The URL can be used to link to this page

Home My WebLink About2021-02-11 ACOC Agenda�lflr cin of CHULA VISTA Measure A Citizens' Oversight Committee SPECIAL MEETING OF THE MEASURE A CITIZENS' OVERSIGHT COMMITTEE OF THE CITY OF CHULA VISTA February 11, 2021 VIA TELECONFERENCE 6:00 p.m. 315 411 Avenue, Chula Vista 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 CITIZENS' OVERSIGHT COMMITTEE 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. HOW TO WATCH: Members of the public can access a link to the livestream at www.chulavistaca.gov/virtualmeetings. Members of the public who wish to join by telephone only, may call 1-408-418-9388 (United States Toll) and enter the access code: [187 442 6337]. HOW TO SUBMIT COMMENTS: Visit the online eComment portal for this meeting at: www.chulavistaca.gov/virtualmeetings. 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 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 Citizens' Oversight Committee. If you have difficulty or are unable to submit a comment, please contact Claudia Bravo for assistance at cbravoC.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 Citizens' Oversight Committee meeting by contacting the Chula Vista Police Department at cbravoCchulavistapd.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. *** V.03 CALL TO ORDER ROLL CALL: Commissioners Ficacci, Guillen, Hobson, Roberts, Tessitore, Volland, Strong, Bruzee, Vice Chair Anaya and Chair Stucky 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: www.chttlavistaca.gov/virtualmeetings. 1. APPROVAL OF MINUTES OF OCTOBER 8, 2020 Staff recommendation: Approve the meeting minutes. 2. INTRODUCTION OF NEW COMMISSION MEMBER DUSTIN BRUZEE 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 fitture discussion or refer the matter to staff. If you wish to comment, please submit comments electronically at: www.chttlavistaca.gov/virtualmeeting. 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: http: //www. chulavistaca.gov/virtualmeetings. 3. CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC SAFETY EXPENDITURE PLAN TO ADD ONE OPERATIONS SUPPORT CAPTAIN AND THREE FIREFIGHTER/EMT POSITIONS TO FIRE STATION 9 IN FISCAL YEAR 2020/2021 AND AMEND THE EXPENDITURE BUDGET IN FISCAL YEAR 2020/2021 Recommended Action: Consider the proposed amendments, provide comments and recommend City Council approval. Page 2 1 Measure A COC Agenda February 11, 2021 4. CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC SAFETY EXPENDITURE PLAN TO ADD ONE POLICE LIEUTENANT, ONE POLICE SERGEANT, THREE PEACE OFFICERS AND DRONE CONTRACTUAL COSTS IN FISCAL YEAR 2021/2022 TO SUPPORT POLICE DEPARTMENT COMMUNITY RELATIONS AND DRONE OPERATIONS BASED ON PROJECTED INCREASE IN SALES TAX REVENUES 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 you wish to comment on one of these items, please submit comments electronically at: http://www.chitlavistaca.,Zovlvirtitalmeetings. 5. REPORT ON COMPLIANCE WITH THE MEASURE A PUBLIC SAFETY EXPENDITURE PLAN FOR FISCAL YEAR 2020 (Finance Department) OTHER BUSINESS 6. STAFF COMMENTS 7. CHAIR'S COMMENTS 8. COMMISSIONERS'/BOARD MEMBERS' COMMENTS ADJOURNMENT to the regular meeting on April 8t", 2021 at 6:00 p.m. at 315 0' Avenue, Chula Vista, California. Materials provided to the Measure A Citizens' Oversight Committee related to any open -session item on this agenda are available for public review at https://chitlavista.granicusideas.com/meetings or by contacting the Chula Vista Police Department at cbravo@chulavistapd.org. I declare under penalty of perjury that I am employed by the City of Chula Vista in the Police Department and that I caused the document to be posted ing to Brown Act req re ents. Dated: 2-1912A Signed: l� \/D Page 3 1 Measure A COC Agenda February 11, 2021 Page 4 1 Measure A COC Agenda February 11, 2021 CITY OF CHULA VISTA, CALIFORNIA 2018 MEASURE A SALES TAX FUND FOR THE YEAR ENDED JUNE 30, 2020 REPORT ON COMPLIANCE WITH THE PUBLIC SAFETY EXPENDITURE PLAN &,7<2)&+8/$9,67$&$/,)251,$ 0($685($6$/(67$;)81' 5(325721&203/,$1&(:,7+7+( 38%/,&6$)(7<(;3(1',785(3/$1 )257+(<($5(1'('-81( &,7<2)&+8/$9,67$&$/,)251,$ 0($685($6$/(67$;)81' -81( 7$%/(2)&217(176 3DJH 1XPEHU ,QGHSHQGHQW$XGLWRUV¶5HSRUWRQ&RPSOLDQFHZLWK$SSOLFDEOH5HTXLUHPHQWV DQGRQ,QWHUQDO&RQWURO2YHU&RPSOLDQFH 6FKHGXOHVRI0HDVXUH$6DOHV7D[)XQG %DODQFH6KHHW 6WDWHPHQWRI5HYHQXHV([SHQGLWXUHVDQG&KDQJHVLQ)XQG%DODQFH ,1'(3(1'(17$8',7256¶5(325721&203/,$1&(:,7+$33/,&$%/( 5(48,5(0(176$1'21,17(51$/&21752/29(5&203/,$1&( 7RWKH+RQRUDEOH0D\RUDQG0HPEHUVRIWKH&LW\&RXQFLO &LW\RI&KXOD9LVWD&DOLIRUQLD 5HSRUWRQ&RPSOLDQFH :HKDYHDXGLWHGWKHFRPSOLDQFHRIWKH0HDVXUH$6DOHV7D[)XQGRIWKH&LW\RI&KXOD9LVWD &DOLIRUQLD WKH ³&LW\´ ZLWK WKH W\SHV RI FRPSOLDQFH UHTXLUHPHQWV GHVFULEHG LQOrdinance No. 3415 (the Ordinance) DQG WKH Public Safety Expenditure Plan (the Spending Plan) IRU WKH \HDU HQGLQJ -XQH Management’s Responsibility 0DQDJHPHQWLVUHVSRQVLEOHIRUFRPSOLDQFHZLWKWKHUHTXLUHPHQWVRIWKH2UGLQDQFHDQGWKH6SHQGLQJ 3ODQ Auditor’s Responsibility 2XU UHVSRQVLELOLW\ LV WR H[SUHVV DQ RSLQLRQ RQ FRPSOLDQFH ZLWKWKH UHTXLUHPHQWV GHVFULEHG LQ WKH 2UGLQDQFH DQG WKH 6SHQGLQJ 3ODQ EDVHG RQ RXU DXGLW :H FRQGXFWHG RXU DXGLW RI FRPSOLDQFH LQ DFFRUGDQFHZLWKDXGLWLQJVWDQGDUGVJHQHUDOO\DFFHSWHGLQWKH8QLWHG6WDWHVRI$PHULFDWKHVWDQGDUGV DSSOLFDEOH WR ILQDQFLDO DXGLWV FRQWDLQHG LQ WKHGovernment Auditing Standards LVVXHG E\ WKH &RPSWUROOHU*HQHUDORIWKH8QLWHG6WDWHV7KRVHVWDQGDUGVUHTXLUHWKDWZHSODQDQGSHUIRUPWKHDXGLWWR REWDLQUHDVRQDEOHDVVXUDQFHDERXWZKHWKHUQRQFRPSOLDQFHZLWKWKHW\SHVRIFRPSOLDQFHUHTXLUHPHQWV UHIHUUHGDERYHWKDWFRXOGKDYHDGLUHFWDQGPDWHULDOHIIHFWRQWKH0HDVXUH$6DOHV7D[)XQGRIWKH &LW\ $Q DXGLW LQFOXGHV H[DPLQLQJ RQ D WHVW EDVLV HYLGHQFH DERXW WKH &LW\¶V FRPSOLDQFH ZLWK WKRVH UHTXLUHPHQWVDQGSHUIRUPLQJVXFKRWKHUSURFHGXUHVDVZHFRQVLGHUHGQHFHVVDU\LQWKHFLUFXPVWDQFHV :H EHOLHYH WKDW RXU DXGLW SURYLGHV D UHDVRQDEOH EDVLV IRU RXU RSLQLRQ RQ FRPSOLDQFH IRU WKH RIWKH&LW\+RZHYHURXUDXGLWGRHVQRWSURYLGHDOHJDOGHWHUPLQDWLRQRIWKH&LW\¶VFRPSOLDQFHZLWKWKRVH UHTXLUHPHQWV Opinion ,QRXURSLQLRQWKH&LW\FRPSOLHGLQDOOPDWHULDOUHVSHFWVZLWKWKHUHTXLUHPHQWVUHIHUUHGWRDERYHWKDWDUH DSSOLFDEOHWRWKH0HDVXUH$6DOHV7D[IRUWKH\HDUHQGLQJ-XQH 5HSRUWRQ,QWHUQDO&RQWURORYHU&RPSOLDQFH 0DQDJHPHQWRIWKH&LW\LVUHVSRQVLEOHIRUHVWDEOLVKLQJDQGPDLQWDLQLQJHIIHFWLYHLQWHUQDOFRQWURORYHU FRPSOLDQFHZLWKWKHW\SHRIFRPSOLDQFHUHTXLUHPHQWVUHIHUUHGWRDERYH,QSODQQLQJDQGSHUIRUPLQJRXU DXGLW RI FRPSOLDQFH ZH FRQVLGHUHG WKH &LW\¶V LQWHUQDO FRQWURORYHU FRPSOLDQFH ZLWK WKH W\SHV RI UHTXLUHPHQWVWKDWFRXOGKDYHDGLUHFWDQGPDWHULDOHIIHFWRQWKH&LW\WRGHWHUPLQHWKHDXGLWLQJSURFHGXUHV WKDWDUHDSSURSULDWHLQWKHFLUFXPVWDQFHVIRUWKHSXUSRVHRIH[SUHVVLQJDQRSLQLRQRQFRPSOLDQFHDQGWR WHVWDQGUHSRUWRQLQWHUQDOFRQWUROVRYHUFRPSOLDQFHEXWQRWIRUWKHSXUSRVHRIH[SUHVVLQJDQRSLQLRQRQ WKHHIIHFWLYHQHVVRILQWHUQDOFRQWURORYHUFRPSOLDQFH 203 N. Brea Blvd., Suite 203 Brea, CA 92821 Lance, Soll & Lunghard, LLP Phone: 714.672.0022 7RWKH+RQRUDEOH0D\RUDQG0HPEHUVRIWKH&LW\&RXQFLO &LW\RI&KXOD9LVWD&DOLIRUQLD $FFRUGLQJO\ ZH GR QRW H[SUHVV DQ RSLQLRQ RQ WKH HIIHFWLYHQHVVRI WKH &LW\¶V LQWHUQDO FRQWURO RYHU FRPSOLDQFH $deficiency in internal control over complianceH[LVWVZKHQWKHGHVLJQRURSHUDWLRQRIDFRQWURORYHU FRPSOLDQFHGRHVQRWDOORZPDQDJHPHQWRUHPSOR\HHVLQWKHQRUPDOFRXUVHRISHUIRUPLQJWKHLUDVVLJQHG IXQFWLRQVWRSUHYHQWRUGHWHFWDQGFRUUHFWQRQFRPSOLDQFHZLWKDW\SHRIFRPSOLDQFHRIWKH2UGLQDQFH DQGWKH6SHQGLQJ3ODQRQDWLPHO\EDVLV$material weakness in internal control over complianceLVD GHILFLHQF\ RU D FRPELQDWLRQ RI GHILFLHQFLHV LQ LQWHUQDOFRQWURO RYHU FRPSOLDQFH VXFK WKDW WKHUH LVD UHDVRQDEOH SRVVLELOLW\ WKDW D PDWHULDO QRQFRPSOLDQFH ZLWK D W\SH RI FRPSOLDQFH UHTXLUHPHQW RI WKH 2UGLQDQFHDQGWKH6SHQGLQJ3ODQZLOOQRWEHSUHYHQWHGRUGHWHFWHGDQGFRUUHFWHGRQDWLPHO\EDVLV$ significant deficiency in internal control over compliance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ooled cash and investments 22,401,307$ Total Assets 22,401,307$ Liabilities and Fund Balance: Liabilities: Accounts Payable 46,120$ Accrued Liabilities 388,857 Total Liabilities 434,977 Assigned for Measure A Sales Tax 21,966,330 Total Fund Balance 21,966,330 Total Liabilities and Fund Balance 22,401,307$ Fund Balance: Assets: JUNE 30, 2020 BALANCE SHEET SCHEDULES OF 2018 MEASURE A SALES TAX FUND 3 CITY OF CHULA VISTA, CALIFORNIA STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE FOR THE YEAR ENDED JUNE 30, 2020 Revenues: Local sales and use tax 20,206,572$ Total Revenues 20,206,572 Expenditures: Public safety 8,292,507 Capital outlay 1,032,001 Other Financing Uses 218,942 Total Expenditures 9,543,450 Net Change in Fund Balance 10,663,122 Fund Balance - Beginning 11,303,208 Fund Balance - Ending 21,966,330$ SCHEDULES OF 2018 MEASURE A SALES TAX FUND 4 February 11, 2021 VIA TELECONFERENCE 6:00 p.m. 315 4th Avenue, Chula Vista, CA 91910 TITLE CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC SAFETY EXPENDITURE PLAN TO ADD ONE POLICE LIEUTENANT, ONE POLICE SERGEANT, THREE PEACE OFFICERS AND DRONE CONTRACTUAL COSTS IN FISCAL YEAR 2021/2022 TO SUPPORT POLICE DEPARTMENT COMMUNITY RELATIONS AND DRONE OPERATIONS BASED ON PROJECTED INCREASE IN SALES TAX REVENUES BACKGROUND The chart below outlines the current Measure A staffing plan for the Police Department, as approved by City Council on October 20, 2020 and supported by the Measure A Citizens’ Oversight Committee on October 8, 2020. Figure 1. Police Department Positions, Public Safety Expenditure Plan as of 10/20/2020 Position FY19 FY20 FY21 FY22 FY23 Total POLICE SERGEANT 3.0 2.0 1.0 6.0 POLICE AGENT 1.0 2.0 3.0 2.0 8.0 PEACE OFFICER 4.0 6.0 11.0 21.0 SWORN FTE TOTAL 5.0 11.0 16.0 3.0 0.0 35.0 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 5.0 7.0 SR. POLICE TECHNOLOGY SPECIALIST 1.0 1.0 INFORMATION TECHNOLOGY TECHNICIAN 1.0 1.0 PUBLIC INFORMATION SPECIALIST 1.0 1.0 CIVILIAN FTE TOTAL 4.0 12.0 0.0 0.0 0.0 16.0 POLICE DEPARTMENT TOTAL 9.0 23.0 16.0 3.0 0.0 51.0 City of Chula Vista Boards & Commissions Measure A Citizens’ Oversight Committee - STAFF REPORT Page 2 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 SUMMARY The Police Department is proposing to amend the Measure A Public Safety Expenditure Plan to add the following positions beginning FY2021-22, in accordance with the Police Department ongoing operational needs: • 2.0 Peace Officers, intended to support daily operations of the Drone as First Responder (DFR) program; • 1.0 Police Sergeant, intended to supervise DFR operations; • 1.0 Police Lieutenant, intended for the day-to-day management of strategic operations such as DFR, continuous improvement, special projects and other adjutant responsibilities; • Contractual costs for the Pilot in Command (PIC), required to support daily operations of the DFR program; and • 1.0 Peace Officer intended to enhance the Police Department’s Community Relations initiatives. DISCUSSION With the successful passage of the Measure A Sales Tax, staff is continuing to implement the Public Safety Expenditure Plan (PSEP). According to the latest sales tax revenue projections provided by the Finance Department, the Police Department’s Measure A revenue allocation is projected to increase by approximately $1.7M in FY 2021/2022. Over the past two years, the Police Department has become a national leader in the deployment of technological innovations. One of the most-successful technological deployments is the innovative use of unmanned aerial systems as a part of its Drone as First Responder (DFR) program. Although the program has been in operation since 2018, its operations are funded directly through existing General Fund resources by reassigning personnel from other units and divisions. In essence, peace officers for the DFR program were re-assigned from the uniformed patrol division, where they would normally be assigned to respond to daily calls for service. Given the projection for additional revenue during FY2021-22, the Police Department is requesting to approve modifications to the PSEP to make the best use of additional revenue to meet public safety needs. Overview of the Drone as First Responder (DFR) Program Beginning on October 22, 2018, with strong support from the community, the Chula Vista Police Department began deploying drones from the rooftop of the Police Department Headquarters to 911 calls and other reports of emergency incidents such as crimes in progress, fires, traffic accidents, and reports of dangerous subjects. This unique concept of operations (CONOPS) for drones allowed CVPD to become a part of the San Diego IPP Team, selected as one of only 10 teams among hundreds of applicants as part of the FAA’s Integration Pilot Project (IPP). The IPP was a federal initiative designed to help integrate drones into the National Air Space (NAS). Page 3 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 The Police Department’s CONOPS is called Drone as First Responder (DFR) and it is a transformational method of policing that has demonstrated the ability to increase officer and community safety and reduce overall police response times. DFR provides the ability to see what is going on at an incident before ground-based emergency personnel arrive at the scene. In addition to the overhead perspective that traditional air support has always provided, DFR allows a trained incident commander to “virtually” arrive on scene first, getting a view of the incident and obtaining vital information minutes before ground-based officers are in harm’s way. The drone has a powerful on-board camera that streams HD video back to the department’s real-time crime center where the Teleoperator, who is a trained police officer, not only controls the drone remotely but communicates with the officers in the field to provide updated information and tactical intelligence about what they are responding to. The system also streams the video feed to the cell phones of the first responders, supervisors, and command staff so they too can see exactly what the drone is seeing. The DFR Program continues to expand its capabilities with the goal of providing the ability to respond to any location in the city within minutes. In May of 2019, Chula Vista Police was authorized to fly Beyond Visual Line of Sight (BVLOS waiver). This allowed the drones to fly up to 3 miles in any direction from the launch site (within city limits). Moving from a 1-mile flight radius to 3 miles increased the area of service exponentially. In August of 2019, Chula Vista partnered with Paradise Valley Hospital and Bayview Hospital to add an additional launch site. The site is about 2 miles south of the police department and provides the ability to cover the entire western portion of the City (see Figure 2). This area is roughly 30% of the geographic area of the City but, due to its density and commercial activity, is responsible for about 70% of the priority calls for service. Figure 2. Current DFR Operational Areas, Two Locations Page 4 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 In the first two years of DFR, the drones responded to almost 5,000 separate incidents and the program continues to serve the residents of Chula Vista by reducing response times and increasing safety (see Figure 3). Figure 3. DFR Response Data, 2018-2021 DFR has responded to 4,937 calls for service (emergencies) since the program began in November 2018. In over 25% of the time (1,215 deployments), DFR avoided the need to send ground units to the scene. Most of these calls for service (without DFR support), requires a two-officer response. Essentially, during 1,215 DFR drone deployments, 2,430 officers were not needed to respond, thus freeing the officers for other calls for service in the city. In addition, the DFR program allows the Police Department to get a drone resource to the scene of an emergency much quicker than ground units. Figure 4 shows how much quicker the DFR drone arrives on the scene or Priority 1 (emergency) and Priority 2 (urgent) calls. Page 5 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 Figure 4. DFR Average Response Times, 2020 The drone arrives on the scene of a Priority 1 call (an active emergency) in 3.9 minutes average, compared to ground units that arrive in 6.2 minutes average. The drone arrives on the scene of a Priority 2 call (an active urgent call or emergency that just occurred) in 5.4 minutes average, compared to ground units that arrive in 9.8 minutes average. The drone arriving first allows the teleoperator to relay information to responding officers and document crimes in progress for enhanced criminal investigations and prosecution. The success of DFR has garnered national attention and has been featured on CNN1 and in the NY Times2 along with numerous other news organizations. The initial and immediate success of the Drone as a First Responder program has created a desire and need to expand the program to the other areas of the city where DFR does not exist. The Police Department is in the final steps of obtaining FAA approval to add additional locations to provide 100% coverage and longer hours of operation. DFR Operational Growth CVPD began the Drone as a First Responder program in October 2018. The humble beginnings included launching a drone from the rooftop of the Police Department 40 hours a week, within a 1-mile radius. Over the last two years, CVPD has expanded DFR operations to a second location, received FAA approval to fly up to a 3-mile radius from either location, and currently operates 1 “DO POLICE 911 RESPONDER DRONES THREATEN CIVIL RIGHTS? One California city PD sends out a 'drone as first responder' to 911 calls, helping catch suspects and defuse dangerous situations. But what are the civil rights issues?” Guest: Jay Stanley, Senior policy analyst with the ACLU Speech, Privacy, and Technology Project http://www.cnn.com/video/data/2.0/video/tv/2020/12/12/do-police-911-responder-drones-threaten-civil-rights.cnn.html 2 Police Drones are Starting to Think for Themselves https://www.nytimes.com/2020/12/05/technology/police-drones.html Page 6 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 seven days per week (70 hours weekly). The DFR technology allows a virtual pilot, or teleoperator, to fly a drone located anywhere in the world using cloud-based software and a remote desktop computer. DFR currently has two dedicated full-time police officers (who were reassigned from their patrol duties) who are the teleoperators for the program. But FAA regulations require additional personnel to maintain visual “line of sight” observation of the airspace. The regulations prohibit the use of technology or virtual presence to meet this requirement. As a result, the Police Department must maintain a physical presence of a Pilot-in-Command (PIC) on top of each launching location to view the airspace and take immediate control of the drone if necessary to avoid an accident. During the first five months of DFR operations, the Department staffed the rooftop PIC positions with police officers who were certified in drone operations. But nothing in FAA regulations requires the use of a trained police officer for this primarily observation-based role. In March 2020, the Department issued a Request for Proposal (RFP) to staff the PIC p ositions, and a private company was awarded the contract significantly reducing costs and allowing the officers to return to their primary patrol duties. The Police Department now uses a contract vendor to supply PIC services for each launching location. CVPD currently has two permanent DFR launch locations and will be expanding to four. An optional fifth location is being implemented on an as-needed basis. The new launch locations will create almost 100% coverage of the city (see Figure 5). Figure 5. Future DFR Operational Areas, All Locations With the expansion of launch locations, DFR will need additional supervision and guidance (Police Sergeant) and more personnel to serve as PICs. In addition, the overall scope and complexity of Page 7 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 the program, coupled with liaison activities related to FAA regulations, vendor management, and equipment and supply needs, requires a Police Lieutenant to manage the program. Positions to Support DFR Operations 2.0 Peace Officers: As an experienced peace officer, the teleoperator is not only tasked with flying the drone and operating the camera but radios critical information to responding officers and advises them of the best approach and tactics. Sometimes this allows officers to slow the call down if the subject is not an immediate threat to themselves or others. Driven by the need for de-escalation tools, the Police Department has proven that the Drone as First Responder (DFR) program provides critical “Decision Quality Data” to responding officers, so they have the right information to plan better tactics and achieve better outcomes. Because the DFR program is supported through the re-allocation of patrol resources, the addition of two Peace Officer positions into a budgeted DFR program has the effective result of adding two Peace Officer positions back into the Patrol Division – available to respond to day-to-day calls for service. With the expansion of hours in operations, the Police Department may eventually seek the addition of two or more Peace Officer positions in support of the expansion of the DFR program. This will be considered in future operational planning efforts. 1.0 Police Sergeant: DFR operations currently include two full-time officers assigned as Teleoperators. These officers cover drone operations seven days a week and are currently supervised as an ancillary responsibility of the Sergeant that manages our Field Training Program. With the expansion of additional locations, hours of operations, and additional PICs, staff recommends the addition of a Police Sergeant to oversee daily DFR operations. 1.0 Police Lieutenant: The Drone as First Responder program and general drone operations includes a complex system of FAA waivers, drone safety, equipment considerations, personnel, contracts, media, tours, and community outreach. To address the evolving needs of the community and the growing police organization drone program, staff recommends the addition of one Police Lieutenant intended for the day-to-day management of strategic operations such as DFR, continuous improvement, special projects and other adjutant responsibilities. Contractual Costs for the Pilot in Command: Current FAA regulations and drone limitations require the need to staff a rooftop Pilot in Command (PIC) certified in drone operations at every launch location when the drone is operational. The current FAA regulations state essentially when a drone is in the air, the PIC is Page 8 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 required to maintain control of the drone and ensure the safety of the flight with airspace awareness. Although a teleoperator can remotely control the drone and camera during daily operations, the teleoperator does not have airspace awareness for safe flight operations, thus the PIC maintains visibility of the airspace and complete control of the drone for emergencies. Responsibilities of the PIC include: • Ensure the safety of drone flights • Setup and takedown of drone equipment • Daily coordination with members of the Police Department • Daily minor drone maintenance • Diagnose errors or technical problems and determine proper solutions • Document and communicate technical issues to CAPE engineers & DFR Program Manager or designee • Transport and inventory equipment at all launch locations The Police Department uses a contract vendor to supply PIC services for each launching location, thus preserving our limited public safety staffing for their primary missions. Funding for contract services has been drawn from the limited, one-time asset forfeiture resources. With the expansion of the DFR program staff recommends the allocation of a dedicated budget for PIC contractor costs, thus freeing other department resources and ensuring the continued operations of this successful DFR program. Other Positions Recommended by Police Department 1.0 Peace Officer (Community Relations) The Police Department is primarily focused on safeguarding the interest of every member of our city and its visitors. Separate from those services driven by calls for service, the Police Department’s community engagement programs, resources, and service needs have continued to grow. This reflects the ever-evolving character of our community, and our deeply rooted belief that our community’s safety is best maintained when we come together. In the aftermath of the Coronavirus (COVID-19) pandemic, and the recent national dialog regarding police-community relations and police use of force, the importance of working to engage our community has never been more important. The Police Department’s current Community Relations Unit consists of one Police Sergeant, One Police Community Relations Specialist, and one Community Service Officer. Staff recommends the addition of a sworn Peace Officer in the Community Relations Unit to greatly expand the unit’s capacity to act as a uniformed liaison to community leaders and to community organizations and groups and to be a uniformed representative of the Police Department to the community at large. Page 9 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 Summary of Proposed Changes: To address the evolving needs of the community and the growing policing organization, staff recommends the addition of positions designed to enhance efficiency through technological innovation and to enhance engagement and transparency with our community. These include: • 3.0 Peace Officers: Two intended to support daily operations of the Drone as First Responder (DFR) program; and one to enhance the Police Department’s Community Relations capabilities. • 1.0 Police Sergeant, intended to supervise DFR operations; • 1.0 Police Lieutenant, intended for the day-to-day management of strategic operations such as DFR, continuous improvement, special projects, and other adjutant responsibilities; and • Contractual costs for Pilot in Command (PIC) services to support daily operations of the DFR program. The chart below outlines the Police Department’s proposed changes (highlighted in yellow) to the PSEP. Figure 6. Proposed Police Department Positions, Public Safety Expenditure Plan Position FY19 FY20 FY21 FY22 FY23 Total POLICE LIEUTENANT 1.0 1.0 POLICE SERGEANT 3.0 2.0 2.0 7.0 POLICE AGENT 1.0 2.0 3.0 2.0 8.0 PEACE OFFICER 4.0 6.0 11.0 3.0 24.0 SWORN FTE TOTAL 5.0 11.0 16.0 8.0 0.0 40.0 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 5.0 7.0 SR. POLICE TECHNOLOGY SPECIALIST 1.0 1.0 INFORMATION TECHNOLOGY TECHNICIAN 1.0 1.0 PUBLIC INFORMATION SPECIALIST 1.0 1.0 CIVILIAN FTE TOTAL 4.0 12.0 0.0 0.0 0.0 16.0 POLICE DEPARTMENT TOTAL 9.0 23.0 16.0 3.0 0.0 56.0 The total FY 2022 costs for the five new positions and drone contractual costs are outlined in Figure 7, below. Page 10 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 Figure 7. Total FY2021-22 Costs as Proposed 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. Page 11 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 CURRENT YEAR FISCAL IMPACT No current fiscal year impact because these changes are proposed to be effective July 1, 2021 (FY2021-22). ONGOING FISCAL IMPACT The chart below shows the net impact for Measure A in fiscal year 2021/2022. The City Manager Proposed Budget will incorporate these proposed amendments in the FY 2021/2022 budget for City Council consideration during the budget development process. The amendment includes $63,658 for City Support Staff (IT, Finance, HR, City Attorney, etc), which is based on 3.75% of sales tax revenues. The long-term spending plan reflects the use of available funds through FY 31. City staff believe that the projected sales tax revenues are conservative. It is important to note that Measure A projected sales tax revenues fluctuate with the economy. The City will actively monitor the trends to determine if Measure A positions need to be held vacant in order to avoid long-term structural deficits and avoid layoffs or service level impacts. The chart on the following page shows the amended Measure A PSEP for the Police Department, which includes the proposed positions and amendments. Page 12 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 February 11, 2021 VIA TELECONFERENCE 6:00 pm 276 4th Avenue, Chula Vista, CA 91910 TITLE CONSIDERATION OF PROPOSED AMENDMENTS TO THE MEASURE A PUBLIC SAFETY EXPENDITURE PLAN TO ADD ONE OPERATIONS SUPPORT CAPTAIN AND THREE FIREFIGHTER/EMT POSITIONS TO FIRE STATION 9 IN FISCAL YEAR 2020/2021 AND AMEND THE EXPENDITURE BUDGET IN FISCAL YEAR 2020/2021 BACKGROUND The chart below outlines the current Measure A staffing plan for the Fire Department, as approved by City Council on August 25, 2020 during the fiscal year 2020/2021 budget adoption process and supported by the Measure A Citizens’ Oversight Committee on August 13, 2020. SUMMARY The Fire Department is proposing to amend the Measure A Public Safety Expenditure Plan to add three (3) Firefighter/EMT positions and one Operations Support Captain. 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 Fire Department is requesting to approve modifications to the PSEP to meet ongoing or emerging staffing needs. In order to be considered 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 resources in the east, or be a requirement to support critical need improvements. Those critical needs are showing in the amended Measure A Proposed Expenditure Plan below. Figure 1. Fire Department Expenditure Plan as of 5.8.2020 FY19 FY20 FY21 FY22 FY23 FY24 TOTAL Fire Captain 2 2 (4) 1 1 Firefighter Paramedic 2 2 (4) 1 1 Firefighter/EMT 12 3 9 3 27 Fire Captain/PIO 1 1 Deputy Chief 2 (1) 1 Sworn FTE 19 7 0 0 0 5 31 City of Chula Vista Boards & Commissions Measure A Citizens’ Oversight Committee - STAFF REPORT Page 2 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 The responsibility of the Fire Department is to review response information 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. Firefighter/EMT The addition of 4.0 staffing on Engine 59 is the final addition in our expenditure plan for our current fire stations. Previously, Station 9 was not equipped to be able to house a 4th person on the engine. With the completion of new Station 9, estimated to be complete May 2021, the station will now be able to house the 4th person on the engine. This is consistent with and completes the 8th recommendation as presented to the COC on May 16th 2019. This will complete our 4.0 staffing series on current stations to be able to reach our goal to meet emergency operations standards, and GMOC response times. Fire Captain – Operations Support The Operations Support Captain position will be assigned the Deputy Chief of Operations with the intent to provide support to a wide range of activities, as well as provide effective and timely execution of such activities and support. These activities include: • Staffing Support – This includes monitoring daily staffing with the intent of coordinating inter-division staffing needs. Operations personnel are commonly used to support activities in Fire Administration, EMS, EOC, Training, Support Services, and Mutual Aid. This often leads to staffing hardships if not coordinated from a continuity perspective. This requires this to be done from a typical 40-hour workweek schedule opposed to from a shift work schedule. • Injuries – This includes tracking and reporting of injury leave between operations and administration. Individual will also act as a liaison and personnel advocate with HR and Risk Management. Workplace injuries are closely reviewed to determine how the injury occurred and how the injury could have been potentially avoided. After review of injury occurrence, the Operations Support Captain will provide corrective action and training as deemed necessary. • Fleet Support – This includes fleet monitoring of apparatus availability. It is critical for daily operations to have frontline and reserve apparatus available for service. This requires consistent collaboration with Public Works Fleet Manager and Shops Staff. Currently these duties are accomplished by on duty Battalion Chiefs and the shift work schedule has proven inadequate. • Bulletin/Policy/Guideline Management & Revision – Fire Department Operations rely on current and accurate doctrine to ensure effectiveness. Three types of doctrine guide operations and they include: o Bulletins – These are a form of guidance that are composed as an immediate update to personnel to address an emerging issue or need. These are intended to be quickly distributed, and then rescinded if the need no longer exists; or converted and memorialized into Policy or Standard Operating Guideline. o Policy – These are used to provide guidance on actions or activities by the Fire Department in order to achieve our goals. With a growing Fire Department and Page 3 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 City, being current on policies and being able to effectively communicate that to staff is essential to complete our departments mission. o Standard Operating Guidelines – These are the most commonly used documents that provide guidance on actions or activities by the Fire Department for emergency operations. Typically, emergency response requires flexibility in mitigating an incident safety and effectively. o Manual Maintenance and Storage – A key aspect of meeting various standards is having the most up to date manuals and supplies readily available. Operations Support Caption will ensure most updated educational materials are located in central areas and training is complete and up to date and provide thorough follow up and re-certifications as needed. • Deployments, Mutual Aid & Other Agency Assistance – The Fire Department has several agreements and obligations with other agencies for mutual aid and deployments. These agreements are very complex and diverse in their nature and require detailed maintenance and tracking in order to ensure we are meeting contract obligations, remain in full qualification on contracts, and are tracking such deployments and mutual aids for proper cost recovery. The Operations Support Captain will also assist Admin staff with the reimbursement process to ensure all deployments/aids are completely accounted for and revenues are received properly. o Qualifications - Will be responsible all qualifications are current for deployment programs, including US&R and Wildland programs. Will be responsible for keeping details of team member assignments and ensuring all team members are properly accounted for and up to date on necessary trainings and qualifications to meet deployment/aid needs as they arise. o RTF & TEMS Programs – Will be responsible for management, upkeep and testing of PPE. Will also manage program rosters and be responsible for deployment management. Deployment management will be in conjunction with Operations and Admin for proper tracking and cost recovery as appropriate by the program. o OES T1 & T3 Obligations – Will be responsible for service contracts for OES obligations. Will also be responsible for continuous equipment maintenance to ensure obligations can be met as they arise. • Radio Communications – Includes management of both internal and external communications. Duties will include planning and coordinating with County, State and various Aid Agreements. Additionally, ensuring communications internally as a department, as well as with PD and Dispatch are operating effectively, have properly working equipment, and up to date on mandates and software/hardware updates. In addition to the above activities, the Operations Support Captain will be assigned to the Deputy Chief of Operations and act on behalf of our fire operations staff and needs. The Operations Support Captain will have the ability to undertake additional tasks as needed. With the rapid growth of our department, Measure A operational expansions and the upcoming launch of our Transport program, operational needs are exceeding the capacity of our current Support Services Captain. A dedicated Operations Support Captain will best serve our operations division to meet goals, support our mission and aid in effectively meeting GMOC response times. Page 4 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 CURRENT YEAR FISCAL IMPACT The Fire Department will start a new Fire Academy in April 2021, which will last until September 2021. The Fire Academy budgeted expenses are reflected in the Academy Costs expenditure line item. Current fiscal year Measure A savings will be used to fund the FY21 Measure A portion of the academy. This includes the labor costs of the Fire Recruits and all related supplies & services costs. Upon completion from the Fire Academy all Fire Recruits will become Firefighters by September 2021. The labor expenses for the 3.0 new Firefighters will be incurred in the Measure A Fire Operations upon graduation. The Operations Support Captain is estimated to begin late April 2021. The current fiscal year salary costs are reflected below, as well as the cost for a fully outfitted Chevy Tahoe needed for this position. The Fire Department recognizes that current community demands, safety strategies, and staffing needs will likely change in the future. The Fire 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. Figure 2. Proposed Fire Department Expenditure Plan as of 1.26.2021 FY19 FY20 FY21 FY22 FY23 FY24 TOTAL Fire Captain 2 2 (4) 1 1 Firefighter Paramedic 2 2 (4) 1 1 Firefighter/EMT 12 3 9 3 3 30 Fire Captain/PIO 1 1 Fire Captain - Operations Support 1 1 Deputy Chief 2 (1) 1 Sworn FTE 19 7 1 3 0 5 35 Page 5 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 Figure 3. Current Year Fiscal Impact ONGOING FISCAL IMPACT The long-term spending plan reflects the use of available funds through FY 31. City staff believe that the projected sales tax revenues are conservative. It is important to note that Measure A projected sales tax revenues fluctuate with the economy. The City will actively monitor the trends to determine if Measure A positions need to be held vacant in order to avoid long-term structural deficits and avoid layoffs or service level impacts. The chart on the following page shows the amended Measure A PSEP for the Fire Department, which includes the addition of 3.0 Firefighters and Operations Support Captain. Current FY21 Budget FY 21 Budget Amendments Updated FY21 Budget Beginning Available Funds 7,905,592.00 7,905,592.00 Estimated Revenues 10,010,000.00 10,010,000.00 FEMA SAFER 197,695.00 197,695.00 Revenue Total 18,113,287.00 18,113,287.00 - Proposed Expenditures Deputy Chief*556,319.00 556,319.00 Fire Captain 808,931.00 48,984.81 857,915.81 Firefighter**4,388,684.00 4,388,684.00 Firefighter/Paramedic 465,732.00 465,732.00 Public Education Specialist - - Academy Costs - - PPE Maintenance 133,904.00 133,904.00 Computers and other equipment/furniture 30,883.00 30,883.00 Fire Vehicles, Outfitting, Maint., Fuel, etc.295,349.00 80,000.00 375,349.00 Temporary Public Safety Training Facility - Actuals - - Reimbursement for Support Staff (IT, Fin, HR, City Attorney)375,375.00 375,375.00 Expense Total 7,055,177.00 128,984.81 7,184,161.81 - Remaining Fiscal Year Funds 11,058,110.00 (128,984.81) 10,929,125.19 Page 6 ׀ Measure A Citizens’ Oversight Staff Report February 11, 2021 Fire Department Spending Plan Beginning Fire Department Funds Available7,905,592$ 10,929,126$ 13,946,990$ 15,043,903$ 16,053,563$ 16,320,465$ 16,355,588$ 16,134,674$ 15,639,193$ 14,849,158$ 13,782,010$ Estimated 1/2 cent Sales Tax Revenues10,010,000$ 11,388,509$ 11,502,394$ 11,617,418$ 11,733,592$ 11,850,928$ 11,969,437$ 12,089,131$ 12,210,023$ 12,332,123$ 12,455,444$ 139,164,243$ FEMA SAFER Grant Reimbursement197,695$ 306,857$ 143,200$ -$ -$ -$ -$ -$ -$ -$ -$ 756,915$ Estimated Funds Available for Fire Department Spending Plan18,113,288$ 22,624,492$ 25,592,584$ 26,661,320$ 27,787,155$ 28,171,393$ 28,325,025$ 28,223,805$ 27,849,216$ 27,181,281$ 26,237,454$ 139,921,158$ Proposed ExpendituresDeputy 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 Captain857,916 1,091,633 1,122,764 1,444,700 1,778,965 1,823,656 1,870,014 1,918,139 1,968,134 2,018,558 2,071,050 17,965,528 Firefighter**4,388,684 5,838,248 6,062,168 6,959,433 7,194,705 7,466,782 7,754,725 8,059,761 8,383,227 8,689,121 9,015,617 79,812,471 Firefighter/Paramedic465,732 564,827 483,605 739,215 1,004,398 1,023,553 1,043,090 1,063,018 1,083,344 1,104,077 1,125,225 9,700,084 Public Education Specialist- - - - - - - - - - - - Academy Costs- - 530,532 - - - - - - - - 530,532 PPE Maintenance133,904 131,868 124,080 159,152 167,580 163,328 166,144 168,960 171,776 174,592 177,408 1,738,792 Computers and other equipment/furniture30,883 31,757 32,346 33,438 34,240 34,841 35,441 36,042 36,643 37,243 37,844 380,718 Fire Vehicles, Outfitting, Maint., Fuel, etc.375,349 296,702 1,456,111 522,196 524,356 526,516 528,676 530,836 532,996 535,156 537,316 6,366,207 Temporary Public Safety Training Facility- Actuals- - - - - - - - - - - - Reimbursement for Support Staff (IT, Fin, HR, City Attorney)375,375 427,069 431,340 435,653 440,010 444,410 448,854 453,342 457,876 462,455 467,079 4,843,462 Total Fire Department Proposed Expenditures7,184,162$ 8,677,501$ 10,548,681$ 10,607,758$ 11,466,689$ 11,815,805$ 12,190,351$ 12,584,612$ 13,000,057$ 13,399,271$ 13,822,093$ 125,296,980$ Ending Fire Department Available Funds10,929,126$ 13,946,990$ 15,043,903$ 16,053,563$ 16,320,465$ 16,355,588$ 16,134,674$ 15,639,193$ 14,849,158$ 13,782,010$ 12,415,361$ Phase I - Critical Needs FundingNotes on Ongoing Fiscal Impact: 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.FY21 totals reflect proposed changes outlined in current year fiscal impactAmounts 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.