HomeMy WebLinkAbout2018-10-30 Measure A COC Agenda
–
SPECIAL MEETING OF THE MEASURE A CITIZENS’ OVERSIGHT COMMITTEE
OF THE CITY OF CHULA VISTA
October 30, 2018 Chula Vista Police Department
6:00 p.m. 315 4th Ave., Community Room
Chula Vista, CA 91910
CALL TO ORDER
ROLL CALL: Committee Members Alatorre, Anaya, Escobedo, Ficacci, Guillen, Hobson,
Martinez, Roberts, Rubio, Stucky, Volland
CONSENT TO CALENDAR
The Board/Commission will enact the Consent Calendar staff recommendations by one
motion, without decision, unless Board/Commission Member, a member of the public, or staff
requests that an item be removed for discussion. If you wish to speak on one of these items,
please fill out a “Request to Speak” form and submit it to the Secretary prior to the meeting.
Items pulled from the Consent Calendar will be discussed immediately following the Consent
Calendar.
1. WRITTEN COMMUNICATIONS
Committee Members: Escobedo, Martinez, Roberts and Rubio on September 26, 2018.
Staff recommendation: Excuse the absences.
2. APPROVAL OF MINUTES of September 26, 2018.
Staff recommendation: Approve the minutes.
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.
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.
City of Chula Vista Boards & Commissions
Measure A Citizens’ Oversight Committee
Page 2 ׀ Measure A Citizens’ Oversight Committee Agenda
3. INITIAL CLASSIFICATION OF APPOINTEES
In accordance with the Chula Vista Charter Section 602(b), the members must classify
themselves by lot to determine when each member’s term shall expire.
Staff recommendation: The Committee determine term expiration dates for each
member by lot, in accordance with Chula Vista Charter Section 602(b).
4. CONSIDERATION OF SETTING A DAY, TIME, AND LOCATION FOR
REGULAR MEETINGS OF THE MEASURE A CITIZENS’ OVERSIGHT
COMMITTEE
Staff recommendation: The Committee set the day, time, and location for regular
meetings of the Committee.
5. ELECTION OF THE CHAIR AND VICE CHAIR FOR FISCAL YEAR 2018/2019
Staff recommendation: The Committee nominate and elect the chair and vice chair for
the fiscal year ending June 30, 2019.
6. COMMITTEE INPUT ON STAFF’S PROPOSED MODIFICATIONS TO THE CITY
COUNCIL’S INTENDED PUBLIC SAFETY EXPENDITURE PLAN AND
DETERMINATION OF CONSISTENCY WITH STAFF’S PROPOSED INITIAL
MEASURE A SPENDING PLAN
Staff recommendation: The Committee consider and provide input on staff’s proposed
modifications to the Intended Expenditure Plan, and adopt a resolution determining
that staff’s proposed Initial Measure A Spending Plan is consistent therewith.
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.
7. PROCESS FOR COLLECTING, SPENDING AND ACCOUNTING FOR
MEASURE A REVENUES
OTHER BUSINESS
A. STAFF COMMENTS
B. COMMITTEE MEMBERS’ COMMENTS
ADJOURNMENT
Page 3 ׀ Measure A Citizens’ Oversight Committee Agenda
Materials provided to the Measure A Citizens’ Oversight Committee related to any open-session
item on this agenda are available for public review during normal business hours at the Chula
Vista Police Department, located at 315 Fourth Ave., Chula Vista
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 Police Department at
(619)691-5133. (California Relay Service is available for the hearing impaired by dialing 711) at
least forty-eight hours in advance of the meeting.
Measure A Citizens Oversight Committee Meeting
Recommended Changes to Measure A Spending Plan
October 30, 2018
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.”
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 included
Chula Vista residents, business owners and community leaders. The Committee provided input into
refining priorities for public safety throughout the development of the public safety staffing and
expenditure reports.
Staff reported back to Council on September 26, 2017 with a preliminary Public Safety Staffing Report
which assessed factor affecting public safety. The report provided the foundation the Public Safety
Staffing Strategies report presented to City Council on December 19, 2017.
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.
After discussion 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.
In February 2018, the City Council approved the Intended Public Safety Expenditure Plan which
described the purpose of the sales tax measure along with oversight and tracking of the funds,
In June 2018, Chula Vista voters approved ballot Measure A, increasing sales tax rates in the City by one
half-cent in order to fund public safety critical needs addressed in the Expenditure Plan.
Since the ballot measure was approved, command staff from both Police and Fire have been working
with City Management and the Finance Department to begin the implementation of phase I of the
staffing plans. During this time, minor changes were recommended to the plan in order to better serve
the community. The action tonight and the documents to follow recommend minor modifications to the
Intended Public Safety Expenditure Plan. Upon review by the Citizens Oversight Committee, staff will
incorporate the changes into the Expenditure Plan and submit to the City Council for approval.
Attachments
Chula Vista Police Department Recommendations to Amend the Measure A Spending Plan
Chula Vista Fire Department Recommendations to Amend the Measure A Spending Plan
Amended Spending Plan
City Council approved Intended Public Safety Expenditure Plan
Chula Vista Police Department
Recommendations to Amended the Measure A Spending Plan
1
BACKGROUND
On February 13, 2018, the City Council accepted the recommendations of the Public Safety Advisory
Committee to adopt the Intended Public Safety Expenditure Plan (PSEP). The PSEP presented the intended
expenditures of approximately $18M per year if a half-cent general sales tax measure passed. The intended
plan was a guide on how the funds could be allocated based on the critical needs identified by th e Police and
Fire Departments. The plan also assumed that the Police Department would be allocated, through the budget
process, approximately $9M annually from the sales tax, with the goal of addressing police understaffing and
improving response times. The plan does not constitute a binding legal commitment on the City Council to
approve any of the expenditures proposed herein or in the original intended expenditure plan. The staff
recommended proposed budget amendments will ultimately be considered by the City Council for adoption.
With the successful passage of the Measure A Sales Tax, sta ff is preparing to move forward with amending the
City’s operating budget. The Police Department’s portion of the Intended PSEP proposed adding 29 sworn and
14 civilian positions over a five-year period. But, after recognizing that the demands from our community and
the needs of the organization continue to evolve, an ongoing review of the staffing plan was necessary. The
Police Department’s command team also facilitated a number of informal meetings and discussions with
internal personnel, and with intern al and external stakeholder organizations. A slightly-modified version of the
plan was developed and discussed in this report.
AMENDED 5-YEAR MEASURE A - STAFFING PLAN
As a result of internal and external review, the Amended 5-year Measure A Staffing Plan (hereinafter “5-year
Staffing Plan”) includes changes to the original Intended Public Safety Expenditure Plan (hereinafter “PSEP”) as
adopted by City Council. These changes are highlighted in yellow in the chart below. This five-year Staffing Plan
assumes that revenue projections are the same as originally calculated during development of the PSEP.
Figure 7. Provisional 5-year Measure A Staffing Plan
FTE Balance: FY19 FY20 FY21 FY22 FY23 Total
POLICE SERGEANT 2.00 2.00 1.00 5.00
POLICE AGENT 1.00 2.00 3.00 2.00 8.00
PEACE OFFICER 4.00 3.00 5.00 5.00 1.00 18.00
SWORN TOTAL 5.00 7.00 10.00 8.00 1.00 31.00
CIVILIAN BACKGROUND INVESTIGATOR 1.00 1.00
COMMUNITY SERVICE OFFICER 1.00 1.00 2.00
DETENTION FACILITY MANAGER 0.00 0.00
COMMUNICATIONS CENTER MANAGER 1.00 1.00
POLICE DISPATCHER 2.00 3.00 2.00 7.00
SR. POLICE TECHNOLOGY SPECIALIST 1.00 1.00
CIVILIAN TOTAL 4.00 3.00 3.00 2.00 0.00 12.00
FTE CHANGES TOTAL 9.00 10.00 13.00 10.00 1.00 43.00
Chula Vista Police Department
Recommendations to Amended the Measure A Spending Plan
2
This plan is slightly different from the original PSEP as approved by City Council. Differences are highlighted in
yellow in the above table, and are detailed below:
Civilian Background Investigator (-1): After receiving input from department members and other
stakeholders, the Police Department recommends deleting one Civilian Background Investigator from
the plan. To meet the projected increase in background investigations, the Police Department instead
intends to complement full-time investigators with contracted support. Contracted support will be used
until such time that sworn patrol staffing allows for the transfer of one peace officer position to PSU to
continue to support background needs. This change allows for greater flexibility for future of roles and
positions within the Department, especially as the number of background investigations decreases.
Detention Facility Manager (-1): After receiving input from department members and other
stakeholders, the Police Department recommends deleting one Detention Facility Manager from the
plan. The Police Department will continue looking for funding alternatives or future allocations to fund
this position.
Peace Officer (+2): After eliminating one Civilian Background Investigator and one Detention Facility
Manager, remaining revenue provides enough funding to add two Peace Officer positions. The Police
Department recommends adding two Peace Officer positions.
Sr. Police Technology Specialist (correction): The original PSEP contained a typographical error, making it
appear that the Sr. PTS position was not scheduled until FY2019-20. This was in conflict with the Police
Department’s intentions and with other sections of the PSEP itself. The Department recommends the
final plan be corrected to indicate that this position is scheduled for FY2018-19 (rather than FY2019-20).
The Police Department recognizes that current community demands, safety strategies, and staffing needs will
likely change in the future. The Police Department also recognizes that revenues and expenses used to
calculate current allocation plans may change in the future. As a result, this five-year Staffing Plan is (and will
continue to be) a “living document”. It is subject to change in the future.
EXPECTED FIRST-LINE SERVICE ENHANCEMENTS
The five-year Staffing plan was crafted to help resolve a systemic shortage in our capability to deliver services
to our community and maintain safe and efficient public safety operations. The goals of the plan include, but
are not limited to, the following:
Reduce response times;
Improve safety for schools and students;
Improve traffic safety citywide;
Improve investigative outcomes;
Increase capacity to respond to specific spikes and trends in criminal behavior;
Chula Vista Police Department
Recommendations to Amended the Measure A Spending Plan
3
Increase the quality of criminal investigations and public services;
Improve flexibility to respond to changing community needs;
Enhance capacity to increase efficiency through technological innovation;
Foster continued succession planning for the organization through advancement, training and growth;
and,
Plan for the future needs of the Police Department and the community that it serves.
RECOMMENDATION TO THE MEASURE A CITIZENS OVERSIGHT COMMITTEE
The Police Department presents to the COC the first-year allocations as outlined in the plan (FY2018-19). Those
allocations include the following positions which will be brought forward for City Council consideration:
The addition of 4 Peace Officers and 1 Police Agent;
The addition of 1 Civilian Background Investigator;
The addition of 2 Police Dispatchers; and
The addition of 1 Senior Police Technology Specialist.
Allocation recommendations for future years will be reevaluated, balanced against changes in revenue or
expenditure projections, and evaluated along with changing public safety trends and community needs. Staff
will be bringing these recommendations to City Council for consideration in December 2018 requesting Fiscal
Year 2018/2019 budget amendments.
Chula Vista Fire Department
Recommendations to Amended Measure A Spending Plan
1
BACKGROUND
On February 13, 2018, the City Council accepted the recommendations of the Public Safety Advisory
Committee to adopt the Intended Public Safety Expenditure Plan (PSEP). The PSEP presented the intended
expenditures of approximately $18M per year if a half cent general sales tax measure passed. The intended
plan was a guide on how the funds could be allocated based on the critical needs identified by the Police and
Fire Departments. The plan also assumed that the Fire Department would be allocated, through the budget
process, approximately $9M annually from the sales tax, with the goal of addressing fire staffing and improving
response times. The plan does not constitute a binding legal commitment on the City Council to approve any
of the expenditures proposed herein or in the original intended expenditure plan. The staff recommended
proposed budget amendments will ultimately be considered by the City Council for adoption.
With the successful passage of the Measure A Sales Tax, staff is preparing to move forward with amending the
City’s operating budget. The Fire Department’s portion of the Intended PSEP proposed adding 36 sworn
positions over a three-year period. Fire Department staff has worked closely with city management staff,
various department heads, and the executive board of the firefighter’s labor group to revise a plan that will
begin enhanced public safety and service delivery improvements immediately and implement new services
that are currently not provided. A slightly-modified version of the plan was developed and discussed in this
report.
AMENDED MEASURE A STAFFING PLAN
The amended plan includes changes to the original Intended Public Safety Expenditure Plan (hereinafter
“PSEP”) as adopted by City Council. Figure 1 illustrates the original staffing plan discussed in the Intended
Public Safety Expenditure Plan. Figure 2 shows the amended staffing plan with the changes highlighted in
yellow and orange. This Plan assumes that revenue projections are the same as originally calculated during
development of the PSEP.
Figure 1. Fire Department Original Staffing Plan
FTE Balance: FY19 FY20 FY21 Total
DEPUTY FIRE CHIEF - 1.00 - 1.00
FIRE CAPTAIN - 4.00 4.00 8.00
FIREFIGHTER/PARAMEDIC - 4.00 4.00 8.00
FIREFIGHTER EMT 12.00 3.00 3.00 18.00
PUBLIC EDUCATION & MEDIA SERVICES - 1.00 - 1.00
TOTAL FIRE PERSONNEL 12.00 13.00 11.00 36.00
Chula Vista Fire Department
Recommendations to Amended Measure A Spending Plan
2
Figure 2. Fire Department Revised Staffing Plan
FTE Balance: FY19 FY20 FY21 FY24 FY26 Total
DEPUTY FIRE CHIEF (ADMINISTRATION & EMS) 2.00 - -1.00 - - 2.00
FIRE CAPTAIN (SQUADS) 2.00 2.00 - 2.00 2.00 8.00
FIREFIGHTER/PARAMEDIC (SQUADS) 2.00 2.00 - 2.00 2.00 8.00
FIREFIGHTER EMT (4.0 STAFFING) 12.00 3.00 3.00 18.00
PUBLIC EDUCATION & MEDIA SERVICES – FIRE CAPT. 1.00 1.00
TOTAL FIRE PERSONNEL (REVISED) 19.00 7.00 -1.00 7.00 4.00 37.00
ORIGINAL TOTAL FIRE PERSONNEL 12.00 13.00 11.00 - - 36.00
FTE TOTAL CHANGES 7.00 -6.00 -10.00 7.00 4.00 1.00
This plan is slightly different than the original PSEP as approved by City Council. Differences in position counts
are highlighted in orange in the above table, and differences in fiscal years are highlighted in yellow. Additional
recommended services are shown at the bottom of the table. Explanatory details are provided below:
DEPUTY FIRE CHIEF - ADMINISTRATION
This Position was originally budgeted for FY 20 and has been amended to reflect FY19. The Fire Department
currently operates with an executive staff consisting of the Fire Chief and a Deputy Fire Chief responsible for
the Operations Division. By comparison, prior to the recession in 2009, Fire Department Executive Staff
included an additional Deputy Fire Chief responsible for oversight of the Administrative Division.
The Fire Department Strategic Business Plan consists of five Lines of Business: Administration, Operations, Fire
Prevention, Support Services, and Training. Of these, there are currently two Lines of Business that must share
management oversight which has been delegated to existing senior staff members because the Department
lacked funding to adequately fill a Deputy Fire Chief staff position. Using Measure A funds, the Fire
Department will fill the vacated Deputy Fire Chief position.
This Deputy Chief will oversee two of the five Lines of Business within the Fire Department; the Administration
Line of Business and Support Service Line of Business. The tables below illustrate the five programs contained
within the Administration Line of Business and the Support Services Line of Business.
Chula Vista Fire Department
Recommendations to Amended Measure A Spending Plan
3
ADMINISTRATION LINE OF BUSINESS
Programs 1. Fiscal Management 2. Human Resources 3. Documentation 4. Information 5. Stats/Data
Mgmt. Analysis
Services
Budget Development
Budget Management
Grant Management
Procurement
Coordination
Payroll
Accounts Payable
Financial Reporting
Financial Audits
Fee/Cost Recovery Mgmt.
Contracts & Agreements
Staffing
Professional Standards
Volunteer Services
Empl. Support Srvcs.
Special Events
Organization
Maintenance
Standardization
Distribution
Reports
Social Media
Website
Media Release
Public Records
Req.
Historical
Archive
Surveys
Data Management
Data Collection
Data Reports
Data Analysis
SUPPORT SERVICES LINE OF BUSINESS
Programs 1. Information Technology 2. Asset
Management
3. Fire
Communications 4. Supplies & Equipment
Services
Communication and Community
Application Support
Information Technology R&D
Geographic Information
Systems
Fleet
Facilities
Dispatch
Electronic Technology
Supply & Equip. Management
Within each line of business are a number of services. For example, the Human Resources Program consists of
the following services: Staffing, Professional Standards, Volunteer Services, Employee Support Services, and
Special Events. Furthermore, each service is further broken down into a manageable series of task s.
Due to inadequate staffing, these workloads are either added to other Senior Staff member’s current
workloads or are overlooked and ignored. Filling the Deputy Fire Chief position will allow for proper oversight
of Administration and Support Services line of business.
Chula Vista Fire Department
Recommendations to Amended Measure A Spending Plan
4
DEPUTY FIRE CHIEF – EMERGENCY MEDICAL SERVICES (EMS)
The February 2018, Intended Public Safety Expenditure Plan identifies the addition of a Deputy Fire Chief in
fiscal year 2025. It is the intention of the Fire Department to request the addition of this position in fiscal year
2019. The Chula Vista Fire Department has re cently renewed a three year contract for ambulance transport
services with American Medical Response (AMR). This new agreement is a continuation of an ongoing
contracted service with AMR for the past 40 years. The Fire Department is seeking ways to improve
ambulance transport services, and ambulance response times, as well as reducing base rate costs to residents
who use ambulance transport services. As such, the City will administer a Request for Proposal (RFP) seeking
qualified transport providers to undergo a competitive selec tion process. This process will require an extensive
amount of work and it will be necessary to hire the Deputy Fire Chief in FY19 to manage the RFP process. In
addition, the Fire Department will require the completion of an analysis to determine whether i t will be
advisable and beneficial for the Fire Department to bid on the transport contract. The analysis will be
conducted and written by the Deputy Fire Chief requiring much detailed work, further supporting the need to
create the position earlier than anticipated.
Measure A funding of the Deputy Fire Chief position will only be necessary for the duration of time necessary
to complete the RFP process which is estimated at two years. The ongoing cost for the Deputy Fire Chief may
be programmed into the awarded transport contract resulting from the RFP process. We anticipate that after
approximately two years, the funding for this position will move from a Measure A expense to a Fire
Department EMS expense. The updated Measure A spending plan reflects this funding assumption.
IMPLEMENTATION OF STRATEGIC, QUICK-UNIT APPARATUS (SQUAD)
Fire Department response thresholds require the arrival of the first unit on scene to a fire or medical
emergency within seven minutes 90% of the time. To achieve these response times, the Fire Department has
included in the modification to the Plan, the deployment of the SQUAD.
Fire Department on scene arrival is a function of three considerations; distribution, concentration, and
resource availability/reliability. Distribution is the geography of emergency resources and the travel time to
emergencies to initiate stabilization of the emergency. Concentration is the ability to assemble multiple units
at one emergency within the adopted time to transition from stabilization o f the emergency to mitigation of
the emergency. Resource Availability/Reliability is the degree to which the resources are ready and available
to respond.
In Chula Vista, distribution of resources has proven to be an issue affecting the Fire Department’s ability to
arrive on scene within seven minutes 90% of the time. The primary performance measure that drives the
distribution/location for fire stations is travel time. As mentioned earlier, d istribution is the geography or
placement of emergency response resources and their travel time to emergencies to initiate stabilization at
the scene. Adequate distribution will allow for acceptable response time travel.
Chula Vista Fire Department
Recommendations to Amended Measure A Spending Plan
5
Distribution of resources creates challenges on the east side of the City. Station locations are spread out
further from one another and do not provide overlap of coverage that is seen on the west side of the City. In
addition, the street network in the east does not provide an even spaced grid of street networks as it does in
the west. An improvement to the distribution of resources is necessary to meet the 90% response time
standard.
The probability of any given unit’s availability (or unavailability) is one indicator of the Fire Department’s
response reliability. Response reliability is defined as the probability that the required number of competently
prepared staff and properly equipped apparatus will be available when a fire or emergency call is received. As
the number of emergency calls per day increases, the probability that a needed piece of apparatus will be
busy when a call is received also increases. Consequently, if the right amount of redundancy is not built into
the system to ensure timely and adequate response to emergency calls can be maintained, the Department’s
response reliability decreases. To measure response reliability, all types of calls for service must be
considered. Today, EMS calls have an impact on the availability of Fire Department resources and are
considered in the overall evaluation of Department reliability. Response reliability can be determined from
historical run data and is typically expressed as a per company statistic as well as an agency-wide statistic.
Over the last five years, Department run data shows a 31% increase in call volume.
In order to achieve the response threshold, it is necessary to identify opportunities to create a greater degree
of overlap of the response districts within the distribution network in the east which will also improve
reliability/availability. One way to achieve this is to build more fire stations and staff them with resources.
Another way, which is what the Fire Department proposes, is to add less expensive SQUADs to the distribution
of resources. The SQUADs will serve areas of the City with high call volume, or areas that are vacated due to
another unit going out of district for fuel, mechanical repairs, or training. The SQUADs will also supplement
areas of the City known to have poor response times as indicated by data already collected by the Fire
Department.
SQUADs will provide additional units to the response network thereby bolstering the distribution of resources.
Providing better distribution through implementation of SQUADs allows for the improvement of
availability/reliability discussed earlier. With increased distribution of response units and the improvement to
units being available to respond, response times will trend downwards towards the goal of seven minutes 90%
of the time. The Fire Departments goal is to place into service one SQUAD early in 2019.
IMPLEMENTATION OF 4.0 STAFFING
As discussed earlier in this report, reliability and availability are two key factors that affect operational
performance. The July 2017, transition to 4.0 staffing on E51 was the first step towards increased staffing of
engine companies in the Fire Department. Since implementing 4.0 staffing, Engine 51 has improved sys tem
reliability by increasing its availability to receive calls by more than nearly 107 hours. As a result of
improvements to Engine 51’s reliability and availability, it accepts emergency calls more often, thereby
reducing response times that otherwise would have required another unit to respond.
Chula Vista Fire Department
Recommendations to Amended Measure A Spending Plan
6
The Fire Department implemented additional 4.0 staffing in May 2018, with funding shared by the city’s
general fund and a Federally funded SAFER grant. Consistent with the February 2018, Council adopted
Intended Public Safety Expenditure Plan, the Fire Department seeks to transfer funding of 4.0 staffing to
Measure A revenue. Measure A will fund the continuation of 4.0 staffing in areas believed to be critical in
terms of call volume loads and maximum impact and benefit to the network of resources. These resources
are: Engine 51 located at 447 F. Street, Engine 52 located at 80 East J. Street, Engine 55 currently located at
391 Oxford Street, Engine 57 located at 1640 Santa Venetia.
PUBLIC EDUCATION AND MEDIA SERVICES – FIRE CAPTAIN
Community Risk Reduction Education is a focused approach for engaging the community based upon hazard
and risk data. Data reflects that Community Risk Reduction and Public Education is necessary in Chula Vista.
Currently there are no available education programs that target single- and multi-family residences,
businesses, mobile home parks, the elderly and elementary school age children. During presentations to the
Public Safety Advisory Committee, the committee recommended staffing for improved Public Education. To
accomplish this, the Fire Department will create a proactive public education program. Currently, public
outreach is implemented via the Fire Department website, a monthly City newsletter, and a minimal number
of community appearances. In addition, the Department hosts two open house events each year.
Prior to the Measure A ballot vote, the Fire Department was requested to engage with numerous community
groups and organizations to provide background information on the department, services, and its ability to
achieve response thresholds as well as answer questions regarding funding for public safety. It became clear
that in addition to filling the void for public sa fety education, it is necessary to improve and create the systems
necessary for educating the community by using a comprehensive website, social media campaign, community
meetings and forums, and recruiting efforts. Added to the proposed responsibilities for this positon are media
service requests from television, radio, and print media. The Fire Department is best served by filling this
position with a Fire Captain who possesses the overall experience and background to better provide
information and facilitate media requests.
Target Category: Target Quantity:
Single- and Multi-family Dwelling Units 80,000
60-Year-Old Plus Population 45,000
Children Population 37,000
Public Elementary Schools Students 25,000
Mobile Home Parks 80
FIREFIGHTER RECRUITMENT
The Fire Department will soon embark on a significant hiring and recruiting effort. Currently, there are no
identified funds to provide job information, recruitment, and outreach efforts to minority groups within Chula
Chula Vista Fire Department
Recommendations to Amended Measure A Spending Plan
7
Vista and surrounding areas. The Fire Department is requesting that Measure A funds are allocated to address
and assist in the massive outreach and recruitment effort to hire qualified firefighters that represent the
population they serve. There is no staff position associated with this request.
RECOMMENDATION TO THE MEASURE A COMMUNITY ADVISORY COMMITTEE
The Fire Department seeks COC support for the first-year allocations as outlined in the plan (FY2018-19). Those
allocations include budget amendments as follows:
The addition of 2 Deputy Fire Chiefs;
The addition of 1 SQUAD (2 Fire Captains, 2 Firefighter/Paramedics);
The addition of 4.0 Staffing (Engine 51, 52, 55, and 57);
The addition of 1 Public Education and Media Services Captain;
The addition of Terrorism/Active Shooter response capability (TEMS & RTF); and
The addition of Firefighter Recruitment resources.
Allocation recommendations for future years will be re-evaluated, balanced against changes in revenue or
expenditure projections, and evaluated along with changing public safety trends and community needs. Staff
will be bringing these recommendations to City Council for consideration in December 2018 requesting Fiscal
Year 2018/2019 budget amendments.
Intended Public Safety Spending Plan (Estimated Costs-with recommended changes)Updated October 25, 2018
Est. One-half cent Sales Tax Revenues
Phase I - Critical Needs
Police Department Spending Plan
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total
2018-19 2019-20 2020-21 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Estimate
(3 Qtrs Only) (10 year outlook)
Beginning Police Department Funds Available -$ 5,210,201$ 10,118,901$ 12,176,561$ 12,221,659$ 12,064,886$ 11,733,853$ 11,192,943$ 10,486,576$ 9,495,643$ 8,199,564$
Estimated 1/2 cent Sales Tax Revenues 6,715,000$ 9,133,000$ 9,224,330$ 9,316,573$ 9,409,739$ 9,503,836$ 9,598,875$ 9,694,864$ 9,791,812$ 9,889,730$ 9,988,628$ 102,266,387$
Estimated Funds Available - Police Department 6,715,000$ 14,343,201$ 19,343,231$ 21,493,134$ 21,631,398$ 21,568,722$ 21,332,728$ 20,887,807$ 20,278,388$ 19,385,373$ 18,188,192$ 102,266,387$
Proposed Expenditures
Peace Officers 384,013$ 1,415,056$ 2,547,876$ 3,764,628$ 4,144,314$ 4,280,255$ 4,422,873$ 4,592,023$ 4,770,820$ 4,959,987$ 5,160,311$ 40,442,156$
Police Agents 97,981 618,788 1,299,527 1,806,741 1,878,015 1,939,157 2,003,284 2,079,377 2,159,788 2,244,841 2,334,885 18,462,384
Police Sergeants - 463,977 973,463 1,267,429 1,315,876 1,356,879 1,399,809 1,451,078 1,505,191 1,562,355 1,622,797 12,918,854
Sworn - non-personnel costs 89,360 131,535 192,787 157,764 19,890 - - - - - - 591,335
Civilian Background Investigator 52,355 109,458 113,808 117,811 121,719 125,182 129,023 133,571 138,368 143,434 148,787 1,333,516
Community Services Officer - - 97,756 202,505 209,377 215,551 222,388 230,440 238,954 247,964 257,508 1,922,443
Detention Facility Manager - - - - - - - - - - - -
Police Comm Systems Manager - - - 186,543 192,412 197,439 203,029 209,745 216,788 224,180 231,946 1,662,084
Police Dispatcher 122,759 640,602 931,142 962,605 993,240 1,020,259 1,050,169 1,085,584 1,122,858 1,162,124 1,203,525 10,294,866
Sr Police Technology Specialist 81,518 170,401 177,041 183,035 188,804 193,751 199,252 205,857 212,786 220,059 227,701 2,060,207
Civilian Non-Personnel Costs 15,000 16,995 17,357 8,044 - - - - - - - 57,396
Computers and other equipment 100,000 150,000 250,000 100,000 100,000 100,000 100,000 - - - - 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 Facility 200,000 - - - - - - - - - - 200,000
Reimbursement for Support Staff (IT, Fin, HR, City Attorney)251,813 342,488 345,912 349,371 352,865 356,394 359,958 363,557 367,193 370,865 374,574 3,834,990
Total Police Department Proposed Expenditures 1,504,799$ 4,224,300$ 7,166,670$ 9,271,476$ 9,566,512$ 9,834,869$ 10,139,785$ 10,401,231$ 10,782,745$ 11,185,809$ 11,612,035$ 95,690,230$
Ending Police Department Available Funds 5,210,201$ 10,118,901$ 12,176,561$ 12,221,659$ 12,064,886$ 11,733,853$ 11,192,943$ 10,486,576$ 9,495,643$ 8,199,564$ 6,576,157$ 6,576,157$
Fire Department Spending Plan
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total
2018-19 2019-20 2020-21 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Estimate
(3 Qtrs Only) (10 year outlook)
Beginning Fire Department Funds Available -$ 2,374,671$ 4,151,345$ 6,687,602$ 9,119,557$ 9,442,356$ 9,491,611$ 8,122,603$ 6,547,825$ 4,741,511$ 2,691,881$
Estimated 1/2 cent Sales Tax Revenues 6,715,000$ 9,133,000$ 9,224,330$ 9,316,573$ 9,409,739$ 9,503,836$ 9,598,875$ 9,694,864$ 9,791,812$ 9,889,730$ 9,988,628$ 102,266,387$
Estimated Funds Available for Fire Department 6,715,000$ 11,507,671$ 13,375,675$ 16,004,175$ 18,529,296$ 18,946,192$ 19,090,486$ 17,817,467$ 16,339,638$ 14,631,241$ 12,680,509$ 102,266,387$
Proposed Expenditures
Deputy Chief*263,866$ 554,327$ 290,293$ 301,620$ 312,187$ 320,607$ 329,264$ 339,778$ 350,704$ 362,060$ 373,865$ 3,798,572$
Fire Captain 354,371 1,398,256 1,456,941 1,509,085 1,558,659 2,261,117 3,000,073 3,091,731 3,186,941 3,285,865 3,387,027 24,490,066
Firefighter 1,722,031 2,996,391 3,122,383 3,235,520 3,343,872 4,124,241 4,239,459 4,373,307 4,512,548 4,657,435 4,808,237 41,135,422
Firefighter/Paramedic 199,200 983,392 1,024,168 1,060,619 1,095,414 1,687,564 2,311,177 2,382,383 2,456,380 2,533,298 2,613,273 18,346,870
Public Education Specialist - - - - - - - - - - - -
Academy Costs - 630,885 - - 833,694 - - - - - - 1,464,579
PPE Maintenance 118,240 135,162 122,240 100,332 102,190 149,226 169,356 157,528 160,244 162,960 165,676 1,543,154
Computers and other equipment/furniture 14,168 21,575 30,788 31,369 31,950 33,236 34,240 34,841 35,441 36,042 36,643 340,291
Fire Vehicles, Outfitting, Maint., Fuel, etc.1,416,640 293,850 295,349 296,702 1,456,111 522,196 524,356 526,516 528,676 530,836 532,996 6,924,225
Temporary Public Safety Training Facility - - - - - - - - - - - -
Reimbursement for Support Staff (IT, Fin, HR, City Attorney)251,813 342,488 345,912 349,371 352,865 356,394 359,958 363,557 367,193 370,865 374,574 3,834,990
Total Fire Department Proposed Expenditures 4,340,329$ 7,356,326$ 6,688,073$ 6,884,618$ 9,086,941$ 9,454,581$ 10,967,882$ 11,269,642$ 11,598,127$ 11,939,360$ 12,292,290$ 101,878,169$
Ending Fire Department Available Funds 2,374,671$ 4,151,345$ 6,687,602$ 9,119,557$ 9,442,356$ 9,491,611$ 8,122,603$ 6,547,825$ 4,741,511$ 2,691,881$ 388,218$ 388,218$
Combined Police and Fire
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total
2018-19 2019-20 2020-21 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Estimate
(3 Qtrs Only)
Beginning Available Funds -$ 7,584,872$ 14,270,246$ 18,864,163$ 21,341,216$ 21,507,241$ 21,225,464$ 19,315,547$ 17,034,401$ 14,237,154$ 10,891,445$
Total Combined Revenues 13,430,000 18,266,000$ 18,448,660$ 18,633,147$ 18,819,478$ 19,007,673$ 19,197,750$ 19,389,727$ 19,583,624$ 19,779,461$ 19,977,255$ 204,532,774
Total Combined Expenditures 5,845,128$ 11,580,626$ 13,854,743$ 16,156,093$ 18,653,453$ 19,289,450$ 21,107,667$ 21,670,873$ 22,380,872$ 23,125,169$ 23,904,325$ 197,568,399
Ending Available Funds 7,584,872$ 14,270,246$ 18,864,163$ 21,341,216$ 21,507,241$ 21,225,464$ 19,315,547$ 17,034,401$ 14,237,154$ 10,891,445$ 6,964,375$ 6,964,375$
* 1.0 Deputy Chief Position added in Fiscal Year 2019 will be funded by another funding source in FY 2021, and will result in a decrease of 1.0 FTE.
Notes:
FTE - Full Time Equivalent Position Reimbursement 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 Fire Station not paid by new development.
Actual expenditures per year will vary based on actual activity and revenues.Sales Tax Revenue projections include a 1% escalator per year starting in Fiscal year 2021.
Phase I - Critical Needs Funding
Phase I - Critical Needs Funding
Total Phase I - Critical Needs Funding
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