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4 In reviewing Table "8" it is clear that almost every year there was an anlysis of need, and the staffing level was adjusted accordingly. It is also evident that the staffing complement has not grown in real terms over the past ten years. The City has added or subtracted as the need and policies dictated. The recommendation to divest the City of municipal liquor opera- tions was made on the basis its projected financial success was extremely marginal. The purpose of the City being in the retail liquor business was to provide revenue for City facilities and services. It contributed in excess of a million dollars in revenue, of which most was invested in the park system. The Building Inspection Department is immediately sensitive to swings in the building economy. In 1984, a position vacated by retirement was not filled. In the 1987 Budget additional hours were provided, and if building activities continue at the same rate, additional staffing will be necessary. In 1986, the Public Works and Park Maintenance Divisions were � reorganized and positions added and deleted. ' In 1987, the City decided to eliminate the Public Health Sani- tarian, and transfer that responsibility to the County Health Department. This would be effective January 1, 1988. In Table "9", there is a comparison of Roseville's staffing with other cities. Roseville compares very favorably in numbers of employees per thousand population, and is the lowest in numbers of employees per $10 million of assessed valuation. ' Government, like any business, operates in an environment which is changing at a rapid rate. Roseville has attempted to keep pace with the changing technologies, citizen needs or wishes, and the factors which allow Roseville to be a competitive place in which to live, play, work, and learn.