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Home My WebLink About2018-09-26 - Measure A COC Agenda Packet – SPECIAL MEETING OF THE MEASURE A CITIZENS’ OVERSIGHT COMMITTEE OF THE CITY OF CHULA VISTA Wednesday, September 26, 2018 Chula Vista Police Department 6:00 p.m. 315 4th Ave., Community Room Chula Vista, CA 91910 CALL TO ORDER ROLL CALL INTRODUCTION 1. INTRODUCTIONS OF COMMITTEE MEMBERS AND STAFF 2. CHIEF KENNEDY & CHIEF GEERING OPENING REMARKS STAFF PRESENTATIONS The items listed in this section of the agenda will consist of presentations by City staff members. No action is expected to be taken by the Committee on these items. If any member of the public wishes to speak on any item, please fill out a “Request to Speak” form and submit it to the Secretary prior to the meeting. 3. MEASURE A ORDINANCE REVIEW AND ROLE OF COC (Glen Googins, City Attorney) 4. MEASURE A EXPENDITURE PLAN OVERVIEW (David Bilby, Director of Finance) 5. MEASURE A BACKGROUND & WEBSITE REVIEW (Anne Steinberger, Marketing & Communications Manager) ACTION ITEMS The items listed in this section of the agenda are expected to elicit discussion and deliberation. If any member of the public wishes to speak on any item, please fill out a “Request to Speak” form and submit it to the Secretary prior to the meeting. 6. DISCUSSION AND POSSIBLE ACTION REGARDING AGENDA ITEMS FOR FUTURE MEETINGS OF THE MEASURE A CITIZENS’ OVERSIGHT COMMITTEE a. Brown Act and Parliamentary Procedure b. Staff presentation on Measure A Expenditure Plan for Fiscal Year 2018-19 allocation City of Chula Vista Boards & Commissions Measure A Citizens’ Oversight Committee Page 2 ׀ Measure A Citizens’ Oversight Committee Agenda c. Staff presentations on Measure A updated staffing plan. d. Setting the date, time, and location of future regular and special meetings of the Citizens’ Oversight Committee e. Selection of Chair and Vice Chair PUBLIC COMMENTS Persons speaking during Public Comments may address the Committee on any subject matter within the Committee’s jurisdiction that is not listed as an item on the agenda. State law generally prohibits the Committee from discussing or taking action on any issue not included on the agenda, but, if appropriate, the Committee may schedule the topic for future discussion or refer the matter to staff. Comments are limited to three minutes. OTHER BUSINESS 7. STAFF COMMENTS 8. COMMITTEE MEMBERS’ COMMENTS ADJOURNMENT Materials provided to the Measure A Citizens’ Oversight Committee related to any open-session item on this agenda are available for public review in the Office of the City Clerk, located at 276 Fourth Ave, Chula Vista during normal business hours. In compliance with the AMERICANS WITH DISABILITIES ACT The City of Chula Vista requests individuals who require special accommodations to access, attend, and/or participate in a City meeting, activity, or service, contact the City Clerk’s Office at (619) 691-5041 (California Relay Service is available for the hearing impaired by dialing 711) at least forty-eight hours in advance of the meeting. ED City Attorney Impartial Analysis—Measure A CHULA VISTA CITY CLERK Summary 2018 MAR I b P 4: 21 If approved by voters,Measure A would impose a one-half cent($.005)"transactions and use tax" (commonly known as a"sales tax") on retail sales within the City of Chula Vista. The tax would remain in place unless and until the voters repealed it. The City's Finance Director estimates the tax would generate approximately$17 million per year. The City Council has expressed its intent to spend these monies exclusively on critical needs of the City's police and fire departments. However, because the tax is a"general purpose"tax,the City Council would reserve the right to spend the tax revenues for any lawful City purpose. Measure A also includes provisions for separate accounting and citizen oversight. Authority and Method of Assessment Measure A's sales tax would be levied under state law (Revenue and Taxation Code Section 7285.9). As such, it would be assessed and collected as a percentage of gross receipts from retail sales (and other taxable uses) occurring within the City in the same manner as the existing state sales tax. The current sales tax rate in Chula Vista is 8.25%. This includes an existing local sales tax of 0.5%that was approved by Chula Vista voters in 2016. This local tax is scheduled to expire in 2026. If the proposed Measure A sales tax were approved, the sales tax rate in the City would increase to 8.75%. The tax revenues generated from the additional 0.5%would go to the City(less a state administrative fee), and could only be spent for City purposes. If approved,the tax would commence on October 1,2018. Provisions for Intended Expenditures Concurrent with its approval of Measure A for placement on the ballot,the City Council adopted an"Intended Public Safety Expenditure Plan"("Plan") for Measure A revenues. By doing so,the City Council expressed its intent to spend Measure A sales tax revenues exclusively on the critical staffing needs of the City's police and fire departments, including necessary equipment. Measure A requires City staff to present for City Council action, requests for budgeting of police and fire personnel, and related equipment, consistent with the Plan. Each year thereafter, City staff would be required to prepare a "Measure A Spending Plan" that is also consistent with the Plan, and present it for City Council consideration, in its discretion, as part of the City's annual budget. A copy of the Plan is available on the City website at www.chulavistaca.gov/publicsafety. Separate Accounting and Citizens' Oversight Measure A includes requirements for separate accounting, budgeting and auditing of tax collections and expenditures. It also requires creation of a citizens' oversight committee("COC"). The COC would be responsible for reviewing and reporting on Measure A annual accounting and spending plans, and compliance with those plans. General Purpose Tax The City Council is submitting Measure A to the voters as a"general purpose tax." This means that a majority of the voters must approve the Measure for it to go into effect. Although this City Council has expressed its intent to spend Measure A revenues exclusively on public safety needs, such as police and fire personnel and equipment, the City Council will retain discretion to spend the revenues generated for any lawful municipal purpose. i IntendedPublic Safety Expenditure Plan February 2018 Intended Public Safety Expenditure Plan 2018 1 Introduction The City of Chula Vista is located at the center of one of the richest cultural, economic and environmentally diverse zones in the United States. It is the second-largest city in San Diego County with a population of 270,000. Residents enjoy a multitude of quality of life amenities, including award-winning public schools, established neighborhoods, parks and trails, shopping and dining opportunities, and popular attractions. Chula Vista is one of the top ten safest cities of its size in the country. Public Safety is a top priority in the City of Chula Vista with 67 percent of general fund discretionary revenues allocated to Police and Fire personnel and services (approximately $71.5 million of $109 million in revenues). In addition, staff from Administration, Finance, Human Resources, City Attorney and Public Works provide significant support to public safety. In an attempt to address public safety staffing shortages, the City added 5 new police officer positions and 12 firefighters in the current fiscal year. Unfortunately, as noted in the City’s Long-Term Financial Plan, which is included in the City Council adopted budget and is available on the City website at www.chulavistaca.gov/publicsafety, discretionary revenues are not keeping pace with the need for additional public safety personnel to support the City’s current and future population. Process for Creation of the Plan At the June 6, 2017 Council Meeting, the City Manager was directed to “report back to the City Council within 120 days with a plan to address the chronic understaffing of the Police and Fire Departments, with such plan considering all options, including: (i) alternative service models that may improve effectiveness and reduce costs; and (ii) potential funding sources.” Staff reported back to Council on September 26, 2017 with a Public Safety Staffing Report which is available at www.chulavistaca.gov/publicsafety. The report assessed factors affecting public safety, including: • Community and stakeholder feedback/input on priorities for delivery of public safety services • Short and long-term staffing level standards for CVPD and CVFD • Response times for Priority 1 and Priority 2 emergency calls for CVPD • Response times with properly equipped and staffed fire and medical units for CVFD • Consideration of alternate public safety service delivery models • Accounting for growth – 5-year, 10-year and build-out projection models • Fiscal forecasts and impacts The Public Safety Staffing Report provided the foundation for developing the Public Safety Staffing Strategies report which is available at www.chulavistaca.gov/publicsafety. The Public Safety Staffing Strategies includes: Intended Public Safety Expenditure Plan 2018 2 • Recommending staffing allocations for CVPD and CVFD to provide critical public safety services • Estimated costs for staffing and a phasing schedule • Assessment of potential funding sources • Overview of results of public opinion surveys The City’s Communications staff informed the Chula Vista community about public safety staffing issues in a variety of media including: the Community Connection newsletter, press releases, public and media outreach and social media. Additionally, CVFD and CVPD representatives have attended community meetings and discussed these public safety staffing issues. At the September 26, 2017 City Council meeting, Council directed the City Manager to conduct a public opinion survey, inform the community about public safety staffing issues presented, and to come back to Council with options to address staffing issues, including revenue options. At the December 19, 2017 City Council meeting staff presented the Public Safety Staffing Strategies report. This report outlined staffing proposals for the Police and Fire Department that addressed critical needs. The departments evaluated their operations and identified the gaps in not only service levels, but also in the customer service experience for residents and businesses. Public Safety Advisory Committee The City Manager established an internal working group with staff from Fire, Police, Administration and Finance Departments to conduct a comprehensive assessment of the Police and Fire Departments. To help identify the needs and priorities of our community and to evaluate the state of public safety, the City Manager formed the Public Safety Advisory Committee (PSAC) in July 2017. The committee includes Chula Vista residents, business owners and community leaders. The Committee continues to provide input into refining priorities for public safety in the City. Public Outreach and Public Opinion Surveys In November 2017, the City of Chula Vista engaged a research firm to conduct a public opinion survey to identify the services and projects that residents are most interested in funding and to obtain input on a potential half-cent general sales tax to fund the services. Intended Public Safety Expenditure Plan 2018 3 Public Opinion on Prioritizing Projects and Programs Police Department Critical Needs The Chula Vista Police Department is composed of over 300 authorized fulltime employees, including 232 sworn officers, 91 professional staff and over 80 volunteers who work tirelessly to provide public safety services to the second largest city in San Diego County. CVPD has the lowest sworn staffing to population ratio in the County and the second lowest staffing ratio in California for comparably sized cities. Furthermore, CVPD’s current staffing ratio is significantly lower than a decade ago when the Department was authorized 259 sworn officers and 114 professional staff. Despite such challenges, Chula Vista is fortunate to have a relatively low crime rate and it is consistently recognized as one of the safest cities of its size in the country. Unfortunately, staffing challenges, combined with Chula Vista’s growth, have strained CVPD’s ability to continue to provide the high level of public safety service to which the residents of Chula Vista have become accustomed. After extensive review, CVPD staff have recommended substantial increases in sworn and civilian staff to raise CVPD’s staffing to the appropriate level to meet the current and projected future service demands of Chula Vista. The Public Safety Staffing report presented to City Council on September 26, 2017, explored the history of CVPD’s staffing challenges and made recommendations to restore CVPD staffing to levels more in line with those of regional law enforcement agencies. The following is a summary of the immediate staffing needs as identified by the Police Department. Intended Public Safety Expenditure Plan 2018 4 Police Department Critical Needs (Phases I and II) Police Officers – 43 positions Uniformed Community Patrol Officers (24 positions) Uniformed patrol responds to calls for service, deters crime and conducts proactive policing to address traffic and quality of life issues. These are among the primary missions of any municipal police agency. It is critical to maintain adequate staffing throughout the City, 7 days a week and 365 days a year. The addition of 24 officers would provide more than a 30 percent increase in the number of officers on the street at any time, and would double the number of officers in the fast-growing/developing areas of the City. Despite personnel transfers to Community Patrol from other CVPD divisions, first-line patrol operations are falling short of historical performance standards and outcomes. As discussed in the Public Safety Staffing Report, Community Patrol is consistently unable to meet Priority 1 and 2 GMOC response times. Priority 3 and Priority 4 call response times also have increased dramatically, further increasing wait times for citizens reporting crimes or calling for police service. Additionally, other markers of Community Patrol effectiveness indicate a decline in operational capacity. Notable areas of performance concern 2008-2016 • 53% decline in officer initiated calls for service • 41% decline in felony arrests • 26% decline in misdemeanor arrests • 49% decline in traffic citations Positions Phase I Phase II Total Peace Officers 16.0 11.0 27.0 Police Agents 8.0 2.0 10.0 Police Sergeants 5.0 1.0 6.0 Total Sworn 29.0 14.0 43.0 Civilian Background Investigator 2.0 - 2.0 Community Services Officer 2.0 1.0 3.0 Detention Facilities Manager 1.0 - 1.0 Police Comm Systems Manager 1.0 - 1.0 Police Dispatcher 7.0 4.0 11.0 Sr. Police Technology Specialist 1.0 - 1.0 Total Non-Sworn 14.0 5.0 19.0 Total Police FTE Positions 43.0 19.0 62.0 Note: In addition to the positions listed above, the intented spending plan allocates resources to support staff reimbursements, vehicles and IT equipment needs. Intended Public Safety Expenditure Plan 2018 5 • 28% increase in traffic related deaths and injuries • 10% increase in traffic collisions • 51% decline in parking citations These statistics are indicative of a reactive patrol stance rather than one which is proactive and service oriented. The primary factor for such reductions likely are officer workloads and lack of proactive time to address community problems other than priority calls. It is also worth noting that police work has changed and cases and workloads are more complex than ever. This means patrol officers must consider many more factors as they go about their work. Oftentimes this results in a substantially increased workload. For example, the District Attorney’s Office has enhanced case issuance guidelines which often requires more time for initial field investigations and subsequent follow-up work by detectives. Other factors, like Body Worn Cameras have many benefits but they extend the report writing process by requiring officers to review video footage to ensure report accuracy. Also, social media use, almost non-existent a decade ago, has exploded and adds to case complexity and investigative time. To complicate matters, the public’s use of smart phones and other electronic devices requires extra time, training, sophistication and expertise to thoroughly investigate cases. For example, search warrants are often required when phones are seized and cases with multiple suspects may require extensive downloads and searches of several phones and electronic devices to build a prosecutable case. Homeless Outreach Team (4 positions) CVPD is also challenged by increasing calls for service regarding homelessness which require more time and resources. Issues surrounding homelessness became so serious that in the Fiscal Year 2016-17 budget, the City Council approved funding to add two officers and a part-time coordinator position to form the Homeless Outreach Team (HOT). While the Department’s HOT team has done great work, two officers cannot make a large enough impact on this difficult social and public safety challenge which requires constant monitoring and attention. Patrol officers respond to the majority of calls related to homelessness. These cases are not simple and often involve interconnected social dynamics, substance abuse and mental health problems. A humanitarian policing response is complex and time consuming. Homeless outreach involves close collaboration with social service providers to provide wraparound services and enforcement to address the chronically homeless. Again, such coordination is a lengthy process. By adding four more officers to the HOT team, the police department can better address issues that impact every neighborhood in the City. Traffic Enforcement Officers (4 positions) Traffic Enforcement Officers coordinate traffic safety campaigns, conduct specialized enforcement, follow-up on hit and run investigations, enforce DUI laws, address illegally parked cars and abandoned vehicles, and investigate serious and fatal traffic collisions. Current staffing prevents the Police Department from dedicating officers to investigate hit and run collisions, and traffic safety continues to be a growing concern in a rapidly growing city. By adding more Traffic Enforcement Officers, the Police Department can address this urgent community need. Intended Public Safety Expenditure Plan 2018 6 School Resource Officers (4 positions) The safety of our schools is another crucial priority for our community. Since 2007, the number of School Resource Officers (SRO) has been cut in half. An increase in the number of SRO Officers is critical for the continued safety of our 65 schools and 57,000 students. The SRO Unit is part of the Criminal Investigations Division. Contracts with Chula Vista Elementary School District and Sweetwater Union High School District offset almost 50% of the cost of these services with the remainder covered by the City. Investigations/Detectives (7 positions) The Police Department’s Investigation Division conducts follow-up and investigations to identify and arrest criminals, locate missing persons, monitor sex offenders, locate and return stolen property, regulate police controlled businesses such as alcohol, tobacco, and illegal marijuana, and coordinate with federal agencies in areas related to drug enforcement, child abuse, human trafficking, auto theft, and terrorism. Since 2007, the number of detectives in many investigation units has been cut in half. Increasing the number of detectives is important to enhancing the police department’s ability to investigate and prosecute criminal offenders. Support/Professional/Civilian Staffing (19 positions) 9-1-1 Operators and Dispatchers (11 positions) The Police Department’s 9-1-1 Center is the first point of contact for service delivery for virtually all police and fire services. All 9 -1-1 calls go first to the Communications Center before being routed as emergency calls to Chula Vista Police Dispatchers or San Diego Fire Department Dispatch (contracted Dispatch for Chula Vista Fire). CVPD currently has 21 Police Dispatchers and 5 Police Dispatch Supervisors. The Association of Public Safety Communication Officials (APCO) standards indicate that CVPD should be staffed with a minimum of 30 Police Dispatchers, not including supervisors, based upon call volumes. Increasing staffing in this crucial area helps to ensure public safety by improving answer times and by meeting minimum staffing requirements as recommended by APCO standards. Other Critical Support Staffing Needs (8 positions) Police operations require significant support from civilian and professional staff. These important members of the Police Department include customer service staff for the Department’s public service counter, community service and police service officers, crime lab and evidence technicians, police report and records specialists, and technology specialists. A moderate increase in professional staff is necessary to support additional capabilities made possible through additional resources and capacity, and to meet the expectations of today’s modern policing requirements. Desired Police Department Safety Outcomes CVPD staff understand the fiscal outlook and limitations of the City and acknowledge the negative consequences of not being transparent with policymakers regarding the current state of CVPD’s operational capacity. But, it is imperative that the City recognizes the challenges to providing public safety services to meet Chula Vista’s needs, especially with limited funding to keep pace with growth. Intended Public Safety Expenditure Plan 2018 7 The top ten desired public safety service outcomes: 1. Improve Priority 1 and Priority 2 response times to consistently meet and surpass Growth Management Oversight Commission • Priority 1 – Emergency Calls1. Properly equipped and staffed police units shall respond to at least 81% of Priority 1 calls within 7 minutes and 30 seconds and shall maintain an average response time of 6 minutes or less for all Priority 1 calls (measured annually). • Priority 2 – Urgent Calls2. Properly equipped and staffed police units shall respond to all Priority 2 calls within 12 minutes or less (measured annually). 2. Expand the Homeless Outreach Team to help address the City’s most pressing social needs 3. Improve Community Patrol staffing to provide for 40% pro-active time. This will result in an organization that is pro-active vs. reactive to crime and disorder trends 4. Improve Communications Center staffing and operations to improve first-line contact and service processing with the public 5. Improve Investigative capacity and follow-up in all major investigative units to maximize successful case resolution and provide better customer service to victims 6. Improve the Traffic Division’s operational footprint to proactively respond to traffic related problems and reduce traffic related deaths and injuries 7. Significantly expand the School Resource Officer Unit to more adequately serve the needs of growing school districts and the youth population of Chula Vista 8. Expand use of technology to streamline operations and support intelligence led policing practices 9. Expand the Department’s Community Policing Unit and community outreach efforts to foster stronger community ties 10. Provide for the expansion of services to the eastern section of the City by staffing a storefront or small substation with full-time staff during regular business hours. A similar storefront would be planned for the Bayfront tourist district to support a reconstituted bike team to patrol the tourist district 1 Priority 1 – Emergency Calls are life-threatening calls; felony in progress; probability of injury (crime or accident); robbery or panic alarms; urgent cover calls from officers. Response: Immediate response by two officers from any source or assignment, immediate response by paramedics/fire if injuries are believed to have occurred. 2 Priority 2 – Urgent Calls are misdemeanor in progress; possibility of injury; serious non-routine calls (domestic violence or other disturbances with potential for violence). Response: Immediate response by one or more officers from clear units or those on interruptible activities (traffic, field interviews, etc.) Intended Public Safety Expenditure Plan 2018 8 Fire Department Critical Needs The mission of the Chula Vista Fire Department (CVFD) is to protect life, environment and property. Carrying out that mission is very complex and becomes more complex with each passing year. The Public Safety Staffing Report, as presented to the City Council on September 26, 2017, evaluated CVFD’s core capabilities and services and compared them against outcome based performance metrics that are supported by appropriate regulations, industry standards and best practices. As the City’s population grows, there will be a subsequent increase in demand for fire and emergency services (call volume). Urban planning has and continues to move toward higher housing densities and it is critical for the Fire Department to support the additional population, as well as prepare for wildland fire events, natural disasters, and the present threat of active shooter incidents and terrorism. The variety of service demands will require a shift in how the Fire Department deploys and delivers services, with the outcome focused on protecting life and property. The following includes a summary of the staffing needs as identified by the Fire Department. A more detailed discussion is available in the Public Safety Staffing report. Current Coverage Intended Public Safety Expenditure Plan 2018 9 Fire Department Phase I and II - Critical Staffing Needs Fire Department emergency operations performance standards are focused on outcomes of core functions and services provided. The Fire Department has found that by establishing the following three metrics, all other services are met when these are achieved. Meeting these me trics also provides the highest level of service to the residents of Chula Vista. Fire; First Unit On-Scene First unit on-scene within seven minutes 90% of the time, with four firefighters, is known as the Initial Attack Force. This Attack Force establishes command at the scene, initiates an attack on the fire, and performs search and rescue. The key function of this metric is to maintain distribution and reliability of resources. If a unit arrives prior to the seven-minute mark and initiates fire attack prior to flashover occurring, the survivability within the room of origin increases and fire loss is reduced. Fire; Effective Response Force 14 firefighters on-scene within ten minutes 90% of the time is known as the Effective Response Force and capable of command and control of the scene, establishing a water supply, supporting and backing up fire attack, completing search and rescue, performing ventilation of heat and smoke, providing a Rapid Intervention Crew and a Safety Officer. Fighting a fire requires the right number of personnel and resources to meet this metric. The critical tasks required by the Effective Response Force include coordinating and allocating resources, extinguishing the fire, searching for victims, and performing ventilation. By having the correct number of firefighters on-scene in a timely manner, the fire can be extinguished and firefighters can then tend to property conservation tasks. EMS; First Unit On-Scene In the case of emergency medical events, having the first unit on-scene within seven minutes 90% of the time is crucial to a positive outcome for the patient. Units must establish comm and, provide basic life support and initiate advanced life support patient care. Arriving prior to the seven-minute mark provides Positions Phase I Phase II Total Deputy Chief 1.0 1.0 2.0 Fire Captain 8.0 12.0 20.0 Fire Engineer - 12.0 12.0 Firefighter/Paramedic 8.0 12.0 20.0 Firefighter 18.0 18.0 36.0 Fire Inspector/Investigator II - 3.0 3.0 Public Education Specialist 1.0 - 1.0 Total Fire Personnel 36.0 58.0 94.0 Note: In addition to the positions listed above, the intented spending plan allocates resources to support staff reimbursements, vehicles and IT equipment needs. Intended Public Safety Expenditure Plan 2018 10 basic life support patient care to stabilize the sick and injured. Once the patient is stabilized, advanced life support skills can be initiated prior to the arrival of the transporting ambulance. With the arrival of the first on-scene unit within seven minutes, survivability increases significantly. Fire Prevention/Investigation Within the Fire Prevention Division, the primary outcome metric is to identify and eliminate hazards. Therefore, it is important that the Division complete all required inspections. These metrics are used to determine if the Fire Prevention Division is accomplishing its goals. The Division’s current metrics are: For Fire Code Inspection services, the following performance metrics shall be met: • Complete 100% of permitted occupancy inspections annually • Complete 100% of California State Fire Marshal regulated occupancy inspections annually • New business license inspections are completed within 30 days For Fire Safety Engineering services, the following performance metrics shall be met: • Complete 90% of plan reviews within the established time frames For Fire Investigation services, the following performance metrics shall be met: • 100% of fire origin and cause investigations performed by Fire Prevention personnel For Community Risk Reduction Education services, the following performance metrics shall be met: • Complete 200 public education/outreach sessions/classes/events annually Recommendation 1 In FY 2019, fund one additional firefighter on four of eight engine companies. This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) to engines 51, 52, 55 and 57; adding 12 full time employees to the Fire Department’s authorized staffing. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Intended Public Safety Expenditure Plan 2018 11 Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement *West **Central EMS; First Unit 81.1% 81.3% (+) .3% (+) .8% Fire; First Unit 44.7% 58.4% (+) 18.6% (+) 6% Fire; EFF 49.7% 54.3% (+) 1.7% (+) 15% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 2 In FY 2020, fund the Millenia fire station (fire station 10) engine company. This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time employees to the Fire Department’s authorized staffing. This recommendation is driven by development and new growth of the Millenia and University areas of the City. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement ***East FS7 EMS; First Unit 81.1% 81.5% (+) 2.2% (+) 3.8% Fire; First Unit 44.7% 45.4% (+) 3.4% (+) 0% Fire; EFF 49.7% 51.7% (+) 10.2% (+) 13.2% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 3 In FY 2020, fund two squad response units, located at fire station 7 and 10. This would provide four firefighters (1 Fire Captain and 1 Firefighter/Paramedic on each squad) daily, adding 8 full time employees to the Fire Department’s authorized staffing. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Intended Public Safety Expenditure Plan 2018 12 Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement ***East FS8 EMS; First Unit 81.1% 82.3% (+) 5.5% (+) 8% Fire; First Unit 44.7% 48.5% (+) 8.2% (+) 23.5% Fire; EFF 49.7% 52.4% (+) 4.3% (+) 2.9% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 4 In FY 2020, fund a Deputy Fire Chief responsible for Fire Administration duties including fiscal management, human resources (staffing & professional standards), reporting, public information, statistics and data management. Recommendation 5 In FY 2020, fund a Public Education Specialist responsible for community risk reduction education including completing community risk assessments, community education program development and coordination. Recommendation 6 In FY 2021, fund two squad response units, located at fire station 6 and 8. This would provide four firefighters (1 Fire Captain and 1 Firefighter/Paramedic on each squad) daily, adding 8 full time employees to the Fire Department’s authorized staffing. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Intended Public Safety Expenditure Plan 2018 13 Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement **Central FS4 EMS; First Unit 81.1% 82.2% (+) 2.8% (+) 3% Fire; First Unit 44.7% 48.2% (+) 9.6% (+) 22% Fire; EFF 49.7% 53% (+) 12.7% (+) 11.1% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 7 In FY 2021, fund one additional firefighter on the remaining four of eight engine companies. This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily to engines 53, 54, 56 and 58; adding 12 full time employees to the Fire Department’s authorized staffing. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement **Central ***East EMS; First Unit 81.1% 81.1% (+) 0% (+) 0% Fire; First Unit 44.7% 54.8% (+) 24% (+) 21.7% Fire; EFF 49.7% 54% (+) 15% (+) 1.2% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 8 In FY 2022, fund the Bayfront fire station (fire station 11) engine company. This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time employees to the Fire Department’s authorized staffing. This recommendation is driven by development and new growth of the Bayfront area of the City. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Intended Public Safety Expenditure Plan 2018 14 Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement *West EMS; First Unit 81.1% 82.9% (+) 3.1% Fire; First Unit 44.7% 51.7% (+) 12.2% Fire; EFF 49.7% 57.3% (+) 14.3% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 9 In FY 2023, fund the fire station 9 engine company. This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time employees to the Fire Department’s authorized staffing. This recommendation is driven by increasing call volume in southwest Chula Vista. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement **Central FS9 EMS; First Unit 81.1% 82.4% (+) 1.2% (+) 3.6% Fire; First Unit 44.7% 52.2% (+) 11.8% (+) 38.1% Fire; EFF 49.7% 61.4% (+) 22.4% (+) 57.4% Recommendation 10 In FY 2024, fund the Bayfront fire station (fire station 11) truck company. This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time employees to the Fire Department’s authorized staffing. This recommendation is driven by development and new growth of the Bayfront area of the city. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Intended Public Safety Expenditure Plan 2018 15 Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement *West FS9 EMS; First Unit 81.1% 81.3% (+) .3% (+) .3% Fire; First Unit 44.7% 51.2% (+) 10.3% (+) 1.9% Fire; EFF 49.7% 59.2% (+) 10.3% (+) 55.8% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 11 In FY 2025, fund one Deputy Fire Chief responsible for Support Services including information technology, facility management, fleet management, equipment management, supplies management and communication systems management. Recommendation 12 In FY 2025, fund three Fire Inspector/Investigators assigned to conduct life safety inspections in multi- family apartment/condominium buildings, mobile home parks and assist in completing a higher percentage of fire investigations. Coverage with Four Response Squads Intended Public Safety Expenditure Plan 2018 16 Phase I – Critical Needs Funding The City Council was provided an overview of various revenue options for consideration. In addition, the City Council heard the findings from the public opinion survey conducted in November 2017. After discussions regarding the critical needs and funding options, the City Council directed the City Manager to return with a proposal for Council consideration to place a half-cent sales tax measure before the voters to fund public safety critical needs. After reviewing the critical needs for each department, as well as the costing information to address the needs, staff has identified two phases to address the staffing shortage in public safety. Phase I outlines the most critical needs identified by the Police and Fire Departments for the next 10 years. Although addressing these needs does not fully address critical staffing needs entirely, it does allow the departments to significantly improve the service level provided to residents and businesses throughout the City. Phase I public safety critical needs could be funded by a half-cent sales tax measure which would generate approximately $17 million per year as demonstrated on page 21. Sales taxes, also referred to as transaction and use taxes, are an option for cities to consider when looking for significant additional funding. Sales taxes must be approved by registered voters to take effect. If the funds are intended to be used for a specific purpose a 2/3 voter approval is required. For general use sales taxes, a 50 percent plus one vote is required for approval. The combined local sales taxes are capped at two percent, with some exceptions allowed by state law. This means that cities are only able to add a 1 percent additional sales taxes when proposing a new measure. This is typically proposed in one-quarter cent, half-cent or one cent increments. The measure provides that any proposed expenditures of new sales tax revenues in the initial year will be presented in a form consistent with this Plan to the Citizen Oversight Committee prior to City Council consideration. For each subsequent year, the spending plan, after review by a Citizen Oversight Committee, will be included in the City Manager’s proposed budget for Council consideration as part of the annual budget process. The measure requires that expenditure of new sales tax revenues be tracked in a variety of ways. First, all new revenues will be accounted for in the General Fund as a separate line item. Any and all expenditures of Measure “Y”3 will be tracked and accounted for by City Finance Department staff in accordance with Generally Accepted Accounting Principles (GAAP). Second, an independent audit of Measure “Y” will be included as part of the City’s annual audit. Finally, a Citizen’s Oversight Committee will be formed to review and report compliance with the sales tax ordinance and spending guidelines contained in the Intended Public Safety Expenditure Plan. Note: This Plan is intended to guide City expenditures consistent with its terms. It does not, however, constitute a binding legal commitment on the City Council to approve any of the expenditures proposed herein. Provided that all proposed expenditures continue to be for public safety critical needs including support staff and equipment needs as outlined in the spending plan, this Plan may also be updated or 3 The initiative letter will be assigned by the County Registrar of Voters. Intended Public Safety Expenditure Plan 2018 17 amended from time to time by City staff, or by action of the City Council, in order to address changed priorities, standards and/or funding availability. There shall be no third party beneficiaries to the terms of this Plan. This Plan does not modify the terms of the sales tax measure. To the extent of any conflict between the terms of this Plan and the sales tax measure, the terms of the sales tax measure shall govern. Police Department – Summary of Phase I Critical Needs This report will focus on addressing Phase I critical needs and the anticipated fiscal impact of a half-cent sales tax measure. The following are the highest priority items for funding during Phase I: Police Department Phase I Implementation By Fiscal Year Adding 43 positions (29 police officers and 14 civilian positions) These positions would result in: • Enhanced community patrols by adding 16 sworn positions • 50% increase in School Resource Officers by adding 5 sworn positions • 55% increase in Traffic Safety staffing by adding 5 sworn positions • 26% increase in Dispatch/9-1-1 staffing by adding 7 dispatchers • Increase staffing in the Professional Standards Unit to conduct background investigations as part of the hiring process • Two additional Community Service Officers will allow officers to respond to higher priority calls for service Intended Public Safety Expenditure Plan 2018 18 Fire Department – Summary of Phase I Critical Needs Fire Department Phase I Implementation By Fiscal Year Adding 36 positions (35 uniformed personnel and 1 civilian position) These positions would result in: • Staff four Squad Units in the eastern areas of the City to improve response times where the largest performance gaps exist • Create a Public Education Specialist position to conduct community risk assessments for the development and delivery of fire safety education programs • Staffing the future Millenia & Bayfront Fire Station Engine Companies with a 4th firefighter increasing emergency scene productivity by 25%, reducing property damage and increasing safety to firefighters. • Staffing four current engine companies with a 4th firefighter increasing emergency scene productivity by 25%, reducing property damage and increasing safety to firefighters • Add one Deputy Fire Chief to support Fire Department growth with planning, directing and coordinating activities Citywide Support Staff Public Safety is a top priority in the City of Chula Vista. The City allocates approximately 67% of discretionary revenues to the Police and Fire Departments combined. This doesn’t include the citywide support staff in Finance, Human Resources, Information Technology, Administration, City Attorney and Public Works that spend a significant amount of time supporting public safety services. If the sales tax measure is approved, the spending plan does take into account an annual estimated reimbursement to the support departments. Some of the services provided by the support departments to public safety include payroll processing, deferred compensation, financial analysis, procurement, budgetary support, recruitment, employee benefits, workers compensation, employee performance, labor negotiations, public safety IT systems support, legal services, contractual oversight, risk management and facilities and equipment maintenance. The annual allocations to these departments may vary based on the time spent supporting public safety. The initial years may require additional funding due to recruitment costs and other support services. Positions FY 19 FY 20 FY 21 Total Deputy Chief - 1.0 - 1.0 Fire Captain - 4.0 4.0 8.0 Firefighter/Paramedic - 4.0 4.0 8.0 Firefighter 12.0 3.0 3.0 18.0 Public Education Specialist - 1.0 - 1.0 Total Fire Personnel 12.0 13.0 11.0 36.0 Intended Public Safety Expenditure Plan 2018 19 Temporary Multi-Purpose Storefront and Public Safety Training Center A portion of the sales tax funds could also be allocated for a temporary public safety training facility in central Chula Vista. The facility would not be a permanent structure but could provide for joint training opportunities for Police and Fire personnel. The Fire Department currently utilizes the four-acre site in Rancho Del Rey located at 850 Paseo Ranchero for training purposes. The location provides both classrooms and training props designed for hands-on training experience. The funding would add an additional facility on the property to be used on a temporary basis. The Police Department would use portions of the temporary facility to enhance training and to provide a secure area from which officers patrolling the eastern sector of the City could work. At this time, CVPD does not have the personnel to staff a storefront facility, however, an appropriately designed temporary facility could enhance police service to central and eastern Chula Vista by allowing officers a secure area to work when they are not engaged in patrol activities. Depending on the design, there could also be public access to meet officers for reports or hold community meetings. It would also provide a training venue within the City limits for police officers. Many training venues are outside of the City limits, thus requiring additional travel time. Having a facility near the center of the City will reduce travel time, allow more time for training related activities and get officers back in service faster to serve the operational needs of the Police Department. An appropriately designed and staffed facility would also give the public an alternative to driving to the main police station for service. This would serve to support the Police Department personnel as it seeks to improve response times in the eastern area of the City. Phase II Critical Needs Funding Phase II public safety critical needs could move forward as the City’s economic base improves and major transformational projects begin moving forward such as the Bayfront and University development projects. Other funding options may also be considered in the future as part of the annual budget process. Phase II Funding Options Local governments receive revenues from a variety of sources. The detailed listing of all the City’s funding sources is included in both the Annual Adopted Budget and the Comprehensive Annual Financial Report. Following is a summary of other revenue sources which could be considered in the future to address Phase II if the City’s economic base does not grow sufficiently to fund additional critical needs. Parcel Taxes – Parcel taxes are another method for cities to raise new revenues. Like sales taxes, parcel taxes require registered voter approval. The key difference is that all parcel tax measures require 2/3 voter approval to pass. There is no specific cap on the level of parcel taxes that can be proposed for voter consideration. For example, with an additional $100 parcel tax, the City would generate approximately $10 million in new revenue annually. Special District Taxes – Special Districts come in a variety of forms. Some are used to build new infrastructure, while others are maintenance related to help preserve assets that were previously built. Intended Public Safety Expenditure Plan 2018 20 As it relates to public safety, the most common special district is a public safety community facilities district (CFD). Depending on the number of parcels and registered voters within the proposed taxing area, the approval of the tax may come from the property owner or registered voters. A 2/3 vote is typically required for approval of a new CFD. The most common application of a public safety CFD is to identify new development areas within a City and propose a new special tax in that area to maintain or enhance service levels for future residents. Special tax rates may vary depending on the type of residential and commercial development within the CFD boundaries. The main restriction of special district safety taxes is that the funds are earmarked and must be spent in the area in which the voters approved the measure (district boundaries). Fees – Fees are discussed in greater detail within the City’s Long Term Financial Plan. In general, fees can be established or increased with the vote of City Council. It is a best practice to set fees at full cost recovery, or the total cost of providing the services to the individual or company, when the services are provided to an individual and are not a general benefit to the community. For public safety purposes, fees may come in the form of administrative fees, permits or other activities provided to individuals. An example may be a fire response fee when responding to negligent behavior when a fire is started because of conditions not within code or a police false alarm fee to recover cost of non-incident alarms. Transient Occupancy Taxes – Transient Occupancy Taxes, also referred to as TOT, are taxes paid by hotel/motel guests when the duration of the stay is less than 30 consecutive days. A majority vote of the electorate is required to approve an increase in the TOT rate within a City. Currently, the City’s TOT rate is 10 percent. Each 2 percent increase in TOT would bring in an estimated $800,000 annually based on the existing hotels in the City. Also, recent projections by the City’s actuary does assume that the escalating pension costs will level off in approximately 10 years which may provide for additional opportunities to fund Phase II critical needs as part of the regular budget process. These assumptions are very preliminary as CalPERS continues to recommend changes which may prolong the pension cost impacts to all participating agencies. Conclusion The longer-term projections for the City’s General Fund continue to pose serious challenges because revenues are not expected to be sufficient to cover current costs or new costs that are on the horizon. Because the City has limited abilities to impact near-term revenue, staff will continue to identify cost saving measures and address economic development opportunities throughout the City. It is unlikely that the City will be able to address public safety’s critical staffing needs discussed in this report without a new revenue source. This report identified the Phase I public safety critical needs that could be funded through a half-cent sales tax measure. Phase II could be addressed as the City continues to grow and new economic development projects become a reality. The additional critical needs could be considered as part of the annual budget process as the City works through its fiscal challenges. Intended Public Safety Expenditure Plan 2018 21 Intended Public Safety Spending Plan (Estimated Costs)Estimated One-half Cent Sales Tax RevenuesPhase I - Critical NeedsThe spending plan are estimates and actuals will vary depending on positons hired as well as actual salaries and benefits.Police Department Spending PlanFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearTotal To Date2018-192019-202020-212021-20222022-20232023-20242024-20252025-20262026-20272027-20282028-2029 (2 Qtrs Only) Beginning Police Department Funds Available-$ 1,778,073$ 5,980,069$ 7,388,597$ 6,818,276$ 6,278,744$ 5,529,139$ 4,531,274$ 3,444,878$ 2,122,363$ 570,947$ Estimated 1/2 cent Sales Tax Revenues4,000,000$ 8,500,000$ 8,670,000$ 8,843,400$ 9,020,268$ 9,200,673$ 9,384,687$ 9,572,381$ 9,763,828$ 9,959,105$ 10,158,287$ 97,072,628$ Estimated Funds Available - Police Department 4,000,000$ 10,278,073$ 14,650,069$ 16,231,997$ 15,838,544$ 15,479,417$ 14,913,826$ 14,103,655$ 13,208,706$ 12,081,468$ 10,729,234$ 97,072,628$ FTEProposed Expenditures16Peace Officers 764,822$ 1,416,705$ 2,554,454$ 3,579,030$ 3,749,848$ 3,910,196$ 4,088,270$ 4,249,531$ 4,427,238$ 4,602,848$ 4,754,141$ 38,097,083$ 8Police Agents195,146 619,508 1,302,879 1,825,003 1,911,637 1,992,900 2,083,147 2,164,786 2,254,750 2,343,594 2,420,002 19,113,352 5Police Sergeants- 464,517 976,003 1,280,476 1,339,919 1,395,327 1,456,960 1,512,205 1,573,162 1,633,046 1,683,726 13,315,341 Sworn - non-personnel costs89,360 131,535 192,787 138,453 - - - - - - - 552,135 2Civilian Background Investigator206,068 214,918 224,109 233,435 242,638 251,846 262,028 269,296 278,944 288,628 301,087 2,772,997 2Community Services Officer- - 96,310 200,706 208,724 216,783 225,688 232,229 240,787 249,427 260,420 1,931,074 1Detention Facilities Manager- - - 202,006 209,695 217,293 225,712 231,240 238,906 246,467 256,516 1,827,834 1Police Comm Systems Manager- - - 191,226 198,525 205,744 213,743 219,031 226,339 233,555 243,122 1,731,284 7Police Dispatcher 241,531 628,797 916,556 953,254 989,377 1,025,426 1,065,238 1,093,384 1,130,849 1,168,322 1,216,643 10,429,376 1Sr. Police Technology Specialist- 172,969 180,268 187,618 194,786 201,879 209,736 214,945 222,132 229,234 238,639 2,052,205 Civilian Non-Personnel Costs (Supplies, furniture etc)15,000 19,055 17,357 10,229 - - - - - - - 61,641 Computers and other equipment100,000 150,000 250,000 100,000 100,000 100,000 100,000 - - - 900,000 Police Vehicles, Outfitting, Maint., Fuel etc.110,000 165,000 220,000 165,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 1,010,000 Temporary Public Safety Training Facility200,000 - - - - - - - - - - 200,000 Reimbursement for Support Staff (IT, Fin, HR, PW, Attorney)300,000 315,000 330,750 347,288 364,652 382,884 402,029 422,130 443,237 465,398 488,668 4,262,036 43Total Police Department Proposed Expenditures2,221,927$ 4,298,004$ 7,261,472$ 9,413,721$ 9,559,800$ 9,950,278$ 10,382,552$ 10,658,777$ 11,086,344$ 11,510,520$ 11,912,964$ 98,256,359$ Ending Police Department Available Funds 1,778,073$ 5,980,069$ 7,388,597$ 6,818,276$ 6,278,744$ 5,529,139$ 4,531,274$ 3,444,878$ 2,122,363$ 570,947$ (1,183,730)$ (1,183,730)$ Fire Department Spending PlanFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearTotal to Date2018-192019-202020-212021-20222022-20232023-20242024-20252025-20262026-20272027-20282028-2029 (2 Qtrs Only) Beginning Fire Department Funds Available-$ 745,141$ 3,267,048$ 3,991,644$ 3,217,152$ 3,548,231$ 3,704,245$ 3,752,309$ 3,624,683$ 3,289,518$ 2,749,933$ Estimated 1/2 cent Sales Tax Revenues4,000,000$ 8,500,000$ 8,670,000$ 8,843,400$ 9,020,268$ 9,200,673$ 9,384,687$ 9,572,381$ 9,763,828$ 9,959,105$ 10,158,287$ 97,072,628$ Estimated Funds Available for Fire Department Spending Plan4,000,000$ 9,245,141$ 11,937,048$ 12,835,044$ 12,237,420$ 12,748,905$ 13,088,932$ 13,324,690$ 13,388,511$ 13,248,623$ 12,908,220$ 97,072,628$ FTEProposed Expenditures1Deputy Chief-$ 283,370$ 298,046$ 313,136$ 327,918$ 341,610$ 356,855$ 370,392$ 385,337$ 399,933$ 412,071$ 3,488,667$ 8Fire Captain- 909,273 1,906,960 1,998,272 2,088,751 2,174,377 2,269,086 2,355,866 2,451,158 2,545,849 2,629,013 21,328,606 18Firefighter2,009,627 2,650,235 3,338,204 3,501,925 3,665,303 3,821,732 3,994,627 4,155,689 4,332,537 4,510,101 4,670,317 40,650,296 8Firefighter/Paramedic- 776,977 1,630,704 1,710,146 1,789,180 1,864,467 1,947,722 2,024,724 2,109,293 2,193,835 2,269,248 18,316,296 1Public Education Specialist- 118,851 123,885 128,932 133,828 138,641 143,938 147,390 152,141 156,778 161,515 1,405,897 Academy Costs673,200 629,442 - - - - - - - - - 1,302,642 Personal Protective Equipment Maintenance22,032 44,945 66,856 68,193 69,557 70,948 72,367 73,815 75,291 76,797 78,333 719,134 Computers and other equipment/furniture50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 550,000 Fire Vehicles, Outfitting, Maint., Fuel etc.- 200,000 200,000 1,500,000 200,000 200,000 100,000 100,000 100,000 100,000 100,000 2,800,000 Temporary Public Safety Training Facility200,000 - - - - - - - - - - 200,000 Reimbursement for Support Staff (IT, Fin, HR, PW, Attorney)300,000 315,000 330,750 347,288 364,652 382,884 402,029 422,130 443,237 465,398 488,668 4,262,036 36Total Fire Department Proposed Expenditures3,254,859$ 5,978,093$ 7,945,404$ 9,617,892$ 8,689,189$ 9,044,660$ 9,336,623$ 9,700,006$ 10,098,993$ 10,498,690$ 10,859,165$ 95,023,574$ Ending Fire Department Available Funds745,141$ 3,267,048$ 3,991,644$ 3,217,152$ 3,548,231$ 3,704,245$ 3,752,309$ 3,624,683$ 3,289,518$ 2,749,933$ 2,049,055$ 2,049,055$ Combined Police and Fire Fiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearFiscal YearTotal to Date2018-192019-202020-212021-20222022-20232023-20242024-20252025-20262026-20272027-20282028-2029 (2 Qtrs Only)Beginning Available Funds-$ 2,523,214$ 9,247,117$ 11,380,241$ 10,035,428$ 9,826,975$ 9,233,384$ 8,283,583$ 7,069,561$ 5,411,881$ 3,320,880$ Total Combined Revenues8,000,000$ 17,000,000$ 17,340,000$ 17,686,800$ 18,040,536$ 18,401,347$ 18,769,374$ 19,144,761$ 19,527,656$ 19,918,209$ 20,316,574$ 194,145,257$ Total Combined Expenditures5,476,786$ 10,276,098$ 15,206,876$ 19,031,613$ 18,248,989$ 18,994,938$ 19,719,174$ 20,358,783$ 21,185,337$ 22,009,210$ 22,772,129$ 193,279,933$ Ending Available Funds2,523,214$ 9,247,117$ 11,380,241$ 10,035,428$ 9,826,975$ 9,233,384$ 8,283,583$ 7,069,561$ 5,411,881$ 3,320,880$ 865,324$ 865,324$ Notes: FTE - Full Time Equivalent PositonReimbursement for Support Staff include a 5% escalator per year.Actual items approved for spending will be considered as part of the annual budget.Fire Vehicles includes portion of Bayfront not paid by new development.Actual hiring will vary depending on recruitments.Sales Tax Revenue projections include a 2% escalator per year.Actual expenditures per year will vary based on actual activity and revenues Phase I - Critical Needs FundingPhase I - Critical Needs FundingTotal Phase I - Critical Needs Funding ChristineFlorez From:Webmaster Sent:Monday, September 03, 20189:11AM To:CityClerk; Adrianna Hernandez Subject:CityofChula Vista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 09/03/20189:11AM Response #: 27 Submitter ID: 50582 IPaddress: 172.24.96.110 Timetocomplete: 29min. , 26sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' Oversight Committee 1. Prefix Dr. 2. Firstand LastName Raymundo Alatorre 3. E-mail 4. HomeAddress 5. City Chula Vista 6. ZIPcode 91910 7. PrimaryPhone 8. Secondary Phone Notanswered 1 Growth Management Oversight Commission Nominee 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 20 + 12. Presentemployer FrostMedicalPharmacy 13. Occupation Pharmacist 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? Yes 15. Whichone(s)? GrowthManagementOversightCommittee 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? No 17. Whichones? Notanswered 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? Yes 19. Whichones? AmericanRedCross 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": GrowthManagementOversightCommission 21. WhatareyourprincipalareasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) AreasofCitygovernmentinterestinclude revitalization/redevelopment, recruitmentandretentionofemergencyservice personnel, qualityandavailability ofcityservices, andproperservicesavailabletotheneedy. WiththecreationofMeasureP cametheMeasurePOversightCommitteeinwhichoneoftheGrowthManagementOversightCommittee (GMOC) member's wasselected, andthusrelayedkeyinformationbacktoGMOCcommissioners. WithfouryearsofexperiencewithGMOC, I haveanadvantageinassessingtheseareasandhowtoproceed. Through GMOC, Ihaveinteractedwithcitystaffandheadsof departments, gone ontoursofthecity, andhelpformulateideastohelpthecitycomeundercomplianceforthreshold standardsdevelopedforthepeopleofChulaVistatomaintainahigherqualityoflife. Havingmonthlymeetingsonanarrayof topicshelpedmebetterunderstandtheprocessofprioritizingfundsandresourcestodirectedthemtotheareasmostin need. Withlimitedfinances, thishasalwaysbeenanareaofdebate. NowwiththecreationofMeasureA, hopefullyanewera intherevitalization/redevelopment ofthecityisuponus. Furthermore, 10yearsofPharmacyManagementgives me 2 Growth Management Oversight Commission Nominee experienceinworkingwithpeopleofallages, races, cultures, andfinancialsituations (ex. homeless). Properlyhandlingof daily, weekly, andmonthlyexpenses (sometimestotalinginhundredsofthousandsmonthly) alsogives meexperiencein prioritizing expenses. 22. Whatwould you hopetoaccomplish intheroleofaMemberoftheCitizens' OversightCommittee? (250wordsorless) Asamember oftheCitizens' OversightCommittee, Iwouldliketoquestionandchallengetherationalebehind cityallocation offunds. Thisdesiretoaccomplish thesetaskscomesfrommyownquestioningoffundsallocatedforMeasureP. Itisnotjust thedollarvalueinquestionbutthequalityofworkbeingperformedonsomeoftheseprojectsthathavealreadyraisedsome eyebrows. Let’smaintainahigherstandardindealingwiththetaxpayers’ money, fortheyalreadysawtwotaxincreasesinthe last2-3years. AsamemberoftheGMOC, Iamplaced inauniquesituationtobetterservetheCityofChulaVistaandits peoplethroughmyinvolvement invarioustopics. Hopefully, Icanhelpaccomplishsome tasksthathavebeensittingonthe backburnerforyears, likethefundingandcreationoftheRanchDelRayLibrary (Hall?), improvingourParksandRecreational areas, andsettingupaviablesolutiontoourcitypensionproblems. 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. raycvcv.docx 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 Growth Management Oversight Commission Nominee Dr. Raymundo Alatorre Jr. PharmD. , Chula Vista, CA 91910 NPI Number Available Education Pharmacy Doctorate 2000-2004 Roseman University of Health Sciences B.S. in Biological Sciences University of California, Irvine 1992-1996 Bilingual Employment Frost Medical Pharmacy/Medical Center Pharmacy #5 San Diego, California—Staff Pharmacist/Pharmacy Manager Served as pharmacy manager during buy out. Specialized in kidney transplant medication Compounding medications for specific patients Perform Medication Management Therapy Medical Center Pharmacy #2 Chula Vista, California—Pharmacy Manager Supervise daily activities including: Preparing and dispensing patient medication Counseling patient on medication us Offering Medication Therapy Management Contacting Doctor offices for patient medication Offering delivery and mail services Utilize PC to enter and retrieve patient data 2016 - present 2008-2016 Staff Pharmacist Rite Aid Pharmacy San Diego, California Prepared and dispensed patient medication Counseled patient on medication use Contact Doctor offices for patient medication Utilize PC to enter and retrieve patient data Staff and Overnight Pharmacist CVS Pharmacy/Sav•on Drugs (merger in 2006) 2005-2007 San Diego and Chula Vista, California 2007-2008 Certifications First Aid & CPR certified from American Red Cross Diabetes Care Certification through American Pharmacist Association (APhA) 2013 Medication Therapy Management Certification through APhA 2013 Immunization therapy through APhA 2004 Growth Management Oversight Commission Nominee Activities California Pharmacist Association 2016, 2017 Growth Management Oversight Commissioner, Chula Vista, CA 2014--present Adelante Youth Conference Speaker on Profession of Pharmacy 2012--2014 Phi Delta Chi—Beta Upsilon Worthy Vice Counselor 2002-2003 References Available Upon Request Growth Management Oversight Commission Nominee b Nomination due-1 Atigust 23, I 19 Nomination of Designated Members of the C11Y OF Measure A Citizens' Oversight Committee ("COC") CHULA VISTA The following information is submitted by the Nominating Authority to nominate one or more individuals to be considered to serve as a Designated Member on the COC, in accordance with CVMC chapter 2.63. Qualifications Applicable to All COC Membersh Must be qualified electors, (City residents who are qualified and registered to vote in the City). Must NOT be a current City employee or current elected City official. NOMINATING AUTHORITY: Chula Vista Chamber of Commerce; nominee(s) must be a member of the Chamber Chula Vista International Association of Fire Fighters (IAFF); nominee(s) must be an active member of this association Chula Vista Police Officers Association (POA); nominees) must be an active member of this association Growth Management Oversight Commission; nominee(s) must befrom this commission Association of Chula Vista Employees (ACE); Chula Vista Fire Chief nominee(s) must bean active member of this association Chula Vista Police Chief DESIGNATED MEMBER NOMINEE(S): Up to three nominees may be submitted. Please attach contact information for each Nominee. (See, CVMC Chapter 2.63 for additional information.) CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority 1 represent, and that I am authorized to submit them for consideration. Signature: Date: Phone Number: Printed Name:l iwt er V VLc IO r .56f-Email:/ Position with Nominating Authority: &"_ / U L 5'1-K Cf /l l 5LA Auer completing this form, please return to the City Clerk in person, by mail, or by email at citvclerk(@chulavistaca.gov. CVMC 2,63.050(B) Office of the City Clerk 1 276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691- 50411 cityclerk(@chulavistaca gov Nominee's First and Last Name Nominee's Email Address Nominee's Phone Number 1. K tvvu dr: AIa'to rr,-- 2. CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority 1 represent, and that I am authorized to submit them for consideration. Signature: Date: Phone Number: Printed Name:l iwt er V VLc IO r .56f-Email:/ Position with Nominating Authority: &"_ / U L 5'1-K Cf /l l 5LA Auer completing this form, please return to the City Clerk in person, by mail, or by email at citvclerk(@chulavistaca.gov. CVMC 2,63.050(B) Office of the City Clerk 1 276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691- 50411 cityclerk(@chulavistaca gov Growth Management Oversight Commission Nominee ChristineFlorez From:Webmaster Sent:Thursday, August16, 20181:58PM To:CityClerk; Adrianna Hernandez Subject:CityofChulaVista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 08/16/20181:57PM Response #: 4 Submitter ID: 47992 IPaddress: 172.24.96.110 Timetocomplete: 17min. , 17sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' Oversight Committee 1. Prefix Mr. 2. Firstand LastName PedroAnaya 3. E-mail 4. HomeAddress 5. City Chula Vista 6. ZIPcode 91910 7. PrimaryPhone 8. Secondary Phone Notanswered 1 DISTRICT 2 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 30+ years 12. Presentemployer Southwest Strategies 13. Occupation SeniorManagerofBinational & Community Affairs 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? Yes 15. Whichone(s)? PlanningCommission 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? Yes 17. Whichones? PublicSafetyAdvisoryBoard 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? Yes 19. Whichones? MABPA 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": None - Iamacitizenapplyingforanat-largememberseat 21. WhatareyourprincipalareasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) IhavelivedinChulaVistamostofmylifewiththeexceptionofafewyearswhileIwentofftocollege. Mymostrecent experiencehasbeenservingasplanningcommissioner fornearlyeightyearswere Ihavealsoservedastherepresentativeto ChulaVistaBayfrontCulturalandDesignCommittee. Additionally thispastyearIservedasSouthCountyEDC'srepresentative tothePublicSafetyAdvisoryCommitteethatwasformedtoreviewandmakerecommendationregardstothecurrentpublic safetysituation. Serving inthoserolesIhavegainedadeeperunderstanding ofboththevisionandtheplanstoachieving thosevisions forourcity. SpecificallyIhavebeenabletogetfirsthandknowledgeofthecurrentandfuturegrowthofourcity, ourpublicsafety needsandhowitallconnects. Additionallyin myjobhavealsoworkedwithdifferententitiesattheCity lookingatthe areasofournewly formeddistricts andalsopoliceregulated businesses. However, mymostcriticalexperience isthat Iama fatherof twolittlegirls growing upinthiscity. 2 DISTRICT 2 22. WhatwouldyouhopetoaccomplishintheroleofaMemberoftheCitizens' OversightCommittee? (250wordsorless) Ithinkmylargestgoalistoworktoimplementaresponsibleandbalancedplanthatwouldcontinuetoallocatetheresources inway thatensuresthatsafetyofallinChulaVistawhileatthesametimeensuringthewillofthevoterswhenapproving measure A isprotected. Additionally Iwouldbeinterestedinestablishingmeasurableandtransparentoutcomesthatcanbe communicatedwiththegeneralpublic. 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. PERPedroAnayaResumeDetail021617.doc 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 DISTRICT 2 . Chula Vista, CA 91910 Pedro Anaya Jr. Statement Award winning, highly accomplished, motivated public affairs professional with proven track record of community organization management, resourceful problem solving, media/public relations and passion. Education University of San Diego, 2004 M.A. Nonprofit Management & Leadership Studies San Diego State University, 2001 B.S. Psychology B.A. Chicana/Chicano Studies Employment April 2011- Present Southwest Strategies, LLC San Diego, CA Senior Manager of Binational Affairs and Community Relations Directs and manages a diverse portfolio of client accounts, working on issues of public outreach, land use planning and development, crisis communications, media relations, government and community relations. Develops and oversees strategic communication and outreach campaigns to achieve clients' specific public affairs goals and objectives. Creates and implements bilingual media and marketing strategies to help clients communicate with diverse audiences. Guides clients through the implementation and overseeing of government and community outreach programs. Plans and coordinates large-scale special events, including community celebrations, media events, and public workshops. Specializes in binational, multi-cultural and grassroots outreach campaigns, Latino outreach, and coalition building. Develops and manages project teams. 1995-Present La Voz E-News San Diego, CA Founder & Editor For over 15 years published an e-publication focused on keeping the San Diego non-profit, Latino, and community at large connected. Consisting of an 8,000-person distribution contacts that include students, educators, elected officials and their representatives, media, organizers and activist, clergy, non-profit executive directors, and business leaders. Publications consist of community events, grant and funding opportunities, and job opportunities. This publication is sent out as a free service and supported through donations and community partnerships. March 2009-December 2010 Greater Golden Hill CDC San Diego, CA Executive Director Was responsible for supporting operations and administration of Board of Directors. Executed fundraising planning and implementation, including identifying resource requirements, research -funding sources, establish strategies to approach funders. Prepared and submitted grant/proposal research and writing in accordance with developmental strategies. Developed innovative and enterprising community based fundraising options. Administered fundraising records and documentation. Planned and executed fundraising events. Developed and implemented strategies for membership recruitment, board development, and volunteer and internship participation. Assured the organization and its mission, programs, products and services were consistently presented in strong, positive image to relevant stakeholders. Formulated and oversaw project budgets, grant reporting and requests for payments in cooperation with project management and fiscal client accounts. Managed fiscal client services. Developed and promoted Community Partners for grass roots efforts in the community. Established and managed volunteer programs. Recommended annual budget for Board approval and prudently managed the organization's resources within those budget guidelines according to current laws and regulations. Initiated and managed yearly audits of Clean, Green, and Safe program, Greater Golden Hill CDC financials, and Golden Villas financials. Effectively managed the core human resources of the organization according to authorized personnel policies and procedures that fully conformed to current laws and regulations. Oversaw development, delivery and quality of projects, programs, products and services. 2005-2008 Jackie Robinson Family YMCA San Diego, CA Associate Executive Director/Director of Marketing & Membership Directly responsible for day to day facility and program operations including all programming functions in the areas of fitness, day camp, membership, teens, family, marketing, media, youth sports, and aquatics. Provides leadership to maintenance department and ensure implementation of safety practices branch wide. Recruit, train, recognize DISTRICT 2 and evaluate all Program Directors responsible for the delivery and expansion of quality programs. Develop and monitor annual departmental budgets (1.6 Million) and manage all activity related to supervised areas, meeting year end goal and budget projections. Assist in coordination of annual Martin Luther King Breakfast, Jackie Robinson Tribute Dinner and monthly community events. Coordinate weekly staff leadership meetings with a staff of 53 employees both on site and at several satellite sites. Responsible for developing and tracking progress of: annual operational plan, member involvement activities, marketing plan, and strategic plan. 2004-2005 National Conference for Community & Justice San Diego, CA Interim Executive Director Responsible for the overall management and development of the San Diego Region. Duties included fundraising, preparing annual budgets, overseeing the organization's projects, and creatively developing new projects aimed at fighting bias, bigotry, and racism in San Diego. Other tasks include supervising staff , providing opportunities for staff development and conducting outreach to potential board membe rs, volunteers, and interns. Also, responsible for maintaining communication with other NCCJ national regions and staff. Responsible for identifying and addressing San Diego public policy issues through media, advocacy, conflict resolution, and education. 2001-2004 National Conference for Community & Justice San Diego, CA Program Director Oversight of the development and delivery of NCCJ’s programming which includes direction of Camp An ytown and Camp Minitown. NCCJ’s camp programming is designed to deal with issues of racism, sexism, classism, and homophobia. Recruited and managed over 100 volunteers annually. Empowered students throughout San Diego County in a coalition of schools from various school districts to deliver programming to their schools and to plan a series of County-wide educational campaigns. Served as advisor for NCCJ’s youth coalition IMPACT responsible for organizing a series of educational and social reunions for program alumni, involving youth in public policy and civic issues, and providing service learning opportunities. Provided support to the annual Martin Luther King All Peoples Breakfast and Human Unity Dinner. 2000-2001 Consensus Organizing Institute San Diego, CA Community Organizer/Youth Organizing Manager Developed and implemented a resident driven voter registration and get-out-the vote campaign. Organized residents in the creation of a network of community residents incorporating 11 culturally and economically diverse San Diego Communities. Provided technical assistance to the San Diego Workforce Partnership’s Youth @ Work Initiative. Developed and implemented community building strategy for youth, community residents and community organizations through the building of networks, partnerships, and dialogue. Designed project -specific marketing materials for outreach, education and fundraising. Aided with program development of youth organizing programs through curriculum development, creating youth specific materials, and facilitation of learning sessions. 1999-2000 Eureka Communities San Diego, CA Program Associate Provided sole support for the development and implementation of the California Wellness Foundation’s Community Fellows Program. Support included but was not limited too the coordination of quarterly convening’s, event planning and logistics, facilitation of a statewide communication network, management of all fiscal and administrative documentation and records, and preparation of foundation reports. In addition, provided maintenance for program website, organizational website, and a ten-computer office network. 1997-1999 Logan Heights Family Health Center San Diego, CA Community Outreach Worker Conducted successful outreach and recruitment of at risk youth for participation in a prevention program funded by the state of California’s Community Challenged Grant. Responsibilities included but not limited too the presentation and facilitation of an 8-week in-school curriculum, development of culturally based material centering on health issues, evaluated participants using state required evaluation tools. Documented program using a wide variety of media including, video, photography, and reporting. Participated in the design and implementation of marketing and countywide media strategy. Consulting 2011 – 2012 San Diego Youth Services San Diego, CA Implement community advisory group in collaboration with SDYS in the Golden Hill Community 2010 – 2011 Present Chicano Federation Encinitas, CA Currently identifying formal, informal, social and other networks likely to identify income qualified DISTRICT 2 families whose children may qualify for Head Start services. Developing community relations with local leaders of which can support and or refer families. 2007 – 2008 Sweetwater Unified School District Chula Vista, CA Provided diversity and leadership training for High School Students and staff at Otay Ranch High School. 2000 – 2001 Eureka Communities San Diego, CA Provided ongoing support for the California Wellness Foundation’s Community Fellows Program. Volunteer Experience National City Chamber Chamber of Commerce Board of Directors (2016 – Present) South County Economic Development Council Board of Directors (2015 – Present) Philanthropy and Business Committee Chair Marketing Committee Member City of Chula Vista Planning Commissioner (2011 – Present) Planning Commissioner Vice Chair (2016 – Present) Public Safety Advisory Committee (2017 – Present) Unified Port of San Diego Bayfront Cultural and Design Committee (2017 – Present) San Diego Probation Department Chief’s Advisory Board (2016 – Present) Kaiser Permanente Patient Advisory Board, (2013 – Present) The Mexi’cayotl Indio Cultural Center, Board President (1997 – Present) San Diego Padres Hispanic Leadership Council (2009 – 2016) Teatro Mascara Magica Board of Directors (2012-1015) Salvation Army Joan Kroc Center Latino Outreach Taskforce (2009 – 2010) Rotary of Southeast San Diego, Public Relations Officer (2007 – 2009) Kiwanis Club of Downtown San Diego (2007 – 2008) Parent Institute for Quality Education Tree of Life Awards Committee (2006 – 2007) Martin Luther King All People’s Breakfast Volunteer Coordinator (2004 – 2005) National Conference for Community & Justice-NCCJ (1998 – 2000) San Diego Cesar E. Chavez Commemoration Committee Chair & Co-Founder (1998 – 2010) Latino Latina Indigenous People Unity Coalition Board of Directors (2003 – 2006) UPAC Youth Advisory Board Member (2002 – 2003) Patents & Publications Raices Y Mas Volume VI-Short Story, “Coffee Stains” Raices Y Mas Volume III- Short Stories, “La Marcha Sigue,” and “Tu No Eres Mexicano” Languages Fluent in reading, writing, speaking and translating Spanish Awards Received San Diego Union Tribune Latino Champion Civic Leader of the Year (2016) San Diego Metro Magazine 40 under 40 (2014) San Diego Metro Magazine Metro Mover (2011) Cox Communications Hispanic Heritage Honoree (2009) Association of Fundraising Professionals Murray Fellowship (2007) Neighborhood Unity Foundation Community Heroes Award (2006) Sweetwater Union High School District Hall of Fame (2005) Channel 10 Leadership Award (2003) International Reebok Human Rights Award (2003) Cesar E. Chavez Social Justice Award (2001) CA State Senate recognition for outstanding leadership & commitment to SB 984 (2001) DISTRICT 2 Manage Survey Statistics - Text Report https://www.chulavistaca. gov/Admin/Components/Form/Statistics/Te... Submitter DB ID 50647 IP Address 172.24.96.no Submission Recorded On 09/ 05/20189:51 AM Time to Take the Survey 9 minutes, 45 secs. Page 1 Application for membership on the Measure A Citizens' Oversight Committee 1. Prefix Dr. 2. First and Last Name Jose F Escobedo 3. E-mail 4. Home Address 5. City Chula Vista 6. 21P code 91915 7. Primary Phone 8. Secondary Phone Not answered 9. Are you registered to vote in Chula Vista? Yes 1o. Do you live within the City limits of Chula Vista? Yes 11. How Long? i year 12. Present employer Chula Vista Elementary 13. Occupation Superintendnet 14. Are you currently serving on a Chula Vista Board/Commission? No 15. Which one(s)? Not answered 1 of 2 9/5/2018 10:55 AM Chamber of Commerce Nominee Manage Survey Statistics - Text Report https://www. chulavistaca,gov/Admin/Components/Fonn/Statistics/Te... 16. Have you previously served on a Chula Vista Board/Commission? No 19. Which ones? Not answered 18. Are you or have you been involved in any local, civic or community groups? Yes 19. Which ones? Chula Vista Chamber, Chula Vista Police Foundation Board, Chula Vista Rotary, and South Bay YMCA 20. Certain seats on the Citizens' Oversight Committee require nomination by specific Nominating Authorities. Ifyou are applying for one of these seats, please select your Nominating Authority below; otherwise, select "none": Chula Vista Chamber of Commerce 21. What are your principal areas of interest in our City government, and what experience or special knowledge can you bring to those areas? (z5o words or less) I oversee a 250 + million dollar budget and web versed with developer plans throughout the Chula Vista Region. I have been in education the better part Of 28 years and currently serve as the Chula Vista Elementary School District Superintendent. My experience includes working as Assistant Superintendent for Educational Leadership in the South Bay Union School District, Principal Research Analyst for the American Institutes for Research, and California Regional Vice -President of Achievement/Operations for Edison Schools. Since 2oo1, I have been an adjunct professor of Educational Administration at San Diego State University and a current member of the doctoral faculty. I earned my undergraduate degree from Yale University, M.A degree from San Diego State University, and Ed.D. from the University of California, San Diego. 22. What would you hope to accomplish in the role of a Member of the Citizens' Oversight Committee? (250 words or less) I hope to assist the city in malting prudent fiscal decisions and offer any advice, as deemed necessary. 23. I understand thatto be considered, I most submit a resume along with this application. E5cobedoresume2019 doc 24- I am familiar with the responsibilities of the Citizens' Oversight Committee. I declare under penalty of perjury under the laws of the State of California that the information I have provided is accurate and true. 2 of 2 9/5/2018 10:55 AM Chamber of Commerce Nominee Jose Francisco Escobedo Chula Vista, CA 91915 EDUCATION Ed.D. in Educational Leadership; University of California, San Diego/San Diego State University, Doctorate Degree, 2008 Master of Arts in Educational Administration and California Administrative Credential; San Diego State University, San Diego, CA, 1995 Elementary Education, Multiple Subject, California Clear Credential; University of San Diego, California, San Diego, CA, 1989 Bachelor of Science; Yale University, New Haven, CT, 1985 EXPERIENCE Superintendent 2010-present Chula Vista Elementary School District Chula Vista, CA Serve as the executive officer of the Board of Education of Chula Vista and in charge for implementing the mission and goals of the largest elementary organization in the state of California and responsible for a $250 million budget. Oversee 5 dependent charter middle schools and 2 high schools and 2 independent charter elementary schools. Accomplishments Selected as one of 100 top superintendents to meet with President Obama as part of the White House ConnectEd initiative. Initiated a health initiative that has led to a dramatic decrease in student obesity trends. As a result, became the first district to receive the San Diego County Live Well” certificate. Partnered with the San Diego Youth Symphony and Conservatory to initiate the Community Opus Project, which was the beginning in bringing music education back into classrooms. These efforts resulted in the District’s recognition as a 2015 Yale Distinguished Music Educator Award. Assistant Superintendent, Educational Leadership 2006- 2010 South Bay Union School District Imperial Beach, CA Supervise principals of thirteen elementary schools, serving over 8,200 students, 44.2% of whom are English language learners and 66.8% are eligible for free/reduced lunch. Direct student achievement, curriculum and instruction department, leadership development, pupil personnel, and special education. Accomplishments Chamber of Commerce Nominee Jose Francisco Escobedo Page 2 Converted a traditional elementary school to a K-8 charter school. Developed and implemented a new leadership development program for administrators with less than three years of experience. Assisted in moving several district schools out of program improvement. Restructured the district’s Education Service and Student Service Departments. Led the effort of implementing performance based budgeting as a means to constructively enhance the organization’s overall efficiencies. Principal Research Analyst 2007- 2009 American Institute of Research San Diego, CA Research the effectiveness of small high schools established in four comprehensive high schools in San Diego City Schools. Accomplishments Developed and implemented a socio-emotional survey to calibrate student’s college readiness. Completed the Gates’ annual report analyzing multidimensional student achievement four-year trend data. California Regional Vice-President of Achievement/Operations 2003 – 2006 Edison Schools San Diego, CA Managed regional and national student achievement, financial management, leadership, and relationship management for the largest, for-profit education management company in the nation. Accomplishments Implemented leadership development programs. Collaborated with national, regional and site level coaches to ensure that all teachers received training and support in all instructional areas. Oversaw a $30 million budget using a student based performance model. Served as a member of the Alliance Schools Diagnosis Committee. Led site visits to schools identified by Edison; analyzed academic models and recommended methods of improvement. Collaborated with the national committee to develop curriculum to effectively train principals in delivering the Edison model. Trained all national principals in the areas of supervision and evaluation. Adjunct Professor, San Diego State University 2001– present San Diego, CA Chamber of Commerce Nominee Jose Francisco Escobedo Page 3 I serve on the doctoral faculty and teach future administrators how to develop, lead and communicate a vision necessary to enhance student achievement. The program attracts traditional and charter leaders. PRESENTATIONS Panelist - Legislative Town Hall Hearing,” African American Educator Conference, March 2017. Sally Ride Science STEAM Series<” UCTV, February 2017. Negotiations and LCAP Implications,” ACSA Negotiators Conference, January 2017. CA Arts Ed. Data Project; A New Tool to Guide Education Equity,” California School Board Association, December 2016. Hitting the Right Note to Close the Achievement Gap,” California School Board Association, December 2016. The Chula Vista Journey,” CALSA, November 2016. Power of Dual Immersion,” Symposium of Multi-Literacy and Dual Immersion, Washington DC, December 2016. VAPA in Education,” Unity Conference, September 2016. Bi-National Education Efforts,” Baja Secretary of Education, August 2016. AB 491,” Key Witness at Senate Hearing in Sacramento, June 2016 21st Century Learner,” Opal Summits, February 2016. Reversing Obesity Trends,” California School Board Association, December 2015. Equity and Excellence,” University Council for Educational Administration, November, 2015. Technology as a Tool for Learning and Language Acquisition for U.S. Latino Families,” U.S. Department of Defense, October 2015. Brain Trust,” University of San Diego, January 2015. CVESD’s Health Initiative,” California School Board Association, December, 2014 Rigorous Lesson Design,” Hawaii’s Instructional Leadership Conference, October, 2009. The Implications of NCLB for a Board of Education Student-Based Student-Centered Decision-Making Policy in an Elementary District,” AERA Conference, April, 2009 . Coaching New Leaders,” Curriculum and Instruction Leadership Symposium, Asilomar, February, 2009. Determining One’s Relationship to System Mission, Vision, Beliefs, Goals, and Initiatives,” New Administrator Leadership Program, Presented to Leadership Team, August 2007. Advanced Benchmark Analysis,” East Palo Alto Leadership Retreat, Presented to Charter Leadership team, August 2006. Teacher and Student Efficacy,” Hawaii Leadership Conference, Presented to Elementary and High School Principals, July 2006. Using Data to Achieve Student Goals,” New Venture Group, Presented to Elementary and High School Leadership Teams, May 2006. Chamber of Commerce Nominee Jose Francisco Escobedo Page 4 Supervision and Evaluation,” Charleston County of Education, Presented to High School Assistant Principals, Charleston, SC., April 2006 Good to Great,” Presented to CA Regional Principal’s Meeting, San Francisco, CA, January, 2006 What Can Diagnostics Offer,” Presented to superintendents during the Educational and Research Development Institute, San Diego, CA, February, 2006 How to Embed Literacy Skill Throughout Content Areas,” Edison Achievement Academy, Phoenix, Arizona, November 2005 Benchmark Assessment System,” Hawaii School District, Presented to Middle and High School Teachers, Oahu, Hawaii, September, 2005 Principal Standard Matrix,” Presented to South Bay County Superintendents and Board Members, Chula Vista, CA, April, 2005 Comprehensive School Reform,” CUBE Conference, Presented to National School Board Members, Chula Vista CA, April, 2005 Working with Mediocre Teachers,” Edison Leadership Institute, Tucson, Arizona, November, 2005 Linking Data and Instruction,” Achievement Regional Meeting, Tucson, Arizona, November, 2005 HONORS AND AWARDS California State Assembly’s 80th District Latino Leader Award, 2016 South County Economic Development Council “Pioneer Award,” 2016 Yale Distinguish Music Partnership Award, 2015 California State of Equalization Excellence in Educational Leadership Award 2015 2 X Golden Bell Award Winner (CSBA) 2015 Multiple Pathways to Biliteracy District Award (CABE) 2015 Recipient of the Rindone Educator of the Year Award 2013, 2014, 2016 State Of California Senate, Pete Taylor Partnership of Excellence Award, 2014 Edison 4-Star Principal (student achievement), 2001-2005 Edison 4-Star Principal (financial management), 2003 Mentor Principal for San Diego County of Education, 2001 District Technology Teacher of the Year, 1991 Chamber of Commerce Nominee Nomination of Designated Members of the CITY OF Measure A Citizens' Oversight Committee ("COC") CHULA VISTA The following information is submitted by the Nominating Authority to nominate one or more individuals to be considered to serve as a Designated Member on the COC, in accordance with CVMC chapter 2.63. Qualifications Applicable to All COC Members': Must be qualified electors, (City residents who are qualified and registered to vote in the City). Must NOT be a current City employee or current elected City official. NOMIN ING AUTHORITY: Chula Vista Chamber of Commerce; nominee(s) Chula Vista Police Officers Association (POA); must be a member of the Chamber nominee(s) must be an active member of this Chula Vista International Association of Fire association Fighters (IAFF); nominees) must be an active member of this association Association of Chula Vista Employees (ACE); nominee(s) must be an active member of this association Chula Vista Police Chief Growth Management Oversight Commission; nominees) must be from this commission Chula Vista Fire Chief DESIGNATED MEMBER NOMINEE(S): Up to three nominees may be submitted. Please attach contact information for each Nominee. (See, CVMC Chapter 2.63 for additional information.) CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures o the Nominating Authority I represent, and that I am authorized to submit them for considerat' 1 Signatur : Date: p 3 L V Phone Numb (] • Printed Name: ` 1)rm. W-ke Email: Position with Nominating Authority: l ,6 _ V , C hc4-"k 6-4-r T After completing this form, please return to the City Clerk in person, by mail, or by email at ci clerk a,chulavistaca.gov. CVMC 2.63.050(B) Office of the City Clerk 1 276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk@chulavistaca.gov Nominee's First and Last Name Nominee's Email Address Nominee's Phone Number r . f ruSC CO a1 2. 3. CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures o the Nominating Authority I represent, and that I am authorized to submit them for conside 1 Signatur : Date: p 3 L V Phone Numb ( Printed Name: ` 1)rm. W-ke Email: Position with Nominating Authority: l ,6 _ V , C hc4-"k 6-4-r T After completing this form, please return to the City Clerk in person, by mail, or by email at ci clerk a,chulavistaca. gov. CVMC 2.63.050(B) Office of the City Clerk 1 276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk@chulavistaca.gov Chamber of Commerce Nominee ChristineFlorez From:Webmaster Sent:Thursday, August23, 20189:22AM To:CityClerk; Adrianna Hernandez Subject:CityofChulaVista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 08/23/20189:22AM Response #: 14 Submitter ID: 50222 IPaddress: 172.24.96.110 Timetocomplete: 36min. , 3 sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' OversightCommittee 1. Prefix Mr. 2. Firstand LastName GaryFicacci 3. E-mail 4. HomeAddress 5. City Chula VIsta 6. ZIPcode 91915 7. PrimaryPhone 8. Secondary Phone 1 Police Chief Nominee 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 30years 12. Presentemployer EliteAthleteServices (CVEliteAthleteTrainingCenter) 13. Occupation Security Director 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? No 15. Whichone(s)? Notanswered 16. Haveyoupreviouslyserved onaChulaVistaBoard/Commission? No 17. Whichones? Notanswered 18. Areyouorhaveyou beeninvolvedinanylocal, civicorcommunitygroups? Yes 19. Whichones? ChulaVistaPolice ActivitiesLeague, ChulaVistaElks 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": ChulaVistaPoliceChief 21. What areyourprincipalareasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) IamaChula Vistanative andcurrentresidentwhohasworkedinthecityfornearlyallofmyadultlife. Icaredeeplyaboutthe futureofmyhometownthatIbelieveisamongthebestplacestoliveonthisplanet. AsaformerCVPDpolicecaptain, my experienceworkingwithcityelectedandappointedofficialsprovides meinsightthatfewcanmatch. 22. WhatwouldyouhopetoaccomplishintheroleofaMemberoftheCitizens' OversightCommittee? (250wordsorless) Mygoalistoprovidetheoversightcommitteeauniqueandvaluableperspectiveasaformerpublicsafetyseniormanager, life-longresidentandcurrentconsumerofpublicsafetyresources. Iamconfidentthatmycontributions willassistcommittee membersinaccomplishingtheirMeasureAmissionofreviewingandreportingonthecity'sproposedexpenditureplans, financialreportsandaudits. 2 Police Chief Nominee 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. GaryFicacciResume2018.pdf 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 Police Chief Nominee GARY L. FICACCI Chula Vista, CA 91915 Summary of Qualifications Responsible for system-wide security department tasked with corporate investigations, physical plant security, risk management, strategic assessment and planning. Experienced in the administration of the entire range of private and public safety programs, responsibly using corporate funds, federal/state grant funds and local tax dollars through detailed budget development, effective leadership and problem solving. Senior leader who is highly effective at communicating with community leaders, elected officials, executive leaders, business operators, consultants, vendors, union leaders, staff, and other private and public safety stakeholders. Technically skilled professional with 30 years of combined private security and law enforcement experience who is versatile, deadline driven and competent with demonstrated ability to perform under significant internal and external pressure. Key Accomplishments Implemented key improvements for security access system, resulting in the deactivation of over 13,000 unauthorized cards. Directed and managed the Chula Vista Police Department’s implementation of a network-based records management system. Directed and coordinated a Police Department-wide staffing study and directed implementation of recommendations. Former Acting Chief of Police and second-in-command of a Department with over 300 civilian and sworn employees. Relevant Experience CHULA VISTA ELITE ATHLETE TRAINING CENTER, Chula Vista, CA November 2017 to Present Director, Security Operations, Senior Manager SHARP HEALTHCARE, San Diego, CA January 2015 to November 2017 System Director of Security and Parking, Senior Manager CITY OF CHULA VISTA, Chula Vista, CA 1989 to 2014 Police Captain, Patrol Operations Commander and Investigations Division Commander September 2010 to December 2014 Police Lieutenant, Investigations Division Manager, Patrol Team Manager, SWAT Commander January 2004 to September 2010 Peace Officer/Agent/Sergeant, Various assignments in Patrol, Investigations Divisions December 1989 to January 2004 Program Management and Leadership Lead and coordinate long range planning for security-based technology, loss prevention/detection/ investigation, security compliance laws and regulations and support of Human Resources Department through risk assessments, training and maintenance of employee identification data. Former Police Commander in charge of all Task Force staffing and programming for Chula Vista Police Department. Former Project Director/Manager of federal and state-funded grant programs to reduce domestic violence and to combat gang proliferation in schools. Former Fiscal Sub-Committee member of the Southwest Border High Intensity Drug Trafficking Area. Financial & Contracts Management Responsible for system-wide budget development and implementation for staffing expenses, operating capital and strategic spending. Former member of city management team responsible for negotiating labor contract with peace officers. Coordinate and prepare comprehensive annual reports for internal and external stakeholders. Critical Incident and Crisis Management Member of system wide Hospital Incident Command and former City of Chula Vista Emergency Operations Center Operations Chief experienced with Standardized Emergency Management System and Incident Command System responses . Former Homicide Unit Commander, Manager, Supervisor and Investigator with experience managing high-profile criminal investigations and officer-involved shootings. Former Special Weapons and Tactics Team (SWAT) Commander, 2004-2009. FBI Secret Clearance, 2006-2014. Police Chief Nominee GARY L. FICACCI Relevant Education and Training National Counter-Terrorism Seminar, Tel Aviv, Israel 2012 Federal Bureau of Investigation National Academy, Quantico, VA 2011 West Point Leadership Program, Los Angeles Police Department, Los Angeles, CA 2006 San Diego State University, San Diego, CA Bachelor of Arts-Psychology 1986 Recognition Virgil Seiveno Memorial Award (Department award for continuous dedication to the Department and Public) 2014 Commanding Officer Citation (Chula Vista Police Department Team Policing Project) 2000 Memberships American Society for Industrial Security Member 2017 to Present International Association for Hospital Security and Safety (member and San Diego/ Imperial County Chapter Chair) 2015 to 2017 Infragard San Diego Member and Infrastructure Liaison Officer 2015 to Present Federal Bureau of Investigation National Academy Associates 2011 to Present California Narcotics Officers Association (Life Member) 1993 to Present Chula Vista Elks Lodge Member 2014 to Present Community Leadership Chula Vista Police Activities League Board of Directors 2015 to Present Chula Vista Veterans Advisory Commission City Staff Liaison 2010 to 2014 Chula Vista Police Department Teen Academy Instructor 2013 to 2014 Police Chief Nominee Nomination of Designated Members of the CITY of Measure A Citizens' Oversight Committee ("COC") CHULA VISTA The following information is submitted by the Nominating Authority to nominate one or more individuals to be considered to serve as a Designated Member on the COC, in accordance with CVMC chapter 2.63. Qualifications Applicable to All COC Members': Must be qualified electors, (City residents who are qualified and registered to vote in the City). Must NOT be a current City employee or current elected City official. NOMINATING AUTHORITY: Chula Vista Chamber of Commerce; nominee(s) must be a member of the Chamber Chula Vista International Association of Fire Fighters (IAFF); nominee(s) must be on active member of this association Association of Chula Vista Employees (ACE); nominee(s) must be an active member of this association Chula Vista Police Chief Chula Vista Police Officers Association (POA); nominee(s) must be an active member of this association Growth Management Oversight Commission; nominee(s) must be from this commission Chula Vista Fire Chief DESIGNATED MEMBER NOMINEE(S): Up to three nominees may be submitted. Please attach contact information for each Nominee. (See, CVMC Chapter 2.63 for additional information.) CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority I represent, and that I am authorized to submit them for consideration. Signature:/+ Dater 9 - ! 'F Phone Number: Number: ( Printed Name: f%2t S/ i/LC-F,\ E.maail: Position with Nominating Authority: CI pU After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk@chulavistaca gov. CWC 2.63 050(B) Office of the City Clerk 1 276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk@(hulavistaca g9u Nominee's First and Last Name Nominee's Email Address Nominee's Phone Number 1. G/) AGC 2. 3. CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority I represent, and that I am authorized to submit them for consideration. Signature:/+ Dater 9 - ! 'F Phone Number: Number: ( Printed Name: f%2t S/ i/LC-F,\ E.maail: Position with Nominating Authority: CI pU After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk@chulavistaca gov. CWC 2.63 050(B) Office of the City Clerk 1 276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk@(hulavistaca g9u Police Chief Nominee ChristineFlorez From:Webmaster Sent:Thursday, August30, 20183:26PM To:CityClerk; Adrianna Hernandez Subject:CityofChulaVista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 08/30/20183:26PM Response #: 24 Submitter ID: 50481 IPaddress: 172.24.96.110 Timetocomplete: 8min. , 3 sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' Oversight Committee 1. Prefix Mr. 2. Firstand LastName Manolo Guillen 3. E-mail 4. HomeAddress 5. City chula vista 6. ZIPcode 91910 7. PrimaryPhone 8. Secondary Phone Notanswered 1 Fire Chief Nominee 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 15yearsplus 12. Presentemployer InstituteforPublicStrategies 13. Occupation ProgramManager/PolicyStrategist 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? No 15. Whichone(s)? Notanswered 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? No 17. Whichones? Notanswered 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? Yes 19. Whichones? BonitaAllianceandChulaVistaLive! 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": ChulaVistaFireChief 21. WhatareyourprincipalareasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) Iaminterestedinzoning, planningandlanduse, policepowers typesofpolicies. Iamalsointerestedincommunity revitalizationandredevelopmentwork. Iamastrongsupporterofimprovingpublicsafetyandpublichealth. 22. WhatwouldyouhopetoaccomplishintheroleofaMemberoftheCitizens' OversightCommittee? (250wordsorless) Iwishtoservemycityandgivebacktoacommunitythathasgivensomuchtomeandmyfamily. 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. 2 Fire Chief Nominee ManoloGuillen'sResume.pdf 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 Fire Chief Nominee Manolo Guillen . Chula Vista, CA 91910 SUMMARY OF QUALIFICATIONS Strong leadership and management skills Strong media advocacy skills Exceptional planning and organizational skills Professional networking and public relations skills Strong group facilitation skills Ability to work with diverse cultures and communities Strong community organizing skills Strong background in Environmental Prevention/AOD Dynamic presenter, trainer and public speaker Skilled in strategic planning and campaign implementation Professional writing and editing skills Bilingual/Bicultural in English and Spanish Professional Work Experience Institute for Public Strategies, Program Manager / 2015 to present Work with communities and local governments to implement campaigns to advance policies that reduce alcohol and drug related harms. International Network of Hearts, Inc., Vice President / 2011-present (voluntary position) Provide leadership and oversight for an international coalition that prevents the human trafficking of youth in the U.S. and Mexico. Activities include media and public relations, community networking, advocacy, coordinating forums, group facilitation meetings and Fire Chief Nominee binational conferences, working with volunteer groups, public speaking, presentations, training, strategic planning and implementing, public awareness campaigning, coalition building, fundraising and grant writing. Responsibilities also include coordinating a multi- disciplinary team to treat youth recovering from human trafficking. My work has led to cultural shifts and institutional policy changes in the U.S. and Mexico, including the founding of Casa del Jardin, the first group home for child survivors of human trafficking in Tijuana, Baja California, Mexico. Institute for Public Strategies, Copy Writer / 2012-2015 Responsibilities included writing and editing materials (including a company book) on Environmental Prevention and AOD, which encompassed developing an efficient systems change approach to aid community advocates addressing AOD prevention, youth advocacy, public health and safety, and human trafficking. The topics covered included how to execute a successful Environmental Prevention campaign, strategic planning and community organizing, media advocacy, applied data and research, policy development, and how to enforce policies. Responsibilities alsoincluded grant writing and editing talking points, briefings, press releases and media advisories on AOD . Institute for Public Strategies, Program Manager / 2009-2012 Led a multi-sector community task force to combat the human trafficking of youth in San Diego County. Responsibilities included media advocacy, strategic planning and implementing, community organizing, youth and community advocacy, data collection and youth surveying, public relations, facilitating youth forums and volunteer groups, networking, writing and editing (i.e., issue briefings, media advisories, press releases, news stories and articles, and talking points on human trafficking and AOD). This work led to the founding of the San Diego County Advisory Council on Human Trafficking and the Commercial Sexual Exploitation of Youth; and a Countywide law enforcement protocol delivered to the San Diego County Police Chiefs' and Sheriff's Association to address youth sex trafficking in San Diego County; and the production and screening of a prevention education documentary for middle grade and high school students and parents on the sex trafficking of youth in San Diego. Fire Chief Nominee San Diego Youth Services, Inc., Director / 2005-2008 Founded and led a community coalition called the ACTION Network (now known as the International Network of Hearts, Inc.), which addresses the human trafficking of youth in San Diego and southern Mexico. Responsibilities included coalition building, media and public relations, community organizing, facilitating youth forums and community groups, coordinating volunteer youth groups, training , public speaking, networking, youth advocacy, fundraising and grant writing. One of my hallmarks was co -founding STARS, a counseling program in San Diego designed for youth recovering from commercial sexual exploitation. San Diego Youth Services, Inc. Program Manager / 1995 - 2005 Managed a day center and night shelter for homeless, runaway, missing and exploited youth in San Diego. Supervised a staff of case managers, youth outreach workers, residential counselors, social workers, youth/peer health educators, interns and volunteers. Managed human trafficking and sexual exploitation cases involving youth, served as liaison to the media, local and federal police, D.A.s' Office, U.S. Attorney's Office, Child Welfare Services, Probation Department, Juvenile Court and many schools and community based organizations, as well as to governmental and non-governmental institutions in Mexico that serve youth. Education Southwestern College, CA / 1991-1993 Major: English National University, CA / 1994-1996 Major: Psychology Minor: Addictive Behavioral Disorders Languages Bilingual/Bicultural in English and Spanish (fluent) Fire Chief Nominee Publications Guillen, Manolo, Adolfo Gonzales, and Eric Collins. “A Multidisciplinary Approach is the Key to Combating Child Sex Trafficking." The Police Chief Oct. 2011: 26-36. Guillen, Manolo (March 5, 2006). “Trafficking in Children.” The San Diego Independent Media Center. Indoctrinated: the Grooming of our Children into Prostitution, Dir. Manolo Guillen. Prod. Jim Ellis, 2009. Film. Computer and Social Media Skills Microsoft Office Word Microsoft Office Excel Facebook, Twitter, Google Plus, etc. Microsoft Office Outlook Microsoft Office Power Point Microsoft Office Publisher References Provided upon request Fire Chief Nominee Nomination of Designated Members of the CH CITY VISTA Measure A Citizens' Oversight Committee ("COC") The following information is submitted by the Nominating Authority to nominate one or more individuals to be considered to serve as a Designated Member on the COC, in accordance with CVMC chapter 2.63. Qualifications Applicable to All COC Members': Must be qualified electors, (City residents who are qualified and registered to vote in the City). Must NOT be a current City employee or current elected City official. NOMINATING AUTHORITY: Chula Vista Chamber of Commerce; nominee(s) must be a member of the Chamber Chula Vista International Association of Fire Fighters (IAFF); nominee(s) must be an active member of this association Association of Chula Vista Employees (ACE); nominee(s) must be an active member of this association Chula Vista Police Chief Chula Vista Police Officers Association (POA); nominee(s) must bean active member of this association Growth Management Oversight Commission; nominee(s) must be from this commission 12 Chula Vista Fire Chief DESIGNATED MEMBER NOMINEE(S): Up to three nominees may be submitted. Please attach contact information for each Nominee. (See, CVMC Chapter 2.63 for additional information.) CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority I represent, and that I am authorized to submit them for consideration. Signature: Date: / 3 Phone Number: Printed Name: UtYl'l rC (FR///V (-7 Email: Position with Nominating Authority: I"i p -t CF.i t Et% After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk@chulavistaca.gov. CVMC 2. 63.050(B) Office of the City Clerk 1276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk0chulavistaca.gov Nominee's First and Last Name Nominee's Email Address Nominee's Phone Number 1. Manolo Guillen 2. 3. CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority I represent, and that I am authorized to submit them for consideration. Signature: Date: / 3 Phone Number: Printed Name: UtYl'l rC (FR///V (-7 Email: Position with Nominating Authority: I"i p -t CF.i t Et% After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk@chulavistaca.gov. CVMC 2. 63.050(B) Office of the City Clerk 1276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk0chulavistaca.gov Fire Chief Nominee ChristineFlorez From:Webmaster Sent:Tuesday, September04, 201811:00AM To:CityClerk; Adrianna Hernandez Subject:CityofChulaVista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/surveyhasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 09/04/201811:00AM Response #: 29 Submitter ID: 50611 IPaddress: 172.24.96.110 Timetocomplete: 3 min. , 52sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' OversightCommittee 1. Prefix Mrs. 2. Firstand LastName NicoleHobson 3. E-mail 4. HomeAddress 5. City Chula Vista 6. ZIPcode 91914 7. PrimaryPhone 8. Secondary Phone 1 Association of Chula Vista Employees Nominee 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 37years 12. Presentemployer CityofChulaVistaPolice Dept. 13. Occupation CommunityServiceOfficer 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? Yes 15. Whichone(s)? AssociationofChulaVistaEmployees 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? Yes 17. Whichones? ChulaVistaEmployeesAssociation/SEIULocal221andPublicSafetyCommittee 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? No 19. Whichones? Notanswered 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": Associationof ChulaVistaEmployees (ACE) 21. What areyourprincipal areasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) Asoneofthelaborleaders with ACE, ourboardandIcurrentlyworktogetherwithCitymanagementandCitygovernmentto advocateonbehalfofouremployees forsafeandhealthyworkenvironments, toprotecttheirrights, andtoactasan intermediarybetweenemployees andmanagementregardingallmattersofemployment. MeasureAfundswillfundvarious positionswithintheACEbargaininggroup. Byfosteringapositiveworkingrelationshipwithcityofficials, ouremployees arein thepositiontobetterserveourcommunity. MeasureA, ifmanagedappropriately, willenhancethequalityoflifeforbothcity employeesandmoreimportantly cityresidents. 22. WhatwouldyouhopetoaccomplishintheroleofaMemberoftheCitizens' OversightCommittee? (250wordsorless) Ihopetoenhancethequalityoflifeforbothcityemployees andcityresidentsbydoingourduediligenceascommittee membersinresearchingtheareastoensureMeasureAfundsarespentappropriately. 2 Association of Chula Vista Employees Nominee 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. Nicole_Resume_2018_OCCFinal.pdf 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 Association of Chula Vista Employees Nominee CSO Nicole Hobson1 NICOLE HOBSON , CHULA VISTA CA 91914 ( Objective To obtain a position in the Measure A Oversite Committee representing the Association of Chula Vista Employees. This position would allow me the opportunity to assist in the managing of the Measure A funds that can enhance the quality of life for both city employees, and more importantly, City of Chula Vista residents. Professional Experience Association of Chula Vista Employees (ACE) May2017 – Present As the current President, my duties are to preside over the association meetings, be an ex-officio member of all committees. I enforce the association bylaws and preserve order and decorum during the meetings. I represent city employees in their employer- employee relations with the City of Chula Vista. We strive to improve wages, hours, working conditions and services rendered to the public. I foster cooperation, understanding, and unity among members. Chula Vista Employee Association Treasurer Jan. 2005- Jan. 2016 I received and took charge of all money and securities for the Association. I maintained strict accounting of all monies and securities for the Association. I maintained and createdmonthly accounting reports for each board meeting. Property Crimes Unit Community Service Officer Jun. 2013 - Present I manage a case load for criminal investigations. I utilize various confidential law enforcement databases. I specialize in fraud and forgery investigations but also investigate property theft related crimes. I review, oversee and investigate Adult Protective Services referrals for financial elder abuse crimes. I assist detectives in evidence collection for investigative follow ups and during executed search warrants. I also network and maintain relationships with other state, local, federal and private sector agencies/companies to assist with CVPD’s investigations. Patrol Division Community Service Officer Jan. 2013 – Jun. 2013 Dec. 2004 – Jun. 2009 Provided support to sworn police officers by relieving them of routine duties, so they are available for priority calls and created type-written crime reports. Responded to low priority calls for service for crime investigation, report writing/typing and evidence collection, assisted with traffic hazards by providing traffic control for minor injury, and major injury traffic collisions. Issued parking citations and impounded vehicles in violation of municipal codes and/or California Vehicle Codes. Traffic Division Parking Enforcement Officer Jun. 2009- Jan. 2013 Jun. 2001-Dec. 2004 Issued parking citations and impounded vehicles in violation of municipal codes and/or California Vehicle Codes. Assisted sworn officers in special events such as DUI check points, concerts, crowd control and traffic control. I operate police equipment and vehicles. Training and Certificates California Financial Crimes Investigators Association (CFCIA), Terrorism Liaison Officer, Elder Abuse Training for Law Enforcement, Identity Theft Investigations, ICI Real Estate Fraud Investigations, ICI Financial Crimes Association of Chula Vista Employees Nominee Nomination of Designated Members of the CITY OF Measure A Citizens' Oversight Committee ("COC") CHULA VISTA The following information is submitted by the Nominating Authority to nominate one or more individuals to be considered to serve as a Designated Member on the CDC, in accordance with CVMC chapter 2.63. Qualifications Applicable to All COC Members': Must be qualified electors, (City residents who are qualified and registered to vote in the City). Must NOT be a current City employee or current elected City official, unless otherwise specified below. NOMINATING AUTHORITY: Chula Vista Chamber of Commerce; nominee(s) must be a member of the Chamber Chula Vista International Association of Fire Fighters (IAFF); nominees) must be an active member of this association; nominee may be a City employee 0 Association of Chula Vista Employees (ACE); Chula Vista Police Officers Association (POA); nominee(s) must be an active member of this association; nominee may be a City employee Growth Management Oversight Commission; nominee(s) mustbe from this commissiin Chula Vista Fire Chief m m rD nominee(s) mustbe an active member ofthis c t association; nominee may, be a City employee vim Chula Vista Police Chief N 2. io 3. DESIGNATED MEMBERNOMINEE(S): rn Up to three nominees may be submitted. Please attach contact information for each Nominee. (SR, Ct 1C Chapter 2.63 for additional information.) CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority I represent, and that I am authorized to submit them for consideration. ( y , / Signature: r^' C 7 f Date: 25 2Oo PhoneNumber. Printed Name: NII.VW D17Sf7 1 jt TEr' mail: nCt Position with Nominating Authority: I" w5IU[lJ 1 OF kc After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerkCR4chulavistaca eov. CVMC 2.63.050lel Nominee's First and Last Name Nominee's Email Address Nominee's Phone Number NIGDV! Nv'0soH 2. 3. CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nominating Authority I represent, and that I am authorized to submit them for consideration. y , / Signature: r^' C 7 f Date: 25 2Oo PhoneNumber Printed Name: NII.VW D17Sf7 1 jt TEr' mail: nCt Position with Nominating Authority: I" w5IU[lJ 1 OF kc After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerkCR4chulavistaca eov. CVMC 2.63.050lel Association of Chula Vista Employees Nominee ChristineFlorez From:Webmaster Sent:Wednesday, August22, 201812:22PM To:CityClerk; Adrianna Hernandez Subject:CityofChula Vista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 08/22/201812:21PM Response #: 12 Submitter ID: 50186 IPaddress: 172.24.96.110 Timetocomplete: 15min. , 7 sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' Oversight Committee 1. Prefix Mr. 2. Firstand LastName DavidMartinez 3. E-mail 4. HomeAddress 5. City Chula Vista 6. ZIPcode 91913 7. PrimaryPhone 8. Secondary Phone Notanswered 1 Chula Vista Police Officers Association Nominee 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 24years 12. Presentemployer CityOfChulaVista 13. Occupation PoliceOfficer 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? No 15. Whichone(s)? N/A 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? No 17. Whichones? N/A 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? No 19. Whichones? N/A 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": ChulaVistaPoliceOfficers Association (POA) 21. What areyourprincipal areas ofinterest inourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) Myinterest is tomakesure theMeasure A moneyisspentonpublicsafetyasitwaspromisedtotheunionsandthevoters thatapproved themeasure. IamthecurrentCVPOAVice Presidentand havebeenonourunion boardforover 4years. Iama longtimeChula VistaresidentandIwantto seeourcityprovidethelevelof publicsafetyserviceourcitizensdeserve. 22. Whatwouldyouhopetoaccomplish in theroleofa MemberoftheCitizens' OversightCommittee? (250wordsorless) EnsuretheMeasureAmoneyisspentonpublicsafetyasitwaspromisedtotheunionsandthevotersthatapprovedthe measure. Reduce responsetimes forPDandFirewithincreased staffingprovidedbyMeasureAmoney. 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. 2 Chula Vista Police Officers Association Nominee MeasureAResume.doc 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 Chula Vista Police Officers Association Nominee David Martinez Chula Vista California, 91910 OBJECTIVE To provide leadership, communication, and accountability as a Measure A committee member. CAREER PROFILE Over 15 years of law enforcement experience. Diplomatic, tactful and excellent interpersonal skills with management, City staff, peers and citizens. Accustomed to handling sensitive and confidential matters. A history of producing accurate timely investigations; understanding and enforcing stringent case law; and following department policy and procedure guidelines. I am a Chula Vista High School graduate and a Chula Vista resident of over 20 years. LAW ENFORCEMENT EXPERIENCE April 2015 – Present Southwestern College Recruit Training Officer Police Academy Direct supervisor of police recruits Write evaluations for police recruits T rain , mentor and discipline recruits July 2012 – Present Chula Vista Police Department School Resource Of ficer School Resource Unit Promise Neighborhood Grant Officer Complete Child Abuse and Juvenile Investigations Conduct various tr ainings for students and parents Responsible for calls for service at local high, middle and elementary schools January 2011 – July 2012 Chula Vista Police Department Police Officer Patrol Division Engage in problem oriented policing projects Conduct both initial and follow up investigations Respond to calls for service and conduct self -initiated enforcement July 2009 – January 2011 Chula Vista Police Department School Resource Officer School Resource Unit Complete Child Abuse and Juvenile Investigations Conduct various trainings f or students and parents R esponsible for calls for service at local high, middle and elementary schools July 2005 – July 2009 Chula Vista Police Department Police Officer Patrol Division Engage in problem oriented policing projects Conduct both initial and follow up investigations Respond to calls for service and conduct self -initiated enforcement Chula Vista Police Officers Association Nominee August 2002 – January 2005 Corrections Corporation of America Correctional Officer Train new correctional officers Maintain order and safety of the prison Supervise, search, and process federal inmates EDUCATION California Coast University – Online, currently enrolled Pursuing a Bachelor D egree in Administration of Criminal Justice Southwestern College – Chula Vista, California Associates Degree in Public Administration POLICE EDUCATION Completed over 1600 hours of formal training in wide and varied aspect s of law enforcement. Notable highlights o f training are as follows: Advanced P.O.S.T. Certificate Standardized Field Sobriety Tests Course Field Training Officer Course Physical Training Instructor Course Recruit Training Officer Course Psychiatric Emergency Response Team A RIDE Course • Search and Arrest Warrants Radar/Lidar Course National School Resource Officer Course Driver Awareness Instructor Course • Association Leadership Course Policing the Teenage Mind • Bicycle Patrol Course DEPARTMENT COLLATERAL DUTIES Field Training Officer – Train and supervise new police officers. EVOC I nstructor – Train department personnel on proper driving techniques and department policies . Command Post Engineer – Responsible for the operation and training of the command post. Recruiting Team – Attend various job fairs and community events for recruiting. Recruit Mentor – Serve as mentor to newly hired Recruits attending the Police Academy. SP14 Committee – Laterals committee; b rainstorm ways to recruit and hire latera l officers. P.E.R.T – Trained in identifying and speaking with individuals who are dealing with mental issues to include PTSD, schizophrenia , bipolar and depression . Promise Neighborhood Grant – Responsible for completing monthly reports. Conduct various trainings to parents and students. POA Board – Responsible for representing the men and women of the Chula Vista Police Officers Association. Current Vice President. AWARDS AND RECOGNITION 2016 – SRO of the Year, presented by Kiwanis Club of Chula Vista 2016 – American Legion Above and Beyond Award 2009 – DUI MADD Award for DUI Arrests 2008 – DUI MADD Award for DUI Arrests Chula Vista Police Officers Association Nominee nngwmzg m; N4 Nomination of Designated Members of the ................ ................ CITY OF Measure A Citizens' Oversight Committee ("COC") SISTA The following information is submitted by the Nominating Authority to nominate one or more individuals to be considered to serve as a Designated Member on the COC, in accordance with CVMC chapter 2.63. Qualifications Applicable to All COC Members'. Must be qualified electors, (City residents who are qualified and registered to vote in the City). Must NOT be a current City employee or current elected City official. NOMINATING AUTHORITY: Chula Vista Chamber of Commerce; nominee(s) must be a member of the Chamber Chula Vista International Association of Fire Fighters (IAFF); nominee(s) must be an active member of this association 0 Association of Chula Vista Employees (ACE); nominee(s) must be an active member of this association 0 Chula Vista Police Chief 10 Chula Vista Police Officers Association (POA); nominee(s) must be an active member of this association El Growth Management Oversight Commission; nominee(s) must be from this commission El Chula Vista Fire Chief DESIGNATED MEMBER NOMINEE(S): Up to three nominees may be submitted. Please attach contact information for each Nominee. (See, CVMC Chapter 2.63 for additional information.) CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nomi ing Authority I represent, and that I am authorized to submit them for consideration. DV -171 11 cd "*Signature: Date: Phone Number: Printed Name: U Rv Email: Position with Nominating Authority: PIZ,SID NOT After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk(?chulavistaca. gov. CVMC 2. 63.050(B) Office of the City Clerk 1276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk@chulavistaca.go Nominee's First and Last Name Nominee's Email Address Nominee's Phone Number NN I ID MNRTINt% 3. CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the Nomi ing Authority I represent, and that I am authorized to submit them for consideration. DV -171 11 cd "*Signature: Date: Phone Number: Printed Name: U Rv Email: Position with Nominating Authority: PIZ,SID NOT After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk(?chulavistaca. gov. CVMC 2. 63.050(B) Office of the City Clerk 1276 Fourth Avenue, Chula Vista, CA 91910 1 (619) 691-50411 cityclerk@chulavistaca.go Chula Vista Police Officers Association Nominee ChristineFlorez From:Webmaster Sent:Sunday, August26, 201810:54AM To:CityClerk; Adrianna Hernandez Subject:CityofChulaVista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 08/26/201810:54AM Response #: 22 Submitter ID: 50315 IPaddress: 172.24.96.110 Timetocomplete: 31min. , 19sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' Oversight Committee 1. Prefix Mr. 2. Firstand LastName DarrellRoberts 3. E-mail 4. HomeAddress 5. City Chula Vista 6. ZIPcode 91910 7. PrimaryPhone 8. Secondary Phone 1 Chula Vista International Association of Fire Fighters Nominee 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 40years 12. Presentemployer CityofChulaVista 13. Occupation Firefighter 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? No 15. Whichone(s)? N/A 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? No 17. Whichones? N/A 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? Yes 19. Whichones? ChulaVistaFirefightersLocal2180 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": ChulaVistaInternational AssociationofFireFighters (IAFF) 21. WhatareyourprincipalareasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) Ihavededicatedthelast25yearsofmylifetothepublicandourcommunity. AsafirefighterIhavebeenfortunateenoughto servemyhometowncommunity. IhaveanintimateknowledgeonthechallengesaCityfacesonkeepingitscitizenssafe. Iam interestedintheCity'sfinancialoutlook, specificallyIamlookingfortheoutlookandhowitpertainstoallocatingfunds towardspublicsafety. AsamemberoftheChulaVistaFireDepartmentoverthelasttwodecadesIhavetheexperience, knowledge, anddesireto assistinmonitoring thesemuchneededMeasureAfunds. 22. WhatwouldyouhopetoaccomplishintheroleofaMemberoftheCitizens' OversightCommittee? (250wordsorless) IwouldliketoensurethatthemoniesraisedthroughMeasureAarecloselymonitoredandonlyspentonPublicSafety. Ialso 2 Chula Vista International Association of Fire Fighters Nominee lookforwardtoworkingcollaboratively withothermembers ofthecommunity toensureasafer, strongerChulaVista. 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. Resume2018.pdf 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 Chula Vista International Association of Fire Fighters Nominee DARRELL ROBERTS Chula Vista CA 91910 Profile Measure A Citizens Oversight Committee - Nominee of the Chula Vista International Association of Fre Fighters Local 2180 Experience President, Chula Vista Firefighters IAFF Local 2180 — 2014 - Present Lead and organize a diverse workforce of Firefighters, Firefghter Paramedics, and Fire Investigators. Serve as governing officer during IAFF meetings. Serve as lead negotiator on behalf our entire IAFF workforce. Charged with the safety of the community and our Firefighters. Fire Battalion Chief, City of Chula Vista — 2013 - Present Serve and protect 275,000 residents of Chula Vista. Respond to large scale medical emergencies, rescues, fres, both wild land and structure. Charged with oversight on several engine, truck and US&R Type I companies. Fire Captain, City of Chula Vista — 2005- 2013 Serve as commander of a single engine, ladder, and US&R companies. Respond to emergencies including fres, EMS, and rescues. Fire Engineer, City of Chula Vista — 2003-2005 Work as primary operator of fire fighting equipment. Assist crews with transporting firefighters to and from emergency calls for service. Education Southwestern College Paramedic Program Graduate — 2012 Skills I work extremely well with others and have always maintained a high level of professionalism in a team environment. I am also fluent in both English and Spanish. References Charles Kuri - ( Melody Roberts - f - ( Chula Vista International Association of Fire Fighters Nominee Nomination of Designated Members of the CITY OF Measure A Citizens' Oversight Committee ["COC") CHULA VISTA The following information is submitted by the Nominating Authority to nominate one or more individuals to be considered to serve as a Designated Member on the COC, in accordance with CVMC chapter 2.63. Qualifications Applicable to All COC Memberst: Must be qualified electors, (City residents who are qualified and registered to vote in the City). Must NOT be a current City employee or current elected City official, unless otherwise specified below. NOMINATING AUTHORITY: Chula Vista Chamber of Commerce; norninee(s) must be a mernber of the Chamber XChula Vista International Association of Fire Fighters (IAFF); nonunee(s) must be an active member of this association; nominee Lag Y be a City employee Association of Chula Vista Employees (ACE); nominee(s) must be an active member of this association; nominee may be a City employee Chula Vista Police Chief Chula Vista Police Officers Association (POA); nominee(s) must be an active member of this association; nominee may be a City employee 0 Growth Management Oversight Commission; nominee(s) must be from this commission Chula Vista Fire Chief DESIGNATED MEMBER NOMINEE(S): Up to three nominees may be submitted. Please attach contact information for each Nominee. (See, CVMC Chapter 2.63 for additional information.) CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the No I represent, and that I am authorized to submit them for consid / Signature: Date 2a 1 a Phone Numberb Printed Na e: .S EmaiLoiTb Position with Nominating Authority: After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk@chulavistaca.gov. CVMC 2 63 050(B) Nominee's First and Last Name Nominee's Email Address omi ee's Phone Number 2. 3. CERTIFICATION I certify under penalty of perjury that the above Nominees were selected in accordance with all applicable policies and procedures of the No I represent, and that I am authorized to submit them for consid / Signature: Date 2a 1 a Phone Num Printed Na e: .S Position with Nominating Authority: After completing this form, please return to the City Clerk in person, by mail, or by email at cityclerk@chulavistaca.gov. CVMC 2 63 050(B) Chula Vista International Association of Fire Fighters Nominee ChristineFlorez From:Webmaster Sent:Monday, August13, 20183:26PM To:CityClerk; Adrianna Hernandez Subject:CityofChulaVista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 08/13/20183:25PM Response #: 2 Submitter ID: 47875 IPaddress: 172.24.96.110 Timetocomplete: 35min. , 26sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' Oversight Committee 1. Prefix Mrs. 2. Firstand LastName HeatherRubio 3. E-mail 4. HomeAddress 5. City Chula Vista 6. ZIPcode 91915 7. PrimaryPhone 8. Secondary Phone Notanswered 1 DISTRICT 3 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 2Years 12. Presentemployer ChristyWhiteAssociates 13. Occupation Auditor 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? No 15. Whichone(s)? Notanswered 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? No 17. Whichones? Notanswered 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? Yes 19. Whichones? Southwest CommunityCollegeFoundation 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": Notanswered 21. WhatareyourprincipalareasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) IbelievethatbeinginvolvedinCitygovernmentisacivicresponsibility. TheCityofChulaVistaiswheremyfamilyresides, my husbandworksandmychildrenwillgotoschool. IamcurrentlyaPartneratalocalSanDiegoCPAfirm (ChristyWhite Associates) thatspecializes inFinancialandPerformanceAuditsofBondsforschooldistrictsandcommunitycolleges. Ihave beeninvolvedinthesebondauditsfor12years, whichincludedetailedauditwork, puttingtogetherfinancialreportsand presentingthosereportstotheoversightcommittee andlocalboards. Ibelievethatmyfinancialbackgroundingovernmental accounting, alongwithmyauditexperienceinbondprograms, andworkwithbondoversightcommitteesacrosstheState wouldbeofassistancetotheCityofChulaVista. 22. WhatwouldyouhopetoaccomplishintheroleofaMemberoftheCitizens' OversightCommittee? (250wordsorless) Iwouldliketopartoftheoversightcommittee toensureBondfundsareusedlegallyandforauthorizedpurposesandassist 2 DISTRICT 3 onproviding thatinformationtothepublic. 23. Iunderstand thattobeconsidered, Imustsubmitaresumealongwiththisapplication. HeatherDaudRubio - Resume.docx 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 DISTRICT 3 Heather Daud Rubio Chula Vista, CA 91915 Audit Principal Over twelve years of audit experience starting in 2006 at Christy White and Associates in San Diego. I have worked on over 100 school agency audits California. This experience has allowed me to achieve a well-rounded view of local education agencies in the areas of accounts payable, accounts receivable, payr oll, attendance, categorical programs, fixed asset accounting, revenue limit and others. I am knowledgeable in Government Code, OMB Circulars for Federal Compliance, and Generally Accepted Accounting Principles and auditing standards. The types of audits include: Financial statement audits Proposition 39 Bond Financial and Performance Audit Compliance and OMB audits Special audits, including attendance Internal control reviews and Audits Education UNIVERSITY OF CALIFORNIA — SANTA BARBARA (1998-2002) B.A., Business Economics with an Emphasis in Accounting B.A., History Experience CHRISTY WHITE ACCOUNTANCY — SAN DIEGO, CA Principal/Director 8/2006 to Present I have the ability to analyze problems and recommend and implement effective solutions, research and evaluate data, develop administrative recommendations and make presentations to individuals and groups. I am also skilled in analyzing and interpreting laws, compliance regulations and reporting rules. Compiling and analyzing budgetary information and financial data, preparing comprehensive reports, andcommunicating effectively orally and in writing. Key Functions: Consult with school districts regarding accounting, finance, budgeting, legislation, cash flow, fund balances, payroll, commercial warrant requirements and third party audits Plan and supervise numerous Non Profit, Charter Schools and K 12 LEA audit engagements in accordance with GAAP, GAAS, GAGAS, State Education Code and fiscal policy Provide guidance and develop proper internal control procedures and policies in the areas of cash receipts, cash disbursements, payroll, information systems, inventory, budgeting, and closing procedures Prepare and present financial statements and reports to various entities, oversight committees and the boards of education Develop fixed assets and long term debt schedules for General Obligation Bonds, Capital Appreciation Bonds, Certificates of Participation, capital and operating leases along with posting GASB 34 entries Provide training to clients and staff on proper internal controls Volunteer Southwest Community College Foundation – 2016 Foster Youth Mentor Program Junior Achievement DISTRICT 3 ChristineFlorez From:Webmaster Sent:Friday, August24, 20189:10AM To:CityClerk; Adrianna Hernandez Subject:CityofChulaVista: Citizens' Oversight CommitteeApplication - Webform Anewentrytoaform/survey hasbeensubmitted. FormName: MeasureACitizens' OversightCommitteeApplication Date & Time: 08/24/20189:10AM Response #: 17 Submitter ID: 50264 IPaddress: 172.24.96.110 Timetocomplete: 32min. , 36sec. Survey Details Page1 Applicationformembership ontheMeasure ACitizens' Oversight Committee 1. Prefix Mr. 2. Firstand LastName DavidStucky 3. E-mail 4. HomeAddress 5. City Chula Vista 6. ZIPcode 91914 7. PrimaryPhone 8. Secondary Phone 1 DISTRICT 1 9. AreyouregisteredtovoteinChulaVista? Yes 10. DoyoulivewithintheCitylimitsofChulaVista? Yes 11. HowLong? 19years 12. Presentemployer None 13. Occupation Retired 14. AreyoucurrentlyservingonaChulaVistaBoard/Commission? No 15. Whichone(s)? Notanswered 16. HaveyoupreviouslyservedonaChulaVistaBoard/Commission? No 17. Whichones? Notanswered 18. Areyouorhaveyoubeeninvolvedinanylocal, civicorcommunitygroups? Yes 19. Whichones? IwasthefirstelectedpresidentoftheRollingHillsRanchHOA, IamaLifeMemberoftheBuildingOwners & Managers Association, Iserved ontheCityofSanDiegoFireDepartment'sBusinessAdvisoryBoard. 20. CertainseatsontheCitizens' OversightCommitteerequirenominationbyspecificNominatingAuthorities. Ifyouare applyingforoneoftheseseats, pleaseselectyourNominatingAuthoritybelow; otherwise, select "none": None - Iamacitizenapplyingforanat-largememberseat 21. WhatareyourprincipalareasofinterestinourCitygovernment, andwhatexperience orspecialknowledgecanyoubring tothoseareas? (250wordsorless) Myprincipalareaofinterest inCitygovernmentisworkingtoensurethattaxdollarsarespentwiselyandthattheinterestsof thecitizens ofChula Vistaare fairlyrepresented. Overthepastalmost40years, Ihavedeveloped expertiseandexperience in allaspects ofbusinessoperationsandfinancein boththe publicandprivatesectors. Iamintimatelyfamiliar withthe operational andfinancialmechanics ofmunicipalgovernmentthroughmy22yearcareerwiththeCityofSanDiego. Through myworkwiththeBuildingOwners & Managers Association atlocal, stateandinternationallevels, Igainedexperience representing theneedsandinterestsof adiverseconstituency. 22. Whatwouldyouhopetoaccomplish in theroleofa MemberoftheCitizens' Oversight Committee? (250wordsorless) Inmyopinion, theprimarymissionoftheCitizens' Oversight Committeeistheensurethat revenuesderived fromtheMeasure 2 DISTRICT 1 Asalestaxaredirected towardtheusesstatedintheballotstatement. Iwouldhopetoaccomplishthisbyrequiringthatthe goalsandobjectives ofMeasure A areitemizedintheannualbudgetprocess andthroughregular examinationbythe committee of financial statements andperiodic reports providedby staffdetailing MeasureAexpenditures. 23. Iunderstand thattobeconsidered, Imustsubmit a resumealongwiththisapplication. Resume 2018.docx 24. IamfamiliarwiththeresponsibilitiesoftheCitizens' OversightCommittee. Ideclareunderpenaltyofperjuryunderthe lawsoftheStateofCaliforniathattheinformationIhaveprovidedisaccurateandtrue. Thankyou, CityofChulaVista Thisisanautomatedmessagegenerated bytheVisionContentManagement System™. Pleasedonotreplydirectlytothisemail. 3 DISTRICT 1 DAVID M. STUCKY Chula Vista, CA 91914 ( SUMMARY OF QUALIFICATIONS  Successful experience in all aspects of business operations and management including Commercial and municipal real estate management Project Management Financial management and budget administration Research and analysis Strategic Planning Community affairs  Proven leadership, analytical, problem solving and decision making skills.  Superior oral and written communication skills.  Extensive experience in team building and organizational development. PROFESSIONAL ACCOMPLISHMENTS City of San Diego, San Diego, CA 1996 – 2018 Management Analyst, 2008 - 2018 Responsible for administration of the City of San Diego contractor prequalification program  Identify and determine the qualifications of over 400 contractors to bid on capital improvement projects  Analyze financial statements, contracts and supporting documents  Liaise with other City departments and industry organizations  Conduct internal training and community/industry outreach efforts  Assist in the development and administration of Small Local Business Enterprise certification program  Coordinate Public Works Department implementation of online bidding Acting Deputy Director, 2007 Responsible for directing and managing all aspects of the Facilities Division of the General Services Department  Oversee, through subordinates, management, maintenance, repair and minor construction in approximately 1600 City-owned facilities  Oversee, through subordinates, hiring, training, supervision and discipline of over 120 employees in a variety of building trades  Develop, implement and administer operating budgets of approximately $15 million  Develop, implement and administer capital improvement budgets of approximately $25 million  Coordinate Facilities Division participation in Witch Creek fire response and recovery efforts Building Manager, 1996 - 2008 Manage a portfolio of downtown office buildings owned by the City of San Diego including the City Administration Building, Development Services Center, Crabtree Building and the historic World Trade Center  Develop and implement an effective tenant retention program  Supervise building staff, including contract employees and in-house trades  Develop and administer operating and capital improvement budgets  Prepare bid specifications, coordinate the selection of service vendors and negotiate service contracts  Develop and implement long-range building rehabilitation and marketing plan  Coordinate leasing, renewals and tenant improvements Special projects  Conduct condition assessment and feasibility analysis of Central Operations Yard relocation  Develop an interdepartmental program to implement energy efficiency projects in City-owned facilities  Create Facilities Division Rewards & Recognition programs  Manage implementation of City-wide access control protocol  Coordinate General Services Department participation in Cities’ Readiness Initiative DAVID M. STUCKY Page 2 Aegis Management Services, Bonita, CA 1994 - 1996 Real Estate Services Specialist Provided professional advisory and consulting services to owners and managers of commercial real estate  Prepared marketing, leasing and business plans  Recommended market positioning strategy for existing properties  Implemented financial and operations reporting systems for newly acquired properties  Developed effective tenant relations and retention programs  Coordinated the solicitation of bids and selection of building service vendors  Represented commercial real estate interests before legislative and regulatory bodies and community organizations East County Management Company, El Cajon, CA 1993 - 1994 Development Manager Managed a portfolio of 500,000 square feet of office, industrial and retail property  Developed and administered operating and capital improvement budgets  Prepared and presented periodic financial and operations reports  Implemented effective tenant and client relations procedures  Administered existing leases and coordinated renewals  Supervised building construction and tenant improvement projects  Managed maintenance and repair of facilities and grounds  Coordinated government and community affairs  Prepared and implemented marketing and business development plans Shield Security, Inc., San Diego, CA 1990 - 1993 Director of Marketing Led sales and marketing efforts for a regional, contract security provider AMPCO Parking, Inc., Los Angeles, CA 1988 - 1990 Branch Manager Responsible for marketing and operations for Southern California region  Prepared and submitted lease and management proposals  Negotiated management contracts and leases  Coordinated advertising, public relations and community affairs  Exercised management oversight of operations at 36 locations  Supervised hiring, training and discipline of 175 employees in multiple trades at all skill levels  Managed the purchase, installation and maintenance of automated access control equipment  Prepared market forecasts and operating and capital improvement budgets  Conducted site appraisal and analysis  Organized government and legislative affairs Ace Parking Management, Inc., San Diego 1984 - 1988 Area Supervisor Coordinated parking operations at Horton Plaza and downtown San Diego  Scheduled and supervised finishing construction  Hired, trained, scheduled and disciplined up to 70 employees  Developed and implemented accounting procedures and audit controls  Prepared and administered operating and capital budgets DAVID M. STUCKY Page 3 EDUCATION & LICENSES Bachelor of Arts, Political Science Occidental College Los Angeles, CA Juris Doctor University of California, Hastings College of the Law San Francisco, CA Internship National Labor Relations Board San Francisco, CA Certificate in Emergency Preparedness Management Federal Emergency Management Administration California Real Estate Sales License (currently inactive) City of San Diego, Academy 2000 City of San Diego Leadership Development Program PROFESSIONAL AFFILIATIONS SAN DIEGO BUILDING OWNERS & MANAGERS ASSOCIATION (1988 to 2018) President, 1995 Chair, Government Affairs Committee, 1996-1997 Chair, Energy Task Force, 1994 Founder/Chair, Office Building of the Year Awards, 1988-1993 RPA Course Instructor, 1996-2004 CALIFORNIA BUILDING OWNERS & MANAGERS ASSOCIATION (1990 - 1996) Treasurer, 1996 Member, Board of Directors, 1990-1996 Chair, Strategic Long Range Planning Task Force, 1995 BUILDING OWNERS & MANAGERS ASSOCIATION, INTERNATIONAL (1988 to 2018) Secretary/Treasurer, 2005-2009 Executive Committee, 2005-2011 Finance Committee, 2002-2009 Trustee, BOMA Foundation, 2005-2009 Chair, Industry Defense Fund Oversight Committee, 2003-2005 Chair, Awards Committee, 1999-2002 Vice Chair, Nominating Committee, 2004 Life Member, 2018 DISTRICT 4 DISTRICT 4 John R.Volland Chula Vista, CA 91911 I’m asking to be appointed to the Measure A- Citizen’s Oversight Committee. I have the experience of being a Chula Vista citizen (29 years) and business owner (45 years) as well as working for/with federal, state and local government agencies. With an understanding that both must function in unison to keep our Citizens and Country happy. If one is out of synch then it’s the Committee’s job to constitute a solution. EXPERIENCE U.S. GOVERNMENT CIVIL SECTOR 2016 – Present Senior Volunteer, Chula Vista Police 1984 – 1986 U.S. Marines Civil Engineering Department/ Camp Pendleton, Oceanside, CA 1982 – 1984 Solano County Monitor and Evaluation Committee Chairman, Private Industry Council. Appointed by the Governor, Duke Magen. A feat spearheaded by the (M.E.) Committee and P.I.C.) was the Move of Marine Land of Northern California into Solano County which went on to become Six Flags Discovery Kingdom. 1975 – 1984 U.S. Air Force Civil Engineering Department/ Travis Air Force Base Fairfield, CA 1971 – 1975 U.S. Navy Ship & Dock Department/ Mare Island Vallejo, CA / Concord Naval Weapon Station. Concord, CA REAL ESTATE INVESTMENTS, JVOLLAND ENTERPRISES 1973 – Present Investing and Income producing properties in California. ASSISTANT to the PRESIDENT & VICE PRESIDENT, Waukesha Foods Later to be known as Waukesha the Food Service Source) 1986-2001 While working for the family business my priority task was advisor to the President & Vice President with emphasis on growth, stability, and wellbeing. I was one of the coordinators for events, especially our regional food shows. I also attended many national and international food expos. After many long years of hard work we sold the business to U.S. Foods. ACTIVITIES 25 years as a field representative in charge of six precincts during elections, Presidential and State President of two different home Owner Associations in La Jolla, CA and San Diego, CA. Serving 4 consecutive terms Supporting Schools where my son and now his brother are going DISTRICT 4 2 EDUCATION 1978 AA Business: Real Estate, Los Medanos College School only gets you so far, its real life experience that helps you become successful 1995 University of Wisconsin SKILLS Charismatic, Honest, Business-Smart, Experienced, Solutionist, and Enduring Never willing to give up Always looking for the honest moral solution A non-biased problem solver DISTRICT 4 Chapter 2.63 “MEASURE A” CITIZENS’ OVERSIGHT COMMITTEE Sec tions : 2.63.010 Creation. 2.63.020 Function. 2.63.030 Specific duties. 2.63.040 Limits on authority. 2.63.050 Composition – Qualifications – Nomination. 2.63.060 City Council appointment. 2.63.070 Terms. 2.63.080 Meeting frequency. 2.63.090 Operating rules and procedures. 2.63.100 Staff suppor t. 2.63.110 Dissolution date. 2.63.010 Cr eation. There is hereby created the “Measure A Citizens’ Oversight Committee” (the “COC”). The COC is created for the purpose of providing citiz ens ’ overs ight in c onnection with expenditures of tax revenues generated by Meas ure A. Meas ure A is a $0.005 general trans actions and use tax approved by the voters on J une 5, 2018. Measure A is codified as Chapter 3.34 CVMC. To the extent of any inc onsis tenc y between this chapter and Meas ure A, the terms of Meas ure A shall gov ern. (Ord. 3438 § 1, 2018). 2.63.020 Function. The func tion of the COC is to rev iew and report on City complianc e with the provisions of Meas ure A, partic ularly with respect to the City’s acc ounting and expenditure of Meas ure A revenues . (Ord. 3438 § 1, 2018). 2.63.030 Specific duties. The s pec ific duties of the COC are as follows: A. Review and c omment on each year’s : (1) “Finance Department Report” (as defined in CVMC The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 2.63 “MEASU RE A” C ITIZEN S’ OVER SIGHT COMMITTEE Page 1 of 5 3.34.160(A)); (2) “Measure A Spending Plan” (as defined in CVMC 3.34.160(B)); and (3) auditor report (as des c ribed in CVMC 3.34.160(C)). B. Make determinations as nec ess ary and appropriate regarding City c omplianc e with Measure A requirements. C. Work with City staff to identify and apply “bes t practic es” for tracking and reporting on Measure A rev enues and expenditures relative to other Public Safety department revenues and expenditures. D. Prepare an annual report regarding subs ections (A), (B) and (C) of this section, for presentation to the City Council at a public meeting. (Ord. 3438 § 1, 2018). 2.63.040 Limits on authority. Per Charter Section 600, the COC shall hav e no authority to direct the conduct of any department. The COC is adv is ory in nature, and as such s hall have no authority to approve, dis approv e or prev ent any City action. (Ord. 3438 § 1, 2018). 2.63.050 Composition – Qualifications – Nomination. A. Members. The COC shall be comprised of 11 members, each with equal rights and standing to act and v ote on COC matters . B. Qualific ations Applicable to All Members . Per Charter Sec tion 602(d), all COC members must be “qualified electors ” of the City . A “qualified elector” of the City is a City res ident that is qualified and registered to vote as a City res ident. COC members must be “qualified electors ” at the time they apply and mus t maintain s uch status throughout their tenure. C. Des ignated Members . Seven of the total 11 COC members shall be nominated, apply and s erve as “designated members.” “Designated members” s hall be nominated, one each, by the following nominating authorities (eac h a “Nominating Authority ,” collectively the “Nominating Authorities”), subject to the additional membership qualifications, if any , s pecified for each: 1. Chula Vista Chamber of Commerc e; nominee(s ) mus t be a member of the Chamber; 2. Chula Vista Police Offic ers As soc iation (POA); nominee(s ) must be an activ e member of this Assoc iation; 3. Chula Vista International As soc iation of Fire Fighters (IAFF); nominee(s ) must be an activ e member of this Association; 4. Chula Vista Growth Management Ov ersight Commiss ion; nominee(s ) must be from this Commis sion; 5. As soc iation of Chula Vista Employ ees (ACE); nominee(s) must be an ac tive member of this As soc iation; The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 2.63 “MEASU RE A” C ITIZEN S’ OVER SIGHT COMMITTEE Page 2 of 5 6. Chula Vista Fire Chief; 7. Chula Vista Police Chief. Designated members s hall be s elected for nomination by the Nominating Authorities in ac cordance with policies and proc edures that eac h Nominating Authority establis hes for itself. Up to three nominees may be presented for City Council c ons ideration in accordanc e with the appointment proc ess set forth in CVMC 2.63.060(A). If any of the listed Nominating Authorities decline to exerc ise their nominating authority in a timely fashion, or if any ceas es to func tion or exist, that party ’s nominating authority s hall pass to a s ubstantially similar organization s elec ted by the City Counc il. D. At-Large Members. Four of the total 11 COC members s hall apply and serve as repres entatives of the City “at-large.” “At-large members” s hall be c ompris ed of one resident from each of the four City Council dis tricts . Each must maintain his/her dis trict residency throughout his/her tenure. At- large members s hall apply to and be appointed by the City Council in ac cordance with the proces s set forth in CVMC 2.63.060(B). If re-districting occurs such that one or more at-large member no longer qualifies for his/her as s igned dis trict, he/she shall nonetheless be entitled to serv e out the remainder of his/her term, with a qualified replac ement to be appointed and s eated for the suc ceeding term. (Ord. 3438 § 1, 2018). 2.63.060 City Council appointment. A. Designated Members. Designated members s hall be appointed by the City Council as follows: Nominating Authorities s hall submit the names and contact information for their nominee(s ) (“Des ignated Nominees”) to the City Clerk on a form prescribed by the City Clerk . The City Clerk shall provide the Des ignated Nominees with ins tructions to complete and s ubmit applications to the City Clerk within a specified time period. Completed applications timely received by the City Clerk shall be forwarded to the City Counc il. The City Council s hall consider all applications receiv ed from the City Clerk and provide eac h nominated applicant an opportunity for an interv iew at a public ly noticed meeting. If a Nominating Authority presents the City Counc il with two or three nominees for consideration, and thos e nominees properly apply , the City Council s hall make its appointment by c hoos ing among the two or three nominees presented. If a Nominating Authority pres ents the City Counc il with only one nominee, the City Counc il may rejec t s uch nomination by majority vote and request an alternativ e s ubmittal. Once rejected, a nominee may not be re- submitted for the term at is s ue, but may be submitted for c ons ideration for future terms. B. At-Large Members . At-large members shall be appointed in ac c ordance with the procedures s et forth in Chapter 2.53 CVMC. C. Adminis tration. The City Clerk shall adminis ter the appointment proc ess set forth abov e, including the dev elopment and publication of all nec ess ary forms . The City Clerk shall hav e the authority to dev elop additional administrative polic ies and procedures to the extent nec ess ary to The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 2.63 “MEASU RE A” C ITIZEN S’ OVER SIGHT COMMITTEE Page 3 of 5 implement the terms of this chapter. (Ord. 3438 § 1, 2018). 2.63.070 Terms. A. In General. Initial terms of offic e s hall be determined in ac cordance with City Charter Sec tion 602(b). The initial COC members shall be appointed and conv ene in ac cordance with CVMC 3.34.160(D), in time to c onsider and prov ide input on the Intended Public Safety Ex penditure Plan. B. Spec ial Rules for Designated Members. Spec ial rules shall apply to COC members that are nominated and qualified through their members hip on the board of their Nominating Authority . For suc h members (hereafter, “Board Qualified COC Members ”), if the underlying term on the board for their Nominating Authority ex pires, they may , nonetheles s, continue to serve on the COC until the end of their COC term; provided, that they receiv e the approv al of their Nominating Authority board to do so. Otherwis e, Board Qualified COC Member terms s hall be c o-terminus with their terms on their underlying Nominating Authority boards. The Nominating Authority shall notify the City Clerk in writing prior to the end of the Board Qualified COC Member’s term if the Nominating Authority does not authoriz e their seated member to c ontinue and des ires to submit a new nominee or nominees for cons ideration. (Ord. 3438 § 1, 2018). 2.63.080 Meeting frequency. In acc ordanc e with CVMC 2.25.200, the COC shall set the date, time and location of its regular meetings by written res olution and may change its regular meeting day , time or location by written resolution. The COC shall meet as often as neces s ary to accomplish the objectiv es of Chapter 3.34 CVMC and this chapter. It is estimated that the COC will need to meet a minimum of four times per year to fulfill its assigned duties. (Ord. 3438 § 1, 2018). 2.63.090 Operating rules and procedures. Exc ept as expressly provided herein, or as otherwise necessary to implement this chapter or the requirements of Measure A, the rules gov erning City boards and commissions generally , as set forth in Chapter 2.25 CVMC, s hall govern the COC. The COC shall also operate in accordance with the Ralph M. Brown Act; this includes requirements that meetings be noticed in advance and be held in public. The COC may also adopt additional rules and proc edures in the form of by laws as prov ided in CVMC 2.25.170. Any suc h by laws must be consistent with terms of this c hapter and all other applicable laws. (Ord. 3438 § 1, 2018). 2.63.100 Staff support. The City Manager, and/or his /her des ignee(s ), shall serv e as the City staff liaison to the COC and shall provide it with administrativ e s upport, including designation of a COC s taff s ecretary. The City Attorney , and/or his/her designee(s), shall prov ide the COC with legal counsel and support. (Ord. 3438 § 1, 2018). 2.63.110 Dissolution date. The COC may be disbanded following the implementation of “Phase I” c ritical needs , as reported in The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 2.63 “MEASU RE A” C ITIZEN S’ OVER SIGHT COMMITTEE Page 4 of 5 the Intended Public Safety Ex penditure Plan and if the City Council elec ts to disband the COC, the City’s Growth Management Ov ersight Commis sion, or an alternative citizens’ group or committee des ignated by the City Council, s hall be res pons ible for reporting to the City Counc il, in a manner determined by the City Council, regarding the c ollections and expenditure of Meas ure A revenues and the res ulting impacts on public s afety. (Ord. 3438 § 1, 2018). The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 2.63 “MEASU RE A” C ITIZEN S’ OVER SIGHT COMMITTEE Page 5 of 5 Chapter 3.34 CHULA VISTA $0.005 TRANSACTIONS AND USE TAX Sec tions : 3.34.010 Title. 3.34.020 Operative Date. 3.34.030 Purpose. 3.34.040 Contract with state. 3.34.050 Transactions tax rate. 3.34.060 Place of sale. 3.34.070 Use tax rate. 3.34.080 Adoption of provisions of state law. 3.34.090 Limitations on adoption of state law and collection of use taxes. 3.34.100 Permit not requir ed. 3.34.110 Exemptions and exclusions. 3.34.120 Amendments of Revenue and Taxation Code. 3.34.130 Enjoining collection forbidden. 3.34.140 Amendments by City Council. 3.34.150 Use of proceeds. 3.34.160 Citizens’ oversight and accountability. 3.34.170 Severability. 3.34.010 Title. This c hapter s hall be known as the Chula Vista $0.005 Trans action and Us e Tax Ordinance. The City of Chula Vis ta hereinafter shall be c alled “City .” This chapter shall be applic able in the incorporated territory of the City. (Ord. 3415 § 1, 2018). 3.34.020 Operative Date. “Operative Date” means the first day of the firs t c alendar quarter c ommencing more than 110 day s The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 1 of 8 after the adoption of the ordinance codified in this c hapter, the date of s uch adoption being as s et forth below.1 (Ord. 3415 § 1, 2018). 3.34.030 Purpose. The ordinanc e c odified in this chapter is adopted to achiev e the following, among other purpos es, and direc ts that the provisions hereof be interpreted in order to accomplish those purposes: A. To impos e a general retail transac tions and us e tax, in accordance with the provis ions of Part 1.6 (commenc ing with Sec tion 7251) of Div ision 2 of the Revenue and Tax ation Code and Sec tion 7285.9 of Part 1.7 of Division 2 whic h authoriz es the City to adopt the ordinanc e c odified in this chapter whic h s hall be operativ e if a majority v ote of the elec tors voting on the measure vote to approve the imposition of the tax at an election c alled for that purpose. B. To adopt a general retail trans actions and us e tax ordinanc e that incorporates provisions identical to thos e of the Sales and Use Tax Law of the state of California insofar as thos e prov is ions are not inconsistent with the requirements and limitations contained in Part 1.6 of Div is ion 2 of the Rev enue and Tax ation Code. C. To adopt a general retail transac tions and use tax ordinance that impos es a tax and provides a measure therefor that c an be administered and c ollected by the California Department of Tax and Fee Administration in a manner that adapts its elf as fully as practic able to, and requires the least pos sible deviation from, the existing s tatutory and adminis trativ e procedures followed by the California Department of Tax and Fee Administration in adminis tering and c ollecting the California State sales and us e taxes . D. To adopt a general retail transac tions and use tax ordinance that c an be administered in a manner that will be, to the greatest degree possible, c ons is tent with the prov isions of Part 1.6 of Div is ion 2 of the Rev enue and Tax ation Code, minimiz e the c ost of collec ting the transac tions and use taxes, and, at the same time, minimize the burden of rec ord k eeping upon persons s ubjec t to tax ation under the provisions of this chapter. (Ord. 3415 § 1, 2018). 3.34.040 Contract with state. Prior to the Operativ e Date, City s hall c ontrac t with the California Department of Tax and Fee Administration to perform all functions incident to the administration and operation of this c hapter; prov ided, that if the City shall not have c ontracted with the California Department of Tax and Fee Administration prior to the Operative Date, it s hall nevertheles s s o contrac t, and in s uch a c ase the Operative Date shall be the first day of the firs t c alendar quarter following the effec tive date of such a c ontract. (Ord. 3415 § 1, 2018). 3.34.050 Transactions tax rate. For the priv ilege of s elling tangible personal property at retail, a tax is hereby imposed upon all retailers in the incorporated territory of the City at the rate of one-half of one percent of the gros s The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 2 of 8 receipts of any retailer from the s ale of all tangible personal property sold at retail in said territory on and after the Operative Date of the ordinance codified in this chapter. (Ord. 3415 § 1, 2018). 3.34.060 Place of sale. For the purpos es of this c hapter, all retail sales are consummated at the place of bus iness of the retailer unles s the tangible personal property sold is delivered by the retailer or his agent to an out- of-s tate destination or to a common carrier for deliv ery to an out-of-s tate destination. The gros s receipts from such s ales shall include deliv ery c harges, when s uch charges are s ubjec t to the state sales and us e tax, regardless of the plac e to whic h deliv ery is made. In the event a retailer has no permanent place of bus iness in the state or has more than one place of business, the place or plac es at whic h the retail s ales are c onsummated s hall be determined under rules and regulations to be presc ribed and adopted by the California Department of Tax and Fee Adminis tration. (Ord. 3415 § 1, 2018). 3.34.070 Use tax rate. An exc is e tax is hereby impos ed on the storage, us e or other consumption in the City of tangible pers onal property purchas ed from any retailer on and after the Operative Date of the ordinance codified in this c hapter for storage, us e or other c onsumption in said territory at the rate of one-half of one perc ent of the sales pric e of the property. The s ales price s hall inc lude deliv ery c harges when suc h charges are subjec t to s tate s ales or us e tax regardles s of the place to which delivery is made. (Ord. 3415 § 1, 2018). 3.34.080 Adoption of provisions of state law. Exc ept as otherwis e prov ided in this c hapter and except insofar as they are inc ons is tent with the prov is ions of Part 1.6 of Div ision 2 of the Rev enue and Tax ation Code, all of the prov is ions of Part 1 (c ommencing with Section 6001) of Division 2 of the Revenue and Taxation Code are hereby adopted and made a part of this chapter as though fully set forth herein. (Ord. 3415 § 1, 2018). 3.34.090 Limitations on adoption of state law and collection of use taxes. In adopting the provisions of Part 1 of Div is ion 2 of the Rev enue and Tax ation Code: A. Wherever the state of California is named or referred to as the taxing agency , the name of this City s hall be s ubstituted therefor. Howev er, the substitution shall not be made when: 1. The word “State” is used as part of the title of the State Controller, State Treas urer, State Treas ury, or the Constitution of the State of California; 2. The result of that subs titution would require action be taken by or agains t this City or any agenc y, offic er, or employ ee thereof, rather than by or against the California Department of Tax and Fee Administration, in performing the functions incident to the administration or operation of this c hapter; 3. In thos e sections, including but not nec essarily limited to s ections referring to the ex terior The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 3 of 8 boundaries of the state of California, where the result of the s ubs titution would be to: a. Prov ide an ex emption from this tax with res pec t to c ertain sales , s torage, use or other consumption of tangible pers onal property whic h would not otherwise be exempt from this tax while s uch sales , s torage, use or other consumption remains subject to tax by the state under the provisions of Part 1 of Div is ion 2 of the Rev enue and Tax ation Code; or b. Impos e this tax with res pect to certain sales , s torage, use or other c ons umption of tangible personal property which would not be subject to tax by the state under the s aid prov is ion of that code; 4. In Section 6701, 6702 (ex cept in the las t s entence thereof), 6711, 6715, 6737, 6797 or 6828 of the Rev enue and Tax ation Code. B. The word “City” shall be substituted for the word “State” in the phras e “retailer engaged in bus iness in this State” in Sec tion 6203 and in the definition of that phras e in Sec tion 6203. (Ord. 3415 § 1, 2018). 3.34.100 Permit not required. If a s eller’s permit has been is sued to a retailer under Section 6067 of the Revenue and Tax ation Code, an additional transactor’s permit shall not be required by this c hapter. (Ord. 3415 § 1, 2018). 3.34.110 Exemptions and exclusions. A. There s hall be excluded from the meas ure of the trans actions tax and the us e tax the amount of any sales tax or us e tax impos ed by the state of California or by any city, city and county , or county purs uant to the Bradley-Burns Uniform Local Sales and Use Tax Law or the amount of any state-adminis tered transac tions or use tax . B. There are ex empted from the computation of the amount of transac tions tax the gross receipts from: 1. Sales of tangible personal property, other than fuel or petroleum products , to operators of airc raft to be used or c ons umed principally outside the county in whic h the s ale is made and direc tly and exc lusively in the use of suc h airc raft as common c arriers of pers ons or property under the authority of the laws of this state, the United States, or any foreign gov ernment. 2. Sales of property to be us ed outs ide the City which is shipped to a point outs ide the City, pursuant to the contract of sale, by deliv ery to s uch point by the retailer or his agent, or by delivery by the retailer to a c arrier for shipment to a consignee at s uch point. For the purposes of this s ubs ection, delivery to a point outside the City shall be s atis fied: a. With res pec t to v ehicles (other than commerc ial v ehicles ) subject to registration purs uant to Chapter 1 (commencing with Sec tion 4000) of Div is ion 3 of the Vehicle Code, The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 4 of 8 aircraft licensed in c omplianc e with Sec tion 21411 of the Public Utilities Code, and undocumented ves sels registered under Chapter 2 of Div is ion 3.5 (commencing with Sec tion 9840) of the Vehicle Code by registration to an out-of-City address and by a dec laration under penalty of perjury, signed by the buyer, stating that such address is, in fac t, his or her principal plac e of res idenc e; and b. With res pec t to c ommercial vehic les, by registration to a place of bus iness out-of-City and dec laration under penalty of perjury, signed by the buyer, that the vehicle will be operated from that address . 3. The sale of tangible personal property if the seller is obligated to furnish the property for a fix ed price pursuant to a c ontract entered into prior to the Operativ e Date of the ordinanc e c odified in this chapter. 4. A leas e of tangible pers onal property whic h is a c ontinuing sale of suc h property , for any period of time for which the less or is obligated to lease the property for an amount fix ed by the lease prior to the Operativ e Date of the ordinanc e c odified in this chapter. 5. For the purposes of subs ections (B)(3) and (4) of this section, the sale or lease of tangible personal property shall be deemed not to be obligated purs uant to a contract or lease for any period of time for which any party to the c ontrac t or leas e has the unc onditional right to terminate the contrac t or leas e upon notic e, whether or not such right is exercis ed. C. There is exempted from the us e tax imposed by this chapter the storage, us e or other consumption in this City of tangible personal property: 1. The gros s rec eipts from the sale of whic h have been s ubjec t to a trans actions tax under any s tate-administered trans actions and use tax ordinance. 2. Other than fuel or petroleum products purchas ed by operators of airc raft and us ed or c onsumed by suc h operators directly and ex c lusively in the use of suc h airc raft as common c arriers of pers ons or property for hire or compensation under a c ertific ate of public c onvenienc e and neces sity issued pursuant to the laws of this s tate, the United States , or any foreign gov ernment. This exemption is in addition to the exemptions provided in Sec tions 6366 and 6366.1 of the Revenue and Tax ation Code of the s tate of California. 3. If the purchaser is obligated to purc has e the property for a fixed price purs uant to a contract entered into prior to the Operative Date of the ordinanc e codified in this chapter. 4. If the pos s ess ion of, or the exercise of any right or power over, the tangible personal property arises under a leas e whic h is a c ontinuing purchase of such property for any period of time for whic h the lessee is obligated to leas e the property for an amount fix ed by a lease prior to the Operative Date of the ordinanc e codified in this chapter. The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 5 of 8 5. For the purposes of subs ections (C)(3) and (4) of this section, s torage, use, or other c onsumption, or poss ession of, or ex erc ise of any right or power over, tangible pers onal property shall be deemed not to be obligated pursuant to a contrac t or leas e for any period of time for whic h any party to the contrac t or leas e has the unconditional right to terminate the c ontrac t or leas e upon notic e, whether or not suc h right is exerc is ed. 6. Ex cept as prov ided in s ubsection (C)(7) of this sec tion, a retailer engaged in business in the City shall not be required to c ollect us e tax from the purc has er of tangible pers onal property , unless the retailer s hips or deliv ers the property into the City or partic ipates within the City in mak ing the sale of the property , inc luding, but not limited to, soliciting or receiv ing the order, either direc tly or indirec tly, at a place of bus iness of the retailer in the City or through any representativ e, agent, canvas s er, s olicitor, s ubsidiary , or pers on in the City under the authority of the retailer. 7. “A retailer engaged in business in the City ” shall also include any retailer of any of the following: vehic les s ubjec t to registration pursuant to Chapter 1 (c ommencing with Section 4000) of Divis ion 3 of the Vehicle Code, aircraft licensed in c omplianc e with Sec tion 21411 of the Public Utilities Code, or undoc umented v essels regis tered under Division 3.5 (commenc ing with Sec tion 9840) of the Vehicle Code. That retailer shall be required to collect us e tax from any purchas er who registers or licens es the vehic le, ves s el, or aircraft at an addres s in the City. D. Any person subject to use tax under this chapter may credit agains t that tax any transac tions tax or reimburs ement for trans actions tax paid to a district impos ing, or retailer liable for, a trans actions tax purs uant to Part 1.6 of Divis ion 2 of the Revenue and Taxation Code with respect to the sale to the person of the property the storage, use or other c onsumption of whic h is subject to the us e tax. (Ord. 3415 § 1, 2018). 3.34.120 Amendments of Revenue and Taxation Code. All amendments subsequent to the effective date of the ordinance codified in this c hapter to Part 1 of Div is ion 2 of the Rev enue and Tax ation Code relating to sales and use tax es and whic h are not inconsistent with Part 1.6 and Part 1.7 of Division 2 of the Revenue and Tax ation Code, and all amendments to Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code, shall automatically become a part of this c hapter; provided, however, that no such amendment shall operate so as to affect the rate of tax impos ed by this chapter. (Ord. 3415 § 1, 2018). 3.34.130 Enjoining collection forbidden. No injunction or writ of mandate or other legal or equitable process s hall is sue in any s uit, ac tion or proc eeding in any court against the s tate or the City, or agains t any offic er of the s tate or the City, to prev ent or enjoin the collec tion under this chapter, or Part 1.6 of Division 2 of the Revenue and Taxation Code, of any tax or any amount of tax required to be c ollected. (Ord. 3415 § 1, 2018). The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 6 of 8 3.34.140 Amendments by City Council. The following amendments to this c hapter mus t be approved by the v oters of the City : inc reasing the tax rate; revising the methodology for c alculating the tax, suc h that a tax increas e would result; imposing the tax on transactions and uses not prev iously subject to the tax (unless suc h amendment occurs automatic ally by operation of law); or terminating the tax . The City Counc il may otherwis e amend this c hapter without submitting the amendment to the voters for approval in any manner whic h does not constitute a tax “increas e” as that term is defined in Government Code sec tion 53750(h). (Ord. 3415 § 1, 2018). 3.34.150 Use of proceeds. The proceeds from the tax impos ed by this chapter shall be for unrestric ted general rev enue purposes of the City and shall be receiv ed into the general fund of the City. Nothing in this chapter shall cons titute the tax impos ed under this chapter as a s pecial tax , or bind the City to use the proc eeds for any specific purpos e or function; the City Council s hall retain discretion to expend the proc eeds of the tax for any lawful purpose of the City. (Ord. 3415 § 1, 2018). 3.34.160 Citizens’ oversight and accountability. In order to provide for citiz ens’ overs ight, transparency and ac c ountability in connection with expenditures of tax revenues generated under the terms of this chapter, the City shall do the following: A. Line Item Acc ounting. All rev enue generated by the tax (“Measure A rev enues”) shall be acc ounted in the general fund as a separate line item entitled “Loc al Trans actions and Us e Tax – Measure ‘A’ Rev enues.” Meas ure A rev enues and expenditures will be trac k ed and acc ounted for by City Finance Department staff in acc ordanc e with generally accepted ac c ounting principles (GAAP), and pres ented annually in a report (the “Finance Department Report”) to the Citiz ens’ Overs ight Committee (“COC”) created pursuant to subs ection (D) of this s ection. B. Annual Submittal of Measure A Public Safety Expenditure Plan. If Measure ‘A’ is approved by the voters, beginning in fiscal year 2018-2019, and for each subs equent year, prior to City Council consideration of the City’s annual budget, City staff will prepare and present to the COC for its review a spending plan for the Meas ure ‘A’ Revenues. Suc h plan (the “Meas ure ‘A’ Spending Plan”) shall be (1) consistent with the City Council Intended Public Safety Ex penditure Plan approv ed concurrently with the ordinance codified in this c hapter; (2) inc lude s pec ific propos als for near term expenditures; and (3) a plan for ex penditures for the nex t 10 y ears to addres s the “Phas e I” critical needs desc ribed therein. After review by the COC, the Measure ‘A’ Spending Plan for the upcoming fisc al year shall be incorporated into the City Manager’s propos ed budget, and then presented to the City Council for its c onsideration and ac tion, in its discretion, as part of the City’s annual budget proc ess. The City Council must consider for approv al the expenditure of projec ted Measure ‘A’ revenues as a s eparate line item category in each year’s budget. The COC’s duties under this sec tion shall continue until and unless the City Council appoints another c ommiss ion, committee, or The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 7 of 8 1 group to be responsible for reporting to the City Council, pursuant to subs ection (D) of this s ection. C. Annual, Independent Audit. Beginning with the fis cal y ear 2018-2019, the City ’s independent auditors shall, as part of their annual audit of the City’s financial statements, review the c ollection and ex penditure of Measure ‘A’ revenues . D. Meas ure A Overs ight Committee. Prior to the Operative Date, the City shall create and c onv ene a Citiz ens’ Oversight Committee (“COC”). The func tion of the COC shall be to review and report on City c ompliance with the terms of this chapter and the spending guidelines contained in the City Counc il Intended Public Safety Expenditure Plan and each Measure A Spending Plan presented to and approved by the City Counc il thereafter. The COC shall operate in ac cordance with the Ralph M. Brown Act, whic h inc ludes requirements that meetings be notic ed in advanc e and held in public. The COC s hall be created by City Council ordinanc e c onsis tent with the terms of this sec tion adopted no later than 150 day s following the date of the election at which Measure A is approved by the voters. The COC may be disbanded following the implementation of “Phas e I” critical needs, as reported in the Intended Public Safety Ex penditure Plan. If the City Counc il elec ts to disband the COC, the City ’s Growth Management Overs ight Commission, or an appropriate alternativ e c itizens ’ group or c ommittee des ignated by the City Council, s hall be res pons ible for reporting to the City Counc il, in a manner to be determined by the City Council, regarding the c ollection and expenditure of Measure A Rev enues and the resulting impac ts on public safety . (Ord. 3415 § 1, 2018). 3.34.170 Severability. If any prov ision of this chapter or the application thereof to any person or circumstance is held invalid, the remainder of this c hapter and the applic ation of such provision to other persons or circumstances s hall not be affected thereby . Suc h inv alidity shall not affec t other provisions or applic ations of this c hapter whic h c an be giv en effect without the invalid prov is ion or applic ation, and to this end the provisions of this c hapter are sev erable. This people of the City of Chula Vista hereby declare that they would hav e adopted the ordinance codified in this c hapter irrespectiv e of the invalidity of any particular portion thereof and intend that the inv alid portions s hould be sev ered and the balance of this chapter be enforced. (Ord. 3415 § 1, 2018). Code reviser’s note: Ord. 3415 was adopted by Counc il on February 27, 2018. It was adopted by the v oters at the June 5, 2018, election. The Chula Vista Municipal Code is current through Ordinance 3438, passed August 14, 2018. Chula Vi sta Municipal C ode Chapter 3.34 C HULA VISTA $0.005 TRANSACTIONS AND USE TAX Page 8 of 8