HomeMy WebLinkAbout2019-11-21 Mes A Agenda Packet CITY OF
CHULAVISTA
City of Boards & Commissions
Measure A Citizen's Oversiizht Committee
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SPECIAL MEETING OF THE MEASURE A CITIZEN'S OVERSIGHT COMMITTEE
OF THE CITY OF CHULA VISTA
November 21, 2019 Chula Vista Police Department
6:00 p.m. 3154 1h Avenue, Community Room
Chula Vista, CA 91910
CALL TO ORDER
ROLL CALL: Committee Members Alatorre, Anaya, Escobedo, Ficcaci, Guillen, Hobson,
Roberts, Rubio, Stucky, Tessitore, Volland, and Chair Martinez
CONSENT CALENDAR
The Board/Commission will enact the Consent Calendar staff recommendations by one
motion, without discussion, unless a 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. APPROVAL OF MINUTES of July 11, 2019
Staff recommendation: Approve the meeting minutes.
PUBLIC COMMENTS
Persons speaking during Public Comments may address the Board/Commission on any
subject matter within the Board/Commission's jurisdiction that is not listed as an item on the
agenda. State law generally prohibits the Board/Commission from discussing or taking
action on any issue not included on the agenda, but, if appropriate, the Board/Commission
may schedule the topic for fiaure discussion or refer the matter to staff. Comments are
limited to three minutes.
ACTION ITEMS
The Item(s) listed in this section of the agenda will be considered individually by the
Board/Commission and are expected to elicit discussion and deliberation. If you wish to
speak on any item, please fill out a "Request to Speak"form and submit it to the Secretary
prior to the meeting.
2. CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC
SAFETY EXPENDITURE PLAN TO MOVE UP THE FUNDING OF ONE
COMMUNICATIONS CENTER MANAGER AND TWO POLICE DISPATCHERS
FROM FISCAL YEAR 2020/2021 TO FISCAL YEAR 2019/2020, RE-CLASSIFY ONE
POLICE AGENT TO ONE POLICE SERGEANT AND AMEND THE REVENUE
AND EXPENDITURE BUDGET IN FISCAL YEAR 2019/2020
Recommended Action: Consider the proposed amendments, provide comments and
recommend City Council approval.
3. A. CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A
PUBLIC SAFETY EXPENDITURE PLAN TO ADD THREE FIREFIGHTERS
FOR THE MILLENIA FIRE STATION, ACCEPT REIMBURSEMENTS FROM
THE FEMA SAFER GRANT, AND AMEND THE REVENUE AND
EXPENDITURE BUDGET IN FISCAL YEAR 2019/2020
B. CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A
PUBLIC SAFETY EXPENDITURE PLAN FOR THE RESTRUCTURING OF
THE SQUAD STAFFING MODEL TO ALLOW FOR THE EXPANSION OF 4.0
STAFFING AND AMEND THE REVENUE AND EXPENDITURE BUDGET IN
FISCAL YEAR 2019/2020
Recommended Action: Consider the proposed amendments, provide comments and
recommend City Council approval.
STAFF PRESENTATIONS
The items in this section of the agenda will consist of presentation of 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.
4. PRESENTATION OF THE CITY OF CHULA VISTA PUBLIC SAFETY STAFFING
REPORT AND FINANCIAL STATUS OVERVIEW (Chief Geering, Captain Sallee,
and David Bilby)
5. CITY ATTORNEY UPDATE ON FUNDING NEEDS AND OPTIONS FOR THE
PARALEGAL AND INVESTIGATOR POSITIONS NEEDED TO STAFF THE CITY
PROSECUTOR/NEIGHBORHOOD PROTECTION UNIT (City Attorney Googins)
OTHER BUSINESS
6. STAFF COMMENTS
7. CHAIR'S COMMENTS
Page 2 1 Measure A Citizens' Oversight Agenda November 21, 2019
i
8. COMMISSIONERS'/BOARD MEMBERS' COMMENTS
ADJOURNMENT to the regular meeting on December 12, 2019 at 6:00 p.m. in the
Community Room at 315 4th Avenue Chula Vista, California.
Materials provided to the related to any open-session item on this agenda are available for
public review in the Chula Vista Police Department at 315 Fourth Avenfie, 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 Human Resources
Department 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.
Page 3 1 Measure A Citizens' Oversight Agenda November 21, 2019
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City of Chula Vista Boards : Commissions
Measure A Citizen's OversiLyht Committee - STAFF REPORT
November 21,2019 Chula Vista Police Department
6:00 p.m. 315 4th Avenue, Community Room
Chula Vista, CA 91910
TITLE
CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC
SAFETY EXPENDITURE PLAN TO MOVE UP THE FUNDING OF ONE
COMMUNICATIONS CENTER MANAGER AND TWO POLICE DISPATCHERS FROM
FISCAL YEAR 2020/2021 TO FISCAL YEAR 2019/2020, RE-CLASSIFY ONE POLICE
AGENT TO ONE POLICE SERGEANT AND AMEND THE REVENUE AND EXPENDITURE
BUDGET IN FISCAL YEAR 2019/2020
BACKGROUND
On June 18, 2019, the City Council accepted the recommendations of the Measure A Citizens'
Oversight Committee by approving the Amended Public Safety Expenditure Plan(PSEP).
During its last scheduled meeting on July 11,2019,the Measure A Citizens' Oversight Committee
voted to support amendments to the PSEP to add two Digital Forensic Technicians in fiscal year
2019/2020.
The chart below outlines the current Measure A staffing plan for the Police Department,as adopted
by City Council on June 18, 2019 and supported by the Measure A Citizens' Oversight Committee
on July 11, 2019.
Figure 1.Police Department Public Safety Expenditure Plan as of 7/11/2019
Position FY19 FY20 FY21 FY22 FY23 Total
POLICE SERGEANT 2.0 2.0 1.0 5.0
POLICE AGENT 1.0 2.0 3.0 2.0 8.0
PEACE OFFICER 4.0 3.0 5.0 5.0 1.0 18.0
SWORN FTE TOTAL 5.0 7.0 10.0 8.0 1.0 31.0
CIVILIAN BACKGROUND INVESTIGATOR 1.0 1.0
COMMUNITY SERVICE OFFICER 2.0 2.0
DIGITAL FORENSICS TECHNICIAN II 2.0 2.0
COMMUNICATIONS CENTER MANAGER 1.0 1.0
POLICE DISPATCHER 2.0 3.0 2.0 7.0
SR. POLICE TECHNOLOGY SPECIALIST 1.0 1.0
CIVILIAN FTE TOTAL 4.07.0 3.0 0.0 0.0 14.0
POLICE DEPARTMENT TOTAL4.0
SUMMARY
The Police Department is proposing to amend the Measure A Public Safety Expenditure Plan to
move the hire date of one Communications Center Manager and two Police Dispatchers from fiscal
year 2020/2021 to fiscal year 2019/2020. This request will allow the Police Department to hire
these three positions in January 2020, which is six months earlier than the scheduled July 2020
hire date.
Additionally, the Police Department is proposing to re-classify one Police Agent to a Police
Sergeant to address span of control concerns in the School Resource Officer (SRO) unit.
DISCUSSION
With the successful passage of the Measure A Sales Tax, staff is moving forward with
implementation of the Public Safety Expenditure Plan(PSEP). At this time,the Police Department
is requesting to approve minor modifications to the PSEP.
Recognizing that the demands of our community and the needs of the organization continue to
evolve, the Police Department is proposing to hire the remaining civilian positions in the PSEP
during the current fiscal year, instead of next fiscal as currently scheduled. One Communications
Center Manager and two Police Dispatchers are scheduled to hire in fiscal year 2020/2021. The
Police Department is requesting to hire these three civilian positions in January 2020. Moving up
the hire date by six months will allow the Police Department to meet service needs in the recently-
expanded dispatch center. Additionally, hiring a Communications Center Manager will free up
tasks assigned a Lieutenant and allow the Department to move forward with a reorganization of
staff increasing managerial oversight to traffic safety and special events, both of which remain
high priorities for the community and the Department.
In anticipation of hiring more School Resource Officers (SROs) funded by Measure A, the Police
Department is also requesting to re-classify one Police Agent to a Police Sergeant to address span
of control supervision in the SRO unit. The SRO unit is currently comprised of one Sergeant, one
Agent and 8 Officers. Four more officers will be added to the SRO unit in fiscal year 2020/2021.
With the additional officers,an additional Sergeant is needed. If the re-classification of one Agent
to a Sergeant is approved,then each SRO sergeant will supervise 6 officers.
The chart below outlines the Police Department's proposed changes to the PSEP.
Figure 2.Proposed Police Department Public Safety Expenditure Plan
Position FY19 FY20 FY21 FY22 FY23 Total
POLICE SERGEANT 2.0 2.0 1.0 5.0
POLICE AGENT 1.0 2.0 3.0 2.0 8.0
PEACE OFFICER 4.0 3.0 5.0 5.0 1.0 18.0
SWORN FTE TOTAL 5.0 7.0 10.0 1 8.0 1.0 31.0
CIVILIAN BACKGROUND INVESTIGATOR 1.0 1.0
COMMUNITY SERVICE OFFICER 2.0 2.0
DIGITAL FORENSICS TECHNICIAN II 2.0 2.0
Page 2 1 N'leasure A Citizens' Oversight Staff Report November 21, 2019
COMMUNICATIONS CENTER MANAGER 1.0 1.0
POLICE DISPATCHER 2.0 5.0 7.0
SR. POLICE TECHNOLOGY SPECIALIST 1.0 1.0
CIVILIAN FTE TOTAL 4.0 10.0 0.0 0.0 0.0 14.0
POLICE DEPARTMENT TOTAL0.0
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. PSEP
recommendations for future years will continue to be reevaluated, balanced against changes in
revenue or expenditure projections, and considered along with changing public safety trends and
community needs. As a result, this Public Safety Expenditure Plan is intended to be a "living
document". Future recommendations may change.
CURRENT YEAR FISCAL IMPACT
Moving up the funding of one Communications Center Manager and two Police Dispatchers from
fiscal year 2020/2021 to fiscal year 2019/2020,along with the re-classification of one Police Agent
to a Police Sergeant will amend the revenue and expenditure budget in fiscal year 2019/2020.
The Measure A Sales Tax revenue estimates for FY 2020 has increased from the original budget
of$18,166,000 to $19,000,000. The result of these revised projections is an additional $367,000
allocation to both the Fire and Police Department Measure A Sales Tax allocation.
The following chart outlines the changes to the Police Department's revenue and expenditure
budget in FY 2020.
Page 3 1 Measure A Citizens' Oversight Staff Report November 21, 2019
Intended Public Safety Spending Plan (Estimated Costs-with recommended changes)
Est. One-half cent Sales Tax Revenues
Phase I - Critical Needs Updated November 11, 2019
Fiscal Year 2020
Fiscal Year 2020 (Nov 2019 Update) Change
Police Department Spending Plan Phase I-Critical Needs Funding
Estimated 1/2 cent Sales Tax Revenues $ 9,133,000 $ 9,500,000 $ 367,000
Estimated Funds Available-Police Department $ 9,133,000 $ 9,500,000 $ 367,000
Proposed Expenditures
Peace Officers $ 1,412,789 $ 1,412,789 $ -
Police Agents 619,457 516,214 (103,243)
Police Sergeants 466,789 583,486 116,697
Sworn-non-personnel costs 131,535 131,535 -
Civilian Background Investigator 106,712 106,712
Community Services Officer 181,328 181,328
Digital Forensics Technician II 257,405 257,405 -
Police Comm Systems Manager - 86,666 86,666
Police Dispatcher 629,117 754,940 125,823
Sr Police Technology Specialist 169,931 169,931 -
Civilian Non-Personnel Costs 32,159 38,854 6,695
Computers and other equipment 150,000 150,000 -
Police Vehicles,Outfitting, Maint., Fuel,etc. 165,000 165,000
Temporary Public Safety Training Facility - - -
Reimbursement for Support Staff(IT,Fin,HR,City
Attorney) 342,488 356,250 13,762
Total Police Department Proposed Expenditures $ 4,664,709 $ 4,911,109
$ 246,400
Ending Police Department Available Funds $ 4,468,292 $ 4,588,891
$ 120,600
Page 4 1 Measure A Citizens' Oversight Staff Report November 21, 2019
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City of Chula Vista Boards Commissions
Measure A Citizen's Oversiuht Committee - STAFF REPORT
November 21, 2019 Chula Vista Police Department
6:00 p.m. 315 4t'Avenue, Community Room
Chula Vista, CA 91910
TITLE
A. CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC
SAFETY EXPENDITURE PLAN TO ADD THREE FIREFIGHTERS FOR THE
MILLENIA FIRE STATION, ACCEPT REIMBURSEMENTS FROM THE FEMA
SAFER GRANT, AND AMEND THE REVENUE AND EXPENDITURE BUDGET IN
FISCAL YEAR 2019/2020
B. CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC
SAFETY EXPENDITURE PLAN FOR THE RESRUCTURING OF THE SQUAD
STAFFING MODEL TO ALLOW FOR THE EXPANSION OF 4.0 STAFFING AND
AMEND THE REVENUE AND EXPENDITURE BUDGET IN FISCAL YEAR
2019/2020
DISCUSSION
The Public Safety Expenditure Plan (PSEP) is designed in part to use Measure A half-cent sales
tax revenues to fund the most critical Fire Department recommendations for staffing such as 4.0
staffing.Non-Measure A eligible staffing needs such as core staffing requirements for fire stations
in new developments (Millenia and Bayfront) would be included as part of future general fund
budget expenditures. This would include non 4.0 related staffing.
In order to be considered a critical need, recommendations must: produce immediate threshold
improvements to concentration and reliability of resources on the west side of the city, and/or
produce immediate threshold improvements to distribution of resources in the east, or be a
requirement to support critical need improvements. Those critical needs are shown in the amended
Measure A Proposed Expenditure Plan below.
In March of 2019, the Fire Department applied for a FEMA SAFER Grant, and as a result, 3.0
Firefighters in the Measure A Spending Plan were removed pending the outcome of the potential
grant award. In September 2019, FEMA announced to the city acceptance of the grant proposal,
and funding of the grant award. The funding of the grant will offset a percentage of the costs for
these positions over the next three years. Staff is bringing forward a mid-year adjustment and
spending plan amendment to move 3.0 Firefighter positions from FY2021 to FY2020 for the new
Millenia Fire Station.
i
The responsibility of the Fire Department is to review response performance data and the
appropriate application of Measure A sales tax revenues that will ensure the best return on
investment in terms of staffing improvements for improved deployment of Fire Department
resources.
The Fire Department with support of the Finance Department has studied its current staffing model
for SQUADS. It has been determined that a positive return on investment will be attained through
adjustment of SQUAD staffing practices with a transition from frill time equivalent staffing to an
overtime-based staffing model. The anticipated savings from the new SQUAD service delivery
model, and increase to the Measure A Sales Tax revenue projection, will allow the hiring of 9.0
additional Firefighters. This staffing change will result in three of the four current Fire engines
without 4.0 staffing to be staffed at 4.0 staffing levels upon the completion of the Fire Academy.
Table 1 -FY2020 Approved Public Safety Expenditure Plan- Staffing Schedule
FTE BALANCE: FY19 FY20 FY21 FY24 FY25 Total
DEPUTY FIRE CHIEF (ADMINISTRATION & EMS) 2.00 - -1.00 - - 1.00
FIRE CAPTAIN (SQUADS) 2.00 2.00 - 2.00 2.00 8.00
FIREFIGHTER/PARAMEDIC (SQUADS) 2.00 1 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 1.00 1.00
TOTAL FIRE PERSONNEL 19.00 4.00 2.00 7.00 4.00 36.00
ORIGINAL PSEP TOTAL FIRE PERSONNEL 12.00 13.00 11.00 - - 36.00
Page 2 1 Measure A Citizens' Oversight Staff Report November 21, 2019
The new staffing model will allow the department to maintain SQUAD deployment and allow for
the expansion of 4.0 staffing beginning in January 2020 on Engine 56, and starting in June 2020
expanded to both Engine 54 and 58. The following proposed staffing schedule illustrates the
expansion of 4.0 staffing (hiring of 9.0 Firefighters for the expansion of 4.0 Staffing on three
existing engines, and 3.0 Firefighters for the new Millenia Fire Station):
Table 2-FY2020 Proposed Public Safety Expenditure Plan- Staffing Schedule
FTE BALANCE: FY19 FY20 FY21 FY24 FY25 Total
DEPUTY FIRE CHIEF (ADMINISTRATION &EMS) 2.00 - -1.00 - - 1.00
FIRE CAPTAIN (SQUADS)* 2-90 2-.00 - 200 200 0.00
FIREFIGHTER/PARAMEDIC (SQUADS)* 24)0 2-4. 0 - -.N 2-A0 0.00
FIREFIGHTER EMT (4.0 STAFFING) 12.00 12.00 3.00 27.00
PUBLIC EDUCATION & MEDIA SERVICES 1.00 1.00
TOTAL FIRE PERSONNEL 15.00 12.00 -1.00 3.00 0.00 29.00
ORIGINAL PSEP TOTAL FIRE PERSONNEL 12.00 13.00 11.00 - - 36.00
* Positions will be filled with equivalent positions utilizing overtime.
CURRENT YEAR FISCAL IMPACT
The Fire Department will start a new Fire Academy in January 2020, which will last until the end
of May 2020. The Fire Academy budgeted expenses are reflected in the Academy Costs
expenditure line item. This includes the labor costs of the Fire Recruits and all related costs. Upon
successful completion and graduation from the Fire Academy all Fire Recruits will become
Firefighters by June 2020. The labor expense for the 12.0 new Firefighters will be incurred in the
Fire Suppression Division upon graduation.
The Measure A Sales Tax revenue estimates for FY 2020 has increased from the original budget
of$18,166,000 to $19,000,000. The result of this revised projections is an additional $367,000
allocation to both the Fire and Police Department Measure A Sales Tax allocation. Staff also will
amend the revenue budget to recognize the FEMA SAFER Grant reimbursement in the Measure
A Fund for approximately$87,000 in revenues,which will result in an overall increase of revenues
of approximately $454,000.
The chart below outlines the changes to the Fire Department's revenue and expenditure budget in
FY 2020.
Page 3 1 Measure A Citizens' Oversight Staff Report NoN�ember 21, 2019
Intended Public Safety Spending Plan (Estimated Costs-with recommended changes)
Est.One-half cent Sales Tax Revenues
Phase I-Critical Needs Updated November 11, 2019
Fiscal Year 2020
Fiscal Year 2020 (Nov 2019 Update) Change
Estimated 1/2 cent Sales Tax Revenues $ 9,133,000 $ 9,500,000 $ 367,000
FEMA SAFER Grant Reimbursement - 87,216 87,216
Estimated Funds Available for Fire Department
Spending Plan $ 9,133,000 $ 9,587,216 $ 454,216
Proposed Expenditures
Deputy Chief* $ 542,466 $ 542,466 $ -
Fire Captain 1,365,133 894,201 (470,932)
Firefighter** 2,411,334 2,729,396 318,062
Firefighter/Paramedic 954,083 592,474 (361,609)
Academy Costs 630,885 753,609 122,724
PPE Maintenance 117,910 136,840 18,930
Computers and other equipment/furniture 21,294 21,575 281
Fire Vehicles,Outfitting,Maint.,Fuel,etc. 293,850 293,850 -
Reimbursement for Support Staff(IT,Fin,HR,City
Attorney) 342,488 356,250 13,762
.Total Fire Department Proposed Expenditures $ 6,679,443 $ 6,320,660 $ (358,783)
Ending Fire Department Available Funds $ 2,453,557 $ 3,266,556 $ 812,999
*1.0 Deputy Chief Position added in Fiscal Year 2019 will befunded by another funding source in FY 2021,and will result in a decrease
of 1.0 FTE.
**3.0 Firefighters in the Measure P Spending Plan added in FY2020 as a result of receiving the FEMA SAFER Grant for Millenia Fire
Station,and adding 9.0 Firefighters to expand 4.0 staffing at three Fire Stations.
Page 4 1 Measure A Citizens' Oversight Staff Report November 21, 2019
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CITY OF
CHULA VISTA
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Lang-
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StaffingPlan
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City of Chula Vista Public Safety Long-Term Staffing Plan
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
271,4111. 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 countryz.
Public Safety, which includes police and fire services, is a top priority for the City of Chula Vista. But like
many cities in the state and nation, the City of Chula Vista has been challenged to sufficiently fund public
safety services. In the fiscal year 2019-20 adopted budget,a total of$136 million is allocated to fund Public
Safety. This represents 72% of the total General Fund discretionary budget, including Measure A. It is also
important to note that each of the city departments work together to support each other,regardless of their
specific allocation of the General Fund. A variety of departments provide support for police and fire services.
As public safety staffing increases,additional resources will be necessary for other departments to continue
to support overall city services. The staff for that support are not included in the Public Safety staffing plan
at this time but will be included in future updates.
Recent Public Safety Staffing Studies
During the June 6, 2017 Council Meeting as the City Council was considering the proposed budget, they
directed the City Manager 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."
In order to provide for community input in the process, 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.
City staff reported back to the City Council on September 26,2017 with the Public Safety Staffing Study which
is available at www.chulavistaca.gov/12ublicsafety. 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
1 Population figures provided by California State Department of Finance.
2 WalletHub 2018(https://wallethub.com/edu/safest-cities-in-america/41926/
Page 2
• 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 Plan provided the foundation for developing the subsequent Public Safety Staffing
Strategies Report which is available at www.chLilavistaca.gov/publicsatM. The Public Safety Staffing
Strategies includes:
• 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
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.
The Public Safety Staffing Strategies report focused on the following:
• Police Department - Catch-up phase intended to improve emergency response times and a
number of other specific metrics through an increase in police staffing to 1.01 officers per 1,000
residents.
• Fire Department-Achieving three primary metrics through the implementation of 12 specific
recommendations.
The Public Safety Staffing Strategies report discussed the various funding options to be considered as funding
sources to increase public safety staffing. Of the various funding options discussed,the Public Safety Advisory
Committee supported an increase in the sales tax rate to fund increases in public safety. As a result of the
analysis,the City Council directed staff to provide Council with additional information that would allow the
Council to decide whether to include a half-cent sales tax measure on the ballot.
Measure A- 1/z cent sales tax
Based on Council direction,staff prepared the Intended Public Safety Expenditure Plan,which is available at
www.chulavistaca.gov/publicsafet The plan provided a detailed analysis of the projected revenues a 1/z cent
sales tax would generate. It also identified staffing recommendations for the Fire Department and Police
Departments based on projected revenues,which made progress towards achieving the goals set forth in the
Public Safety Staffing Study. The Expenditure plan also took in to account funding for public safety non-
sworn positions, equipment and training costs, and overhead costs for public safety and support
departments. On February 27, 2019, the City Council approved placing a 1/z cent sales tax for voter
consideration on the June 5, 2018 ballot. The Intended Public Safety Expenditure Plan provided the public
with the projected revenues and expenditures over a 10-year timeframe. The report identified two phases
of implementing a portion of public safety staffing requests. Phase I identified the public safety staffing and
related support staff and equipment that could be funded from the projected $17 million per year 1/z cent
sales tax revenues. Funding was not identified for Phase II staffing needs in public safety. These positions
Page 13
were to be considered in the Long-Term Financial Plan and future budget considerations.
On June 5, 2018,the voters of the City of Chula Vista approved a permanent 1/z cent sales tax measure which
was projected to generate $17 million annually over the next 10 years. After accounting for overhead
resources in support of the public safety mission, these funds were to be allocated 50/50 between the Fire
Department and the Police Department. The actual expenditures and revenues to date and amended Public
Safety Expenditure Plans are available at www.chulavistaca.gov/publicsafety.
The Long-Term Public Safety Staffing Plan provides an update on the implementation of Phase I staffing
funded by Measure A,an update and recommended strategies to implement Phase II of the Staffing Plan and
addresses potential future public safety staffing concerns as identified in the original Public Safety Study.
Phase II will be considered as the City continues to grow and new economic development projections became
a reality. The additional critical needs identified could also be considered as part of the annual budget process
as the City works through its fiscal challenges over the next few years.
POLICE DEPARTMENT
POLICE DEPARTMENT EXEXUTIVE SUMMARY
The Chula Vista Police Department(CVPD)is the second largest municipal police agency in the County of San
Diego, with an authorized staff of 249 sworn, 100 civilian positions and over 80 volunteers serving a
population of 271,411. Historically, CVPD has been a very lean and efficient organization which has been
committed to providing excellent service while using resources effectively.Just prior to the Great Recession,
CVPD had successfully kept pace with growth while carefully leveraging the public's investment in public
safety services.As the City's budget contracted year after year starting in 2007, CVPD's capacity fell past the
tipping point where it no longer had adequate personnel to maintain its historic service levels.The number
of sworn positions decreased from a high of 257 positions in 2007,to a low of 223 positions in 2013.At the
same time,the city population,and potential demand on police services,continued to grow.
The Police Department's number of authorized sworn positions has slowly increased since 2013 and was
accelerated as a result of Measure A funding. Since Measure A, the Police Department has added 12 sworn
and 11 civilian positions to date.It is projected to add 19 more sworn positions and 3 more civilian positions
by FY2023. Overall, it is projected that Measure A will increase the total number sworn positions by 31,
bringing the Police Department's total authorized sworn staffing to 268-higher than the pre-recession level
of 257 positions. This certainly will provide much needed support to achieving the multiple goals outlined
in previous reports. However, considering concurrent increases in the city's population, CVPD per-capita
staffing is projected to remain short of previously identified goals.
Since 2017, demands for police services have continued to grow along with the city's population.While the
City of Chula Vista continues to experience a low crime rate,a number of research outcomes and performance
metrics have revealed that police resources are not sufficient to meet the service expectations of our
community. Additional staffing funded by Measure A will help the Police Department to improve several
outcomes but are not likely,in and of themselves,to meet current or future demand.
Separate from the commonly used comparison of calculating staffing levels based on the number of officers
Page 14
per 1,000 residents, the department's recommendations are primarily based on quantitative data. These
specific and measurable outcomes were derived from continued analysis of the relationship between
historical staffing levels and performance metrics just before the 2007 recession. The goal of the outcomes
is to enhance safety and the perception of safety in Chula Vista. In order to meet current demand and
projected growth,staff has prepared a plan to add positions toward specific and achievable goals.
The following table represents the top four critical goals most-likely to impact crime and safety in our
community.These goals, and their corresponding performance measurements, were derived from analysis
of the relationship between historical staffing levels and performance metrics just before the 2007 recession.
Although not intended to represent the entirety of police services,the following goals represent those service
areas most critically in need of improvement:
Long-Term Staffing,Top Four Critical Goals and Performance Metrics
Goal Actual
11
In accordance with GMOC thresholds,maintain an average response time of 6 minutes or
less for all Priority 1 calls(measured each fiscal year).
' � � 11
In accordance with GMOC thresholds,maintain an average response time of 12 minutes
or less for all Priority 2 calls(measured each fiscal year).
Consistent with the 2012 Matrix study, improve officer proactivity and community
policing by increasing the amount of proactive time available to officers to 40%.
W .Consistent with pre-recession historical averages, increase investigative capacity to
improve case clearance rates to 38%.
The Long-Term Public Safety Staffing Plan is intended to:
• Outline strategies to improve the above metrics by implementing Phase II of the Public Safety
Expenditure Plan (positions not funded through Measure A) and thereby achieving the Catch-Up
phase of the Public Safety Staffing Report,
• Outline a plan to return police staffing to pre-recession levels in order to achieve each of the critical
goals outlined above,and
• Continue to improve public safety staffing to address other metrics and concerns as identified in the
original Public Safety Staffing Study and in the sections that follow herein.
Details of the Long-Term Staffing Plan are presented below, and further split into three parts.
• Part 1: To improve the above outcome metrics at a rapid but manageable pace, staff recommends
Page 15
adding 3.00 sworn positions to the General Fund each year for the next five years (through FY2024-
25),and a small number of civilian positions to provide for critical support needs. This is in addition
to the positions being added via the approved Measure A expenditure plan.
During the same time period,to address the growing impact of illegal and unregulated cannabis sales,
staff recommends adding positions previously identified as necessary to combat crime related to
illegal cannabis operations.
Long-Term Staffing Plan,Part 1 (5-years)
Year Sworn Positions Total Sworn Authorized Civilian Civilian
(beyond Measure A includes Measure Aper 1,000 Pop. Positions Ratio*
FY2020-21 3.00 262 0.96 2.00 38%
FY2021-22 7.003 277 1.01 1.00 38%
FY2022-23 3.00 281 1.01 38%
FY2023-24 3.00 284 1.02 37%
FY2024-25 3.00 287 1.02 37%
TOTAL 19.00 3.00
*It should be noted that the current civilian staffing ratio (40%) is significantly lower than its pre-
recession high (56%). Considering technological innovations and improvements in LEAN strategies
that have increased process efficiencies, staff recommends maintaining a minimum of 40% civilian
police staff to support sworn work product and other public safety services.
Staff projects that police staffing ratios in FY2024-25 would remain among the lowest in the County
but this would be a significant improvement over today's staffing. The projection would put CVPD's
staffing on par with the City of Carlsbad once fully implemented.
Staff projects that the police staffing ratio,which is still lower than pre-recessionary staffing,will be
unlikely to achieve all critical goals outlined above but will likely result in significant improvement
to the performance metrics.
The remaining second and third phases of the Long-Term Staffing Plan roughly coincide with the "Keep Up"
and"Moving Forward"phases of the Public Safety Staffing Report.
The phases outlined herein are based on more than two years of research and data collection, multiple
analysis by numerous staff, and several previous reports to City Council.These phases are largely centered
on meeting per capita staffing ratios to achieve specific performance outcomes. As discussed later in this
report,the officer-to-population metric is useful for simple comparisons but is just one of many metrics that
can be used to evaluate overall police services.
The Police Department intends to monitor progress toward the Critical Goals discussed herein and evaluate
s The total number of positions added FY2021-22 includes 3.00 sworn positions added to the General Fund in accordance
with this plan, plus those positions previously identified as necessary to combat illegal cannabis operations. Positions related
to illegal cannabis sales include 1 investigator primarily focused on illegal and non-regulated operations,2 homeless outreach
officers primarily focused on outreach combating drug impacts within the homeless population,and 15chool Resource
Officer primarily focused on scholastic campaigns and youth anti-drug education efforts.
Page 16
changes in the performance metrics as additional staff resources become available. It is possible that future
staffing levels may allow the department to meet its Critical Goals regardless of per-capita ratios.
Until such time that additional staffing becomes available and progress toward the Critical Goals can be
assessed, the Police Department recommends a continuing plan to add staff to meet previously
recommended ratios as follows:
• Part 2:To achieve the critical goals and meet pre-recession outcome metrics,return police staffing to
pre-recession levels. Staff recommends adopting a measured strategy to return to the 2007 staffing
ratio of 1.12 officers per 1,000 residents.This is achievable by planning for the addition of 5.00 sworn
positions and adequate civilian positions each year for six years (FY2025-26 through FY2030-31).
Simultaneously,an increase in civilian staff is necessary for critical support needs.
Long-Term Staffing Plan, Part 2 (FY2025-26 to FY2030-31)
Year i Sworn Positions Total Sworn Authorized Civilian Civilian
(beyond Measure A includes Measure A er 1,000 Po . Positions Ratio
FY2025-26 5.00 292 1.04 10.00 40%
FY2026-27 5.00 297 1.06 2.00 40%
FY2027-28 5.00 302 1.08 2.00 40%
FY2028-29 5.00 307 1.09 2.00 40%
FY2029-30 5.00 312 1.11 2.00 40%
FY2030-31 5.00 317 1.13 2.00 40%
TOTAL 30.00 11
20.00 1
• Part 3:To expand beyond the restoration of historical services to pre-recessionary levels and to meet
the demands of a dynamic and growing city. This part considers a vibrant waterfront, a high-tech
Millenia district and an established University district. Examples of enhanced services include
significantly expanding the Homeless Outreach Team to reduce the impacts of homelessness on
future development,an enhanced School Resource Officer Unit to maintain the safety of our student
population, dedicated resources to address traffic and pedestrian safety in new high-density growth
areas, a 9-1-1 Communications Center with capacity to coordinate responses to high-rise facilities
and large scholastic campuses, and Police Technology Unit to leverage emerging and future
technological innovations. In order to meet these significant changes, staff recommends the
continued consideration of a future strategy to increase police staffing consistent with the GMOC
recommended staffing goal of 1.29 officers per 1,000 residents.This also matches the county average
per-capita staffing.
It should be noted that none of the recommendations contained in this long-term plan have funding sources
identified for implementation,nor do they account for equipment,training or Citywide support costs.
HISTORY OF POLICE DEPARTMENT STAFFING
To understand CVPD as it exists today,it is important to understand the effects of significant cuts stemming
from the Great Recession. The Great Recession of 2008-2012 greatly impacted the City of Chula Vista and
CVPD,resulting in steep staffing cuts which impacted all City departments. In recent years,the City began to
recover from the Great Recession and is again poised for sustained growth,however,population growth and
Page 17
an increasing demand for police services have exceeded the fiscal recovery. Today, CVPD remains
significantly understaffed compared to its own historic standards and current staffing levels of neighboring
police agencies.
According to the City's latest Five-Year Residential Growth Forecast,the City's population grew by 9%from
243,916 residents in 2010 to the current estimated population at 271,411. This robust growth continued
even as CVPD sworn staffing was reduced by 11% from its historical staffing peak,thereby further straining
its service capacity.
The Chula Vista Police Department is composed of over 300 authorized fulltime employees, including 249
sworn officers, 100 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
257 sworn officers and 114 professional staff.
The need for police services changes in part with a changing population.The population of the City of Chula
Vista has been growing steadily for many decades, and is projected to continue growing for decades to come.
City of Chula Vista Population,Historic (2000-2017) and Projected (2020-2045)4
300,000
200,000
100,000
0
CD r-I N m Zt Ln l0 I- W M O O m It Ln O Ln
O O O O O O O O O O r
-i c I rl _- r-I _q N d'
O O O O O O O O O O O O O O O O O O O O O
N N N N N N N N N N N N N N N N N N N N N
Historically, CVPD has been a very lean and efficient organization which has been committed to providing
excellent service while using resources effectively.just prior to the Great Recession, CVPD had successfully
kept pace with growth while carefully leveraging the public's investment in public safety services. As the
City's budget contracted year after year starting in 2007,CVPD's capacity fell past the tipping point where it
no longer had sufficient personnel to maintain its historic service levels. CVPD has not recovered from the
severe cuts it sustained during the downturn.
During the period beginning in 2007,the Police Department's sworn staffing began decreasing as the impacts
of a recession took their toll. The number of sworn police positions decreased from a high of 257 positions
in 2007,to a low of 223 positions in 2013.All the while the city population,and potential demand on police
4 Population figures through CY2020 provided by the California Department of Finance.Other population projections were
provided by SANDAG and include CY2025 at 280,534,CY2030 at 280,843,CY2035 at 283,108,CY2040 at 287,289,and
CY2045 at 295,047. Population projections between those provided by SANDAG were calculated as straight-line estimates.
Page 18
services, continued to grow.
Since 2007 the Police Department has undertaken a number of strategies to maximize workflow efficiencies
and minimize the impacts of an ever-leaner workforce. Virtually all CVPD lines of business are continually
scrutinized and revamped through the City's Continuous Improvement program.The Police Department has
also focused on implementing novel approaches to community engagement and crime prevention and
deploying cutting-edge technological innovations to increase efficiency.
Some examples of reorganization and process improvements include:
• Eliminated several partially funded task force positions to accommodate patrol priorities. This
reduced CVPD's participation and influence within the regional,local and federal crime investigation
communities.
• Implemented the Graffiti Tracker system to streamline graffiti investigations and aid in prosecutions.
• Implemented the NetRMS system, an electronic reporting system that automated data entry,
improved work-flow processes and enhanced data-driven decisions.
• Implemented verified response alarm program,reducing the impact of false alarms on limited patrol
resources.
• In accordance with a 2012 study by the Matrix Consulting Group (Matrix Study), adopted a hybrid
work schedule to maximize resource deployment during peak demand periods.
• In accordance with the Matrix Study, added 5 Community Service Officers to patrol to free sworn
patrol resources from lower priority demands.
• Reviewed and reprioritized operational policies regarding Calls for Service to maximize patrol
efficiency.
• Analyzed and implemented a revised structure for police beats to balance resources with workloads
in a changing and growing city.
• Implemented a revised schedule for the 9-1-1 Communications Center that better aligned dispatcher
teams to those in community patrol, improving coordination and efficiencies for better service
outcomes.
• Dedicated resources to bolster CVPD's technology foundation, making possible future equipment
enhancements that add efficiency in the organization.
• With the support of Measure P, completed a major upgrade of CVPD's Computer Aided Dispatch
(CAD)system,allowing the use of GPS systems to streamline operations and improve response times
by dispatching the closest unit to priority calls.
Page 9
• With the support of Measure A, added Community Service Officers to the Criminal Investigation
Division and the Community Policing Unit.
• Deployed mobile electronic devices to all sworn and field personnel, putting valuable resources
directly in the hands of first responders, creating a streamlined workflow process for daily
investigative activities.
• Tested and deployed the innovative use of Unmanned Aerial Vehicles (commonly known as drones)
to improve response times to emergency calls, reduce risk by providing field personnel with critical
on-scene intelligence before they enter a dangerous area, and increase safety for our community.
Since 2013,the Police Department's authorized sworn positions has slowly increased. In 2018,the voters of
the City of Chula Vista approved a permanent 1/z cent sales tax measure to enhance public safety staffing.With
the support of Measure A, the Police Department is projected to add 31 sworn positions and 15 civilian
positions. This will bring the Police Department's total authorized sworn staffing to 268 - higher than the
pre-recession level of 257 positions.
But Measure A was not projected to fully restore Police Department staffing. In accordance with the Public
Safety Expenditure Plan,resources from Measure A were projected to resolve one portion ofthe most-critical
staffing needs outlined in the plan. Those needs, in turn, made up only the first of three phases of staffing
recovery as outlined in the Public Safety Staffing Study.
Notwithstanding staffing improvements made in recent years and projected by Measure A, population
growth has still outpaced staffing improvements. A comparison of the ratio of sworn positions to city
population between 2007 and 2023,including positions funded by Measure A, indicate a significant shortfall
remains.
Sworn Staffing vs. City Population
330
Measure A Improvements
310 .
290 , .M/1":
270 r
250 ..
230 � ✓ � '� ���
210
190 _
N m Ln I'D r11 X M O ri N m It Ln 110 n W M O c1 N m
O O O O O O O O ri r-I r-I r-I c-i r-I c-i -i r- 11 N N N N
O O O O O O O O O O O O O O O O O O O O O O
N N N N N N N N N N N N N N N N N N N N N N
■Sworn Staffing ?z'Staffing to Keep Up with Population
Page X10
In response to years of downsizing, CVPD management examined operations at every level to maximize
efficiencies.Most strategies centered around preserving Community Patrol staffing,the Department's first line
of service delivery.Toward that goal,there has been an organizational contraction and shift from other units
and divisions toward sustaining basic Community Patrol operations. One key objective with the strategy has
been to ensure that emergency related calls,primarily those where lives are at stake,are being addressed first.
Additionally,virtually all CVPD lines of business are continually scrutinized and revamped through the City's
Continuous Improvement program to maximize efficiency and maintain services in the face of reduced staffing.
Unfortunately, in some cases, traditional levels of police service have been reduced or eliminated for lack of
resources.
While CVPD emerged from the fiscal crisis a leaner and more efficient organization,it was at the cost of police
service levels which Chula Vista residents historically expected. The decline in police services is evident in a
variety of performance metrics detailed in this report,such as an increase police response times to Priority-1
calls, a reduction in officer proactivity, a reduction in traffic enforcement correlating to an increase in traffic
collisions and fatalities, a reduction in civilian support staff, and others. This steady loss of service capacity
over the last decade occurred despite staffs best efforts to make operational changes and stretch staff
resources.
The remainder of this report will explore the consequences of severe understaffing and how it has negatively
impacted public safety services provided by CVPD.
CRIME IN CHULA VISTA
There are several ways to measure a police department's effectiveness, and many are detailed in the next few
sections of this report. When considering a department's overall performance, the first and foremost factor
often considered is how effectively staff and resources are used to advance the crime prevention and crime
suppression aspects of the public safety mission.
When it comes to reported crimes, Chula Vista continues to be a very safe city. 011r community enjoys a lower
crime rate,and fewer calls for service per capita than many others.
Total FBI Reported Crimes per 1,000 Residents,CY2018
Chula Vista, Fremont, Riverside, Stockton, Santa Ana, Roseville, Bakersfield, Escondido,
CA CA CA CA CA CA CA CA
Chula Vista's historically low crime rate is reflected in the low number of crimes handled by each officer.
Page 111
Staffing challenges have been managed by creative use of resources, and innovative uses of technology to
improve efficiency. As a result, comparison data indicated that Chula Vista officers are assigned fewer
investigations,on average,as compared to these jurisdictions. During CY 2018,for example,each Chula Vista
officer handled an average 18 FBI Reported Crimes.
Average FBI Reported Crimes per Officer,CY2018
i
Chula Vista, Fremont, Riverside, Stockton, Santa Ana, Roseville, Bakersfield, Escondido,
CA CA CA CA CA CA CA CA
There is some new evidence to suggest that crimes reported to the FBI may underrepresent the true number
of crimes occurring in our community A recent community survey, requested by the Police Department and
managed by SANDAG, revealed that as many of 41% of crimes in Chula Vista go unreported. This may
artificially skew data on FBI reported crimes.
In addition, FBI Reported Part 1 and Part 2 Crimes make up only a small portion of police services. During
CY2018,police officers responded to over 93,205 citizen-initiated calls for service but documented only 4,352
FBI Reported Crimes.This suggests that the documentation of criminal acts accounts for only a fraction of the
total demand for police services.
CRIME VS. SERVICE
The prevention and suppression of crime is an important part of the Police Department's mission. But crime
rates provide only a limited perspective on the community's satisfaction and perception of safety. Today's
primary concerns do not relate to Chula Vista's crime rates, but instead relate to the quality and speed of
service that the Police Department is able to provide to the community as evidenced by a variety of metrics
detailed on the following pages.
A recent community survey, administered by the San Diego Association of Governments (SANDAG) in 2019,
revealed that 91%of the surveyed communitywere satisfied with CVPD overall.But the same survey revealed
some areas for improvement. For example, contrary to factual crime data, a similar majority(87%) felt that
crime had increased in Chula Vista in the past year.
While factual crime data remains low in Chula Vista, the community's perception of crime and safety was
featured prominently in the study. When it came to individuals with recent police contacts, a smaller
percentage (75%) were satisfied with how the situation was handled. About 2 in 5 respondents (41%)
indicated they avoided places in the city,and about 1 in 3 avoided public parks.
Page 112
• 13%did not indicate feeling safe in their homes at night
• 32% did not feel safe walking alone in their neighborhoods at night
• 41%did not feel safe walking alone in business areas at night
Of respondents that felt that CVPD could do better, 57%asked for more visible and conducting more patrols,
hiring more officers, focusing on traffic safety, ensuring officers are courteous, and having faster response
times.
There are other metrics that can be used to measure the quality and quantity of police services. One of the
most-common metrics used by police agencies to compare themselves to others around the world is the
number of sworn officers per 1,000 members of the jurisdiction's population (commonly referred to as
officers-per-capita).
The officers-per-capita metric is not intended to be a panacea of police staffing, nor is it intended to be the
sole determiner of adequate staffing strategies. However, the officers-per-capita is easy to calculate and is
frequently published and made readily available by law enforcement agencies across the nation.As such,this
simple metric is helpful for comparing the relative staffing between different agencies.The per-capita metric
is not intended as a unitary, independent goal. Rather, the per-capita metric serves as a fundamental
measuring stick.The per-capita metric is a simple means to evaluate relative staffing strength and analyze its
correlation to more complex outcomes.
In FY2016-17, CVPD had the lowest number of officers-per-capita in the County at 0.90 officers per 1,000
residents. CVPD also had among the lowest ratio of officers when compared to similarly sized cities in the
state,and when compared to cities with similar fiscal frameworks.
Measure A has helped the Police Department to make significant gains to restore positions, increasing our
per-capita figure.As of September of 2019,CVPD maintains 0.92 officers per 1,000 residents.This in a positive
step toward recovering staffing from the Great Recession. Further improvements during the implementation
of Measure A are projected to culminate in a ratio of 0.97 officer per 1,000 residents. As a result, CVPD will
continue to maintain the lowest staffing ratio in the county.
The officer-to-population metric,while useful for simple comparisons,is just one of many metrics that can be
used to evaluate overall police services. Establishing staffing levels based exclusively on the ratio of officers
to residents does not necessarily account for other factors that can impact demand. For instance,some cities
may have a higher density of population in comparison to regions where the population is spread across more
land.Revenue sources in jurisdictions may differ due to historical practices,unique attractions,infrastructure
or other amenities.
Alternate measures of police effectiveness often put staff workload in the context of performance objectives
and desired outcomes. The following sections highlight several key performance areas for the Police
Department and help further illustrate challenges resulting from depleted staffing.
Uniformed Community Patrol Reactive Policing and Response to Emergency Calls
Uniformed patrol responds to calls for service,deters crime and conducts proactive policing to address
Page 113
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.
Nearly all sworn staff are assigned enforcement-related functions, and the majority are assigned
specifically to the Patrol Division.
Sworn Personnel Distribution by Division
■ Patrol
■ Investigations
■Support
■Administration
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 has been unable to meet GMCC response times for
Priority 2 calls in over 20 years,and Priority 1 calls since FY2010.
Sworn Staffing vs.Priority 1 Response Times(Emergency Calls)
260
6:57
250
6:43
240
6:28
230 -
___ _ 6:14
220 - -
6:00
210
_ .. 5:45
200
- 5:31
190 _ _ __
5:16
Ln �o 00 0) o ZT in io 00
o O O O o 1� 1� 1- 1i
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O O O O O O 1-1 .--I e-I .-I .�-1 .moi � r-
O O O O O O O O O O O O O O
N N N N N N N N N N N N N N
LL LL LL LL ll. LL LL LL LL LL LL LL LL LL '
Sworn Positions Priority 1 Response Times
Additionally, other markers of Community Patrol effectiveness indicate a decline in operational
capacity. Notable areas of performance concern 2008-2016 include:
• 53% decline in officer initiated calls for service
• 41%decline in felony arrests
Page 114
i
• 26%decline in misdemeanor arrests
Reactive vs.Proactive Policing-Patrol(2008-2016)
Zorn ■ Officer Initiated Incidents ■ Felony Arrests Misdemeanor Arrests
0%
-20% -26.50%
-40%
-60%
Time Available for Proactive Community Policing
The markers of patrol effectiveness (above) are indicative of a staffing capacity that is focused on a
reactive patrol stance, instead of one that is focused on proactive and service-oriented community
policing,problem solving,and crime prevention.The primary factor for such reductions likely includes
officer workloads and lack of proactive time to address community problems other than priority calls.
An independent workload and staffing study conducted by Matrix Consulting Group in 2012 revealed
that the amount of available patrol time available to Chula Vista patrol officers was significantly below
recommended metrics for policing agencies. The following excerpt is from the resulting report by
Matrix Consulting Group:
Patrol staffing levels should largely be driven by the patrol officer's available time to work, which
can be classified into two categories—Proactive and Reactive time (unobligated and obligated).
Ultimately, the amount of proactive time is inextricably linked to the ability of officers to perform
those duties and responsibilities above the basic response to community generated calls forservice.
Without sufficient proactive or unobligated time, a patrol operation is severely handicapped in its
ability to respond effectively to local and regional crime, have reasonable response times, address
traffic-related problems, and attend to quality of life issues unique to each community.
"Reactive" time is classified as the handling of community-generated calls for service and the
immediate responsibilities linked directly to that specific incidence, including reports, arrests /
bookings,back-up assistance to another patrol officer on a call,etc. In effect,reactive time includes
the period of work from the point at which a unit responds to a call to the point when a unit"clears
for service."
Proactive enforcement addresses all other workloads that are not in response to a community-
generated call for service. These include such important services as officer self-initiated activity,
proactive or preventive patrol,investigative follow-up,directed traffic enforcement,etc. Itis critical
to recognize that all officer self-initiated activity falls within the uncommitted time category.
Proactive time availability is largely influenced by four predominant factors:
• The amount of workgenerated by the community(calls);
Page X15
• The amount ofstaff resources available in patrol operations,
• The different operational methods by which patrol conducts business; and
• The geographic size of the community('windshield time').
The proactive' element of field patrol in many law enforcement agencies generally makes up
between 40%and 60%ofeach officer's shift,on average. Typically,less than 30%net proactive time
available to patrol staff results in inefficient bundling of available time. Proactive time of more than
50%generally results in less than efficient use of community resources,as it is difficult to effectively
manage field patrol personnel with this level of uncommitted time. Larger agencies,such as Chula
Vista,do not require such large increments of proactive time unless there are particular unique and
extenuating circumstances within the community. As such, a 40% proactive time target in CVPD
would be reasonable.
Based on proactive time modeling that results in 22% overall proactive time for CVPD Patrol
Operationsthere are currently inadequate CVPD Patrol Operations resources available to perform
the most effective policing in the community.
Proactive time can be positively impacted by an agency in two fundamental ways: 1) additional
sworn staff resources deployed in the field and/or, 2) operational changes in how patrol provides
services. The patrol operational changes that can be adopted in any policing agency can include,
but not be limited to:
• Modified work/shift schedules(e.g. 12-hour shift programs).
• Differential Police Response (i.e. using other resources rather than sworn personnel to
address community generated calls forservice).
• Verified Alarm Response (e.g. not responding to most alarms unless it is independently
validated).
• Reduced administrative workload(e.g. reducing report writing or jail time).
• Revised dispatch strategies(e.g. changing the number of patrol officers responding to a call
or revising the methods by which patrol units are deployed and dispatched in the field).
Essentially changing patrol operational practices can also have a dramatic and positive influence
on proactive time availability and should be strongly considered in any Patrol Operations study.
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 theygo 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 subsequentfollow-up work by detectives.
Other factors, like Body Worn Cameras have many benefits but they extend the report writing
Page 1 16
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.
Of the five core recommendations of the Matrix report articulated above, the Police Department has
taken proactive steps and implemented measures to address all of them.These efforts have resulted in
significant gains spanning all criteria since 2012, yet but there remains concern that the Department
still falls short of historical performance benchmarks.A 2019 recalculation of officer proactive time,
utilizing the same methodology as the Matrix study, indicated 30% overall proactive time for
CVPD Patrol Operations - an improvement of 8% since the 2012 study, but well below the
recommended goal of 40%proacting time.
Overall Patrol Proactive Time (Matrix Study Calculations)
CY 2012 CY 2019 MATRIX GOAL
22% proactive time 30% proactive time 40%% , proactive time
Homeless Outreach
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. With the passage of
Measure A,the Police Department plans to bolster staffing for the Homeless Outreach Team.By adding
more officers to the HOT team, the police department can better address issues that impact every
neighborhood in the City.
Traffic Safety
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
Page 117
be a growing concern in a rapidly growing city.
Other markers of Traffic Safety effectiveness indicate a decline in operational capacity. Notable areas
of performance concern 2008-2016 include:
• 49%decline in traffic citations
• 28%increase in traffic related deaths and injuries
• 10%increase in traffic collisions
• 51% decline in parking citations
Reactive vs.Proactive Policing-Traffic Safety(2008-2016)
■Traffic Citations ■ Collisions Deaths and Injuries
50%
25% 10% a
28l
0%
-25%
-50%
School Resource Officers
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. Measure A is projected to increase in the number
of SRO Officers by four,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 less than 50% of the cost of these services
with the remainder covered by the City. The Police Department is working with both districts to
improve cost-sharing strategies in the future.
Investigations/Detectives
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 total number of investigation staff has been reduced by 25%, and some
detective units have been cut in half.
Investigation clearance rates, a measure of successful investigative outcomes,has similarly decreased.
Data from the California Department of Justice revealed that the Police Department's clearance rate
dropped significantly in the years proceeding and immediately surrounding the 2008 recession.
Average clearance rates between 2000-2010 were 28%lower than those of the previous decade.
Page 118
Investigation Clearance Rates, 1985-2018 (California DOJ)
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40
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9-1-1 Operators and Dispatchers
The Police Department's 9-1-1 Communications 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). An analysis of calls coming into the 9-1-1 Center
revealed a significant increase in the number of 9-1-1 calls coming from mobile phones, a potential
side-effect of the ubiquity of small,mobile devices.The analysis suggests that the number of 9-1-1 calls
continues to grow.
9-1-1 Calls per Month (2002-2019)
12,000
10,000
8.000
6,000 if
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The Police Department's staffing of the 9-1-1 center had remained static until the passage of Measure
A. Since that time, the Police Department has added five new positions for Police Dispatchers. CVPD
currently has 26 Police Dispatchers and 5 Police Dispatch Supervisors. Measure A is projected to add 2
more dispatchers and 1 manager in FY2020-21, bringing total Communications Center staffing to 28
Police Dispatchers, 5 Police Dispatch Supervisors,and 1 Communications Center Manager.
Page 119
A 2003 study performed by the City of Chula Vista Office of Budget Analysis and based on standards set
by the Association of Public Safety Communication Officials (APCO) indicated that CVPD should be
staffed with a minimum of 30 Police Dispatchers, not including supervisors, based upon call volumes
at the time. However, 9-1-1 call volumes since 2003 have increased by 94%,suggesting that the 2003
OBA analysis is no longer enough to meet current demands.
Other Critical Support Staffing
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. Prior to the 2008 recession, the Police
Department maintained an average ratio of 50%professional staff.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.
Despite the collection of service-related challenges expressed herein, 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.
But staffing challenges, combined with Chula Vista's growth, have strained CVPD's ability to continue to
provide the high level of public safety service which the residents of Chula Vista expect.
REGIONAL AND STATEWIDE COMPARISONS
While there is adequate evidence to show a strong correlation between CVPD sworn staffing allocation and
service thresholds,it is also useful to examine law enforcement staffing standards Countywide.The San Diego
Association of Governments (SANDAG) Criminal Justice Division issues an annual report examining Public
Safety allocations in San Diego County. Below are fast facts from the SANDAG report issued in December
2018. Except where indicated,the figures below are from FY2018 metrics:
• CVPD has the lowest sworn officer-to-population ratio in the County at .90 officers per 1,000
residents,according to the 2018 report.
o Based on the latest population and staffing figures indicating the police department is budgeted
for 249 sworn personnel in FY 2019-20, Chula Vista's actual staffing ratio is currently.92
sworn officers per 1,000 residents.
• The city with the next to last lowest staffing ratio is Carlsbad at 1.00 officers per 1,000 residents.
o Chula Vista would need to hire 22 police officers immediately to be tied for last place with
Carlsbad in staffing ratios.
• Regionally,there is an average of 1.29 sworn officers per 1,000 residents.
o Chula Vista would need to hire 101 police officers immediately to meet the countywide
average staffing ratio.
• Chula Vista spends by far the lowest amount per capita on law enforcement in the County,
approximately 40%less than the regional average.
Page 120
• Chula Vista's per capita spending on law enforcement has declined 23%in the last decade,from$237
per capita in FY 2007-08 to $184 per capita in FY 2016-17.
Per capita spending in FY2019-20 is$237 per capita. This includes allocated expenditures from
Measure A, the Y2-centsales tax.
Regional Staffing Ratios(FY 2017, SANDAG)
Figure 8
Region's sworn officer-to-population ratio in FY 2012-13 and FY 2016-17
0
■FY 2012-13
N FY 2016-17
N 1
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City
SOURCES:SANDAG;San Diego Coungp and Cities'Expenditures
Regional Law Enforcement Per Capita Spending(FY 2017, SANDAG)
Figure 7
Law enforcement per capita spending across local agencies
$446
rn
a $278 $287 $289 $302 $305
$319 $321 $340
r` $260
!°LID
$183
L
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Chula V! a Escondido La Mesa Carlsbad E' 'aJon San Diego Regionwide Oceanside Sheriff National Coronado
City
SOURCES:SANDAG;fan Diego County and Cities'Expenditures
Page 121
Regional Proportions of Funding Allocations to Law Enforcement(FY 2017, SANDAG)
Figure 6
Proportion of FY 2017 funding allocated to law enforcement by jurisdiction
460,6
} 410,0 4145
m 31% 32% 3 '?i 35,0of
o �
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21% 22%
c
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4. Q.
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LLCoronado Carlsbad Chula Vista San Diego Regional La Mesa National Oceanside Escondido El Cajon
Average City
SOURCES.SANDAG,-San Diego County and Cities'Expenditures
It should be noted that Measure A did not exist at the time the above charts, from a FY2016-17 report by
SANDAG,were produced.Therefore, Measure A positions were not included.
After accounting for Measure A positions added YTD, there have been small but notable improvements to
each of the metrics described by these charts. Chula Vista's per-capita police staffing still falls to last in the
county at 0.92 officers per 1,000 residents.The same is true for per-capita spending(now$237 per resident).
The proportion of FY2020 funding allocated to law enforcement slightly increased to 32%.
Notwithstanding being the lowest staffed municipal police department in the County of San Diego, CVPD is
one of the lowest staffed police departments in the State. Among 10 California cities with populations
between 250,000 and 500,000, a review in 2017 revealed that CVPD is second to last with for the lowest
staffing ratio in the State of California (0.87 officers per 1,000 population). The City of Irvine was last with
0.85 officers per 1,000 population.After accounting for staff increases related to Measure A s, Chula Vista's
staffing ratio has improved to 0.97 officers per 1,000 population. Chula Vista remains one of the lowest
staffed municipal police departments in the state.
Statewide Staffing Ratios
1.86 1.77
1.52
1.25 _-
1.18 -
0.85_
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0 011�1��
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The average across these 10 jurisdictions was 1.26 officers per 1,000 residents. Chula Vista would need to
hire 93 police officers immediately to meet the state average staffing ratio.
Comparisons of California Cities with Similar Fiscal Frameworks
Based on information from the Department of Finance,a comparison with other California cities that have a
similar fiscal framework to Chula Vista revealed further evidence that CVPD's staffing is not consistent with
comparison agencies.The eight cities surveyed were selected upon guidance from the Department of Finance
based on their revenue and overall fiscal framework.
It should be noted that the numbers reflected in the following charts show data that is different than that of
the SANDAG study described above.The SANDAG study reflected data from FY2016-17.The numbers below
represent the most up-to-date information available: staffing data is as of FY2018-19,and budget data as of
FY2019-20.
Comparison of Similar Cities, FY2018-19
Sworn Population Land Area Staffing per
City Staffing Size (sq. mi.) 1,000 Residents
Chula Vista, CA 242 267,503 52 0.90
Fremont, CA 198 232,532 92 0.85
Riverside, CA 383 318,678 81 1.20
Stockton, CA 485 316,410 65 1.53
Santa Ana, CA 348 334,136 28 1.04
Roseville, CA 131 139,643 44 0.94
Bakersfield, CA 400 380,874 151 1.05
Escondido, CA 170 152,739 37 1.11
Of the eight cities surveyed, Chula Vista maintained the second-lowest ratio of sworn officers per 1,000
residents.
Staffing Ratios of Similar Cities,FY2018-19
1.53
0.90 0.85 1.20 1.04 0.94 1.05
1.11
Chula Vista, Fremont, Riverside, Stockton, Santa Ana, Roseville, Bakersfield, Escondido,
CA CA CA CA CA CA CA CA
Of the eight cities surveyed,Chula Vista ranked 6th in total costs of Police Department expenditures expressed
Page 123
as dollars per resident.
Total Police Expenditures (all sources) FY2019-20
150,000,000
100,000,000
50,000,000
Chula Vista, Fremont, Riverside, Stockton, Santa Ana, Roseville, Bakersfield, Escondido,
CA CA CA CA CA CA CA CA
■GF Budget Expenditures(FY20) ■Expenditures from Other Sources(FY20)
Chula Vista's total expenditures per resident fell to the bottom in comparison with the eight cities.Chula Vista
residents spend 32%fewer dollars per resident on police services when compared to the other jurisdictions.
Total Police Expenditures(all sources),Dollars per Resident FY2019-20
IBM
Chula Vista, Fremont, Riverside, Stockton, Santa Ana, Roseville, Bakersfield, Escondido,
CA CA CA CA CA CA CA CA
For comparison,a similar view of overall general fund expenditures indicated that Chula Vista allocates 15%
fewer dollars per resident on all citywide services.
Page 124
I
Total Budgeted General Fund Expenditures (all services), Dollars per Resident FY2019-20
Chula Vista, Fremont, Riverside, Stockton, Santa Ana, Roseville, Bakersfield, Escondido,
CA CA CA CA CA CA CA CA
An analysis of workload and demand for police services,and a comparison with available resources,revealed
additional metrics. After calculating the annual number of citizen-initiated calls for police services, and
comparing that to the number of budgeted officers available for those calls,Chula Vista ranked 2nd among the
compared cities.This effectively means that Chula Vista's officers respond to more calls than most other cities.
During CY2018,for example,the average Chula Vista officer handled 389 citizen-initiated calls for service,8%
above the average across all jurisdiction.
Citizen-Initiated Calls for Service per Sworn Officer,CY2018
700
600 583
500 389 381 384
400 353 325 316
300 201
200
100
Chula Vista, Fremont, Riverside, Stockton, Santa Ana, Roseville, Bakersfield, Escondido,
CA CA CA CA CA CA CA CA
It is important to note that this report is not fully comprehensive. There are an endless number of metrics
and measures to evaluate police effectiveness and quality. For example, a recent community survey
conducted by SANDAG in 2019 identified traffic safety and homelessness as the top concerns of the surveyed
public.Although not criminal in nature,these issues have real life impacts on the quality of life for residents
and businesses within the City of Chula Vista. Currently, Police Department staffing provides very few
resources to address these types of"quality of life" issues.As a result, we have few metrics to evaluate our
effectiveness in these areas.
POLICE DEPARTMENT CRITICAL NEEDS STAFFING
By nearly every measure evaluated, Chula Vista's Police Department is extraordinarily lean and one of the
most-efficient organizations in the entire state; however,staff is concerned on three fronts:
Page 125
• The Department's effectiveness and crime fighting capacity have been severely impacted by staff
reductions.
• The Department is vulnerable in that it lacks the capacity to meet current demand and catch up with
projected growth,thus falling further behind the service needs of a growing city.
• The Department is vulnerable to catastrophic events such as wildfires,earthquakes or other natural
disasters because of its limited operational capacity to sufficiently plan for and respond to disasters.
After extensive review, previous reports to the City Council 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 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 and the needs of the Chula Vista community.
The culmination of the Public Safety Staffing Report, as presented to City Council in 2017, recommended a
three-pronged approach to improving police department staffing to meet current and future public safety
needs:
Three-Pronged Approach to Staffing Recovery(2017 Report to City Council prior to Measure A)
Additional Additional
Staffing Prong Staffing Goal Timeline Sworn Civilian
Catch Up 1.01 officer per 1,000 residents Immediate (2017) 43 19
(match Carlsbad for lowest ratio)
Kee U 1.12 officers per 1,000 residents
Keep p (return to 2007 staffing levels) CY 2019-2022 73 31
1.29 officers per 1,000 residents
Move Forward (match Countywide average) CY 2023-2040 119 49
• Catch Un: Although Chula Vista is the second-largest municipality in San Diego County, it maintains
lowest ratio of sworn officers (officers per 1,000 residents). A CY2015-16 study by the San Diego
Association of Governments (SANDAG) revealed that Chula Vista's ratio of sworn officers was the
lowest in the county,at 0.92 officers per 1,000 residents.The City of Carlsbad had the second-lowest
ratio, at 1.01 officers per 1,000 residents.
The "Catch Up" phase called for immediate action to increase Police Department's staffing to
match Carlsbad's ratio of 1.01 officers per 1,000 residents.At the time this report was presented
to City Council,that would have required adding 43 sworn positions and 19 civilian positions.
Measure A Improvements: A large portion of the Catch Up phase has since been fulfilled with the
passage of Measure A, which is projected to add 31 sworn and 14 civilian positions by FY2022-23.
After accounting for these additions and population projections, a revised Catch Up phase will
require adding 15 sworn and 10 civilian positions by FY2024-25.
Page 126
Staff considered this ratio the minimum acceptable for the Police Department to restore capacity.
• Keep Up: The Police Department's staffing ratio was 1.12 officers per 1,000 residents. In the years
since the Great Recession of 2008,the Police Department's capacity to deliver public safety services
has declined as the population has continued to increase.
The "Keep Up" prong called on steps to return the Police Department to 2007 staffing ratio:
Add staff to achieve 1.12 officers per 1,000 residents. At the time this report was presented to
City Council,that would have required adding 73 sworn positions and 31 civilian positions.Since the
time of the presentation,those numbers have increased along with an increasing population.
Measure A Improvements: Measure A is projected to add 31 sworn and 14 civilian positions by
FY2022-23.After accounting for these additions and population projections,a revised Keep Up phase
will require adding 46 sworn and 23 civilian positions by FY2024-25. In order to reduce the annual
impact of this adjustment,staff has recommended distributing the necessary additions over a seven
year period beginning in FY2025-26.
• Move Forward: According to a 2016 SANDAG report, the County-wide average law enforcement
staffing ratio is 1.29 officers per 1,000 residents.Staff considered this to be a"reach"goal to not only
restore services to pre-recessionary levels, but to expand key public safety services to meet the
demands of a dynamic and growing city.This goal considers a vibrant waterfront,a high-tech Millenia
district and an established University district. Examples of enhanced services include significantly
expanding the Homeless Outreach Team, School Resource Officer Unit, Traffic Division, Community
Relations and Crime Prevention Unit, Communication's Center, and Police Technology Unit among
others.
The "Move Forward" phase called to increase Police Department staffing to meet the county
average of 1.29 officers per 1,000 residents. This is also the recommendation of the Growth
Management Oversight Commission.At the time the report was presented to City Council,that would
have required adding 119 sworn positions and 49 civilian positions. Since the time of the
presentation,those numbers have increased along with an increasing population.
Measure A Improvements: Measure A is projected to add 31 sworn and 14 civilian positions by
FY2022-23.After accounting for these additions and population projections,a revised Keep Up phase
will require adding 94 sworn and 42 civilian positions by FY2024-25. Considering reasonable
projections of citywide resources,coupled with the potential impacts on citywide services,staff does
not yet have a recommendation to achieve this goal within the next 10 years.
The Catch-Up phase consisted of the immediate critical staffing needs identified by the Public Safety Staffing
Study in 2017.After evaluating projected revenue from Measure A,this phase was further divided into two
phases and presented as part of the Public Safety Expenditure Plan. Phase I of the plan was intended to be
fulfilled with projected revenue from Measure A. A specific plan for the funding of Phase II had yet to be
identified but were to be considered as part of future budget considerations.
Page 127
2017 Police Department Critical Needs(Phases I and II)5
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 in tented spending plan allocates
resources to supportstaff reimbursements, vehicles and IT equipment needs.
It is important to note that the above summary was not intended to be an evolving data set that changed as
time progressed along with population and demand. In other words, the above summary was merely
"snapshot", based on available data at the time. Furthermore, the above summary only contains the first of
three phases recommended by the previous Public Safety Staffing Study to restore the Police Department's
capability to provide public safety and community policing services to a growing population. Already stated.
IMPACTS OF ILLEGAL CANNABIS SALES
On November 6, 2018 the voters of the City of Chula Vista enacted Measure Q,opening a pathway to licensed
and regulated cannabis businesses within the city.Since then,the Police Department has noted a spike in the
presence of illegal cannabis operations across the city. Each illegal cannabis operation has resulted in a
variety of crime and safety concerns for the surrounding community, significant public concerns relating to
the health and safety of the operations, and an increase in the number of community complaints relating to
the illegal operations.
In preparation for the crime and safety impacts that would likely parallel a newly-regulated cannabis market
the Police Department previously recommended the addition of both sworn and civilian positions to focus
on the regulation and licensing of legal cannabis businesses, and to focus on the enforcement of state and
local laws prohibiting illegal cannabis operations.
During CY2018 staff hosted a variety of public forums and presentations related to potential cannabis
regulations. The Police Department recommended the following positions be added to police staffing to
address the impacts of a regulated cannabis market:
5 Phase 1 sworn staffing has since been increased from 29 to 31 by reallocating Jail Manager funds to an enterprise fund and
removing a Civilian Background Investigator position
Page 128
• 5.00 sworn positions, to include 1 investigator primarily focused on regulated operations, 1
investigator primarily focused on illegal and non-regulated operations,2 homeless outreach officers
primarily focused on outreach combating drug impacts surrounding the homeless population, 1
School Resource Officer primarily focused on scholastic campaigns and youth anti-drug education
efforts.
• 1.50 support positions, to include 1.00 Sr. Office Specialist and 0.50 Police Records Specialist to
support the combined efforts of the sword positions above.
Staff had projected that the costs associated with the licensing and regulation of legal establishments would
be borne primarily by regulatory fees and taxes related to cannabis businesses.But a funding source was not
identified for the costs related to the prohibition of illegal cannabis operations and was intended to be
considered as a part of future general fund budget allocations.
Since the passage of Measure Q the process of evaluating and licensing legal operators has begun but is still
several months from completion. In the meantime, illegal cannabis operators have already had a significant
impact on community safety and increased demand for police investigations. Illegal and unpermitted
marijuana dispensaries pose a significant health and safety hazard to the public. In addition to traffic
congestion and crime and disorder problems,unpermitted dispensaries usually have significant building and
code violations which could be deadly in the event of a fire or other emergency that may require a quick
evacuation. Illegal businesses often include barricaded exit points and magnetic locking systems that do not
unlock in the event of a fire or power outage, potentially trapping persons within. The operators are
frequently known to sell products that mimic candies and other youth-oriented treats,and preventing access
to youth has been a priority for the Police Department. In addition, the department has discovered the
presence of firearms is a frequent occurrence at illegal dispensaries.
Simply put, illegal cannabis operations tend to be high-cash, fast moving businesses replete with crime,
weapons,and a lot to lose.
Since 2014, police investigations have been conducted on dozens of illegal cannabis dispensaries, resulting
in the closure of 39 illegal operators. As of the date of this report, there are at least 15 known illegal
dispensaries operating within the city.The investigation of each illegal dispensary requires in excess of 120
hours of staff time,at a cost of more than$20,000 each.With the support of Measure A,the City Attorney has
hired a city prosecutor to assist in the enforcement effort. But,although revenue from legal cannabis has yet
to be collected, additional investigative resources are necessary to combat illegal operations.
To address the growing impact of illegal and unregulated cannabis sales, staff recommends the addition of
positions previously connected to crime related to illegal cannabis operations.These include:
• 4.00 sworn positions, to include 1 investigator primarily focused on illegal and non-regulated
operations, 2 homeless outreach officers primarily focused on outreach combating drug impacts
within the homeless population, and 1 School Resource Officer primarily focused on scholastic
campaigns and youth anti-drug education efforts.
• 1.00 Sr. Office Specialist to support the combined efforts of the sworn positions above.
Page 129
FUTURE POLICE DEPARTMENT STAFFING OUTLOOK
Since the passage of Measure A, additional staffing funded by the measure was projected to aid in the initial
recovery of staffing.This initial recovery provided some relief to projected sworn staffing ratios.
Projected Sworn Staffing,with and without Measure A staffing
Sworn Staffing Sworn Ratio Sworn Staffing Sworn Ratio
Year (without Measure A) per 1,000 Residents (with Measure A) per 1,000 Residents
2018 232 0.87 232 0.87
2019 237 0.87 242 0.89
2020 237 0.87 249 0.92
2021 237 0.87 259 0.95
2022 237 0.86 267 0.97
2023 237 0.85 268 0.97
2024 237 0.84 268 0.96
2025 237 0.84 268 0.96
2030 237 0.84 268 0.95
2035 237 0.84 268 0.95
2040 237 0.82 268 0.93
2045 237 0.80 268 0.91
Projected Staffing Ratios (per 1,000 residents),with and without Measure A staffing
1.00
0.90
0.80 -
0.70
N N N
G O O O O O O O O O
O W Ql l0 N Ln
--- =Sworn Staffing Ratio -Sworn Staffing Ratio
without Measure A staffing with Measure A staffing
DATA DRIVEN STAFFING GOALS AND PERFORMANCE METRICS
Since 2017, demands for police services have continued to grow along with the city's population.While the
City of Chula Vista continues to enjoy a low crime rate, a number of research outcomes and performance
metrics have revealed that police resources are not sufficient to meet the service expectations of our
community. Additional staffing funded by Measure A will help the Police Department to improve several
outcomes but are not likely,in and of themselves,to meet current or future demand.
Separate from the commonly used comparison of calculating staffing levels based on the number of officers
per 1,000 residents, the department's recommendations are primarily based on quantitative data. These
specific and measurable outcomes were derived from continued analysis of the relationship between
historical staffing levels and performance metrics just before the 2007 recession and are intended to enhance
Page 130
I
public safety in Chula Vista.In order to meet current demand and projected growth,staff has prepared a plan
to add positions toward specific and achievable goals.
The following table represents the top four critical goals most-likely to impact crime and safety in our
community.Although not intended to represent the entirety of police services,the following goals represent
those service areas most critically in need of improvement:
Long-Term Staffing,Top Four Critical Goals and Performance Metrics
Goal Actual
In accordance with GMOC thresholds,maintain an average response time of 6 minutes or
less for all Priority 1 calls(measured each fiscal year).
P � � 11
In accordance with GMOC thresholds, maintain an average response time of 12 minutes
or less for all Priority 2 calls(measured each fiscal year).
Consistent with the 2012 Matrix study, improve officer proactivity and community
policing by increasing the amount of proactive time available to officers to 40%.
Consistent with pre-recession historical averages, increase investigative capacity to
improve case clearance rates to 38%.
LONG TERM STAFFING PLAN
In order to achieve the critical goals and metrics outlined above,and to make improvements in the variety of
other outcomes detailed in this report, staff recommends returning police staffing to pre-recession levels
through the adoption of the Long-Term Staffing Plan,as follows:
• Part 1: To improve the above outcome metrics at a rapid but manageable pace, staff recommends
adding 3.00 sworn positions to the General Fund each year for the next five years (through FY2024-
25).,and a small number of civilian positions to provide for critical support needs.
During the same time period,to address the growing impact of illegal and unregulated cannabis sales,
add positions previously identified as necessary to combat crime related to illegal cannabis
operations.
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Long-Term Staffing Plan, Part 1 (5-years)
Year Sworn Positions Total Sworn Authorized Civilian Civilian
(beyond Measure A includes Measure A er 1,000 Po . Positions Ratio*
FY2020-21 3.00 262 0.96 2.00 38%
FY2021-22 7.006 277 1.01 1.00 381)/o
FY2022-23 3.00 281 1.01 38%
FY2023-24 3.00 284 1.02 37%
FY2024-25 3.00 287 1.02 37%
TOTAL 19.00 3.00
*It should be noted that the current civilian staffing ratio (40%) is significantly lower than its pre-
recession high (56%). Considering technological innovations and improvements in LEAN process
strategies, staff recommends maintaining a minimum of 40% civilian police staff to support sworn
work product and other public safety services.
Staff projects that police staffing ratios in FY2024-25 would still remain among the lowest in the
county but would be a significant improvement over today's staffing and would put our public safety
staffing on par with the City of Carlsbad.
The Police Department projects that it will unlikely be able achieve all the critical goals outlined
above but due to improvements made through Measure A, we anticipate that significant
improvements will be made to the performance metrics. This is largely due to the fact that even after
implementing Measure A completely, the staffing ratios will still be below pre-recessionary levels
after taking into account population growth.
The Police Department recognizes that current community demands, safety strategies, and staffing
needs will likely change in the future.Although changing needs and trends may require adjustment
to the assignment plan, based on current projections the Police Department intends to assign
additional positions to meet the most critical goals described above. The following table
demonstrates projected assignments for staffing positions incorporated herein but may be changed
as future demands necessitate.
6 The total number of positions added FY2021-22 includes 4.00 sworn positions added to the General Fund in accordance
with this plan, plus those positions previously identified as necessary to combat illegal cannabis operations. Positions related
to illegal cannabis sales include 1 investigator primarily focused on illegal and non-regulated operations, 2 homeless
outreach officers primarily focused on outreach combating drug impacts within the homeless population,and 1 School
Resource Officer primarily focused on scholastic campaigns and youth anti-drug education efforts.
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Projected Assignments (5-years)
Year Sworn Intended Assignment Civilian Intended Assignment
Positions Positions
FY2020-21 3.00 • (2)HOT Officers 2.00 • (1)Police Support Svc.
• 1 Patrol Operations 1 Police Technology
FY2021-22 7.00 • (3)Patrol Operations 1.00
• (1)HOT Agent(homeless impacts) • (1)Sr.Office Specialist(cannabis enf.)
• (1)HOT Off.(homeless impacts)
Cannabis Positions: • (1)SIU Officer.(cannabis enf.)
• (1)SRO Officer.(cannabis
education
FY2022-23 3.00 • (2)Investigations
• 1 Patrol Operations
FY2023-24 3.00 • (3)Patrol Operations
FY2024-25 3.00 • (2)Investigations
• 1 Patrol Operations
The remaining second and third phases of the Long-Term Staffing Plan roughly coincide with the"Keep Up"
and"Moving Forward" phases of the Public Safety Staffing Report.
The phases outlined herein are based on more than two years of research and data collection, multiple
analysis by numerous staff, and several previous reports to City Council. These phases are largely centered
on meeting per capita staffing ratios to achieve specific performance outcomes. As discussed previously in
this report,the officer-to-population metric is useful for simple comparisons but is just one of many metrics
that can be used to evaluate overall police services.
The Police Department intends to monitor progress toward the Critical Goals discussed herein,and evaluate
changes in the performance metrics as additional staff resources become available. It is possible that future
staffing levels may allow the department to meet its Critical Goals regardless of per-capita ratios.
Until such time that additional staffing becomes available and progress toward the Critical Goals can be
assessed, the Police Department recommends a continuing plan to add staff to meet previously
recommended ratios as follows:
• Part 2:To achieve the critical goals and meet pre-recession outcome metrics,return police staffing to
pre-recession levels. Staff recommends adopting a measured strategy to return to the 2007 staffing
ratio of 1.12 officers per 1,000 residents.This is achievable by planning for the addition of 5.00 sworn
positions and adequate civilian positions each year for six years (FY2025-26 through FY2030-31).
Simultaneously,an increase in civilian staff is necessary for critical support needs.
Long-Term Staffing Plan, Part 2 (FY2025-26 to FY2030-31)
Year Sworn Positions Total Sworn Authorized Civilian Civilian
(beyond Measure A includes Measure A er 1,000 Po . Positions Ratio
FY2025-26 5.00 291 1.04 9.00 40%
FY2026-27 5.00 296 1.05 2.00 40%
FY2027-28 5.00 301 1.07 2.00 40%
FY2028-29 5.00 306 1.09 2.00 40%
FY2029-30 5.00 311 1.11 2.00 40%
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FY2030-31 5.00 316 1.12 1 2.00 40%
TOTAL 30.00 1 1 19.00
• Part 3:To expand beyond the restoration of historical services to pre-recessionary levels and to meet
the demands of a dynamic and growing city. This part considers a vibrant waterfront, a high-tech
Millenia district and an established University district. Examples of enhanced services include
significantly expanding the Homeless Outreach Team to reduce the impacts of homelessness on
future development, an enhanced School Resource Officer Unit to maintain the safety of our student
population, dedicated resources to address traffic and pedestrian safety in new high-density growth
areas, a 9-1-1 Communications Center with capacity to coordinate responses to high-rise facilities
and large scholastic campuses, and Police Technology Unit to leverage emerging and future
technological innovations. In order to meet these significant changes, staff recommends the
continued consideration of a future strategy to increase police staffing consistent with the GMOC
recommended staffing goal of 1.29 officers per 1,000 residents.This also matches the county average
per-capita staffing.
Page 134
FIRE DEPARTMENT
EXECUTIVE SUMMARY
Within the past several years,the Fire Department has reviewed major organizational components affecting
its service delivery. These areas included the department's policy on replacement of major equipment and
fire apparatus, the condition and location of several fire stations, the deployment of emergency resources
and staffing, and the ability to achieve Council approved performance thresholds. The review has allowed
significant improvements affecting delivery of fire department resources.
In its review of necessary improvements to service delivery,the fire department also assessed another major
service component; Emergency Medical Services(EMS).Through its review,the Fire Department recognizes
another major opportunity for service improvement through the implementation of emergency medical
ambulance transportation.
The Fire Department has made improvements to staffing by adding a SQUAD and the addition of 4.0 staffing
on four of eight fire engines. Recently, Council has directed Fire Department staff to assess the timeline and
potential funding source for completion of improvements related to the remaining engines not 4.0 staffed.
The anticipated recommendation for fire department owned ambulance transportation, will in many ways
produce improved service and may afford a much earlier completion of staffing improvements through
reinvestment of new revenues into the fire department resource delivery network.
Background
On January 28, 2014, City Council adopted resolution 2014-18 Chula Vista Fire Department Fire Facility,
Equipment, and Deployment Master Plan (Plan).Within the resolution to adopt the Plan, Council approved
modifications to the Plan and established two new service levels/response standards that included the
following:
• Arrival of the first unit on scene to a fire or medical emergency within seven minutes,90%of the
time.
• Arrival of the Effective Response Force, consisting of fourteen (14) firefighters on scene within
ten minutes, 90% of the time for all structure fires.
Council also adopted a policy for implementation of full-time four-person staffing for all engine companies
consistent with the following language:
• Adopt a policy for implementation of full-time four-person staffing for all engine companies as
funding is available.
However, Fire Department staff did not develop or present to Council a corresponding planned timeline for
implementation of staffing improvements; nor was an expenditure plan created to guide implementation of
the new staffing response standards improvements.
In September 2017,the City Manager requested the city's public safety departments develop a Public Safety
Staffing Study, providing recommendations on Fire and Police Department staffing levels. This report was
developed using input from the community, city management, and Fire and Police Department staff to
address public safety understaffing and improving response times.Upon completion,the report allowed city
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management and public safety departments to present their findings to the Chula Vista City Council. As a
result,the Fire Department made the following recommendations to Council.
Recommendation 1
In FY 2019, fund one (1) additional firefighter on four of eight engine companies.This would provide four-
person staffing daily (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) to
engines 51, 52, 55 and 57; adding twelve (12) full time employees to the Fire Department's authorized
staffing.Status: completed.
Recommendation 2
In FY 2020, four-person staffing daily 1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1
Firefighter/EMT); adding twelve (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.
Status:Recruitment in progress,academy to be held January 2020-SAFER Grant funded.
Recommendation 3
In FY 2020, fund two (2) squad response units, located at fire station 7 and 10. This would provide two-
person on each squad daily (1 Fire Captain and 1 Firefighter/Paramedic); adding eight (8) full time
employees to the Fire Department's authorized staffing. Status: SQUAD 62 completed; SQUAD 63
anticipated FY20.
Recommendation 4
In FY 2020, fund one (1) Deputy Fire Chief responsible for Fire Administration duties including fiscal
management, human resources (staffing&professional standards), reporting, public information,statistics
and data management; adding one(1) full time employee to the fire department's authorize staffing.Status:
Completed.
Recommendation 5
In FY 2020, fund one (1) Fire Captain responsible for community risk reduction education including
completing community risk assessments, community education program development and coordination;
adding one (1) full time employee to the fire department's authorized staffing. Status: Completed.
Recommendation 6
In FY 2021, fund two (2) additional squad response units,located at fire station 6 and 8.This would provide
two-person staffing on each squad daily(1 Fire Captain and 1 Firefighter/Paramedic on each squad);adding
eight(8)full time employees to the Fire Department's authorized staffing.Status: Not completed-SQUAD
64 and 65 anticipated to be completed FY24 and FY25.
Recommendation 7
In FY 2021, fund one (1) additional firefighter on the remaining four of eight engine companies.This would
provide four-person staffing daily (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1
Firefighter/EMT) to engines 59, 54, 56 and 58; adding twelve (12) full time employees to the Fire
Department's authorized staffing. Status: Not completed-funding not identified.
Recommendation 8
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In FY 2022, fund engine at Bayfront fire station 11. This would provide four-person staffing daily (1 Fire
Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT); adding twelve (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. Status: Not completed - Anticipate partial funding via
Bayfront development negotiations combined with Measure A funds.
Recommendation 9
In FY 2023, fund the new engine company for relocated fire station 9. This would provide four-person
staffing daily (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT); adding
twelve(12)full time employees to the Fire Department's authorized staffing.This recommendation is driven
by increasing call volume in southwest Chula Vista.Status: Not completed-funding not identified.
Recommendation 10
In FY 2024, fund the staffing for the new truck company at Bayfront fire station 11. This would provide
four-person staffing daily(1 Fire Captain, 1 Fire Engineer, l Firefighter/Paramedic,and 1 Firefighter/EMT);
adding twelve (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. Status: Not completed -
Anticipate partial funding via Bayfront development negotiations.
Recommendation 11
In FY 2025, fund one (1) Deputy Fire Chief responsible for Support Services to support the management of
information technology, fleet, equipment, facilities, supplies and communication systems. Status:
Completed temporarily until FY 21 when position transfers to EMS division/funding. Funding not
identified thereafter.
Recommendation 12
In FY 2025, fund three (3) Fire Inspector/Investigators assigned to conduct life safety inspections in
multifamily apartment/condominium buildings, mobile home parks and assist in completing a higher
percentage of fire investigations.Status:Funding for 1 Fire Inspector/Investigator identified and added
to FY20 budget via Residential Complex Inspection Program. Second position anticipated for FY21
via Residential Complex Inspection Program.Funding not identified thereafter.
Public Safety Staffing Plan
Subsequently,a Public Safety Staffing Strategies was created followed by the Public Safety Expenditure Plan
(PSEP) designed to use Measure A half-cent sales tax revenues to fund the most critical Fire Department
recommendations for staffing such as 4.0 staffing.Non-Measure A eligible staffing needs such as core staffing
requirements for fire stations in new developments (Millenia and Bayfront) would be included as part of
future general fund budget expenditures.This would include non 4.0 related staffing.
In order to be considered a critical need, recommendations must: produce immediate threshold
improvements to concentration and reliability of resources on the west side of the city, and/or produce
immediate threshold improvements to distribution of resources in the east,be recommended by the Public
Safety Advisory Committee,or be a requirement to support critical need improvements. Those critical needs
are shown in the amended Measure A Proposed Expenditure Plan below.
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This plan is slightly different than the original PSEP as approved by City Council. Differences in position
counts are highlighted in yellow in Table 1 below.
Table 1: Phase 1 Staffing Plan
FTE Balance: FY19 FY20 FY21 FY24 FY25 Total
DEPUTY FIRE CHIEF (ADMINISTRATION &EMS) 2.00 (1.00) - - 1.00
FI RE CAPTAI N (SQUADS) 2.00 2.00 2.00 2.00 8.00
FIREFIGHTER/PARAMEDICS (SQUADS) 2.00 2.00 2.00 2.00 8.00
FIREFIGHTER EMT(4.0 STAFFING)* 12.00 3.00 3.00 3.00 18.00
PUBLIC EDUCATION &MEDIA SERVICES 1.00 1.00
TOTAL FIRE PERSONNEL(AMENDED) 19.00 4.00 2.00 7.00 4.00 36.00
ORIGINAL PSEP TOTAL FIRE PERSONNEL 12.00 13.00 1 11.00 1 36.00
FTETOTALCHANGES00 000000 4.00
* The Fire Department has applied for a FEMA SAFER Grant, and as a result, 3.0 Firefighters in the
Measure A Spending Plan were removed in FY2020 pending the outcome of a funding decision for
the FEMA SAFER Grant. If the grant is funded it will offset some of the costs for these positions over
the next three years. The 3.0 Firefighter positions costs are reflected in FY2021. Staff will bring
forward a mid-year adjustment and spending plan amendment to add these positions when a
funding decision on the FEMA SAFER Grant has been made around September of 2019.
Addendum to The Fire Facility Equipment and Deployment Master Plan
The combination of recommended needs for staffing level increases, the need for building and staffing new
fire stations in new developments, and the criticality to rebuild and relocate Fire Stations 5 and 9 made it
necessary to re-evaluate and modify the Fire Facility, Equipment, and Deployment Master Plan. In August
2018, City Council passed resolution 18-0361 adopting the Addendum to the Fire Facility, Equipment, and
Deployment Master Plan.
Short Term Staffing Plan
Within the Addendum to the Fire Facility, Equipment, and Deployment Master Plan, the recommendations
from the Public Safety Staffing Plan were separated into a short-term staffing plan and a long-term staffing
plan.The short-term staffing plan table below contains all critical needs funded by the Measure A sales tax
increase such as the fourth firefighter on an engine (shown in the table above and referred to as Phase 1
Staffing Plan), as well as staffing necessary for the scheduled new fire stations such as Millenia station 10
and Bayfront station 11 which are general fund costs that pay for the first through third firefighters on an
engine.
The addition of staffing planned in this report does not include any necessary internal support staff
positions, such as Principal Management Analyst (PMA), secretarial staff, support services staff, etc.
Consideration must also be given to any citywide staff impacts as a result of Fire Department staffing
improvements.Affected departments may include Human Resources, Finance, and Public Works. The Fire
Department should evaluate the necessity and make recommendations based upon needs as the plan
continues to develop and staff are added.
Page 138
Table 2 below demonstrates the short-term staffing position count totals including the established funding
sources.
Table 2: Short-Term Staffing Plan
Position Total Count Location Funding Source
Deputy Chief 1 1 Administration Measure A
2 Squad 62 Measure A
2 Squad 63 Measure A
Fire Captain 14 2 Squad64 Measure A
2 Squad 65 Measure A
3 Millenia Engine 60 General Fund
3 Bayfront Engine 50 General Fund
Fire Engineer 6 3 Millenia Engine General Fund
3 Bayfront Engine General Fund
2 Squad 62 Measure A
2 Squad 63 Measure A
Firefighter/ 14 2 Squad 64 Measure A
Paramedic 2 Squad 65 Measure A
3 Millenia Engine 60 General Fund
3 Bayfront Engine 50 General Fund
3 4th Firefighter on Measure A
Engine 51
3 4th Firefighter on Measure A
Engine 52
3 4th Firefighter on Measure A
Engine 55
Firefighter/EMT 18 3 4th Firefighter on Measure A
Engine 57
3 4th Firefighter on Measure A
Millenia Engine 60
3 4th Firefighter at Measure A
Bayfront Engine 50
Public Education 1 1 Fire Administration Measure A
Specialist
Total positions 36 Measure A
54 18 General Fund
Long-Term Staffing Plan
The long-term staffing plan contains all remaining recommended staff improvements discussed in the Public
Safety Staffing Plan. It should be noted that none of the recommendations listed in the long-term staffing
plan currently have funding sources or timelines for implementation.
Page 139
Should Measure A revenues surpass projections, long-term staffing costs will be covered using additional
Measure A revenues.The long-term staffing plan includes four-person staffing at Engine 53 located at 1410
Brandywine, Engine 54 located at 850 Paseo Ranchero, Engine 56 located at 805 San Miguel Road, and
Engine 58 located at 1180 Woods Drive.The long-term staffing plan will also implement a new four-person
staffed engine (Engine 59) at the relocated fire station 9. This additional engine company will complete the
full and necessary compliment of one engine located in each fire station throughout the entire City.The City
currently runs one engine short at Fire Station 3. The addition of a four-person staffed truck (Truck 50) at
the Bayfront fire station, a four-person staffed truck at Fire Station 4 (Truck 54), and a four-person staffed
engine at the Village 8 fire station is also part of the long-term staffing plan and indicated in the Addendum
to the Fire Facility,Equipment and Deployment Master Plan.Table 3 below demonstrates long-term staffing
position count totals which are in addition to the totals shown in Table 2.
Table 3: Long Term Staffing Plan
Position Total Count Location
Deputy Chief 1 1 Administration
3 Truck 50
Fire Captain 12 3 Engine 59
3 Truck 54
3 Village 8
3 Truck 50
Fire Engineer 12 3 Engine 59
3 Truck 54
3 Village 8
3 Truck 50
Firefighter/ 12 3 Engine 59
Paramedic 3 Truck 54
3 Village 8
3 4th Firefighter on
E53
3 4th Firefighter on
E54
3 4th Firefighter on
E56
Firefighter 24 3 4th Firefighter on
E58
3 Truck 50
3 Engine 59
3 Truck 54
3 Village 8
Fire Inspector/ 3 3 Fire Prevention
Investigator II
64
a - _ X40
Progress and Improvements
The Fire Department began the permanent transition of engine staffing from three firefighters to four
firefighters in July of 2018.The staffing changes took place on engine 51, 52,55,and 57.These changes have
proven a positive effect on reliability/availability of emergency response units. In February 2019,
implementation of the first of four SQUADS began with SQUAD 62 located at fire station 7 in Otay Ranch.
This change has proven a positive effect on the distribution of emergency response units. Since the
implementation of improvements,data has been collected and analyzed to show improvements to response
thresholds.
The chart below illustrates the response threshold compliance(baseline)prior to implementation of staffing
improvements. Units in the west achieve higher performance than units in the east. As a reminder, the
threshold requires arrival of the first unit on scene to a fire or medical emergency within seven minutes,
90%of the time.
Fire & EMS Calls for Service FY17 IT--FY17
100%
89.10% 85.50% 84.00%
90%
80.70%
80% 77.90
75.20%
71.50%
70%
59.60%
60% 54.80%
50%
40%
30%
1
20%
I I
10%
I I
0%
Station 1 Station 5 Station 9 Station 2 Station 3 Station 4 Station 6 Station 8 Station 7
WEST EAST
P 41
The chart below illustrates a side by side comparison between the baseline compliance of FY17 and the
progress made after implementation of staffing improvements in FY19.A significant difference can be seen
to the units in the east. These improvements indicate that SQUAD implementation provides increased
distribution of resources in the east and that 4.0 staffing contributes to improved reliability/availability of
resources particularly in the west.
Fire& €IVIS Calls for Service oFv17 oFr13 —ihre.!dd
19J3i
30%
fr113;
i
I ' I
I
�a3 s
lox {7 {
i I
G- ILL
Station 1 Station S Station 4 Stsian 2 I Ranion 3 Station 4 Station G Station 8 Station 7
WEST EAST
The table below shows a decrease to fire loss which can be attributed to the increase in staffing from three
firefighters to four.
Fire Loss w/Linear Forecast(Millions)
$10
$8
$6
$4
2012 2013 2014 2015 2016 2017 2018
Page X42
EMS Proposed Service Enhancement
Within the past several years,the Fire Department has reviewed major areas affecting its service delivery.
These areas included the department's outdated policy on replacement of major equipment and fire
apparatus, the effectiveness and efficiency of its deployment of emergency resources and staffing in terms
of their ability to achieve Council directed performance thresholds; as well as an analysis on the state of
disrepair of several fire stations that included a recommendation for the replacement and re-location of fire
stations to optimize response capability of the fire station network.With continuous support of City Council,
each of these major components have undergone or are in the process of undergoing substantial
improvements.
In its review of necessary improvements to service delivery,the fire department has also assessed another
major service component; Emergency Medical Services (EMS).The EMS system in Chula Vista has remained
unchanged for almost 40 years, however 2013 brought the implementation of First Responder Advanced
Life Support(FRALS).Two years ahead of schedule in 2015,the department completed the inclusion of one
firefighter/paramedic on every fire apparatus within the department.The addition of FRALS now provides
advanced level of care to patients in the field prior to the arrival of the ambulance.
The South Bay Exclusive Operating Area (ECA), has existed since the late 1970's. EOA partners include the
Chula Vista Fire Department, Imperial Beach Fire Department and the Bonita/Sunnyside Fire Protection
District. Since 1977, the EOA has contracted with a private paramedic ambulance transportation company
to deliver medical transport from the emergency scene to local hospitals for definitive care.The successful
transition to FRALS, has prompted the department to review all components of its emergency medical
services system, beginning with dispatch and continuing all the way through patient delivery to the
appropriate medical resource via ALS ambulance transport.
The review found that many of the challenges experienced by the FRALS first responder system, such as
increasing call volume and static number of resources, are also present in the ALS ambulance transport
system.The current system design makes it difficult to implement improvements since we are engaged in a
contractual relationship in which the contractor controls the operational and financial components, with
any desired system improvements subject to negotiations in the allowable base rate charge. Recent
developments in the state regulatory system, namely the California Emergency Medical Services Authority
(CA EMSA), have prompted city staff to further evaluate other methods of providing emergency medical
transport services that would allow the city direct administrative control of ALS ambulance transport
operations and finances.
The City has been the administrator and provider of our ALS ambulance transport services since 1977 but
has always subcontracted for the actual delivery of emergency medical ambulance transport. By taking
direct administrative control of the transport system it will provide the opportunity to solve performance
issues without layers of negotiations, staff time and resources,and management with external agencies.
Service Enhancement Options
The two primary options to exert the direct administrative control of the emergency medical ambulance
transport system are to provide the services directly as a city operation under the control of the fire
Page 143
department; or,to contract with an outside agency specifically for ambulance unit hours of coverage. Direct
administrative control of the transport system option allows for greater operational governance vs. the
contract for unit hour coverage option, while both options provide control of the financial aspect of the
transport system.The improved administrative control would allow the fire department to optimize system
performance by implementing changes directly when necessary, and then have the ability to recover funds
through responsible management of revenues generated from the operation.
Operational Enhancements
With direct administrative control, some of the areas for operational improvements that the Fire
Department would implement include; appropriate resources committed to the jurisdiction based on
historical data and industry best practices,direct dispatch,management,and control of ambulance transport
resources.And more thorough integration thru common training and medical oversight.
An area of strong concern for the Fire Department is the allocation of ambulance transport resources that
are housed, operating, and responding to emergencies from within the EOA boundaries. With increasing
calls for service due to development and increasing population, it has become vital for the EOA to have
committed ambulance transport resources remain in the service area. Under the current contract system,
the contractor serves the region instead of serving our EOA solely.This model produces minimal resources
located within the EOA boundaries, and a reliance on neighboring contract areas when calls for service
exceed the locally stationed capacity.
Another area for operational improvement is to integrate the transport system into a single dispatch system.
When a call for service is answered,triaged,and assigned to responding units,it is most efficient and safe to
have a single point of contact control the flow of information. Having uniform processing and direct
dispatching of responding units will reduce any time delays to reaching the person(s) needing assistance.
Management of transport resources refers to the actual provider of medical care. A more direct line of
communication with personnel providing care should allow more efficient management of their efforts and
behavior than is currently possible with two completely separate agencies. Another area for operational
improvement is the integration of first responder and transport systems into a single system of care with a
common set of equipment, training, and medical oversight. Although collaborating with the current
contractor on equipment has produced some standardization, there are still significant differences in
supplies and how to implement their use. The issue of training and medical oversight is interconnected as
we train to become proficient in assessing and treating our patients; while medical oversight serves to
evaluate if we successfully provided good care. Medical oversight can then serve as the reinforcement of
desired behaviors and identify areas for improvement.The combination of these operational improvements
will result in improved availability of dedicated resources, dispatched in a timely manner by the same
system,and prepared for medical responses in a similar manner.
Transport Economics and Potential for Revenue
As mentioned previously, improvements of any type to the transport system have been reliant on the
willingness of the contractor to negotiate base rate changes in exchange for those improvements.As the City
has become better informed on medical transport operations,the City's expectations have increased for the
Page 144
service level provided under the contract.With the contractor assuming the risk for performance,they have
steadily increased the base rate to account for the risk of collecting net revenue that will meet their
operational expenses. The basic economics of medical transport are that the number of transports
performed multiplied by the total bill (base rate plus itemized charges) to equal the gross billable receipts.
The rate that insurers reimburse is variable, with government insurers providing low rates of
reimbursements. The commercial insurer is the payor with the most flexibility for rate changes and is the
intended recipient of base rate increases requested by our contractor.
In addition to the recent regulatory changes at EMSA, there have been significant changes in the financial
operations of providing emergency medical transportation. Historically providers of medical transport had
to manage a payor mix that included a variety of sources such as commercial,private pay,Medicare,MediCal,
etc. The majority of payors are derived from government sources, which has not reimbursed at levels that
cover the cost of providing services. Recent changes in reimbursement have occurred, with two current
programs and another in the legislative process that are generating higher reimbursement from the federal
government.The federal government has participated in a program called Disproportionate Share Hospital
Program for the last 40 years.By providing higher reimbursement rates than the private sector,the program
was a matching fund program created to make whole government providers of healthcare who receive a
disproportionate share of Medicaid patients.
In 2012, a program for only government providers of emergency medical transport, based on the
Disproportionate Share program,was created in California known as Ground Emergency Medical Transport
(GEMT). Based on documented expenses for EMS operations, the state of California would reimburse the
transport provider a higher amount for Medicaid (MediCal) patients. In 2018, an additional program was
created for all providers of emergency medical transports called the Quality Assurance Fee (QAF). A set
amount is paid for every transport provided by an agency with matching federal funds increasing the
reimbursement for federally insured patients.
Recently, legislation was approved and signed into law for AB-1705: MediCal, Emergency Medical
Transportation Services.This legislation,known as the Intergovernmental Transfer(IGT)program,relies on
an agency payment per transport, which then receives matching federal funds. This program is similar to
GEMT in that only government healthcare providers are eligible for participation but is projected to triple
the revenue currently projected for the Chula Vista EOA from GEMT/QAF. The difference in operational
expenses between the city provided service and unit hour contracting account for the range of potential net
revenues in the chart below over five fiscal years.
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
GEMT/QAF IGT Starts
7/1/21
Low $2,728,594 $4,375,398 $4,337,159 $4,325,533 $4,298,498
High $3,039,696 $5,097,066 $5,174,986 $5,302,704 $5,420,144
Revenues that exceed operational expenses, coupled with availability of federally based matching funds,
will provide a method for the city to fund some of the long-term staffing plan.The addition of 4-0 staffing
on the remaining engine companies (Recommendation#7) could be accomplished thru these funds.The
increased staffing would have a positive effect on both EMS and suppression calls for service and could be
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used in place of one or more of the future proposed and Measure A funded SQUADS.On EMS calls,
particularly critical medical and trauma patients, research has shown that 4-0 staffing is more efficient and
timely compared to other staffing models.The utilization of 4-0 staffing on suppression calls for service
fulfills several goals including 2 in/2 out and effective response force.The projected cost of approximately
$2.4 million dollars for 12 additional firefighters fits within the projected net revenues from a medical
transport system, either provided by the city through direct administrative control or by contract for unit
hour coverage.
Conclusion
Since 1985,the fire department has more than doubled in size.Over the past five years,the Fire Department
has made numerous major improvements related to service enhancements including fire stations,
equipment, apparatus, staffing, and response resources. In its nearly 100-year history, the fire department
has added significant programs to its resource deployment capabilities such as the department wide
wildland firefighting program with Brush 56,and a heavy rescue program with US&R 53;the deployment of
an entire second Battalion in 2004, the completion of the FRALS program in 2015, and the implementation
of SQUADS in 2019. The fire department has a long history of deploying new programs and resources to
emergencies of various kinds and has never failed its residents when implementation of new programs was
necessary. The area of ALS ambulance transport is yet another resource deployment program well within
the capabilities of the Chula Vista Fire Department.
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