HomeMy WebLinkAbout2023/03/02 Post Workshop Agenda Packet
REGULAR CITY COUNCIL WORKSHOP
**POST AGENDA**
Date:Thursday, March 2, 2023, 4:00 p.m.
Location:Council Chambers, 276 Fourth Avenue, Chula Vista, CA
View the Meeting Live in English & Spanish: chulavistaca.gov/councilmeetings
Cox channel 24 in English only
PUBLIC COMMENTS: Public comments may be submitted to the City Council in the following ways:
In-Person. The community is welcome to make public comments at this City Council meeting. •
Submit an eComment: Visit www.chulavistaca.gov/councilmeetings, locate the meeting and click the
comment bubble icon. Select the item and click "Leave Comment." eComments can be submitted
until the conclusion of public comments for the item and are viewable online upon submittal. If you
have difficulty submitting eComments, email comments to: cityclerk@chulavistaca.gov.
•
HOW TO WATCH: Live stream is available at www.chulavistaca.gov/councilmeetings. To switch the video to
Spanish, please click on "ES" in the bottom right hand corner. Meetings are available anytime on the City's
website (English and Spanish).
ACCESSIBILITY: Individuals with disabilities or special needs are invited to request modifications or
accommodations to access and/or participate in a City meeting by contacting the City Clerk’s Office at
cityclerk@chulavistaca.gov or (619) 691-5041 (California Relay Service is available for the hearing impaired
by dialing 711) at least forty-eight hours in advance of the meeting.
Pages
1.CALL TO ORDER
A workshop of the City Council of the City of Chula Vista was called to order at 5:06 p.m.
in the Council Chambers, located in City Hall, 276 Fourth Avenue, Chula Vista, California.
2.ROLL CALL
3.PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
4.PUBLIC COMMENTS
The public may address the Council on any matter within the jurisdiction of the Council
but not on the agenda.
5.WORKSHOP
Workshop items typically consist of presentations and deliberation of a longer duration
than items considered at the regular Tuesday City Council meetings. Unless otherwise
noticed on this agenda, action is limited to referring matters to staff.
5.1 Presentation and Discussion on the Council-Manager Form of Government 3
Department: City Attorney
Environmental Notice: The activity is not a "Project" as defined under Section
15378 of the California Environmental Quality Act State Guidelines; therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental review is
required.
5.2 Presentation and Discussion on Public Safety City Operations 18
Department: Police Department and Fire Department
Environmental Notice: The activity is not a "Project" as defined under Section
15378 of the California Environmental Quality Act State Guidelines; therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental review is
required.
6.ADJOURNMENT
to the regular City Council meeting on March 7, 2023, at 5:00 p.m. in the Council
Chambers.
Materials provided to the City Council related to an open-session item on this agenda are
available for public review, please contact the Office of the City Clerk at
cityclerk@chulavistaca.gov
or (619) 691-5041.
Sign up at www.chulavistaca.gov to receive email notifications when City Council
agendas are published online.
City of Chula Vista City Council
March 2, 2023 Post Workshop Agenda Page 2 of 117
Latest amendments were approved by the electorate on November 8, 2022.
Recommended by Charter Committee 1949. Approved by a special election, November 8, 1949, with a vote of 2068
YES to 1101 NO, presented to the House by Assemblyman Ralph R. Cloyed and to the Senate by Senator Fred H.
Kraft. Ratified by the Legislature of the State of California on December 15, 1949.
City Website: www.chulavistaca.gov
Code Publishing Company
Sec. 201. Structure of Government; Powers Vested in Council.
The structure of government established by this Charter shall be known as the “Council-Manager” form of
government. On the terms set forth herein, the City Council shall establish City policy, and the City Manager shall
carry out that policy. All powers of the City, except as otherwise provided in this Charter, shall be vested in the City
Council.
Sec. 201 Structure of Government; Powers Vested in Council | Charter of the City of Chula Vista Page 1 of 1
Latest amendments were approved by the electorate on November 8, 2022.
Page 3 of 117
City of Chula Vista City Council
March 2, 2023 Post Workshop Agenda
Latest amendments were approved by the electorate on November 8, 2022.
Recommended by Charter Committee 1949. Approved by a special election, November 8, 1949, with a vote of 2068
YES to 1101 NO, presented to the House by Assemblyman Ralph R. Cloyed and to the Senate by Senator Fred H.
Kraft. Ratified by the Legislature of the State of California on December 15, 1949.
City Website: www.chulavistaca.gov
Code Publishing Company
Sec. 305. Limitations on Authority.
(A) Prohibition on Undue Influence. No member of the Council shall, directly or indirectly, by suggestion or
otherwise, attempt to unduly influence the City Manager or other officer appointed or confirmed by the Council in
their performance of duties.
(B) Prohibition on Certain Administrative or Executive Functions. The Mayor and the Councilmembers are hereby
individually and collectively prohibited from performing any administrative or executive functions except as same
may be authorized by this Charter or by ordinance of the City. Neither the City Council nor any of its members
shall order or request of the City Manager, or any other officer or employee, the appointment of any person to any
position of employment within the City, or the removal of any person from employment, with the City.
(C) Prohibition on Giving Orders to Subordinates of the City Manager. Except for the purpose of inquiry, the Council
and its members shall deal with that part of the administrative service for which the City Manager is responsible
solely through the City Manager, and neither the City Council nor any member shall give orders to any
subordinates of the City Manager, either publicly or privately.
(D) Penalties for Violation. A violation of the provisions of this Charter Section 305 by any member of the Council
shall constitute misconduct for which the offending member may be censured or removed from office by the
Council.
Sec. 305 Limitations on Authority | Charter of the City of Chula Vista Page 1 of 1
Latest amendments were approved by the electorate on November 8, 2022.
Page 4 of 117
City of Chula Vista City Council
March 2, 2023 Post Workshop Agenda
Sec. 401. Powers and Duties.
The City Manager shall be the head of the administrative branch of the City government and be responsible to the
City Council for the proper administration of all departments, agencies and business of the City. Without limiting
the foregoing general grant of powers, responsibilities and duties, the City Manager shall have power and be
required to:
(A) appoint, suspend, or remove all department heads and officers of the City (subject to the provisions of
Charter Section 500, and excluding the City Attorney, the City Clerk, and their appointees), and pass upon and
approve all proposed appointments and removals by department heads and other appointive officers;
(B) prepare the City budget, which shall include a capital improvement plan, submit such budget to the City
Council for its consideration and approval as required by Article X of the Charter, and administer the approved
budget after adoption;
(C) prepare and submit to the City Council as of the end of the fiscal year a complete report on the finances and
administrative activities of the City for the preceding year;
(D) keep the City Council advised of the financial condition and future needs of the City and make such
recommendations as the City Manager determines to be necessary or appropriate;
(E) prepare and periodically update rules and regulations governing the contracting for, purchasing, storing,
distribution or disposal of all supplies, materials and equipment required by any office, department or agency of
the City government and submit them to the City Council for adoption by ordinance;
(F) recommend to the Council for adoption such agreements, actions and ordinances as the City Manager may
deem necessary or appropriate;
(G) appoint such advisory boards and committees as may be necessary or desirable to advise and assist in the
work of the City Manager; provided, however, that the members of such boards shall not receive any
compensation;
(H) ensure, in coordination with the City Attorney’s office, City compliance with the laws of the State pertaining to
the City, the provisions of this Charter and the ordinances of the City; and
(I) perform such other duties consistent with this Charter as may be required by the City Council.
Sec. 401 Powers and Duties | Charter of the City of Chula Vista Page 1 of 2
Latest amendments were approved by the electorate on November 8, 2022.
Page 5 of 117
City of Chula Vista City Council
March 2, 2023 Post Workshop Agenda
Latest amendments were approved by the electorate on November 8, 2022.
Recommended by Charter Committee 1949. Approved by a special election, November 8, 1949, with a vote of 2068
YES to 1101 NO, presented to the House by Assemblyman Ralph R. Cloyed and to the Senate by Senator Fred H.
Kraft. Ratified by the Legislature of the State of California on December 15, 1949.
City Website: www.chulavistaca.gov
Code Publishing Company
Sec. 401 Powers and Duties | Charter of the City of Chula Vista Page 2 of 2
Latest amendments were approved by the electorate on November 8, 2022.
Page 6 of 117
City of Chula Vista City Council
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What it is, how it works, and
the benefits to your community
Council-Manager
Form of Government
INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION
777 N. Capitol St NE, Ste. 500, Washington, DC 20002
202.962.3680 | 202.962.3500 (f) | icma.org
THE ROLE OF THE MAYOR OR CHIEF ELECTED
OFFICIAL
Typically, the mayor or board chairperson in a council-
manager community is a voting member of the governing
body who may be either directly elected, as in 69 percent of
council-manager communities, or who is selected by and from
among their colleagues on the governing body. The mayor or
chairperson is the public face of the community who presides
at meetings, assigns agenda items to committees, facilitates
communication and understanding between elected and
appointed officials, and assists the governing body in setting
goals and advocating policy decisions.
THE ROLE OF ELECTED OFFICIALS
Under the council-manager form, the elected officials (e.g. the
council or board) are the legislative body and the community’s
policy makers. Power is centralized in this body, which approves
the budget and adopts local laws and regulations, for example.
The elected officials also focus on the community’s big-picture
goals, such as community growth and sustainability.
The elected officials hire a professional city, town, or county
manager based on that person’s education, experience, skills,
and abilities and NOT on their political allegiances. The elected
officials supervise the manager’s performance, and if that
person is not responsive and effective in their role, the elected
officials have the authority to remove her or him at any time.
THE MANAGER’S ROLE
The manager is an at-will employee who can be fired by a
majority of the elected officials, consistent with local laws or
any employment agreements. This person
• • Prepares a budget for the governing body’s consideration.
• • Recruits, hires, supervises, and terminates government staff.
• • Serves as the governing body’s chief advisor by providing
complete and objective information about local
operations, discussing options, offering an assessment
of the long-term consequences of decisions, and making
policy recommendations.
• • Carries out the policies established by the governing body.
WHAT ROLE DO RESIDENTS PLAY?
Under council-manager government, local governments often
actively engage and involve their residents in community
decision making. Residents can guide their community by
serving on boards and commissions, participating in visioning
and strategic planning sessions, and designing community-
oriented local government services.
Key Roles in Council-Manager Government
For more information, contact
icma.org/contactus
@ICMA ICMAorg
To lean more about professional
local government management, visit
icma.org/professional-local-government-management
City of Tampa, Florida
City of Cedar Park, Texas
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What is the council-manager form of government?
The council-manager form is the most popular structure of
government in the United States among municipalities with
populations of 2,500 or more. It is one of several ways in
which U.S. municipalities and counties can organize.
Under this form, residents elect a governing body—
including a chief elected official, such as a mayor or board
chairperson—to adopt legislation and set policy. The
governing body then hires a manager or administrator with
broad executive authority to carry out those policies and
oversee the local government’s day-to-day operations.
What’s so special about the council-manager form
of government?
Born out of the U.S. progressive reform movement at the
turn of the 20th century, the council-manager form was
created to combat corruption and unethical activity within
local government by promoting nonpolitical management
that is effective, transparent, responsive, and accountable.
The council-manager form of government recognizes
the critical role of elected officials as policy makers, who
focus on mapping out a collective vision for the community
and establishing the policies that govern it. The form also
recognizes the need for a highly-qualified individual who is
devoted exclusively to the delivery of services to residents.
Think about the structure used by many corporations, in
which the board of directors hires an experienced CEO, who
is granted broad, executive authority to run the organization.
While these boards establish the company’s overall policy
direction, the CEO oversees implementation of that policy.
What types of communities use the council-manager
form of government?
Today more than 120 million people in the U.S. live in
municipalities that operate under the council-manager form.
Fifty-four percent of the more than 4,300 U.S. municipalities
with populations of 10,000 or more use the form, as do
59 percent of the 347 municipalities with populations greater
than 100,000. More than 800 counties also employ a
similar system.
How can council-manager government benefit
my community?
• • Flexibility—The council-manager form can adapt to local
needs and demands. While governing bodies in some
council-manager communities are elected at large, for
example, others are elected by district or by a combination of
an at-large-and-by-district system to respond to local needs.
• • Clearly Defined Roles—Under the council-manager form,
there is a clear distinction between the administrative
role of the manager and the political and policy roles of
the governing body, lead by the mayor. The day-to-day
operations of the local government organization reside
with the appointed manager, allowing elected officials
to devote their time and energy to policy development
and the assessment of the effectiveness of those policies
within the community.
• • A Roadmap for Success—The council-manager form is
the system of local government under which professional
management is most likely to succeed. Under this system,
professional managers can focus on service delivery, policy
implementation, and performance management and can
align the local government’s services with the values,
mission, and policy goals defined by the community and
elected officials.
How do we know that council-manager
government works?
• • The Equipt to Innovate Initiative—a framework of
seven essential elements that define high-performance
government and empower innovation—found in 2017 that
top-performing cities in all but one element employed the
council-manager form of government. In 2018, the study’s
overall top performer was also council-manager.
VOTERS
GOVERNING BODY
MANAGER
DEPARTMENT HEADS
The Council-Manager Form
• • Two-thirds of Moody’s Aaa-bond-rated communities are
run by professional local government managers, and many
operate under the council-manager form of government.
• • An IBM Global Business Services report titled “Smarter,
Faster, Cheaper” found that cities that operate under
the council-manager form of government are nearly 10
percent more efficient than those that operate under the
mayor-council form.
• • The National Civic League, America's oldest advocate for
community democracy, has endorsed council-manager
government through its Model City Charter since 1915.
• • The majority of communities recognized since 2013 with
the National Civic League’s coveted All-America City Award
have been council-manager.
Does it cost more for a community to adopt the
council-manager form and hire a professional
manager?
Many local governments have reduced their overall costs
after hiring a professional manager. Savings can come
from decreased operating costs, increased efficiency and
productivity, improved revenue collection, and effective use
of technology. The economic health of the community may
also benefit from the implementation of improved business
development and retention strategies.
How can my community adopt the council-manager
form of government?
Methods vary from state to state, but most communities
can adopt council-manager government through a charter,
local ordinance, state enabling law, or by voter referendum.
For information on how your community can adopt council-
manager government, contact your state municipal league,
state and local government association, or association
of counties. You can find contact information for these
organizations at icma.org/state-localgovassns or ncl.org/
state-municipal-leagues.
Once my community adopts council-manager
government, how do we hire a professional manager?
The vacancy is often announced in Leadership Matters,
ICMA’s weekly e-newsletter; through the ICMA Job Center at
icma.org/job-center; and through state league publications,
and qualified candidates are invited to apply. Elected officials
may also hire an executive recruitment firm to assist them
with the selection process. Interested parties may apply
directly to the governing body or to the recruitment firm,
which reviews the applications and interviews qualified
candidates. ICMA makes no recommendations regarding
candidates. Additional information on hiring a professional
local government manager is available in ICMA’s Recruitment
Guidelines Handbook. Visit icma.org/documents/recruitment-
guidelines to download a copy.
What kind of educational and on-the-job experience do
professional local government managers generally have?
Sixty-five percent of managers surveyed by ICMA
indicated that they had earned a master’s (usually in public
administration, business, or public policy), or other advanced
degree. Survey respondents also said that they had spent
an average of more than 20 years working in the local
government management profession.
What is ICMA and why is membership in that
organization important?
ICMA, the International City/County Management Association,
is the professional and educational “home” for more than
12,000 appointed managers and administrators serving cities,
towns, counties, other local governments, and regional entities
in 40 countries throughout the world.
In addition to gaining access to valuable resources and
lifelong professional development opportunities, appointed
local government managers who are members of ICMA are
bound by its Code of Ethics, which commits members to a set
of ethical standards of honesty and integrity that go beyond
those required by the law. This stringently enforced code
specifies 12 ethical principles of personal and professional
conduct, including dedication to good government. For more
information, visit icma.org/ethics.
Finally, through its Voluntary Credentialing Program,
ICMA recognizes individual members who are qualified by
a combination of education and experience, adherence to
high standards of integrity, and an assessed commitment
to lifelong learning and professional development. ICMA
members who meet these requirements may earn designation
as an ICMA Credentialed Manager. For more information
on ICMA’s Voluntary Credentialing Program, visit icma.org/
voluntary-credentialing-program-overview.
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City of Chula Vista City Council
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Council –Manager
Form of Government
2023 City Council Workshop Series
March 2, 2023
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Relationship to the State
•General Law –derive powers from state laws
•Charter -derive powers from California
Constitution
City Classifications
2
Municipal Government Overview
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City of Chula Vista City Council
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•General Law –established by City Council
in accordance with state law provisions
•Charter City -established by Charter
Establishing a
Government
Form
•Mayor-Council
•Council-Manager
Two Major
Forms
3
Forms of City Government
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Types of Cities that Use Council-Manager
Form
•Most common for medium to large cities
•Most common form in CA
•Most common form in US for cities of 2,500+
Benefits to Council-City Manager Form
•Professional management
•Removes politics from administration
4
Council-Manager Form of Government
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Chula Vista’s
Form of Government
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City of Chula Vista Charter Provisions-
City Council
Charter
Section
201
Establishes “Council-Manager” form of government
Specifies Council and City Manager roles
Identifies that all powers of the City, with exceptions, are
vested in Council
Charter
Section
305
Limitations on Council authority
Prohibits specific Council conduct
Imposes penalties of censure or removal for violation
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City of Chula Vista Charter Provisions –
City Manager
Charter
Section
400
Appointed and removed by action of Council
Chosen on basis of qualifications and experience
Salary fixed by Council
Charter
Section
401
Specifies role as administrative head of City
Identifies specific powers and duties of City Manager
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City Attorney
City Council City Attorney
Relationship City Manager
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Questions?
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City of Chula Vista City Council
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City Operations 101:
Police Department
2023 City Council Workshop Series
March 2, 2023
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Budget and
Org. Chart
Core Services Key
Performance
Measure
Major
Projects
Contacting Us Core Culture
Agenda
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BUDGET &
ORGANIZATION
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FY 2023 Adopted Budget
REVENUE
TOTAL REVENUE $78,544,505
Discretionary General Fund $44,372,662
PD Revenue (reimbursements, fees, etc.)$9,015,746
Measure A $13,077,452
Measure P $1,722,434
Jail Enterprise**$2,002,443
Inmate Welfare Fund**$60,000
Asset Seizure (anticipated)$75,000
Traffic Safety (vehicle code fines)$437,640
Grants $1,061,445
HIDTA / LECC $6,318,669
State L.E. Supplemental Fund $401,014
EXPENSES
TOTAL EXPENSES $78,544,505
Personnel Expenses $65,920,808
Supplies & Services $5,364,857
Utilities $702,196
Other Expenses *$1,351,825
Capital and CIP $1,891,914
Fleet Maintenance Charges $1,256,182
Pension Obligation Bond $1,135,363
Transfers Out Ɨ $921,360
* Other Expenses includes, but is not limited to,
financing programs and city staff services.
Ɨ Transfers Out is from Traffic Safety and Grants to the
General Fund.** Jail budgets were modified mid -year.Page 21 of 117
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FY 2023 Budgeted Expense Categories
* Other Expenses includes, but is not limited to, financing programs and city staff services.
**Transfers Out is from Traffic Safety and Grants to the General Fund.Page 22 of 117
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Organizational Chart
Roxana Kennedy
Police Chief
(619) 691 -5150
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
Professional Standards
City Jail
Police Dispatch
Fiscal Operations
Police Support Services
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Organizational Chart
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
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Patrol Operations Division
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
❖226.52 authorized personnel
❖Largest division, operating 24/7
❖Emergency response (911)
❖Crime reports and evaluations
❖Proactive crime prevention
❖Traffic education and enforcement
❖Special event coordination
❖Safety of over 90 schools
❖Field Training program for new officers
❖Problem Solving Strategies
❖K9 Unit
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Patrol Operations Division
Patrol Beats
❖12 Beats (in 4 “sectors”)
❖Goal: 1 officer per beat
❖Additional resources:
❖Sector resources
❖Citywide resources
❖Community Svc. Officers
❖Supplemental resources
❖Traffic Safety
❖School Resource Officers
❖Leadership
❖2-3 Sergeants per shift
❖1 Watch Commander
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Organizational Chart
Roxana Kennedy
Police Chief
(619) 691 -5150
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
Professional Standards
City Jail
Police Dispatch
Fiscal Operations
Police Support Services
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Organizational Chart
Investigations Division
Miriam Foxx
Captain
(619) 691-5218
Investigations
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces Page 28 of 117
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Organizational Chart
Investigations Division
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
❖79.48 authorized personnel
❖Criminal Investigations (largest of
department's detective bureau)
▪Crimes of Violence (Robberies, Homicides, etc.)
▪Family Protection (DV, Family/Child Crimes, etc.)
▪Property Crimes
❖Special Investigations
▪VICE, Licensing (Alcohol/Marijuana), Terrorism
Prevention and Investigation, etc.
❖Task Forces
▪Auto Theft, Joint Terrorism, DEA, etc.
❖Narcotics Investigations
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Organizational Chart
Investigations Division
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
❖Strategic Operations includes innovative
services and development
▪UAS Team (DFR / drones)
▪Live911
▪Traffic Light Pre-emption
❖Forensic Services
▪Crime scene processing
▪Evidence management
▪Laboratory analysis
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Organizational Chart
Roxana Kennedy
Police Chief
(619) 691 -5150
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
Professional Standards
City Jail
Police Dispatch
Fiscal Operations
Police Support Services
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Organizational Chart
Community Engagement Division
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
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Organizational Chart
Community Engagement Division
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
❖19.98 authorized personnel
❖Homeless Outreach Team
❖Community Relations
▪Several community events
▪Neighborhood Watch groups
▪Community Police Academies
❖Crime research and analysis
❖Media Engagement
❖Social Media Management
❖Employee Engagement
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Organizational Chart
Roxana Kennedy
Police Chief
(619) 691 -5150
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
Professional Standards
City Jail
Police Dispatch
Fiscal Operations
Police Support Services
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Organizational Chart
Support Operations Division
Professional Standards
City Jail
Police Dispatch
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Organizational Chart
Support Operations Division
Professional Standards
City Jail
Police Dispatch
❖53.93 authorized personnel
❖Recruiting and hiring
❖Background investigations
❖Internal Affairs
❖Policies and procedures
❖Employee in-service Training
❖Police Dispatch
▪911 and non-emergency calls
▪Police disoatch management
❖Inmate booking and management
❖Inmate transportation
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Organizational Chart
Roxana Kennedy
Police Chief
(619) 691 -5150
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
Professional Standards
City Jail
Police Dispatch
Fiscal Operations
Police Support Services
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Organizational Chart
Administrative Services Division
Fiscal Operations
Police Support Services
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Organizational Chart
Administrative Services Division
Fiscal Operations
Police Support Services
❖25.81 authorized staff
❖Payroll
❖Budgets and grants
❖Purchasing / Accounts Payable
❖Facility and supply logistics
(Quartermaster)
❖Police records
▪Record management
▪Public Records Act requests
▪Live Scan
▪Lobby -"Front Counter" services
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Organizational Chart
Roxana Kennedy
Police Chief
(619) 691 -5150
Community Patrol
Traffic Unit
Street Team
School Resource Unit
Field Training Unit
Criminal Investigations
Special Investigation
Narcotics Enforcement
Strategic Operations
Forensic Services
Task Forces
Community Policing
Crime Analysis
Public Information Unit
Police Technology
Audit & Accountability
Professional Standards
City Jail
Police Dispatch
Fiscal Operations
Police Support Services
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Staffing: Budgeted vs. Actual Positions
Budgeted Actual Vacancies
Sworn 283 244 39
Civilian 114 100 14
Fiscal Agents (LECC & HIDTA)36 31 5
Budgeted Hourly*34 15 19
TOTAL POSITIONS 433 377 56
*Budgeted hourly positions include the following. Unbudgeted hourly position are not included herein.
Community Services Officer (CSO)Info Technology Technician
Fiscal Office Specialist Police Dispatch Call Taker
Latent Print Examiner Police Support Services Aide
Police Records Specialist Senior Police Records Specialist
Public Safety Analyst Page 41 of 117
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CORE SERVICES
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The Chula Vista Police Department, in partnership with
the Community, is dedicated to providing community
policing, with the highest level of professionalism and
transparency.
Chula Vista Police Department Employees will provide
fair,courteous, and compassionate service to enhance
the quality of life in Chula Vista.
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Core Services
(Our Mission)
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•Community Patrol / Public Safety
•Community Relations & Engagement
•Homeless Outreach
•School Resource Officers
•Criminal Investigations (Crimes of Violence, Property Crimes, Family Protection)
•Special Investigations (ABC,vice, dispensaries, licensing, etc.)
•Narcotics Enforcement and Investigations
•Traffic Enforcement
•Police Support Services –Records / Public Requests / Live Scan
•Crime Lab (Scene processing, digital evidence, IBIS/NIBIN, latent prints,etc.)
•Property and Evidence Control
•Senior Volunteer Patrol (Vacation checks, YANA visits, etc.)
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Core Services
(at-a-glance)
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KEY PERFORMANCE
MEASURES
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Key Performance Measures
Crime
Trends
Regional
Comparison
Calls for
Service
Proactive
Activity
Response
Times
Customer
Satisfaction
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Violent Crime Trends
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Property Crime Trends
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Regional Crime Comparison
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Calls for Service & Proactivity
Police Calls for Service (CFS): 2019-2022
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Response Times
Response Times: FY 2023 (YTD Average)
Priority Average Response (dd:hh:mm:ss)
Priority 1 Goal
00:00:06:00
Priority 2 Goal
00:00:12:00
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Customer Satisfaction
Ongoing Digital Survey (2020-2022)SANDAG 2019 CVPD Resident Opinion Survey
9 IN 10 SATISFIED (92%) WITH CVPD
8% NOT SATISFIED
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MAJOR PROJECTS
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Drone as First Responder (DFR) Program
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Live911 & Campus Alert
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Traffic Light Preemption
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Community Engagement Programs
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Community Engagement Programs
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Community Engagement Programs
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Homeless Outreach & Bridge Shelter
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Educational Awareness Campaigns
•Marijuana and
Nicotine
awareness
projects (Prop
64,Vaping, etc.)
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Boards & Commissions
•Measure A Citizens’
Oversight Commission
•Police Department
Community Advisory
Committee
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CONTACTING US
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Issue or Inquiry How to Contact
Emergencies Dial 9-1-1
Non-Emergencies needing a Police Officer (or general inquiries)Dial (619) 691 -5151
File a Police Report Dial (619) 691 -5151
Administration (Office of the Chief)Dial (619) 691 -5150
Obtain Police Records Visit www.ChulaVistaPD.org
Report Graffiti Visit seeclickfix.com/chula-vista
Report Abandoned Vehicle Visit seeclickfix.com/chula-vista
Crime Data, Policies, other Open Data & Documents Visit www.ChulaVistaPD.org
Questions about Drones or Technology Visit www.ChulaVistaPD.org
Pay Fine or Fee Visit www.ChulaVistaPD.org
Recruiting and Job Opportunities Visit www.ChulaVistaPD.org
47
How to Contact Us
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Website
Visit us at
www.ChulaVistaPD.org
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CORE CULTURE
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Our Culture
(Mission and Values)
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•We embrace mutual respect for human life .
•We uphold the values of transparency and accountability.
•We're focused on connecting actively with residents, business owners, students,
community leaders, and the unsheltered.
•We train and require our officers to intervene to prevent harm and create
the culture necessary to support that intervention.
•We strive to recruit and hire quality officers that are representative of the
diverse community we serve .
•We value employee health and encourage our staff to prioritize their wellness
through use of resources such as the department's smartphone wellness app.
•We use technology to enhance the safety of our community,officers,and those
we interact with.
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Our Culture
(at-a-glance)
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OTHER HIGHLIGHTS
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Recruiting & Retention
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Recruiting & Retention
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Recruiting & Retention
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Recruiting & Retention
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QUESTIONS?
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City Operations 101:
Fire Department
2023 City Council Workshop Series
March 2, 2023
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2
Organizational
Chart
Core Services Key
Performance
Measure
Major
Projects
Frequently
Asked
Questions
Highlights
Agenda
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3
Organizational Chart/FTE Count: 256
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4
Fire Station Map
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CORE SERVICES
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Core Services –Fire Chief
Harry Muns
Loc: 276 Fourth Ave
256 Personnel
12 Personnel (Direct Staff)
•Protect the City of Chula Vista by
Providing Suppression, EMS, and
Prevention Services
•Public Information
•Data/Metrics/Performance
•Special Assignments
Fire Chief
PIO Fire
Captain (4) Special Assignment Captains
(2) Special Assignment Fire Engineers
(3) Special Assignment FFPMPublic Safety
Analyst
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Core Services –Administration
Pete Mercado
Deputy Chief
Administration
Support Services
Fire Captain
Sr. Application
Specialist
Inventory
Specialist
Inventory
Specialist
Delivery Driver
Principal
Management
Analyst
Management
Analyst
Senior Fiscal Office
Specialist
Fiscal Office
Specialist
Fire Chaplain
Loc: 276 Fourth Ave & 1800
Maxwell Rd
10 Personnel
•Support Services
•Fiscal Management
•Personnel Management
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Core Services –Emergency Management
Marlon King
Emergency
Manager
Special Events
COVID Testing/Vaccine
EMT/PM
Community Emergency
Response Team (CERT)
Citizens Adversity Support
Team (CAST)
Loc: 276 Fourth Ave
1 Person (FTE)
40 Hourly/Volunteer
•Disaster Preparedness
•Emergency Operations Center
Management
•Special Event Coordination &
Management
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Core Services –Prevention
Justin Gipson
Division Chief
Fire Prevention
Senior Fire
Inspector/Investigator
Fire
Inspector/Investigator
II
Fire
Inspector/Investigator
I
Fire
Inspector/Investigator
I
Senior Fire
Inspector/Investigator
Fire
Inspector/Investigator
II
Fire
Inspector/Investigator
II
Fire
Inspector/Investigator
II
Fire
Inspector/Investigator
I
Intern (.5)
Fiscal Office
Specialist
Loc: 276 Fourth Ave
11 Personnel
•Fire Safety Inspections
•Fire Code Plan Review
•New Construction
•Tenant Improvement
•Fire Investigations
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Core Services –EMS
Ray Smith
Deputy Chief EMS
Medical Director
EMS Educator
Multi-Media
Designer
EMS Transport
(1) A Shift BC
(1) B Shift BC
(1) C Shift BC
(9) A Shift Transport PM
(9) B Shift Transport PM
(9) C Shift Transport PM
(1) D Shift Transport PM
(1) E Shift Transport PM
(9) A Shift Transport EMT
(9) B Shift Transport EMT
(9) C Shift Transport EMT
(1) D Shift Transport PM
(1) E Shift Transport PM
Loc: 276 Fourth Ave & 12
Fire Stations
66 Personnel
•Service Delivery Administration
•First Responders
•Ambulance Transport
•Scope of Practice & Medical Direction
•Basic Life Support
•Advanced Life Support
•Initial/Ongoing EMS Education
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Core Services –Operations
Rick Ballard
Deputy Chief
Operations
Suppression
(2) A Shift BC
(2) B Shift BC
(2) C Shift BC
Companies
(12) A Shift Captains
(12) B Shift Captains
(12) C Shift Captains
(12) A Shift Engineers
(12) B Shift Engineers
(12) C Shift Engineers
(12) A Shift FFPM
(12) B Shift FFPM
(12) C Shift FFPM
(12) A Shift FFEMT
(12) B Shift FFEMT
(12) C Shift FFEMT
Squads
(2) A Shift EMT & PM
(2) B Shift EMT & PM
(2) C Shift EMT & PM
Operations
Support Fire
Captain
Loc: 276 Fourth Ave & 10
Fire Stations
150 Personnel
•Fire Response
•EMS Response
•Rescue Response
•Hazardous Materials Response
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Core Services –Training
Chris Manroe
Deputy Chief
Health &
Safety/Training
Training Fire
Captain
Training Fire
Captain
Training Fire
Engineer
Training Program
Specialist
Fire Explorer
Program Mgr
Loc: 276 Fourth Ave & 850
Paseo Ranchero
6 Personnel
•Initial & Mandated Training
•Workforce Development
•Promotional Exams
•Skills Evaluation
•Health & Safety
•Hiring Page 102 of 117
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Performance Metrics
Ambulance Transport 2022
•(ALS) First Ambulance On-scene within 12 minutes –90% of the time (96%)
•(BLS) First Ambulance On-scene within 20 minutes –90% of the time (98%)
First Responder
•(Fire) First Unit On-scene within (7.6% of CFS)7 minutes –90% of the time (80%)
•(Fire) 14 Firefighters On-scene within (7.6% of CFS) 10 minutes –90% of the time (76%)
•(EMS) First Unit On-scene within (88.3% of CFS)7 minutes –90% of the time (81%)
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MAJOR PROJECTS
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•City-Wide Response to COVID-19
•EOC Activation -Emergency Proclamation
•Priorities
–Public Safety
–Employees Safety
–Continuity of City Operations
–120,000 COVID Tests Administered/Processed
–25,000 COVID Vaccines Administered
•Moving Forward
23
Major Projects –COVID
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•FEMA Grant Award $3,200,000
–City Match: $ 792,401
•Public Works/Emergency Management
•Priorities Canyons:
–Barons
–Bonita Long
–Church
–Goats Hill
–Independence
–Lynwood Hills
24
Major Projects –Hazard Mitigation
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Ambulance Transport System (ATS)
–Service began on April 9, 2021
–Program Goals
•Service Delivery Improvement
•Service Cost Improvement
25
Major Projects –ATS
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Continued…
–Lowered Transport Rate
•By $1,000
–Operations
•Within Budget
•Within Compliance
26
Major Projects –ATS
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Remodel
–4th Oldest City-Owned Building (1948)
–Engine, Truck, Battalion, Medics (13 Personnel)
–Training: Field Training & Preceptors
27
Major Projects –Fire Station 1
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Major Projects: V8W & Bayfront FS’s
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Major Projects: V8W FS
•Opening as a Temporary Facility
•Public Facilities Development
Impact Fee Funded
•Engine Company
•Ambulance (Future)
Village 8 West
Fire Station 11
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Major Projects: Bayfront FS
•Opening summer of 2025
•Engine Company 2025
•Battalion Chief 2025 (Move from
FS1)
•Ambulance (2) 2025
•Truck Company 2026
Bayfront Fire
Station
Fire Station 12
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•Why do fire engines respond to EMS calls?
•Are ambulance offload delays affecting service?
•How is the fire department dispatched?
•Does the fire department have any recruitment issues?
•Is the City reimbursed when our firefighters respond to mutual
aid wildfires and disasters?
31
Frequently Asked Questions
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OTHER HIGHLIGHTS
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Community Events
–Open House
–Christmas in October
Chula Vista Firefighter Foundation
–Easter Egg Hunt
–Pancake Breakfast
–Adopt a Family
–Disaster Relief
33
Highlights
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Boards & Commissions
–Veterans Commission Liaison
Educational/Service Programs
–Water Safety Program
–Child Car Seat Inspection Program
–Opioid Awareness (Development)
–Fire Explorers
–Community Emergency Response Team (CERT)
–Citizens Adversity Support Team (CAST)
34
Highlights
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QUESTIONS?
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