HomeMy WebLinkAbout2023-04-13 ACOC AgendaCITY COU NCI L-APPOI NTED BOARDS & COMMISSIONS INAM
Date: Thursday, April 13, 2023
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
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 ACOCDchulavistaca._gov 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 Measure A Citizens' Oversight Committee staff at ACOC(a)-chulavistaca.goov
(California Relay Service is available for the hearing impaired by dialing 711) at least forty-eight hours
in advance of the meeting.
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City of Chula Vista
Measure A COC
Pages
CALL TO ORDER
ROLL CALL
Committee Members Becotte, Bruzee, Cruz, Guillen, Hobson, Rivera, Roberts,
Sallee, Vice Chair Volland and Chair Stucky
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.
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 of January 12, 2023 4
Committee approve the minutes
4.2 FY 2021-22 Annual Report of the Measure A COC 7
Department: Finance, Fire & Police
Recommended Action:
Committee review report, provide comments and recommend presentation
to City Council
4.3 Funding to Initiate a Chula Vista Fuels Reduction/Mitigation Crew 28
Department: Fire
Recommended Action:
Citizens' Oversight Committee to support using Fire Department fund
balance for a 3 -Year Fuels Crew Pilot Program.
4.4 Funding for Consultant(s) to Conduct Fire Department Planning 33
Department: Fire
April 13, 2023 Agenda Page 2 of 67
City of Chula Vista
Measure A COC
Recommended Action:
Citizens' Oversight Committee to support using Fire Department fund
balance for Planning Consultants.
4.5 Consideration of the Proposed Measure A Ten -Year Spending Plan and 37
Spending Plan for Fiscal Year 2023/2024 and Determination of Their
Compliance with Measure A Requirements
Department: Finance, Fire & Police
Recommended Action:
Committee consider the proposed ten-year and FY 2023/2024 Measure A
spending plans, determine their compliance with Measure A requirements
and recommend City Council approval and incorporation of the proposed FY
2023/2024 Measure A spending plan into the City's FY 2023/2024 budget
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.
OTHER BUSINESS
6. STAFF COMMENTS
7. CHAIR'S COMMENTS
8. COMMISSIONERS' COMMENTS
9. ADJOURNMENT
to the regular meeting on July 13, 2023, 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.
April 13, 2023 Agenda Page 3 of 67
City of Chula Vista
Measure A COC
14� � fl
CIW OF
CHULA VISTA
REGULAR MEETING OF THE MEASURE A CITIZENS' OVERSIGHT COMMITTEE
Meeting Minutes
January 12, 2023, 6:00 p.m.
Chula Vista Police Department, Community Room
315 Fourth Avenue, Chula Vista
Present: Committee Member Becotte, Committee Member Bruzee (exited at 7:01
p.m.), Committee Member Cromer (arrived at 6:14 p.m.), Committee
Member Cruz, Committee Member Hobson (arrived at 6:08 p.m.),
Committee Member Rivera, Committee Member Roberts, Committee
Member Sallee, Chair Stucky
Absent: Committee Member Guillen, Vice Chair Volland
Also Present: Administrative Services Manager Alegre, Police Chief Kennedy,
Assistant Police Chief Collum, Fire Chief Muns, Police Captain Foxx,
Police Captain Peak, Police Captain Martin, Director of Human
Resources Chase, Director of Finance Schoen, Fiscal Management
Analyst Vargas, Principal Management Analyst Folker, Deputy Fire Chief
Smith, Police Lieutenant Rea, Secretary Giron
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 6:03 p.m. at the Chula Vista Police
Department.
2. ROLL CALL
Secretary Giron called the roll.
3. PUBLIC COMMENTS
1
April 13, 2023 Agenda Page 4 of 67
City of Chula Vista
4. ACTION ITEMS
4.1 Approval of Meeting Minutes of October 13, 2022
Moved by Committee Member Sallee
Seconded by Committee Member Becotte
Committee approve the minutes
Measure A COC
Result: Carried Unanimously
4.2 Consideration of Proposed Amendments to the Measure A Public
Safety Expenditure Plan to Fund Police Vehicles, Drone as First
Responder Operations and Counseling Services for Police Personnel
Moved by Committee Member Hobson
Seconded by Committee Member Cromer
Consider proposed amendments, provide comments, and recommend for
City Council approval
Result: Carried Unanimously
5. PRESENTATIONS
5.1 Update on the Ambulance Transport Program
Payment of $500,000 was made to the Measure A loan due to surplus
revenue for FY22. In February, Fire will be taking an item to Council to
establish a reserve policy for the Ambulance Transport System. The intent
of this reserve policy will be to fund an Operational Reserve, Liability
Reserve, Debt Obligation Reserve, and Capital Reserve.
5.2 Fiscal Year 2022 LSL Measure A Compliance Audit
Audit was completed and results show that we are in compliance.
5.3 Fiscal Year 2023 Measure A Financial Report
Overall, Police and Fire have received revenues totaling $9.4 million and
have incurred expenditures totaling $7.6 million.
OTHER BUSINESS
6. STAFF COMMENTS
None
oil
April 13, 2023 Agenda Page 5 of 67
City of Chula Vista
7. CHAIR'S COMMENTS
Measure A COC
Chair Stucky thanks Police Department on their thoughtful presentation and the
committee on the turnout and presence for tonight's meeting.
8. COMMISSIONERS' COMMENTS
Committee Member Cromer announces this will be his last meeting. He enjoyed
his time serving as a Committee Member and thanks the group.
9. ADJOURNMENT
The meeting was adjourned at 7:14 p.m.
Minutes prepared by: Cristina Giron, Secretary
Cristina Giron, Secretary
3
April 13, 2023 Agenda Page 6 of 67
City of Chula Vista Measure A COC
FY 2021-22 ANNUAL REPORT OF THE MEASURE A COC
Department: Finance, Fire & Police
Recommended Action
Committee review report, provide comments and recommend presentation to City Council
Discussion
Agenda Date:
April 13, 2023
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 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).
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.
To comply with duty #4, a report has been prepared for the 2021/2022 fiscal year.
April lo
1W, 2023 Agenda
Page 1 of 2
Page 7 of 67
City of Chula Vista Measure A COC
Current -Year Fiscal Impact
There is no current -year fiscal impact accepting the report.
Ongoing Fiscal Impact
There is no ongoing fiscal impact accepting the report.
Attachments
Attachment 1: FY22 Measure A Annual Report
Staff Contact
Edward Prendell, Budget & Analysis Manager, Finance Department
Jonathan Alegre, Administrative Services Manager, Police Department
Emily Folker, Principal Management Analyst, Fire Department
Page 2 of 2
April 13, 2023 Agenda Page 8 of 67
City of Chula Vista
Annual Report of the Measure A Citizens Oversight Committee
Fiscal Year 2021-22
Measure A Background
Measure A COC
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 6/30/2022 are:
Member
Appointment Criteria
Term Expiring
David Stucky (Chair)
District 1 Rep.
2026
Vacant as of 6/30/2022
District 2 Rep.
Paul Becotte
District 3 Rep.
2025
John Volland (Vice Chair)
District 4 Rep.
2026
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.
2026
William Sallee
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
3.34.160.6); and (3) Annual Independent Auditor's Report (as defined in CVMC section
3.34.160.C).
Page 1
April 13, 2023 Agenda Page 9 of 67
City of Chula Vista
Measure A COC
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 2021/2022:
• 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.
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.
Page 2
April 13, 2023 Agenda Page 10 of 67
City of Chula Vista Measure A COC
POLICE DEPARTMENT STAFFING PLAN AS OF 7/1/2021
POLICE DEPARTMENT STAFFING PLAN AS OF 6/30/2022
Staff changes highlighted in yellow
FY 2018- FY 2020- FY 2021-
Position 19 FY 2019-20 21 22 TOTAL FTE
Police Captain
FY 2018-
FY 2020-
FY 2021-
1.0
Position
FY 2019-20
1.0
TOTAL FTE
Police Sergeant
19
3.0
21
22
7.0
Police Lieutenant
1.0
2.0
1.0
2.0
1.0
Police Sergeant
4.0
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 FTE
5.0
11.0
21.0
3.0
40.0
Civilian Background Investigator
1.0
2.0
1.0
Community Services Officer
2.0
2.0
Digital Forensics Technician
2.0
2.0
Information Technology
1.0
1.0
Technician
Police Comm Systems Manager
1.0
1.0
Police Dispatcher
2.0
5.0
7.0
Public Information Specialist
1.0
1.0
Sr. Police Technology Specialist
1.0
1.0
TOTAL CIVILIAN FTE
4.0
10.0
2.0
0.0
16.0
TOTAL POLICE POSITIONS
9.0
21.0
23.0
3.0
56.0
POLICE DEPARTMENT STAFFING PLAN AS OF 6/30/2022
Staff changes highlighted in yellow
FY 2018- FY 2020- FY 2021-
Position 19 FY 2019-20 21 22 TOTAL FTE
Police Captain
1.0
1.0
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 FTE
5.0
11.0
21.0
4.0
41.0
Civilian Background Investigator
1.0
1.0
Community Services Officer
2.0
2.0
Digital Forensics Technician
2.0
2.0
Page 3
April 13, 2023 Agenda Page 11 of 67
City of Chula Vista Measure A COC
Forensics Specialist
1.0
1.0
Information Technology
(1.0)
Technician
1.0
1.0
Police Comm Systems Manager
1.0
1.0
Police Dispatcher 2.0
5.0
7.0
Property & Evidence Specialist
3.0
3.0
Property & Evidence Supervisor
1.0
1.0
Public Information Specialist
1.0
1.0
Sr. Police Records Specialist
3.0
3.0
Sr. Police Technology Specialist 1.0
0.0
1.0
TOTAL CIVILIAN FTE 4.0
10.0 2.0 8.0
24.0
TOTAL POLICE POSITIONS 9.0
21.0 23.0 12.0
65.0
FIRE DEPARTMENT STAFFING PLAN AS OF 7/1/2021
FY 2018- FY 2019- FY 2020- FY 2021- FY 2022- TOTAL
Position 19 20 21 22 23 FTE
Deputy Fire Chief
2.0
(1.0)
1.0
Fire Captain
2.0
2.0
(4.0)
0.0
Fire Captain - 80 hour
1.0
1.0
4.0
2.0
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
33.0
FIRE DEPARTMENT STAFFING PLAN AS OF 6/30/2022
Staff changes highlighted in yellow
FY 2018- FY 2019- FY 2020- FY 2021- FY 2022- TOTAL
Position 19 20 21 22 23 FTE
Deputy Fire Chief
2.0
(1.0)
1.0
Fire Captain
2.0
2.0
(4.0)
0.0
Fire Captain - 80 hour
1.0
1.0
4.0
6.0
Firefighter Paramedic
2.0
2.0
(4.0)
0.0
Firefighter Paramedic - 80 Hour
2.0
2.0
Page 4
April 13, 2023 Agenda Page 12 of 67
City of Chula Vista
Measure A COC
Firefighter/EMT
12.0
3.0
9.0
3.0
3.0
30.0
Senior Application Support Specialist
13,964,238
Expenditures
1.0
1.0
Inventory Control Specialist
Supplies & Services
769,521
Police Vehicles, Outfitting, Maint., Fuel, etc.
1.0
1.0
TOTAL FIRE POSITIONS
19.0
7.0
1.0
3.0
11.0
41.0
Audited Statement of Revenues, Expenditures and Changes in Fund Balance
June 30, 2022
Police Department Fund Balance
Revenues
1/2 cent Sales Tax Revenues
$
13,683,655
Grant Funding (COPS Grant and ARPA Grant)
280,583
Police Revenue Total
13,964,238
Expenditures
Personnel Expenditures
7,641,688
Supplies & Services
769,521
Police Vehicles, Outfitting, Maint., Fuel, etc.
241,273
City Support (IT, Finance, HR, City Attorney, etc.)
513,137
Transfers Out (POB, Section 115 Trust)
1,013,820
Police Expenditure Total
10,179,439
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures
$
3,784,799
Police Department Fund Balance of 7/1/2021
$
17,838,009
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures
3,784,799
Police Fund Balance as of 6/30/2022
$
21,622,808
Fire Department Fund Balance
Revenues
1/2 cent Sales Tax Revenues
$
13,683,655
Grant Funding (FEMA SAFER Grant and ARPA Grant)
219,850
Other Revenues
73,850
Fire Revenue Total
13,977,355
Expenditures
Personnel Expenditures
Supplies & Services
Page 5
April 13, 2023 Agenda
4,911,323
260,407
Page 13 of 67
City of Chula Vista
Utilities
Fire Vehicles, Outfitting, Maint., Fuel, etc.
City Support (IT, Finance, HR, City Attorney, etc.)
Transfers Out (POB, Section 115 Trust)
Fire Expenditure Total
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures
Fire Department Fund Balance of 7/1/2021
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures
Fire Fund Balance as of 6/30/2022
Measure A COC
52,811
119,360
513,137
775,100
6,632,138
$ 7,345,217
$ 13,994,941
7,345,217
$ 21,340,158
Combined Police Department and Fire Department Fund Balances
Combined Measure A Fund Balance as of 7/1/2021 $ 31,832,950
Total Combined Revenues
Total Combined Expenditures
Combined Measure A Fund Balance as of 6/30/2022
Conclusion
27,941,593
16,811,577
$ 42,962,966
The Citizens Oversight Committee notes that this Annual Report refers only to the period from
July 1, 2021 to June 30, 2022.
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 (LSL), the
Measure A Spending Plan, and various expenditure and revenue reports prepared by the City
staff. In its report dated December 30, 2022, 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 for the fiscal year ending June 30,
2022.
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.
AttachmentA— Fiscal Year 2021/22 Auditor's Measure A Report on Compliance
Page 6
April 13, 2023 Agenda Page 14 of 67
City of Chula Vista
Measure A COC
Attachment 13— Fiscal Year 2021/22 Measure A Financial Report (For Informational Purposes Only)
Page 7
April 13, 2023 Agenda Page 15 of 67
City of Chula Vista
LSU19
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Measure A COC
CITY OF CHULA VISTA, CALFORNIA
2018 MEASURE A SALES TAX FUND
REPORT ON COMPLIANCE WITH THE
FOR THE YEAR ENDED JUNE 30, 2022 PUBLIC SAFETY EXPENDITURE PLAN
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April 13, 2023 Agenda
Focused
on YOU
Page 16 of 67
City of Chula Vista
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, 2022
Measure A COC
April 13, 2023 Agenda Page 17 of 67
City of Chula Vista
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, 2022
TABLE OF CONTENTS
Measure A COC
Page
Independent Auditors' Report on Compliance with Applicable Requirements
and on Internal Control Over Compliance....................................................................................................... l
Schedules of 2018 Measure A Sales Tax Fund:
BalanceSheet Schedule...................................................................................................................................4
Schedule of Revenues, Expenditures and Changes in Fund Balance..............................................................5
April 13, 2023 Agenda Page 18 of 67
LSUe
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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, 2022.
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, 2022.
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
Gouernment Auditing Standards will always detect material noncompliance when it exists. The risk of
April 13, 2023 Agenda
Prim eGlobal .dA.a ° -,
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Page 19 of 67
LSLe::
City of Chula Vista Measure A COC
LS L**::
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.
Brea, California
December 30, 2022
April 13, 2023 Agenda
3 Page 21 of 67
City of Chula Vista
CITY OF CHULA VISTA
2018 MEASURE A SALES TAX FUND
BALANCESHEETSCHEDULE
JUNE 30, 2022
Measure A COC
ASSETS:
Pooled cash and investments $ 35,885,279
Due from other governments 63,239
Due from other funds 4,867,741
Advance to Transport Enterprise Fund 2,783,149
Total Assets $ 43,599,408
LIABILITIES, DEFERRED INFLOWS
OF RESOURCES, AND FUND BALANCE
Liabilities:
Accounts Payable $ 107,451
Accrued Liabilities 528,252
Total Liabilities 635,703
Deferred Inflows of Resources:
Unavailable revenues 739
Total Deferred Inflows of Resources 739
Fund Balance:
Assigned for Measure A Sales Tax
Total Fund Balance
Total Liabilities, Deferred Inflows
of Resources, and Fund Balance
42,962,966
42,962,966
$ 43,599,408
April 13, 2023 Agenda
4 Page 22 of 67
City of Chula Vista
CITY OF CHULA VISTA
2018 MEASURE A SALES TAX FUND
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FOR THE YEAR ENDED JUNE 30, 2022
REVENUES:
Local sales and use tax
Intergovernmental
Investment earnings
Miscellaneous income
Total Revenues
EXPENDITURES:
Public safety
Capital outlay
Total Expenditures
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES
18121131,- 0w,12Cal I I 1 3xe1w.112 ceI
FUND BALANCE - ENDING
Measure A COC
$ 27,367,311
500,432
73,831
19
27,941,593
16,540,826
270,751
16,811,577
11,130,016
31,832,950
$ 42,962,966
April 13, 2023 Agenda
5 Page 23 of 67
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City of Chula Vista Measure A COC
Funding to Initiate a Chula Vista Fuels Reduction/Mitigation Crew
Department: Fire
Agenda Date:
April 13, 2023
Recommended Action
Citizens' Oversight Committee to support using Fire Department fund balance for a 3 -Year Fuels Crew
Pilot Program.
Discussion
BACKGROUND
The City of Chula Vista has many amenities to offer its citizens. In particular, residents have access to
more than 30 undeveloped open space areas, 65+ parks, and other preserves that maintain the region's
natural vegetation. Open Space areas provide the public with active and passive recreational
opportunities, scenic enhancement along landscaped parkways, and buffer zones to protect public and
private lands. These areas provide the community access to the natural beauty of the land and observe
its undisturbed resources and wildlife. In these areas threat of vegetation fires are significant in what is
commonly referred to as the wildland-urban interface (WUI). Throughout the United States and
specifically, here in California, the WUI is a common hazard with a standard set of mitigations to maintain
the land in its natural state and reduce the risk to the public. There are approximately 40 open spaces
that are owned by the City of Chula Vista which creates a WUI threat to the public.
As the City continues to grow, so does the threat of the WUI. Over the past three years, there has been
an average of a 32% increase each year in vegetation fires in the City of Chula Vista. A variety of factors
contribute to these fires and now is the time to implement proactive measures to combat these trends
and minimize the threat. With the proper resources, the Fire Department can better control these
environments by removing hazardous fuels and creating access for fire suppression activities. Proactive
efforts will lead to smaller fires, provide safer environments for citizens and reduce the number of
department resources required to manage vegetation fires. These outcomes will then allow fire
companies more capacity to respond to the ever-increasing 911 call volume in the city.
The Fire Department is recommending the establishment of a 'Fuels Crew' pilot program as a proactive
measure and the correct resource to mitigate this hazard. By industry standards, a fuels crew is a group
V
April 1W 0, 2023 Agenda Page 1 of 5
Page 28 of 67
City of Chula Vista
Measure A COC
of personnel that specializes in vegetation fuel management related to vegetation fire hazards and risks.
Fuels crews generally have 10 members who focus on implementing fuel treatments in a variety of fuel
types. They help reduce fuel availability and promote healthy landscapes by thinning/clearing
vegetation.
As a pilot, the fuels crew program can be conducted and assessed for effectiveness and sustainability
without the commitment of permanent personnel or equipment acquisition. The Fire Department is
recommending this program be funded for three years starting in Fiscal Year 2024; however, an annual
evaluation will be conducted to verify outcomes and financial efficacy.
DISCUSSION
Under the guidance and management of the Chula Vista Fire Department, the fuels crew would be
trained to perform a variety of work related to vegetation management, fuel reduction, and/or
treatments which will lead to more favorable outcomes in the event of a fire. Major areas of work or
objectives would include vegetation management, hazard mitigation, and indirect fire suppression
activities. The Public Works Department is responsible for these open spaces and therefore would have
coordination and approval authority for work conducted on these City -owned assets. This program would
also provide a career pathway into the fire and emergency response services with the intent to recruit
and hire from the City of Chula Vista. Crews like this have a proven track record for providing a gateway
to career positions throughout the state. The Fire Department currently has two employees that were
members of fuels crews prior to being hired by the City.
Vegetation management includes the thinning or clearing of vegetation and flammable fuels in areas of
the city considered to be a public safety threat or in areas posing access issues for fire suppression
resources. Hazard mitigation would include the removal of fire hazards in high-risk areas in the city.
Common examples of fire hazards are flammable materials within unsheltered persons' encampments
and illegal dumping on city property. Indirect fire suppression activities include fire break line
construction, defensive/protective operations, and post -fire containment and mop -up. These activities
would take place within the city limits and in our mutual threat zone areas to the south (San Diego City),
east (San Diego County & Bonita), and north (Bonita & National City).
Staffing
Staffing for a fuels crew would include two sworn fire suppression positions to supervise and oversee
administrative duties and day-to-day operations. These positions would be filled with currently funded
FTE positions; and any necessary backfilling of positions would be accomplished using overtime to allow
this program to expand, and contract based on Fire Department needs. It is important to have
suppression personnel in this capacity to provide experience -based direction related to implementing
fuel/hazard mitigation efforts. They also play a critical role in the guidance, training, and mentoring of
the crew members pursuing careers in fire and emergency response services.
The remaining eight (8) members of the fuels crew will be tasked to perform the hands-on work
assignments. These would be seasonal or limited -term positions that would be non -safety and start at an
entry-level pay scale with benefits. The number of seasonal/limited-term positions is also flexible,
allowing this program to be scalable based on funding and department priorities.
Page 2 of 5
April 13, 2023 Agenda Page 29 of 67
City of Chula Vista
Training
Measure A COC
The fuels crew would work four days per week, 10 hours per day. During these work hours, they will be
trained for and perform work assignments intended to achieve goals related to reducing the risk to the
public from vegetation fires. Training for these day-to-day operations would include the use of
vegetation -clearing hand/power tools and the operation of equipment such as skid steer tractors and
commercial chippers.
On their one weekday off (Monday or Friday), they will have access to additional training programs that
will prepare them for the next step toward their career goals. Coursework for a National Wildfire
Coordinating Group (NWCG) Firefighter Type 2 qualification and Emergency Medical Technician license
would include:
Firefighter Type 2 Coursework
o NWCG S-130; Basic Wildland Firefighter Training
o NWCG S-190; Introduction to Wildland Fire Behavior Training
o NWCG L-180; Human Factors in the Wildland Fire Service
o ICS 100; Introduction to the Incident Command System
Emergency Medical Technician Coursework
o CVFD EMT Preparation Course
o CVFD CPR Certification Course
o CVFD EMT Course
o CVFD National Registry Preparation Course
Additional training will be provided dependent on the needs of the fuels crew personnel. Returning crew
members from season to season will require progressive training to build their capabilities which will
translate into increased qualifications and equate to being more marketable and becoming more
competitive for better jobs. This additional coursework would include but not be limited to:
• Firefighter Type 1 Coursework
o NWCG S-131; Firefighter Type 1 Training
o NWCG RT -130; Wildland Firefighter Safety Annual Refresher Training
o NWCG S-211; Portable Pumps and Water Use
o NWCG S-212; Wildland Fire Chain Saw Use and Maintenance
o NWCG S-219; Firing Operations
Equipment
A fuels crew will require personnel protective equipment (PPE), hand/power tools, equipment, and
transportation. PPE would include helmets, ear, and eye protection as well as a uniform with the
appropriate footwear. Hand and power tools acquired and used day to day would be similar to those
used by firefighting hand crews. Providing the Fuel Crews members with the appropriate resources
allows the crew members to achieve identified tasks. Furthermore, experience gained in this work
environment provides crew members with highly desirable job skills.
Maintaining scalability, equipment and transportation vehicles will be rented or leased to expand and
contract with staffing and work assignments. This will allow for startup costs to be minimized and the
ability to adjust to the specific needs of each project being worked on. Equipment needs are expected to
include the rental of skid steer tractors, commercial chippers, and dump trailers. Transportation will take
several four -door heavy-duty style trucks. Fire Department vehicles will be used as much as possible, but
either short-term rentals or leases will be used to bridge any gaps for crew transportation.
VM Page 3 of 5
April IJ, 2023 Agenda
Page 30 of 67
City of Chula Vista
Outcomes
Measure A COC
Expected outcomes from a Chula Vista Fire Department Fuels Crew Program would include vegetation
management on city -owned land, fire hazard material removal, keeping vegetation fires to a smaller size
reducing suppression crews' time on task, and career development for those interested in fire and
emergency response services. The City is responsible for approximately 40 different open spaces which
total 10,480 acres. Of these spaces, 1,159 acres are classified as a WUI threat requiring fuel reduction
mitigation efforts to reduce the risk. With over 1,000 acres identified as needing attention, a single fuels
crew will not be the sole answer to mitigating the WUI threat. However, this type of program would
provide a consistent approach to better managing our open spaces and protecting the community.
Currently, the Fire Department Emergency Management division and Public Works Open Space division is
coordinating a fuels mitigation and reduction effort in 6 of the 40 open spaces described above. These 6
areas require approximately 160 acres of fuel reduction and are being funded through a FEMA grant
award of $3.2 million which includes a City share of $800,000. This work is being completed by a
contractor for approximately $19,000 per acre cleared. In 2017, a similar effort was completed in Rice
Canyon by a contractor for $12,500 per acre, also funded by a federal grant program. This is a viable
solution to reduce the WUI risk within the City, but as previously described this work is only accomplished
when a grant award is received.
Current -Year Fiscal Impact
The proposed Fire Department Fuels Crew would require funding for 2 supervisors, 8 crew members,
training, equipment, and a contracted on-call biologist. They would be able to operate approximately 6-9
months out of the year due to wildlife and staffing constraints. Specifically, endangered wildlife in these
areas are protected by multiple species conservation plans/programs (MSCPs). These MSCPs restrict
vegetation management activities between September and February. With an on-call biologist, these
months of operation can be extended with an assessment completed verifying it would be safe to
perform fuel reduction activities in certain areas.
A fuels crew as described, is estimated to cost $750,256 for 9 months (FY 2024) of operation and be
capable of clearing approximately 1 acre per day or 150 acres per year. This would equate to a cost of
less than $5,000 per acre. This capability would clear all 1,159 acres identified as a WUI threat every 8
years. As with any program, the Fire Department will utilize opportunities to increase capabilities and
reduce or offset costs. Examples of opportunities other Fire Department Fuels Crews capitalize on are:
• Grant Programs
• Contracting as an Available by Hire (ABH)
o Private property owners
o Utility Companies
o Cal Fire
• Deploying to Large Wildland Fires
Utilizing a Chula Vista Fire Department Fuels Crew in similar ways would decrease the dependence on
Measure A funding and/or increase the size of the fuels crew and therefore increase the outcomes.
Page 4 of 5
April 13, 2023 Agenda Page 31 of 67
City of Chula Vista
Measure A COC
Personnel Services
Position Seasonal Positions Cost Per Position
Total Budgetary Impact
Fire Captain (Supervisor)
2
$
129,928.02
$
259,856.04
Fuels Crew Member
8
$
41,920.00
$
335,360.00
Total Personnel Services
$
595,216.04
Support Services
Tools & Personal Protective Equipment
Description Qty
Cost
Total Cost
Hand Tools
1
$
10,000.00
$
10,000.00
Power Tools
1
$
10,000.00
$
10,000.00
Uniforms
8
$
1,000.00
$
8,000.00
PPE
8
$
1,000.00
1 $
8,000.00
Total
$
36,000.00
Contracted/Leasing Services
Description Qty
Cost
Total Cost
On -Call Biologist
30
$
1,000.00
$
30,000.00
Skid Steer
20
$
400.00
$
8,000.00
Chipper
20
$
350.00
$
7,000.00
Trailer(s)
20
$
250.00
$
5,000.00
Truck(s)
4
$
1,500.00
$
6,000.00
Portable Toilet
1
$
20,000.00
$
20,000.00
Total
$
76,000.00
Training Expenses
Description Qty
Cost
Total Cost
Personnel
36
$
640.00
$
23,040.00
Materials
1
$
20,000.00
$
20,000.00
Total
$
43,040.00
Support Services Total
$
155,040.00
Total Budgetary Impact
$
750,256.04
Ongoing Fiscal Impact
Ongoing costs moving forward would be approximately $775,000 for 9 months of operational costs
in FY 2025 and FY 2026. The Fire Department will return to the Measure A COC for necessary
adjustments exceeding the requested amount if cost increases are experienced.
Attachments
n/a
Staff Contact
Harry Muns, Fire Chief
VPage 5 of 5
April1�, 2023 Agenda
Page 32 of 67
City of Chula Vista Measure A COC
Funding for Consultant(s) to Conduct Fire Department Planning
Department: Fire
Agenda Date:
April 13, 2023
Recommended Action
Citizens' Oversight Committee to support using Fire Department fund balance for Planning
Consultants.
Discussion
BACKGROUND
Planning is the single most important function a fire department must do. This may seem counterintuitive
when responding to 911 calls for service is what most people think of regarding anything fire service. We
must be prepared before the call if we intend to be effective at stabilizing or solving an emergency.
Firefighting, emergency medical response, and rescues come in all shapes and sizes and require a similar
but different approach every time they occur. Proper planning is what allows first responders to be
successful when the alarm is sounded.
From a public safety perspective, we have much to consider regarding the future. This is not intended to
imply we can predict all of the future; however, some signs and symptoms can provide a fairly clear path
forward and still allow for adjustments along the way. If we do not dedicate time and effort to analyzing
the information we do have, like increasing call volumes, current life safety trends (lithium battery fires),
and grandfathered equipment and facility safety standards, we will not be effective in meeting current
service demands. It is equally as important to look at common predictors, such as a rapidly growing
population, rising development density, increasing state and National Fire Protection Association
employee safety standards, and a decreased firefighter application pool due to dynamic workforce
evolution to keep ahead of the curve to meet future service demands.
Specifically, in Chula Vista, demands for the Fire Department's existing services are increasing. Call volume
has increased by 36% over the past three years. From 2010 to 2020, the average increase was
approximately 5% per year, with no single year during this time spiking above 9%. Another perspective of
this evolution of services provided is demonstrated by fire station one's, Engine 51 (E51), which has been
ranked in the country's top 10 busiest engine companies for the past three years, holding the number 7
V
April 1W 0, 2023 Agenda Page 1 of 4
Page 33 of 67
City of Chula Vista
Measure A COC
position for the past two. In 2021, E51 outpaced the large metropolitan engine companies of LA City's
Engine 9 from Skid Row, Chicago's Engine 122, and Washington DC's Engine 10. This is a distinct indicator
of what the City of Chula Vista demands from its Fire Department.
The Fire Department has two planning documents that are between 11 and 19 years old, which are the
Strategic Business Plan and the Fire Facility & Equipment Master Plan. Since the creation of the Strategic
Business Plan (published in 2004) and the Fire Facility & Equipment Master Plan (drafted in 2011 and
published in 2014), the City and the Fire Department have changed significantly. During this time, the Chula
Vista Fire Department has grown from 7 stations with just under 100 sworn firefighters serving a population
of 217,000 to 10 stations and more than 160 sworn firefighters serving a population of approximately
280,000 with a future anticipated population of over 300,000. Additionally, the Fire Department provided
basic life support medical care responding to 12,400 calls per year, paling in comparison to the advanced
life support first responders and transport system answering more than 31,000 calls today. Industry best
practices call for a Master Plan to cover 10-15 years into the future and be supplemented by a Strategic
Plan spanning 3-5 years. With significant growth on the horizon, the Community, the City, and the Fire
Department must have a clear path moving forward.
DISCUSSION
Based on the need to properly plan for service delivery demand, the recommendation is to use the existing
Measure A Fire Department fund balance to contract consultants to produce the following:
• Revise/Update the Fire Department Master Plan
• Revise/Update the Strategic Plan
• Complete a Community Risk Assessment
• Complete a Standards of Cover
• Complete a Bottom -Up -Review of:
o Fire Department Training
o Fire Department Staffing
o Ambulance Transport System
• Complete a Leadership Succession Plan
Below are detailed descriptions of each work product described above. All elements of this
recommendation are important; however, certain priorities will dictate the order of completion.
Master Plan
The purpose of a Fire Department Master Plan is to provide a long-range and comprehensive review of
current and future fire, rescue, and emergency medical services necessary to protect the City of Chula
Vista. This type of plan is at a very high level and focuses on 10 -plus -year timeframes to maintain
effectiveness. It also must include input from both internal and external stakeholders to ensure it is built
with an all-inclusive approach.
The last time a plan of this nature was conducted was in 2011 but it was not published until 2014. As a
rapidly growing City, many changes have occurred in the assumptions used in the creation of the plan and
forecasted outcomes are very different. In addition, the Fire Service has seen many changes in the past 10
years, and community expectations have evolved regarding what and how services are provided. For this
recommendation, a Master Plan is a one-time cost expense.
To be an effective master plan for the Chula Vista Fire Department it must address:
• Defining service levels and expectations; and,
• Assessing the performance of where the department is now; and,
Page 2 of 4
April 13, 2023 Agenda Page 34 of 67
City of Chula Vista Measure A COC
• Conducted a community risk assessment for current conditions and future growth; and,
• Evaluate current and future facilities against identified community risks and service level
expectations; and,
• Evaluate current and future fleet against identified community risks and service level expectations;
and,
• Provides initiatives that are carried out by a Strategic Plan; and,
• Contains annexes that can be updated more frequently:
o Strategic Plan (3-5 years)
o Community Risk Assessment
o Standards of Cover
o Bottom -Up Reviews
■ Training
■ Staffing
■ Ambulance Transport
■ Municipal Services Review (SANDAG)
Community Risk Assessment (CRA)
The purpose of the Community Risk Assessment is to thoroughly study the risks present within the City of
Chula Vista and identify ways to mitigate them, thus making the city safer. Development of the CRA
identifies emerging trends, specific risks, and underserved populations. Understanding these elements
allows the fire department to build appropriate strategies, initiatives, goals, objectives, and tasks to reduce
fires, injury, and illness. For this recommendation, a Community Risk Assessment is a one-time cost
expense.
Strategic Plan (Annex to Master Plan)
The purpose of the Strategic Plan is to build off of the direction identified by the Master Plan, focusing on
the highest priorities within a three -to -five-year timeframe. Additionally, the Strategic Plan provides the
opportunity for the organization to reevaluate its mission, vision, and values as the community, service
delivery, and personnel evolve. An organization must transparently know where it is going with a clear
understanding of the environment it operates in along with a chosen path to be successful at its mission.
For this recommendation, a Strategic Plan is a one-time cost expense.
Standards of Cover (SOC)
The purpose of the Standards of Cover is to use the common threads of the Master Plan, Strategic Plan,
and Community Risk Assessment to drive resource deployment. It is a technical, data -driven, and highly
detailed analysis of the fire department resources to provide efficient and effective service delivery. For
this recommendation, a Standards of Cover is a one-time cost expense.
Bottom -Up Reviews (BURs)
The purpose of a Bottom -Up Review is to provide a focused and specific assessment of a program within
the fire department. A BUR should be commissioned to validate the efficiency and effectiveness of
significant programs and must be compared against defined goals and expected outcomes. The BUR
process can confirm the need for the program to be reviewed or its revision. Once completed, it should
become a template for future reviews by standardizing program metrics and desired outcomes. For this
recommendation, a BUR is a one-time cost expense.
Leadership Succession Plan
The purpose of a Leadership Succession Plan is to provide training and experience to develop our personnel
in ways that are outside our typical means within the Fire Department or the City. As the Chula Vista Fire
VM Page 3 of 4
April IJ, 2023 Agenda
Page 35 of 67
City of Chula Vista
Measure A COC
Department continues to grow our ability to develop our leaders will become more difficult due to
increased staffing levels, decreased average years of experience amongst staff, increased span of control
and a growing number of leadership positions. This type of planning will provide preselected training
programs which will qualify for department sponsorship. Desired outcomes would include an
understanding from existing Fire Department members of what path they can didactically pursue to
prepare themselves for executive leadership within the organization. Programs would include, but not be
limited to the US Fire Administration Executive Fire Officer Program, California State Fire Marshal Executive
Fire Officer Program, Harvard Executive Leadership Certification Program, and Mission Critical Team
Institute Leadership Program. This funding will also cover the cost of associated backfill overtime.
In summary, properly conducting and documenting a planning process will provide a clear understanding
of how, we as an organization, currently provide service to the community. With this completed, we can
then begin to identify future demands and develop pathways to meet the needs of the City.
Current -Year Fiscal Impact
The estimated cost to complete the one-time body of work is expected to be $650,000. This would be
inclusive of research, analysis, community outreach, and publishing of all work products.
The recommended ongoing cost for Leadership Succession Planning is $100,000.
Ongoing Fiscal Impact
The recommended cost for ongoing Leadership Succession Planning is $100,000, will be paid for from fund
balance and can be discontinued at any time.
Attachments
n/a
Staff Contact
Harry Muns, Fire Chief
Page 4 of 4
April 13, 2023 Agenda Page 36 of 67
City of Chula Vista Measure A COC
Consideration of the Proposed Measure A Ten -Year Spending Plan and Spending Plan for Agenda Date:
Fiscal Year 2023/2024 and determination of their compliance with Measure A April 13, 2023
requirements
Department: Finance, Fire & Police
Recommended Action
Committee consider the proposed ten-year and FY 2023/2024 Measure A spending plans, determine
their compliance with Measure A requirements and recommend City Council approval and
incorporation of the proposed FY 2023/2024 Measure A spending plan into the City's FY 2023/2024
budget
Discussion
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 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).
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.
To comply with duties #1 and #2, a report has been prepared to review the Measure A Spending Plan
AprilV�, 2023 Agenda Page 1 of 2
Page 37 of 67
City of Chula Vista
Measure A COC
for the 2023/2024 fiscal year, and make a determination regarding City compliance with Measure A
requirements.
Current -Year Fiscal Impact
There is no current -year fiscal impact accepting the report.
Ongoing Fiscal Impact
There is no ongoing fiscal impact accepting the report.
Attachments
Attachment 1: Measure A Public Safety Expenditure Plan - April 2023
Staff Contact
Edward Prendell, Budget & Analysis Manager, Finance Department
Jonathan Alegre, Administrative Services Manager, Police Department
Emily Folker, Principal Management Analyst, Fire Department
Page 2 of 2
April 13, 2023 Agenda Page 38 of 67
X44
JN
Measure
Public Safety
Expenditure Plan
Measure A COC
Nw, 20243 Agenda Page 39 of 67
City of Chula Vista
Introduction
Measure A COC
Measure A Public Safety Expenditure Plan 2023
The City of Chula Vista is located at the center of one of the richest cultural, economic and environmentally
diverse zones in the United States. It is the second-largest city in San Diego County with a population of
277,220. Residents enjoy a multitude of quality of life amenities, including award-winning public schools,
established neighborhoods, parks and trails, shopping and dining opportunities, and popular attractions.
Chula Vista is one of the top ten safest cities of its size in the country.
Public Safety is a top priority in the City of Chula Vista with 75 percent of general fund discretionary
revenues allocated to Police and Fire personnel and services (approximately $84 million of $113 million in
revenues)'. In addition, staff from Administration, Finance, Human Resources, City Attorney and Public
Works provide significant support to public safety. Unfortunately, as noted in the City's Long -Term
Financial Plan, which is available on the City website at
https://www.chulavistaca.gov/departments/finance/financial-reports, discretionary revenues are not
keeping pace with the need for additional public safety personnel to support the City's current and future
population.
Process for Creation of the Plan
At the June 6, 2017 Council Meeting, the City Manager was directed to "report back to the City Council
within 120 days with a plan to address the chronic understaffing of the Police and Fire Departments, with
such plan considering all options, including: (i) alternative service models that may improve effectiveness
and reduce costs; and (ii) potential funding sources."
The City Manager established an internal working group with staff from Fire, Police, Administration and
Finance Departments to conduct a comprehensive assessment of the Police and Fire Departments. To
help identify the needs and priorities of our community and to evaluate the state of public safety, the City
Manager formed the Public Safety Advisory Committee (PSAC) in July 2017. The committee included Chula
Vista residents, business owners and community leaders.
Staff reported back to Council on September 26, 2017 with a Public Safety Staffing Report which is
available at www.chulavistaca.gov/publicsafety. The report assessed factors affecting public safety,
including:
• Community and stakeholder feedback/input on priorities for delivery of public safety services
• Short and long-term staffing level standards for CVPD and CVFD
• Response times for Priority 1 and Priority 2 emergency calls for CVPD
• Response times with properly equipped and staffed fire and medical units for CVFD
• Consideration of alternate public safety service delivery models
• Accounting for growth — 5 -year, 10 -year and build -out projection models
' Fiscal Year 2023 City of Chula Vista Adopted Budget
1
April 13, 2023 Agenda Page 40 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
• Fiscal forecasts and impacts
The Public Safety Staffing Report provided the foundation for developing the Public Safety Staffing
Strategies report which is available at www.chulavistaca.gov/publicsafety. The Public Safety Staffing
Strategies includes:
• Recommending staffing allocations for CVPD and CVFD to provide critical public safety services
• Estimated costs for staffing and a phasing schedule
• Assessment of potential funding sources
• Overview of results of public opinion surveys
The City's Communications staff informed the Chula Vista community about public safety staffing issues
in a variety of media including: the Community Connection newsletter, press releases, public and media
outreach and social media. Additionally, CVFD and CVPD representatives have attended community
meetings and discussed these public safety staffing issues.
At the September 26, 2017 City Council meeting, Council directed the City Manager to conduct a public
opinion survey, inform the community about public safety staffing issues presented, and to come back to
Council with options to address staffing issues, including revenue options.
In November 2017, the City of Chula Vista engaged a research firm to conduct a public opinion survey to
identify the services and projects that residents are most interested in funding and to obtain input on a
potential half -cent general sales tax to fund the services.
Public Opinion on Prioritizing Projects and Programs
0. Strongly favor
Prov ida quick respo nses to 9-1-1 emergencies
Keep public areas cl can and free of graffiti
Reduce gang activity and drug-related crimes
Provide police services, including crime prevention and inv esti g2ti o ns
Provide fire protection and paramedic services
Improve response timesfor 9-1-1 emergencies
Hire additional police offi cers and increase the number of neighborhood police patrols
Provide fire protection and emergency medical services
Hire additional firefighters and increase the number of fire emergency response units
Provide services to seniors
Provide servicesfor youth,teensto keep them offthe streets, away from drugs and gangs
Maintain and protect natural open space areas
Address the homeless problem
Increase number of school safety officers to keep schools safe. prevent gang activity
.Attract new empl oy ers and good-pay!ng j bs to the City
Improve wlldfi re response and prevention
Promote econornc development to stimulate the local econorry
Prevent fires by inspecting old buildings
D 10 2] '_I �a ea ea
°SRespondents
7
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Ta so e0 1a]
April 13, 2023 Agenda Page 41 of 67
City of Chula Vista Measure A COC
Measure A Public Safety Expenditure Plan 2023
At the December 19, 2017 City Council meeting, staff presented the Public Safety Staffing Strategies
report. This report outlined staffing proposals for the Police and Fire Department that addressed critical
needs. The departments evaluated their operations and identified the gaps in not only service levels, but
also in the customer service experience for residents and businesses.
At the February 13, 2018 City Council meeting, the City Council accepted the recommendations of the
Public Safety Advisory Committee to adopt the Intended Public Safety Expenditure Plan ("Expenditure
Plan"). In addition, the City Council approved the first reading of an Ordinance adding Chapter 3.34 to
Title 3 of the Chula Vista Municipal Code to establish a one-half cent General Transactions and Use Tax
and calling for a general Municipal election to be held on June 5, 2018.
At the February 27, 2018 City Council meeting, the second reading and adoption of Ordinance No. 3415
of the City of Chula Vista adding Chapter 3.34 to Title 3 of the Chula Vista Municipal Code to establish a
one-half cent General Transactions and Use Tax to be administered by the California Department of Tax
and Fee Administration including provisions for Citizens' Oversight and Accountability.
On June 5, 2018, the People of the City of Chula Vista approved Measure A authorizing a one-half cent
sales tax on retail sales within the City.
On October 1, 2018, the collection of the Measure A sales tax began.
Citizens' Oversight Committee
As required by the City of Chula Vista Municipal Code the Measure A Citizens' Oversight Committee
("COC") was created and held its first meeting on September 26, 2018. The COC is composed of 11
members. The function of the COC is to review and report on City compliance with the terms of the
Municipal Code and the spending guidelines contained in the City Council approved Intended Public Safety
Expenditure Plan, and each Measure A Expenditure Plan presented to and approved by the City Council
thereafter. Additional information related to the Measure A COC can be found at
https://www.chulavistaca.gov/departments/city-clerk/boards-commissions/boards-commissions-
list/citizens-oversitzht-committee-measure-a.
Amendments to the Public Safety Expenditure Plan
On October 30, 2018, City staff presented to the Citizens' Oversight Committee ("COC") an amended
Measure A Intended Public Safety Expenditure Plan. The amended plan includes updated sales tax
revenue assumptions, staffing changes for both the Fire and Police Departments, and updated
expenditure assumptions. The COC voted unanimously to support the amended Measure A intended
Public Safety Expenditure Plan.
On December 18, 2018, the City Council adopted the amended Measure A Intended Public Safety
Expenditure Plan, amended the FY 2019 Budget, and authorized the addition of new positions that were
funded by the Measure A Sales Tax.
C
April 13, 2023 Agenda Page 42 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
On June 4, 2019, the City Council adopted the Fiscal Year 2020 Proposed Budget that established the
Measure A appropriations and adding authorized staffing of various City departments.
On June 18, 2019, the City Council approved a resolution amending the Measure A Public Safety
Expenditure Plan (PSEP); updating Measure A sales tax revenue assumptions; staffing changes for both
the Police and Fire departments, and updated expenditures.
On July 11, 2019, the Measure A COC voted to support amendments to the Public Safety Expenditure Plan
to add two Digital Forensics Technician II positions to meet the Police Department's need to collect,
handle, process, and analyze digital evidence for police investigations and for criminal prosecutions.
On December 3, 2019, the City Council approved resolutions amending the Measure A Public Safety
Expenditure Plan; and amending the Fiscal Year 2020 Operating Budget; and adding authorized staffing to
the Police and Fire Departments.
On December 12, 2019, the Measure A COC voted to support amendments to the Public Safety
Expenditure Plan to add one Police Agent and three Peace Officer positions to meet the Police
Department's need to combat illegal cannabis operations. On January 14, 2020, the City Council approved
a resolution amending the Measure A Public Safety Expenditure Plan to add one Police Agent and three
Peace Officer positions.
On May 14, 2020, the Measure A COC determined compliance of the Public Safety Expenditure Plan with
Measure A requirements and recommended City Council approval and incorporation of the proposed FY
2021 Measure A spending plan into the City's FY 2021 budget.
On June 9, 2020, the City Council adopted the Fiscal Year 2021 Proposed Budget that established the
Measure A appropriations and adding authorized staffing of various City departments.
On August 13, 2020, the Measure A COC voted to support amendments to the Public Safety Expenditure
Plan to move up the hiring of six Peace Officers to FY 2021 as a result of Community Oriented Policing
Services (COPS) grant funding. On August 25, 2020, the City Council approved a resolution amending the
Measure A Public Safety Expenditure Plan to move up the hiring of six Peace Officers to FY 2021.
On October 8, 2020, the Measure A COC voted to support amendments to the Public Safety Expenditure
Plan to add one Public Information Specialist and one Information Technology Technician. On October
20, 2020, the City Council approved a resolution amending the Measure A Public Safety Expenditure Plan
to add those two positions to the Police Department.
On February 11, 2021, the Measure A COC voted to support amendments to the Public Safety Expenditure
Plan to add one Operations Support Captain and three Firefighter/EMT positions to Fire Station 9, along
with one Police Lieutenant, one Police Sergeant and three Peace Officers to support Police Department
Community Relations and drone operations. On March 2, 2021, the City Council approved a resolution
amending the Measure A Public Safety Expenditure Plan to add one Police Lieutenant, one Police Sergeant
and three Peace Officers. On March 16, 2021, the City Council approved a resolution amending the
4
April 13, 2023 Agenda Page 43 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
Measure A Public Safety Expenditure Plan to add one Operations Support Captain and three
Firefighter/EMT positions to Engine 59.
On April 8, 2021, the Measure A COC determined compliance of the Public Safety Expenditure Plan with
Measure A requirements and recommended City Council approval and incorporation of the proposed FY
2022 Measure A spending plan into the City's FY 2022 budget.
On October 14, 2021, the Measure A COC voted to support amendments to the Public Safety Expenditure
Plan to add one Police Captain, one Equipment Mechanic, one Forensics Specialist, 3 Property & Evidence
Specialists, one Property & Evidence Supervisor and 3 Senior Police Records Specialists. On November 9,
2021, the City Council approved a resolution to add these 10 positions to the Measure A Public Safety
Expenditure Plan.
On April 14, 2022, the Measure A COC voted to support amendments to the Public Safety Expenditure
Plan to fund five police vehicles and emerging technology, equipment and services for the fire
department. Also on April 14, 2022, the Measure A COC determined compliance of the Public Safety
Expenditure Plan with Measure A requirements and recommended City Council approval and
incorporation of the proposed FY 2023 Measure A spending plan into the City's FY 2023 budget.
On July 14, 2022, the Measure A COC voted to support amendments to the Public Safety Expenditure Plan
to add 4 Fire Captains, 2 Fire Engineers, 3 Firefighter Paramedics, one Senior Application Support Specialist
and one Inventory Control Specialist. On August 9, 2022, the City Council approved a resolution to add
these positions to the Measure A Public Safety Expenditure Plan.
On October 13, 2022, the Measure A COC voted to support amendments to the Public Safety Expenditure
Plan to add two Community Services Officers, 20 hourly Community Services Officers and supplies and
services for Measure -A funded positions. On November 8, 2022, the City Council approved a resolution
for these amendments to the Measure A Public Safety Expenditure Plan.
On January 12, 2023, the Measure A COC voted to support amendments to the Public Safety Expenditure
Plan to fund police vehicles, Drone As First Responder operations and counseling services for the Police
Department. On March 7, 2023, the City Council approved a resolution for these amendments to the
Measure A Public Safety Expenditure Plan.
Police Department Critical Needs — February 2018 (original plan)
As of February 2018, when the original Intended Public Safety Expenditure Plan was presented to the City
Council, the Chula Vista Police Department was composed of over 300 authorized fulltime employees,
including 232 sworn officers, 91 professional staff and over 80 volunteers who worked tirelessly to provide
public safety services to the second largest city in San Diego County. CVPD general fund allocations were
at 32%, below the regional average for law enforcement agencies. CVPD had the lowest sworn staffing to
population ratio in the County and the second lowest staffing ratio in California for comparably sized cities.
Furthermore, CVPD's staffing ratio was significantly lower than a decade ago when the Department was
authorized 259 sworn officers and 114 professional staff.
9
April 13, 2023 Agenda Page 44 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
Despite such challenges, Chula Vista was fortunate to have a relatively low crime rate and it was
consistently recognized as one of the safest cities of its size in the country. Unfortunately, staffing
challenges, combined with Chula Vista's growth, strained CVPD's ability to continue to provide the high
level of public safety service to which the residents of Chula Vista were accustomed. After extensive
review, CVPD staff recommended substantial increases in sworn and civilian staff to raise CVPD's staffing
to the appropriate level to meet the current and projected future service demands of Chula Vista. The
Public Safety Staffing report presented to City Council on September 26, 2017, explored the history of
CVPD's staffing challenges and made recommendations to restore CVPD staffing to levels more in line
with those of regional law enforcement agencies. The following is a summary of the immediate staffing
needs as identified by the Police Department.
Police Department Critical Needs (Phases I and II)
Positions
Phase I
Phase II
Total
Peace Officers
16.0
11.0
27.0
Police Agents
8.0
2.0
10.0
Police Sergeants
5.0
1.0
6.0
Total Sworn
29.0
14.0
43.0
Civilian Background Investigator
2.0
-
2.0
Community Services Officer
2.0
1.0
3.0
Detention Facilities Manager
1.0
-
1.0
Police Comm Systems Manager
1.0
-
1.0
Police Dispatcher
7.0
4.0
11.0
Sr. Police Technology Specialist
1.0
-
1.0
Total Non -Sworn
14.0
5.0
19.0
Total Police FTE Positions
43.0
19.0
62.0
Note: In addition to the positions listed above, the intented spending plan allocates
resources to support staff reimbursements, vehicles and IT equipment needs.
Police Officers - 43 positions
Uniformed Community Patrol Officers (24 positions) Uniformed patrol responds to calls for service, deters
crime and conducts proactive policing to address traffic and quality of life issues. These are among the
primary missions of any municipal police agency. It is critical to maintain adequate staffing throughout
the City, 7 days a week and 365 days a year. The addition of 24 officers would provide more than a 30
percent increase in the number of officers on the street at any time, and would double the number of
officers in the fast-growing/developing areas of the City.
Despite personnel transfers to Community Patrol from other CVPD divisions, first-line patrol operations
are falling short of historical performance standards and outcomes. As discussed in the Public Safety
Staffing Report, Community Patrol is consistently unable to meet Priority 1 and 2 GMOC response times.
6
April 13, 2023 Agenda Page 45 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
Priority 3 and Priority 4 call response times also have increased dramatically, further increasing wait times
for citizens reporting crimes or calling for police service.
Additionally, other markers of Community Patrol effectiveness indicate a decline in operational capacity.
Notable areas of performance concern 2008-2016
• 53% decline in officer initiated calls for service
• 41% decline in felony arrests
• 26% decline in misdemeanor arrests
• 49% decline in traffic citations
• 28% increase in traffic related deaths and injuries
• 10% increase in traffic collisions
• 51% decline in parking citations
These statistics are indicative of a reactive patrol stance rather than one which is proactive and service
oriented. The primary factor for such reductions likely are officer workloads and lack of proactive time to
address community problems other than priority calls.
It is also worth noting that police work has changed and cases and workloads are more complex than ever.
This means patrol officers must consider many more factors as they go about their work. Oftentimes this
results in a substantially increased workload. For example, the District Attorney's Office has enhanced
case issuance guidelines which often requires more time for initial field investigations and subsequent
follow-up work by detectives.
Other factors, like Body Worn Cameras have many benefits but they extend the report writing process by
requiring officers to review video footage to ensure report accuracy. Also, social media use, almost non-
existent a decade ago, has exploded and adds to case complexity and investigative time. To complicate
matters, the public's use of smart phones and other electronic devices requires extra time, training,
sophistication and expertise to thoroughly investigate cases. For example, search warrants are often
required when phones are seized and cases with multiple suspects may require extensive downloads and
searches of several phones and electronic devices to build a prosecutable case.
Homeless Outreach Team (4 positions) CVPD is also challenged by increasing calls for service regarding
homelessness which require more time and resources. Issues surrounding homelessness became so
serious that in the Fiscal Year 2016-17 budget, the City Council approved funding to add two officers and
a part-time coordinator position to form the Homeless Outreach Team (HOT). While the Department's
HOT team has done great work, two officers cannot make a large enough impact on this difficult social
and public safety challenge which requires constant monitoring and attention.
Patrol officers respond to the majority of calls related to homelessness. These cases are not simple and
often involve interconnected social dynamics, substance abuse and mental health problems. A
humanitarian policing response is complex and time consuming. Homeless outreach involves close
collaboration with social service providers to provide wraparound services and enforcement to address
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April 13, 2023 Agenda Page 46 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
the chronically homeless. Again, such coordination is a lengthy process. By adding four more officers to
the HOT team, the police department can better address issues that impact every neighborhood in the
City.
Traffic Enforcement Officers (4 positions) Traffic Enforcement Officers coordinate traffic safety
campaigns, conduct specialized enforcement, follow-up on hit and run investigations, enforce DUI laws,
address illegally parked cars and abandoned vehicles, and investigate serious and fatal traffic collisions.
Current staffing prevents the Police Department from dedicating officers to investigate hit and run
collisions, and traffic safety continues to be a growing concern in a rapidly growing city. By adding more
Traffic Enforcement Officers, the Police Department can address this urgent community need.
School Resource Officers (4 positions) The safety of our schools is another crucial priority for our
community. Since 2007, the number of School Resource Officers (SRO) has been cut in half. An increase
in the number of SRO Officers is critical for the continued safety of our 65 schools and 57,000 students.
The SRO Unit is part of the Criminal Investigations Division. Contracts with Chula Vista Elementary School
District and Sweetwater Union High School District offset almost 50% of the cost of these services with
the remainder covered by the City.
Investigations/Detectives (7 positions) The Police Department's Investigation Division conducts follow-up
and investigations to identify and arrest criminals, locate missing persons, monitor sex offenders, locate
and return stolen property, regulate police controlled businesses such as alcohol, tobacco, and illegal
marijuana, and coordinate with federal agencies in areas related to drug enforcement, child abuse, human
trafficking, auto theft, and terrorism. Since 2007, the number of detectives in many investigation units
has been cut in half. Increasing the number of detectives is important to enhancing the police
department's ability to investigate and prosecute criminal offenders.
Support/Professional/Civilian Staffing (19 positions)
9-1-1 Operators and Dispatchers (11 positions) The Police Department's 9-1-1 Center is the first point of
contact for service delivery for virtually all police and fire services. All 9-1-1 calls go first to the
Communications Center before being routed as emergency calls to Chula Vista Police Dispatchers or San
Diego Fire Department Dispatch (contracted Dispatch for Chula Vista Fire). As of September 2018, CVPD
had 21 Police Dispatchers and 5 Police Dispatch Supervisors. The Association of Public Safety
Communication Officials (APCO) standards indicate that CVPD should be staffed with a minimum of 30
Police Dispatchers, not including supervisors, based upon call volumes. Increasing staffing in this crucial
area helps to ensure public safety by improving answer times and by meeting minimum staffing
requirements as recommended by APCO standards.
Other Critical Support Staffing Needs (8 positions) Police operations require significant support from
civilian and professional staff. These important members of the Police Department include customer
service staff for the Department's public service counter, community service and police service officers,
crime lab and evidence technicians, police report and records specialists, and technology specialists. A
moderate increase in professional staff is necessary to support additional capabilities made possible
1
April 13, 2023 Agenda Page 47 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
through additional resources and capacity, and to meet the expectations of today's modern policing
requirements.
Amended Police Department Critical Needs (Phase 1) - April 2023 (current plan)
The original Public Safety Expenditure Plan (PSEP), adopted by the City Council on February 13, 2018 was
developed under the assumption that new sales tax revenue in the amount of $9M per year would be
dedicated to Police Department staffing and related support. As a result, the original PSEP proposed
adding 29 sworn and 14 civilian positions over a five-year period as referenced above. But, after
recognizing that the demands from our community and the needs of the Police Department were
constantly in a state of flux, and that projected revenue from the Measure A sales tax would likely change,
the Police Department embarked on an ongoing review of the staffing plan. The Police Department also
facilitated a number of informal meetings and discussions with internal personnel, and with internal and
external stakeholders and organizations, to seek further input on the PSEP.
As a result of this work, a modified version of the plan was developed and is presented herein. The
amended PSEP recommends the addition of 41 sworn, 26 full-time civilian, and 20 hourly civilian (9.52
FTE) positions over a five-year period.
Police Department Phase I - Implementation By Fiscal Year
Position
FY19
FY20
FY21
FY22
FY23 Total
POLICE CAPTAIN
2.0 4.0
COMMUNITY SERVICES OFFICER (HOURLY)
1.0
1.0
POLICE LIEUTENANT
2.0
1.0
FORENSICS SPECIALIST
1.0
POLICE SERGEANT
1.0
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
3.0
24.0
SWORN FTE TOTAL
5.0
11.0
1 21.0
4.0
0.0 4 1. 01
CIVILIAN BACKGROUND INVESTIGATOR 1.0
1.0
COMMUNITY SERVICES OFFICER
2.0
2.0 4.0
COMMUNITY SERVICES OFFICER (HOURLY)
9.52 9.52
DIGITAL FORENSICS TECHNICIAN II
2.0
2.0
FORENSICS SPECIALIST
1.0
1.0
INFORMATION TECHNOLOGY TECHNICIAN
1.0
1.0
COMMUNICATIONS CENTER MANAGER
1.0
1.0
POLICE DISPATCHER 2.0
5.0
7.0
PROPERTY & EVIDENCE SPECIALIST
3.0
3.0
PROPERTY & EVIDENCE SUPERVISOR
1.0
1.0
PUBLIC INFORMATION SPECIALIST
1.0
1.0
SR. POLICE RECORDS SPECIALIST
3.0
3.0
SR. POLICE TECHNOLOGY SPECIALIST j 1.0
j 1.0
CIVILIAN FTE TOTAL 4.0
POLICE DEPARTMENT
10.0 2.0
8.0
11.52 1 35.52
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April 13, 2023 Agenda Page 48 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
This amended plan is different than the original PSEP, and has been approved by both the COC and City
Council. These differences are detailed below:
• Police Captain: As the Police Department has grown in size and complexity, the current
configuration of a Chief of Police and four division managers (3 Captains & 1 Admin Services
Manager) is increasingly unwieldy. The Department has become a national leader in police
innovation and 21st Century Policing, which is a significant advantage for the agency as it meets
the challenges of the future. At the same time, CVPD's innovations draw management and
executive staff time and energy in a number of directions external to the management of the
organization. A fourth Police Captain was added in FY22 to provide for the adequate span of
control for the Department, given that 56 positions have been added to the Department through
Measure A funding, and to allow the department to consolidate management and oversight of
some crucial operational areas that are currently handled as collateral duties.
• Police Lieutenant: To address the evolving needs of the community and the growing police
organization drone program, one Police Lieutenant intended for the day-to-day management of
strategic operations such as DFR, continuous improvement, special projects and other adjutant
responsibilities was added in FY21.
• Police Sergeant: With the expansion of additional locations, hours of operations, and additional
Pilots In Command, one Police Sergeant overseeing daily DFR operations was added in FY21.
• Police Agent: To address the growing impact of illegal and unregulated cannabis sales, one
Homeless Outreach Agent was added in FY20 to primarily focus on outreach combating drug
impacts within the homeless population.
• Peace Officer: Also related to cannabis enforcement, three officer positions were added in FY20.
One investigator is focused on illegal and non-regulated cannabis operations, one homeless
outreach officer is focused on outreach combating drug impacts within the homeless population,
and one School Resource Officer is focused on scholastic campaigns and youth anti-drug
education efforts. Additionally, two Patrol Officers were added (one in FY22 and another in FY23)
as a result of eliminating one Civilian Background Investigator and one Detention Facility Manager
from the original PSEP. The addition of two Peace Officer positions supplements future field
staffing, helping to increase safety and improve response times. As a result of Community
Oriented Policing Services (COPS) grant funding, the hiring of six Peace Officers was moved up to
FY21 (five from FY 22 and one from FY23). Two DFR Officers and one Community Relations Officer
were added in FY21 as a result of anticipated sales tax revenue increases.
• Civilian Background Investigator (-1): After receiving input from department members and other
stakeholders, the Police Department is deleting one Civilian Background Investigator from the
plan. The deletion of this position allows the department to enhance other critical needs,
including the need to increase field personnel to improve response times. To meet the projected
increase in background investigations, the Police Department instead intends to complement full-
time investigators with contracted support. Contracted support will be used until such time that
sworn patrol staffing allows for the transfer of one peace officer position to support background
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April 13, 2023 Agenda Page 49 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
needs. The temporary use of a peace officer position to assist with background investigations
allows for greater flexibility in the future —as the number of background investigations decreases,
a peace officer position (unlike a Civilian Background Investigator) may be reassigned elsewhere
within the department to meet changing demands.
• Community Services Officer: Expedite the hiring of 2.0 Community Service Officers (CSO) to FY20
instead of hiring one position in FY21 and the other in FY22, respectively. The Police Department
intends to assign both CSO positions to support sworn detectives to provide much needed support
to police investigations. In FY23, add 2 full-time CSOs and 20 part-time hourly CSOs to handle
calls for service that do not require the presence of an armed police officer, resulting in a
significant reduction of response times to Priority 4 and Priority 5 calls.
• Digital Forensic Technician: Add 2.0 Digital Forensics Technician II positions in FY20 to meet the
Police Department's need to collect, handle, process and analyze digital evidence for police
investigations and for criminal prosecutions. As a result of adding these positions, the Police
Department is able to free existing customer -facing staff, including a Police Agent detective and
a Community Service Officer, that have been temporarily assigned to meet this role since FY16.
• Detention Facility Manager (-1): After receiving input from department members and other
stakeholders, the Police Department has deleted one Detention Facility Manager from the plan.
While this position is important to overall department operations, the deletion of this position
helps the department better align projected Measure A resources to enhance other critical needs,
such as improving field staffing and reducing response times. The Police Department was able to
add this position through the Jail Enterprise Fund in September 2019.
• Communications Center Manager: Move up the hiring date of this position to FY20 instead of
FY22, allowing enough time to complete several ongoing major projects including an expansion
of the current dispatch center to meet future staffing needs.
• Police Dispatcher: Expedite the hiring of 2.0 Police Dispatchers from FY21 to FY20. The Police
Department requested to hire these two positions in January 2020, instead of July 2020 as initially
planned. Moving up the hire date by six months will allow the Police Department to meet service
needs in the Dispatch Center, which was expanded in October 2019.
• Information Technology Technician: To address daily traditional office productivity and IT
operations, one Information Technology Technician was added in FY21.
• Public Information Specialist: One Public Information Specialist was added in FY21 to work under
the direction of the existing collateral PIO personnel, allowing the department to expand and
enhance transparency and engagement strategies within the modern landscape of digital media,
maintain the crucial involvement of sworn staff to put police matters into proper context, and
free some workload from sworn staff so that they can focus more on their primary crime fighting
responsibilities.
• Sr. Police Technology Specialist (correction): The original PSEP contained a typographical error,
making it appear that the Sr. PTS position was not scheduled until FY2019-20. This was in conflict
with the Police Department's intentions and with other sections of the PSEP itself. The
Department has modified the final plan to correct the error and to indicate that this position is
scheduled for FY2018-19 (rather than FY2019-20).
11
April 13, 2023 Agenda Page 50 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
• Forensic Specialist: After an analysis of operations relating to evidence control and laboratory
processing identified significant areas in need of improvement, a Forensic Specialist was added in
FY22 to meet ATF Minimum Required Operating Standards (MROS) for processing of firearm
evidence, to provide operational continuity for the pre-existing 2.0 Forensic Specialists when
responding to crime scene investigations, to add structural integrity to the laboratory program,
and to provide the Police Department with new capabilities necessary to help reduce gun violence
in our City.
• Property & Evidence Supervisor: After an analysis of operations relating to evidence control and
laboratory processing identified significant areas in need of improvement, a Property & Evidence
Supervisor was added in FY22 to supervise the Evidence Control Unit's pre-existing two full-time
and part-time hourly positions. Together, these positions are responsible for the processing and
maintenance of more than 40,000 evidence transactions per year.
• Property & Evidence Specialists (3): After an analysis of operations relating to evidence control
and laboratory processing identified significant areas in need of improvement, (3) Property &
Evidence Specialists were added in FY22 to assist the Evidence Control Unit's pre-existing 2 full-
time and part-time hourly positions. Together, these positions are responsible for the processing
and maintenance of more than 40,000 evidence transactions per year.
• Senior Police Records Specialists (3): The administrative support needs for the Police Support
Services (PSS) unit have grown significantly while staffing in the unit has remained the same since
it lost positions in 2007 due to the recession. The PSS unit reviews and validates over 16,000
reports from the department's record management system, over 1,500 supplemental officer
reports, and over 500 vehicle impound reports each year. In FY22, (3) Sr Police Records Specialists
were added to address the increased workload, complexity of technical systems/processes and
legislative mandates.
• Equipment Mechanic: With the approval of Measure A, the Police and Fire departments have
added staff and associated vehicles and equipment. This in turn has resulted in increased
workload for the City's Fleet Maintenance staff. In FY22, an Equipment Mechanic was added to
allow for improved service delivery for public safety vehicles as preventative maintenance and
repairs to be addressed in a timelier manner. Half (0.5 FTE) of a full-time position was funded by
the Police Department, and the other half was funded by the Fire Department. The position was
budgeted in the Central Garage Fund.
The Police Department recognizes that current community demands, safety strategies, and staffing needs
will likely change in the future. The Police Department also recognizes that revenues and expenses used
to calculate current allocation plans may change in the future. As a result, this plan is intended to be a
"living document". Future recommendations may change.
Desired Police Department Safety Outcomes
CVPD staff understand the fiscal outlook and limitations of the City and acknowledge the negative
consequences of not being transparent with policymakers regarding the current state of CVPD's
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April 13, 2023 Agenda Page 51 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
operational capacity. But, it is imperative that the City recognizes the challenges to providing public safety
services to meet Chula Vista's needs, especially with limited funding to keep pace with growth.
The top ten desired public safety service outcomes:
1. Improve Priority 1 and Priority 2 response times to consistently meet and surpass Growth
Management Oversight Commission
• Priority 1— Emergency CaIIs2. Properly equipped and staffed police units shall respond
to at least 81% of Priority 1 calls within 7 minutes and 30 seconds and shall maintain
an average response time of 6 minutes or less for all Priority 1 calls (measured
annually).
• Priority 2 — Urgent Calls3. Properly equipped and staffed police units shall respond to
all Priority 2 calls within 12 minutes or less (measured annually).
2. Expand the Homeless Outreach Team to help address the City's most pressing social needs
3. Improve Community Patrol staffing to provide for 40% pro -active time. This will result in
an organization that is pro -active vs. reactive to crime and disorder trends
4. Improve Communications Center staffing and operations to improve first-line contact and
service processing with the public
5. Improve Investigative capacity and follow-up in all major investigative units to maximize
successful case resolution and provide better customer service to victims
6. Improve the Traffic Division's operational footprint to proactively respond to traffic related
problems and reduce traffic related deaths and injuries
7. Significantly expand the School Resource Officer Unit to more adequately serve the needs
of growing school districts and the youth population of Chula Vista'
z Priority 1— Emergency Calls are life-threatening calls; felony in progress; probability of injury (crime or
accident); robbery or panic alarms; urgent cover calls from officers. Response: Immediate response by two
officers from any source or assignment, immediate response by paramedics/fire if injuries are believed to have
occurred.
3 Priority 2 — Urgent Calls are misdemeanor in progress; possibility of injury; serious non -routine calls
(domestic violence or other disturbances with potential for violence). Response: Immediate response by one
or more officers from clear units or those on interruptible activities (traffic, field interviews, etc.)
' During FY2020-21, discussions with school districts suggested some potential concerns over the size and role of
the School Resource Officer Unit in context with a larger dialogue about the role of police officers in our
communities and in our schools. During the same period, the relative amount of reimbursement from the
Sweetwater Union School District declined causing a reduction in dedicated School Resource Officers provided to
the district. The Police Department understands that community perception may change along with expectations
of Chula Vista's school districts. The Police Department is dedicated to enhancing safety and services to Chula
Vista's schools and youth populations, but will continue to listen to the needs of the district. As a result, the Police
Department may seek alternative means of enhancing safety for our schools and youth populations without
unnecessarily expanding the number of school resource officers when such action is not consistent with the
desires of our school districts or our community.
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April 13, 2023 Agenda Page 52 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 12023
8. Expand use of technology to streamline operations and support intelligence led policing
practices
9. Expand the Department's Community Policing Unit and community outreach efforts to
foster stronger community ties
10. Provide for the expansion of services to the eastern section of the City by staffing a
storefront or small substation with full-time staff during regular business hours. A similar
storefront would be planned for the Bayfront tourist district to support a reconstituted
bike team to patrol the tourist district
Fire Department Critical Needs
The mission of the Chula Vista Fire Department (CVFD) is to protect life, environment and property.
Carrying out that mission is very complex and becomes more complex with each passing year. The Public
Safety Staffing Report, as presented to the City Council on September 26, 2017, evaluated CVFD's core
capabilities and services and compared them against outcome -based performance metrics that are
supported by appropriate regulations, industry standards and best practices.
As the City's population grows, there will be a subsequent increase in demand for fire and emergency
services (call volume). Urban planning has and continues to move toward higher housing densities and it
is critical for the Fire Department to support the additional population, as well as prepare for wildland fire
events, natural disasters, and the present threat of active shooter incidents and terrorism. The variety of
service demands will require a shift in how the Fire Department deploys and delivers services, with the
outcome focused on protecting life and property.
The following includes a summary of the staffing needs as identified by the Fire Department. A more
detailed discussion is available in the Public Safety Staffing report.
Current Coverage
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April 13, 2023 Agenda Page 53 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
Fire Department Phase I and II - Critical Staffing Needs
(As presented in 2017 Public Safety Staffing report)
Positions
Phase I
Phase II
Total
Deputy Chief
1.0
1.0
2.0
Fire Captain
8.0
12.0
20.0
Fire Engineer
-
12.0
12.0
Firefighter/Paramedic
8.0
12.0
20.0
Firefighter
18.0
18.0
36.0
Fire Inspector/Investigator II
-
3.0
3.0
Public Education Specialist
1.0
-
1.0
Total Fire Personnel
36.0
58.0
94.0
Note: In addition to the positions listed above, the intented spending plan allocates
resources to support staff reimbursements, vehicles and IT equipment needs.
Fire Department Amended Phase 1/11 Public Safety Expenditure Plan
FTE Balance:
FY19 FY20
FY21
FY22
FY23
FY24
Total
Deputy Fire Chief
2
(1)
1
Fire Captain - Ops Support
1
1
Fire Captain - Public Education & Media Services
1
1
Fire Captain - Squads *
2
2
(4)
Firefighter/Paramedic - Squads *
2
2
(4)
Firefighter EMT (4.0 Staffing)
12
3
9
3
3 30
Fire Captain - 80 Hour
2
2 4
Fire Engineer - 80 Hour
2
2
Firefighter/Paramedic - 80 Hour
3
3
Senior Application Support Specialist
1
1
Inventory Control Specialist
1
1
TOTAL FIRE PERSONNEL (AMENDED)
19
7
1
3
9
5 44
*Positions fill with equivalent positions utilizing overtime
ORIGINAL PSEP TOTAL FIRE PERSONNEL
1 121
13
"1
-
-1 36
This plan is different than the original PSEP as approved by both the COC and City Council in January 2018.
Differences are described in the above table and are detailed below.
In March of 2019, the Fire Department applied for a FEMA SAFER Grant, and as a result, 3.0 Firefighters
in the Measure A Spending Plan were removed pending the outcome of the potential grant award. In
September 2019, FEMA announced to the city acceptance of the grant proposal, and funding of the grant
award. The funding of the grant offset a percentage of the costs for these positions over the next three
15
April 13, 2023 Agenda Page 54 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
years. Staff brought forward a mid -year adjustment and spending plan amendment to move 3.0
Firefighter positions from FY2021 to FY2020 for the new Millenia Fire Station.
The responsibility of the Fire Department is to review response performance data and the appropriate
application of Measure A sales tax revenues that will ensure the best return on investment in terms of
staffing improvements for improved deployment of Fire Department resources
The Fire Department with support of the Finance Department has studied its current staffing model for
SQUADS. It has been determined that a positive return on investment will be attained through adjustment
of SQUAD staffing practices with a transition from full time equivalent staffing to an overtime -based
staffing model. The anticipated savings from the new SQUAD service delivery model, and increase to the
Measure A Sales Tax revenue projection, will allow the hiring of 9.0 additional Firefighters. This staffing
change will result in three of the four current Fire engines without 4.0 staffing to be staffed at 4.0 staffing
levels upon the completion of the FY20 Fire Academy (January through May).
The new staffing model will allow the department to maintain SQUAD deployment and allow for the
expansion of 4.0 staffing beginning in January 2020 on Engine 56, and starting in June 2020 expanded to
both Engine 54 and 58. The proposed staffing schedule illustrates the expansion of 4.0 staffing (hiring of
9.0 Firefighters for the expansion of 4.0 Staffing on three existing engines, and 3.0 Firefighters for the new
Millenia Fire Station).
Fire Department Amended Phase II Public Safety Expenditure Plan
Positions
Phase II
Deputy Fire Chief
1.0
Fire Captain
12.0
Fire Engineer
12.0
Firefighter/Paramedic
12.0
Firefighter
18.0
Fire Inspector/Investigator II
3.0
Total Fire Personnel
58.0
Fire Department emergency operations performance standards are focused on outcomes of core
functions and services provided. The Fire Department has found that by establishing the following three
metrics, all other services are met when these are achieved. Meeting these metrics also provides the
highest level of service to the residents of Chula Vista.
Fire; First Unit On -Scene
First unit on -scene within seven minutes 90% of the time, with four firefighters, is known as the Initial
Attack Force. This Attack Force establishes command at the scene, initiates an attack on the fire, and
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April 13, 2023 Agenda Page 55 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
performs search and rescue. The key function of this metric is to maintain distribution and reliability of
resources. If a unit arrives prior to the seven -minute mark and initiates fire attack prior to flashover
occurring, the survivability within the room of origin increases and fire loss is reduced.
Fire; Effective Response Force
14 firefighters on -scene within ten minutes 90% of the time is known as the Effective Response Force and
capable of command and control of the scene, establishing a water supply, supporting and backing up fire
attack, completing search and rescue, performing ventilation of heat and smoke, providing a Rapid
Intervention Crew and a Safety Officer. Fighting a fire requires the right number of personnel and
resources to meet this metric. The critical tasks required by the Effective Response Force include
coordinating and allocating resources, extinguishing the fire, searching for victims, and performing
ventilation. By having the correct number of firefighters on -scene in a timely manner, the fire can be
extinguished, and firefighters can then tend to property conservation tasks.
EMS: First Unit On -Scene
In the case of emergency medical events, having the first unit on -scene within seven minutes 90% of the
time is crucial to a positive outcome for the patient. Units must establish command, provide basic life
support and initiate advanced life support patient care. Arriving prior to the seven -minute mark provides
basic life support patient care to stabilize the sick and injured. Once the patient is stabilized, advanced life
support skills can be initiated prior to the arrival of the transporting ambulance. With the arrival of the
first on -scene unit within seven minutes, survivability increases significantly.
Fire Prevention/Investigation
Within the Fire Prevention Division, the primary outcome metric is to identify and eliminate hazards.
Therefore, it is important that the Division complete all required inspections. These metrics are used to
determine if the Fire Prevention Division is accomplishing its goals. The Division's current metrics are:
For Fire Code Inspection services, the following performance metrics shall be met:
• Complete 100% of permitted occupancy inspections annually
• Complete 100% of California State Fire Marshal regulated occupancy inspections annually
• New business license inspections are completed within 30 days
For Fire Safety Engineering services, the following performance metrics shall be met:
• Complete 90% of plan reviews within the established time frames
For Fire Investigation services, the following performance metrics shall be met:
• 100% of fire origin and cause investigations performed by Fire Prevention personnel
For Community Risk Reduction Education services, the following performance metrics shall be met:
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April 13, 2023 Agenda Page 56 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
• Complete 200 public education/outreach sessions/classes/events annually
Recommendation 1 (Completed)
In FY 2019, fund one additional firefighter on four of eight engine companies. This would provide four
firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) to engines 51,
52, 55 and 57; adding 12 full time employees to the Fire Department's authorized staffing.
Implementation of this recommendation isforecasted to improve service delivery performance outcomes
by the following:
Metric
Current City -Wide
Performance
City -Wide Performance
Improvement
Greatest Geographic
Improvement
*West
**Central
EMS; First Unit
81.1%
81.3%
(+) .3%
(+) .8%
Fire; First Unit
44.7%
58.4%
(+) 18.6%
(+) 6%
Fire; EFF
49.7%
54.3%
(+) 1.7%
(+) 15%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 2 (Completed)
In FY 2019, fund two Deputy Fire Chief positions. One Deputy responsible for Fire Administration duties
and one Deputy responsible for Emergency Medical Services.
Deputy Fire Chief— Emergency Medical Services - The February 2018, Intended Public Safety Expenditure
Plan identifies the addition of a Deputy Fire Chief in fiscal year 2020 and another in fiscal year 2025. It is
the intention of the Fire Department to implement both positions in fiscal year 2019 with one assigned
Administrative and the second EMS responsibilities. The Chula Vista Fire Department renewed a 3 -year
contract for ambulance transport services with American Medical Response (AMR) in October of 2018.
This new agreement is a continuation of an ongoing contracted service with AMR for the past 40 years.
The Fire Department is seeking ways to improve ambulance transport services, and ambulance response
times, as well as reducing base rate costs to residents who use ambulance transport services. With, the
EMS Deputy Chief in place, they conducted a thorough analysis of service delivery options and presented
them to City Management and City Council. In May of 2020, the City Council elected to assume ambulance
transport services and those services be delivered by the Chula Vista Fire Department.
Measure A funding of this Deputy Fire Chief position will only be necessary for the duration of time
necessary to complete the analysis and implement Fire Department Based Ambulance Transport System.
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April 13, 2023 Agenda Page 57 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
As of the launching of the Fire Department Based Ambulance Transport System, this position has been
removed from the Measure A Expenditure Plan and is now funded by the Ambulance Transport System.
Deputy Fire Chief—Administration This Position was originally budgeted for FY20 and has been amended
to reflect FY19. The Fire Department currently operates with an executive staff consisting of the Fire Chief
and a Deputy Fire Chief responsible for the Operations Division. By comparison, during the recession in
2009, Fire Department Executive Staff included an additional Deputy Fire Chief responsible for oversight
of the Administrative Division.
The Fire Department Strategic Business Plan consists of 5 Lines of Business: Administration, Operations,
Fire Prevention, Support Services, and Training. Of these, there are currently two Lines of Business that
must share management oversight which has been delegated to existing senior staff members because
the Department lacked funding to adequately fill a Deputy Fire Chief staff position. Using Measure A funds,
the Fire Department will fill the vacated Deputy Fire Chief position.
Within each line of business are a number of programs and services. For example, the Human Resources
Program consists of the following services: Staffing, Professional Standards, Volunteer Services, Employee
Support Services, and Special Events. Furthermore, each service is further broken down into a manageable
series of tasks.
Due to inadequate staffing, these workloads are either added to other Senior Staff member's current
workloads or are overlooked and ignored. Filling the Deputy Fire Chief position will allow for proper
oversight of the Administration and Support Services Line of Business.
This Deputy Chief will oversee two of the five Lines of Business within the Fire Department; the
Administration Line of Business and Support Services Line of Business.
Recommendation 3 (Completed)
In FY 2019, fund a Public Education and Media Services position (Fire Captain) responsible for community
risk reduction education including completing community risk assessments, community education
program development and coordination, social media engagement, and respond to media requests and
public inquiries.
Recommendation 4 (Completed)
In FY 2019, fund one squad response unit. In FY 2020, fund one additional squad response unit. This will
provide a much-needed increase of distribution of response resources in the east and will provide four
firefighters (1 Fire Captain and 1 Firefighter/Paramedic on each squad) daily. Implementation of this
recommendation is forecasted to improve service delivery performance outcomes by the following:
Metric
Current City -Wide
City -Wide Performance
Greatest Geographic
Performance
Improvement
Improvement
19
April 13, 2023 Agenda Page 58 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
West represents tire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
As of FY21, Squads are now filled on an overtime basis rather than with FTEs.
Recommendation 5 (Completed)
In FY 2021, fund the fourth firefighter on the Millenia fire station (fire station 10) engine company. This
would provide a 4.0 staffed crew with four firefighters (1 Fire Captain, 1 Fire Engineer, 1
Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time employees to the Fire
Department's authorized staffing (refer to footnote on Page 12 related to the City applying for a FEMA
SAFER Grant). Implementation of this recommendation is forecasted to improve service delivery
performance outcomes by the following:
Metric
Current City -Wide
Performance
City -Wide Performance
Improvement
***East
FS8
EMS; First Unit
81.1%
82.3%
(+) 5.5%
(+) 8%
Fire; First Unit
44.7%
48.5%
(+) 8.2%
(+) 23.5%
Fire; EFF
49.7%
52.4%
(+) 4.3%
(+) 2.9%
West represents tire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
As of FY21, Squads are now filled on an overtime basis rather than with FTEs.
Recommendation 5 (Completed)
In FY 2021, fund the fourth firefighter on the Millenia fire station (fire station 10) engine company. This
would provide a 4.0 staffed crew with four firefighters (1 Fire Captain, 1 Fire Engineer, 1
Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time employees to the Fire
Department's authorized staffing (refer to footnote on Page 12 related to the City applying for a FEMA
SAFER Grant). Implementation of this recommendation is forecasted to improve service delivery
performance outcomes by the following:
Metric
Current City -Wide
Performance
City -Wide Performance
Improvement
Greatest Geographic
Improvement
***East
FS7
EMS; First Unit
81.1%
81.5%
(+) 2.2%
(+) 3.8%
Fire; First Unit
44.7%
45.4%
(+) 3.4%
(+) 0%
FTEFF
49.7%
51.7%
(+) 10.2%
(+) 13.2%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 6
In FY 2024, fund one squad response unit. In FY 2025 fund one squad response unit. This will provide
additional needed distribution of response resources in the east and will provide four firefighters (1 Fire
Captain and 1 Firefighter/Paramedic on each squad) daily. Implementation of this recommendation is
forecasted to improve service delivery performance outcomes by the following:
all
April 13, 2023 Agenda Page 59 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
Metric
Current City -Wide
Performance
City -Wide Performance
Improvement
Greatest Geographic
Improvement
**Central
FS4
EMS; First Unit
81.1%
82.2%
(+) 2.8%
(+) 3%
Fire; First Unit
44.7%
48.2%
(+) 9.6%
(+) 22%
FTEFF
49.7%
53%
(+) 12.7%
(+) 11.1%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 7
In FY 2024, fund the fourth firefighter on the Bayfront fire station (fire station 11) engine company. This
would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1
Firefighter/EMT) daily, adding 12 full time employees to the Fire Department's authorized staffing.
Implementation of this recommendation is forecasted to improve service delivery performance outcomes
by the following:
Metric
Current City -Wide
Performance
City -Wide Performance
Improvement
Greatest Geographic
Improvement
*West
EMS; First Unit
81.1%
82.9%
(+) 3.1%
Fire; First Unit
44.7%
51.7%
(+) 12.2%
Fire; EFF
49.7%
57.3%
(+) 14.3%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 8 (Completed)
As part of Phase II fund one additional firefighter on the remaining four of eight engine companies.
This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1
Firefighter/EMT) daily, adding 12 full time employees to the Fire Department's authorized staffing. As of
September of 2021, all engine companies in the city will be staffed at 4.0.:
21
April 13, 2023 Agenda Page 60 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
Metric
Current City -Wide
Performance
City -Wide Performance
Improvement
Greatest Geographic
Improvement
*West
EMS; First Unit
81.1%
82.9%
(+) 3.1%
Fire; First Unit
44.7%
51.7%
(+) 12.2%
FTEFF
49.7%
57.3%
(+) 14.3%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 9
As part of Phase II funding the fire station 3 engine company. This would provide four firefighters (1 Fire
Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily, adding 12 full time
employees to the Fire Department's authorized staffing. This recommendation is driven by increasing call
volume in southwest Chula Vista. Implementation of this recommendation is forecasted to improve
service delivery performance outcomes by the following:
Metric
Current City -Wide
Performance
City -Wide Performance
Improvement
Greatest Geographic
Improvement
**Central
FS9
EMS; First Unit
81.1%
82.4%
(+) 1.2%
(+) 3.6%
Fire; First Unit
44.7%
52.2%
(+) 11.8%
(+) 38.1%
Fire; EFF
49.7%
61.4%
(+) 22.4%
(+) 57.4%
Recommendation 10
As part of Phase II funding the Bayfront fire station (fire station 11) truck company. This would provide
four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) daily,
adding 12 full time employees to the Fire Department's authorized staffing. This recommendation is
driven by development and new growth of the Bayfront area of the city. Implementation of this
recommendation is forecasted to improve service delivery performance outcomes by the following:
Metric
Current City -Wide
City -Wide Performance
Greatest Geographic
Performance
Improvement
Improvement
22
April 13, 2023 Agenda Page 61 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
West represents tire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 11
As part of Phase II fund one Deputy Fire Chief responsible for Support Services including information
technology, facility management, fleet management, equipment management, supplies management and
communication systems management.
Recommendation 12
As part of Phase II fund three Fire Inspector/Investigators assigned to conduct life safety inspections in
multi -family apartment/condominium buildings, mobile home parks and assist in completing a higher
percentage of fire investigations.
Phase I — Critical Needs Funding
The City Council was provided an overview of various revenue options for consideration. In addition, the
City Council heard the findings from the public opinion survey conducted in November 2017. After
discussions regarding the critical needs and funding options, the City Council directed the City Manager
to return with a proposal for Council consideration to place a half -cent sales tax measure before the voters
to fund public safety critical needs.
After reviewing the critical needs for each department, as well as the costing information to address the
needs, staff has identified two phases to address the staffing shortage in public safety. Phase I outlines
the most critical needs identified by the Police and Fire Departments for the next 10 years. Although
addressing these needs does not fully address critical staffing needs entirely, it does allow the
departments to significantly improve the service level provided to residents and businesses throughout
the City. Phase I public safety critical needs could be funded by the Measure A half -cent sales tax measure
which would generate approximately $18 million per year. Sales taxes, also referred to as transaction and
use taxes, are an option for cities to consider when looking for significant additional funding. Sales taxes
must be approved by registered voters to take effect. If the funds are intended to be used for a specific
purpose a 2/3 voter approval is required. For general use sales taxes, a 50 percent plus one vote is required
for approval. The combined local sales taxes are capped at two percent, with some exceptions allowed by
23
April 13, 2023 Agenda Page 62 of 67
*West
F59
EMS; First Unit
81.1%
81.3%
(+) .3%
(+) .3%
Fire; First Unit
44.7%
51.2%
(+) 10.3%
(+) 1.9%
Fire; EFF
49.7%
59.2%
(+) 10.3%
(+) 55.8%
West represents tire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 11
As part of Phase II fund one Deputy Fire Chief responsible for Support Services including information
technology, facility management, fleet management, equipment management, supplies management and
communication systems management.
Recommendation 12
As part of Phase II fund three Fire Inspector/Investigators assigned to conduct life safety inspections in
multi -family apartment/condominium buildings, mobile home parks and assist in completing a higher
percentage of fire investigations.
Phase I — Critical Needs Funding
The City Council was provided an overview of various revenue options for consideration. In addition, the
City Council heard the findings from the public opinion survey conducted in November 2017. After
discussions regarding the critical needs and funding options, the City Council directed the City Manager
to return with a proposal for Council consideration to place a half -cent sales tax measure before the voters
to fund public safety critical needs.
After reviewing the critical needs for each department, as well as the costing information to address the
needs, staff has identified two phases to address the staffing shortage in public safety. Phase I outlines
the most critical needs identified by the Police and Fire Departments for the next 10 years. Although
addressing these needs does not fully address critical staffing needs entirely, it does allow the
departments to significantly improve the service level provided to residents and businesses throughout
the City. Phase I public safety critical needs could be funded by the Measure A half -cent sales tax measure
which would generate approximately $18 million per year. Sales taxes, also referred to as transaction and
use taxes, are an option for cities to consider when looking for significant additional funding. Sales taxes
must be approved by registered voters to take effect. If the funds are intended to be used for a specific
purpose a 2/3 voter approval is required. For general use sales taxes, a 50 percent plus one vote is required
for approval. The combined local sales taxes are capped at two percent, with some exceptions allowed by
23
April 13, 2023 Agenda Page 62 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
state law. This means that cities are only able to add a 1 percent additional sales taxes when proposing a
new measure. This is typically proposed in one-quarter cent, half -cent or one cent increments.
The measure provides that any proposed expenditures of new sales tax revenues in the initial year will be
presented in a form consistent with this Plan to the Citizen Oversight Committee prior to City Council
consideration. For each subsequent year, the spending plan, after review by a Citizen Oversight
Committee, will be included in the City Manager's proposed budget for Council consideration as part of
the annual budget process.
The measure requires that expenditure of new sales tax revenues be tracked in a variety of ways. First, all
new revenues will be accounted for in the General Fund as a separate line item. Any and all expenditures
of Measure "A" will be tracked and accounted for by the City's Finance Department staff in accordance
with Generally Accepted Accounting Principles (GAAP). Second, an independent audit of Measure "A" will
be included as part of the City's annual audit. Finally, a Citizen's Oversight Committee was formed to
review and report compliance with the sales tax ordinance and spending guidelines contained in the
Intended Public Safety Expenditure Plan.
Note: This Plan is intended to guide City expenditures consistent with its terms. It does not, however,
constitute a binding legal commitment on the City Council to approve any of the expenditures proposed
herein. Provided that all proposed expenditures continue to be for public safety critical needs including
support staff and equipment needs as outlined in the spending plan, this Plan may also be updated or
amended from time to time by City staff, or by action of the City Council, in order to address changed
priorities, standards and/or funding availability. There shall be no third party beneficiaries to the terms of
this Plan. This Plan does not modify the terms of the sales tax measure. To the extent of any conflict
between the terms of this Plan and the sales tax measure, the terms of the sales tax measure shall govern.
Citywide Support Staff
Public Safety is a top priority in the City of Chula Vista. As of July 2021, the City allocates approximately
72% of discretionary revenues to the Police and Fire Departments combined. This includes approximately
$22.9 million in revenue from Measure A, but doesn't include the citywide support staff in Finance, Human
Resources, Information Technology, Administration, City Attorney and Public Works that spend a
significant amount of time supporting public safety services. The spending plan does take into account an
annual estimated reimbursement to the support departments for Measure A related activities. Some of
the services provided by the support departments to public safety include payroll processing, deferred
compensation, financial analysis, procurement, budgetary support, recruitment, employee benefits,
workers compensation, employee performance, labor negotiations, public safety IT systems support, legal
services, contractual oversight, risk management and facilities and equipment maintenance.
The annual allocations to these departments may vary based on the time spent supporting public safety
and is based on support staff expenses not to exceed 3.75% of Measure A revenues. The initial years may
24
April 13, 2023 Agenda Page 63 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
require additional funding due to recruitment costs and other support services. The following are the
budget allocations for FY 2023 and FY 2024 estimate:
MEASURE A SUPPORT ALLOCATION ESTIMATES
FY 2D23 Adopted FY 2D24 Proposed
Measure A City Support Allocation
Fire Department 480,129 515,918
Administration Dept (42,054) {50,000)
Finance Dept (112,560) (124.334)
Human Resources Dept (0.5 Sr HR Analyst + 1.0 HP Tech) (106.744) (119.130)
Public Works - Central Garage (1.0 Equip Mechanic) (113,771) (108,334)
Information Technology Dept (105,000) (114,124)
Fire Department Total
Police Department 480,129 515,918
City Attorney Dept (1.0 Dep City Atty III) (198,034) (222,379)
Human Resources Dept (0.5 Sr HR Analyst+ 1.0 HR Tech) (106,744) (119,130)
Information Technology Dept (105,000) (114,121)
Finance Dept (70,351) (60,288)
Police Department Total
Total Support Allocation 960,258 1,031,836
Phase II Critical Needs Funding
Phase II public safety critical needs could move forward as the City's economic base improves and major
transformational projects begin moving forward such as the Bayfront and University development
projects. Other funding options may also be considered in the future as part of the annual budget process.
Phase II Funding Options
Local governments receive revenues from a variety of sources. The detailed listing of all the City's funding
sources is included in both the Annual Adopted Budget and the Comprehensive Annual Financial Report.
Following is a summary of other revenue sources which could be considered in the future to address Phase
II if the City's economic base does not grow sufficiently to fund additional critical needs.
Parcel Taxes — Parcel taxes are another method for cities to raise new revenues. Like sales taxes, parcel
taxes require registered voter approval. The key difference is that all parcel tax measures require 2/3 voter
approval to pass. There is no specific cap on the level of parcel taxes that can be proposed for voter
consideration. For example, with an additional $100 parcel tax, the City would generate approximately
$10 million in new revenue annually.
25
April 13, 2023 Agenda Page 64 of 67
City of Chula Vista
Measure A COC
Measure A Public Safety Expenditure Plan 2023
Special District Taxes — Special Districts come in a variety of forms. Some are used to build new
infrastructure, while others are maintenance related to help preserve assets that were previously built.
As it relates to public safety, the most common special district is a public safety community facilities
district (CFD). Depending on the number of parcels and registered voters within the proposed taxing area,
the approval of the tax may come from the property owner or registered voters. A 2/3 vote is typically
required for approval of a new CFD. The most common application of a public safety CFD is to identify
new development areas within a City and propose a new special tax in that area to maintain or enhance
service levels for future residents. Special tax rates may vary depending on the type of residential and
commercial development within the CFD boundaries. The main restriction of special district safety taxes
is that the funds are earmarked and must be spent in the area in which the voters approved the measure
(district boundaries).
Fees — Fees are discussed in greater detail within the City's Long Term Financial Plan. In general, fees can
be established or increased with the vote of City Council. It is a best practice to set fees at full cost
recovery, or the total cost of providing the services to the individual or company, when the services are
provided to an individual and are not a general benefit to the community. For public safety purposes, fees
may come in the form of administrative fees, permits or other activities provided to individuals. An
example may be a fire response fee when responding to negligent behavior when a fire is started because
of conditions not within code or a police false alarm fee to recover cost of non -incident alarms.
Transient Occupancy Taxes — Transient Occupancy Taxes, also referred to as TOT, are taxes paid by
hotel/motel guests when the duration of the stay is less than 30 consecutive days. A majority vote of the
electorate is required to approve an increase in the TOT rate within a City. Currently, the City's TOT rate
is 10 percent. Each 2 percent increase in TOT would bring in an estimated $800,000 annually based on the
existing hotels in the City.
Also, recent projections by the City's actuary does assume that the escalating pension costs will level off
in approximately 10 years which may provide for additional opportunities to fund Phase II critical needs
as part of the regular budget process. These assumptions are very preliminary as CaIPERS continues to
recommend changes which may prolong the pension cost impacts to all participating agencies.
Conclusion
The longer-term projections for the City's General Fund continue to pose serious challenges because
revenues are not expected to be sufficient to cover current costs or new costs that are on the horizon.
Because the City has limited abilities to impact near-term revenue, staff will continue to identify cost
saving measures and address economic development opportunities throughout the City. It is unlikely that
the City will be able to address public safety's critical staffing needs discussed in this report without a new
revenue source. This report identified the Phase I public safety critical needs that could be funded through
a half -cent sales tax measure. Phase 11 could be addressed as the City continues to grow and new economic
development projects become a reality. The additional critical needs could be considered as part of the
annual budget process as the City works through its fiscal challenges.
26
April 13, 2023 Agenda Page 65 of 67
City of Chula Vista
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