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HomeMy WebLinkAbout1994 03-15 FCA• AGENDA BROOKLYN CENTER FINANCIAL COM MSSION March 15, 1994 City Hall Council Chambers 1. Call to Order: 7:00 P.M. 2. Roll call. 3. Approval of Minutes: January 11, 1994 February 15, 1994 4. Organizational Evaluation Process. 5. Set Date of Next Meeting. 6. Adjournment: 9:00 P.M. • 0 • MINUTES OF THE PROCEEDINGS OF THE CITY OF FEBRUARY BROOKLYN CENTER CITY OF THE FINANCIAL BROOKLYN CENTER 15, 1994 COMMISSION HALL, COUNCIL CHAMBERS CALL TO ORDER Chair Donn Escher opened the meeting for discussion purposes only at 7:00 P.M. in the City Hall Council Chambers, due to the lack of a quorum. ROLL CALL Present at roll call were Chair Donn Escher, Commissioners: Lee Anderson, and Larry Peterson. Also present were Council Liaison Dave Rosene, City Manager Gerald Splinter, Finance Director Charlie Hansen and Rod Snyder of the Riverwood Neighborhood Association. Policv and Procedure Relatina to Citv Contractual Services for Nonprofit Oraanizations Charlie Hansen presented a daft policy containing all recommended changes from the Financial Commission, the Human Rights and Resources Commission and the Parks Commission. It was the consensus of the Financial Commission to forward the Policy and Procedure to the City Council for its consideration. • Oraanizational Evaluation Process Gerald Splinter reviewed the material showing functions and positions, noting the number of full-time and part-time positions. Donn Escher requested information on the part-time hiring process. Donn Escher and Gerald Splinter discussed the issue of replacing Sy Knapp with either a Public Works Director or a Public Services Director. Donn Escher requested that positions be re-evaluated after the reorganization using either the P.D.I. or Hay system. There was a consensus of support for the Organizational Evaluation Process as it has proceeded to date. Next Meetinq The next meeting will be Tuesday, March 15, 1994 at 7:00 P.M. ADJOURNMENT The meeting adjourned at 9:00 P.M. 0 • MEMORANDUM TO: BC FINANCE COMMISSION DATE: 3/15/94 FROM: DONN H. ESCHER, CHAIR SUBJECT: CITY REORGANIZATION The purpose of this memorandum is two-fold. First to apologize to the Commission for not being present this evening. For personal reasons, I cannot attend and I have asked our Vice-Chair, Ned Storla, to chair the meeting. Secondly, I wish to comment on the City Manager's proposal to reorganize the eight departments into five departments and in the process creating a new department called Public Services. (There are two other minor changes involving Assessing and the Liquor Stores which make sense and should not be controversial). At our last meeting the City Manager reviewed the rationale for creating the Public Service Department. I,believe that I can state that those of present at that meeting found ourselves in agreement with the proposal. However, as Chair, I requested the City Manager to put into writing the rationale he articulated orally at the meeting. What you have before you tonight is that written rationale. As you can see from the written document, the Public Service Department is highly work intensive in a variety of areas • with managers and supervisors carrying a full work load in addition to their supervisory and managerial accountabilities. In my opinion, the City Manager has more than documented the need for the reorganization and the need for the establishment of a managerial Public Services Director position supported by the City Engineer, Recreation Director and the Public Services Administrative Assistant. Therefore, I support this proposal as outlined and would encourage the Commission to vote its approval of the proposal. Obviously, there is great need for the City to review its expenditures and prioritize spending, including staffing. In my judgment, staffing in the Public Service Department is a priority and deserves the support of this Commission. What happens in this Department affects all of the citizens of Brooklyn Center unlike some recent additions made to the adopted budget by the City Council which benefits selected groups of individuals. Those decisions, of course, are the right of the City Council to make. However, as an advisory group of concerned citizens, our concern should be with the city as a whole and what benefits all citizens should take priority. Thank you for taking the time to hear my comments on this matter and thank you to Ned for filling in for me tonight. 41 • MEMORANDUM TO: Brooklyn Center Financial Commission Members FROM: Gerald G. Splinter, City Manager DATE: March 11, 1994 SUBJECT: JUSTIFICATION FOR CREATION OF A PUBLIC SERVICE DEPARTMENT As a part of the commission's review of the organizational structure of the City of Brooklyn Center, City staff developed a proposal for modifying the current organizational structure (contained on Chart Ai 1/94) to an alternate structure proposal (Chart B 2/94). The Financial Commission has reviewed the proposed new structure and requested staff prepare additional justification for the change in the organization of the public works and recreation departments into a public service department. As explained at previous meetings, I believe the new . proposed organizational structure would streamline our operation and focus responsibility into fewer departmental areas and provide for more coordination of activities within these areas. Currently the public works department and recreation department are separate, and the public works department handles the park maintenance and the recreation department handles recreation programs, the community center, and the golf course. Placing these functions under one department will provide a greater coordination between physical facilities of the park system and programming of recreation activity. You will also reduce the number of department heads reporting to the city manager. With the retirement of Sy Knapp as public works director, it offers a unique opportunity for the City to make an adjustmenit in its organizational structure. I would like to take this time to present to the commission my observations of why the need for the proposed reorganization. There is now and will be in the future in the public works area portion of t4is new department a need for additional staff capacity. This area is currentll'► staffed by three professionals: public works director, City engineer, and public works coordinator. Mr. Knapp's observation to me as he left for his retirement was the current workload • is overwhelming and they are falling behind steadily. This was with three people working very hard putting in many overtime hours. The following is an . Memo to Financial Commission -2- March 11, 1994 attempt to describe the type of responsibility and workload accruing to this department. • The complexity and time consumption of personnel issues on the administrative staff is significant. Also, there is an ever increasing number of committee and commission meetings which this division attends on a regular basis (in 1988 there were 29 Council meetings and 19 advisory commission meetings for the full year for a total of 48 meetings; in 1993 there were 47 Council meetings and 40 regular advisory commission meetings, for a total of 87 meetings). This division also is responsible for attending a great number of other meetings regarding neighborhood improvements, the Earle Brown neighborhood advisory committee, and numerous intergovernmental meetings and coordinating efforts. Annually, time must be spent to analyze various joint venture proposals which sometimes work out and prove productive but other time prove not to be an advantage to the City but both involve staff time and analysis. The regulatory environment in the public works area is expanding significantly and especially in the area of OSHA and other safety records. • The ongoing activity and supervising the water/sewer and storm water drainage utilities is rising steadily. The technical requirements being placed on these operations by an ever increasing amount of state and federal regulation requires constant upgrading and training and review of these regulations. • Until about five years ago, this department did utility rate analysis on about every three to five year basis, and now because of the need to keep it abreast of changing requirements, we have to analyze our rates annually. • The new policies relating to the budget and the Capital Improvement Programs requires significantly more staff time to keep them up on an . annual basis so City Council understands the coordinated impacts between the utility operations, capital projects, general fund, and EDA/HRA budgets. • Memo to Financial Commission -3- March 11, 1994 0 • The development of the new activity/cost centered budget program will require additional administrative attention along with the management of the central garage program. • The development of such joint efforts as the Trunk Highway 100 Council (a group of northwest cities working together to promote the funding of reconstruction of Highway 100 from Golden Valley through Brooklyn Center) will involve technical assistance and staff time over the next years. • Brooklyn Center is in the initial stages of developing a street and utility reconstruction program. This program involves heavy demands for technical and engineering assistance and a great deal of staff time expended in the area of citizen involvement. Brooklyn Center's street and utility reconstruction program will last well into the next century and so will the demands on staff time in this area. • The ongoing management of the street department and the various changes needed in developing and keeping an effective crack filling, seal coating, patching, snow and ice control, purchasing and contract management programs consumes an ever increasing amount of time because of technical requirements and regulations. • State mandated water management programs have increased the need for technical assistance in the area of storm water management. Brooklyn Center is currently served by two watershed districts which require staff support and we are currently developing mandated water management plans. We have completed the Phase II planning of the West Central area of Brooklyn Center and in the Brookdale area. In the next three to five years, we must develop plans for the remainder of the City as the Phase II requirements of watershed planning are implemented. This department is also responsible for working with the Mississippi River management plan development and many other ongoing storm water related technical issues. 0 • Memo to Financial Commission -4- March 11, 1994 • I* • This department is in the process of developing and implementing integrated automated systems in the following areas: public works utility history and inventory and maintenance scheduling, pavement management program for maintenance and reconstruction, automation of the mapping and drafting programs, automation of the sign and pavement marking inventories and maintenance, the diseased tree and noxious weed control programs, and vehicle management system. • Currently the public utilities operate without a budget system, and there is a need to develop a budgeting process for the utilities. • Brooklyn Center is currently entering a phase of its life in which it will be redeveloping commercial and residential areas (such as along Brooklyn Boulevard and other commercial areas) and the demands for technical assistance from this department will be ever increasing as more redevelopment plans come through the community development department. • There is a need to develop a park infrastructure replacement program and coordinate maintenance of buildings and trails and other park' facilities. • The major City buildings such as the community center, city hall, fire stations, and other City buildings are entering into a phase in their life where major analysis is needed to either reconstruct or conduct major maintenance on these structures. This will place increasing demands on the public works area of the department. The ongoing management of our indoor community center pool, maintenance of the plumbing and HVAC systems are time-consuming efforts. There is also a need to finalize and develop the energy management system involving a performance-based maintenance contract for energy management. • This department in recent years has additional citizen involvement programs such as Adopt-A-Park/Street and forestry programs. We see an ever increasing demand and justification for these type of activities. Memo to Financial Commission -5- March 11, 1994 • • The Americans with Disabilities Act (ADA) compliance is a major responsibility which has recently fallen on this division and requires additional staff time and technical assistance. • The City itself is classified as a "small hazardous waste generator" and the new increasingly technical disposal requirements for such things as fluorescent light bulbs, oils, solvents, pesticides, and herbicides are requiring more staff time to assure compliance. • Because of the expanded projects in the area of redevelopment and reconstruction of our aging infrastructure, additional financial analysis in the areas of state aid, federal grants, and various types of bonding requirements are consuming more and more staff time. • Sanitary sewer system is currently involved in a vigorous rehabilitation and reconstruction program involving the replacement of major lift stations, analysis of infiltration inflow, TV inspection of sewers, preventive maintenance, and replacement of aging sections of our pipe system. • Our water system requires constant vigilance and preventive maintenance projects which consume technical staff time and also there is a need to update our supply and distribution analysis programs. • Hennepin County groundwater protection program will shortly be implemented which will require cities to re-evaluate our land use and zoning in and around the areas of our well heads to assure protection of the water supply to meet their requirements. This will require additional reporting processes and technical assistance. • Because many of the problems facing Brooklyn Center involve working with agencies outside of Brooklyn Center, joint efforts are required. Examples of these type of activities are as follows: the RTBBrookdaleBrooklyn Center transit hub project, City/school park equipment and playground reconstruction and evaluation of traffic I* Memo to Financial Commission -6- March 11, 1994, problems, Brooklyn Boulevard reconstruction project involves Hennepin County, Brooklyn Park, Brooklyn Center, and MNDOT, the MTC/City Ponding and Park-and-Ride project, and other joint efforts. All of these projects require the involvement of technical assistance and staff time. 0 • The City is currently developing, in cooperation with MTC and the City, a joint sign maintenance and replacement program which will increase recordkeeping to assure our compliance with regulatory and liability concerns regarding our sign program in general and the joint project with the MTC specifically. • We are now and will continue to be spending more staff time evaluating the availability and the effectiveness of federal and state grant programs for infrastructure replacement, and these programs will require additional staff time and professional services. • Our comprehensive guide plan will be in need of updating, and this department will be responsible for major sections in the area of transportation and infrastructure. I believe the development and implementation of a Public Service Department in the manner proposed in the attached charts will position Brooklyn Center to deal with these needs and demands in a most cost effective manner. 0 Ul1Q% ation 1/94 rater C~t\j of OrO°k~y ~ 9g3 ~ W I ( A~saN esione G nc~l P~e~n9 Pere ons } gecri agar licenses GtY tygerk aw Aaorni+ five Fi1S~~ SYS FirePre`eon e Fire epsredness Su egepr ~tgid9 r g sewe arm _sv re 1 NIonpeps ~oo sewer ~N ~'~MUN~ pro9reme SERA pone ii e Pot ICEofPAAT M getioention eol P%eme Support~~ r•Vto-N insp~ tA •Aecountn9 L.7-0009 t .tlGTity~~Vin9 rat Ces tvlene9 eme"t an M ASSEc" VNG /i 2/94 Chart B City of Brooklyn Center Organization ELECTORATE City Council CityAttomey PUBUCSER ICES* I -Engineering -Street Mntce Sanitary Sewer -Central Garage -Gov't Sidgs Stan Sewer -Water Dept Park Mntca -Recreation Programs* -Community Center* -Golf Course* t See Chart D Personnel Structure FIRE DEPARTMENT -Fire Prevention -Fire Supression -Emergency Preparedness See Chart E Personnel Structure - - - - - - - I City Manager POLICE DEPARTMENT -Patrol -Investigation -Crime Prevention -Community Programs Support Services See Chart F Personnel Structure FINANCIAL SERVICES COMMUNITY DEVELOPMENT -Accounting Audit -Assessing* -Utility Billing -Inspections -Risk Management -EDA/HRA -Management Information Services -Zoning -Liquor Stores* -EBHC -Planning See Chart G Personnel Structure See Chart H Personnel Structure * = Change from 1993 Orga Lion (Chart A) 40 Advisory Commissions Purchasing Personnel Elections Licenses City Clark See Chart I Personnel Structure Chart D n btic Services j3elpartment J 19Center Pu rUCture tyn net St / k , Person grog ~ Managa'' 9,00Se as~raeCOr E ~~pM len Lsadvech ens 3 r,chni~ Supsnr,tendsnt streets Cent rasraV C"- SE5rS ANOPARKS Lea /c ew d 2 onnal 15 Mn a pars r pecicsl 3 Mechanics Sarq,ceParoon ` IjTi1,1T1ES SuperAsor I Leader Crevv Wes personnel i A ea Pto,SONcsistsnt Ad~~dve Aa as ~ ~ 2recre guNOSuPs 's~or~ J _sad Custodlan 2 Custodians sto6ja'se 0cu plusCUS~J e • ~~~~tlon~ Program 3 ~~5u aor Anmanager Golf Course N sPersonnel 350P l ct,aff 0 ~cee pepa~ment publi 3/94 ,yn Center Structure per5nnnelc S.rv Smok Cit, Manager I Public Sar~jCea director -ices GtY Er~gmeer Garage central sor public`N~ 1/Whnini+ cisn Superintendent MIS- achanlcs Assistant - ice Person Engineer r.-- ENGINEEPdNG c Iµ ITES 3'fechrnci8n9--` .r-- ~pervisor REE' AND PARK Crew Leader 3/4SupeMaor gMaintPersonnel 2 Crew Leaders el 6 arKsl main tg Streets public se Adminisu'ative Assistant cKice sectaries 3uerd_ Building a _ 2 custodians X3-5 part--Time Custodians plus s Custodian Contractor) • cpI.-r-stionDireCtor 3 creation program a5upeNisor Aqu ,,if Course Manager ~ pecretaN 35DPar_Tme Pere Chart E 2/g4 r Fire DeP""tment 13re'DkiYn ~5otenel Strunture per 7C, y Mana9~ Fira ~iaf partrrims empio'l as }lssistantolisf g Training olf1cars 5 MsP$ctora education Ott~ghtars) ,total of 40Votunteer _ ~ 0 2/g4 Captain Investigetion g investigators Propem Room _ SupeMsor ment Center ponce DeParC Br©okiyn et structure personn City manager Police Chief Chart F r Ainistrath+a 1 AnaHst J} 1 ~ Captain patrol 4 Supp°ft~cea +`nsor SIP, Classification Technician 2 Secretaries Recapti°nist 7 Part-imeTypists 7 pa TfmaTApaer" sergeant a f7ispetchers Code Enforcement and Cadets 1 VV -Time 3-5 Part'Ttims .i r 5 SOrgeants 20.25 patrol Officers i sergeant 3.7 5 Co~On io Grim Officers • C haff G 2/94 ices Department anc~a~ Serv Center Fi anneI Structure grookiYn San pers GitY Manager Financial Sa~icea piractor MS ~oord'+nator Finance p~rector Asslstant i 1ndePandant FIC STAFF Auditor tcoctuaq pF Accountsnt Opel` En nician Data d d en Acc an Tachn~ Utility naITachni cian PayroUlP Sa~taty 4tQuor Stores Manager 2Uquov-Smres s ~ Sg.40Part-T'm-P06 0 Ljj IQ, 2/94 ommunitl Development Department G Personnel Structure qty Manager nrunity pevetaprt~t Qirector Cart ' i Receptionist Part Tunes - Assesses' r CcrtmrnitY Ceveiopmer't - 1 specialist , ' ~EBKCManagar 1 [ Assessing Technician J i ~ geccatarY gu of iciai Appraiser p _ Assessing iiding ' Punning and secretary Zonin9~echnicien /t Inspectors SecePtlonist Maintenance/Events ' sup~,nsor 1 3 sales 1 Associates innkeeper motes Custodian a PartwTme a setup ~e Grow - g-1Q ~f 1'im r 0 Leaders Cha~~ 2~g4 ~ S O~j~e C+tY Manager Personnel Structure Hager ~Y perk ' ~~natrsc3veA~istant/peP~ ~'tent GtypFlana9ar • peputy tit`! eare~Nj tnistra'tr S Adm Lion/~lectionsc~tacY Adrt~6stra S"epaonist PIOV" 5acrataN • 0