HomeMy WebLinkAboutS2- Police CITY -OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
From: Lee Dean, Chief of Police Subject: Approval to file a grant application
with the Department of Justice for
Dept: Police *° additional police officers pursuant to
Date: May 28, 1996 C, the Cops Universal Hiring Program
I�
Synopsis of Previous Council action:
Resolution No. 93-364 - Approval to apply for Police Hiring Supplemental
Program Grant
Recommended motion:
Adopt Resolution.
Signature
Contact person: _ Captain Robert Curtis Phone: 384-5606
Supporting data attached:—Yes _ Ward:
FUNDING REQUIREMENTS: Amount: None Source:
Finance:
Council Notes:
'��s � -/�
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
STAFF REPORT
On September 21, 1993, the Mayor and City Council approved Resolution No. 93-364
authorizing the Chief of Police to file a grant application with the Department of Justice
for additional police officers pursuant to the Police Hiring Supplement Program and
authorizing the city's contribution of matching funds over the lifetime of the grant.
Ultimately, 17 additional police officer positions were approved and have been filled
using funding from this grant.
The Department of Justice, Office of Community Oriented Policing Services (COPS) is
accepting grant applications for additional police officers pursuant to the COPS Universal
Hiring Program (UHP) with applications due and postmarked no later than June 13,
1996. Police agencies can utilize UHP grants as part of an overall plan to address crime
and related problems through community policing.
Police agencies are eligible to receive up to a maximum of $75,000 per officer over the
grant period for authorized expenditures. The required local match funding must increase
each year. By the end of a three year grant period, the department is wholly responsible
for funding of the officers hired under the grant.
The department is requesting 11 new police officer positions at a total cost of$2,105,422
for salary and benefits over the three year grant period. Local match costs are
$1,280,422 with the remaining $825,000 provided by the federal share.
A request to waive the local match and maximum funds per officer hired due to
extraordinary local fiscal hardship is included in the grant application. Acceptable
of any grant award will be contingent upon receiving the requested waiver of matching
funds/ maximum funds per officer or the availability of funding for the city match.
Entered into Record at
CouncillCmyDevCms Mtg:
FIVE-YEAR STAFFING PLAN TOWARD 33% q'y! H MARK
re AyeO((± Mte)n
City Clerk/CDC Secy
City of San Bernardino
MANPOWER INCREASE
DOLLARS (PERSONNEL)
FIVE: YEAR
PERSONNEL FY 96/97 FY 97/98 FY 98(99 FY 99/00 FY 00/01 TOTALS
P-1 ? 612,030 (11) 630,730 (11) 599,100 (10) 616,900 (10) -0- (0) 2,458,760 (42)
P-2 -0- (0) 164,060 (2) 168,860 (2) 174,060 (2) 179,060 (2) 686,040 (8)
P-3 -0- (0) 93,230 (1) 96,030 (1) 981930 (1) 101,830 (1) 390,020 (4)
PRC 1 -0- (0) 27,100 (1) 27,600 (1) 27,600 (1) 28,200 (1) 110,500 (4)
PRC 11 <-0 (0) 35,500 (1) -0- (0) -0- (0) -0- (0) 35,500 (1)
CSR 1 -0- (0) 30,700 (1) 31,300 (1) 62,600 (2) 31,900 (1) 156,500 (5)
CSR 11 -0 (0) -0- (0) -0 (0) 40,000 (1) -0- (0) 40,000 (1)
TRANSCRIPTION -0- (0) 10,600 (1) 10,600 (1) 10,600 (1) 10,600 (1) 42,400 (4)
------------------------------------------------------------- --------------------
TOTALS FOR $612,030 (11) $991,920 (18) $933,490 (16) $1,030,690 (18) $351,590 (6) $3,919,720 (69)
ADDN'L PSNL
PER YEAR
------------------------------------------------------------------------------------------------------------
CARRYOVER COTS
1st, 2nd, 3rd, 4th.. $720,830 (11) $1,887,750 (29) $3,042,940 (45) $4,358,630 (631 $10,010,150 (69)
CUM TOTALS $612,030 (11) --$1,712,750 (29) $2,821,240 (45) $4,073,630 (63) $4,710,220 (69) $13,929,870 (69)
Associated with the aforementioned personnel costs are additional costs for vehicles, both marked and plain,
overtime, miscellaneous equipment, academy costs, and other incidentals. Our estimate for the five years of
this staffing plan is that those costs will amount to approximately $1,067,680.
The above chart and associated costs reflect the optimum in terms of support and supervision staffing to
augment the base request of 42 officers (top line). A commitment to fund support and supervision positions is
not a condition precedent to moving forward with the hiring of additional officers; this should be revisited as
the budget situation improves.
S�- z
U.S.Department of✓ustice
Office ofComintmity Oriented Policing Services
COPS UNIVERSAL HIRING APPLICATION FORM
This form is to be completed by jurisdictions wishing to apply for grants to pay for salaries
and benefits of new or rehired police officers under the Universal Hiring Program. Com-
plete the information below. By signing this form you also acknowledge your understand-
ing that Universal Hiring grants provide a maximum federal contribution of 75% of the
salary and benefits of each officer over three years unless a waiver is authorized,up to a cap
of$75,000 per officer, with the federal share decreasing and local share increasing from
year .to year. If your agency has received a COPS AHEAD or COPS FAST grant award
do not use this form-you will be contacted by mail and informed about how to participate
in this program. ALL REQUESTED INFORMATION MUST BE TYPED.
Applicant Organization's Legal Name: San Bernardino Police Department
_. Executive Information:
Law Enforcement Executive's Name: Lee Ilan Title: Chief
Agency Name: San Bernardino Police Department
Address: 710 North "D" Street / P.O. Box 1559
City : San Bernardino State: CA Zip Code: 92402-1559
Telephone: (909) 384-5607 FAX: (909) 388-4838
Law Enforcement Agency EIN Number(Assigned by the IRS): 95-6000772
Law Enforcement Agency ORI Number(Assigned by FBI for UCR Reporting): CA0361000
Government Executive's Name: Tan Minor Title: Mayor
Name of Government Entity: City of San Bernardino
Address: 300 North "D" Street
city: San Bernardino State: CA Zip Code: 92401
Telephone: (909) 384-5051 FAX: (909) 384-5067
Congressional District: 36th
General Information:
Type of Police Agency:
,{ Municipal ❑ County ❑ State ❑ Sheriff
❑ Indian Tribal ❑ Transit ❑ School ❑ University/College
❑ Public Housing ❑ New/Start Up(please specify type of new agency)
❑ Other(please specify)
Is your jurisdiction the recipient of other COPS grants? ❑ Yes (R No
If yes,under which program have you received federal funds?
❑ COPS: Phase I ❑ COPS AHEAD ❑ COPS FAST ❑ COPS MORE
Total number of new officers requested in this round of the Universal Hiring Program:
Full-Time 11 Part-Time 0
Total amount of federal funds requested: $ 825,000
Total non-federal matching funds required: $ 1,280,422
Population served: 185,000 and square miles covered 60 (Exclude the
population and square miles primarily served by other law enforcement agencies within your jurisdiction)
Current authorized sworn force stren
g 1996
th(as of May 1, 1�?�): 281
Actual sworn force strength(as of May 1, 1/9p�): 266
1996
To assist the COPS Office in planning, how many additional officers would you like to have supported by the
COPS Office in each of the following calendar years:
Full-Time Part-Time
- 1996: 11 0
1997: 11 0
1998: 10 0
1999: 10 0
2000:
Total = 42
Are you requesting a waiver of the local match requirement based upon extraordinary local fiscal hardship?
Yes ❑ No If yes,attach a one page typewritten description of the extraordinary
local fiscal hardship upon which you are basing your request for a
waiver.
See Attached
I certify that the information provided on this form is true and accurate to the best of my knowledge. 1 understand
that prior to any grant award the applicant must comply with all application and program requirements of the
Public Safety Partnership and Community Policing Act of 1994 and other requirements offederal law.
Law Enforcement Executive's Signature: Date:
Government Executive's Signature: Date:
Return this form, the Community Policing Information Form(s), the Budgetary Information Form(s),and
any additional information that is required postmarked by:
July 31, 1995,for Round 1;
October 15, 1995,for Round 2*; or
March 15, 1996,for Round 3*
To this address: U.S.Department of Justice
COPS Universal Hiring Program
1100 Vermont Avenue,N.W.
Washington,DC 20530
REQUEST TO WAIVE LOCAL MATCHIMAXIMUM FUNDS
PER OFFICER HIRED REQUIREMENTS
The City of San Bernardino is requesting a waiver of the local match requirement and the
maximum funds per officer hired due to extraordinary local fiscal hardship.
• Of the 48 cities in the Inland Empire (Riverside and San Bernardino counties), the City
of San Bernardino ranks third lowest in assessed value per capita--$28,405. This is a
city's most important yardstick to determine its ability to fund essential services such as
police and fire. As a comparison, the City of Rancho Cucamonga, a recent of a COPS
grant, has an assessed value of$56,848 per capita.
• The average city in California can count on property taxes to produce 22% of its general
fund revenue. San Bernardino's property taxes contribute only 11%. Sales taxes have
remained stagnant over the last five years. - _
• Residents and businesses pay the highest utility tax in the Inland Empire, 8.5%.
The city's ability to fund essential services has been severely impacted by the recession, which
has not yet abated in this area. In addition, San Bernardino suffered a recent closure of our
largest employer, Norton Air Force Base, which eliminated 10,000 jobs from the local economy.
As a result of economic decline and very low property values, 37% of San Bernardino's
population is estimated to be on government assistance. This rate much higher than other cities
in southern California and is no doubt higher than the national average.
In 1994, San Bernardino was ranked number one in violent crime per capita for California cities
with populations other 100,000. From 1990 to present, San Bernardino has made valiant and
steadily increasing effort to maintain its commitment to public safety.
• In 1990, a Street Lighting and Sweeping District was approved adding an additional$48
per year tax assessment to the owners of each single family home. General fund revenues
were shifted to fund an additional 23 police officers and 25 civilian positions.
• In 1994, the city received a Police Hiring Supplement grant for an additional 17 police
officer positions. Local match funding was achieved by adding graffiti removal to the
assessment district, increasing the tax assessment to $65 per household.
We anticipate that in November 1997, the voters will approve a $9 increase in the assessment
district needed to retain the additional federal grant officers. However, local taxing efforts are
exhausted and any new taxes do not appear to be viable as California law requires a super
majority (66.6%) of voter approval.
Despite a driving need for more policing, San Bernardino has been unable to apply for grants
which require matching funds. We respectfully request that the COPS Office recognize the
uniqueness of our situation, and allow a waiver of the local match/maximum funds per officer
hired. Without the ability to immediately address crime rates, San Bernardino has little hope
of attaining the level of economic recovery necessary to sustain ongoing crime fighting efforts.
OMB Approval 41103-002"7.exp.5/98
U.S. Department of Justice
Office of Community Oriented Policing Services
UNIVERSAL HIRING: Community Policing Information
Part I
You need to fill out the following form which provides information about your
community policing goals and the activities of the new officers you plan to hire with
your grant funds. The COPS Office will work with you towards meeting these goals.
Question 6 must be typewritten. Assistance in completing this information is
available from the Department of Justice Response Center at 1-800-421-6770, or by
writing the COPS Office, 1100 Vermont Avenue, Washington, DC 20530. You may
add additional information concerning your plans by attaching typewritten materials
at the end of this form.
The following information will help the COPS Office understand the public safety problems facing
your community.
1. Please rank in descending order the following public safety issues your community faces.
Rank only those public safety issues that concern your community. For example, if
weapons are the greatest threat to public safety in your community,put the letter"f"in rank
number one.
Rank: Major Public Safety Issues:
1. a a. Violent crimes against persons
2. h b. Property crimes
3. f c. Motor vehicle thefts
4. a d. Vandalism
5. i e. Gangs
6. c f. Weapons
7. j g. Prostitution
8. k h. Drug crimes
9. b i. Domestic violence
10. d j. Alcohol related crime, including DWI
11. 1 k. Disorderly conduct
12. 0 i. Traffic violations
13. g m. Agricultural crimes
14. n. Wildlife crimes
15. o. Hate crimes
16. p. Other(specify)
page 1
Community policing is away of providing policing services that emphasizes community partnerships,crime
prevention, and problem solving. While all law enforcement agencies hope to respond and react to crime,community
policing adds a focus on working to prevent crimes before they occur. By working with members of the community
to identify and solve problem situations, community policing can be a tool to reduce crime and improve the quality
of life of citizens.
The information in the questions below will provide the COPS Office with basic knowledge about your
current community policing efforts, and how you will use your new position (s) to further the implementation of
community policing.
You are not expected to engage in all of the activities listed below. They are examples of the community
policing efforts of other law enforcement agencies. If you have a written document that serves as your community
policing plan, please attach it at the end of this form.
Overall Approach:
Z Please indicate which of the following are part of your overall approach to community policing,and which you hope
to implement under your UNIVERSAL HIRING grant:
a) Crime Prevention Efforts:
Have Plan to
Implemented Implement
❑ a. Youth programs(e.g.,in-school, after school,weekend police/youth programs)
Q ❑ b. Anti-drug programs
❑ ❑ c. Regular meetings with community groups to discuss crime
❑ d. Anti-violence programs
❑ e. Other(specify) Citizen' s Academy
b) Problem-Solving Activities:
Have Plan to
Implemented Implement
❑ ❑ a. Identifying crime problems with members of the community and other
government agencies(e.g., prosecutor and courts, social services, probation
office)
❑ b. Identifying crime problems by looking at crime trends(e.g., keeping records
of crimes and the types of requests for help)
❑ c. Preventing crime by focusing on conditions that lead to crime(e.g.,abandoned
buildings and cars, referrals to other civil agencies)
❑ d. Other(specify) Rental Housing
c) Community Partnerships:
Have Plan to
Implemented Implement
❑ a. Writing a strategic plan for community policing
❑ b. Locating office or stations within neighborhoods
❑
C. Community policing training for officers
}� ❑ d. Community policing training for citizens
Q ❑ e. Other(specify) Rio Vista Project
Communities:
3. Please indicate which of the following groups you have worked with or consulted with to develop
partnerships to combat crime in your community:
Consulted Plan to Consult
Q ❑ a. Other government agencies (e.g., probation office, sanitation)
❑ ❑ b. Civic groups
® ❑ c. Neighborhood associations
❑ d. Tenant's associations
❑ e. Organizations of your employees, including collective bargaining groups
❑ ❑ f. Business groups
❑ g. Religious groups
Q ❑ h. Schools
❑ ❑ i. Other(specify)
Citizens:
4. Please indicate which of the following partnership activities are currently performed by citizens in yourjurisdiction,
or are planned under your UNIVERSAL HIRING grant:
Currently Planned Under
Perform Grant
Q ❑ a. Neighborhood watch
Q ❑ b. Volunteering with your law enforcement agency
❑ c. Citizen advisory groups to your law enforcement agency
❑ d. Citizen patrols within your community
�{ ❑ e. Participate in anti-drug or anti-violence programs
❑ ❑ f. Other(specify)
Patrol Officers:
5. Please Indicate which of the following activities are currently performed by patrol officers, or which are planned
under your UNIVERSAL HIRING grant:
a) Crime Prevention Activities
Currently Planned Under
Perform Grant
® ❑ a. Foot patrol, bike patrol or mounted patrol
❑ b. Making door-to-door contact with citizens and businesses
'{7 ❑ c. Meeting with community leaders and groups to explain crime prevention
techniques
❑ d. Using business cards, cellular phones or beepers to maintain contact with,
and be contacted by, citizens regarding public safety concerns
❑ e. Working in schools or other public agencies to teach crime prevention
X' ❑ f. Other(specify) DARE, Intermediate & Junior Police
Academies
b) Problem-Solving Activities:
Currently Planned Under
Perform Grant
�{ ❑ a. Working with citizens to solve community crime problems
Q ❑ b. Using computer systems to collect and analyze information
❑ c. Working with other public agencies to solve disorder problems (e.g., trash
collection, public works agencies to solve lighting problems)
❑ ❑ d. Other(specify)
6. Your COPS UNIVERSAL HIRING grant award creates one or more new officer position(s)in your law
enforcement agency. You are required to either dedicate these new officers, or an equal number of current
officers, to community policing. Briefly describe how you will use your new officer positions that are
resulting from your COPS UNIVERSAL HIRING grant award to advance community policing. (Please
type your answer., use additional blank sheets, if necessary)
See Attached.
7. How many hours of community policing training will officers hired under this program receive during:
a. Basic academy training 8 hours
b. In-service training 2 hntirs
C. Other training (specify) N/A
8. When will you hire these new officers? Month/Year 9 / 96
When will their training begin and end? Begin Month/Year 10 / 96
End Month/Year 3 /_9_
When will they be deployed? Month/Year 97
Complete your Community Policing Information-Part I by signing and dating below. Both the law enforcement
executive and the government executive must sign.
We, the undersigned attest to the accuracy of the Community Policing Information submitted above.
Law Enforcement Executive: Title: Chief Name(typed): Lee Dean
Date.,s/.�D/ Signature:
Government Executive: Title: Mayor Name(typed): Tom Minor
Date: Signature:
Person Completing Form: Title: Captain Name(typed): /Robert Curtis
Date: '96 Signature:
Only the following applicants are required to continue with Part II:
•Departments that serve a population of over 50,000 and have not -^-
previously applied for a COPS hiring grant +5
•Juraldlctions that do not now have an established department and wish to
STOP! establish one STOP!
•Departments that serve a specialized jurisdiction,such as transit,housing,
page 4 university,school or natural resource police
Utilization of COPS UNIVERSAL HIRING
Grant Officers
Current Police Hiring Supplement Grant Utilization
In February 1994, the San Bernardino Police Department received a Police Hiring Supplement
Program grant. This grant provided federal matching funds for 17 additional police officers.
Under grant requirements to increase the department's Community Oriented Policing and
Problem Solving (COPPS) efforts, the 17 officers were assigned as follows:
Patrol Division
• 8 officers as calls for service handlers
• 8 officers as bicycle/COPPS officers: 4 assigned to the downtown area of the city, 2
assigned to the south end business district of the city, and 2 assigned to the Baseline
Avenue, Highland Avenue and 40th Street commercial areas.
Investigations Division
• 1 officer assigned to the Auto Theft Task Force.
As of May 1, 1996, the department has an authorized sworn force strength of 281 with 266
actual positions filled. The department has committed a total of 22 police officers exclusively
to the COPPS philosophy. Currently, 20 officers are assigned to problem oriented policing and
bicycle teams. The remaining two officers are assigned to the department's Neighborhood
Service Teams.
Planned Universal Hiring Grant Utili.ation
The department intends to utilize the 11 requested officers to support continued COPPS efforts,
improve police-citizen cooperation and communication, to increase police and citizens' ability
to innovatively solve community problems, to promote the effective flow and use of information
both within and outside the department, and to improve our responsiveness to members of the
community. Specifically, we will assign the 11 officers as follows:
Patrol Division
• 2 officers to operate newly established Neighborhood Services Teams.
• 9 officers to supplement the current Patrol call handlers. This deployment will help
increase the amount of proactive time "beat" officers have to solve community problems,
thus augmenting the efforts of the 22 officers assigned exclusively to COPPS.
Proactive Patrol Time Analysis
Technology now employed by the police department provides detailed analysis workload of field
officers. This analysis is based on data provided by the complex mini-mainframe Computer
Aided Dispatch (CAD) system and the Police Resource Optimization System (PROS) software.
We can analyze large amounts of local data to provide the basic foundation for assumptions
made and decisions rendered in regards to appropriate staffing levels.
General statewide oversight for setting police "industry" standards rests with the California
Commission on Peace officer Standards and Training (POST). Based on extensive study, the
POST model workload study recommends a standard of 33% unobligated patrol time as
sufficient to effectively solve problems and prevent crime.
Of the officers assigned to Patrol for call handling, approximately 106 are available at any one
time due to a vacancy factor (training, vacation, illness, unfilled slots, other non patrol time)
of approximately 20%.
Based on 1995 data, PROS has determined that, with 106 office!•.-; `heir proactivety time is 18
percent. To increase proactivety to 33%, we will need to provide a staffing level so that 147
officers are available at any one time for call taking. Factoring in the aforementioned 20
percent vacancy factor, this equates to 176 officers assigned to the Patrol Division as call takers
- a recommended increase of 42 officers.
Our goal is to achieve that amount of proactive time which will allow officers to proactively
address crime and public safety, rather than responding on an incident-by-incident basis. This
will allow the San Bernardino Police Department to aggressively continue pursuing proactive,
preventive measures and long-term solutions to crime. We anticipate that once such programs
take root, we will see a net reduction in calls for service and victimization. This will, in all
likelihood, balance the need to simply add additional officers each year.
Problem Oriented Policing (POP) can be briefly described as the focused efforts of police
personnel to solve problems. Solving problems ultimately reduce the calls for service.
Generally, solving problems involves the expenditure of time not normally available to police
personnel who are required to answer calls for service.
Our approach would avert the need to ':fold" existing POP officers back into the patrol force
with the corresponding increase proactive time. It is out belief that this would not be a focused,
effective use of POP officers'talents. Taking POP officers back into the routine calls for service
mode would not allow them to develop effective, professional relationships with city hall, fire,
building and safety and code enforcement personnel. It also would not allow them time to
develop significant community relationships.
Placing POP personnel back into patrol would also not allow the uninterrupted time needed to
start,follow through, and complete major projects. It would not facilitate holding POP officers
accountable for projects that are designed to directly benefit the community and reduce calls for
service.
Recent data has shown that calls for service have begun to drop in the last couple of years. We
believe that this is in large part attributable to POP's emphasis on solving problems related to
repeat calls for service. Dismantling POP as it now exists would be counterproductive.
Unobligated patrol time is essential to successfully strengthen our Community Oriented Policing
and Problem Solving (COPPS)philosophy. An integral key to this program is proactive policing
vs. a merely reactive style. Reactive policing is best described as a "finger in the dike"
approach. Proactive policing will allow us to identify problems and develop solutions than can
be immediately implemented. It provides the flexibility needed to plan long term or short term
strategies and deploy resources as needed.
Initiative Process
Within the next several months, the San Bernardino Police Department will be identifying key
operational initiatives to help sustain a positive direction. The initiative process is, in a sense,
self-defining. Taking the "initiative" in gangs, violence, narcotics, problem solving, efficiency,
and information management, allows us to maximize use of resources.
The San Bernardino Police Department has identified four major initiatives:
1. Cooperative Problem Solving
2. Violent Crime/Gangs/Narcotics
3. Efficiency
4. Information Management
The Violent Crime%Gangs/Narcotics Initiative will include a component of at-risk youth. Youth
violence and criminality is the greatest single crime issue facing the San Bernardino community.
The Violent Crime/Gangs/Narcotics initiative will target violent crime designated by the FBI as
part-I offenses, including murder, robbery, rape and aggravated assaults. Over the last 25 years
in the City of San Bernardino, violent crime has increased six fold. The city has gained a
dubious distinction in terms of its murder rate and aggravated assaults are almost nine time
higher now. Among the 47 California cities with populations of more than 100,000 listed in the
FBI's Uniform Crime Report, which contains the most recent official "raw" crime data, San
Bernardino ranks 17th in population but 11th in part-1 crime numbers, and 9th in violent crime.
San Bernardino ranks number one in violent crime per capita, to include California's largest
cities such as Los Angeles, San Francisco, and San Diego.
Rio Vista Proiect
A cost and results effective sub-component of the Violent Crime/Gangs/Narcotics initiative can
be found in the existing Neighborhood Services Team program. In 1992, members of the San
Bernardino Gangs and Drugs Task Force formed an ad hoc committee whose purpose was to
develop a model response to a problem location. Ultimately, the Rio Vista Community
Partnership was formed. The Partnership consists of community residents, the local school, the
San Bernardino Police Department, employees of the City of San Bernardino, and other affiliated
public and private agencies. The Partnership focused on a violent neighborhood surrounding
Rio Vista Elementary School.
Through the cooperative sharing of community resources, a Neighborhood Service Team (NST)
office was established next to a community park on the school grounds. The office is staffed by
a police officer, a code enforcement officer, volunteer secretarial help, and a fire inspector.
Because of the team approach to neighborhood problems, the NST has been successful in
substantially reducing violent crime and neighborhood concerns. It was also proven to be very
effective at addressing some of the core issues surrounding at-risk youth. It was garnered
statewide and national accolades for its success.
We believe that a critical component of our Community-Oriented Police Problem Solving
(COPPS) efforts is a focus on at-risk youth and violent crime. The San Bernardino Police
Department, with sufficient funding assistance, would like to target two additional neighborhoods
and replicate the Partnership model. The neighborhoods would be selected based on the original
criteria of the Rio Vista Partnership; that is, using violent crime as an index. Currently, the
NST costs $3,500 in equipment and physical site costs (most of it is donated). Personnel costs
are $161,300. The total annualized cost of a single NST location is $164,800. The Universal
Hiring Grant would be used to hire the two police officers needed to staff these new NST.
COMMUNITY POLICING AND PROBLEM SOLVING
IN THE CITY OF SAN BERNARDINO
Historical Overview:
The officer on a regularly assigned foot beat was probably the first attempt at community
policing and problem solving (COPPS). The officer was familiar with his beat, its environs,
and inhabitants. In the early days, with no radio or telephone, the officer's only support was
from sympathetic members of the community for which the officer was responsible.
In the COPPS role, a police officer shifts from an incident-driven enforcer to a results-driven
problem solver. Enforcement strategies become "tools"for use by the officer. Community-
Oriented Policing, Problem-Solving is, thus, an approach that addresses the causes of crime,
encourages community support and participation, and makes better use of existing resources.
It simply makes good sense.
Key to an understanding of community policing is recognizing that it is not merely an "add
on" to an existing structure. It is a philosophy, a management style, and an organizational
strategy.
De nition:
The San Bernardino Police Department has developed a unique, locally-based model of
community-oriented policing and problem solving. To the San Bernardino Police
Department, (COPPS) is a management style and organizational strategy which promotes
proactive, problem solving and a police-community partnership. Partnership refers to any
combination of neighborhood residents, schools, churches, businesses, community-based
organizations, elected officials, and government agencies who work cooperatively with the
police to resolve problems that impact them.
Problem solving is a process of identifying areas of concern, or problems, through
coordinated efforts and community partnerships. Collecting and analyzing information and
developing, implementing, and evaluating innovative responses, will eliminate or reduce
problems.
IN SAN BERNARDINO COMMUNITY POLICING HAS FOUR KEY ELEMENTS
THAT ARE FUNDAMENTAL TO SUCCESS
HIGHER STANDARDS LEADERSHIP DEVELOPMENT
The San Bernardino Police Department An ongoing program of study and
has adopted a mission, vision, and set of leadership development prepares our
core values, that are fundamental to the leaders to lead. We have learned that one
way that we treat each other, serve the of the most important tasks of a leader is
public, manage our resources, and to prepare others for leadership.
represent the citizens of San Bernardino.
The COPPS program recognizes the
Our mission, vision, and core values are importance of empowering the individual
on the inside cover of this report. They at the most effective level of decision
are more than nice words. They are our making. Our Leadership Development
way of doing business. Program builds the type of leader that will
allow that to occur.
EFFICIENT STRUCTURE PROBLEM-SOLVING PHILOSOPHY
To provide more efficient and effective A fundamental ingredient to problem
service to the community, we have adopted solving is the synergy between an
an area command model of organization. informed, involved and empowered
With this model, the area commanders are community, and an organizational
accountable for all police services within commitment in dedicating the time and
their respective areas. Each area has the resources to solve problems rather than
resources, through a coordinated effort, to merely treat symptoms. Initiative
meet the needs of the community. Each management, crime prevention, early
officer is empowered to make decisions recognition of problem areas, and a
and to solve problems. The idea is to structured, systematic approach to problem
enhance service and responsiveness, and solving, are all important. This
reduce bureaucracy. philosophy recognizes the long-term
efficiency and cost effectiveness of early
intervention and a planned approach to
problem solving.
HIGHER STANDARDS
The vision of the San Bernardino Police Department is to be a leader in establishing the
standard for excellence in policing. As an overarching goal, this dedication to excellence
sets our sights high. Excellence requires vigilance in constantly striving to improve ourselves
and others. Our vision does not represent unrealistic expectations or unreachable goals but
reaffirms the potential through a cooperative, joint spirit between the community and the
Department.
Mission Statement of the San Bernardino Police Department:
The San Bernardino Police Department is committed to providing.•.
Progressive, quality police services;
A safe environment to improve the quality of life;
A reduction in crime through problem recognition and
problem salving.
Our mission statement makes clear what we are all about, and who we are. It defines our
relationship to those we serve, and sets our course for the future. Nothing we do should be
in conflict with our mission. We each understand that we represent the Chief of Police, the
City Council, and the citizens of San Bernardino. We value the responsibility and trust
placed in us, and understand that the key to success is working together. Our mission gives
us direction, reassurance, and purpose.
CORE VALUES
Commitment to Public Service - It is our responsibility to cultivate an organizational bench
mark of responsiveness in order to develop and maintain the public trust.
Integrity - Wholeness through excellent qualities of character must become integral to our
entire lives, both professional and private.
Loyalty - Fidelity to the principles embodied in the Law Enforcement Code of Ethics is a
fundamental part of professional community service.
Respect for the Law - We believe that the law is to be enforced according to its spirit.
Accountability - We are held to a higher standard in terms of our conduct and demeanor as
it reflects on our profession, the Organization, and the men and women who work here.
DIVERSITY IN POLICE SERVICES
An important part of any recruitment and hiring plan is to know where we are and where we
want to be. The City of San Bernardino is at a point to realize a bright future of continued
growth, with changing populations, new opportunities, and more challenging problems. A
Police Department that maintains a workforce that represents the community it serves will
best be suited to meet those challenges. Our goal is to build and maintain an organization of
men and women reflecting the cultural diversity of our city, with each member of that
organization, regardless of background, demonstrating awareness and sensitivity to every
segment of our population.
It is the commitment of the San Bernardino Police Department to actively recruit police
officer candidates of the quality and ethnic variety that will endorse successful hiring of
underrepresented groups, in order to achieve and maintain a workforce that ethnically
represents the population of the city of San Bernardino. A Diversity in Police Services Plan
is set forth at Page 16, (Appendix A). This plan resulted from a workshop held at the Police
Department on March IS, 1996. A cross-section of organizational and community leaders
worked cooperatively in this venture.
CULTURAL AWARENESS TRAINING
This training addresses cultural issues that we all have opinions on, but are sometimes
reluctant to discuss. Within the organization, there are likely to be very different viewpoints.
Now, perhaps more than ever, it is necessary for us to take a moment of honest, self-
evaluation, with respect to any biases or prejudices that may cloud our treatment of others
and the role that we play within our community.
Cultural Awareness Training is not graded. It is presented for the sole purpose of personal
and professional growth. Open, honest, thoughtful, and professional participation is
expected. A heightened awareness about cultural diversity represents a major component of
the San Bernardino Police Department's core values, as well as the principles embodied by
our chosen profession. Law enforcement's role in society is to serve and protect. It is
essential that we do so without the interference of bias or discrimination, and with a greater
sense of awareness of the diverse community which we serve.
CUSTOMER SERVICE TRAINING
On February 27, 1996, the San Bernardino Police Department held its first Customer Service
Training session. This training deals with some of the fundamental principles of delivering
the most efficient and effective service to our constituents. It also addresses pitfalls and how
to avoid them in the day-to-day operation of the organization. Employees attending the
training have been favorably impressed with the principles they learned. Customer service is
an example of the Department seeking to set higher standards.
IELEADERSHIP DEVELOPMENT
On March 13, 1996, the San Bernardino Police Department held its first full-day Leadership
Development session. These meetings will be held every four months. All supervisory and
administrative personnel assigned to the Police Department attend. An ongoing study of
practices and principles that make better leaders, the program has been successful in
generating new energy and enthusiasm for leadership and the primary purpose of leadership,
preparing others to lead. The first session was entitled, "Leadership - Stepping Beyond. "
Materials from this session are set forth at Page 22, (Appendix B).
As a group of leaders, we are reading The Power of Ethical Management by Kenneth
Blanchard and Norman Vincent Peale. This book discusses that ethics in business is the most
urgent problem facing America today. It sets forth a straight forward three-step ethics check
that helps evaluate any action or direction.
EFMCLWT'STRUC77 -
To provide more effective service to our community, the San Bernardino Police Department
has adopted an "area command" model of organization. Through the use of a computerized
Police Resource Optimization System, we have taken afresh look at how the area commands
are structured. An essential part of this inquiry is how to most effectively staff and locate the
Neighborhood Service Centers. Community access, calls for service, reliability and
demographics are the key factors. The overview at Page 40, (Appendix Q reflects how the
area commands are distributed, and explains the rationale for same.
One of the central philosophies of an efficient structure is to decentralize those services which
can best be provided at the community level through the area commands. Services included
in this delivery model include crime prevention and community volunteers. The central theme
here is that each officer will be empowered to make decisions, to solve problems. Our goal
is to be responsive and reduce bureaucracy.
PROBLEM SOLVING PHILOSOPHY
Introduction to Initiative Management
The initiative process is, in a sense, self-defining. Taking the "initiative" in gangs, violence,
narcotics, problem solving, efficiency, and information management, allows us to maximize
use of resources. Goals and strategies from the City of San Bernardino Crime Fighting
Strategic Plan Steering Committee are set forth at Page 52 (Appendzx D).
Adopting the philosophy of proactive problem solving is necessary for "Initiative
Management. " Planning for the future by understanding contemporary issues, and
translating that understanding into customer service based on today's needs and tomorrow's
challenges, is the essence of "Initiative Management. "
Proactive problem solving also motivates accountability. We develop a greater
understanding for our accountability to the customers we serve as we become empowered to
solve problems. An "Initiative Manager" also becomes accountable to the organization,
contributing to its successes.
As problems are identified, a proactive, cooperative strategy that often employs a community
partnership to remedy the cause, not the symptoms is designed. An 'Initiative Steering
Group"facilitates the solution by removing obstacles and empowering line employees to take
action. This is the initiative process in a nutshell: A proactive, coordinated, partnership
based on finding solutions to problems.
The San Bernardino Police Department has identified four major initiatives:
I. Cooperative Problem Solving
2. Violent Crime/Gang/Narcotics
3. Efficiency
4. Information Management
Each of the four is fairly broad, and each will be under the direction of an "Initiative
Manager. " Problem solving is an outcome that occurs within and through the "Initiative
Management"process. The Steering Groups consist of a cross-section of departmental
members, and others, who bring their views and expertise to the table. Each initiative is
tasked with the responsibility of developing an annual planning matrix to define goals,
responsibilities and performance measures. This document is updated biannually.
Flexibility is designed in, but at the same time, a well-understood process keeps things on
track. A key ingredient is the synergy which results naturally from "Initiative
Management. "
PROBLEM SOLVING PHILOSOPHY CONT.:
The Violent Crime/Gangs/Narcotics "Initiative" will target violent crime designated by the
FBI as part-I offenses, including murder, robbery, rape and aggravated assaults. Over the
last 25 years in the City of San Bernardino, violent crime has increased six fold. The city
has gained a dubious distinction in terms of its murder rate and aggravated assaults are
almost nine times higher now. Among the 47 California cities with populations of more that
100,000 listed in the FBI's Uniform Crime Report, which contains the most recent official
"raw" crime data, San Bernardino ranks 17th in population but 11th in part I crime
numbers, and 9th in violent crime. San Bernardino ranks number one in violent crime per
capita, to include California's largest cities such as Los Angeles, San Francisco, and San
Diego.
Violent crimes are increasingly being committed by gang members or their associates, and
the severity and brutality of crimes has escalated at an alarming rate. Illegal drugs have
been shown to be a disturbing contributing factor in violent crimes. It is estimated that a
minimum of 2,100 individuals belong to 10 of the major gangs, with 90 subsets within the
city. A comparison of 199411995 homicides reveals that gang related killings have increased
from 10 cases in 1994 to 25 cases in 1995. We will be focusing on all of the violent crimes
listed above as this "initiative" begins to plan strategies to reduce the occurrence of violent
crime. An important part of this will be planning for an at-risk youth prevention program.
It will take some time to develop a quality, lasting program in this regard, but it is certainly
worth a concerted effort.
The ever present responsibility to be careful stewards of our resources resulted in the
development of the Efficiency Initiative. This effort by a cross section of the Department
will be a critical element in preserving the trust that is placed in us by City leadership and
the community we serve. This Initiative will be asking what we need to do differently, what
we should stop doing, and start doing.
As the collection, storage, processing, and dissemination of information is approaching a
state of "critical mass, " it is clear that we have two choices, manage information or be
buried by it. The formation of the Information Management Initiative, staffed by a cross
section of those close to the issue, is critical. This Initiative will facilitate an Information
Management Strategic Plan, and serve as ongoing stewards of existing and proposed
enhancements.
i
PERFORMANCE MEASURES
We have identified five performance measures which will provide focus and flexibility
in assessing our ongoing productive use of resources; toward a net reduction in crime
rates.
- Response times
Violent crime clearance rates
Chronic service drains
Public perception
Key "initiative accomplishments
Response times - This is perhaps the most objective measure from a customer-service
standpoint. It is tied closely to our 'proactive time" bench mark of 33 percent.
Violent Crime Clearance Rates - Most violent crimes are committed by repeat offenders.
Thus, the importance of making an arrest to prevent reoccurrence is important.
Chronic Service Drains - Police Departments historically spend an inordinate amount of time
with repeat "customers, " and locations. We aim to reduce this inefficiency through proactive
efforts such as the Rental Housing Program.
Public Perception - The fear of crime is worse than the statistical likelihood of becoming a
victim. Although this measure is difficult at best to quantify, it needs to be at the forefront of
our thinking to foster "positive press. "
Key "Initiative" Accomplishments - Each of the four major initiative groups will be
reporting on key accomplishments. This is where our service foundation exists. Our goal
here is to be the most responsive police agency around.
F- RETENTION OF GRANT OFFICERS
The City of San Bernardino believes that sufficient growth in the local economy will occur in the
next three years (the life of the federal grant) to allow for the retention of grant officers utilizing
increases in general fund revenue associated with local sales tax, development fees and property
taxes.
The City of San Bernardino's recovery from the recession has lagged behind that of other cities
in the Inland Empire (Riverside and San Bernardino counties.) We are just now seeing
encouraging signs that the local economy has begun to improve as evidenced by an increase in
home sales in recent months and the stabilization of property values.
City redevelopment efforts at Norton AFB are now in high gear with the San Bernardino
International Airport Authority signing a contract with a its first commercial freight airline
company. The adjoining World Trade Center will soon begin construction after demolition and
clearing of the existing base warehouses. Redevelopment efforts such as these will support
additional economic growth in the region resulting in the creation of new jobs, new home
construction, and the establishment of supporting businesses.
As demonstrated throughout this application, city officials are committed to public safety and
have made valiant and steadily increasing efforts to fund new police officer and support
personnel positions over the past five years. They will make every reasonable effort to secure
the funding necessary to retain the grant officers upon the conclusion of federal grant funding.
�,% U.S. Department of Justice
`�--' Office of Community Oriented Policing Services
UNIVERSAL HIRING: Community Policing Information
Part II
Complete Part II of the Community Policing Information Form only if: you are a municipal,
county,or state police department serving a population of over 50,000 and have not previously
applied for a COPS hiring grant, or; if your jurisdiction does not now have an established
department and wishes to establish one,or; if your department serves a specialized jurisdiction,
such as transit,housing, university, school or natural resource police.
1. List any fiscal, budgetary or other limitations on your department's ability to address the public safety needs
listed in Question 1, Part 1 of the Community Policing Information Form, without federal assistance. (Use
additional blank sheets if necessary):
Fiscal Limitations: See Attached.
Budgetary Limitations: See Attached.
Other Limitations: N/A
2. What is the average percentage change in your force strength over the past three years?: - 4%
Has your average strength increased? ❑ Yes No
If yes, do you intend to maintain the same
average annual increase over the next years
(excluding officers funded under this COPS grant)? ❑ Yes No
If you have answered No, please explain: The authorized sworn force strength has remained
constant at 281 over the past years. Actual or currently filled positions have
fluctuated from a high of 277 in May of 1993 to 261 as of May 1, 1996 due to
retirements, resignations and terminations and the timing of the testing process.
3. Does your agency currently have along tern community policing plan? ;1 Yes ❑ No
If yes, describe the plan,your agency's community policing philosophy, how it reflects consultation
with community groups and appropriate private and public agencies, and your expectations for its
continuation and expansion in the future. Explain how this grant will be utilized to reorient the agency's
mission toward community oriented policing or enhance its involvement or commitment to community
oriented policing. (Attach typewritten explanations or supplementary descriptions if necessary.)
3. How does your community policing plan fit with other state-wide and local crime prevention and control plans,
including any state-wide Byrne Grant strategy?
Coordinated Fully Partially Coordinated
❑ a) State-wide Byrne Grant strategy
❑ b) Other State-wide strategies
7 ❑ c) Local crime prevention plans
❑ d) Local crime control plans
4. Briefly list other governmental or community initiatives which complement or will be coordinated with your
plans under this grant.
Rio Vista Project - A multi-agency, cooperative resource sharing initiative designed
to reduce violent crime in the targeted area.
Violent Crime/Gangs/Narcotics Initiative - A multi-agency approach to target crime
designated as Part-I offenses, including murder, robbery, rape and aggravated
assault. An at-risk youth prevention program is included.
5. Indicate current and anticipated ongoing community support for your community policing plans,such as financial
support or in-kind contributions.
Current Anticipated
❑ a) Programmatic support from the community
❑ b) Financial support from the community
❑ c) Other community support(specify):
citizen volunteers
Q O d) Sought or obtained private financial support
6. Indicate how you plan to make a good faith effort to retain the new officers following the end of federal grant
support.
a) Have you planned to assume a progressively larger share of an officer's salary and fringe benefits each year
over the next three years, leading to full-time retention of the officers at the conclusion of the grant?
❑ Yes ® No
b) Do you have assurance from your local government that these officers will be retained?
❑ Yes Q No
If you have answered Yes,attach any written letters or other assurances to this application.
If you have answered No, explain how you intend to retain the officers. (Attach additional blank sheets if
necessary.)
7. Indicate the impact that increasing the number of officers will have on other criminal justice agencies in
your jurisdiction:
No Impact Minimal Impact Major Impact
0 ❑ IN a) Prosecutor's office
0 ® b) Public defender's office
0 0 0 c) Local and state correctional agencies
0 ® O d) Other public criminal justice agencies
l O 0 e) Other private criminal justice agencies
If you anticipate any major impact on any of these agencies, please briefly describe that impact below:
The planned addition of 42 police officer positions will impact the criminal
justice system through increases in the number of traffic citations issued,
number of arrests and prosecutions and the number of prisoners incarcerated
in local jails and state prisons. 42 positions represent an addition of
almost 15% to the authorized sworn strength of 281 officers.
"*You may attach typewritten explanations or supplemental descriptions if necessary."
Complete your Community Policing Information - Part II by signing and dating below. Both the law
enforcement executive (if your jurisdiction has an established department) and the government executive
must sign.
We, the undersigned, attest to the accuracy of the Community Policing Information submitted above.
Law Enforcement Executive: Title: Chief Name(typed): Lee Dean
Date:A— Signature:
Government Executive: Title: Mayor Name(typed): Tom Minor
Date: Signature:
Person Completing Form: Title: Captain Name(typed): Robert Curtis
Date: Signature:
page 3
FISCAL LIMITATIONS
In the last three decades, the city has experienced significant demographic and economic
changes. Industrial flight by major employers such as Santa Fe Railroad, May Company, Circle
K, and the closure of Norton AFB, have contributed to the general decline and transformation
of once vibrant business corridors and well-kept residential areas. The Norton AFB closure alone
resulted in the loss of 10,000 local jobs. An estimated 37% of the city's residents are on
government assistance, a rate much higher than the national average.
The city's ability to fund essential services has been severely impacted by the recession, which
has not yet abated in this area.
• Of the 48 cities in the Inland Empire (Riverside and San Bernardino counties), the City
of San Bernardino ranks third lowest in assessed value per capita--$28,405. This is a
city's most important yardstick to determine its ability to fund essential services such as
police and fire.
• The average city in California can count on property taxes to produce 22% of its general
fund revenue. San Bernardino's property taxes contribute only 11%. Sales taxes have
remained stagnant over the last five years.
• Residents and businesses pay the highest utility tax in the Inland Empire, 8.5%.
From 1990 to present, San Bernardino has made valiant and steadily increasing effort to
maintain its commitment to public safety. During the same period 141 positions were cut within
other city departments.
• In 1990, a Street Lighting and Sweeping District was approved adding an additional $48
per year tax assessment to the owners of each single family home. General fund revenues
were shifted to fund an additional 23 police officers and 25 civilian positions.
• In 1994, the city received a Police Hiring Supplement grant for an additional 17 police
officer positions. Local match funding was achieved by adding graffiti removal to the
assessment district, increasing the tax assessment to $65 per household. Federal funding
will expire in March 1997.
We anticipate that in November 1997, the voters will approve a $9 increase in the assessment
district needed to retain the additional officers hired under our present federal grant. However,
local taxing efforts are exhausted and any new taxes do not appear to be viable as California
law requires a super majority (66.6%) of voter approval. At the same time San Bernardino has
a greater need for police officers than any other city in California.
U.S. Department of Justice
Office of Community Oriented Policing Services
UNIVERSAL HIRING: BUDGET INFORMATION
Form "B" - Requesting More Than Five Officers
This worksheet below will assist you in properly organizing and estimating your costs and providing the necessary
details for financial review. Complete one worksheet using average salary and benefits per officer. Use this
form ONLY if you are requesting more than five officers.
The budget information you provide will be used to calculate your grant amount. Assistance in completing this
information is available from the Department of Justice Response Center at 1-800-421-6770, or by writing the
COPS Office, 1100 Vermont Ave.,NW, Washington, DC 20530.
1.OFFICERS TO BE HIRED 3.AVERAGE COST PER OFFICER-YEAR 2
This worksheet describes the cost for Year 2 Average Annual 45 698
(check one of the following): Base Salary ; (d)
Year 2 Average Fringe Benefits:
® 7 (number) new entry level officer(s) FICA/Sociai Security $
_Full Time 0 Part Time Health Insurance 8.98 $ 4,104
Life Insurance S
❑ (number)rehired former officer(s) Vacation $
_Full Time Part Time Sick Leave $
Q _4 (number)lateral transfer from other police agency Retirement 26.55 S 1 2, 133
4 Full Time_0 Part Time Workmen's Comp. 4.37 $ 1 ,997
Unemployment Ins. .25 $ 114
The average number of hours per week the part time officers Other' 1 $ 663
will work is N/A —�C- _A 5
Total Fringe Benefits $ 19,011 (e)
2.AVERAGE COST PER OFFICER-YEAR 1 Total Year 2 Average Salary
;
Average Current Annual Entry Level and Benefits" 64,709 (f)(d+e)
Base Salary $ 42,812 (a) 4.AVERAGE COST PER OFFICER-YEAR 3
Average Annual Fringe Benefits: Year 3 Average Annual
FICA/Social Security Base Salary $ 49,487 (9)
Health Insurance 8.98 S_ 3,845 Year 3 Average Fringe Benefits:
Life Insurance $ FICA/Social Security $
Vacation S Health Insurance 8.98 S 4. 444
Sick Leave $ Life Insurance $
Retirement 26.55 S 11,367 Vacation $
Workmen's Comp. 4.37 1 Sick Leave $
Unemployment Ins. .25 S 102 Retirement 26.55 - 13,139
Other' M/C 1.45 $ 621 Workmen's Comp. 4.37 $ 2,163
Unemployment Ins. .25 S 124
Total Fringe Benefits S 17,806 (b) Other* M/C 1,45. $ 718
Total Year 1 Average Salary Total Fringe Benefits S 16,588 (h)
and Benefits $ 60,618 (c)(a+b) Total Year 3 Average Salary
and Benefits" $ 66,075 (I) (g +h)
'Fringe benefits other than those listed mustb>-specified in'Other.' The costs of equipment, training,
uniforms, vehicles and overtime are rmtpemdtted.
"If year 2 and/or year 3 totaftare greater tharrvear 1. olease amninin why rCnt_A sign..i... af�I
aim
Universal Hiring: Budget Information, continued...
Form "B" - Requesting More Than Five Officers
5. FEDERAL FUNDS REQUESTED PER OFFICER
Total three years salary and fringe 3 191,402 (j) (lines c+f+i)
x .75
Line j multipled by.75 $ 143,552 (k)
Amount on Line k, or$75,000, 75 000
Whichever is LESS $ , (m)
UNLESS A WAIVER IS AUTHORIZED, FEDERAL FUNDS FOR THIS OFFICER CANNOT EXCEED
THE AMOUNT ON LINE m (75% OF THREE YEARS SALARYAND BENEFITS, OR$75,000,
WHICHEVER IS LESS, FOR EACH FULL TIME OFFICER).
BUDGET SUMMARY
After completing the worksheet,complete the following questions and attach an explanation of how you computed average
salaries and benefits for this worksheet.
1. Name of the Federal Agency to which audits of your federal grants are sent(your'federal cognizant agency'. If you don't
know, call 1-800-421-6770 for assistance.
U.S. Department of Justice - Office of Justice Programs
Fi331ndi3r�a A:e;4e, N W w�s4l gteR, b9 20521-000-1
2. Starting date of your fiscal year. July 1 Ending date: June 30
3. Under this COPS Universal Hiring Grant,your department plans to(enter the number of officers for each that applies):
Hire 7 new entry level officer(s) Rehire 0 former officers(s)
Hire 4 lateral entry officer(s) Hire mart time officers)
4. The total three year cost for salaries and benefits for all of the officers requested is$ 2,105,422 (line i multipled by
the total number of officers)
5. The total amount of federal funds requested:$ 825,000 (line m mukipled by the number of officers to be hired)
6. Under COPS grants,the federal share of total salaries and benefits must decrease each year leading to full local funding by
the fourth year of officers'employment At the same time your local share must increase each year. Please summarize how
the federal share will decrease and the local share increase over the three years of the grant:
Year 1 Year 2 Year 3
Federal Share(must decrease) s 330,000 s 272.250 $ 222.750 $ 825,000 Total grant funds
(as in question 5)
Local Share(must Increase) $ 336,798 $ 439,549 s 504,075 31,280,422 Total local funds
Total Salaries/8enefit3 s 666,798(c) s 711,79 0 s 726,825 (i) $2 F 105,422 Total costs
(as in question 4)
The undersigned attests to the accuracy of the Budget Information submitted above.
Name(typed)of u rized O cial: Alvo Title: Arr-ni rnt C1 ark TTT
Signature: / Date:
page 2
BUDGETARY LIMITATIONS _3
From 1990 to present, the City of San Bernardino has made valiant and steadily increasing effort
to maintain its commitment to public safety. The San Bernardino Police Department has been
able to add 40 new police officer and 25 support personnel positions utilizing a special tax
assessment district and federal grant funding. During the same time period 141 positions were
cut within other city departments. When the COPS More and COPS Ahead grants became
available, San Bernardino could simply not afford to participate due to the matching funds
provisions.
The City Council is currently holding budget cut hearings for the city's proposed FY 1996197
budget that includes a project $2.5 million deficit in general fund revenues over anticipated city
program expenditures.
We have turned to allied agencies, as well as the private sector for help. For the last two years,
the California Highway Patrol and San Bernardino County Sheriff's Department have assisted
us in a joint task force in order to reduce the level of violence on our city streets. During their
limited term, these operations proved successful. It is, however, unrealistic to expect this level
of assistance will be sustained. The private sector has contributed substantial sums in a variety
of ventures to improve the "city image" and address conditions which foster crime. Here too,
the well is at risk of running dry.
7
The department has actively sought and been the recipient of several grants within the last ten
years. These include: 1986 Final year of Career Criminal Apprehension Program grant. Total
grant award: $487,000. (OCJP Grant, Combined Federal/State Funds). 1987 State-of-the
art Career Apprehension Grant. Grant award, $100,000 (State Grant). 1986-1987 Community
Crime Resistance Grant, two-year program. Grant award, $222,000. (State Grant). 1993-1995
Office of Traffic Safety Grant. Grant award, $217,234. (State Grant). 1993-1996 Serious
Habitual Offender multi year grant. Total grant award (all years), $314,484. (State Grant).
1995 Alcoholic Beverage Control grant. Grant award, $95,750. (State Grant). 1994-1997
Police Hiring Supplement grant. Grant award, $1,439,195. (Federal Grant).
In short, we have exhausted viable alternatives, one by one.
U.S.Department oJJustice
Office of Commrmiy Oriented Policing Services
APPENDIX A
• Assurances
• Certifications Regarding Lobbying; Debarment,
Suspension, and Other Responsibility Matters;
Drug-Free Workplace Requirements; Coordination
and Non-Supplanting Requirements
• Intergovernmental Review Process with a listing of
State Single Points of Contact (by state)
U.S.Department oJJustice
Office of Community Oriented Policing Services
ASSURANCES
Several provisions of federal law and policy apply to all grant programs. We(the Office of
Community Oriented Policing Services)need to secure your assurance that you(the applicant)
will comply with these provisions. If you would like further information about any of the
matters on which we seek your assurance,please contact us.
By your authorized representative's signature,you assure us and certify to us that you will
comply with all legal and administrative requirements that govern the applicant for acceptance
and use of federal grant funds. In particular,you assure us that:
1. You have been legally and officially authorized by the 8. You will not, on the ground of race, color, religion, na-
appropriategoveming body(forexample,mayor or city coun- tional origin, gender, disability or age, unlawfully exclude
cil)to apply for this grant and that the persons signing the any person from participation in,deny the benefits of or em-
application and these assurances on your behalf are autho- ployment to any person, or subject any person to discrimi-
rized to do so and to act on your behalf with respect to any nation in connection with any programs or activities funded
issues that may arise during processing of this application. in whole or in part with federal funds. These civil rights re-
quirements are found in the nondiscrimination provisions of
2. You will comply with the provisions of federal law which the Omnibus Crime Control and Safe Streets Act of 1968,
limit certain political activities of your employees whose prin- as amended(42 U.S.C.§3789(d));Title VI of the Civil Rights
cipal employment is in connection with an activity financed Act of 1964, as amended (42 U.S.C. § 2000d); the Indian
in whole or in part with this grant. These restrictions are set Civil Rights Act (25 U.S.C. §§ 1301-1303); Section 504 of
forth in 5 U.S.C. § 1501, et sea. the Rehabilitation Act of 1973, as amended (29 U.S.C. §
794); Title II, Subtitle A of the Americans with Disabilities
3. You will comply with the minimum wage and maximum Act(ADA)(42 U.S.C.§ 12101,et sea.);the Age Discrimina-
hours provisions of the Federal Fair Labor Standards Act, if tion Act of 1975 (42 U.S.C. § 6101, et sea.); and Depart-
they apply to you. ment of Justice Non-Discrimination Regulations contained
in Title 28, Parts 35 and 42(subparts C, D, E and G)of the
4. You will establish safeguards, if you have not done so Code of Federal Regulations.
already, to prohibit employees from using their positions for
a purpose that is, or gives the appearance of being, moti- A. In the event that any court or administrative
vated by a desire for private gain for themselves or others, agency makes a finding of discrimination on grounds of race,
particularly those with whom they have family, business, or color,religion,national origin,gender,disability or age against
other ties. you after a due process hearing, you agree to forward a
copy of the finding to the COPS Legal Division, 1100 Ver-
5. You will give the Department of Justice or the Comptrol- mont Avenue, N.W.,Washington, DC 20530.
ler General access to and the right to examine records and
documents related to the grant. B. If you are applying for a grant of$500,000 or
more and Department regulations (28 CFR 42.301 et sea.)
6. You will comply with all requirements imposed by the require you to submit a current Equal Opportunity Employ-
Department of Justice as a condition or administrative re- ment Plan, you will do so at the time of this application, if
quirement of the grant, with the program guidelines, with you have not done so in the past. If you are applying for a
the requirements of OMB Circulars A-87(governing cost cal- grant of less than$500,000 and the regulations require you
culations)and A-128(governing audits),with the applicable to maintain a Plan on file in your office,you will do so within
provisions of the Omnibus Crime Control and Safe Streets 120 days of your grant award.
Act of 1968, as amended, with 28 CFR Part 66 (Uniform
Administrative Requirements), with the provisions of the 9. You will insure that the facilities under your ownership,
current edition of the Office of Justice Programs Financial lease or supervision which shall be utilized in the accom-
and Administrative Guide for Grants, and with all other ap- plishment of the project are not listed on the Environmental
plicable laws, orders, regulations, or circulars. Protection Agency's(EPA)list of Violating Facilities and that
you will notify us if you are advised by the EPA indicating
7. You will, to the extent practicable and consistent with that a facility to be used in this grant is under consideration
applicable law,seek,recruit,and hire members of racial and for listing by EPA.
ethnic minority groups and women in order to further effec-
tive law enforcement by increasing their ranks within the 10. If your state has established a review and comment
swom positions in your agency. procedure under Executive Order 12372 and has selected
this program for review,you have made this application-avail-
able for review by the State Single Point of Contact.
1 hereby certify compliance with the above assurances that govern the application and use of Federal funds.
Slgnatu Date
ADoendix A-Lsasl Assurancss
US.Deportment ofJustice
Office of Community Oriented Policing Services
CERTIFICATIONS REGARDING LOBBYING; DEBARMENT, SUSPENSION
AND OTHER RESPONSIBILITY MATTERS; DRUG-FREE WORKPLACE
REQUIREMENTS; COORDINATION WITH AFFECTED AGENCIES; AND
NON-SUPPLANTING
Although the Department of Justice has made every effort to simplify the application process,other provisions
of federal law require us to seek your certification regarding certain matters. Applicants should read the
regulations cited below and the instructions for certification included in the regulations to understand the
requirements and whether they apply to a particular applicant. Signature of this form provides for compliance
with certification requirements under 28 CFR Part 69, "New Restrictions on Lobbying"and 28 CFR Part 67,
"Government-wide Debarment and Suspension(Nonprocurement)and Government-wide Requirements for
Drug-Free Workplace(Grants)," and the coordination and non-supplanting requirements of the Public Safety
Partnership and Community Policing Act of 1994. The certifications shall be treated as a material representa-
tion of fact upon which reliance will be placed when the Department of Justice determines to award the
covered grant.
1. LOBBYING cluded from covered transactions by any Federal depart-
As required by Section 1352,Title 31 of the U.S.Code, and ment or agency;
implemented at 28 CFR Part 69, for persons entering into a (ii) Have not within a three-year period preceding this appli-
grant or cooperative agreement over$100,000, as defined cation been convicted of or had a civil judgment rendered
at 28 CFR Part 69, the applicant certifies that: against them for commission of fraud or a criminal offense
in connection with obtaining, attempting to obtain, or per-
(a) No Federal appropriated funds have been paid or will be forming public(Federal, State, or local)transaction or con-
paid, by or on behalf of the undersigned, to any person for tract under a public transaction; violation of Federal or State
influencing or attempting to influence an officer or employee antitrust statutes or commission of embezzlement, theft,
of any agency, a Member of Congress, an officer or em- forgery,bribery, falsification or destruction of records,mak-
ployee of Congress, or an employee of a Member of Con- ing false statements, or receiving stolen property;
gress in connection with the making of any Federal grant,
the entering into of any cooperative agreement, and the ex- (iii) Are not presently indicted for or otherwise criminally or
tension,continuation, renewal, amendment,or modification civilly charged by a governmental entity(Federal, State,or
of any Federal grant or cooperative agreement; local) with commission of any of the offenses enumerated
(b) If any funds other than Federal appropriated funds have in paragraph (A)(ii)of this certification; and
been paid or will be paid to any person for influencing or (iv) Have not within a three-year period preceding this ap-
attempting to influence an officer or employee of any agency, plication had one or more public transactions(Federal,State,
a Member of Congress,an officer or employee of Congress, or local)terminated for cause or default; and
or an employee of a Member of Congress in connection
with this Federal grant or cooperative agreement, the un- B. Where the applicant is unable to certify to any of the
dersigned shall complete and submit Standard Form—LLL, statements in this certification, he or she shall attach an
"Disclosure of Lobbying Activities," in accordance with its explanation to this application.
instructions;
3. DRUG-FREE WORKPLACE (GRANTEES OTHER
(c) The undersigned shall require that the language of this THAN INDIVIDUALS)
certification be included in the award documents for all
subawards at all tiers(including subgrants,contracts under As required by the Drug-Free Workplace Act of 1988, and
grants and cooperative agreements, and subcontracts)and implemented at 28 CFR Part 67,Subpart F,for grantees,as
that all sub-recipients shall certify and disclose accordingly. defined at 28 CFR Part 67 Sections 67.615 and
67.620—
2. DEBARMENT,SUSPENSION,AND OTHER RESPOW
SIBILITY MATTERS(DIRECT RECIPIENT) A. The applicant certifies that it will or will continue to pro-
As required by Executive Order 12549, Debarment and Sus-
vide adrug-free workplace by:
pension, and implemented at 28 CFR Part 67, for prospec- (i) Publishing a statement notifying employees that the un-
tive participants in primary covered transactions,as defined lawful manufacture,distribution,dispensing,possession,or
at 28 CFR Part 67, Section 67.510— use of a controlled substance is prohibited in the grantee's
workplace and specifying the actions that will be taken
A. The applicant certifies that it and its principals: against employees for violation of such prohibition;
(i) Are not presently debarred, suspended, proposed for (ii) Establishing an on-going drug-free awareness program
debarment,declared ineligible,sentenced to a denial of Fed- to inform employees about—
eral benefits by a State or Federal court, or voluntarily ex-
(a) The dangers of drug abuse in the workplace;
(b) The grantee's policy of maintaining a drug-free work- B. The grantee may insert in the space provided below the
place; site(s)for the performance of work done in connection with
(c) Any available drug counseling, rehabilitation, and em-
the specific grant:
ployee assistance programs; and Place of Performance (Street address, city, county, state,
(d) The penalties that may be imposed upon employees for zip code)
drug abuse violations occurring in the workplace; 710 North "D" Street
City of San Bernardino
(iii) Making it a requirement that each employee to be en- County of San Bernardino
gaged in the performance of the grant be given a copy of California 92401
the statement required by paragraph (i);
Check 0H if there are workplaces on file that are not identi-
(iv) Notifying the employee in the statement required by fied here.
paragraph (i)that, as a condition of employment under the
grant, the employee will— Section 67.630 of the regulations provides that a grantee
that is a State may elect to make one certification in each
(a) Abide by the terms of the statement; and Federal fiscal year, a copy of which should be included with
each application for Department of Justice funding. States
(b) Notify the employer in writing of his or her conviction for and State agencies may elect to use OJP Form 406117.
a violation of a criminal drug statute occurring in the work-
place no later than five calendar days after such conviction; Check ❑ if the State has elected to complete OJP
(v) Notifying the agency,in writing,within 10 calendar days Form 4061!7.
after receiving notice under subparagraph (iv)(b) from an 4. COORDINATION
employee or otherwise receiving actual notice of such con-
viction. Employers of convicted employees must provide The Public Safety Partnership and Community Policing Act
notice, including position title,to: COPS Program,P.O. Box of 1994 requires applicants to certify that there has been
14440, Washington, D.C. 20044. Notice shall include the appropriate coordination with all agencies that may be of
identification number(s)of each affected grant; fected by the applicant's grant proposal if approved. Af-
fected agencies may include, among others, the Office of
(vi) Taking one of the following actions,within 30 calendar the United States Attorney, state or local prosecutors, or
days of receiving notice under subparagraph (iv)(b), with correctional agencies. The applicant certifies that there has
respect to any employee who is so convicted— been appropriate coordination with all affected agencies.
(a) Taking appropriate personnel action against such an 5. NON-SUPPLANTING
employee, up to and including termination, consistent with
the requirements of the Rehabilitation Act of 1973, as The applicant hereby certifies that Federal funds will not be
amended; or used to replace or supplant State or local funds, or funds
supplied by the Bureau of Indian Affairs, that would, in the
(b) Requiring such employee to participate satisfactorily in absence of federal aid, be made available to or for law en-
a drug abuse assistance or rehabilitation program approved forcement purposes.
for such purposes by a Federal, State, or local health, law
enforcement or other appropriate agency; The applicant further certifies that funds required to pay the
non-federal or "cash match" portion of the grant program
(vii) Making a good faith effort to continue to maintain a shall be in addition to funds that would otherwise be made
drug-free workplace through implementation of paragraphs available to or for law enforcement purposes.
(i), (ii), (iii), (iv), (v), and(vi).
As the duly authorized representative of the applicant, 1 hereby certify that the
applicant will comply with the above certifications.
San Bernardino Police Department 710 N. "D" Street, San Bernardino, CA 92402-1559
Grantee Name and Address
COPS Universal Hiring Program Grant 95-6000772
Applicatlon Number and/or Project Name Grantee IRSNendor Number
Lee Dean Chief of Police
Typed Na Ti Authoriz epresentative
nature dv