new mainframe-based applications. Dkt. 21 at 2. The ultimate result of the County changing focus from the mainframe computer was the decision to terminate the position held by Mr. Robinson. Dkt. 21 at 2.

B. ITS2 POSITIONS

In 2004 and 2005, Budget & Finance began work on projects to improve and [1323]*1323streamline County financial functions. Dkt. 21 at 2-3. To meet demands posed by these new projects, the County created five additional system developer positions, each of which required knowledge of PowerBuilder, Sybase, ColdFusion, and JAVA. Dkt. 21 at 3.

In March of 2004, Mr. Robinson began applying for several positions within his “ITS2” classification. Id. Mr. Robinson met privately with Mr. Gezelius and asked what he could do to become more valuable to the County. Dkt. 1 at 15. Mr. Gezelius told Mr. Robinson to seek JAVA training from Defendant Dennis Schatz, his immediate supervisor. Dkt. 1 at 15. Mr. Schatz approved the request but was unable to obtain funding. Id. On May 5, 2004, Mr. Gezelius asked Mr. Schatz to identify employees who might benefit from a week of Sybase training. Dkt. 23 at 3. Mr. Schatz recommended Mr. Robinson, and Mr. Robinson attended the training. Dkt. 23 at 3. Ultimately, Mr. Robinson was not hired for any of the IT positions for which he applied.

C. THE LAYOFF

Defendant Larry Gezelius is the County’s Software Development Manager. Dkt. 1 at 14; Dkt. 20 at 1. Mr. Robinson contends that Mr. Gezelius expressed a “disdain” for older technology and lacked respect for employees whose work he had not personally observed. Dkt. 1 at 14. Mr. Gezelius preferred newer workers with newer skill sets and began moving older employees into different areas, which required different skills, without providing any training or direction. Id. Mr. Robinson contends that such changes were understood as a form of unofficial probation under which employees were given six months to “become productive.” Id.

In July of 2004, after it was determined that Mr. Robinson’s mainframe position would be terminated, the Human Resources department asked Mr. Gezelius to assess what skills were required to satisfy the County’s clients and for an evaluation of each ITS2 employee with respect to those skills. Dkt. 20 at 3. Such a procedure appears to be typical for layoffs in the County. Dkt. 22 at 2.

Mr. Gezelius determined that 85% of the County’s software development work required skills in ColdFusion, PowerBuilder, Sybase, and XML. Dkt. 20 at 3. Mr. Gezelius then asked his team leads to evaluate their ITS2 employees in these categories. The team leads were asked to rate each employee on a scale of zero to four, with four being the most competent. Dkt. 23 at 3.

Mr. Schatz was responsible for evaluating Mr. Robinson, and Mr. Gezelius relied on Mr. Schatz’s evaluation because Mr. Gezelius had not worked directly with Mr. Robinson. Dkt. 20 at 3. Mr. Schatz rated Mr. Robinson’s skills with ColdFusion and XML as zero because Mr. Robinson had not completed any projects for the County using those technologies. Id. at 3-4. Mr. Schatz rated Mr. Robinson’s skills with PowerBuilder as zero because Mr. Schatz did not believe that Mr. Robinson had completed any PowerBuilder work of significance, meaning that the work required the independent writing of complex Power-Builder code. Dkt. 23 at 4. Mr. Schatz did not consider Mr. Robinson’s Sybase skills innovative because Mr. Robinson tended to copy from existing programs, and because Mr. Robinson’s interface work for the POPS/AP project was not completed in a timely manner and was deemed insufficient. Dkt. 23 at 4. The team leads’ evaluations were entered into a spreadsheet in which Mr. Robinson, due to his scores, was ranked last. Dkt. 20, Exh. A at 5. Mr. Schatz’s total score for Mr. Robinson was one. Dkt. 23 at 4.

[1324]*1324At least one employee, Christine Fitzer, did not approve of the matrix’s assessment of her skills and complained to Mr. Schatz. Dkt. 31 at 1. Mr. Schatz told Ms. Fitzer that the purpose of the matrix was “to get someone else to the bottom.” Dkt. 31 at 2. Ms. Fitzer was thirty-four years old at the time. Dkt. 19, Exh. At 3.

On July 22, 2004, Mr.

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539 F. Supp. 2d 1316, 2008 U.S. Dist. LEXIS 9922, 2008 WL 375199, Counsel Stack Legal Research, https://law.counselstack.com/opinion/robinson-v-pierce-county-wawd-2008.