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CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
CITY ADMINISTRATOR'S OFFICE
TO: Mayor and Common Council
FROM: Fred Wilson, Assistant City Administrator
DATE: May 9, 1996
SUBJECT: Budget Workshop Materials
-----------------------------------------------------------------------------------------------------------------------
Attached are the proposed budget reductions and revenue enhancements that were distributed at
the last Ways and Means Committee meeting.
The committee requested that this information be forwarded to the Mayor and Council for
further discussion.
9
Budget Reductions
and
Revenue Enhancements
Budget Workshop
May 13, 1996
BUDGET REDUCTION SUMMARY
POTENTIAL
AGE DEPARTMENT PROGRAM/SERVICE REDUCTION COST SAVINGS
2 Administration Eliminate Asst. to the City Admin. position $ 17,800 (Done)
and create Senior Administrative Analyst.
3 Finance Close/eliminate Central Stores 81,000
4 Fire Eliminate 1 battalion (reducing the number of 292,300 -
Battalion Chiefs from six to three).
5 Fire Eliminate overtime or edminiAmtive 1&we-for 13,000 or 77,300
Battalion Chiefs.
6 Parks & Rec. Eliminate park tree trimming. 10,000,/
7 Parks & Rec. Eliminate Utility Payment and Postal 65,800 #
Service Center at the Westside Community
Service Center.
8 Parks & Rec. Close the Ceramics Studio. 4,200
9 Parks & Rec. Cancel Franklin D. Roosevelt Bowl concerts. 11,000
10 Parks & Rec. Eliminate one Community Services Manager, 41,000 `
leaving only one to manage both the Downtown
and Perris Hill Centers.
11 Public Services Reduce concrete repair/replacement program. 33,800
12 Public Services Eliminate Asst. Director position (general fund 42,400
portion).
13 Public Services Eliminate Typist Clerk III position - Street 27,400
14 Public Works Reduce Traffic Engineering Services. 111,500 -
15 Risk Management Eliminate Occupational Health Nurse Program. 97,300
16 Telecommunications Eliminate one Video Production Coordinator. 46,900
TOTAL: $895,400
-1-
BUDGET REDUCTION WORKSHEET
DEPT: Administration FUND: General Fund
PROGRAWSERVICE REDUCTION:
Eliminate Assistant to the City Administrator position, and create Senior Administrative
Analyst
POTENTIAL COST SAVINGS:
$17,800
IMPACTS ON SERVICES:
Impact is minimal. Duties previously handled by the Assistant to the City
Administrator will be transferred to the new Senior Administrative Analyst. (This
action was discussed and approved at the April 15, 1996, City Council meeting.)
Positions affected? x yes _ no If yes, list positions:
Assistant to the City Administrator (vacant)
-2-
BUDGET REDUCTION WORKSHEET
DEPT: Finance FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Close/eliminate Central Stores
POTENTIAL COST SAVINGS:
$81,000 (one position eliminated; additional savings to the GF by shifting one
position to Fleet)
IMPACTS ON SERVICES:
- Public will not be affected. Central Stores is an internal service provider.
- Everything that is currently stocked can be procured commercially. City also has
full use of the County stores which are nearby and carry many more line items.
- Sales have been declining. Last year's sales were $1 million; current year's
projected sales are $700,000.
- Stores operation is inefficient. Inventory turn level (ratio of sales to inventory
value) of five or more is efficient; the City's is less than two. By comparison,
Riverside County's turn rate is seven, and San Bernardino County's is ten.
- If approved one Storekeeper would shift to Fleet, and would no longer be funded
by the General Fund. The other Storekeeper would come to City Hall and work
with the Print Shop. The Purchasing Clerk will come to City Hall and perform
administrative and clerical duties for Purchasing.
Positions affected? x yes _ no If yes, list positions:
(1) Warehouse Supervisor
(2) Storekeepers*
(1) Purchasing clerk*
* Would shift to other functions
-3-
BUDGET REDUCTION WORKSHEET
DEPT: Fire FUND: General Fund
PROGRAWSERVICE REDUCTION:
Eliminate 1 battalion (reducing the number of Battalion Chiefs from six to three)
POTENTIAL COST SAVINGS:
$292,300
IMPACTS ON SERVICES:
No impact to the public; will impact the way the Fire Dept. is managed:
- Remaining Battalion Chiefs and other staff will have to assume administrative
duties now done by BC's. This is the main responsibility of a BC; on-scent
management comprises approximately only 7% of a BC's total 24 hour on-duty
time.
Need to implement a call-back procedure to ensure that simultaneous single alarm
fires and/or a multi-alarm fire occurs to provide incident management. Dept. can
also train Captains to assume BC duties under these circumstances.
- Fire captains will assume responsibility for managing operations in their station.
Positions affected? x yes _ no If yes, list positions:
(3) Battalion Chief (currently two vacant;
two other vacancies anticipated in May)
-4-
BUDGET REDUCTION WO T
DEPT: Fire FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate overtime or administrative leave for Battalion Chiefs
POTENTIAL COST SAVINGS:
$77,300 for elimination of overtime
$13,000 for elimination of administrative leave
E%IPACTS ON SERVICES:
None. Fire Safety MOU and Management/Confidential salary and benefits resolution do
not address an obligation to pay Battalion Chiefs overtime. This appears to be based
solely on past practice. ,
Positions affected? _ yes x no If yes, list positions:
-5-
BUDGET REDUCTION WORKSHEET
DEPT: Parks, Rec., and Community Svcs. FUND: General Fund
PROGRAWSERVICE REDUCTION:
Eliminate park tree trimming
POTENTIAL COST SAVINGS:
$10,000
IMPACTS ON SERVICES:
- More than 500 trees will not be trimmed as planned for FY 96-97.
W
- The only trees that will be trimmed will be those that pose a potential hazard, and
they would only be trimmed on an emergency basis.
Positions affected? _ yes x no If yes, list positions:
-6-
BUDGET REDUCTION WORKSHEET
DEPT: Parks Rec., and Community Svcs. FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate Utility Payment and Postal Service Center at the Westside Community Service
Center
POTENTIAL COST SAVINGS:
$65,800
IMPACTS ON SERVICES:
Center will no longer collect utility bills or provide postal services, i.e., stamps,
money orders, packages, etc. The Center processes approximately 30,000 utility
bills per year and serves 25,000 postal patrons annually.
This is a non-traditional service for this department and does not meet the ,
essential criteria for recreation and/or community service. It costs approximately
$3.00 per utility bill paid through the center.
The city collects approximately $9,000 from the utility companies and post office
for our services. Of that amount, $5,000 is from the post office. However, the
postal services department has requested that the City run the postal section as a
public service, and they would pay $100 annually instead of $5,000 as in the past.
Payment services are available at the local shopping center on Highland Ave. near
the center. Postal services are available at post offices located at Highland and
Arrowhead, and at 1041 N. Mt. Vernon.
With the closure, the total efforts of the Center Manager will focus on expanding
services and maintaining current services, such as the information and referral
program, federally funded programs for the hungry and homeless, rent/deposit
program, and other adult and youth programs.
Positions affected? x yes no If yes, list positions:
(2) Cashier I positions
-7-
BUDGET REDUCTION WORKSHEET
DEPT: Parks. Rec.. and Community Svcs. FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Close the Ceramics Studio
POTENTIAL COST SAVINGS:
$4,200
IMPACTS ON SERVICES:
The ceramics studio, located behind the Perris Hill Swim Center, is operated on a
year-round basis. It provides fine arts instruction in ceramics, including pottery,
wheel work, and sculpture. The studio is operated by a contracted instructor hwo
is paid through student registration fees. ,
Eliminates ceramic crafts opportunity to approximately 1,400 participants
Savings will be in gas charges that are required to operate the kiln used to fire the
students' works.
Positions affected`' _ yes x no If yes, list positions:
-8-
BUDGET REDUCTION WORKSHEET
DEPT: Parks, Rec.. and Community Svcs. FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Cancel Franklin D. Roosevelt Bowl concerts.
POTENTIAL COST SAVINGS:
$11,000 (fine arts funds)
IMPACTS ON SERVICES:
- Two concert series, the Indian Summer Concerts and the Rites of Spring Concerts,
have been offered to San Bernardino residents free of charge for the pst decade.
This reduction eliminates musical entertainment in an outdoor setting to
approximately 3,000 to 4,000 spectators.
Positions affected`' _ yes x no If yes, Iist positions:
-9-
BUDGET REDUCTION WORKSHEET
DEPT: Parks, Rec., and Community Svcs. FUND: General Fund
PROGRAWSERVICE REDUCTION:
Eliminate one Community Services Center Manager, leaving only one to manage both the
Downtown and Perris Hill centers.
POTENTIAL COST SAVINGS:
$41,000
EWPACTS ON SERVICES:
Hours at the two Senior Centers will be reduced by approximately two (2) fours
per day.
Additionally, senior special events such as the Senior Olympics and Senior Talent
Showcase will be eliminated due to the reduction in management staff and the
increased responsibility of managing multiple centers.
Positions affected? x yes _ no If yes, list positions:
(1) Community Service Center Manager
(vacant)
-10-
BUDGET REDUCTION WORKSHEET
DEPT: FUND:
PUBLIC SERVICES 406_CONCRETE PROGRAM
PROGRAM/SERVICE REDUCTION:
Eliminate Maintenance Worker I position - concrete
POTENTIAL COST SAVINGS: $33,800
EVIPACTS ON SERVICES:
In FY 95-96, the concrete program was reduced by two Maintenance Worker I positions,
resulting in a reduced capacity to maintain the sidewalk infrastructure and repair damaged
sidewalks in a timely manner. The loss of this position will be offset by the funds
provided through CDBG for the sidewalk replacement program.
Positions affected? X yes _ no If yes, list positions:
Maintenance Worker I
-11-
BUDGET DEDUCTION WORKSHEET
DEPT: FUND:
PUBLIC SERVICES 401 STREET MAINTENANCE ADMIN.
PROGRAM/SERVICE REDUCTION:
Eliminate Assistant Director position
POTENTIAL COST SAVINGS: $ 42,400 (General Fund portion)
EMPACTS ON SERVICES:
Assistant Director primarily focuses on personnel issues and day-to-day coordination of
the various divisions. These functions would be assumed by the Director, resulting in a
lack of long-range planning capacity and effective, inter-department coordinatior for
designing and implementing solutions for community issues.
Positions affected? X yes _ no If yes, list positions:
Asssistant Director
-12-
BUDGET REDUCTION WORKSHEET
DEPT: FUND:
PUBLIC SERVICES 401 STREET ADMINISTRATION
PROGRAM/SERVICE REDUCTION:
Typist Clerk III - Street Administration
POTENTIAL COST SAVINGS: $27,400
MPACTS ON SERVICES:
This position was upgraded from an Account Clerk II to a Typist Clerk III when the
Street Division Reorganization was approved on 4/17/95. The Department's Secretary
has assumed some of these duties while this position has remained vacant. The
Department Secretary now provides support to (3) managers, and reduced clerical support
to the Director because of these additional duties.
Positions affected? X yes _ no If yes, Iist positions:
Typist Clerk III
-13-
BUDGET REDUCTION WORKSHEET
DEPT: Public Works FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate two vacant positions in Traffic Engineering
POTENTIAL COST SAVINGS:
$111,500
IMPACTS ON SERVICES:
Deleting Associate Traffic Engineer will require re-assignment of other personnel,
which will adversely impact response to traffic related complaints and
development of solutions. It will eliminate a second professional level review in
the section.
Increases the time required to review and comment on traffic impact analysis.
Generally, a TIA requires two weeks of concentrated effort. Loss of Associate
will require the Traffic Engineer to review all aspects of TIA.
Loss of a Maintenance Worker I impacts the section's ability to maintain the
existing inventory of pavement markings and signs.
Positions affected? x yes _ no If yes, list positions:
Associate Traffic Engineer (vacant)
Maintenance Worker I (vacant)
-14-
BUDGET REDUCTION WO T
DEPT: Risk Mana e� ment FUND: Worker's Comp
PROGRANVSERVICE REDUCTION:
Eliminate occupational health nurse
POTENTIAL COST SAVINGS:
$97,300 (salary, benefits, and program supplies)
LWPACTS ON SERVICES:
- Eliminate audio testing for Fire Department. May need to contract for some audio
testing.
- Lack of on-site treatment for minor illnesses and injuries of employees. So?he lost
work time; more referrals to physician or clinic.
- Eliminate in-house coordination of CPR and first aid training.
- Eliminate in-house employee counseling on bloodborne pathogens. May need to
contract for service.
Positions affected? x yes _ no If yes, list positions:
Occupational Health Nurse
-15-
BUDGET REDUCTION WORKSHEET
DEPT: Telecommunications FUND:261
PROGRAWSERVICE REDUCTION:
Eliminate one (1) Mid-management position: Video Production Coordinator
POTENTIAL COST SAVINGS:
$46,900
EVIPACTS ON SERVICES:
Minimal. Production scheduling, staff assignments, and project follow-up
responsibilities will be reorganized with few problems anticipated. The current
CATV Manager will have to assume those duties. He has previously held this
position at another broadcast station.
Positions affected? _X_ yes _ no If yes, Iist positions:
Video production coordinator
-16-
Updated May 7, 1996
Revenue Enhancements
/. Sell Pioneer Memorial Cemetery to a private
operator 926,000
The cemetery is a historic part of the community, and has been owned by the city
for over 100 years. However, the Cemetery Fund is projected to end FY 96-97
with a deficit of$92,800. While municipal cemeteries were common in the past,
the community will be better served if the cemetery is sold to a private operator.
The new owners will be able to make the investments necessary to upgrade and
market the services of the cemetery.
Z . Increase parking citation penalties 15,000
The current penalty schedule was last revised on July 1, 1993. The City is
currently charging less than neighboring cities on many code violations. The
proposed bail schedule will be more in line with surrounding communities.
3 Modify Municipal Code to allow for citations
of vehicles not displaying current registration
tags 6,000
The City currently writes citations for unregistered vehicles, pursuant to CVC
Section 4000. This section of the code requires that vehicles be registered. As
soon as the owner shows proof that the vehicle is registered, the citation must be
dismissed.
If this code change is made, citations would instead be issued for not displaying
tabs (Section 5204). When an officer writes a citation, he is really saying that
the license plate indicates that the registration is expired, due to expired tabs
being displayed. If they correct the violation and replace the expired tabs,
Section 40225 allows the City to charge $10.00 for administrative costs. (The
state takes $5.00 of this for the Criminal Justice Construction Fund.)
Increase Clerk's Office administrative fees
for abatements 6,400
The City Clerk's Office charges administrative fees on building, vehicle, and
weed abatements. This revenue would result from fee increases of $8 - $14,
depending on the stage of the lien process that the abatement costs are paid.
-17-
Revenue Enhancements
"5- Impose new fees for following lien process 01 0-�
items 1,600
These new fees would be charged for issuing demand letters, release of lien
documents, and duplicate release of lien documents.
Change business registration fee for vending
machines 32,400
The current fee is $60 per year for 1 -25 machines, and $2.00 for each machine
over 25. The proposed fee would be $34 per year for each machine.
7. Change business registration fee for pool halls 4,700
The current fee is a flat rate of$100 per year. The proposed fee would be $60
per table per year.
8 Increase weed abatement administrative fee to
reflect costs 209000
Charge for Operator's Permits 9,000
The Police Department and the City Clerk's Office are both involved in issuing Operator's
Permits. Charging a fee of$59 per permit would cover both departments' costs of processing
these permits.
Raise the towing administrative fee from
$25 to $50 34,000
In an informal survey of other area cities, San Bernardino currently charges one
of the lowest administrative fees ($25). The highest city charged $105 per
vehicle, and the median fee is $50. A fee of$50 would more accurately reflect
the costs incurred by the Police Department.
��. Issue a citation for illegal burn calls rather 5,000-10,000
than a warning
The Fire Department generally issues warnings rather than citations when illegal
burns are reported. This estimate assumes 20 violations per year, with a fine
amount of$250 per violation.
-18-
Revenue Enhancements
/2.Charge a fee for the third and fourth fire inspection 1009,000
(when a continued violation requires these
additional inspections)
Currently, the only fees for fire violations are paid when a case is heard in court
and a judge sets the fines. In most cases, there is only a warning without fines.
When fines are applied, they are usually light (less than $100). An average of
only ten cases from the Fire Department go to court each year.
Out of the 10,000 fire inspections done annually, approximately 5,000 require a
third inspection and 2,500 require a fourth inspection to clear violations. If the
Fire Department were to charge a fee for the third inspection of repeat violations,
this revenue could result.
TOTAL: I x,400
---- ---------------------------------------------------------------------------------=-----------
Other Revenue Ideas
Implement police-operated tow service for
towing police impounds
(potential net revenue - first year) 600,000
-19-
goo
CITY OF SAN BERNARDINO
PROJECTED GENERAL FUND BALANCE REPORT
FISCAL YEAR 1996-1997
ESTIMATE ESTIMATE ESTIMATE
DESCRIPTION FY 95-96 FY 96-97 FY 97-98
--------------------- ----------------- ----------------- -----------------
Estimated Revenues 67,123,100 67,710,300 68,710,300
Est. Operating Transfers In 7,188,600 4,813,500 4,813,500
---------------- ---------------- ----------------
Total Estimated Available 74,311,700 72,523,800 73,523,800
Expenditures 72,096,000 72,946,600 74,346,600
Transfers Out 3,356,600 3,444,700 3,444,700
--- ------------ ---------------- ----------------
Total Expenses 75,452,600 76,391,300 77,791,300
Excess (Deficiency) of
Revenues over Expenditure (1,140,900) (3,867,500) (4,267,500)
Beginning Balance 3,073,500 1,932,600 0
Ending Balance 1,932,600 (1,934,900) (4,267,500)
-------- -------- --------
-------- -------- --------
FY 96-97 Expenditures do NOT include the additional $308,400 being requested by
the City Attorney and $317,500 being requested by the Police Dept.
FY 97-98 Assumptions:
Revenues - assume total net increase of 1.5%.
Expenditures - 72,946,600
186 Increase 700,000
PERS for Safety 700,000
Total 74,346,000
OPTION: Eliminate one Battalion (Reducing number
of Battalion Chiefs from six to three. )
POTENTIAL SAVINGS: $292, 300
BACKGROUND
Currently, the Fire Department personnel operate under two
battalions. Six battalion chiefs (two per shift) divide
supervision of the eleven Fire Stations. Staff has determined that
battalion chiefs (BC's) spend approximately 93% of their time on
administrative duties such as coordinating staff, tracking leave
time, attending meetings, maintaining inventory of various
equipment and supplies, and supervising building and ground
maintenance. They also have non-productive (eating and sleeping)
time.
According to current operating procedures, for a single alarm fire,
one BC is dispatched along with two engine companies and an aerial
truck. For a multi-alarm fire, two BC's are dispatched with four
engine companies and two aerial trucks.
KEY FACTS
On-scene management comprises approximately only 7% of a BC's
total 24 hour on-duty time.
In 1994, BC's were deployed on only 70 of all 911 incidents,
including EMS. '
At no time in 1994 did two single alarm fires occur at the
same time, meaning that at no time were two BC's needed to
handle simultaneous incidents. During the same 1994 time
period, the Fire Department had only 10 multi-alarm fires for
the entire year.
In the event of simultaneous single alarm fires or a multi-
alarm fire, the Fire Department can implement call-back
procedures to ensure that incidents are properly managed. The
Department can also train captains to assume BC duties under
these circumstances.
By eliminating one battalion (3 BC's) , captains would assume
responsibility for managing operations in their station.
Captains are paid $82, 000 annually in salary and benefits and
supervise two to three other sworn staff.
If this recommendation is approved, the City Administrator's
office will work with the Fire Department to develop a
transition plan from two to one battalion.
There are currently three vacant BC positions. one vacancy is
being staffed by a captain acting as a BC and receiving BC
pay. Battalion Chiefs are filling the remaining vacancies
through overtime. Additionally, due to a scheduled
retirement, it is anticipated that there will be one more
vacant BC position in May, for a total of four vacant BC
positions.
UPDATED 5/13/96
00P
OPTION: Eliminate Overtime for Battalion Chiefs
POTENTIAL SAVINGS: $77, 300*
BACKGROUND
Currently, there are six budgeted Battalion Chief (BC) positions in
the Fire Department. The position of Battalion Chief is a
management, salaried position. Battalion Chiefs are allowed
eighty-four (84) hours of administrative leave per fiscal year.
Additionally, unlike other management positions in the City,
Battalion Chiefs are also paid for overtime at straight time.
Currently, two of the six budgeted Battalion Chief positions are
vacant. One of the vacancies is staffed .by a Captain acting as a
Battalion Chief and receiving acting pay. Battalion Chiefs are
staffing the other position by working overtime.
There are also two additional Battalion Chiefs acting in higher
positions as Fire Marshall and Training Officer. Both are
receiving acting pay.
KEY FACTS '
Staff surveyed ten Charter 186 Cities regarding administrative
leave and overtime for Battalion Chiefs. Of the ten cities
surveyed:
4 cities give no overtime to Battalion Chiefs.
4 cities give no administrative leave to Battalion
Chiefs. (One of the cities surveyed gives administrative
leave only to Battalion Chiefs on a 40 hour, as opposed
to 56 hour, work week. )
Only 3 cities give both administrative leave and overtime
to Battalion Chiefs. Of these three cities, the highest
number of administrative hours given to Battalion Chiefs
is 40 hours. The City of San Bernardino gives its
Battalion Chiefs 84 hours of administrative leave per
year.
When a Battalion Chief uses administrative leave, the City
pays another Battalion Chief straight time overtime to cover
for him.
Both the Fire Safety MOU and the Management/Confidential
salary and benefits resolution do not address an obligation to
pay Battalion Chiefs overtime. This appears to be based
solely upon past practice. (Even if overtime pay is based
solely upon past practice, any change would require meeting
and conferring. )
*Based on actual 1995 data
u
COSTING FOR ALTERNATIVES
OCCUPATIONAL HEALTH PROGRAMS
I. OSHA-MANDATED PROGRAMS - TITLE 8
A. Bloodborne Pathogens
This year, approximately 110 employees reported Bloodborne Pathogen incidents to
Risk Management.
Qptions:
* Combined class, Bloodborne Pathogens/First Aid/CPR
--60 employees (4 classes) = $1,080
* Single class, Bloodborne Pathogens (assume Fire Dept. will conduct and
coordinate First Aid/CPR)
--60 employees (2 classes) = $456
--Twice/year (120 employees) = $912
B. Hearing Conservation
The following options are based on employees visiting a clinic. Options could also
be explored for on-site van testing, which will be at a higher cost.
To date, 135 Fire Safety employees have been tested this year. It is anticipated that
Police Safety, Garage and Tree Trimmers would be tested in September 1996 2( 60+
employees).
tion
* 135 Fire Safety Employees @ $8/test = $1,080
* 260 Employees (as above) @ $8/test = $2,080
H. PATIENTS TREATED
A. Industrial Injuries
Approximately 180 employees were seen by Risk Management for industrial injuries
and illnesses over the past two (2) years, or 20 employees/year.
S-13- 96
Costing for Alternatives
May 13, 1996
Page 2
ti n
* Use industrial medical clinic, 100 employees/year @ $53 (average of "limited"
and "intermediate" care) _ $5,300/year
B. Non-Industrial IAjuries
Approximately 2,000 employees were seen by Risk Management are seen by Risk
Management for colds, flu and other non-industrial illnesses and injuries.
tion
* Use First Aid Kits in departments for routine medications, such as aspirin.
* Refer to private physician for more serious non-industrial illnesses and injuries.
* Cost could include lost work time, if employees visit a physician.
III. CITY-MANDATED PROGRAMS
A. Fitness-for-Duty
The City has an average of 4 Fitness-for-Duty physicals per year.
c
tions:
* Reassign within Risk Management
* -0- additional cost
B. Disaster Preparedness Triage Training
Three (3) Creative First Aid classes were scheduled last year.
tions:
* Reassign Disaster Preparedness Triage Training to Fire Department.
Costing for Alternatives
May 13, 1996
Page 3
IV. NURSE-INITIATED PROGRAMS
A. Wellness Programs
The City had no formal wellness programs this past year. Risk Management did
present brief talks prior to CPR and First Aid classes.
tion
* Take advantage of programs offered by City's health providers.
* Offer health risk appraisal at City's Health Benefits Fair conducted prior to Open
Enrollment.
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.::..::::::::::::::::::.:. ..p:.:::::.:::::.::::: :::::::::::::::::...p.:.:... :t
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B. Blood Drive
Risk management staff chairs annual blood drive, conducts meetings and writes
reports.
tions:
* Reassign to another staff person within or outside Risk Management.
* Contact another organization, such as Red Cross.
Total ("highlighted" items) =
6
Kin I
h,D EMPIRE N.
rD
1N a� May 13, 1996
L
Shauna Clark Drone Abbott
City Administrator ('o-iiost
300 N. "D" Street
San Bernardino, CA, 92418 Jim Kt►'t('o-Host
Dear S na,
As co-hosts of San Bernardino's longest running and farthest reaching
television show (approximately 70 stations and over 20 million viewer
potential) "Inland Empire Alive!". We like to comment about the
proposed elimination of the Video Production Coordinator position as
held by Mansie Booker.
Melling Address: Because of Booker's public relations expertise, we have established M
12056 Mt.Vernon Avenue
Suite 109 key contacts with cities throughout Southern California. We will be
Grand Terrace,CA 92313 taping over 400 shows since the program's inception 7 1/2 years ago. p
Phone 909.888.3228 Interviewing guests such as Hollywood Legends Roy Rogers and Dale 1
Fax 909.888.3555 Evans, actors form some of America's most beloved television
programs like Paul Peterson and Charlotte Rae, and historian civil
rights leader Rosa Parks. Location shoots for the show have included
National Orange Show, the Renaissance Faire, parades, live telethons,
local malls and community events. "Inland Empire Alive!" is seen in 6
counties, San Bernardino, Riverside, LA, Orange, San Diego and
Ventura. That makes the City of San Bernardino one of the prime TV
areas in Southern California. We are always touting some aspect of
San Bernardino and inviting folks from these areas to come visit our
city; many do just that.
Booker has done a tremendous amount of work in the city's behalf.
The walls in Booker's office are covered with awards and
commendations from political leaders and organizations. Losing
Booker's role to making San Bernardino a better place to live is a L
_ sacrifice that we don't believe the community would support.
In these days and times with competition and ever increasing service I
request for citizens, every public agency and corporation must
downsize or make budgets cuts. And, financial decisions that give the
city the best value for its money is a must. Our recommendation then
is, (1) to cut staff from the administrative/playback side of the
E
Produced by KCSB TI'3, San Bernardino, California
Airing on KSC1 TV-18, Los Angeles, California '
Broadcasting to over 20 million viewers
Page 2
department, (2) leave Booker in his position and (3) increase
studio/production staff by 2 people from 3 vacant positions that
now exist.
My Best Best ersonal I egards
Di n bbott Jim King
Inland Empire Alive! Inland Empire Aline!
cc:
Mayor Tom Minor
Common Council
City Jim Penman
Phil Arviso
Frank Keller
Mansie Booker
+ - For Children and Adults with Disabilities
L FRY
Y
May 10, 1996 rn`{" 1 '1 6
Mr. David Oberhelman
San Bernardino City Council
300 North "D" Street
San Bernardino, CA. 92401
Dear Councilman Oberhelman,
It is my understanding that you are in the process of reviewing department
budgets for the next fiscal year. When the critical review is given of the
Telecommunications Department, KCSB Channel 3, please understand that the
outstanding work done on the day-to-day productions is the result of the
leadership given by the Producer, Mansie Booker. If his position is cut it would
be a tremendous loss to the San Bernardino community. It would be better to
stay in the current facilities rather than moving to a new location and cutting staff.
For the past three years the Easter Seal Society has had the privilege of working
with KCSB Channel 3 to produce our annual Celebration (Telethon). Through
the cooperation of eight cable companies we are able to provide the show
throughout the Inland Empire. The show is put on live from the Feldheym Library
for seven and one-half hours.
The show doesn't just happen on the Sunday. There are planning sessions,
evaluation sessions, training sessions, and more committee meetings. A minute
by minute script must be written. Easter Seal stories, special three or four minute
vignettes, must be written and video taped. The person that attends every one of
these meetings and writes the scripts and does much of the video taping is
Mansie Booker.
Mansie Booker has been recognized at the Easter Seal Annual Awards Dinner
for his outstanding leadership, dedication and commitment to quality. He has
demonstrated respect and understanding of children and adults with disabilities.
On the weekends he has taken time to video tape Easter Seal clients. On his
own time he has traveled to Big Bear to visit and tape Easter Seal campers.
Each year the National Easter Seal Society recognizes one outstanding "Easter
Seal Story" that is created for the Telethon Celebration. A vignette written and
video taped by Mansie Booker in 1994 won this award. The prestige of this
award is not to be underestimated as the competition included over one hundred
and fifty markets throughout the United States. The competition included major
Easter Seal Society of the Inland Counties
Main Office: Riverside Office:
241 East Ninth Street 2060 University Ave., Suite 112
San Bernardino, CA 92410 FAX:909 884-5741 Riverside, CA 92507
000 RRR-4175 Rnn 922-7375 TDD- 9n9 RRR-4178 000 6Ri_S�nn
broadcast affiliates such as ABC, NBC, CBS and Fox, with budgets many times
greater than ours. Our show can compete on this level because Mansie Booker
is the producer.
I have been impressed at the dedication to our community that is demonstrated
by Mansie Booker. I have seen him in action acting as a mentor to young
IV t "',
minority children that need a role model. At last year's Black Rose Dinner he was
recognized for his outstanding work.
Each year the Los Angeles Easter Seal Society asks our society to join with them
on their Telethon Celebration program. The personal attention and support given
by Mansie Booker has made our own show so great that it has been easy to tell
Los Angeles, "no thank you." We look forward to working with "Booker" on the
1997 Easter Seal Celebration.
Thank you for your consideration on this important matter.
Sincerely,
1 ,
rian Bos ,
President/CEO
BB/jb
cc: Tom Brickley, ESS Chairman of the Board
Tom Minor, Mayor
Eddie Negrete, Councilman 1 st Ward
Dr. Frederick Curlin, Councilman 2nd Ward
Ruth Arias, Councilwoman 3rd Ward
Jerry Devlin, Councilman 5th Ward
Betty Bean-Anderson, Councilwoman 6th Ward
Norine Miller, Councilwoman 7th Ward
11A
GEORGE E. BROWN, JR. 42nD DISTRICT OF
CALIFORNIA
RANKING DEMOCRATIC MEMBER,
COMMITTEE ON SCIENCE (IT of thr Unitrb `$tatje�
MEMBER, ul jSl C1_Ix_- v.Z_J ❑ 2300 WASHINGTON,RAYBURN DC 20515-0542�ING
COMMITTEE ON AGRICULTURE 17A (202)225-6161
DUBe of �Rev7rrsrntafif1PS
CHAIRMAN, ashington, P(f 20515-0542 ❑ 657COLTONN,CA9C23 4-228D22V
CALIFORNIA DEMOCRATIC (909)925-2472
CONGRESSIONAL DELEGATION
May 13 , 1996
Honorable Tom Minor
Mayor
300 N. "D" Street
San Bernardino, CA 92418
Dear Mayor Minor:
I want to add my voice to those supporting the continuance of
Mansie Booker as KCSB TV' s Production Coordinator.
In the years I have known Mr. Booker, he has proven to be one of
the most valuable assets to the City of San Bernardino. Even more
than his extensive technical knowledge and skills, is his ability
to develop TV programs reflective of the City. Mansie Booker has
been pivotal to the success of KCSB.
Mr. Booker has earned the respect of elected officials, like
myself, for his honesty and fairness . He has generated trust from
local organizations that appreciate the forum KCSB has provided
with Booker' s assistance .
I urge the Mayor and the members of City Council to retain and
continue funding Mansie Booker' s position. There are few people
who have given more of themselves to their jobs than Mr. Booker.
Si cely, Oil
George E . ;ongress own, Jr.
Member of
GEB :bgp
J-/3-�
PRINTED ON RECYCLED PAPER ,�
Michelle Carter ORIGINAL
5280 Little Mountain Drive Apt.M-16
San Bernardino, Ca 92407
Date: May 13, 1996
Subject: Termination of the Video Production Coordinator Position
To Whom It May Concern:
When the word budget comes into our vocabulary the word cut usually follows. I know it
must be hard to manage a City on limited funds,but when one of your public servants are at risk
you must take a look at that position and the individual who holds it. You must also determine
how great that position is in need and can it or can it not be dispensed of.
Pm speaking of the Video Production Coordinator Position. The person who currently holds
that position is not only a city employee,but a person who cares about the clients that are
generated by the studio. This person cares about presenting a good image for the City. He
personalizes each and every client. In a time when our young people are in trouble, this man has
made himself available not only as a Production Coordinator,but a person young people can turn
to in a time of need. Many programs throughout the City were given exposure by this
gentleman: Job Corps, The Pal Center,The ROP Program, The SBETA Program,The Mentoring
Program. Many other organizations of different ethnicities and backgrounds were likewise
provided this opportunity as well. This person also takes time outside of his normal duties to
satisfy the needs of these programs,the studio and the image of the City. He has spent many
hours late at night to ensure projects are done, and done well. This person also has a strong
Public Relations background and a willingness to lower himself(if you please) to help on any
production whether in the field or in the studio.
I could go on and on about that position and the person who currently holds it,but on limited
time I would like to leave you with one thought. You can always hire people who will work,but
it is hard to find people who will work and CARE till it hurts.
Thank You.
s- 13-96
San Bernardino Black Culture Foundation
P.O. Box 7288
San Bernardino, Calif. 92411
May 13, 1996
Shana Clark
City Administrator cc. Mayor Minor
300 N. 'D' St. S. B. , CA. 92418 Common Council
City Attorney
Mansie Booker
Dear Ms . Clark
This letter is regarding Mansie Booker, on behalf of the San Bernardino Black
Culture Foundation . We would like to share our concern over the possible loss
of his position that he has held with TV channel 3 as Video Production
Coordinator . We have valued Mr. Booker support and encouragement that he
has provided to us and the community as a whole over the years in this
position. He has been a great inspiration and asset to the community and TV
Channel 3 . His contributions and skills have only enhance the operations of
that environment . We only hope that this appeal will help change the current
course of the position he now holds with the TV Channel 3.
Sincerely,
r
Rosalyn M. Kraut, President
San Bernardino Black Culture Foundation
CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION
Frnm: Fred Wilson Subject: Set Budget Workshop -- May 13 ,
Assistant City Administrator 1996 -- 1 : 00 p.m. - 5:00 p.m.
Date: April 22 , 1996
�Uo FV
Synopsis of Previous Council action:
Recommended motion:
That a Budget Workshop be set for 1 : 00 p.m. - 5:00 p.m. on May 13 ,
1996 in the EDA Boardroom for the purpose of Council review of
proposed budget reductions for FY 1996/97 .
Signature
Contact person: Fred Wilson Phone: 5122
Supporting data attached: Ward:
FUNDING REQUIREMENTS: Amount:
Source: (Acct. No.)
(Acct. Description)
Finance:
I
r cil Notes: et,c
75-0262 Agenda Item No.
ECONOMIC DEVELOPMENT AGENCY
OF THE CITY OF SAN BERNARDINO O u
REQUEST FOR COMMISSION/COUNCIL ACTION
From: Timothy C. Steinhaus Subject: BOND PROCEEDS PRIORITIES
Agency Administrator WORKSHOP
Date: May 2, 1996
-------------------------------------------------------------------------------
` Synopsis of Previous Commission/Council/Committee Action(s):
On March 4, 1996, the Community Development Commission set May 13,
1996 at 9:00 a.m. as the date and time for a workshop to discuss the
Agency's bond proceeds.
-------------------------------------------------------------------------------
Recommended Motion(s):
(Community Development Commission)
MOTION: That the Community Development Commission discuss and take
possible action to prioritize the remaining Agency's bond
proceeds.
Admin Services Timothy C. Steinhaus
Agency Administrator
-------------------------------------------------------------------------------
Contact Person(s) : Tim Steinhaus/Barbara Lindseth Phone: 5081
Project Area(s): All Ward(s): All
Supporting Data Attached: Staff Report; Bond Proceeds Reports
Funding Requirements: Amount: N/A Source: N/A
Budget Authority: N/A
-------------------------------------------------------------------------------
Commission/Council Notes:
-------------------------------------------------------------------------------
TCS:bjl:2163A COMMISSION MEETING AGENDA
Meeting Date: 5/13/1996
Agenda Item Number:
ECONOMIC DEVELOPMENT AGENCY
OF THE CITY OF SAN BERNARDINO
STAFF REPORT
Bond Proceeds Priority
On March 4, 1996, the Community Development Commission set May 13, 1996
at 9:00 a.m. as the date and time to conduct a workshop to discuss and
take possible action concerning the remaining Agency's bond proceeds.
The following reports are attached:
1. A report outlining the Use Of Project Area Bond Proceeds which
indicates, after expenses, that the amount of $8,308,918 remains
to be prioritized.
2. A report on tax increment indicating that the Agency, on an
annual basis, receives approximately $16 million in tax increment,
of which $2.8 million is set-aside in the low/moderate housing
fund and $10.7 is required for bond payments. After estimated
annual revenues and expenditures are calculated, there is an
estimated deficit of tax increment of $1.4 million per year. This
deficit is paid from tax increment reserves in the amount of $6.0
million at the beginning of the fiscal year.
3. The Summary of Redevelopment Project Areas is a report
indicating specific project area information such as the date
adopted, expiration, last date to incur debt, and the time limit
to receive tax increment and pay debt.
Based upon the foregoing, staff recommends that the Commission discuss
and take possible action to prioritize the remaining Agency's bond
proceeds.
Timothy C. Steinhaus, Agency Administrator
-------------------------------------------------------------------------------
TCS:bjl:2163A COMMISSION MEETING AGENDA
Meeting Date: 5/13/1996
Agenda Item Number: I
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