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CITY OF SAtbBERNARDINO -QIVIEMORANDUM J !
.
To
Shauna Edwins, City Administrator
From Daniel A. Robbins
Chief of Police
Subject
Recommended Budget Cuts
Date
November 5, 1990
Approved
Date
Attached please find two staff studies, one dealing with the Police
Evidence Fund and the other with Victim Support Services. In light of the
City's present financial situation, I have made a careful review of the
Department's budget and have the following recommendations: That $24,000
be returned to the City's General Fund from the Vice/Narcotic Account
#215-53070, Evidence Funds. Also that the Victim Support Services program,
Account #213-53154, be cut and the remaining funds, $45,000, be returned to
the General Fund.
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Attachments
PRIDE .f
9ESS
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/1/56~
, CITY OF SA~BERNARDINO -OMEMORANDUM
To Daniel A. Robbins, Chief of Police
Subject Staff Study for Evidence Funds
FromCaptain J. Griggs
Date 10-25-90
Approved P1!
Date 16-2.-?'()
PROBLEM:
City budget constraints have dictated that we take a look at evidence
funds. It has al so been noted that a possible combining of funds may
result in additional funds being available.
RECOMMENDATION:
1 recommend that the amount of $24,000 be returned to the City General Fund
from the Vice/Narcotics Account 1215-53070.
FINDINGS:
The Vice/Narcotics Unit and the Investigations Unit were heretofore in two
separate divisions which made it necessary to keep two separate checking
accounts. These two units are now under the same Investigations Division
of the Police Department and these funds can now be combined by closing one
of the accounts.
The account which Investigations had at the Bank of America was closed on
10-18-90 and the amount of $7,308.23 was deposited into the SBPO evidence
fund the Department holds at Security Pacific National Bank.
The balance as of 10-18-90 at Security Pacific Bank was $41,589.47.
Account Clerk Mary Alvord was asked for a current update of evidence
accounts held by the Police Department and it was noted that some of the
funds for laboratory and other analysis was not expended last year, leaving
a large balance. The evidence fund in Vice/Narcotics and Investigations
were both depleted.
The amount needed from the checking account during the fiscal year 89-90
. Was $38,000.
Jhus far this fiscal year $16,000 has been spent from the checking account.
If that rate continues there will be approximately $48,000 necessary this
year. With the amount currently in the checking account and the amount
which would be left if the $24,000 were returned to the General Fund there
should be adequate funds to 1 ast the rest of the fiscal year as far as
evidence is concerned.
If last year is an example of the funds which are used year to year for
services to the County and laboratory fees there should be a surplus at the
end of the fiscal year which will revert to the General Fund. That amount
is estimated at approximately $15,000.
PRIDE -I
.IN PROGRESS
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Staff Study for Evidence Funds
Page 2
This $15,000 should be more than enough to compensate for any increase in
B.A. tests required by Western Nursing Associates.
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CITY OF SA~)BERNARDINO --;JMEMORANDUM
To Daniel A. Robbins, Chief of Police
From Captain J. Griggs
Subject
Victim Support Services, Operations and Costs
Date
10-23-90
./1
Approved _ t?;;/.~
Date f" - 2 . '76
PROBLEM:
Due to budget constraints and the shortage of funds in the City, I was
requested to evaluate the Victim Support Services operation.
RECOMMENDATION:
I recommend that the remaining amount of approximately $45,000 in Victim
Support Services be returned to the General Fund and the Victim Support
operation be discontinued at the Police Department.
FINDINGS:
Victim Support Services is under Account 213-53154. The Police Department
heretofore has provided victim support services, however until this budget
year the operation was funded tlirough community based organizations and
federal block grants.
This year the City elected to budget $58,246 for this project. There are
two full-time and one part-time counsel ing employees contracted through
Victim Support Services. There is one counselor assigned to days, one
assigned to nights and the part-time counselor is assigned for relief.
The idea behind Victim Support Services is to provide immediate counseling
for victims of violent crime and other counseling type services for persons
encountered by police officers on a daily basis. There are other community
based organizations who provide counseling. If the Victim Support
Services at the Police Department is discontinued, the victims of crimes
would not have immediate response from a counseling unit. They could
however, seek counseling through other community based organizations which
offer such services.
Free or low cost counseling comparable to that offered "by Victim Support
Services is available through such community organizations as:
Option House for .battered women and children
Al Anon Family Groups
San Bernardino County Office of Alcohol & Drug Programs
Family Services of San Bernardino
San Bernardino County Victim/Witness Program (D.A.'s office)
Bethlehem House
Find the Children, and
San Bernardino County Welfare Department
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PRIDE ~
9ESS
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To
OHEF D. IOB8no
VICfIM SUPPORr SERVICES - PR)IQ'lED BU:lGET
FISCAL YEAR 1990/1991
o
From
LT. J. DeVLIN
Subject
Date
APRIL 2, 1990
Approved
Date
With your concurrence. the following request for Victim QIpport Services
funding will be included in account No. 213. I have been instructed to
insert this ~t in the Material Service and Supplies contractual
services section and will include II copy of this proposed budget.
POOIQ'lED VICfIM SUPPORr SERVICES BUL'GF:r
FISCAL YEAR 1990/1991
PERSa-.NEL
Contract Salaries - QJtreach Coonselor (2.0 fTE)
QJtreach Coonselor.(1.0 PTE)
Total Personnel Expense
45.776.00
8.512.00
54.288.00
OPERATIK; EXPENsES
Governor's Training Calference (2 persons)
Telephone (one line. me extension)
Pager service (two pagers. includes donation
of Voice Mail Box - 480.00 value)
Mileage reimOOrsement
Office suwlies
920.00
840.00
408.00
1btal ~rating Elcpense
1.740.00
50.00
3.958.00
Total Proposed ~rating Budget
Fiscal Year 1990/1991
58.246.00
Respectfully submitted.
~~
J. IEVLIN. LIE1.1I'ENANji
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TO: Mayor and Council
. cc: City Admini~ator
SUBJECT: Library Budget
FROM: Mar~n Vassilakos,
AS~City Librarian
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Date: Nov. 1, 1990
REC~O.-AnJH~L OFF.
LIBRARY BUDGET -- IMPACT OF ADDITIONAL CUTS
1~00 NGV - 2 p~ 4= 2:]
===========================================
This year's most recent budget figure for Library Dept.
Last year's Library Dept. budget was
$ 2,910,495
2,777,693
,.
Difference
132,802
In order to receive $128,000 from the State of California,
the City Library must maintain a budget at least equal to
the previous year's budget.
FIXED COSTS:
The Library Dept. budget does not leave much room for optional
cutting because approx. 42.7 % of costs are fixed -- such as
electrical, maintenance, garage, telephones, etc. Of the fixed
costs, the greatest increase over 1989/90 was in telephone costs:
from $9,902 to $29,000; garage from $3,918 to $7,144; security
from $26,060 to $28,672; and custodial from $82,267 t6 $84,788.
So, what I'm saying is that though it looks like we have a lot
more money this year than last, in reality much of it is eaten
up in fixed costs over which we have little or no control.
OPTIONS:
Optional cutting, then, would have to be done with materials
salaries, or outlets. Materials account for approx. 8.59 % of the
and personnel for approx. 48% of the Library Dept. budget (not
including the recently eliminated Outreach Officer @ $40,081
<includes benefits> which would bring the percent to 46.7%).
MATERIALS:
I do not propose to cut our materials budget because materials not
purchased during their prime time are not available during
succeeding years, and it devastates a Library's collection if
development is not continuous. Additionly, at this time the book
budget for 1990/91 shows a balance of $128,000, of which $28,000
must be spent on reference materials or the Library will lose
$12,400 of Major Urban Resource Libraries grant funding from the
State.
PROGRAMS (OUTLETS):
Attached is a sheet of budget information.regarding costs per
Library outlet. Closing a branch library is one option the
Common Council may elect to take.
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CODDI~GTOK OUTLET:
The obvious choice 9ra branch outlet must be ~rificed would be
the smallest, thoug ery efficient Coddington '-Ianch, which is
located in Perris H1 1 Park. Circulation has fallen after the roof
problems which were followed last summer by the A/C problems. The
branch is too small for an acceptable level of programming, though
it is efficiently run and serves a clientele who would miss it.
The small-audience programs developed by the branch supervisor
demonstrate ingenuity and creativity, and I hate to even suggest
that we might close the facility.
However:
1. Rowe Branch is not far away.
2. The Perris Hill location is a problem because access
from the south is essentially cut off.
3. Because of activities in the park, programming and access are
problems. For example this week there is a carnival in the
parking lot (at the foot of Harrison Ave.), and one can hardly
reach the branch.
4. Baseball at Fiscalini Field sometimes interferes with Library
activities, though not so much now that the branch is closed
at 6 p.m. nightly.
5. Recently, youth - perhaps gang members - have been congregating
around the branch, and the supervisor has requested security
in the afternoons, something which will be necessary and which
we can ill afford.
6. At some point in the future we would hope to locate this
branch further east to serve City residents of the eastside.
In the Budget Branch Breakdown (attached) Coddington totals
Sl10,332. By now we are in the 5th month of the fiscal year,
so even closing Coddington Branch would not realize S100,000.
OTHER BRANCHES:
Costs for other branch outlets are given on the Budget Branch
Breakdown (attached).
SUNDAYS:
If we were to close Feldheym on Sundays, we would realize
S12,224 annually because the staffing on Sundays is (I thought
of saying minimal, but I think I'll say) skeletal. It's
S1018.68/mo. which means there would be approx. S7130.60 left
after November.
RETIREMENTS:
The Common Council could help the Library out by offering a
"golden handshake" to two employees who cost big bucks and who
could be replaced by less costly staff:
1 Library Clerk @ approx. S25,000 (includes benefits)
1 Senior Librarian @ approx. S40,114 (includes benefits)
A beginning Library Clerk @ S8.59/hr. (S17,867/yr. plus benefits)
or 2 part-time clerks with no benefits would be much more cost
effective. The Senior Librarian could be replaced by part-time
Librarians @ 12.44/hr. or perhaps part-time junior librarians
@ $11.54/hr. TEMPORARILY. The original positions Library Clerk
and Senior Librarian would remain as unfilled vacancies in future
budgets while we fill-in with part-time staff. In other words we
are not suggesting the elimination of 2 staff positions. We are
suggesting that we temporarily underfill them.
SERVICE HOGRS:
Chipping away at the hours of service
not really save much because we still
and retain staff to serve the public.
of a Library outlet does
must maintain the building
We have already cut hours
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BUILDING MAINTENANCE:
We have talked seriously about hiring our own building
maintenance uSing the 544,462 budgeted to privatize our share
of the City's building maintenance. We are tabulating costs this
year and how many times we have to hire private firms anyway
because something is urgent and how many times we are assessed
additional charges because whatever we requested is "not in the
budget" --- like fetching haunted house paraphernalia from the
warehouse for 5136. We'll take it back ourselves thank you
with a borrowed pick-up and volunteer plus staff labor.
Perhaps we have been remiss in keeping the Council informed of
measures we have been taking over the years to make the Libraries
efficient and productive. Our staff takes pride in their ability
to overcome and to cope, and they serve the public well.
Though we understand the City's predicament, I think the morale
of these dedicated workers will plunge if I must tell them the
Library budget will suffer additional cuts.
4
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City of San Bernardino
INTEROFFICE MEMORANDUM
9011-202
TO: SHAUNA EDWINS, CITY ADMINISTRATOR
FROM:
ANNIE F. RAMOS, DIRECTOR OF PARKS, RECREATION AND
COMMUNITY SERVICES
SUBJECT: PROPOSED BUDGET CUTS
DATE: November 1, 1990
COPIES:
-------------------------------------------------------------
Attached is the analysis of the proposed budget cuts and
their impact as a results of those cuts.
The proposals are numbered according to priority.
addition I am providing a list
adjustments that could be considered
the increased city budget deficit.
In
budget
offset
of miscellaneous
in an effort to
I wish to discuss these with you at your convenience.
~~~
ANNIE F. RAMOS
DIRECTOR, Parks, Recreation and
Community Services
AFR:cj
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proposal #1
city CUltural Center
Landscape Maintenance
$ 36,851
47,762
84,613
6,200
$ 90,813
Center Manager
MS&S
Relocation Costs:
Refurbishment Costs
Maintenance & utilities
- 15,000
- 12,602
Net Savings
$ 63,211
Impact:
The closure of the City Cultural Center will require the
relocation of the Recreation Division program operations and
associated staff.
Four full time recreation staff to be relocated to the
main office building, 547 N. Sierra Way, as well as all the
supplies and equipment utilized in the recreation programs.
Relocation will require some refurbishing of the pro-
posed new location, such as new ceiling, carpeting, improved
lighting and shelving. In addition the closure of this
facility will result in the unavailability of the various
rooms in the Cultural Center for rental by outside groups
which total 15,802 participants yearly.
The Police service Center and the victims Assistance
~rogram, as is the Special Olympics office are also located
~n the CUltural Center. Perhaps these programs can be
allowed to remain in the Cultural Center if they pay for
utilities or rent.
Target users:
Recreation staff
Organizations such as Neighborhood Watch: Child Protec-
tion Services: united Sr. Service Club: Weddings:
Receptions: AI-Anon: Census Bureau and Black Culture
Foundation, etc.
Police Service Center
victim's Assistance Program
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Proposal #2
Wests ide Drop-in Center
Employment Specialist
Clerk Typist II
MS&S
$ 30,377
24,804
12,638.
Net Savings
$ 67,819
Impact:
This recommendation provides for the retention of the
Manager position* and relocating this position to the main
Parks, Recreation and Community Services Department building.
This action would allow only for the continued implementation
of the FEMA grant program, screening and referral services of
the various social services, including the homeless, and
continuation as a clearing house and coordinator of City and
County agencies for the holiday food basket program.
Target users:
West side residents
Low income citizens
Senior citizens
*NOTE: Consideration should be given to incorporating this
position and the employee presently in this position into the
new Homeless Coordinator position. The present individual in
this position already has the experience and is doing much of
the tasks which would be required of the new Homeless Coordi-
nator position. This arrangement would work well either
associated with the Parks, Recreation and Community Services
Department or the Mayor's office.
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Proposal #3
Wests ide Drop-In Center
Manager
Employment Specialist
Typist Clerk
MS&S
$ 40,326
30,377
24,804
12,638
Net Savings
$108,205
Impact:
Elimination of a centralized source where assistance
with food, clothing, shelter, utility bills, house payments,
rent payments, medical/health screening and referral is
provided. Loss of assistance with over 20,000 letter writing
and form completion services for child support applications,
welfare applications, food stamps, accident insurance claims,
income tax assistance, DMV forms, disability claims, job
applications, resumes and work sentence job forms.
Loss
food and
affected.
of FEMA grant of $20,000 for 1990-91 for emergency
shelter with an estimated 800-1,000 persons being
Loss as a clearing house during the 1990 ho~iday season
for assisting all city and county agencies 1n screening
families who would be eligible for holiday food baskets.
A Senior Nutrition program serving over 20 meals per day
also would have to be terminated. This is a relatively new
program and meals served are on the increase.
Target users:
Wests ide residents (general)
Low income citizens
Senior citizens
Homeless
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Miscellaneous Cost Saving Proposals:
Typist Clerk III (freeze)
(381) Administration
Assistant Director Auto Allowance
Management Allowance
Training
Dues/Subscriptions
Meetings and conferences
(382) Parks
Dues/Subscriptions
Meetings and conferences
Training
(383) Recreation
Dues/Subscriptions
Meetings and conferences
Trl!.ining
Part-time salaries
Contractual Services
(389) Sturges
Meetings and conferences
Dues/subscriptions
Savings
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$24,804
3,000
600
531
310
2,012
6,453
155
1,635
2,375
4,165
600
2,075
650
8,425
3,000
14,750
370
126
496
$50,668