HomeMy WebLinkAbout2020-05-14 ACOC Agenda Packet
REGULAR MEETING OF THE MEASURE A CITIZENS’ OVERSIGHT COMMITTEE
OF THE CITY OF CHULA VISTA
Thursday, May 14, 2020 VIA TELECONFERENCE
6:00 p.m. 315 4th Avenue, Chula Vista, CA 91910
PLEASE NOTE THAT, PURSUANT TO THE GOVERNOR OF THE STATE OF CALIFORNIA'S
EXECUTIVE ORDER N-29-20, AND IN THE INTEREST OF THE PUBLIC HEALTH AND SAFETY,
MEMBERS OF THE MEASURE A COC AND STAFF MAY PARTICIPATE IN THIS MEETING VIA
TELECONFERENCE. IN ACCORDANCE WITH THE EXECUTIVE ORDER, THE PUBLIC MAY
VIEW THE MEETING ONLINE AND NOT IN THE CHULA VISTA POLICE DEPARTMENT
COMMUNITY ROOM.
HOW TO WATCH: Members of the public can access a link to the livestream at
www.chulavistaca.gov/boards.
HOW TO SUBMIT COMMENTS: Visit the online eComment portal for this meeting at:
https://chulavista.granicusideas.com/meetings. The commenting period will be open shortly
after the agenda is published for a particular meeting and will remain open through the
meeting, as described below. All comments will be available to the public and the MEASURE
A COC using the eComment portal. Comments must be received prior to the time the Chair
calls for the close of the commenting period. Comments received after such time will not be
considered by the MEASURE A COC. If you have difficulty or are unable to submit a
comment, please contact Claudia Bravo for assistance at cbravo@chulavistapd.org
ACCESSIBILITY: Individuals with disabilities are invited to request reasonable modifications
or accommodations in order to access and/or participate in a MEASURE A COC meeting by
contacting the Police Department at cbravo@chulavistapd.org (California Relay Service is
available for the hearing impaired by dialing 711) at least forty-eight hours in advance of the
meeting.
***The City of Chula Vista is relying on commercial technology to livestream and accept
public comments via Granicus, Inc. With the increase of virtual meetings, most platforms are
working to scale their systems to meet the new demand. If we have technical difficulties, we
will resolve them as quickly as possible. City staff will take all possible measures to ensure a
publicly accessible experience. ***
CALL TO ORDER
City of Chula Vista Boards & Commissions
Measure A Citizens’ Oversight Committee
Page 2 ׀ Measure A COC Agenda May 14, 2020
ROLL CALL: Committee Members Alatorre, Anaya, Escobedo, Ficcaci, Guillen, Hobson,
Roberts, 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 comment on one of these items,
please submit comments electronically at: https://chulavista.granicusideas.com/meetings.
1. APPROVAL OF MINUTES of December 12, 2019
Staff recommendation: Approve the meeting minutes.
PUBLIC COMMENTS
Persons 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
future discussion or refer the matter to staff. If you wish to comment, please submit comments
electronically at: https://chulavista.granicusideas.com/meetings.
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
comment on one of these items, please submit comments electronically at:
https://chulavista.granicusideas.com/meetings.
2. CONSIDERATION OF THE PROPOSED MEASURE A TEN YEAR SPENDING PLAN
AND SPENDING PLAN FOR FISCAL YEAR 2020/2021 AND DETERMINATION OF
THEIR COMPLIANCE WITH MEASURE A REQUIREMENTS
Recommended Action: Consider the proposed Ten Year and FY 2020/2021 Measure A
Spending Plans, determine their compliance with Measure A requirements and recommend
City Council approval and incorporation of the proposed FY 2020/2021 Measure A
Spending Plan into the City’s FY 2020/2021 budget.
OTHER BUSINESS
3. STAFF COMMENTS
4. CHAIR’S COMMENTS
5. COMMITTEE MEMBERS’ COMMENTS
ADJOURNMENT to the regular meeting on June 11, 2020 at 6:00pm in the Police Department
Community Room at 315 4th Avenue, Chula Vista, California.
Page 3 ׀ Measure A COC Agenda May 14, 2020
Materials provided to the Measure A Citizens’ Oversight Committee related to any open-session
item on this agenda are available for public review in the Chula Vista Police Department at 315
4th Avenue, Chula Vista during normal business hours.
Intended Public Safety Spending Plan
Est. One-half cent Sales Tax Revenues
Phase I - Critical Needs
Fiscal Year
2021
Police Department Spending Plan
Beginning Police Department Funds Available 11,066,846$
Estimated 1/2 cent Sales Tax Revenues 10,010,000$
Estimated Funds Available - Police
Department 21,076,846$
Proposed Expenditures
Peace Officers 3,199,430$
Police Agents 1,526,940
Police Sergeants 983,887
Sworn - non-personnel costs 268,841
Civilian Background Investigator 111,214
Community Services Officer 189,133
Digital Forensics Technician II 247,232
Police Comm Systems Manager 180,318
Police Dispatcher 916,216
Sr Police Technology Specialist 176,791
Civilian Non-Personnel Costs 6,896
Computers and other equipment 250,000
Police Vehicles, Outfitting, Maint., Fuel,
etc.220,000
Temporary Public Safety Training Facility -
Reimbursement for Support Staff (IT, Fin,
HR, City Attorney)375,375
Total Police Department Proposed
Expenditures 8,652,272$
Ending Police Department Available
Funds 12,424,574$
Phase I - Critical
Needs Funding
Intended Public Safety Spending Plan
Est. One-half cent Sales Tax Revenues
Phase I - Critical Needs
Fiscal Year
2021
Fire Department Spending Plan
Beginning Fire Department Funds
Available 7,397,346$
Estimated 1/2 cent Sales Tax Revenues 10,010,000$
FEMA SAFER Grant Reimbursement 219,641$
Estimated Funds Available for Fire
Department Spending Plan 17,407,346$
Proposed Expenditures
Deputy Chief*556,319$
Fire Captain 808,931
Firefighter**5,015,639
Firefighter/Paramedic 465,732
Academy Costs -
PPE Maintenance 133,904
Computers and other
equipment/furniture 30,883
Fire Vehicles, Outfitting, Maint., Fuel, etc.295,349
Reimbursement for Support Staff (IT, Fin,
HR, City Attorney)375,375
Total Fire Department Proposed
Expenditures 7,682,132$
Ending Fire Department Available Funds 9,725,214$
Combined Police and Fire
Fiscal Year
2021
Beginning Available Funds 18,464,192$
Total Combined Revenues 20,239,641$
Total Combined Expenditures 16,334,404$
Ending Available Funds 22,369,430$
Total Phase I - Critical Needs Funding
Phase I - Critical
Needs Funding
Intended Public Safety Expenditure Plan 2020
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Introduction
The City of Chula Vista is located at the center of one of the richest cultural, economic and environmentally
diverse zones in the United States. It is the second-largest city in San Diego County with a population of
270,000. Residents enjoy a multitude of quality of life amenities, including award-winning public schools,
established neighborhoods, parks and trails, shopping and dining opportunities, and popular attractions.
Chula Vista is one of the top ten safest cities of its size in the country.
Public Safety is a top priority in the City of Chula Vista with 67 percent of general fund discretionary
revenues allocated to Police and Fire personnel and services (approximately $71.5 million of $109 million
in revenues). In addition, staff from Administration, Finance, Human Resources, City Attorney and Public
Works provide significant support to public safety. In an attempt to address public safety staffing
shortages, the City added 5 new police officer positions in fiscal year 2019. Unfortunately, as noted in the
City’s Long-Term Financial Plan, which is included in the City Council adopted budget and is available on
the City website at www.chulavistaca.gov/publicsafety, discretionary revenues are not keeping pace with
the need for additional public safety personnel to support the City’s current and future population.
Process for Creation of the Plan
At the June 6, 2017 Council Meeting, the City Manager was directed to “report back to the City Council
within 120 days with a plan to address the chronic understaffing of the Police and Fire Departments, with
such plan considering all options, including: (i) alternative service models that may improve effectiveness
and reduce costs; and (ii) potential funding sources.”
Staff reported back to Council on September 26, 2017 with a Public Safety Staffing Report which is
available at www.chulavistaca.gov/publicsafety. The report assessed factors affecting public safety,
including:
Community and stakeholder feedback/input on priorities for delivery of public safety services
Short and long-term staffing level standards for CVPD and CVFD
Response times for Priority 1 and Priority 2 emergency calls for CVPD
Response times with properly equipped and staffed fire and medical units for CVFD
Consideration of alternate public safety service delivery models
Accounting for growth – 5-year, 10-year and build-out projection models
Fiscal forecasts and impacts
The Public Safety Staffing Report provided the foundation for developing the Public Safety Staffing
Strategies report which is available at www.chulavistaca.gov/publicsafety. The Public Safety Staffing
Strategies includes:
Recommending staffing allocations for CVPD and CVFD to provide critical public safety services
Intended Public Safety Expenditure Plan 2020
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Estimated costs for staffing and a phasing schedule
Assessment of potential funding sources
Overview of results of public opinion surveys
The City’s Communications staff informed the Chula Vista community about public safety staffing issues
in a variety of media including: the Community Connection newsletter, press releases, public and media
outreach and social media. Additionally, CVFD and CVPD representatives have attended community
meetings and discussed these public safety staffing issues.
At the September 26, 2017 City Council meeting, Council directed the City Manager to conduct a public
opinion survey, inform the community about public safety staffing issues presented, and to come back to
Council with options to address staffing issues, including revenue options.
At the December 19, 2017 City Council meeting, staff presented the Public Safety Staffing Strategies
report. This report outlined staffing proposals for the Police and Fire Department that addressed critical
needs. The departments evaluated their operations and identified the gaps in not only service levels, but
also in the customer service experience for residents and businesses.
At the February 13, 2018 City Council meeting, the City Council accepted the recommendations of the
Public Safety Advisory Committee to adopt the Intended Public Safety Expenditure Plan (“Expenditure
Plan”). In addition, the City Council approved the first reading of an Ordinance adding Chapter 3.34 to
Title 3 of the Chula Vista Municipal Code to establish a one-half cent General Transactions and Use Tax
and calling for a general Municipal election to be held on June 5, 2018.
At the February 27, 2018 City Council meeting, the second reading and adoption of Ordinance No. 3415
of the City of Chula Vista adding Chapter 3.34 to Title 3 of the Chula Vista Municipal Code to establish a
one-half cent General Transactions and Use Tax to be administered by the California Department of Tax
and Fee Administration including provisions for Citizens’ Oversight and Accountability.
On June 5, 2018, the People of the City of Chula Vista approved Measure A authorizing a one-half cent
sales tax on retail sales within the City.
On October 1, 2018, the collection of the Measure A sales tax began.
On October 30, 2018, City staff presented to the Citizens’ Oversight Committee (“COC”) an amended
Measure A Intended Public Safety Expenditure Plan. The amended plan includes updated sales tax
revenue assumptions, staffing changes for both the Fire and Police Departments, and updated
expenditure assumptions. The COC voted unanimously to support the amended Measure A intended
Public Safety Expenditure Plan.
On December 18, 2018, the City Council adopted the amended Measure A Intended Public Safety
Expenditure Plan, amended the FY 2019 Budget, and authorized the addition of new positions that were
funded by the Measure A Sales Tax.
Intended Public Safety Expenditure Plan 2020
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On June 4, 2019, the City Council adopted the Fiscal Year 2020 Proposed Budget that established the
Measure A appropriations and adding authorized staffing of various City departments.
On June 18, 2019, the City Council approved a resolution amending the Measure A Public Safety
Expenditure Plan (PSEP); updating Measure A sales tax revenue assumptions; staffing changes for both
the Police and Fire departments, and updated expenditures.
On July 11, 2019, the Measure A COC voted to support amendments to the Public Safety Expenditure Plan
to add two Digital Forensics Technician II positions to meet the Police Department’s need to collect,
handle, process, and analyze digital evidence for police investigations and for criminal prosecutions.
On December 3, 2019, the City Council approved resolutions amending the Measure A Public Safety
Expenditure Plan; and amending the Fiscal Year 2020 Operating Budget; and adding authorized staffing to
the Police and Fire Departments.
On December 12, 2019, the Measure A COC voted to support amendments to the Public Safety
Expenditure Plan to add one Police Agent and three Peace Officer positions to meet the Police
Department’s need to combat illegal cannabis operations.
On January 14, 2020, the City Council approved a resolution amending the Measure A Public Safety
Expenditure Plan to add one Police Agent and three Peace Officer positions.
Public Safety Advisory Committee
The City Manager established an internal working group with staff from Fire, Police, Administration and
Finance Departments to conduct a comprehensive assessment of the Police and Fire Departments. To
help identify the needs and priorities of our community and to evaluate the state of public safety, the City
Manager formed the Public Safety Advisory Committee (PSAC) in July 2017. The committee included Chula
Vista residents, business owners and community leaders.
Citizens’ Oversight Committee
As required by the City of Chula Vista Municipal Code the Measure A Citizens’ Oversight Committee
(“COC”) was created and held its first meeting on September 26, 2018. The COC is composed of 12
members. The function of the COC is to review and report on City compliance with the terms of the
Municipal Code and the spending guidelines contained in the City Council approved Intended Public Safety
Expenditure Plan, and each Measure A Expenditure Plan presented to and approved by the City Council
thereafter. Additional information related to the Measure A COC can be found at
https://www.chulavistaca.gov/departments/city-clerk/boards-commissions/boards-commissions-
list/citizens-oversight-committee-measure-a.
Intended Public Safety Expenditure Plan 2020
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Public Outreach and Public Opinion Surveys
In November 2017, the City of Chula Vista engaged a research firm to conduct a public opinion survey to
identify the services and projects that residents are most interested in funding and to obtain input on a
potential half-cent general sales tax to fund the services.
Public Opinion on Prioritizing Projects and Programs
Police Department Critical Needs
As of September of 2018, when the original Public Safety Staffing report was developed and presented to
the City Council, the Chula Vista Police Department was composed of over 300 authorized fulltime
employees, including 237 sworn officers, 91 professional staff and over 80 volunteers who worked
tirelessly to provide public safety services to the second largest city in San Diego County. CVPD general
fund allocations were at 32%, below the regional average for law enforcement agencies. CVPD had 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 staffing ratio was significantly lower than a decade ago
when the Department was authorized 259 sworn officers and 114 professional staff.
Despite such challenges, Chula Vista was fortunate to have a relatively low crime rate and it was
consistently recognized as one of the safest cities of its size in the country. Unfortunately, staffing
challenges, combined with Chula Vista’s growth, strained CVPD’s ability to continue to provide the high
Intended Public Safety Expenditure Plan 2020
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level of public safety service to which the residents of Chula Vista were accustomed. After extensive
review, CVPD staff recommended substantial increases in sworn and civilian staff to raise CVPD’s staffing
to the appropriate level to meet the current and projected future service demands of Chula Vista. The
Public Safety Staffing report presented to City Council on September 26, 2017, explored the history of
CVPD’s staffing challenges and made recommendations to restore CVPD staffing to levels more in line
with those of regional law enforcement agencies. The following is a summary of the immediate staffing
needs as identified by the Police Department.
Police Department Critical Needs (Phases I and II)
Police Officers – 43 positions
Uniformed Community Patrol Officers (24 positions) Uniformed patrol responds to calls for service, deters
crime and conducts proactive policing to address traffic and quality of life issues. These are among the
primary missions of any municipal police agency. It is critical to maintain adequate staffing throughout
the City, 7 days a week and 365 days a year. The addition of 24 officers would provide more than a 30
percent increase in the number of officers on the street at any time, and would double the number of
officers in the fast-growing/developing areas of the City.
Despite personnel transfers to Community Patrol from other CVPD divisions, first-line patrol operations
are falling short of historical performance standards and outcomes. As discussed in the Public Safety
Staffing Report, Community Patrol is consistently unable to meet Priority 1 and 2 GMOC response times.
Priority 3 and Priority 4 call response times also have increased dramatically, further increasing wait times
for citizens reporting crimes or calling for police service.
Additionally, other markers of Community Patrol effectiveness indicate a decline in operational capacity.
Positions Phase I Phase II Total
Peace Officers 16.0 11.0 27.0
Police Agents 8.0 2.0 10.0
Police Sergeants 5.0 1.0 6.0
Total Sworn 29.0 14.0 43.0
Civilian Background Investigator 2.0 - 2.0
Community Services Officer 2.0 1.0 3.0
Detention Facilities Manager 1.0 - 1.0
Police Comm Systems Manager 1.0 - 1.0
Police Dispatcher 7.0 4.0 11.0
Sr. Police Technology Specialist 1.0 - 1.0
Total Non-Sworn 14.0 5.0 19.0
Total Police FTE Positions 43.0 19.0 62.0
Note: In addition to the positions listed above, the intented spending plan allocates
resources to support staff reimbursements, vehicles and IT equipment needs.
Intended Public Safety Expenditure Plan 2020
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Notable areas of performance concern 2008-2016
53% decline in officer initiated calls for service
41% decline in felony arrests
26% decline in misdemeanor arrests
49% decline in traffic citations
28% increase in traffic related deaths and injuries
10% increase in traffic collisions
51% decline in parking citations
These statistics are indicative of a reactive patrol stance rather than one which is proactive and service
oriented. The primary factor for such reductions likely are officer workloads and lack of proactive time to
address community problems other than priority calls.
It is also worth noting that police work has changed and cases and workloads are more complex than ever.
This means patrol officers must consider many more factors as they go about their work. Oftentimes this
results in a substantially increased workload. For example, the District Attorney’s Office has enhanced
case issuance guidelines which often requires more time for initial field investigations and subsequent
follow-up work by detectives.
Other factors, like Body Worn Cameras have many benefits but they extend the report writing process by
requiring officers to review video footage to ensure report accuracy. Also, social media use, almost non-
existent a decade ago, has exploded and adds to case complexity and investigative time. To complicate
matters, the public’s use of smart phones and other electronic devices requires extra time, training,
sophistication and expertise to thoroughly investigate cases. For example, search warrants are often
required when phones are seized and cases with multiple suspects may require extensive downloads and
searches of several phones and electronic devices to build a prosecutable case.
Homeless Outreach Team (4 positions) CVPD is also challenged by increasing calls for service regarding
homelessness which require more time and resources. Issues surrounding homelessness became so
serious that in the Fiscal Year 2016-17 budget, the City Council approved funding to add two officers and
a part-time coordinator position to form the Homeless Outreach Team (HOT). While the Department’s
HOT team has done great work, two officers cannot make a large enough impact on this difficult social
and public safety challenge which requires constant monitoring and attention.
Patrol officers respond to the majority of calls related to homelessness. These cases are not simple and
often involve interconnected social dynamics, substance abuse and mental health problems. A
humanitarian policing response is complex and time consuming. Homeless outreach involves close
collaboration with social service providers to provide wraparound services and enforcement to address
the chronically homeless. Again, such coordination is a lengthy process. By adding four more officers to
the HOT team, the police department can better address issues that impact every neighborhood in the
City.
Intended Public Safety Expenditure Plan 2020
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Traffic Enforcement Officers (4 positions) Traffic Enforcement Officers coordinate traffic safety
campaigns, conduct specialized enforcement, follow-up on hit and run investigations, enforce DUI laws,
address illegally parked cars and abandoned vehicles, and investigate serious and fatal traffic collisions.
Current staffing prevents the Police Department from dedicating officers to investigate hit and run
collisions, and traffic safety continues to be a growing concern in a rapidly growing city. By adding more
Traffic Enforcement Officers, the Police Department can address this urgent community need.
School Resource Officers (4 positions) The safety of our schools is another crucial priority for our
community. Since 2007, the number of School Resource Officers (SRO) has been cut in half. An increase
in the number of SRO Officers is critical for the continued safety of our 65 schools and 57,000 students.
The SRO Unit is part of the Criminal Investigations Division. Contracts with Chula Vista Elementary School
District and Sweetwater Union High School District offset almost 50% of the cost of these services with
the remainder covered by the City.
Investigations/Detectives (7 positions) The Police Department’s Investigation Division conducts follow-up
and investigations to identify and arrest criminals, locate missing persons, monitor sex offenders, locate
and return stolen property, regulate police controlled businesses such as alcohol, tobacco, and illegal
marijuana, and coordinate with federal agencies in areas related to drug enforcement, child abuse, human
trafficking, auto theft, and terrorism. Since 2007, the number of detectives in many investigation units
has been cut in half. Increasing the number of detectives is important to enhancing the police
department’s ability to investigate and prosecute criminal offenders.
Support/Professional/Civilian Staffing (19 positions)
9-1-1 Operators and Dispatchers (11 positions) The Police Department’s 9-1-1 Center is the first point of
contact for service delivery for virtually all police and fire services. All 9-1-1 calls go first to the
Communications Center before being routed as emergency calls to Chula Vista Police Dispatchers or San
Diego Fire Department Dispatch (contracted Dispatch for Chula Vista Fire). As of September 2018, CVPD
had 21 Police Dispatchers and 5 Police Dispatch Supervisors. The Association of Public Safety
Communication Officials (APCO) standards indicate that CVPD should be staffed with a minimum of 30
Police Dispatchers, not including supervisors, based upon call volumes. Increasing staffing in this crucial
area helps to ensure public safety by improving answer times and by meeting minimum staffing
requirements as recommended by APCO standards.
Other Critical Support Staffing Needs (8 positions) Police operations require significant support from
civilian and professional staff. These important members of the Police Department include customer
service staff for the Department’s public service counter, community service and police service officers,
crime lab and evidence technicians, police report and records specialists, and technology specialists. A
moderate increase in professional staff is necessary to support additional capabilities made possible
through additional resources and capacity, and to meet the expectations of today’s modern policing
requirements.
Intended Public Safety Expenditure Plan 2020
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Amended Police Department Critical Needs (Phase I)
The original Public Safety Expenditure Plan (PSEP), adopted by the City Council on February 13, 2018 was
developed under the assumption that new sales tax revenue in the amount of $9M per year would be
dedicated to Police Department staffing and related support. As a result, the original PSEP proposed
adding 29 sworn and 14 civilian positions over a five-year period as referenced above. But, after
recognizing that the demands from our community and the needs of the Police Department were
constantly in a state of flux, and that projected revenue from the Measure A sales tax would likely change,
the Police Department embarked on an ongoing review of the staffing plan. The Police Department also
facilitated a number of informal meetings and discussions with internal personnel, and with internal and
external stakeholders and organizations, to seek further input on the PSEP.
As a result of this work, a slightly-modified version of the plan was developed and is presented herein.
The amended PSEP recommends the addition of 35 sworn and 14 civilian positions over a five-year period.
Police Department Phase I
Implementation By Fiscal Year
FTE Balance: FY19 FY20 FY21 FY22 FY23 Total
POLICE SERGEANT 2.00 2.00 1.00 5.00
POLICE AGENT 1.00 3.00 3.00 2.00 9.00
PEACE OFFICER 4.00 6.00 5.00 5.00 1.00 21.00
SWORN TOTAL 5.00 11.00 10.00 8.00 1.00 35.00
CIVILIAN BACKGROUND INVESTIGATOR 1.00 1.00
COMMUNITY SERVICE OFFICER 2.00 2.00
DIGITAL FORENSICS TECHNICIAN 2.00 2.00
DETENTION FACILITY MANAGER 0.00 0.00
COMMUNICATIONS CENTER MANAGER 1.00 1.00
POLICE DISPATCHER 2.00 5.00 7.00
SR. POLICE TECHNOLOGY SPECIALIST 1.00 1.00
CIVILIAN TOTAL 4.00 10.00 0.00 0.00 0.00 14.00
FTE CHANGES TOTAL 9.00 21.00 10.00 8.00 1.00 49.00
This plan is slightly different than the original PSEP as approved by both the COC and City Council in
January 2020. Differences are highlighted in yellow in the above table, and are detailed below:
Police Agent: To address the growing impact of illegal and unregulated cannabis sales, one
Homeless Outreach Agent was added in FY20 to primarily focus on outreach combating drug
impacts within the homeless population.
Peace Officer: Also related to cannabis enforcement, three officer positions were added in FY
2020. One investigator is focused on illegal and non-regulated cannabis operations, one homeless
Intended Public Safety Expenditure Plan 2020
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outreach officer is focused on outreach combating drug impacts within the homeless population,
and one School Resource Officer is focused on scholastic campaigns and youth anti-drug
education efforts. Additionally, two Patrol Officers were added (one in FY 2022 and another in FY
2023) as a result of eliminating one Civilian Background Investigator and one Detention Facility
Manager from the original PSEP. The addition of two Peace Officer positions supplements future
field staffing, helping to increase safety and improve response times.
Civilian Background Investigator (-1): After receiving input from department members and other
stakeholders, the Police Department is deleting one Civilian Background Investigator from the
plan. The deletion of this position allows the department to enhance other critical needs,
including the need to increase field personnel to improve response times. To meet the projected
increase in background investigations, the Police Department instead intends to complement full-
time investigators with contracted support. Contracted support will be used until such time that
sworn patrol staffing allows for the transfer of one peace officer position to support background
needs. The temporary use of a peace officer position to assist with background investigations
allows for greater flexibility in the future – as the number of background investigations decreases,
a peace officer position (unlike a Civilian Background Investigator) may be reassigned elsewhere
within the department to meet changing demands.
Community Services Officer (2): Expedite the hiring of 2.0 Community Service Officers (CSO) to
FY 2020 instead of hiring one position in FY 2021 and the other in FY 2022, respectively. The Police
Department intends to assign both CSO positions to support sworn detectives to provide much
needed support to police investigations.
Digital Forensic Technician (2): Add 2.0 Digital Forensics Technician II positions in FY 2020 to
meet the Police Department’s need to collect, handle, process and analyze digital evidence for
police investigations and for criminal prosecutions. As a result of adding these positions, the
Police Department is able to free existing customer-facing staff, including a Police Agent detective
and a Community Service Officer, that have been temporarily assigned to meet this role since FY
2016.
Detention Facility Manager (-1): After receiving input from department members and other
stakeholders, the Police Department has deleted one Detention Facility Manager from the plan.
While this position is important to overall department operations, the deletion of this position
helps the department better align projected Measure A resources to enhance other critical needs,
such as improving field staffing and reducing response times. The Police Department was able to
add this position through the Jail Enterprise Fund in September 2019.
Communications Center Manager (1): Move up the hiring date of this position to FY 2020 instead
of FY 2022, allowing enough time to complete several ongoing major projects including an
expansion of the current dispatch center to meet future staffing needs.
Police Dispatcher: Expedite the hiring of 2.0 Police Dispatchers from FY 2021 to FY 2020. The
Police Department requested to hire these two positions in January 2020, instead of July 2020 as
initially planned. Moving up the hire date by six months will allow the Police Department to meet
service needs in the Dispatch Center, which was expanded in October 2019.
Intended Public Safety Expenditure Plan 2020
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Sr. Police Technology Specialist (correction): The original PSEP contained a typographical error,
making it appear that the Sr. PTS position was not scheduled until FY2019-20. This was in conflict
with the Police Department’s intentions and with other sections of the PSEP itself. The
Department has modified the final plan to correct the error and to indicate that this position is
scheduled for FY2018-19 (rather than FY2019-20).
The Police Department recognizes that current community demands, safety strategies, and staffing needs
will likely change in the future. The Police Department also recognizes that revenues and expenses used
to calculate current allocation plans may change in the future. As a result, this plan is intended to be a
“living document”. Future recommendations may change.
Desired Police Department Safety Outcomes
CVPD staff understand the fiscal outlook and limitations of the City and acknowledge the negative
consequences of not being transparent with policymakers regarding the current state of CVPD’s
operational capacity. But, it is imperative that the City recognizes the challenges to providing public safety
services to meet Chula Vista’s needs, especially with limited funding to keep pace with growth.
The top ten desired public safety service outcomes:
1. Improve Priority 1 and Priority 2 response times to consistently meet and surpass Growth
Management Oversight Commission
Priority 1 – Emergency Calls1. Properly equipped and staffed police units shall respond
to at least 81% of Priority 1 calls within 7 minutes and 30 seconds and shall maintain
an average response time of 6 minutes or less for all Priority 1 calls (measured
annually).
Priority 2 – Urgent Calls2. Properly equipped and staffed police units shall respond to
all Priority 2 calls within 12 minutes or less (measured annually).
2. Expand the Homeless Outreach Team to help address the City’s most pressing social needs
3. Improve Community Patrol staffing to provide for 40% pro-active time. This will result in
an organization that is pro-active vs. reactive to crime and disorder trends
4. Improve Communications Center staffing and operations to improve first-line contact and
service processing with the public
1 Priority 1 – Emergency Calls are life-threatening calls; felony in progress; probability of injury (crime or
accident); robbery or panic alarms; urgent cover calls from officers. Response: Immediate response by two
officers from any source or assignment, immediate response by paramedics/fire if injuries are believed to have
occurred.
2 Priority 2 – Urgent Calls are misdemeanor in progress; possibility of injury; serious non-routine calls
(domestic violence or other disturbances with potential for violence). Response: Immediate response by one
or more officers from clear units or those on interruptible activities (traffic, field interviews, etc.)
Intended Public Safety Expenditure Plan 2020
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5. Improve Investigative capacity and follow-up in all major investigative units to maximize
successful case resolution and provide better customer service to victims
6. Improve the Traffic Division’s operational footprint to proactively respond to traffic related
problems and reduce traffic related deaths and injuries
7. Significantly expand the School Resource Officer Unit to more adequately serve the needs
of growing school districts and the youth population of Chula Vista
8. Expand use of technology to streamline operations and support intelligence led policing
practices
9. Expand the Department’s Community Policing Unit and community outreach efforts to
foster stronger community ties
10. Provide for the expansion of services to the eastern section of the City by staffing a
storefront or small substation with full-time staff during regular business hours. A similar
storefront would be planned for the Bayfront tourist district to support a reconstituted
bike team to patrol the tourist district
Fire Department Critical Needs
The mission of the Chula Vista Fire Department (CVFD) is to protect life, environment and property.
Carrying out that mission is very complex and becomes more complex with each passing year. The Public
Safety Staffing Report, as presented to the City Council on September 26, 2017, evaluated CVFD’s core
capabilities and services and compared them against outcome based performance metrics that are
supported by appropriate regulations, industry standards and best practices.
As the City’s population grows, there will be a subsequent increase in demand for fire and emergency
services (call volume). Urban planning has and continues to move toward higher housing densities and it
is critical for the Fire Department to support the additional population, as well as prepare for wildland fire
events, natural disasters, and the present threat of active shooter incidents and terrorism. The variety of
service demands will require a shift in how the Fire Department deploys and delivers services, with the
outcome focused on protecting life and property.
The following includes a summary of the staffing needs as identified by the Fire Department. A more
detailed discussion is available in the Public Safety Staffing report.
Intended Public Safety Expenditure Plan 2020
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Current Coverage
Fire Department Phase I and II - Critical Staffing Needs (As presented in 2017
Public Safety Staffing report)
Positions Phase I Phase II Total
Deputy Chief 1.0 1.0 2.0
Fire Captain 8.0 12.0 20.0
Fire Engineer - 12.0 12.0
Firefighter/Paramedic 8.0 12.0 20.0
Firefighter 18.0 18.0 36.0
Fire Inspector/Investigator II - 3.0 3.0
Public Education Specialist 1.0 - 1.0
Total Fire Personnel 36.0 58.0 94.0
Note: In addition to the positions listed above, the intented spending plan allocates
resources to support staff reimbursements, vehicles and IT equipment needs.
Intended Public Safety Expenditure Plan 2020
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Fire Department Amended Phase I Public Safety Expenditure Plan
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) 0.00
FIREFIGHTER/PARAMEDICS (SQUADS)* (2.00) (2.00) (2.00) (2.00) 0.00
FIREFIGHTER EMT (4.0 STAFFING) 12.00 12.00
(3.00
Moved to
FY20)
3.00 27.00
PUBLIC EDUCATION & MEDIA SERVICES 1.00 1.00
TOTAL FIRE PERSONNEL (AMENDED) 15.00 12.00 (1.00) 3.00 0.00 29.00
ORIGINAL PSEP TOTAL FIRE PERSONNEL 12.00 13.00 11.00 0.00 0.00 36.00
* Positions will be filled with equivalent positions utilizing overtime.
This plan is different than the original PSEP as approved by both the COC and City Council in January 2018.
Differences are described in the above table, and are detailed 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 brought 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.
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 full 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 FY20 Fire Academy (January through May).
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 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).
Intended Public Safety Expenditure Plan 2020
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Fire Department Amended Phase II Public Safety Expenditure Plan
Fire Department emergency operations performance standards are focused on outcomes of core
functions and services provided. The Fire Department has found that by establishing the following three
metrics, all other services are met when these are achieved. Meeting these metrics also provides the
highest level of service to the residents of Chula Vista.
Fire; First Unit On-Scene
First unit on-scene within seven minutes 90% of the time, with four firefighters, is known as the Initial
Attack Force. This Attack Force establishes command at the scene, initiates an attack on the fire, and
performs search and rescue. The key function of this metric is to maintain distribution and reliability of
resources. If a unit arrives prior to the seven-minute mark and initiates fire attack prior to flashover
occurring, the survivability within the room of origin increases and fire loss is reduced.
Fire; Effective Response Force
14 firefighters on-scene within ten minutes 90% of the time is known as the Effective Response Force and
capable of command and control of the scene, establishing a water supply, supporting and backing up fire
attack, completing search and rescue, performing ventilation of heat and smoke, providing a Rapid
Intervention Crew and a Safety Officer. Fighting a fire requires the right number of personnel and
resources to meet this metric. The critical tasks required by the Effective Response Force include
coordinating and allocating resources, extinguishing the fire, searching for victims, and performing
ventilation. By having the correct number of firefighters on-scene in a timely manner, the fire can be
extinguished and firefighters can then tend to property conservation tasks.
EMS; First Unit On-Scene
In the case of emergency medical events, having the first unit on-scene within seven minutes 90% of the
time is crucial to a positive outcome for the patient. Units must establish command, provide basic life
support and initiate advanced life support patient care. Arriving prior to the seven-minute mark provides
basic life support patient care to stabilize the sick and injured. Once the patient is stabilized, advanced life
Positions Phase II
Deputy Fire Chief 1.0
Fire Captain 12.0
Fire Engineer 12.0
Firefighter/Paramedic 12.0
Firefighter 18.0
Fire Inspector/Investigator II 3.0
Total Fire Personnel 58.0
Intended Public Safety Expenditure Plan 2020
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support skills can be initiated prior to the arrival of the transporting ambulance. With the arrival of the
first on-scene unit within seven minutes, survivability increases significantly.
Fire Prevention/Investigation
Within the Fire Prevention Division, the primary outcome metric is to identify and eliminate hazards.
Therefore, it is important that the Division complete all required inspections. These metrics are used to
determine if the Fire Prevention Division is accomplishing its goals. The Division’s current metrics are:
For Fire Code Inspection services, the following performance metrics shall be met:
• Complete 100% of permitted occupancy inspections annually
• Complete 100% of California State Fire Marshal regulated occupancy inspections annually
• New business license inspections are completed within 30 days
For Fire Safety Engineering services, the following performance metrics shall be met:
• Complete 90% of plan reviews within the established time frames
For Fire Investigation services, the following performance metrics shall be met:
• 100% of fire origin and cause investigations performed by Fire Prevention personnel
For Community Risk Reduction Education services, the following performance metrics shall be met:
• Complete 200 public education/outreach sessions/classes/events annually
Recommendation 1
In FY 2019, fund one additional firefighter on four of eight engine companies. This would provide four
firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) to engines 51,
52, 55 and 57; adding 12 full time employees to the Fire Department’s authorized staffing.
Implementation of this recommendation is forecasted to improve service delivery performance outcomes
by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
*West **Central
EMS; First Unit 81.1% 81.3% (+) .3% (+) .8%
Fire; First Unit 44.7% 58.4% (+) 18.6% (+) 6%
Intended Public Safety Expenditure Plan 2020
16
Fire; EFF 49.7% 54.3% (+) 1.7% (+) 15%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 2
In FY 2019, fund two Deputy Fire Chief positions. One Deputy responsible for Fire Administration duties
and one Deputy responsible for Emergency Medical Services.
Deputy Fire Chief – Emergency Medical Services - The February 2018, Intended Public Safety Expenditure
Plan identifies the addition of a Deputy Fire Chief in fiscal year 2020 and another in fiscal year 2025. It is
the intention of the Fire Department to implement both positions in fiscal year 2019. The Chula Vista Fire
Department has recently renewed a 3-year contract for ambulance transport services with American
Medical Response (AMR). This new agreement is a continuation of an ongoing contracted service with
AMR for the past 40 years. The Fire Department is seeking ways to improve ambulance transport services,
and ambulance response times, as well as reducing base rate costs to residents who use ambulance
transport services. As such, the City will administer a Request for Proposal (RFP) seeking qualified
transport providers to undergo a competitive selection process. This process will require an extensive
amount of work and it will be necessary to hire the Deputy Fire Chief in FY19 to manage the RFP process.
In addition, the Fire Department will require the completion of an analysis to determine whether it will
be advisable and beneficial for the Fire Department to bid on the transport contract. The analysis will be
conducted and written by the Deputy Fire Chief requiring much detailed work, further supporting the
need to create the position earlier than anticipated. This Deputy will also be responsible for managing the
transport contract, managing the EMS Division, and coordinating with EMS partner agencies.
Measure A funding of this Deputy Fire Chief position will only be necessary for the duration of time
necessary to complete the RFP process which is estimated at two years. The ongoing cost for the Deputy
Fire Chief will be programmed into the awarded transport contract resulting from the RFP process. After
approximately two years, the funding for this position will move from a Measure A expense to a Fire
Department EMS expense. There is no more than a two-year net impact to Measure A.
Deputy Fire Chief – Administration This Position was originally budgeted for FY20 and has been amended
to reflect FY19. The Fire Department currently operates with an executive staff consisting of the Fire Chief
and a Deputy Fire Chief responsible for the Operations Division. By comparison, during the recession in
2009, Fire Department Executive Staff included an additional Deputy Fire Chief responsible for oversight
of the Administrative Division.
The Fire Department Strategic Business Plan consists of 5 Lines of Business: Administration, Operations,
Fire Prevention, Support Services, and Training. Of these, there are currently two Lines of Business that
must share management oversight which has been delegated to existing senior staff members because
the Department lacked funding to adequately fill a Deputy Fire Chief staff position. Using Measure A funds,
the Fire Department will fill the vacated Deputy Fire Chief position.
Intended Public Safety Expenditure Plan 2020
17
Within each line of business are a number of programs and services. For example, the Human Resources
Program consists of the following services: Staffing, Professional Standards, Volunteer Services, Employee
Support Services, and Special Events. Furthermore, each service is further broken down into a manageable
series of tasks.
Due to inadequate staffing, these workloads are either added to other Senior Staff member’s current
workloads or are overlooked and ignored. Filling the Deputy Fire Chief position will allow for proper
oversight of the Administration and Support Services Line of Business.
This Deputy Chief will oversee two of the five Lines of Business within the Fire Department; the
Administration Line of Business and Support Services Line of Business.
Recommendation 3
In FY 2019, fund a Public Education and Media Services position (Fire Captain) responsible for community
risk reduction education including completing community risk assessments, community education
program development and coordination, social media engagement, and respond to media requests and
public inquiries.
Recommendation 4
In FY 2019, fund one squad response unit. In FY 2020, fund one additional squad response unit. This will
provide a much-needed increase of distribution of response resources in the east and will provide four
firefighters (1 Fire Captain and 1 Firefighter/Paramedic on each squad) daily, adding 8 full time employees
to the Fire Department’s authorized staffing. Implementation of this recommendation is forecasted to
improve service delivery performance outcomes by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
***East FS8
EMS; First Unit 81.1% 82.3% (+) 5.5% (+) 8%
Fire; First Unit 44.7% 48.5% (+) 8.2% (+) 23.5%
Fire; EFF 49.7% 52.4% (+) 4.3% (+) 2.9%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 5
In FY 2021, fund the fourth firefighter on the Millenia fire station (fire station 10) engine company. This
would provide a 4.0 staffed crew with four firefighters (1 Fire Captain, 1 Fire Engineer, 1
Intended Public Safety Expenditure Plan 2020
18
Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time employees to the Fire
Department’s authorized staffing (refer to footnote on Page 12 related to the City applying for a FEMA
SAFER Grant). Implementation of this recommendation is forecasted to improve service delivery
performance outcomes by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
***East FS7
EMS; First Unit 81.1% 81.5% (+) 2.2% (+) 3.8%
Fire; First Unit 44.7% 45.4% (+) 3.4% (+) 0%
Fire; EFF 49.7% 51.7% (+) 10.2% (+) 13.2%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 6
In FY 2024, fund one squad response unit. In FY 2025 fund one squad response unit. This will provide
additional needed distribution of response resources in the east and will provide four firefighters (1 Fire
Captain and 1 Firefighter/Paramedic on each squad) daily, adding 8 full time employees to the Fire
Department’s authorized staffing. Implementation of this recommendation is forecasted to improve
service delivery performance outcomes by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
**Central FS4
EMS; First Unit 81.1% 82.2% (+) 2.8% (+) 3%
Fire; First Unit 44.7% 48.2% (+) 9.6% (+) 22%
Fire; EFF 49.7% 53% (+) 12.7% (+) 11.1%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 7
In FY 2024, fund the fourth firefighter on the Bayfront fire station (fire station 11) engine company. This
would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1
Intended Public Safety Expenditure Plan 2020
19
Firefighter/EMT) daily, adding 12 full time employees to the Fire Department’s authorized staffing.
Implementation of this recommendation is forecasted to improve service delivery performance outcomes
by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
*West
EMS; First Unit 81.1% 82.9% (+) 3.1%
Fire; First Unit 44.7% 51.7% (+) 12.2%
Fire; EFF 49.7% 57.3% (+) 14.3%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 8
As part of Phase II fund one additional firefighter on the remaining four of eight engine companies.
This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1
Firefighter/EMT) daily, adding 12 full time employees to the Fire Department’s authorized staffing. This
recommendation is driven by development and new growth of the Bayfront area of the City.
Implementation of this recommendation is forecasted to improve service delivery performance outcomes
by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
*West
EMS; First Unit 81.1% 82.9% (+) 3.1%
Fire; First Unit 44.7% 51.7% (+) 12.2%
Fire; EFF 49.7% 57.3% (+) 14.3%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 9
As part of Phase II fund the fire station 9 engine company. This would provide four firefighters (1 Fire
Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time
Intended Public Safety Expenditure Plan 2020
20
employees to the Fire Department’s authorized staffing. This recommendation is driven by increasing call
volume in southwest Chula Vista. Implementation of this recommendation is forecasted to improve
service delivery performance outcomes by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
**Central FS9
EMS; First Unit 81.1% 82.4% (+) 1.2% (+) 3.6%
Fire; First Unit 44.7% 52.2% (+) 11.8% (+) 38.1%
Fire; EFF 49.7% 61.4% (+) 22.4% (+) 57.4%
Recommendation 10
As part of Phase II fund the Bayfront fire station (fire station 11) truck company. This would provide four
firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding
12 full time employees to the Fire Department’s authorized staffing. This recommendation is driven by
development and new growth of the Bayfront area of the city. Implementation of this recommendation
is forecasted to improve service delivery performance outcomes by the following:
Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
*West FS9
EMS; First Unit 81.1% 81.3% (+) .3% (+) .3%
Fire; First Unit 44.7% 51.2% (+) 10.3% (+) 1.9%
Fire; EFF 49.7% 59.2% (+) 10.3% (+) 55.8%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 11
As part of Phase II fund one Deputy Fire Chief responsible for Support Services including information
technology, facility management, fleet management, equipment management, supplies management and
communication systems management.
Intended Public Safety Expenditure Plan 2020
21
Recommendation 12
As part of Phase II fund three Fire Inspector/Investigators assigned to conduct life safety inspections in
multi-family apartment/condominium buildings, mobile home parks and assist in completing a higher
percentage of fire investigations.
Coverage with Four Response Squads
Phase I – Critical Needs Funding
The City Council was provided an overview of various revenue options for consideration. In addition, the
City Council heard the findings from the public opinion survey conducted in November 2017. After
discussions regarding the critical needs and funding options, the City Council directed the City Manager
to return with a proposal for Council consideration to place a half-cent sales tax measure before the voters
to fund public safety critical needs.
After reviewing the critical needs for each department, as well as the costing information to address the
needs, staff has identified two phases to address the staffing shortage in public safety. Phase I outlines
the most critical needs identified by the Police and Fire Departments for the next 10 years. Although
addressing these needs does not fully address critical staffing needs entirely, it does allow the
departments to significantly improve the service level provided to residents and businesses throughout
the City. Phase I public safety critical needs could be funded by the Measure A half-cent sales tax measure
which would generate approximately $18 million per year as demonstrated on page 26. Sales taxes, also
referred to as transaction and use taxes, are an option for cities to consider when looking for significant
Intended Public Safety Expenditure Plan 2020
22
additional funding. Sales taxes must be approved by registered voters to take effect. If the funds are
intended to be used for a specific purpose a 2/3 voter approval is required. For general use sales taxes, a
50 percent plus one vote is required for approval. The combined local sales taxes are capped at two
percent, with some exceptions allowed by state law. This means that cities are only able to add a 1 percent
additional sales taxes when proposing a new measure. This is typically proposed in one-quarter cent, half-
cent or one cent increments.
The measure provides that any proposed expenditures of new sales tax revenues in the initial year will be
presented in a form consistent with this Plan to the Citizen Oversight Committee prior to City Council
consideration. For each subsequent year, the spending plan, after review by a Citizen Oversight
Committee, will be included in the City Manager’s proposed budget for Council consideration as part of
the annual budget process.
The measure requires that expenditure of new sales tax revenues be tracked in a variety of ways. First, all
new revenues will be accounted for in the General Fund as a separate line item. Any and all expenditures
of Measure “A” will be tracked and accounted for by the City’s Finance Department staff in accordance
with Generally Accepted Accounting Principles (GAAP). Second, an independent audit of Measure “A” will
be included as part of the City’s annual audit. Finally, a Citizen’s Oversight Committee was formed to
review and report compliance with the sales tax ordinance and spending guidelines contained in the
Intended Public Safety Expenditure Plan.
Note: This Plan is intended to guide City expenditures consistent with its terms. It does not, however,
constitute a binding legal commitment on the City Council to approve any of the expenditures proposed
herein. Provided that all proposed expenditures continue to be for public safety critical needs including
support staff and equipment needs as outlined in the spending plan, this Plan may also be updated or
amended from time to time by City staff, or by action of the City Council, in order to address changed
priorities, standards and/or funding availability. There shall be no third party beneficiaries to the terms of
this Plan. This Plan does not modify the terms of the sales tax measure. To the extent of any conflict
between the terms of this Plan and the sales tax measure, the terms of the sales tax measure shall govern.
Police Department – Summary of Phase I Critical Needs
This report will focus on addressing Phase I critical needs and the anticipated fiscal impact of a half-cent
sales tax measure. The following are the revised high-priority items for funding during Phase I:
Police Department Phase I
Implementation By Fiscal Year
FTE Balance: FY19 FY20 FY21 FY22 FY23 Total
POLICE SERGEANT 2.00 2.00 1.00 5.00
POLICE AGENT 1.00 2.00 3.00 2.00 8.00
PEACE OFFICER 4.00 3.00 5.00 5.00 1.00 18.00
SWORN TOTAL 5.00 7.00 10.00 8.00 1.00 31.00
CIVILIAN BACKGROUND INVESTIGATOR 1.00 1.00
Intended Public Safety Expenditure Plan 2020
23
COMMUNITY SERVICE OFFICER 2.00 2.00
DETENTION FACILITY MANAGER 0.00
COMMUNICATIONS CENTER MANAGER 1.00 1.00
POLICE DISPATCHER 2.00 3.00 2.00 7.00
SR. POLICE TECHNOLOGY SPECIALIST 1.00 1.00
CIVILIAN TOTAL 4.00 3.00 3.00 0.00 0.00 12.00
FTE CHANGES TOTAL 9.00 12.00 13.00 8.00 1.00 43.00
Adding 43 positions (31 police officers and 12 civilian positions)
At the conclusion of the five-year plan, the added positions would result in:
Enhanced community patrols by adding 16 sworn positions
50% increase in School Resource Officers by adding 5 sworn positions
55% increase in Traffic Safety staffing by adding 5 sworn positions
26% increase in Dispatch/9-1-1 staffing by adding 7 dispatchers
Increase staffing in the Professional Standards Unit to conduct background investigations as part
of the hiring process
Two additional Community Service Officers will allow officers to respond to higher priority calls
for service, and enable improved investigative outcomes
Fire Department – Summary of Phase I Critical Needs
Fire Department Phase I
Implementation By Fiscal Year
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/PARAMEDICS (SQUADS) 2.00 2.00 2.00 2.00 8.00
FIREFIGHTER EMT (4.0 STAFFING) 12.00 3.00 3.00 18.00
PUBLIC EDUCATION & MEDIA SERVICES 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 11.00 0.00 0.00 36.00
FTE TOTAL CHANGES 7.00 (9.00) (9.00) 7.00 4.00 0.00
Adding 36 positions (36 uniformed personnel)
These positions would result in:
Staff four Squad Units in the eastern areas of the City to improve response times where the
largest performance gaps exist
Intended Public Safety Expenditure Plan 2020
24
Create a Public Education and Media Services position to conduct community risk assessments
for the development and delivery of fire safety education programs
Staffing the future Millenia & Bayfront Fire Station Engine Companies with a 4th firefighter
increasing emergency scene productivity by 25%, reducing property damage and increasing
safety to firefighters.
Staffing four current engine companies with a 4th firefighter increasing emergency scene
productivity by 25%, reducing property damage and increasing safety to firefighters
Add two Deputy Fire Chief to support Fire Department growth with planning, directing and
coordinating activities
Citywide Support Staff
Public Safety is a top priority in the City of Chula Vista. As of May 2019, the City allocates approximately
75% of discretionary revenues to the Police and Fire Departments combined. This includes $18.6M in
revenue from Measure A, but doesn’t include the citywide support staff in Finance, Human Resources,
Information Technology, Administration, City Attorney and Public Works that spend a significant amount
of time supporting public safety services. The spending plan does take into account an annual estimated
reimbursement to the support departments for Measure A related activities. Some of the services
provided by the support departments to public safety include payroll processing, deferred compensation,
financial analysis, procurement, budgetary support, recruitment, employee benefits, workers
compensation, employee performance, labor negotiations, public safety IT systems support, legal
services, contractual oversight, risk management and facilities and equipment maintenance.
The annual allocations to these departments may vary based on the time spent supporting public safety
and is based on support staff expenses not to exceed 3.75% of Measure A revenues. The initial years may
require additional funding due to recruitment costs and other support services. The following are the
budget allocations for FY 2019 and FY 2020 estimate:
Intended Public Safety Expenditure Plan 2020
25
Temporary Multi-Purpose Storefront and Public Safety Training Center
A portion of the sales tax funds are also allocated to support a future public safety training facility in
central Chula Vista. The facility could provide for joint training opportunities for Police and Fire personnel.
The Fire Department currently utilizes the four-acre site in Rancho Del Rey located at 850 Paseo Ranchero
for training purposes. The location provides both classrooms and training props designed for hands-on
training experience. The funding would add an additional facility on the property to be used on a
temporary basis.
FY 2019 Adopted FY 2020 Proposed
Measure A City Support Allocation
Fire Department 251,813 342,488
Administration Dept (55,626) (17,706)
Finance Dept (64,900) (149,780)
Human Resources Dept (0.5 Sr HR
Analyst)(32,700) (77,045)
Information Technology Dept (98,587) (97,957)
Fire Department Total - -
Police Department 251,813 342,488
City Attorney Dept (1.0 Dep City
Atty III)(121,000) (245,498)
Human Resources Dept (0.5 Sr HR
Analyst)(76,300) (77,045)
Information Technology Dept (1,413) (3,030)
Finance Dept (53,100) (16,915)
Police Department Total - -
Total Support Allocation* 503,626 684,976
- As allocated in the City Council adopted and Measure A COC approved spending plan.- Actual time spent supporting Measure A will be tracked through project accounting to
identify actual General Fund impacts, which may be considered as part of future
spending plan updates.
MEASURE A SUPPORT ALLOCATION ESTIMATES
- Overhead rate equals approximately 2.4% of total budgeted revenues (excludes City
Attorney position, which is a direct cost position related to the Prosecution Unit).
- These allocated costs do not reflect the anticipated actual impacts or the fully
burdened hourly rates (FBHR) for full cost recovery, would increases costs by
approximately 20%. Additional information will be brought back once actual hours are
captured through project accounting, and additional analysis are conducted by overall
support departments workload impact.
Intended Public Safety Expenditure Plan 2020
26
The Police Department does not have a dedicated training facility, and would use portions of a facility to
enhance officer training. The same facility could provide a secure area from which officers patrolling the
eastern sector of the City could work. An appropriately designed facility could enhance police service to
central and eastern Chula Vista by allowing officers a secure area to work when they are not engaged in
patrol activities. Depending on the design, there could also be public access to meet officers for reports
or hold community meetings. An appropriately designed and staffed facility would also give the public an
alternative to driving to the main police station for service. This would serve to support the Police
Department personnel as it seeks to improve response times in the eastern area of the City.
CVPD does not currently have the personnel to staff a storefront facility and training facility at this time,
but is considering future opportunities and planning for future growth. Should revenue allocated for this
purpose go unexpended, they would remain as a part of Measure A to support additional public safety
staffing, equipment needs and support staff.
Phase II Critical Needs Funding
Phase II public safety critical needs could move forward as the City’s economic base improves and major
transformational projects begin moving forward such as the Bayfront and University development
projects. Other funding options may also be considered in the future as part of the annual budget process.
Phase II Funding Options
Local governments receive revenues from a variety of sources. The detailed listing of all the City’s funding
sources is included in both the Annual Adopted Budget and the Comprehensive Annual Financial Report.
Following is a summary of other revenue sources which could be considered in the future to address Phase
II if the City’s economic base does not grow sufficiently to fund additional critical needs.
Parcel Taxes – Parcel taxes are another method for cities to raise new revenues. Like sales taxes, parcel
taxes require registered voter approval. The key difference is that all parcel tax measures require 2/3 voter
approval to pass. There is no specific cap on the level of parcel taxes that can be proposed for voter
consideration. For example, with an additional $100 parcel tax, the City would generate approximately
$10 million in new revenue annually.
Special District Taxes – Special Districts come in a variety of forms. Some are used to build new
infrastructure, while others are maintenance related to help preserve assets that were previously built.
As it relates to public safety, the most common special district is a public safety community facilities
district (CFD). Depending on the number of parcels and registered voters within the proposed taxing area,
the approval of the tax may come from the property owner or registered voters. A 2/3 vote is typically
required for approval of a new CFD. The most common application of a public safety CFD is to identify
new development areas within a City and propose a new special tax in that area to maintain or enhance
service levels for future residents. Special tax rates may vary depending on the type of residential and
commercial development within the CFD boundaries. The main restriction of special district safety taxes
Intended Public Safety Expenditure Plan 2020
27
is that the funds are earmarked and must be spent in the area in which the voters approved the measure
(district boundaries).
Fees – Fees are discussed in greater detail within the City’s Long Term Financial Plan. In general, fees can
be established or increased with the vote of City Council. It is a best practice to set fees at full cost
recovery, or the total cost of providing the services to the individual or company, when the services are
provided to an individual and are not a general benefit to the community. For public safety purposes, fees
may come in the form of administrative fees, permits or other activities provided to individuals. An
example may be a fire response fee when responding to negligent behavior when a fire is started because
of conditions not within code or a police false alarm fee to recover cost of non-incident alarms.
Transient Occupancy Taxes – Transient Occupancy Taxes, also referred to as TOT, are taxes paid by
hotel/motel guests when the duration of the stay is less than 30 consecutive days. A majority vote of the
electorate is required to approve an increase in the TOT rate within a City. Currently, the City’s TOT rate
is 10 percent. Each 2 percent increase in TOT would bring in an estimated $800,000 annually based on the
existing hotels in the City.
Also, recent projections by the City’s actuary does assume that the escalating pension costs will level off
in approximately 10 years which may provide for additional opportunities to fund Phase II critical needs
as part of the regular budget process. These assumptions are very preliminary as CalPERS continues to
recommend changes which may prolong the pension cost impacts to all participating agencies.
Conclusion
The longer-term projections for the City’s General Fund continue to pose serious challenges because
revenues are not expected to be sufficient to cover current costs or new costs that are on the horizon.
Because the City has limited abilities to impact near-term revenue, staff will continue to identify cost
saving measures and address economic development opportunities throughout the City. It is unlikely that
the City will be able to address public safety’s critical staffing needs discussed in this report without a new
revenue source. This report identified the Phase I public safety critical needs that could be funded through
a half-cent sales tax measure. Phase II could be addressed as the City continues to grow and new economic
development projects become a reality. The additional critical needs could be considered as part of the
annual budget process as the City works through its fiscal challenges.
Intended Public Safety Spending Plan Updated May 8, 2020
Est. One-half cent Sales Tax Revenues
Phase I - Critical Needs
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Estimate
Police Department Spending Plan
Beginning Police Department Funds Available 11,066,846$ 12,424,574$ 11,898,734$ 11,106,529$ 10,109,531$ 8,869,866$ 7,425,615$ 5,655,156$ 3,535,204$ 1,040,670$ -$
Estimated 1/2 cent Sales Tax Revenues 10,010,000$ 9,690,950$ 9,787,860$ 9,885,738$ 9,984,595$ 10,084,441$ 10,185,286$ 10,287,139$ 10,390,010$ 10,493,910$ 10,598,849$ 111,398,779$
Estimated Funds Available - Police
Department 21,076,846$ 22,115,524$ 21,686,594$ 20,992,267$ 20,094,127$ 18,954,307$ 17,610,901$ 15,942,294$ 13,925,214$ 11,534,580$ 10,598,849$ 111,398,779$
Proposed Expenditures
Peace Officers 3,199,430$ 4,450,508$ 4,860,018$ 5,021,183$ 5,190,345$ 5,390,679$ 5,602,500$ 5,826,666$ 6,064,107$ 6,315,837$ 6,582,956$ 58,504,229$
Police Agents 1,526,940 1,820,177 1,892,597 1,954,971 2,020,420 2,097,932 2,179,865 2,266,548 2,358,337 2,455,620 2,558,819 23,132,226
Police Sergeants 983,887 1,280,458 1,328,905 1,369,908 1,412,838 1,464,107 1,518,220 1,575,384 1,635,826 1,699,791 1,767,546 16,036,870
Sworn - non-personnel costs 268,841 137,360 19,890 - - - - - - - - 426,091
Civilian Background Investigator 111,214 116,318 120,221 123,683 127,525 132,080 136,891 141,975 147,354 153,050 159,088 1,469,398
Community Services Officer 189,133 198,295 205,119 211,251 218,054 226,080 234,577 243,582 253,134 263,276 274,056 2,516,558
Digital Forensics Technician II 247,232 258,220 266,758 274,277 282,624 292,543 303,001 314,037 325,694 338,018 351,059 3,253,462
Police Comm Systems Manager 180,318 187,595 193,535 198,639 204,312 211,118 218,260 225,759 233,641 241,932 250,659 2,345,767
Police Dispatcher 916,216 955,491 986,186 1,013,295 1,043,327 1,078,902 1,116,377 1,155,889 1,197,589 1,241,637 1,288,210 11,993,119
Sr Police Technology Specialist 176,791 183,957 189,793 194,813 200,393 207,084 214,107 221,483 229,237 237,395 245,985 2,301,038
Civilian Non-Personnel Costs 6,896 - - - - - - - - - - 6,896
Computers and other equipment 250,000 100,000 100,000 100,000 100,000 - - - - - - 650,000
Police Vehicles, Outfitting, Maint., Fuel,
etc.220,000 165,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 835,000
Temporary Public Safety Training Facility - - - - - - - - - - - -
Reimbursement for Support Staff (IT, Fin,
HR, City Attorney)375,375 363,411 367,045 370,715 374,422 378,167 381,948 385,768 389,625 393,522 397,457 4,177,454$
Total Police Department Proposed
Expenditures 8,652,272$ 10,216,790$ 10,580,065$ 10,882,736$ 11,224,261$ 11,528,692$ 11,955,745$ 12,407,090$ 12,884,544$ 13,390,078$ 13,925,835$ 127,648,108$
Ending Police Department Available
Funds 12,424,574$ 11,898,734$ 11,106,529$ 10,109,531$ 8,869,866$ 7,425,615$ 5,655,156$ 3,535,204$ 1,040,670$ (1,855,498)$ (3,326,986)$
Fire Department Spending Plan
Beginning Fire Department Funds
Available 7,397,346$ 9,944,856$ 12,265,941$ 12,582,947$ 12,778,827$ 12,197,574$ 11,402,214$ 10,370,436$ 9,085,820$ 7,530,666$ 5,720,374$
Estimated 1/2 cent Sales Tax Revenues 10,010,000$ 9,690,950$ 9,787,860$ 9,885,738$ 9,984,595$ 10,084,441$ 10,185,286$ 10,287,139$ 10,390,010$ 10,493,910$ 10,598,849$ 110,299,929$
FEMA SAFER Grant Reimbursement 219,641$ 306,857$ 143,200$ -$ -$ -$ -$ -$ -$ -$ -$ 756,915$
Estimated Funds Available for Fire
Department Spending Plan 17,407,346$ 19,635,806$ 22,053,800$ 22,468,685$ 22,763,422$ 22,282,015$ 21,587,500$ 20,657,575$ 19,475,830$ 18,024,576$ 16,319,223$ 111,056,844$
Proposed Expenditures
Deputy Chief*556,319$ 295,397$ 305,737$ 313,971$ 322,436$ 332,720$ 343,407$ 354,515$ 366,062$ 378,069$ 390,555$ 3,959,187$
Fire Captain 808,931 828,230 849,210 1,162,377 1,487,452 1,521,290 1,556,192 1,592,211 1,629,405 1,667,056 1,705,991 14,808,345
Firefighter**5,015,639 5,189,554 5,388,593 6,263,490 6,475,235 6,720,104 6,979,253 7,253,785 7,544,904 7,820,209 8,114,055 72,764,820
Firefighter/Paramedic 465,732 564,827 575,657 880,054 1,195,940 1,218,925 1,242,370 1,266,283 1,290,675 1,315,554 1,340,932 11,356,949
Academy Costs - - 530,532 - - - - - - - - 530,532
PPE Maintenance 133,904 107,136 109,120 143,920 152,076 147,552 150,096 152,640 155,184 157,728 1,535,729 2,945,085
Computers and other
equipment/furniture 30,883 31,466 32,049 33,135 33,932 34,527 35,123 35,718 36,313 36,909 37,504 377,559
Fire Vehicles, Outfitting, Maint., Fuel, etc.295,349 296,702 1,456,111 522,196 524,356 526,516 528,676 530,836 532,996 535,156 537,316 6,286,207
Reimbursement for Support Staff (IT, Fin,
HR, City Attorney)375,375 363,411 367,045 370,715 374,422 378,167 381,948 385,768 389,625 393,522 397,457 4,177,454
Phase I - Critical Needs Funding
Phase I - Critical Needs Funding
Intended Public Safety Spending Plan Updated May 8, 2020
Est. One-half cent Sales Tax Revenues
Phase I - Critical Needs
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Estimate
Total Fire Department Proposed
Expenditures 7,682,132$ 7,676,722$ 9,614,053$ 9,689,858$ 10,565,849$ 10,879,801$ 11,217,064$ 11,571,755$ 11,945,164$ 12,304,202$ 14,059,538$ 117,206,138$
Ending Fire Department Available Funds 9,725,214$ 11,959,084$ 12,439,747$ 12,778,827$ 12,197,574$ 11,402,214$ 10,370,436$ 9,085,820$ 7,530,666$ 5,720,374$ 2,259,686$
Combined Police and Fire
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Estimate
Beginning Available Funds 18,464,192$ 22,369,430$ 24,164,675$ 23,689,476$ 22,888,358$ 21,067,439$ 18,827,829$ 16,025,592$ 12,621,024$ 8,571,336$ 3,864,876$ 18,464,192$
Total Combined Revenues 20,239,641$ 19,688,757$ 19,718,919$ 19,771,476$ 19,969,191$ 20,168,883$ 20,370,572$ 20,574,277$ 20,780,020$ 20,987,820$ 21,197,699$ 223,467,256
Total Combined Expenditures 16,334,404$ 17,893,512$ 20,194,118$ 20,572,594$ 21,790,110$ 22,408,493$ 23,172,809$ 23,978,845$ 24,829,708$ 25,694,280$ 27,985,373$ 244,854,246
Ending Available Funds 22,369,430$ 24,164,675$ 23,689,476$ 22,888,358$ 21,067,439$ 18,827,829$ 16,025,592$ 12,621,024$ 8,571,336$ 3,864,876$ (2,922,798)$ (2,922,798)$
* 1.0 Deputy Chief Position added in Fiscal Year 2019 will be funded by another funding source in FY 2022, and will result in a decrease of 1.0 FTE.
Notes:
FTE - Full Time Equivalent Position
Actual expenditures per year will vary based on actual activity and revenues.
Reimbursement for Support Staff is based on 3.75% of Measure A Sales Tax revenues..
Fire Vehicles includes portion of Bayfront Fire Station not paid by new development.
Sales Tax Revenue projections include a 1% escalator per year starting in Fiscal year 2022.
Amounts budgeted in the Intended Public Safety Spending Plan may differ from the City's Annual Budget due to personnel costing estimates in the Annual Budget is based on individual employees projected salaries and benefits, and the Intended Public Safety
Spending Plan are estimates that are based on positions.
** 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.
Total Phase I - Critical Needs Funding