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Home My WebLink About1994 01-11 FCA• AGENDA BROOKLYN CENTER FINANCIAL CON YlaSSION January 11, 1994 City Hall Council Chambers • 1. Call to Order: 7:00 P.M. 2. Roll call. 3. Approval of Minutes: November 30, 1993 4. Introduction of new Financial Commission member. 5. Reports: a. Adopted 1994 Annual Budget. b. City Council action on Capital Improvements Fund Expenditure Policy C. City Council action on Policy and Procedure on Mayor and Council Member Total Compensation 6. Election of Financial Commission Chair for 1994. 7. Organizational Evaluation Process. 8. Adjournment: 9:00 P.M. 0 0 MINUTES OF THE PROCEEDINGS OF THE FINANCIAL COMMISSION OF THE CITY OF BROOKLYN CENTER NOVEMBER 30, 1993 BROOKLYN CENTER CITY HALL, COUNCIL CHAMBERS CALL TO ORDER Chair Donn Escher called the meeting to order at 7:00 P.M. in the City Hall Council Chambers. ROLL CALL Present at roll call were Chair Donn Escher, Commissioners: Denis Kelly, Ulyssess Boyd, Viola Kanatz, Ned Storla and Larry Peterson. Commissioner Ron Christensen arrived at 7:10 P.M. Also present were Council Liaison Dave Rosene, City Manager Gerald Splinter, and Finance Director Charlie Hansen. ADuroval of Minutes A motion was made by Commissioner Viola Kanatz to approve the minutes of the November 16, 1993 meeting. Commissioner Larry Peterson seconded the motion and it passed unanimously. Policv and Procedure on Mavor and Council Member Total Comnensation Donn Escher reported that this policy had been on the agenda for presentation to the City Council on November 22, 1993. Due to the • length of the meeting that night, the City Council directed that it be held over to a future agenda. Due to the length of the agendas for the December meetings, it was decided to try for the January 10, 1994 meeting. There was a recommendation to also bring back the Capital Improvements Fund Expenditure Policy at that same meeting. Oraanizational Evaluation Process Gerald Splinter passed out the final version of the report titled "Suburban City Management Study". This contained additional information requested by the Financial Commission. Proposed 1994 Annual Budaet Donn Escher explained that the Financial commission had unanimously endorsed Version 1 of the preliminary budget which envisioned switching to Hennepin County for dispatch services and using the savings to hire two additional police officers. The City Council had adopted Version 2 of the budget for certifying a preliminary tax levy to Hennepin County and directed the City Manager to prepare the proposed budget on that basis. Subsequently, the City Council had requested the City Manager to prepare a list of possible cuts of at least $156,535 which reduce total 1994 City spending down to the same level as in 1993. The Financial Commission should review the Proposed Budget and the list of possible cuts and develop a recommendation for the City Council. is • Gerald Splinter presented the list of possible cuts and explained each item. It may be possible for the Police Department to acquire the items cut from its budget by using drug forfeiture money. Ron Christensen asked about the cost of continuing to operate our own dispatch center and adding two police officers. Gerald Splinter explained the costs and added that the City is applying for a federal grant which would allow it hire a total of five new officers instead of two. Denis Kelly stated that one of the functions of the City is to ensure safety and if adding officers will support that, he couldn't argue with the proposal. Ron Christensen pointed out that most of the items on the possible cut list were capital outlay or one time costs. Adding police officers is a recurring, annual cost. What will be cut from the budget in 1995 to prevent a tax increase then? Ned Storla moved that the Financial Commission recommend to the City Council that the list of cuts be adopted and that only one additional police officer be hired. Larry Peterson seconded the motion. Ned Storla, Larry Peterson, Ulyssess Boyd and Viola Kanatz voted in favor of the motion. Ron Christensen voted against it. Donn Escher and Denis Kelly abstained from voting. Next Meetina The next meeting will be Tuesday, January 11, 1994 at 7:00 P.M. ADJOURNMENT At 9:00 P.M. there was a motion by Commissioner Vi Kanatz and seconded by Commissioner Ned Storla to adjourn the meeting. The motion passed unanimously. 0 BROOKLYN CENTER FINANCIAL COMMISSION Chairperson and six members Meet regularly on 1st Monday of each month at 7 p.m. • Donn Escher, Chairperson 3107 65th Avenue North Brooklyn Center, MN 55429 561-4533 Appointed: 7/13/92 Appointed Chair: 8/17/92 Term expires: 12/31/96 Denis Kelly 7130 Fremont Avenue North Brooklyn Center, MN 55430 296-3597(w) 296-4217 (fax) 561-1022(h) Appointed: 7/13/92 Term expires: 12/31/95 Lee Anderson 5344 North Lilac Drive Brooklyn Center, MN 55430 588-8758; 296-1833 (w ) Appointed: 12/20/93 Term expires: 12/31/96 Viola (Vi) Kanatz 2901 O'Henry Road Brooklyn Center, MN 55430 561-3069 Appointed: 7/13/92 Term expires: 12/31/94 Send items to: Lawrence Peterson 5830 June Avenue North Brooklyn Center, MN 55429 537-7022 (h) 871-2727 (w) Appointed: 10/25/93 Term expires: 12/31/95 Ned Storla 4207 Lakeside Avenue North, #328 Brooklyn Center, MN 55429 493-8173(w) 493-8391(fax) 535-5431(h) Appointed: 4/26/93 Term expires: 12/31/94 Ron Christensen 6101 June Avenue North Brooklyn Center, MN 55429 533-1930 Appointed: 7/13/92 Term expires: 12/31/96 Council Liaison Dave Rosene City Manager Gerald Splinter Director of Finance Charlie Hansen • [December 27, 1993] (AAAROAAE) CITY OF BROOKLYN CENTER, MINNESOTA COMBINED ANNUAL OPERATING BUDGET FOR ALL BUDGETED CITY FUNDS INCLUDING THE • GENERAL FUND - DEBT RETIREMENT FUNDS ECONOMIC DEVELOPMENT AUTHORITY (EDA) FUND - HOUSING AND REDEVELOPMENT(HRA) FUND 1994 PROPOSED RESUME OF APPROPRIATIONS AND EXPENDITURES 1991 1992 1993 1994 1994 1994 8 Actual Actual Adopted Proposed Increase Increase Expend- Expend- Approp- Approp- -Decrease -Decrease itures itures riations riations From 1993 From 1993 I. GENERAL FUND BY FUNCTION AND ORGANIZATIONAL UNIT A. General Government 1,590,812 1,797,900 1,667,472 1,728,089 60,617 3.64% B. Public Safety 3,950,762 3,938,920 4,135,405 4,669,904 534,499 12.928 C. Public Works 1,818,289 1,594,190 1,764,833 1,610,962 -153,871 -8.728 D. Health & Social Services 104,706 114,579 45,647 41,572 -4,075 -8.938 E. Recreation 1,867,715 1,783,811 2,185,717 2,124,425 -61,292 -2.80% F. Economic Development 177,178 187,606 190,000 171,000 -19,000 -10.008 G. Unallocated Expenses 414,149 273,275 - 594,339 567,493 - -26,846 -4.52% Total General Fund 9,923,611 - 9,690,281 10,583,413 10,913,445 330,032 3.128 II DEBT SERVICE FUNDS BY FUND . A. 1980 Park Improvement Bond Redemption Fund 363,363 335,748 0 0 0 B. 1991 Cert. of Indebtedness Redemption Fund 306,000 261,000 73,000 0 -73,000 -100.008 C. 1992 Cert. of Indebtedness Redemption Fund 0 198,000 185,200 0 -185,200 -100.00% D. 1993 Cert. of Indebtedness Redemption Fund 0 0 49,600 0 -49,600 100.00% Total Debt Redemption 669,363 794,748 307,800 0 -307,800 -100.00% III. E.D.A. & H.R.A. FUNDS A. Economic Development 183,339 165,739 -17,600 -9.60% B. Housing & Redevelopment 141,386 142,859 143,992 139,360 -4,632 -3.228 Total EDA & HRA 141,386 142,859 327,331 305,099 -22,232 -6.79% IV. TOTAL APPROPRIATIONS - • AND EXPENDITURES 10,734,360 10,627,888 11,218,544 11,218,544 0 0.00% 12/8/93 (AAAROAAI) CITY OF BROOKLYN CENTER, MINNESOTA ANNUAL OPERATING BU DGET GENERAL FUND 1994 PROPOSED RESUME OF APPROPRIATIONS AND EXPENDITURES 1991 1992 1993 1994 Actual Actual Adopted Recommended Unit Expend- Expend- Approp- Approp- Number itures itures riations riations I. GENERAL FUND BY FUNCTION AND ORGANIZATIONAL UNIT A. GENERAL GOVERNMENT Council 111 75,795 78,476 84,541 85,688 Commissions 112 1,176 3,113 1,500 9,500 City Mgr's Office 113 265,276 313,422 299,283 316,830 Elections 114 17,063 44,182 27,584 48,601 Assessing 115 178,325 183,764 196,635 205,831 Finance 116 176,840 198,059 167,899 153,145 Independent Audit 117 15,400 16,450 17,500 18,000 Legal Counsel 118 200,008 202,220 204,196 204,196 Government Buildings 119 438,539 465,672 357,952 335,894 Data Processing 120 222,681 292,539 310,382 350,404 Total General Governmt 1,591,103 .B. PUBLIC SAFETY Police Protection 131 2,937,687 Fire Protection 132 625,794 Community Development133 311,468 Emerg Preparedness 134 54,585 Animal Control 135 21,329 Total Public Safety 3,950,863 C. PUBLIC WORKS Engineering 141 393,063 Street Maintenance 142 829,654 Vehicle Maintenance 143 453,767 Traffic Signs&Signal 144 28,134 Street Lighting 145 119,289 Weed Control 146 3,148 Total Public Works 1,827,055 D. HEALTH AND SOCIAL SERVICES 1,797,897 3,148,769 417,964 308,633 29,251 34,303 3,938,920 219,212 746,404 466,299 32,723 126,519 3,050 1,594,207 Health 151 75,215 84,069 Social Services 152 29,491 30,510 Total Health & Soc. Svcs. - - 104,706 - - 114,579 1,667,472 3,406,061 399,937 258,886 43,408 27,113 4,135,405 289,476 874,197 412,060 39,500 146,500 3,100 1,764,833 10,000 35,647 45,647 1,728,089 3,769,146 510,005 309,129 45,823 35,801 4,669,904 301,234 1,123,428 0 39,500 143,500 3,300 1,610,962 0 41,572 41,572 1994 Increase -Decrease From 1993 1,147 8,000 17,547 21,017 9,196 (14,754) 500 0 (40,) 40,022 60,617 363,085 110,068 50,243 2,415 8,688 534,499 11,758 249,231 (412,060) 0 (3,000) 200 (153,871) (10,000) 5,925 (4,075) 1994 % Increase -Decrease From 1993 1.36% 533.33% 5.86% 76.19% 4.68% -8.79% 2.86% 0.00% -6.16% 12.89% 3.64% 10.66% 27.52% 19.41% 5.56% 32.04% 12.92% 4.06% 28.51% -100.00% 0.00% -2.05% 6.45% -8.72% -100.00% 16.62% -8.93% 0 • 1991 Actual 1992 Actual 1993 Adopted 1994 Recommended 1994 Increase 1994 % Increase Unit Expend- Expend- Approp- Approp- -Decrease -Decrease Number itures itures riations riations From 1993 From 1993 E. RECREATION Administration, P&R 160 308,793 311,714 329,810 342,967 13,157 3.990 Adult Programs 161 281,516 275,697 323,190 289,363 (33,827) -10.47% Teen Programs 162 12,845 12,878 13,114 13,598 484 3.69% Children s Programs 163 74,309 82,834 85,312 86,643 1,331 1.560 General Programs 164 81,605 89,301 92,980 90,527 2,453 -2.640 Community Center 167 477,278 507,160 704,146 627,309 ( 6,837 -10.910 Parks Maintenance 169 634,032 504,316 637,165 674,018 36,853 5.78% Total Recreation - 1,870,378 1,783,900 2,185,717 2,124,425 (61,292) -2.800 - F. ECONOMIC DEVELOPMENT Convention & Tourism 170 177,178 187,606 190,000 171,000 (19,000) -10.00% Total Economic Devlpmt. 177,178 187,606 190,000 - 171,000 (19,000) -10.000 G. UNALLOCATED EXPENSES Un. Dept. Expenses 180 232,738 273,156 294,850 301,250 6,400 2.17% Un. Personal Services181 181,409 120 29,489 0 (29,489 Contingency 182 0 0 270,000 266,243 (3,757 -1.39% Total Unall. Expenses 414,147 273,276 594,339 567,493 (26,846) -4.52% TOTAL GENERAL FUND 9,935,430 9,690,385 10,583,413 10,913,445 330,032 3.12% The detail of the General Fund operations is contained in the Departmental Appropriations Section which follows this section. 0 Council Goal: Reduce expenditures in 1994 Proposed General Fund Debt Service and EDA f HRA Budgets to achieve a zero increase over 1993 expenditures (must cut 1994 Proposed Budget by $156,535) POTENTIAL 1994 PROPOSED BUDGET REDUCTIONS 1. Copying Machine (Unallocated) The Council will recall at their last meeting, because our current machine is virtually inoperable, you authorized the purchase of this equipment out of the 1993 budget, so it can be cut from the 1994 budget $28,000 2. Reduce General Fund Contingency (from $277,627) $17,500 3. Reduce Community Center Replacement Equipment (from $6,000) $2,000 4. Eliminate Community Band Appropriation $2,700 5. Eliminate E-Mail and Scheduling Software $521 6. Eliminate Disaster Recovery Analysis from Data Processing $15,000 7. Eliminate the Civil Defense Weather Unit $2,700 • 8. Eliminate Photocopier Feeder from the Police Budget $1,200 9. Eliminate Paper Shredder from Police Budget $2,750 10. Eliminate D.A.R.E Van Back Seat $700 11. Reduce GIS Software from the Data Processing Budget (from $32,000) $15,000 12. Reduce Entertainment in the Parks (from $26,985) $49000 13. Reduce Police Minor Equipment (from $12,701) $6,000 14. Reduce EDA Contingency Fund (from $20,000) $10,000 15. Eliminate Folding Chairs from Fire Department Budget $2,080 16. Eliminate Aluminum Tables from Fire Department Budget $29500 17. Cut Workers' Compensation Insurance Costs (we just received notice of a potential savings in next year's rates - a significant portion to this savings I believe is attributable to the efforts of our employee Safety Committee) $50,000 0 $162.651 • AlEMoxnrmuM TO: Chair and Members of Financial Commission r FROM: Gerald G. Splinter, City Manager DATE: January 7, 1994 SUBJECT: ORGANIZATIONAL EVALUATION PROCESS In 1993, the City Council and Financial Commission approved a process which would cover three general areas: 1. Evaluation of potential for administrative structure reorganization; 2. Evaluation of the supervisory/management and other staffing levels (using comparative data currently available); • 3. A service evaluation process (TQM?). The Financial Commission asked staff to first complete area No. 2 of this process and then proceed with area No. 1 followed by area No. 3. At your last meeting you received and accepted the Suburban City Management Study: Brooklyn Center and Other First Tier Suburban Communities completed by Staff Intern Todd Peterson. In your discussions and review of this study, you concluded there didn't appear to be any major areas which warranted additional analysis, and we should proceed with the other steps in the process. Attached please find copies of three organizational charts for your review and analysis. Chart A represents our currently approved organizational chart for the City of Brooklyn Center. Chart B represents an interim proposal which would modify our current organization. Chart C is labeled as an organizational chart for longer range consideration, and it represents a further reduction the number of department personnel reporting directly to the City Manager. The current organizational chart structure does not completely represent exactly how our organization works. While the liquor stores are indicated as a separate department, for many years they have effectively reported to the City Manager through the Finance Director. • Memo to Financial Commission -2- January 7, 1993 Chart B, or the interim organizational structure, suggests as a possibility some significant changes in Brooklyn Center's administrative organization structure. It expands the current public works department into a public services department or division by adding to the existing public works functions the recreation department functions. Currently the public works department is responsible for the maintenance of parks, and I believe it makes sense to consider moving those functions together and include the recreation department functions. Chart B also proposes adding the assessing department to the responsibilities of the community development department and adds to the financial services department liquor stores management. The rationale for placing the assessing department under the community development department is based on the fact that the actual activities and expertise of the assessing department is very valuable and useful and relates to inspections and development and redevelopment activities of the community development department. The placement of liquor stores under the financial services department is basically • a recognition of the existing situation in terms of reporting and responsibility of the liquor stores operation. Chart C, or the future organizational chart, offers as the possibility a public safety department and the movement of some staff functions from the city manager's office to the financial services department. The proposal of a public safety department carries with it a lot of problems and baggage. When implemented in other communities, it has met with mixed success. There seems to be a "natural" aversion on the part of police and fire organizations to be supervised under one department head. There are some very notable examples of successes with this arrangement, but there are many examples of failure. It is my personal belief the success and failure of these type of proposals for joining the police and fire services into a public safety division is based on the process of setting it up, and if it is accomplished without internal conflict. Its success also depends on the "attitude" and "support" of the personnel in both the police and fire, both and line and administrative. I have also enclosed for your information additional copies of organizational • charts of other communities and other examples of organizational charts for Brooklyn Center which were previously submitted for your review. The purpose of this memorandum is to induce initial discussion and debate with regard to the • Memo to Financial Commission -3- January 7, 1993 is merits of making administrative structure changes in Brooklyn Center under Step #1 in our process. At this time, staff consideration of these alternatives is at a preliminary basis and we are hopeful of getting input from the Commission and the City Council as we proceed in evaluating options. cc: Mayor Todd Paulson Councilmember Dave Rosene Councilmember Celia Scott Councilmember Barb Kalligher Councilmember Kristen Mann 0 *s4 0 City of Brooklyn Center Organization 1993 U ELECTORATE U City Council Advisory Commissions Chart A 0 I City Attorney - - - - - - I city Manager t ~ PUBUC WORKS FIRE DEPARTMENT -Govt 61dgs Are Prevention Storm Sewer Are Su'.. -Water Dept emergency Preparednsss -Park Mntce -SanitarySewer -Engineering Street Mntce -Central Garage POLICE DEPARTMENT -Patrol -Investigation -Crime Prevention / -Community Programs Support Services FINANCIAL SERVICES -Accounting -Audit -Utility Billing -Risk Management -Management Information Services / Purchasing Personnel \ Elections Licenses City Clark COMMUNITY RECREATION DEVELOPMENT -Recreation Programs -Inspections -Community Center -EDA/HRA -Golf Course -Zoning -EBHC ASSESSING LIQUOR STORES i 0 anlz°~I°~ 1 /9 enter Grg ~ °klVnN ►G . °f Bro -fFVAIM G~~y ELECTaR~ Pu~hesing pew c4v Manage' ` q t CitY+'titon'ey 1 ppL>t~ pEPARTME~ .patrol ~ pEPARTMENT -trwsso9at~ i~ ,Cr+me Pre" P ro a'Y's ~~ES" -FiraPravet~~ ~~P-C° ~~gaNSces PUBL~`aE -EmarS~~PrePa',ad"ess -Er+gineanng r~raet ~~er ~C,ae ~ page ~t 81dga 5avvet" aaat .Park" aPsrng" h~ Al Rac mu itYl% ,,tentar" C J.~_ J _ 1 gg3 organization Change from WINwCIA)-5- ~s -Accounting -Audit ity gil4in8 nt sw-es Risk Manag~t 1nf ormstion .{vlana9 Via" _tjquor J- CAMMUUtny 1T ~~LOPME Asaess~ng` - .insPacoona ~~p jl-1RA Zoning .EBHC 1V. - a Genter Org 1 g GAV4! n~Za~'1On oklyF, jn Of f F3r° - fLise r pdvisoN Pats°n Eteat+~ I ~o~nting .rcDP✓ r 9AFE~~ ~ 'Audtic .EBHG iniocrostD"$eNicas ,spent ~ana pD4tC~ -liquor stores PUBUGSEiN~s -patrOi_ _purohasin0" n~~yng RfiEPro=- m ~ ProSron's Vicenses` stx aet Mn ® a on madness Nicas ~B-ga ~~a ~~gg `,EmecOennY prep SuPP°~' .(;ov't Bidgs gewac wad Dept .p re~onsprogc,an"s Frnrnunity ~nyec ,~,otl Course from tChart 131 Change MEMORANDUM TO: Mayor Paulson and City Council membP,rs FROM: Gerald G. Splinter, City Manager d DATE: March 31, 1993 SUBJECT: ORGANIZATIONAL EVALUATION PROCESS Your Financial Commission has been charged with the responsibility of evaluating the organization of the City of Brooklyn Center as to its effectiveness and report back to the City Council. The Council at a previous work session had discussed various approaches and questions they wish to be included in this process. I have developed the following outline of a process we believe will address the City Council's interests. This process would cover three areas: 1) evaluation of the potential for administrative structure reorganization; 2) evaluation of the supervisory/management and other staffing levels (using comparative data currently available); 3) a Service Evaluation Process. AREAL ADMINISTRATIVE STRUCTURE REORGANIZATION The Financial Commission would evaluate the potential for developing a future organization plan which could be implemented over time to serve the changing needs of Brooklyn Center. I have attached for your information a copy of the organizational chart of Brooklyn Center just prior to the reorganization of the Community Development Department in the 1992 budget; a rough draft of an administrative organization which divides our organization into functions, departments, and divisions (this chart identifies most all functions of the City); a slightly modified organizational chart of the City of Brooklyn Center recognizing recent changes and doing some minor modifications to the existing structure; and a copy of the City of Bloomington organizational structure. The purpose of this evaluation would be to give a guideline to future councils and staff as to what the organization should or could eventually*be and once it is decided, then as opportunities occur, you could make changes and implement portions of the restructuring. AREA 2: SUPERVISORY/MA.NAGEMENTAND STAFFING LEVELS REVIEW The second stage of this process would be to evaluate and compare staffing levels in all portions of the organization: in the supervisory/management area, and in total personnel. We propose to use existing, readily available information from the Stanton Survey and other sources to give the Financial Commission and the Council an initial evaluation of comparable staffing levels in similar metro area communities. If this data demonstrates a need for further, more detailed analysis, then the recommendations could be made, appropriations approved, and a more detailed analysis could be completed. • Memo to Council Page 2 March 31, 1993 AREA 3. SERVICE EVALUA7YON PROCESS After your discussion at your last work session, the Council appeared to be leaning toward processes which involve employees within the organization rather than outside time analysis experts. We concur in this focus and propose a Service Evaluation Process structured similar to the 1992 prioritization process. The Service Evaluation Process would have a similar employee involvement committee system and would be directed at answering the following questions: 1. What do we do well and why? 2. What do we do okay and why? 3. What needs improvement? How/why? 4. Are there other cities or businesses which do particular tasks better than we do? How/why? 5. How can we provide services better? 6. Are we doing the right things? 7. How should your department's performance be measured? 8. What opportunities are there for additional cooperation between departments? 9. In what ways can we encourage cooperation with other cities and governmental units? 10. What other departments do we interact with and in what ways? If the City Council and Financial Commission can agree to this general outline, I believe it is something which could give us a guide to use in future budget decisions and in general overall policy discussions. 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Support Services Port Authority CD Block Grant Managemerit x100 A 4M > • ORGANIZATION CHART COUNCIL-MANAGER PLAN City of Brooklyn Center, Minnesota ADVISORY: r CHARTER COMMISSION Various Ad Hoc Committees ELECTORATE (appointed by district court) ADVISORY CITY ATTORNEY Housing Commission ADVISORY CITY COUNCIL Human Rights & Resources Commission PERSONNEL COORDINATOR ADVISORY EDA COORDINATOR Parks & Recreation Commission CITY MANAGER ADVISORY CITY CLERK DIRECTOR k d EARLE Planning Commission Emergency BROWN Prepared- HERITAGE ness CENTER DIRECTOR DIRECTOR DIRECTOR CHIEF ~DIRECTOR% % CHIEF MANAGER ( DIRECTOR ASSESSOR Planning of Finance o Envi of Volunteer Liquor Public Tax and Recreation Department Police mental Fire Stores Works Assessment \Department` Tr City er r l+Department Health Department Department Department ~ Recreation ~ - ~ ~ _ , ~ ~ ~ Golf Programs Park Government I Public Course Maintenance Buildings Engineering Street ~ Utilities Centerbrook Community Division Division Division j Division Division d" ~ Center ~vvc~i d too III ~ . • ~`y • , wr~3''``~ ' • • • ~ gate"~'~ • S~,y 3giN~7~'~tr prpt.L~~SNS' • Cs _ 5~yltd"~ _ w;,-.:.. •~d5 httL'yYtda~av ~~Q•egN1'f 5~~'t~~ • sS~ ss~t ns7 l p t sd s ray a s, •~~Q poll ~ t,,,~ f~aSS~~S~I) ~`~w ~Y¢ ~a~ ~~+~~.~~~ut~, • • ~yk/ 1~9'1t3'~ N gp,tt,t+c~orkf ~M~,Wy~i?d'~~ 'it . 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New Qrganizaho al Structure planning & ?,wring Division • Community Development Depar ent guilding Inspection I7Msion public Works Department Engineering pivision Parks Diiision Streets Di.,nsion 205.5 stiles of streets 220 miles of sanitary sewer Economic Development Division Utility Division Fleet Maintenance Division Ice ArenafBld&- Nlaintenance Division GOVERNMENT OF THE CITY OF EDEN PRAIRIE • ADVISORY BOARDS AND COMMISSIONS Board of Adjustments & Appeals Building Code Board of Appeals Cultural Commission Plying Cloud Airport Advisory Commission Heritage Preservation Commission Human Rights & Services Commission Parks, Recreation & Natural Resources Commissi Planning Commission Waste Management Commission I OTHER Community Needs & Resources Council • Administmtion Assessing Community Development Finance Fre(voluntser) ELECTORATE CITY COUNCIL HOUSING 8 REDEV. AUTHORfTY (HRA) CITY MANAGER, ' BOARC OF REVIEW" 1 i an JOINT POWERS AUTHORrfY SW. Metro Transit Commission SW. Suburban Cable Commission So. Hennepin Regional Planning Agency CITY DEPARTMENTS 'City Council serves in this capacity I Human ResoutcewComm. Services inspections. Facilities & Safety Parks, Recreation & Nat. Resources Police Public Works Post-It'" brand fax transmittal memo 7671 J ti ct pa"s ► Jf p _I 11 J co. (3 Q Dept. Phnne'q -'4 lv Fax # 4Lj" 11 CA .P C( -a- 0 • 1 1 t • EVtttE* ~ _ QIiYF ~QS 't1Q GHRt *~,#~NNINd C~ ~Itl~_ .ass 1 po jICt* IL 'o VMFo ' ~~aNr~aas ItSa~`41 ,..^'1 OEpVICEE 1Cs !►REaI► Npi~tOo ~t Ti>r8 OOLIF ~~1L W. a~~E~4ic ~TBs ~ ~RtOIIR CQR~ut~► RER~CE~ ARE ~p~1REQ SUPPORT AR~rt~~t 1.Et~t - rzVt LSE ~ -Slur wK cc~Ea YaVpell. 5sion~ tsig jj, TEEA . taVes isaipM Cook Ot. ~C3~R K/~'~ of IT. oil a~E~,a~pil6M 4 c r~ Y- r r r~ s r c~ c r= r~ u c~.. v C `jury-1t-9:Z FRI 10 :22 • CITY OF ST. LOUIS PARK OR ANIZA71QNAL CHARY CITIZENS HOUSING AUTHORITY r i 1 t I. • t . t teti~i ris■ r i OMMUNIT Df'M OP. MEENNTT ADMINI- STRATION 'FIR ~ r PLANNING PERSONNEL CIVIL , DEFENSE r l1OUSING r 'SERVFFICE ICES REDEVELOP ME NT 'Wi`t Y S STEM CITY. ,CLERK .ELECTIONS F} _ 0 1 'CITY COUNCIL ECON DEVEt.OP CITIZENS BOARDS COMMISSIONS AUTli CITY ATTORNEY CITY MANAGER .Post-it'" brand fax transmittal memo 76 1 ( # *1 pages' s'fl4RoA KAu7:5a,c( Fro.mAov Rq m sov✓ LeiTYof&0,k1YA1Gf co.0_,(7y OF .5'(- Dept. jpmne a qZ 2- P•x8 5Ca`7 ~41 `9T ` IIIFOXM 4/ ry 2- q._ x 663 POLICE ) ( PUBLIC )4 ~ ERRAT10t1 ( FINANCE WORKS NIZED MATT RECREATION ASSESSING ENA E CENTER LTRet:~trGrua: D TREASURY SEwy E S RAL S~1'tYtC~ST INSPEC_ TIONS AAWK ENMAINT- ENANCE FORESTRY 61110.3 16,q,-n CITY flF41CHFIELD Post-(N° brand fax transmittal memo 7671 yea ► j• ~ /t%lrt,Q4la Fro/ Depr• Phone Dept Phone CITY COUNCIL FaxN IFBx N ~f0~- 777 / CITY MANAGER CITY ATTORNEY - V J COMMUNITY ADMINISTRATIVE PUBLIC SAFETY COMMUNITY 1 SERVICES SERVICES LIQUOR DEVELOPMENT f y M a D -n Ilf 'fs ^rt 'p f'} 7s •V r- ['T N -o Pa -r_ rn -a M x x m C) w frf e-+ to 171 r n O r- M C) M J •A1 .tea O_ .~-a f y 1 ►~-m C) C7 w Z M l/i n- i M C~ Al s-li Mm M LA C-1 r- w~ M r {A :a ff1 ro -4 fib x 1*1 N 2 oc r 70 G9 M to a) QU j:X w r► 17) 1 C) N b x r r -COMM. CTR. -NATURE CTR. tnt=) -ICE ARENA -GOVT. OLM. cnv, i t=ics x -GOLF COURSE -FORESTRY t~t~ Ho 41E'CRCAT I ON -LIIN MAIN. i -5t~IMEtIt~G -STREET MAIN.' x; POOL -PARK MAIN. H -WATER MAIN. ; -SEWER MAIN. -CENTRAL GARAGE XZtat,O'N CIS pollee Ng pito tfirs pepertrcreni O . I3 z • : Daparta'eni ~~n C~ ' _ G11Y ~ennln8 ~ parka&Putpo ,~npjpeoring AdministratEot~ operations 1 Reotaailcn E:nterprleQ8 T qv* P01ca . publlo y~orka Ad~lnlstration ~r„o~''"° & ~niarpriaaa ' tt~ ~yC6~C►d pra City ttar►aC#or "{'mgt' ca. j • + G+s• ~ ~ Pha ~ t► feK pB~t. fax i ON dun°It 1' jgj*SOTk Cl VY O'V'RRO ~~~IZp►Tja'~`7eHoT . Ct" aWs ry City CE~r~r . • Cammissian • cii _ - - City Caen coot E porn City Committees r- _ _ f►tt°tY - City - • - ~~nagar l r Y piOCtor • ,~,..r»-~" ~ . pit+xtos of of. OVA • ~c City Ope'6005 • fire D$ieees ~lata~ 1 C4rief Police t.~-- pitectas 1 Chief flire~t arA Community of - Fin li ve Dovetapn'ent• F services yam, j 4'I1 ;I~1I~I tlt ~~J~~U~' ! ~ 1 ifi 4 ~~t a , :~~'4~~C~~~ U , ~ r y rl J~ r~ el Q it r` 6~!;, i ~ J ~~4~ v • ~ ~ ~ g ~ ~ II ~ ~ _ ~ ~ . w ~ ~ MY r r • ~ ~ • ~ g ~ ~ M ~ V w arf ~ r ■ ~ ~ r M~ w~ ~ i G ~~~fff C~ r I~ ~3 cm w MYNOM CMOKWTlY DEVOUN W 1 ' 1913 I I CURB= SMYIM ®DIKi OFF7CUL r1.M E71'AitDm Sr. Seezatary Saeretary y Data 4at2oLl"sP. Clark 1 ` _Sr. Cisrtli}plat (2) -M ASST. lumim tt F ISOM== DERIUM 1 ( 111 1 Irma nwwrms (S)l I NMDI i namm rm FIRE DWWWR (2) CONUM 79 DEVELORI 3lf DID I I Amns a RAY ~ PLANCOG IFXVMG i SS.TM 9 clam I AS90CiM KAMM I MOUSM SFEALISr imr. SOXIM =N= Ml RAMM ASSTSIllWr 22 authorized positions as of 6193 • • Crri 1'1.1111 = ADRIffSTRAT" DH'A1[iiW 1913 CM NAHUM • AMlN1D1TSS'rRA M Assistant City UuuWr~ IIAIiA6E!'S t1R+1C8 Cyr t»c rrms ~B. Raccutira Secretary Clty Cledk pomaications Coors. h28aaae1 00"diaator Sr. Qerkl't St accept iealstIClert (Z) _ 9 antlori:ed positions as of 6193 • • Oz. o~ PAC- ~ S ~~ss~ aesl~ ,pwta ~rtso , low. at SW I 900. ~~ttiea ~d tex ,hrl,s*t~s ~ s ,tatox +o . Vast! _ t.. c astkas11.06 p,usit;a*s as ai 5t43 21 • PM"M Ds,tpietoz Fiteix~r/AoaiTst t2~ mate: pperato: Aceotioti14 2eciyaiaiat Suter ydex oats poetxoi Closk !►asaeat~f Clark i A~ soWM'M ssex ss. Aprrals" Appraise: (3) • 1 N popAMW 1943 pe oi0 1TI17N f I.II.S. t~sosiiaotas I pyonim Now s fiat 11Aot. l7°°sd3>"tes prnpestT mout . Oaos'1. Ipsilaiei mist . te:loer QOMAL gee otft ee Supervise:` Rasa C"t"i ppes/casuoz Aeco m"m Clerk Dots Uootxel Cleat Assessumt ?ecladcien Sr. clost/Typtat 15 aotlwcizd positions as of 6143 • oreu~ sue~'~ city ~.a~t Jlisistaat ~i,~as T~sctr►iciss (s) Sact+ts kn!!i ! jio„tor st r. vast* satrt larjiisVoctot SOILIA EVE lliia (x) 4v G s Director ~iDO,sics Clottt7'wst 4 45 Pasiliaws as of 6193 motr sow w"Nsw S!a"T pZYiD Saw's ! fatazso..~ - gttaat Sm"tsisor Lasi4atsos Doztet (11} W. ~sxs~ Wb:tar (9) lisirtoawa