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HomeMy WebLinkAbout1993 04-05 CCP Work Session I CITY COUNCIL AGENDA CITY OF BROOKLYN CENTER APRIL 5, 1993 7 p.m. Council Work Session ... CITY HA�.LtLJTCIL�11tIBEI 1. Call to Order 2. Roll Call 3. Organizational Evaluation Process 4. Discussion of Size of Membership of Commissions 5: Adjournment i MEMORANDUM TO: Mayor Paulson and City Councilmemb s FROM: Gerald G. Splinter, City Manager 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. SUPER VISORYIMANAGEMENTAND 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 EVALUATION 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. Attachment ft ACtevnTi�1�! EE�SdNNE — TtCtASV,e .. LEoTlen/s S'lers N IoM Nisr,R�r�v A / /�A1CAL VT,,., ?y dJLW-41, Pu�CtpAi,�t — i /Et�A L S'le�e a ,ANa A no $1$_ MA I�.cl.JSls i ASdti6ME� �A�lw►twT tlt,Cn �ZS -y cA r �A��o�L � •M�,s „• mss -� - �, of BRook� c. ENT'E.0 s *� „� S sall•tr y V R p V I ,� Ive IV N A MINOES OTA q• E ' v y ! tea,, sr S ew rE� ( CO DA R f T — to S��J Es LE A t A* M IiT <A'T, c S t'rC G th � ULT I'L r� �Cp44,,n,, REc�CEA,,o� ti CITY CITY CnM�tvN,Tp4�CAn,s t1 r► CovHe� t, ELC- CT0%RTE ,rppc0A %T "at � ca �Re� b�4�^%e� �� Co�►�h►fS,e�1S _;�"sf ° � a Jig( o�;�� s,�sle►��'�'• `G L end fi 11, Po A 0 AS �A Aa y �� ti IT M LN TS Eoss fit ��a�0�`Pc. � %t� � � Q�r � dC .� ��cv`r�a6oA4R- in F s rfE�E O ��,,ARQptG �fFss N - Rasrolvs F L A CT I O N S N Ci'+'y ©t w�� ELECTORATE CITY COUNCIL ACIviSOry Commissions PurCnasing I— City Attorney - -- City Manager Personnel City Clerk Elections Licenses Public Fire Community Financial Police Recreation Services Department Development Services Department Department Govt Bldgs Sanitary Sewer inspections ACCtng Recreation & Audit Programs Storm Sewer Engineering Assessing Utility ommunity EDA/HRA Bulling Center Water Dept Street MntCe EPa:r7kM nt ce Liquor Golf Zoning Equipment Services Stores Course EBHC Risk Mgmnt Mis People of Bloomington ..:" Housing nd Redevelopment Authority 9 p Y Ma or and d Council c Charter ..: Commission RA-- Y ..... Port Authority Natural and Historic Resources Commission Planning Commission CAN Advisory Commission Parks and Recreation Advisory Commission Traffic and Transportation Advisory Commission Human Rights Commission Senior Citizen Advisory Commission Health Advisory Board Merit Board City Manager Legal Personnel .::::.:.:... Administrative Community Community Poll ce Fire ty tY Public Works Services v' ces n e e elo m t Services City Clerk Operations Planning Health Engineering Finance Support Division Building and Parks and Traff ic Inspection Recreation — Audit < : Fire Prevention Human Maintenance Services Informatlon Housing and Systems Redevelopment CAN Equipment 1: 11 IXI Assessing Ernalronmental Recreation Utilities Services Facilities Support Services Port Authority CD Block Grant Management 3300 A 4/92 ORGANIZATION CHART COUNCIL- MANAGER PLAN City of Brooklyn Cen ter, Minnesota ADVISORY. 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 EARLE Planning Commission Emergency BROWN Prepared- HERITAGE ness CENTER DIRECTOR DIRECTOR DIRECTOR CHIEF DIRECTOR CHIEF MANAGER DIRECTOR ASSESSOR Planning of Finance of Volunteer Public and Recreation Department Police Environ- Fire Liquor Works Tax Inspection art Department ent mental Stores Assessment Department Treai firer p Health Department Department Department Golf Recreation Course Programs Park Government Public Engineering Street Maintenance Buildings Utilities Centerbrook Community Division Division Division Division Division Center MEMORANDUM TO: Gerald G. Splinter, City Manager FROM: Sharon Knutson, Administrative Assistant /Deputy City Clerk DATE: April 2, 1993 SUBJECT: COMPOSITION OF COMMISSIONS Subdivision 5 of the enabling resolutions for the Brooklyn Center advisory commissions sets the size of membership of the commissions. Following is the current composition for each of the commissions: DRUG AWARENESS Chair plus eight (8) members. FINANCIAL Chair plus six (6) members. HOUSING Chair 8 lus eight P g () members. HUMAN RIGHTS & RESOURCES Chair plus six (6) members. PARK & RECREATION Chair plus six (6) members. PLANNING Chair plus six (6) members. i