HomeMy WebLinkAbout2022-07-14 ACOC Agenda PacketMeasure A Citizens Oversight Committee AY
REGULAR WIEETING OF THE MEASURE A CITIZENS OVERSIGHT CC ',E
Date: Thursday, July 14, 2022
Time: 6:00 p.m.
Location: Chula Vista Police Department, Community Room
315 Fourth Avenue, Chula Vista
Welcome to your Measure A Citizens' Oversight Committee Meeting
The Measure A Citizens' Oversight Committee has transitioned back to holding live, in-person
meetings.
Public Comments: Public comments may be submitted to the Measure A Citizens' Oversight
Committee in the following ways:
In -Person comments during the meeting. Join us for the Measure A Citizens' Oversight
Committee meeting at the time and location specified on this agenda to make your
comments. Please visit www.chulavistaca.gov/boardmeetings for current mask requirements
and other safety protocols.
Submit an eComment. Visit www.chulavistaca.gov/boardmeetings, locate this meeting, and
click on the comment bubble icon. Click on the item you wish to comment on, and then click
on "Leave Comment." The commenting period will close one hour before the meeting. All
comments will be made available to the Committee and the public.
Mail or email comments. Submit comments via email to ACOCna chulavistaca.aov or by mail
to Measure A Citizens' Oversight Committee, 276 Fourth Ave, Chula Vista, CA 91910. Please
send comments early; written comments received within one hour of the meeting may not be
distributed until the following day.
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 Police Department at ACOC(a)-chulavistaca.cloov (California Relay Service is
available for the hearing impaired by dialing 711) at least forty-eight hours in advance of the meeting.
Pages
1. CALL TO ORDER
2. ROLL CALL
Committee Members Becotte, Bruzee, Cromer, Guillen, Hobson, Rivera, Roberts,
Sallee, Strong, Volland, and Chair Stucky
3. PUBLIC COMMENTS
Persons may address the Committee on any subject matter within the Committee's
jurisdiction that is not listed as an item on the agenda. State law generally prohibits
the Committee from discussing or taking action on any issue not included on the
agenda, but, if appropriate, the Committee may schedule the topic for future
discussion or refer the matter to staff. If you wish to speak on any item, please fill
out a "Request to Speak" form and submit it to the Secretary prior to the meeting or
submit an electronic comment per the instructions on page one of this agenda.
4. ACTION ITEMS
The Item(s) listed in this section of the agenda will be considered individually by the
Committee and are expected to elicit discussion and deliberation. If you wish to
speak on any item, please fill out a "Request to Speak" form and submit it to the
Secretary prior to the meeting or submit an electronic comment per the instructions
on page one of this agenda.
4.1. Approval of Meeting Minutes for April 14, 2022 4
Recommended Action:
Committee to approve the minutes
4.2. APPOINTMENT OF COMMITTEE CHAIR AND VICE CHAIR FOR FISCAL
YEAR 2022/2023
Recommended Action:
Elect Chair and Vice Chair, options include reappointment of existing Chair
and Vice Chair
4.3. DISCUSSION REGARDING ANNUAL REPORT OF ACTIVITIES AND 9
AUTHORIZE THE CHAIR TO WORK WITH STAFF TO FINALIZE AND
SUBMIT
Recommended Action:
Board or Committee discuss activities and authorize the Chair to work with
staff to finalize and submit
4.4. FY 2020-21 ANNUAL REPORT OF THE MEASURE A COC 10
Recommended Action:
Review report, provide comments and recommend presentation to City
Council
2022-07-14 ACOC Agenda Page 2 of 31
4.5. CONSIDERATION OF PROPOSED AMENDMENT TO ADD SPECIAL 26
ASSIGNMENT AND SUPPORT POSITIONS TO THE FIRE DEPARTMENT
MEASURE A EXPENDITURE PLAN
Recommended Action:
Consider the proposed amendments, provide comments, and recommend
for City Council approval
5. PRESENTATIONS
The following item(s) will be presentations given to the Committee. Action on these
item(s) is typically limited to the Committee receiving the presentation and providing
direction or feedback to staff, as appropriate. If you wish to speak on any item,
please fill out a "Request to Speak" form and submit it to the Secretary prior to the
meeting or submit an electronic comment per the instructions on page one of this
agenda.
5.1. NEIGHBORHOOD PROTECTION UNIT PROGRESS UPDATE
OTHER BUSINESS
6. STAFF COMMENTS
7. CHAIR'S COMMENTS
8. COMMISSIONERS' COMMENTS
9. ADJOURNMENT
to the regular meeting on October 13, 2022 at 6:00 pm.
Materials provided to the Measure A Citizens' Oversight Committee related to any
open -session item on this agenda are available for public review by contacting the
Police Department at ACOC(Ochulavistaca.goov.
2022-07-14 ACOC Agenda Page 3 of 31
M;! �, I 1/
CIW OF
CHULA V1 fA
REGULAR MEETING OF THE MEASURE A CITIZENS' OVERSIGHT COMMITTEE
Meeting Minutes
April 14, 2022, 6:00 p.m.
Chula Vista Police Department, Community Room
315 Fourth Avenue, Chula Vista
Present: Committee Member Becotte, Committee Member Bruzee,
Committee Member Cromer, Committee Member Hobson,
Committee Member Rivera, Committee Member Strong,
Committee Member Volland, Chair Stucky
Absent: Committee Member Guillen, Committee Member Roberts, Vice
Chair Anaya W
Also Present: Administrative Services Manager Alegre, Budget and Analysis
Manager Prendell, Fire Chief Muns, Police Captain Collum,
Police Chief Kennedy, Fiscal Management Analyst Vargas,
Cristina Giron, Secretary Bravo
Others Present Deputy City Manager Kelly Broughton, Deputy City Attorney
Carol Trujillo, Deputy Fire Chief Raymond Smith, Deputy Fire
Chief Rick Ballard, Principal Management Analyst Emily Folker,
Director of Finance Sarah Schoen
1. CALL TO ORDER
A regular meeting of the Measure A Citizens' Oversight Committee of the City of
Chula Vista was called to order at 6:01 p.m. at the Chula Vista Police
Department.
2. ROLL CALL
1
2022-07-14 ACOC Agenda Page 4 of 31
Secretary Giron called the roll.
3. CONSENT CALENDAR
Moved by Committee Member Volland
Seconded by Committee Member Cromer
Approve the consent calendar
Yes (8): Committee Member Becotte, Committee Member Bruzee, Committee
Member Cromer, Committee Member Hobson, Committee Member Rivera,
Committee Member Strong, Committee Member Volland, and Chair Stucky
011041 Result:Carried (8 to 0)
,Volk
3.1 Approval of Meeting Minutes of October 14, 2021
4. PUBLIC COMMENTS
Secretary Giron announced that 6 electronic comments had been received.
The following public comments were submitted electronically:
The following members of the public submitted electronic comments in opposition
of Item 5.1; Reserve Fund Policy:
• Fred Rowbotham
• James Horst
• David Martinez
The following members of the public submitted electronic comments in opposition
of Item 5.3; New Funding Category for Technology Equipment and Services for
the Fire Department:
• Fred Rowbotham
• James Horst
5. ACTION ITEMS
5.1 Consideration of Measure A Reserve Fund Policy
Moved by Committee Member Volland
Seconded by Committee Member Becotte
2
2022-07-14 ACOC Agenda Page 5 of 31
Approve the proposed Measure A Reserve Fund Policy, and recommend
City Council approval of said policy
Yes (8): Committee Member Becotte, Committee Member Bruzee,
Committee Member Cromer, Committee Member Hobson, Committee
Member Rivera, Committee Member Strong, Committee Member Volland,
and Chair Stucky
Result:Carried (8 to 0)
5.2 Consideration of Proposed Amendments to the Measure A Public
Safety Expenditure Plan To Fund Five Police Vehicles Necessary for
Positions Previously Funded by Measure A
Moved by Committee Member Bruzee
Seconded by Committee Member Volland
Approve proposed amendments to fund five police vehicles
Yes (8): Committee Member Becotte, Committee Member Bruzee,
Committee Member Cromer, Committee Member Hobson, Committee
Member Rivera, Committee Member Strong, Committee Member Volland,
and Chair Stucky
11 V Result:Carried (8 to 0)
5.3 Consideration of Proposed Amendments to the Measure A Public
Safety Expenditure Plan to Add a New Funding Category for
Technology Equipment and Services and Amend the Fire
Department's Spending Plan for Ongoing Needs
Moved by Committee Member Rivera
Seconded by Committee Member Hobson
Approve proposed amendments to add funding for technology equipment
and services for ongoing needs of the Fire Department
Yes (7): Committee Member Becotte, Committee Member Cromer,
Committee Member Hobson, Committee Member Rivera, Committee
Member Strong, Committee Member Volland, and Chair Stucky
No (1): Committee Member Bruzee
Result:Carried (7 to 1)
3
2022-07-14 ACOC Agenda Page 6 of 31
5.4 Consideration of the Proposed Measure A Ten -Year Spending Plan
and Spending Plan for Fiscal Year 2022/2023 and Determination of
Their Compliance With Measure a Requirements
Moved by Committee Member Becotte
Seconded by Committee Member Rivera
Approve Measure A Ten -Year Spending Plan and Spending Plan for
Fiscal Year 2022/2023
Yes (8): Committee Member Becotte, Committee Member Bruzee,
Committee Member Cromer, Committee Member Hobson, Committee
Member Rivera, Committee Member Strong, Committee Member Volland,
and Chair Stucky
Result:Carried (8 to 0)
6. PRESENTATIONS A& 11%6,
6.1 Update of the Fire Department Ambulance Transport System
Increase in transports resulting in increase in revenue. Increased revenue
will be reinvested in the system.
6.2 Update of Fire Department Impacts of Measure A Staffing for Fiscal
Year 2021
With Measure A, Fire increased Engine staffing from three Firefighters to
four, deployed two squad units with one Firefighter Paramedic, and one
Fire Captain each. In addition, Fire added one Deputy Chief -
Administration, one Fire Captain-PIO, and one Fire Captain -Operations
Support.
6.3 Update of Police Department Impacts of Measure A Staffing for
Fiscal Year 2021
With Measure A, Police response times for priority 1 and priority 2 calls
have improved, through the drone program, the drone has flown over
10,000 missions and the City Chula Vista had the lowest crime rate in the
County of San Diego, mid -year 2021.
OTHER BUSINESS
7. STAFF COMMENTS
None
n
2022-07-14 ACOC Agenda Page 7 of 31
8. CHAIR'S COMMENTS
None
9. COMMISSIONERS' COMMENTS
None
10. ADJOURNMENT
The meeting was adjourned at 8:22 p.m.
Minutes prepared by: Cristina Giron, Seca
r,A
Cristina Giron, Secretary
5
2022-07-14 ACOC Agenda Page 8 of 31
ANNUAL ACTIVITY REPORT
CITY OF CHULA VISTA BOARDS & COMMISSIONS
FISCAL YEAR 2021-2022
Board/Commission: Measure A Citizens' Oversight Committee
Highlights of Activities during the past fiscal year:
• Measure A COC held 3 meetings between July 1, 2021 and June 30, 2022.
• Pedro Anaya and Melina Meza from Southwest Strategies, an outreach consultant presented
efforts on redistricting Chula Vista.
• Deputy City Attorney Carnahan provided a neighborhood protection unit progress update.
Focus has been on criminal enforcement on violations of the Chula Vista Municipal Code, Gun
Violence Restraining Orders and Community Engagement.
• Commission approved the proposed amendments to the Measure A Public Safety Expenditure
Plan to add one Police Captain, one Equipment Mechanic, one Forensics Specialist, three
Property & Evidence Specialists, one Property & Evidence Supervisor, and three Senior Police
Records Specialists in Fiscal Year 2021/2022.
• Captain Collum announced for the first time in 20 years, the Police Department has met their
priority 2 call metrics for response times.
• Commission approved a Measure A Reserve Fund Policy of 60 days proposed by Finance
Director Sarah Schoen.
• Captain Collum proposed amendments to the Measure A Public Safety Expenditure Plan to fund
five police vehicles used by Measure A -funded positions. Commission approved the proposed
amendments.
• Deputy Fire Chief Peter Mercado proposed amendments to the Measure A Public Safety
Expenditure Plan to fund upgraded technology equipment and services for the Fire
Department's ongoing needs. Programs include Telestaff, Lexipol, Cordico/Focus and Live911.
Commission approved the proposed amendments.
• Commission approved the proposed Measure A Ten -Year Spending Plan and Spending Plan for
Fiscal Year 2022/2023 and determined its compliance with Measure A requirements.
• Fire Department increased Engine staffing from three Firefighters to four, deployed two squad
units with one Firefighter Paramedic, and one Fire Captain each. In addition, Fire added one
Deputy Chief -Administration, one Fire Captain-PIO, and one Fire Captain - Operations Support.
• Police response times for priority 1 and priority 2 calls have improved, through the drone
program, the drone has flown over 10,000 missions, and the City of Chula Vista had the lowest
crime rate in the County of San Diego, mid -year 2021.
Board/Commission comments or recommendations to Council:
Recommend to City Council the incorporation of the proposed FY 2022/2023 Measure A Spending Plan
into the City's FY 2022/2023 budget.
2022-07-14 ACOC Agenda Page 9 of 31
Annual Report of the Measure A Citizens Oversight Committee
Fiscal Year 2020-21
Measure A Background
On June 5, 2018, Chula Vista voters passed Measure A, the half -cent sales tax measure to fund
public safety staffing and services. The new tax allows the Chula Vista Fire and Police
Departments to provide faster responses to 9-1-1 emergency calls, increase neighborhood police
patrols, reduce gang and drug-related crimes, address homelessness, and improve firefighter,
paramedic and emergency medical response times. The tax took effect on October 1, 2018, and
brought Chula Vista's tax rate to 8.75 percent.
Citizens Oversight Committee
As stipulated by the City of Chula Vista Municipal Code Chapter 2.63, the Measure A Citizens'
Oversight Committee ("COC") was created for the purpose of providing citizens' oversight in
connection with expenditures of tax revenues generated by Measure A. The function of the COC
is to review and report on City compliance with the provisions of Measure A, particularly with
respect to the City's accounting and expenditure of Measure A revenues. The Measure A COC
held its first meeting on September 26, 2018, and now meets quarterly on the second Thursday
of January, April, July and October.
The Measure A COC is composed of twelve members appointed to four-year terms. All terms
expire June 30th on the year listed below. The COC members as of 6/30/2021 are:
Member
Appointment Criteria
Term Expiring
David Stucky (Chair)
District 1 Rep.
2022
Pedro Anaya (Vice Chair)
District 2 Rep.
2025
Paul Becotte
District 3 Rep.
2025
John Volland
District 4 Rep.
2022
Robert Cromer
Chula Vista Chamber of Commerce Rep.
2023
Dustin Bruzee
Chula Vista Police Officers Association Rep.
2024
Darrell Roberts
Chula Vista International Association of Fire Fighters Rep.
2025
Nicole Hobson
Association of Chula Vista Employees Rep.
2024
Andrew Strong
Growth Management Oversight Commission Rep.
2023
Manolo Guillen
Chula Vista Fire Chief Rep.
2022
Gary Ficacci
Chula Vista Police Chief Rep.
2023
Frank Rivera
Chula Vista Mid/Managers/Professional Association Rep.
2024
The specific duties of the COC are as follows:
1. Review and comment on each year's: (1) Finance Department Report (as defined in
CVMC section 3.34.160.A); (2) Measure A Spending Plan (as defined in CVMC section
3.34.160.13); and (3) Annual Independent Auditor's Report (as defined in CVMC
section 3.34.160.C).
Page 1
2022-07-14 ACOC Agenda Page 10 of 31
2. Make determinations as necessary and appropriate regarding City compliance with
Measure A requirements.
3. Work with City staff to identify and apply "best practices" for tracking and reporting on
Measure A revenues and expenditures relative to other Public Safety Department
revenues and expenditures.
4. Prepare an annual report regarding the Finance Department Report for presentation to the
City Council at a public meeting.
Highlights of Measure A Activities during Fiscal Year 2020/2021:
• Measure A COC held four meetings between July 2020 and June 2021. All four meetings
were held via teleconference per Emergency Order 002-B-2020.
• Election of Chair and Vice Chair for Fiscal Year 2020/2021. Vice Chair Stucky was selected
as new Chair and Committee Member Anaya was selected as new Vice Chair for the Fiscal
Year 2020/2021.
• Committee voted on changing the frequency for regular meeting of the Measure A COC
from monthly to quarterly.
• Police Department proposed amendments to the Measure A Public Safety Expenditure
Plan to move up the hiring of six (6) Peace Officers to the fiscal year 2020/2021 as a result
of Community Oriented Policing Services (COPS) grant funding and amend the revenue
and expenditure budget in Fiscal Year 2020/2021.
• Measure A COC Committee approved proposed recommendation for a one-time loan of
Measure A funds for startup costs for Fire Department Ambulance Based Transport.
• Police Department proposed amendments to the Measure A Public Safety Expenditure
Plan to add one Public Information Specialist and one Information Technology Technician
in Fiscal Year 2020/2021 and amend the Expenditure Budget in Fiscal Year 2020/2021.
• Fire Department proposed amendments to the Measure A Public Safety Expenditure Plan
to add one Operations Support Captain and three Firefighters/EMT positions to fire
station 9 in Fiscal Year 2020/2021 and amend the Expenditure Budget in Fiscal Year
2020/2021.
• Police Department 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.
• Finance Department underwent a fiscal audit for all its financial statements. Along with
that report, the city required in accordance with Measure A and Measure P to do an
independent compliance audit as it relates to the spending of the money within the
transaction used taxes. The city did conduct the audit for the third year and the summary
states that the city is in compliance with the intended use of the proceeds of the
transaction use tax.
Page 2
2022-07-14 ACOC Agenda Page 11 of 31
Board/Commission comments or recommendations to Council:
• Consider the proposed Ten -Year and FY 2021/2022 Measure A Spending Plans, determine
their compliance with Measure A requirements and recommend to City Council and
incorporation of the proposed FY 2021/2022 Measure A Spending Plan into the City's FY
2021/2022 budget.
POLICE DEPARTMENT STAFFING PLAN AS OF 7/1/2020
POLICE DEPARTMENT STAFFING PLAN AS OF 6/30/2021
Staff changes highlighted in yellow
FY 2018-
FY 2019-
FY 2020-
FY 2021-
FY 2022-
Position
Position
TOTAL FTE
TOTAL FTE
20
19
20
21
22
23
Police Sergeant
3.0
2.0
1.0
3.0
6.0
Police Agent
1.0
2.0
3.0
2.0
3.0
8.0
Peace Officer
4.0
6.0
5.0
5.0
1.0
21.0
TOTAL SWORN
5.0
11.0
10.0
8.0
1.0
35.0
Civilian Background Investigator
1.0
1.0
1.0
Community Services Officer
2.0
2.0
Digital Forensics Technician
2.0
2.0
Police Comm Systems Manager
1.0
1.0
Police Dispatcher
2.0
5.0
7.0
Sr. Police Technology Specialist
1.0
1.0
TOTAL CIVILIAN
4.0
10.0
0.0
0.0
0.0
14.0
TOTAL POLICE POSITIONS
9.0
21.0
10.0
8.0
1.0
49.0
POLICE DEPARTMENT STAFFING PLAN AS OF 6/30/2021
Staff changes highlighted in yellow
Page 3
2022-07-14 ACOC Agenda Page 12 of 31
FY 2018-
FY 2019-
FY 2020-
FY 2021-
Position
TOTAL FTE
19
20
21
22
Police Lieutenant
1.0
1.0
Police Sergeant
3.0
3.0
1.0
7.0
Police Agent
1.0
2.0
3.0
2.0
8.0
Peace Officer
4.0
6.0
14.0
24.0
TOTAL SWORN
5.0
11.0
21.0
3.0
40.0
Civilian Background Investigator
1.0
1.0
Page 3
2022-07-14 ACOC Agenda Page 12 of 31
Community Services Officer
Deputy Fire Chief
2.0
2.0
Digital Forensics Technician
2.0
1.0
2.0
Information Technology
2.0
(4.0)
Technician
0.0
Fire Captain/PIO
1.0
1.0
Police Comm Systems Manager
1.0
1.0
Police Dispatcher
2.0
5.0
(4.0)
7.0
Public Information Specialist
0.0
1.0
1.0
Sr. Police Technology Specialist
1.0
1.0
TOTAL CIVILIAN
4.0
10.0
2.0 0.0
16.0
TOTAL POLICE POSITIONS
9.0
21.0
23.0 3.0
56.0
FIRE DEPARTMENT STAFFING PLAN AS OF 7/1/2020
FY 2018- FY 2019- FY 2020- FY 2021- FY 2022- FY 2023- TOTAL
Position 19 20 21 22 23 24 FTE
Deputy Fire Chief
2.0
(1.0)
1.0
Fire Captain
2.0
2.0
(4.0)
0.0
Fire Captain/PIO
1.0
1.0
Firefighter Paramedic
2.0
2.0
(4.0)
0.0
Firefighter/EMT
12.0
3.0
9.0
3.0
27.0
TOTAL FIRE POSITIONS
19.0
7.0
0.0
0.0
0.0
3.0
29.0
FIRE DEPARTMENT STAFFING PLAN AS OF 6/30/2021
Staff changes highlighted in yellow
FY 2018- FY 2019- FY 2020- FY 2021-22 FY 2022- FY 2023- TOTAL
Position 19 20 21 23 24 FTE
Deputy Fire Chief
2.0
(1.0)
1.0
Fire Captain
2.0
2.0
(4.0)
0.0
Fire Captain/PIO
1.0
1.0
Fire Captain - Operations Support
1.0
1.0
Firefighter Paramedic
2.0
2.0
(4.0)
0.0
Firefighter/EMT
12.0
3.0
9.0
3.0
3.0
30.0
TOTAL FIRE POSITIONS
19.0
7.0
1.0
3.0
3.0
0.0
33.0
Page 4
2022-07-14 ACOC Agenda Page 13 of 31
Audited Statement of Revenues, Expenditures and Changes in Fund Balance
June 30, 2021
Police Department Fund Balance
Police Department Fund Balance of 7/1/2020
Revenues
1/2 cent Sales Tax Revenues
Grant Funding
CARES Act/FEMA Funding
Police Revenue Total
Personnel Expenditures
Supplies & Services
Police Vehicles, Outfitting, Maint., Fuel, etc.
City Support (IT, Finance, HR, City Attorney, etc.)
Police Expenditure Total
Police Fund Balance as of 6/30/2021
Fire Depa
Fire Department Fund Balance of 7/1/2020
Rn1canncc
1/2 cent Sales Tax Revenues
Grant Funding (FEMA Safer Grant)
CARES Act/FEMA Funding
Fire Revenue Total
Personnel Expenditures
Supplies & Services
Utilities
Fire Vehicles, Outfitting, Maint., Fuel, etc.
City Support (IT, Finance, HR, City Attorney, etc.)
Fire Expenditure Total
Fire Fund Balance as of 6/30/2021
nt Fund Balance
Combined Police and Fire
Combined Measure A Fund Balance as of 7/1/2020
Total Combined Revenues
Total Combined Expenditures
Combined Measure A Fund Balance as of 6/30/2021
Page 5
2022-07-14 ACOC Agenda Page 14 of 31
$ 13,304,169
11,806,887
177,083
12,373
11,996,343
61510,900
119,206
389,638
442,758
7,462,503
$ 17,838,010
$ 8,662,162
11,806,887
305,028
32,827
12,144,742
5,698,420
160,611
49,581
460,591
442,758
6,811,962
$ 13,994,941
$ 21,966,331
24,141,085
14,274,465
$ 31,832,951
Conclusion
The Citizens Oversight Committee notes that this Annual Report refers only to the period from
July 1, 2020 to June 30, 2021.
The Citizens Oversight Committee has reviewed the Independent Auditor's Report on Compliance
with Applicable Requirement prepared by the audit firm of Lance, Soll and Lunghard (LSQ, the
Measure A Spending Plan, and various expenditure and revenue reports prepared by the City
staff. In its report dated June 30, 2021, the auditor "did not identify any deficiencies in internal
control over compliance...". Further, it was the auditor's opinion that "the City complied, in all
material respects, with the types of compliance that could have a direct and material effect on
the requirements..." of the 2018 Measure A Sales Tax Fund.
We would like to acknowledge City staff for their dedication and support to the COC. They have
been responsive as we work to ensure transparency in the reporting of Measure A Funds.
Attachment A — Fiscal Year 2020/21 Auditor's Measure A Report on Compliance
Attachment B — Fiscal Year 2020/21 Measure A Financial Report (For Informational Purposes Only)
Page 6
2022-07-14 ACOC Agenda Page 15 of 31
Attachment A
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CITY OF CHULA VISTA, CALFORNIA
2018 MEASURE A SALES TAX FUND
REPORT ON COMPLIANCE WITH THE
FOR THE YEAR ENDED JUNE 30, 2021 PUBLIC SAFETY EXPENDITURE PLAN
Www-LSLGPAS-CGV.'
2022-07-14 ACOC Agenda Page 16 of 31
Focused
on YOU
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CITY OF CHULA VISTA, CALIFORNIA
2018 MEASURE A SALES TAX FUND
REPORT ON COMPLIANCE WITH THE
PUBLIC SAFETY EXPENDITURE PLAN
FOR THE YEAR ENDED JUNE 30, 2021
2022-07-14 ACOC Agenda Page 17 of 31
CITY OF CHULA VISTA, CALIFORNIA
2018 MEASURE A SALES TAX FUND
REPORT ON COMPLIANCE WITH THE
PUBLIC SAFETY EXPENDITURE PLAN
FOR THE YEAR ENDED JUNE 30, 2021
TABLE OF CONTENTS
Page
Independent Auditors' Report on Compliance with Applicable Requirements
and on Internal Control Over Compliance........................................................................................1
Schedules of 2018 Measure A Sales Tax Fund:
BalanceSheet..................................................................................................................................4
Statement of Revenues, Expenditures and Changes in Fund Balance...........................................5
2022-07-14 ACOC Agenda Page 18 of 31
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INDEPENDENT AUDITORS' REPORT ON COMPLIANCE WITH APPLICABLE
REQUIREMENTS AND ON INTERNAL CONTROL OVER COMPLIANCE
To the Honorable Mayor and Members of the City Council
City of Chula Vista, California
Report on Compliance
Opinion on the 2018 Measure A Sales Tax Fund
We have audited the compliance of the 2018 Measure A Sales Tax Fund of the City of Chula Vista,
California (the "City") with the requirements described in Ordinance No. 3415 (the Ordinance) and the
Public Safety Expenditure Plan (the Spending Plan) for the year ending June 30, 2021.
In our opinion, the City complied, in all material respects, with the types of compliance that could have a
direct and material effect on the requirements referred to above applicable to the City for the year ended
June 30, 2021.
Basis for Opinion
We conducted our audit of compliance in accordance with auditing standards generally accepted in the
United States of America (GAAS); the standards applicable to financial audits contained in
Government Auditing Standards, issued by the Comptroller General of the United States; and the
requirements described in the Ordinance and the Spending Plan. Our responsibilities under those
standards are further described in the Auditor's Responsibilities for the Audit of Compliance section of our
report.
We are required to be independent of the City, and to meet our other ethical responsibilities, in
accordance with relevant ethical requirements relating to our audit. We believe the audit evidence we
have obtained is sufficient and appropriate to provide a basis for our opinion. Our audit does not provide
a legal determination of the City's compliance with the compliance requirements referred to above.
Responsibilities of Management for Compliance
Management is responsible for compliance with the requirements referred to above and for the design,
implementation, and maintenance of effective internal control over compliance with the requirements of
laws, statutes, regulations, rules, and provisions of contracts or grant agreements applicable to the City's
government programs.
Auditor's Responsibilities for the Audit of Compliance
Our objectives are to obtain reasonable assurance about whether material noncompliance with the
compliance requirements referred to above, whether due to fraud or error, and express an opinion on the
City's compliance based on our audit. Reasonable assurance is a high level of assurance but is not
absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS
and Government Auditing Standards will always detect material noncompliance when it exists. The
PrimeGlobal
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To the Honorable Mayor and Members of the City Council
City of Chula Vista, California
Purpose of this Report
The purpose of this report on internal control over compliance is solely to describe the scope of our
testing of internal control over compliance and the results of that testing based on the requirements
described in the Ordinance and the Spending Plan. Accordingly, this report is not suitable for any other
purpose.
"'4' '4�
Brea, California
December 28, 2021
2022-07-14 ACOC Agenda Page 21 of 31
CITY OF CHULA VISTA
SCHEDULES OF 2018 MEASURE A SALES TAX FUND
BALANCE SHEET
JUNE 30, 2021
Assets:
Pooled cash and investments
Due from other governments
Advance to Transport Enterprise Fund
Total Assets
Liabilities, Deferred Inflows
of Resources, and Fund Balance:
Liabilities:
Accounts Payable
Accrued Liabilities
Total Liabilities
Deferred Inflows of Resources:
Unavailable revenues
Total Deferred Inflows of Resources
Fund Balance:
Assigned for Measure A Sales Tax
Total Fund Balance
Total Liabilities, Deferred Inflows
of Resources, and Fund Balance
2022-07-14 ACOC Agenda Page 22 of 31
$ 29,046,319
177,822
3,229,393
$ 32,453,534
$ 65,878
533,891
599,769
20,814
20,814
31,832,951
31,832,951
$ 32,453,534
CITY OF CHULA VISTA
SCHEDULES OF 2018 MEASURE A SALES TAX FUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FOR THE YEAR ENDED JUNE 30, 2021
Revenues:
Local sales and use tax $ 23,919,434
Intergovernmental 221,651
Total Revenues 24.141.085
Expenditures:
Public safety 13,682,053
Capital outlay 592,412
Total Expenditures 14,274,465
Net Change in Fund Balance 9,866,620
Fund Balance - Beginning 21,966,331
Fund Balance - Ending $ 31,832,951
2022-07-14 ACOC Agenda Page 23 of 31
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CHULA VISTA
Measure A Citizens' Oversight Committee - STAFF REPORT
July 14, 2022
6:00 pm 276 41h Avenue, Chula Vista, CA 91910
TITLE
THE FIRE DEPARTMENT IS REQUESTING MEASURE A COC SUPPORT FOR THE
ADDITION OF SPECIAL ASSIGNMENT AND SUPPORT POSITIONS TO THE FIRE
DEPARTMENT MEASURE A EXPENDITURE PLAN
BACKGROUND
As the Fire Department grows, so does our need for organizational improvements in response.
While this may take many forms, our current analysis shows the need to add firefighters and
support staff positions to maintain staffing standards for response companies and units.
SUMMARY
The Chula Vista Fire Department as well as the California Fire Service has experienced staffing
difficulties for the past two years. Specifically, we are facing:
• An increase in retirement frequency
• An increase in cumulative trauma -based workers' compensation claims resulting in long-
term injury leave.
• A decrease in voluntary overtime availability.
• A consistent need to pull personnel from operations to fill administrative and training
needs.
• A 12 -month onboarding timeline to hire and train new firefighters.
Coupled with these operational staffing issues is the need to better integrate emerging technologies
within the organization. Additionally, we need to improve the logistical support for the 71
department personnel on duty each day who staff our 24 response companies and units.
These needs are focused on our mission of protecting life, environment, and property by putting
the best technology in the hands of our Firefighters and EMS personnel and properly supplying
them to be as effective as possible. Currently, the Fire Department is utilizing firefighters to
complete most of these work assignments that would be better suited for specialized civilian
support positions.
The Fire Department is requesting support to add 11 total positions to the Fire Department's
Measure A Expenditure Plan. These include 9 safety positions comprised of 4 Fire Captains, 2
Fire Engineers, and 3 Firefighter Paramedics. And 2 non -safety positions comprised of 1 Senior
Application Support Specialist and 1 Inventory Control Specialist.
2022-07-14 ACOC Agenda Page 26 of 31
DISCUSSION
Special Assignment Positions
All of the factors described in the summary section above have culminated in significant
operational staffing issues. Since January 2020, the Fire Department has gradually seen increases
in force hires at all ranks related to daily fire station suppression staffing. A force hire is when
an on -duty firefighter is held over to cover the next shift because no other firefighter is willing to
work overtime to cover that vacant position. Fire Department suppression personnel are also
experiencing long and unpredictable work schedules due to the amount of overtime and force
hires. This overtime is not discretionary; this is overtime necessary to properly staff Fire
Department response companies daily.
Specifically, suppression personnel have worked more hours in FY21 when compared to FY20.
Suppression personnel under typical conditions work 56 hours per week as their regularly
scheduled shift assignments. Due to the above -referenced factors, personnel worked an average
of 71 hours per week in FY20 and 77 hours per week in FY21. Additionally, injury leave has
nearly doubled in these same fiscal year timeframes. FY22 is already significantly outpacing
FY21 in total overtime and injury leave.
These situations have led to the inability to staff the department consistently and effectively.
Since June of 2021, Engines have been short-staffed, below 4.0, or completely unstaffed causing
a reduction of service to the city. Specific examples include:
• (14) Instances where an Engine, Truck, or Battalion was completely unstaffed and out of
service totaling (108.5) hours since June 2021.
• (28) Instances where an Engine or Truck was staffed with less personnel than required,
totaling (221) hours since June of 2021.
• (3) Instances where a Battalion Chief was unstaffed by IAFF (Fire Admin backfilled to
ensure coverage) totaling (27) hours since June of 2021.
Squads went unstaffed 30% of the time from June 2020 through July 2021. From July 29, 2021,
until this report, the Squads were moved to a non -forcible staffing model. This would allow them
to be staffed only if Fire Department members were willing to work. In fact, two Squads have
been staffed one time each since July 29, 2021.
To reduce force hires, improve work schedule predictability, and ensure the response apparatus
is properly staffed the above factors must be addressed. As a growing all-risk and all -hazard fire
department, administrative and training functionality response has been delayed. With most
growth being focused on operational resources to best serve the growing community; the fire
department typically adds workload to existing administrative and training resources. As these
resources become overloaded, suppression staff is then tapped for subject matter experts (SMEs)
to assist as workload peaks. This places additional stress on fire station personnel by causing
additional vacancies that are filled with overtime. With department growth, several activities that
have not been addressed have been highlighted.
Comprehensive officer training academies need to be developed and delivered. With the large
number of personnel needed due to adding future fire stations and retirements, these academies
Page 2 1 Measure A Citizens' Oversight Staff Report January 13, 2021
2022-07-14 ACOC Agenda Page 27 of 31
will be an ongoing need for the foreseeable future and completed on an annual basis. The Fire
Department will need to train and promote conservatively 19 Fire Captains in the next four years.
Another change that needs to take place is adapting our Fire Engineer training to have the
capacity to train more qualified candidates. This training currently takes approximately 12
months to complete using our current training plan. The problem is that our current Engineer
eligibility list has been exhausted after 18 months of being established. The next list will not be
in place until late July of 2022 and is anticipated to produce enough qualified candidates to cover
promotional needs for approximately 12 months. Like the promotional needs at the Fire Captain
rank, the Fire Department will need to conservatively promote 28 Fire Engineers in the next four
years. Common and reoccurring activities which cause the need to pull fire station staffing into
these roles are listed in the Annual Administrative/Training Assignment Offset Table below.
This table shows the number of actual and
forecasted hours of work that are needed over
the next four to five years. These hours are
then converted into time full-time equivalent
positions, equating to 8.92 positions.
The Fire Department is requesting support to
add 9 total positions to the Fire Department's
Measure A Expenditure Plan. To properly
offset the administrative and training
workload, 4 Fire Captains, 2 Fire Engineers,
and 3 Firefighter Paramedics are necessary.
These positions will primarily work on a 40 -
hour work week completing the tasks shown
in the Table. If an SME for a given
assignment or need by the Department is
currently assigned to a fire station, then one
of these special assignment positions will
exchange with them, eliminating the
negative overtime impact on fire station
staffing.
Annual Administrative/Training Assignment Offset
Activity
Hours
Fire Academy
Captains
2080
Engineers
2080
EMS Academy (Driving/Skills)
Engineers
960
FFPM
960
BC Training Academy
BCs
320
Captain Training Academy
BCs
640
Captains
640
Engineer Training Academy
Captains
1920
Engineers
1920
FD Mandatory Training
Captains
1040
Engineers
1040
FFPM
1040
FFEMT
1040
ATS/Fire Recruit Recruitment
Captains
FFPM
640
640
Promotional Exams
Captains
160
FFPM
160
Apparatus & Equipment
Captains
640
Engineers
640
Total:
18560
Annual FTE Count:
8.92
An example of this scenario is when the
department runs a Fire Recruit Academy.
Academies require 2 Fire Captains and 2 Fire Engineers on a full-time 40 -hour work week for six
months to properly complete the training for new firefighters. In this situation, the Department
could use 2 Fire Captains and 2 Fire Engineers from the Special Assignment Positions or exchange
them with the most appropriate personnel from their fire station assignments. The Department is
forecasting the need for one Fire Recruit Academy per year for the next five years.
Support Positions
The Fire Department is requesting to add two civilian positions that will manage current and
emerging technology as well as improve logistical support for our personnel. The first position is
a Senior Application Support Specialist that will specialize in information technology applications
specific to the Fire Department. Most of the Department's applications do not exist on the City's
network and therefore are not supported by the City's ITS Department. We have been fortunate
Page 3 1 Measure A Citizens' Oversight Staff Report January 13, 2021
2022-07-14 ACOC Agenda Page 28 of 31
to have Fire Department members who have been technologically savvy and have taken on
management roles of our applications. However, this has proven to be a significant limiting factor
for our need to be a 24/7 organization. The need is to have a position that is entirely knowledgeable
about our applications setup, maintenance, data input/output, user interface, technical support
(between the end-user and the application technical support), and consistent point of contact for
partner agencies with conduit applications.
The second requested position is for an Inventory Control Specialist that is focused on logistical
support, supply, and purchasing for suppression personnel. The Fire Department currently has an
EMS -centric Inventory Control Specialist that has been supporting suppression; however, the
volume of work has exceeded the capacity of the one position.
By adding the proposed 9 safety positions, the Fire Department can eliminate up to 18,560 hours
of overtime typically worked by fire station firefighters. This will improve fire station staffing
reliability, reduce fire station staffing force hires, and improve firefighter work/life balance.
Adding a Senior Application Support Specialist will reduce ancillary work assignments held by
firefighters and provide a consistent solution to integrate current and emerging technologies within
the organization. Finally, adding an Inventory Control Specialist will allow the department to
properly supply our personnel and fire stations to perform their duties safely. Overall, these
requested positions will result in an improvement in the Fire Department's organizational
effectiveness and ultimately lead to a safer community.
CURRENT YEAR FISCAL IMPACT
The Fire Department is proposing to fill 9 of the I 1 requested positions in FY23. These positions
will be two (2) of the four (4) Fire Captains, two (2) Fire Engineers, three (3) Firefighter
Paramedics, one (1) Senior Application Supports Specialist and one (1) Inventory Control
Specialist. The tables below show the FY23 annual cost per FTE, as well as the total cost for all
nine (9) FTE's.
*These amounts are based on existing personnel costs. The new IAFF MOU was approved and
went into effect July 1, 2022. There are various pay increases for each of these ranks in the new
MOU that will require an update to the overall expenditure plan.
Page 4 1 Measure A Citizens' Oversight Staff Report January 13, 2021
2022-07-14 ACOC Agenda Page 29 of 31
FY23 ADDITIONS
Annual Cost
Request
Rank
Total Cost
per FTE
FTE's
Fire Captain - C*
190,045
2
380,090
Fire Engineer- C*
167,964
2
335,928
Firefighter Paramedic- C*
165,268
3
495,804
Senior Application Support Specialist
152,003
1
152,003
Inventory Control Specialist
100,295
1
100,295
Total
775,575
9
ji 1,464,120
*These amounts are based on existing personnel costs. The new IAFF MOU was approved and
went into effect July 1, 2022. There are various pay increases for each of these ranks in the new
MOU that will require an update to the overall expenditure plan.
Page 4 1 Measure A Citizens' Oversight Staff Report January 13, 2021
2022-07-14 ACOC Agenda Page 29 of 31
Proposed Expenditures
Propsed FY23
Expenditures
9 FTE
Additions
Updated FY23
Expenditures
Deputy Chief*
252,696
-
252,696
Fire Captain
1,024,037
380,091
1,404,127
Firefighter**
5,770,258
-
5,770,258
Fire Engineer
-
335,928
335,928
Firefighter/Paramedic
483,605
495,805
979,410
Public Education Specialist
-
-
-
Equipment Mechanic
-
-
-
Senior Application Support Specialist
-
152,003
152,003
Inventory Control Specialist
-
100,295
100,295
Salary Savings
(602,448)
(117,130)
(719,577)
Academy Costs
56,843
0
56,843
PPE Maintenance
176,880
40,040
216,920
Operational Improvements
197,000
-
197,000
Computers and other equipment/furniture
33,534
396
33,930
Fire Vehicles, Outfitting, Maint., Fuel, etc.
311,182
-
311,182
Temporary Public Safety Training Facility
-
Actuals
-
-
-
Transfer Out: Pension Obligations
589,958
-
589,958
Reimbursement for Support Staff (IT, Fin, HR,
City Attorney)
480,129
-
480,129
Total Fire Department Proposed Expenditures
8,773,674
1,387,428
10,161,102
The above table shows the proposed FY23 expenditures, and updated FY23 expenditures with the
addition of the nine (9) requested positions. In addition to the costs of the FTE's salaries and
benefits, the table above also includes additional costs associated with adding these FTE's, which
include necessary PPE and equipment. Included in the totals above is also a salary savings, which
is an estimated savings included to recognize delays or gaps that the department would face with
regards to recruitment times, or rotations of these individuals to work on the floor to fill temporary
vacancies associated with routine special assignments.
ONGOING FISCAL IMPACT
The last two (2) Fire Captains positions are slotted to be filled in FY24. The below table shows
the cost per FTE for these two additions.
Page 5 1 Measure A Citizens' Oversight Staff Report January 13, 2021
2022-07-14 ACOC Agenda Page 30 of 31
FY24 ADDITIONS
Annual Cost Request
Rank Total Cost
Per FTE FTE's
Fire Captain - C* 192,839 2 385,678
Fire Engineer- C* 170,825 - -
Firefighter Paramedic- C* 168,138 - -
Senior Application Support Specialist 156,648 - -
Inventory Control Specialist 103,511 - -
Total 791,961 2 385,678
The below table shows the impact to the FY24 expenditure plan. The column labeled "Proposed
FY24 Expenditures" includes the nine (9) FTE's requested in the FY23 tables.
Proposed Expenditures
Propsed FY24
Expenditures
2 FTE
Additions
Updated FY24
Expenditures
Deputy Chief
259,905
-
259,905
Fire Captain
1,720,934
385,679
2,106,612
Firefighter
5,890,276
-
5,890,276
Fire Engineer
341,651
-
341,651
Firefighter/Paramedic
1,243,630
-
1,243,630
Public Education Specialist
-
-
-
Equipment Mechanic
-
-
-
Senior Application Support Specialist
156,648
-
156,648
Inventory Control Specialist
103,511
-
103,511
Salary Savings
(777,324)
(30,854)
(808,179)
Academy Costs
-
-
-
PPE Maintenance
206,976
12,432
219,408
Operational Improvements
115,000
-
115,000
Computers and other equipment/furniture
34,546
202
34,748
Fire Vehicles, Outfitting, Maint., Fuel, etc.
1,493,678
-
1,493,678
Temporary Public Safety Training Facility
-
Actuals
-
-
-
Transfer Out: Pension Obligations
619,000
-
619,000
Reimbursement for Support Staff (IT, Fin, HR,
City Attorney)
490,644
-
490,644
Total Fire Department Proposed Expenditures
11,899,074
367,458
12,266,532
Annual impacts for these 11 FTE's have been built into the Measure A Expenditure Plan for future
financial planning.
Page 6 1 Measure A Citizens' Oversight Staff Report January 13, 2021
2022-07-14 ACOC Agenda Page 31 of 31