HomeMy WebLinkAbout2010-06-04 CorrespondenceCITY MANAGER SEARCH PROPOSED TIMELINE AND TALKING POINTS
June 4 Work Session
June 11 - Ad publication
June 14 -Distribute recruitment profile
Approval of recruitment profile -decide next step (committee or Council as a whole)
Response by June 16
June 28 -Publication in professional bulletin
July 23 -Application deadline
August 17 -Distribution of consultant report with candidate list
August 20 -Progress report meeting with consultant (2 hour executive session)
September 20 -Start interviewing candidates sometime that week
Will this schedule work, do we need to make changes?
Who should be involved in interview process?
Board & Commission chairs
Former Mayors
Department Heads
Interview process? Two options
1) Maybe 5 or 6; narrow down with Council interviews and bring back smaller number
(including spouses) to meet with Board & Commission chairs, Former Mayors, department
heads; and community meet and greet within one week
OR
2) Do all at once. Bring in maybe 5 or 6, with spouses; set up meetings with Council, Board &
Commission chairs, Former Mayors, department heads; and community meet and greet
/~-~~~
~OG°p~
CITY OF IOWA CITY
RECRUITMENT PROFILE
CITY MANAGER
CITY OF IOWA CITY, IOWA
This Recruitment Profile provides background information on the Community and the City government of Iowa City, Iowa.
It outlines factors of qualifications and experience identified as desirable traits and attributes for Candidates for the City
Manager position to possess. This Profile was prepared following interviews with the Mayor and City Copncil Members, City
Department Heads and a broad range of community members involving small, focus group sessions, open public forums, and
through the Internet.
Importantly, this Profile will be used as a guide in the recruitment process, providing specific criteria by wlwch applications will
be screened and individuals selected for final interview and appoin g eS t FP ideration. This recruitment is Sing conpducted
on an open, impartial, local, regional, and nationwide basis, encoura a lications from all persons wishin to com ete for
the position.
All inquiries relating to the recruitment and selection process for the City Manager position are to be duetted to the attention
of the consultant working with the City of Iowa City:
Robert Beezat
The PAR Group, LLC
100 North Waukegan Road, Suite 211
Lake Bluff, IL 60044
TEL: 847/234-0005
FAX: 847/234-8309
www.pargroupltd.com
Submit r@sum~s by mail or by email to:
resume®pargroupltd.com
COMMUNITY BACKGROUND
Iowa City: In the top five of the
"Best in National Rankings" for.
Public Schools...Metro Area for Livability...
Small Metro Area...Metro Area for Expanding a Business
Offering big-city amenities along with small-town hospitali-
ty, Iowa City is recognized by many national surveys and
publications as one of the best places to live, work, and raise
a family. Iowa City is known to its residents as a community
with "extraordinary opportunities in an unexpected place."
Nestled in the heart of the Midwest, Iowa City has long served
as a locus for culture, education, variety and fun. It was
literally carved out of native prairie in 1$39. It was organized
by Fiat of the Iowa Territorial Legislature and U.S. Congress
and was intended to be the first permanent location of Iowa's
early seat of government. When statehood was achieved in
1846, Iowa City was the first state Capitol. The Capitol was
moved to Des Moines in 1857. "Old Capitol" is now a nation-
al, historic landmark.
The Iowa City area has been home to many diverse groups of
Native Americans beginning roughly 13,000 years ago and
continuing into the initial settlement period. Historian Ben-
jamin F. Shambaugh of the University of Iowa and State
Historical Society noted that the new town plat "...was a
wilderness, in which the Indian camp-fires had scarcely gone
C~Oo p~
out." Indian cultures included hunter-gatherers from the
Paleo-Indian and Archaic Periods, Woodland and Late Pre-
historic agriculturalist mound builders, and Meskwaki vil-
lages from the historic period. The first immigrants from
Europe came from Germany, the Czech Republic, Ireland,
Norway, Sweden, and Great Britain. With the draw of the
University of Iowa, Iowa City has seen temporary and perma-
nent immigration from all over the world.
Iowa City is a diverse community from all perspectives:
social, economic, business, educational, housing, etc. One of
the major contributing factors to the diversity of the commu-
nity is the University of Iowa. The University of Iowa was
founded on February 25, 1847, 59 days after Iowa became a
state. The first faculty offered instruction at the University in
March 1.855. In September 1855, the student body numbered
124, of which 41 were women. The 1856-57 catalogue listed
nine departments offering Ancient Language, Modern Lan-
guage, Intellectual Philosophy, Moral Philosophy, History,
Nahtral History, Mathematics, Natural Philosophy, and
Chemistry. The original campus was composed of Old Cap-
itol and the 10 acres of land on which it stood. Today's
University of Iowa is recognized as one of the nation's top
public universities, offering more than 100 areas of study for
its 29,000 students. Since 1936 Iowa has been the home of the
renowned Iowa Writers' Workshop, having fostered the cre-
ative talents of Ray Bradbury, Flannery O'Connor, and Kurt
Vonnegut. The University also includes one of the largest
university-owned teaching hospitals in the nation. Providing
patient care within 16 medical specialties, the UI Hospitals
and Clinics has been named one of "America's Best Hospi-
tals" by U.S. News fa World Report magazine. The University
of Iowa has a long and distinguished list of'firsts': It was the
first public university in the U.S. to admit women and men on
an equal basis, the first to admit students regardless of race,
and the first to confer the Master of Fine Arts degree. It has
been a pioneer in such diverse fields as speech pathology,
space exploration, and educational development.
Iowa City is also served by the Kirkwood Comm oxim t 1
lege campus, which has an enrollment of app Y
3,239 students and offers a full Arts and Sciences curriculum.
It offers distance learning for those who can't make it to
campus, continuing education classes for those who wish to
take classes in their area of interest without obtaining course
credit, plus customized training programs for area business-
es. The National Alliance of Business clamed Kirkwood its
Community College of the Year in 2000 for Kirkwood's part-
nerships indeveloping training programs with the area busi-
ness community.
In addition to the University of Iowa and Kirkwood Com-
munity College, the Iowa City area provides a variety of
excellent K-12educational opportunities; The Iowa City Com-
munity School District has an enrollment of about 10,600
students from kindergarten through 12th grade. The district
includes the nearby communities of Coralville, Hills, and
North Liberty. In all, the district has 17 elementary schools,
two junior high schools, two senior high schools, one alterna-
tive school for seventh through twelfth graders, as well as
daycare and pre-school facilities. Iowa City is also home to:
Regina High School, a private Catholic institution; Willow-
wind School, an independent school with K-8 and Montes-
sori pre-school; and Preucil School of Music, specializing in
the Suzuki method of instruction.
Iowa City's economy is as diverse as it is prosperous. The
economy is based upon a thriving commerce, a major univer-
sity, and a number of national and international businesses,
including Fortune 500 companies. Iowa City is home to facil-
ities of General Mills, Moore North An{erica, NCS-Pearson,
Lear, Oral B Laboratories, Procter & Gamble, the corporate
headquarters for ACT, and scores of smaller indus-
tries and businesses. The University of Iowa is the
,,~r city s largest employer, with 23,608 emp oyees.
The academic and research mission of the Univer-
sity,along with the health care services provided at
its hospitals and clinics, have a tremendous eco-
nomic impact on the area.
.^k.t z~. ~. ...„. ,_~,_ Y
~ 't„t~
.. ri . '~'Z d~'1
.-,,.r'
< < ,k
The Cedar Rapids/Iowa City Technology Corri-
dor, located at the crossroads of Interstates 80 and
380 in the center of the United States, is a model of
regional development. The area, encompassing 12
communities plus Johnson and Linn Counties, rep-
resents astrong partnership between Priority One
and the Iowa City Area Development Group, The
University of Iowa, Kirkwood Community Col-
lege, Alliant Energy, MidAmerican Energy and the
Cedar Rapids Area and Iowa City Area Chambers
of Commerce.
From music and art festivals to Broadway perfor-
mantes, Iowa City has an event to suit anyone's
C~Op
taste. During the summer months, live
music becomes a part of the downtown's ~
irresistible ambiance. Each July, the city is i
host to a jazz festival that attracts music
enthusiasts from both near and far. The
annual Iowa Arts Festival features the state's
best visual art, music, and food. Iowa City is
also home to several community theaters, ~~-
including Riverside Theatre's Shakespear- f •~,• _ -
ean stage. Located in City Park, this open-
air theater presents shows under the stars.
Iowa City is home to the recently restored ,~
historic EnglertTheatre downtown and also ~~?=~
has a vibrant Iowa City Community The-
atre. The University of Iowa's Rancher
Auditorium showcases the best in enter-
tainment.Over the years, Hancher has been
host to productions such as Rent, Cats, Les
Miserables, and Stomp. The Rancher stage has also seen the
likes of Yo Yo Ma, Jerry Seinfeld, and Wynton Marsalis.
Iowa City is a place of rolling hills, lush and scattered wood-
lands, and tall grasses. In the Iowa City area alone, there are
41 public parks, several of which overlook the scenic Iowa
River. Many of these parks are equipped with networks of
walking and biking trails as well as quaint picnic sites and
prairie reserves. Coralville Lake, located to the north of Iowa
City, offers a multitude of recreational activities. In addition
to 5,000 acres of water for pleasure boating, fishing, swim-
ming,and water-skiing, the area is laced with attractive trails
used for hiking, biking, and cross-country skiing. A glimpse
of the state's geologic past can be found at a nearby Devonian
fossil gorge. Unearthed during the flood of 1993, the gorge
contains a variety of fossils. Iowa City is full of unique shops-
from the Old Capitol Town Center, Pepperwood Plaza, and
the Sycamore Mall to family-operated businesses; the area
provides a variety of merchandise. The downtown is un-
equalled when it comes to offering specialty goods; it's there
you'll find clothing and jewelry, gifts and toys, books and
espresso. The Coral Ridge Mall, located in the nearby city of
Coralville, is a regional shopping mall.
CITY GOVERNMENT BACKGROUND
The legislative and policy arm of the City government is the
City Council, which consists of seven Council Members elect-
ed to four-year, overlapping terms. All Council Members are
elected at large in the general election; three of the seven are
nominated by district and any primary is held only in the
district. One of the Council Members is selected as Mayor by
the majority vote of the Council and serves atwo-year term in
that capacity. The Mayor is a voting member of the City
Council and has no veto power. The Mayor is the official
representative of the City, presiding officer of the Council,
and its policy spokesperson.
The Council appoints a City Manager, City Attorney, and
City Clerk. The Council also approves the City Manager's
°~~•3, ~~t,s,~~ ... .
r.~ '
appointments of the Police Chief and the Fire Chief. All other
decisions concerning hiring, firing, discipline, and supervi-
sion of employees are made by the City Manager or those
employees to whom the Manager delegates responsibility,
subject to Iowa law, including Chapter 400 of the Iowa code
regarding civil service employees. The Mayor and City Coun-
cil also make appointments to the Library Board of Trustees
and the Airport Commission. The Library Board appoints a
Library Director and the Airport Commission appoints an
Airport Manager. The Mayor and City Council appoint a
wide variety of Boards and Commissions to assist them in
making legislative and policy decisions for the City.
The City Manager is the Chief Administrative Officer of the
City. All City employees, except the City Clerk and City
Attorney and their staffs, answer to the City Manager, who in
turn answers to the City Council. It is the duty of the City
Manager to ensure that City's Ordinances are enforced and
the policies of the City Council are implemented. The City
Manager appoints and directly supervises the directors of the
City's operating departments, supervises the administration
of the City's personnel system, and further supervises the
official conduct of City employees including their employ-
ment, training, compensation, reclassification, discipline and
discharge. The City Manager also oversees administration of
City contracts, execution of public improvements, as well as
construction, improvement, and maintenance of all City facil-
ities. The City Manager prepares a proposed annual budget
and submits it to the City Council for consideration and final
approval consistent with State law, along with presenting
recommendations and programs to the'City Council.
Iowa City is afull-service, municipal government providing
a wide array of city services as shown in the accompanying
organization chart. The City has 615 full-time-equivalent
employees with 551 being full-time employees. The City's
fiscal year runs hom July 1 through June 30. The City has a
total expenditure budget of $125 million with the major
components of the budget being the General Fund ($51 mil-
lion), Business Type/Proprietary Funds ($46 million), Capi-
~~Oo p~
tal Projects ($14 million), and Debt Service Fund ($12 million).
The City has earned and enjoys a triple A bond rating.
More information regarding the City Government of the City
of Iowa City and the community can be found at the Cit}/s
website and related links at: www.icgov.org
CITY ISSUES, CHALLENGES,
AND OPPORTUNITIES
The City of Iowa City expects to address a number of impor-
tant issues and challenges in the next several years. Some
issues relate to broad policy matters. Some are more specific
to particular internal operational, organizational and man-
agementmatters. The Mayor and City Council are seeking an
experienced, professional public administrator to assist them
in analyzing and evaluating these and other issues, and
implementing programs which will maintain and improve
the quality of life for its residents and businesses. The following
issues and chnllenges are not listed in order of priority or impor-
tance bu tare set forth to give candidates a sense of the type and scope
of issues which the City will be addressing. The fist is not to be
considered as exhaustive, nor should the statements be interpreted
as endorsing any particular course of action. The list is divided into
some general categories, but there is obviously overlap of issues into
more than one category.
Finances/Itevenue
Grow the City's tax base within a state municipal tax
structure which limits revenue sources and options.
Increase acquisition of grants from state and federal
government regarding a wide range of programs in-
cluding transportation, roads, housing, homeland secu-
rity, etc.
Develop revenue producing/sharing partnerships with
private and public organizations.
Re-examine the local option sales tax issue
in terms of focused spending (i.e., road im-
provements) for particular projects which
benefit all of the taxpayers who pay the tax
and which is "sunsetted" when the projects
are completed.
Economic Development
Take a more proactive policy and programmatic stance
toward commercial and industrial growth and develop-
mentwithin the City limits.
Review the City's zoning and building codes to facilitate
development while still maintaining quality and safety
standards.
Evaluate potential property acquisition opportunities
for redevelopment purposes.
Continue the City's active involvement with downtown
as itchanges from a retail center to acommunity/ student
activity and entertainment center.
Implement road improvements which will assist in mov-
ingbusiness related traffic within and around the City.
Implement road improvements which will improve traf-
fic flows in the Kirkwood College area of the City.
Make the airport and surrounding area more attractive
as a business development opportunity.
Develop a light rail system along the Technology Corri-
dor linking workers and jobs.
Investigate ways to increase east-west train traffic from
both a freight and passenger standpoint.
Investigate and evaluate the utility and value of a com-
munity-wide Wi-Fi system.
Consider public ownership of public utilities such as gas,
electric, and cable/internet systems.
Cultivate the idea of Iowa City as a retirement communi-
ty to attract and retain residents with regular income,
who participate and support marry cultural activities
and programs, and who do not utilise some services such
as elementary and high schools.
Workforce/pffordable Housing
Develop concrete goals for affordable housing utilizing
mixed-use developments and inclusionary zoning poli-
Customer Service
Improve customer service/welcoming ori-
entation to business development and
expansion.
Review and evaluate City Hall staffing and
assignments to expand hour of operation
and availability to the community.
Exemplify and implement an organization-
al culture which balances regulatory roles
of government with the role of enabler/
proactive communicators to assist residents
and businesses in achieving their commu-
nity or business goals.
C~Oo p~
ties: "untangle the knot" of the many causes and
impacts of workforce/affordable housing.
Review public transit services and routes as part of
the goal of achieving affordable housing within the
community.
Look at new and creative approaches which other
communities are taking to encourage a broader range
of housing options for working families which are
also profitable for developers and builders.
Personnel/Staffing
W ith projected retirements of City Department Heads
and other City Staff over the next 3 to 10 years, take
a fresh look at the City's organizational structure,
programs, and staffing levels.
Also, with projected retirements, develop compre-
hensive succession planning policies and programs to
ensure the continued high level of professionalism and
skills within the organization.
Find a way to finance the construction and staffing of Fire
Station #4 in the short term and Fire Station #5 in the
longer term.
Evaluate police staffing levels which some consider to be
relatively low based on per capita staffing standards.
Regularize the performance evaluation process for de-
partment heads with a system which rewards perfor-
mance and encourages excellence and risk-taking.
Improve clarity and completeness of internal communi-
cation from the top down, through department heads,
and to the rank and file.
Marketing/Irnage/Public Relations
Improve marketing the City; hire a professional public
relations person for the City.
Translate residents' love of Iowa City into a positive
image for both retaining and attractmg future entrepre-
neurs and retiring "Boomers" and competing for busi-
ness growth and grant acquisition.
Find more ways to welcome and integrate new members
of the community.
Strategic/Long Term Planning
Consider development of an overall strategic plan for the
City which sets achievable priorities and goals.
Have afive- and ten-year vision and plan for the commu-
nity to help navigate through the sometimes conflicting
program requests which come before the Mayor and
Council.
Value the voices of those not typically heard regarding a
wide range of issues and plans.
University and Student Relationships
• Continue to expand partnerships and programs with the
University of Iowa and to engage the highly talented
faculty, staff, and students in addressing City issues ana
challenges.
Get students to care about and be involved in the City
government; bridge the gap between students and the
rest of the community
Build partnerships between the police, University, social
service agencies, and students in regards to alcoholism,
binge drinking, and sexual assaults issues.
Recognize that students who are often members of the
community for 4 plus years have some of the same needs
and concerns of longer term reside~tts.
Create regularized (quarterly or semi-annual) meetings
between the University, the City, and students to discuss
and address common issues and problems.
Regionalization and Partnerships
Continue the implementation of tl}e joint communica-
tions center and take a leadership role in seeking other
joint service agreements with other governmental bod-
ies in the region regarding police, fire, public transit and
vehicular traffic issues.
Continue to support the regional approach to economic
developmentthroughthe CedarRapids/Iowa CityTech-
nology Corridor.
Miscellaneous
Evaluate and find ways to fund the maintenance and
replacement of aging infrastructure.
Upgrade and expand recreational facilities to keep pace
with other cities in the region.
Improve and upgrade the City's information tech-
nology: i.e., catch up on GIS system; improve and
integrate the City's financial and HR software pro-
grams to provide up-to-date information to City staff;
expand the opportunities for e-business with residents
and businesses.
Simplify/ digest the many dense and lengthy documents
on the City's website to be more readily understandable
to residents and businesses.
C~OpI~
Provide more explicit leadership and education to the
community regarding energy efficiency and conserva-
tion and other "green" initiatives.
Institute an annual "trash forgiveness" day.
CITY MANAGER GIUALIFICATION CRITERIA
The current and predictable issues, needs, and challenges
confronting the City of Iowa City call for particular experi-
ence, skills, and professional commitment on the part of
Candidates for the position of City Manager. The following
factors of education, experience, management style, and per-
sonaltraits have been identified as ideal attributes for the City
Manager to possess in order to function effectively in the
position. It is anticipated that the salary for the position will
be $160,000+/-, negotiable depending upon experience and
qualifications. Residency in the City is required within a
reasonable amount of time following appointment, as deter-
mined by the Mayor and City Council.
Education and Experience
A bachelor s degree from an accredited college or university
is required; a graduate degree in public administration or
related field is preferred.
Have proven executive-level management experience with at
least seven years of progressively responsible experi-
ence; experience in a full service municipality of similar
size and complexity is preferred.
Experience in a university community is strongly preferred
but not required.
Possess strong financial management abilities involving bud-
get developmentandcontrols, financial forecasting, prov-
en and sustainable revenue generation, and capital 1
improvement programming; have excellent analytical
skills.
Have knowledge of and experience with a wide variety of
creative and innovative housing alternatives available
through both private sector developers and public and
not for profit programs and partnerships.
Have experience with and an appreciation of the contribu-
tions which educational, cultural, recreational, and his-
toricalamenities make to a community which enjoys and
appreciates a high quality of life for all of its residents.
Possess demonstrated excellent oral and written communica-
tion skills and the ability and willingness to communi-
cate openly and transparently with the Mayor, City
Council, employees, and community.
Have experience in and knowledge of employee and labor
relations and possess a reputation for dealing openly
and fairly with both individual employees and employ-
ee groups.
Have experience developing and implementing a strategic
planning process which anticipates future opportuni-
ties, issues, and concerns, and assis~.s in development of
annual and longer-range plans and priorities for the
community.
Have experience in intergovernmental relationsworking with,
and when appropriate, lobbying local and regional juris-
dictions and state and federal agencies in a constructive
and cooperative manner.
Have demonstrated record of applying technology systems
and technology transfer to ensure effective use of com-
puter applications and related technology by all appro-
priate activities of the City government; personally be
computer literate.
Have experience working with elected officials, other
City department heads and staff, and an actively
involved public in a positive, cooperative, and
team-oriented approach to addressing issues and
solving problems.
Understand and practice the principles of the council-
manager form of government; prepare and share
information equally with all members of the Coun-
cil;provide the Council with alternatives and make
a recommendation to the Council on all matters
that come before it.
Possess knowledge of economic development tools,
programs, and strategies and have a positive record
in overall economic growth and development and
downtown revitalization, including a positive
record of interaction with business leadership.
~C~G'~
Be capable of effectively communicating the City's approved
policy positions to the media and community groups and
organizations.
Have experience and ability to recruit and retain high quality
professional staff and be supportive of professional de-
velopment for staff.
Possess a broad base of knowledge beyond local government
and be a life long learner who can appreciate an inter-
disciplinary approach to problem solving.
Management Style and Personal Traits
Possess complete integrity and exemplify professional and
personal characteristics of impeccable behavior which
meet the highest standards.
Be an excellent communicator; a good listener; be someone
who honestly and openly seeks and enjoys the input of
others whether they are citizens, staff, or elected officials.
Bea "people person;' easy to get along with, patient, and
accessible.
Have strong leadership skills.
Be a strong administrator who is self-confident and has the
courage of her or his convictions to present carefully
thought-out policy-related alternatives and recommen-
dationsfor Council action, while recognizing the impor-
tance ofcarrying out the direction of the policy decisions
of the Mayor and Council.
Have maturity, professional stature, and personal style which
will establish early credibility with City Officials, em-
ployees, and the community at large.
Have a high energy level and enthusiasm for meeting the
challenges and responsibilities of the City Manager's
position; have a good work ethic; set a good example.
Exemplify and be committed to a customer service orientation
and be able to exemplify, promote and support such an
orientation among staff throughout the organization.
Be capable of attracting, developing, and retaining a highly
qualified professional staff.
Delegate broadly and provide wide latitude to professional
staff, while being personally knowledgeable of the status
of municipal activities and projects and holding staff
accountable for results; be able to challenge staff to be
creative and innovative in addressing community issues.
Believe in and practice participatory team management; be a
consensus builder; have faith in managers and give them
opportunities to take calculated risks.
Be open to and promote new ideas and initiatives.
Be active in the community as a visible City Official, per-
sonally taking part in civic and community activities
and events.
Though thoroughly engaged with the City organization and
community, be able to take vacations and' recharge their
batteries."
Have a sense of humor.
PROFESSIONAL ANNOUNCEMENT
The following, or similar, text has been released for insertion
in appropriate professional publications and Internet sites.
IOWA CITY, IA (65,000) City Manager. The City of Iowa
City, progressive, stable, full-service, independent city and
home to the University of Iowa, seeks an experienced manag-
er and leader who will thrive in an interactive community.
Reports to and appointed by the Mayor and City Council,
elected to four-year overlapping terms. Mayor is selected by
the City Council from among its members. Most recent City
Manager retired after 21 years as City Manager. $125 million
budget and 615 FTE employees. Successful and responsible
executive management experience requ~ed; municipal expe-
riencepreferred. Bachelor's degree required. Master's degree
preferred. Experience in a university community strongly
preferred, but not required. Strong administrative leader-
ship; open and positive communicatiozR; team management;
financial and budget management; community, housing and
economic development success; and labor relations experi-
ence required. Must be committed to and enjoy being part of
and working with an engaged community. Starting salary
range of $160,000+/-dependent upon cjualifications and ex-
perience. Residency required subsequent to appointment.
Additional information regarding the position can be found
at the Consultant's website: www.pargroupltd.com. Apply
promptly with complete r2sum@ to: Robert Beezat, The PAR
Group LLC,100 N. Waukegan Road, Suite 211, Lake Bluff,
Illinois 60044. TEL: 847/234-0005; FAX 847/234-8309;
email: resume®pargroupltd.com Applicants desiring confi-
dentiality, subject to Iowa open meetings and records laws,
should request the same in writing at the time of submitting
their application. The City of Iowa City is an Equal Opportu-
nity Employer.
The Group
~~p~
Citizens of Iowa City
Mayor &
City Council
Airport
Commission
Boards &
Commissions
City I I COY
Attorney Cierk
City I I Board of
Manager Trustees
Airport
Manager
Assistant Finance Fire
City pirector Chief
Manager
Broadband Admin. y
Telecomm. T a pin
g
Accounting
Human Rights Fire
Purchasing Prevention
Human
Resources
nt
Services Suppression
Information
Technology
Services
Revenue
Risk
Management
Housing & parking
Inspection &
Services Transit Director
Director
Library
Director
Parks & 1 ( Community I ~ Police
Recreation I I Development Chief
Director Director
Admin. Parking Administration Administration
Building Transit Operations CBD Maintenance Dave op ent
Inspection Para-Transit Cemetery
Economic
Housing
Authority Forestry Development
Housing Government JCCOG Progran
Inspection Buildings
Nefghbofiood
Parks Services
Recreation Urban Planning
Administration
Animal Servio
Community
Services
Criminal
Investigations
Emergency
Comm.
• Patrol
Records &