Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
2024-04-22 ACOC Post Agenda Packet Special Meeting
**POST-MEETING AGENDA** Date:Monday, April 22, 2024 Time:6:00 p.m. Location:Chula Vista Police Department, Community Room 315 Fourth Avenue, Chula Vista Measure A Citizens' Oversight Committee Special 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. • 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." • Email Comment. Submit comments via email to ACOC@chulavistaca.gov. The commenting period will close three hours before the special meeting. All comments will be made available to the Committee and the public. • 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@chulavistaca.gov (California Relay Service is available for the hearing impaired by dialing 711) at least forty-eight hours in advance of the meeting. Pages 1.CALL TO ORDER 2.ROLL CALL Committee Members Alvarez de lo Cobos, Becotte, Bruzee, Cruz, Guillen, Hobson, Rivera, Roberts, Sallee, Vice Chair Volland and Chair Stucky 3.PUBLIC COMMENTS Persons may address the Committee on any subject matter within the Committee’s jurisdiction that is not listed as an item on the agenda. State law generally prohibits the Committee from discussing or taking action on any issue not included on the agenda, but, if appropriate, the Committee may schedule the topic for future discussion or refer the matter to staff. If you wish to speak on any item, please fill out a "Request to Speak" form and submit it to the Secretary prior to the meeting or submit an electronic comment per the instructions on page one of this agenda. 4.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. 4.1 Presentation by Deputy City Manager Courtney Chase: Keeping Chula Vista Safe, Clean and Well-Maintained, A Status Update on Measure P 4 5.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. 5.1 Appointment of Committee Chair and Vice Chair for Fiscal Year 2024/2025 5.2 Approval of Meeting Minutes of January 11, 2024 29 Recommended Action: Committee approve the minutes. 5.3 Confirm Use of Fund Balance for a Fire Department Training Facility that is in Compliance with the Provisions of Measure A 32 Department: Fire Recommended Action: Citizens’ Oversight Committee to confirm the use of Fire Department Measure A fund balance to acquire property and develop a purpose-built training facility that is in compliance with the provisions of Measure A. City of Chula Vista Measure A COC April 22, 2024 Agenda Page 2 of 116 5.4 FY 2022/23 Annual Report of the Measure A Citizens' Oversight Committee 56 Department: Finance, Fire & Police Recommended Action: That the Committee review the report, provide comments, and recommend a presentation to the City Council. 5.5 Consideration of the Proposed Measure A Ten-Year Spending Plan and Spending Plan for FY 2024/25 and Determination of Their Compliance with Measure A Requirements 79 Department: Finance, Fire & Police Recommended Action: That the Committee consider the proposed ten-year and FY 2024/25 Measure A spending plans, determine their compliance with Measure A requirements, and recommend that the City Council approve and incorporate the proposed FY 2024/25 Measure A spending plan into the City’s FY 2024/25 budget. OTHER BUSINESS 6.STAFF COMMENTS 7.CHAIR'S COMMENTS 8.COMMITTEE MEMBERS' COMMENTS 9.ADJOURNMENT to the regular meeting on July 11, 2024, 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@chulavistaca.gov. City of Chula Vista Measure A COC April 22, 2024 Agenda Page 3 of 116 Keeping Chula Vista Safe, Clean and Well -Maintained A Status Update on Measure P Presented by: Courtney Chase, Deputy City Manager Page 4 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Background on Measure P ½ Cent Sales Tax on Retail Sales Voter Approved on November 8, 2016 Collection Began April 1, 2017 10-Year Period, Set to Expire in 2027 Instituted the Citizens’ Oversight Committee Established the Infrastructure, Facilities and Equipment Expenditure Plan which established the most critical priority items for funding Key Highlights Page 5 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Evaluation of City Infrastructure Page 6 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Background on Measure P Approved Expenditure Plan Priorities Pave, maintain and repair residential streets and fix potholes Upgrade or replace aging police, fire and 911 emergency response facilities, vehicles and equipment Replace storm drains to prevent sinkholes Upgrade irrigation systems to conserve water and save energy Make essential repairs to older libraries, senior center and recreation centers Improve our Traffic Signal Systems Page 7 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda 42%City Infrastructure Projects Replacement of the City network & upgrades to telecommunications has allowed for Smart City functionality which reduces traffic congestion and associated carbon emissions, enhances energy savings in City buildings, provides advanced citizen engagement through the capabilities of virtual City Hall, and enables enhanced security at City parks and other locations. City Network Upgrade Over 300 residential street segments were in failing condition and required major rehabilitation and repairs at costs significantly more than typical preventative maintenance. Measure P funding allowed for major asphalt replacement and rehabilitation on these streets placing them into a sustainable cycle of preventative maintenance for years to come. Residential Street Rehab & Repair Measure P has funded a multitude of much- needed upgrades and repairs at Chula Vista's largest park, covering nearly 60 acres, including reconstruction of the basketball courts, bleachers, picnic benches, and drinking fountains; expansion of ADA access; and new restroom facilities. Rohr Park Renovation Page 8 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda 42%City Infrastructure Projects Measure P funding has allowed for the rehabilitation of more than 160 Corrugated Metal Pipe (CMP) locations including storm drain repairs of over 19,000 linear feet outside the right of way. Drainage Funding from Measure P has been utilized to repair over 7,640 damaged sidewalk locations exhibiting moderate -to- small heave displacements including the replacement of 130 sidewalk panels throughout the city. Sidewalks Measure P funding has allowed for traffic signal modifications and upgrades to 11 existing signalized intersections. These upgrades improve visibility, provide for protected left turn movements, and replaced failing and outdated traffic signals at various locations citywide. Traffic Signals Page 9 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Public Safety Projects $30 million in Measure P funding has facilitated major rehabilitation of Fire Stations throughout the City-Including the design and construction of new Fire Stations 3 and 5 and reconstruction of Fire Station 1, improving emergency services and response times in the community. Fire Facilities and Equipment Funding from Measure P has secured a new $1.4 million PremierOne Computer Aided Dispatch (CAD) System, a critical component of the 911 emergency service framework, ensuring that the system remains stable and reliable with expanded technological capabilities directly impacting response times and officer safety. Police Dispatch Center 37% Page 10 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Public Facility Renovations The Loma Verde Community Center underwent a $22.5 million renovation and has a new multi-purpose gymnasium, dance rooms, crafts room, fitness room, game room, restrooms, two new pools and splash pad, shower/changing rooms, and classrooms. Loma Verde Community Center The Chula Vista Civic Center Library opened its doors in 1976, and thanks to Measure P, the City has been able to address significant infrastructure repairs including replacing the roof, restroom renovations for ADA access, and electrical/HVAC upgrades. All with the focus of increasing access to services and materials for the public. Civic Center Library 21% Page 11 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Community Facilities Page 12 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Parks, Fields & Courts Page 13 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Energy & Water Page 14 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Public Safety Page 15 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Storm Drains Page 16 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Streets Page 17 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Sidewalks Page 18 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure P Financials 22% Current Expenditure Allocation 37%42% City Infrastructure Projects Public Safety Public Facility Renovations $165.5M 10Y Expected (2016) $244.8M 10Y Projected Actual v. Projected Revenues Sales Tax Revenues were originally estimated to generate $16 million per year Updated 2023 revenue estimates are projected to generate >$25 million per year The Infrastructure, Facilities and Equipment Plan includes long -term financing of approximately $70.8 million from the issuance of bonds via Resolution 2017-089 on June 6, 2017, in order to expedite the most critically needed repairs or replacements of citywide infrastructure. City has paid down the bond debt principal by 49% ($34.7 million) as of FY22-23 Page 19 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure P Citizens’ Oversight Committee Meeting:4th Thursday Quarterly (Jan, Apr, Jul, Oct) The committee is comprised of nine members consisting of five At-Large members, with at least one from each Council district, and four Designated members selected from candidates brought forward by select nominating authorities. The main function of the Measure P Citizens’ Oversight Committee (COC) is to review and report on City compliance with the provisions of Measure P, particularly with respect to the City’s accounting and expenditure of Measure P revenues. David Garcias (Term Exp. 2025) Chair: Page 20 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure P Citizens’ Oversight Committee Meeting:4th Thursday Quarterly (Jan, Apr, Jul, Oct) The main function of the Measure P Citizens’ Oversight Committee (COC) is to review and report on City compliance with the provisions of Measure P, particularly with respect to the City’s accounting and expenditure of Measure P revenues. Specific duties include: Review and comment on each year’s Finance Department Report, Measure P Spending Plan, and Auditor Report. Prepare an annual report regarding the Finance Department Report for presentation to the City Council at a Public Meeting Work with City staff to identify and apply ‘best practices’ for tracking and reporting on Measure P revenues and expenditures relative to other City revenue and expenditures. Role & Function The committee is comprised of nine members appointed to four-year terms, consisting of five At-Large members, with at least one from each Council district, and four Designated members selected from candidates nominated by the following Nominating Authorities: Chula Vista Chamber of Commerce Alliance of Californians for Community Empowerment San Diego & Imperial Counties Labor Union San Diego Taxpayers Association Parks and Recreation Commission Sustainability Commission David Garcias (Term Exp. 2025) Chair: About Page 21 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Maintaining Local Funding without Raising Taxes Funding is set to expire, unless voters choose to renew it. To continue upgrading and maintain streets, underground storm drains and other local infrastructure the City is considering a November 2024 ballot measure to renew this source of funding for an additional 10 years at the current rate, without raising taxes. Page 22 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Continued Funding Could be Used To: Fix potholes and pave and maintain local streets Clean up trash and litter along streets sidewalks and in other public areas Keep existing parks and recreations facilities safe, clean, and well-maintained Repair infrastructure including sidewalks, curbs and storm drains Make improvements to roads and intersections to better manage traffic congestion on City streets Repair or replace aging underground stormwater pipes that are at risk of collapse and creating sinkholes Address homeless encampments and increase cleanup efforts Page 23 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fiscal Accountability and Local Control Required public disclosure of all spending Essential purchases such as groceries, prescription medicine, diapers, and feminine hygiene products would continue to be exempt from sales tax All funds must stay local in Chula Vista and no funds can be taken away by the State Renewal of local funding at current rates, with no increase to local sales tax Any local funding measure would include fiscal accountability requirements, including: Page 24 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Ballot Measure Planning Voter Survey Election Timing Tax Rate Political Landscape Non-Advocacy Communication Existing comms Informational mailers / digital ads Internal and external audiences Seek feedback Refine proposal Community readiness? Ballot Resolution/ Ordinance 75 words Projects & Programs Ballot Argument & Signers Official Vote (>88 days before Election) Volunteer leaders Fundraising Website/Social Endorsements Grassroots Lawn Signs Mailers Digital Ads Get Out the Vote © 2023 We are Here Nov 2024 election: Council Action Summer 2024 Page 25 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda "By successfully leveraging and investing our Measure P revenue to fund our priority infrastructure needs, the City has delivered on their promise to maintain a stronger, safer Chula Vista and improving the quality of life for our residents and visitors. " -DAVID GARCIAS CHAIR, MEASURE P CITIZENS OVERSIGHT COMMITTEE Page 26 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Delivering on the Promise... Page 27 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda QUESTIONS Page 28 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda 1 REGULAR MEETING OF THE MEASURE A CITIZENS' OVERSIGHT COMMITTEE Meeting Minutes January 11, 2024, 6:00 p.m. Chula Vista Police Department, Community Room 315 Fourth Avenue, Chula Vista Present: Committee Member Alvarez, Committee Member Cruz, Committee Member Guillen, Committee Member Hobson, Committee Member Roberts, Committee Member Sallee, Vice Chair Volland, Chair Stucky Absent: Committee Member Becotte, Committee Member Bruzee Also Present: Administrative Services Manager Alegre, Fire Chief Muns, Police Captain Foxx, Police Captain Martin, Director of Finance Schoen, Assistant City Attorney McClurg, Deputy City Manager Chase, Deputy City Attorney III Carnahan, Fiscal Management Analyst Vargas, Officer D. Anderson, 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 6:00 p.m. in person. 2. ROLL CALL Secretary Giron called the roll. 3. PUBLIC COMMENTS 4. ACTION ITEMS 4.1 Approval of Meeting Minutes of October 12, 2023 Page 29 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda 2 Moved by Committee Member Alvarez Seconded by Vice Chair Volland Committee approve the minutes Result: Carried Unanimously 4.2 Consideration of Proposed Amendments to the Measure A Public Safety Expenditure Plan to Include Drone Costs and a Police Officer Recruiting Campaign Moved by Committee Member Hobson Seconded by Committee Member Roberts Committee to support use of Police Department available fund balance for drone costs and a Police Officer recruiting campaign and recommend City Council approval of amended FY 2023/2024 Measure A spending plan. Result: Carried Unanimously 4.3 Funding for Technology, Grant Match, Fuels Crew Equipment, Reserve Fire Engines, Recruitment/REMS, & Equipment Mechanic Moved by Vice Chair Volland Seconded by Committee Member Guillen Committee to support using the Fire Department's one-time fund balance and ongoing Measure A funds to purchase technology, vehicles and equipment, fund grant match with the Regional Fire Foundation, and hire one Equipment Mechanic. Result: Carried Unanimously 5. PRESENTATIONS 5.1 Presentation of the Fiscal Year 2023 Measure A Compliance With the Public Safety Expenditure Plan Report Audit was completed and results show that we are in compliance. 5.2 City Attorney Neighborhood Protection Unit Highlights and Updates 7 permanent GVROs were issued. Presented at the City Manager’s meeting on Workplace Violence Prevention Orders, which is a restraining order from people internally and the public. Page 30 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda 3 Helped Traffic Division setup a system with the court, where you can issue an arrest warrant on a vehicle involved in evading the Police or for reckless driving. If the Officer sees the violation, s/he can notate the license plate, present it to court and impound for the vehicle for up to 30 days. Received a grant to address tobacco offenses, including the illegal sales of flavored tobacco. Worked with Code Enforcement to get the owner of Wienerschnitzel on Broadway to take responsibility for their property, to get demolished. Massage ordinances recently went through an overhaul. Owners were given a 6-month grace period to make corrections and get into compliance. Grace period has ended, and enforcement has begun. Goal for 2024, is to come up with ways to address chronic 911 callers/abusers who tie up valuable resources. OTHER BUSINESS 6. STAFF COMMENTS None 7. CHAIR'S COMMENTS None 8. COMMISSIONERS' COMMENTS None 9. ADJOURNMENT The meeting was adjourned at 7:51 p.m. Minutes prepared by: Cristina Giron, Secretary _________________________ Cristina Giron, Secretary Page 31 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda V.01 Page 1 of 4 Item Title Agenda Date: April 22, 2024 Confirm use of Fund Balance for a Fire Department Training Facility is in Compliance with the Provisions of Measure A Department: Fire Recommended Action Citizens’ Oversight Committee to confirm the use of Fire Department Measure A fund balance to acquire property and develop a purpose-built training facility is in compliance with the provisions of Measure A. Discussion Co-located at Fire Station 4 (850 Paseo Ranchero) is the Fire Department Training Facility. At the fire station, there is one engine company on duty each day providing service to the Rancho Del Rey neighborhood and surrounding community. Fire Station 4 can house one fire engine and consists of two apparatus bays, four dorms, two bathrooms, an office, a kitchen, and a dayroom configuration. The Training Facility is located on the same property and includes a five-story training tower, a 24- person classroom, a women’s and men’s locker room, and office space for four permanent staff members. Combined, this joint facility sits on approximately 1.5 acres. Both facilities have no further capacity beyond the engine company’s firefighters and the four-person year-round training staff. Adjacent to the Fire Station 4/Training Facility property is an approximately 4-acre unimproved lot that was originally slated for an additional branch of the City Library (Rancho Del Rey Site). This site was anticipated to satisfy a 60,000-square-foot library gap identified in the City’s Library Master Plan. Since the approval and ongoing construction of the Millenia Library anticipated to open in 2025, the City’s Library programming requirements have been satisfied as detailed in the Library Master Plan. The Fire Department has expanded its training operation onto this unimproved lot to accommodate the increased need for space required for the ongoing training requirements for our increasing number of personnel and specialized and technical training. Ensuring a long-term resolution for a suitable training facility is of utmost importance, as it enables the maintenance of optimal staffing levels to meet service demands while fulfilling ever-increasing mandatory continuing education requirements to preserve personnel safety. The current size of the training facility has limited the number of Fire Recruits that can be in any one academy, impacting the City’s ability to hire. The current use of the Training Facility includes: Academies for fire department personnel (Sworn Firefighters & Non-safety Ambulance Transport System; a minimum of 20-40 personnel per year). Page 32 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 2 of 4 Annual mandatory and ongoing continuing education requirements for Firefighters & Ambulance Transport System personnel (Live Fire Training, Firefighter Rescue, EMT/PM Continuing Education & Skills Verification, Hazardous Materials Response, Technical Rescue Response, Emergency Response Vehicle Operation). New hire testing capabilities. o Written Exam (appropriate space capacity). o Physical Ability Exam (appropriate space/equipment capacity). Probationary Firefighter & Ambulance Transport personnel testing (4, 8, & 12-month tests; a minimum of 20-40 personnel per year). Annual promotional exam processes (ATS Paramedic, Firefighter Paramedic, Fire Engineer, Fire Captain, and Fire Battalion Chief). Preparation for annual promotional exams (Fire Engineer, Fire Captain, and Fire Battalion Chief). Annual hose and ladder testing (350’ X 75’ space requirement with a hydrant within 200’). Regional Training & Exercises. Regional Certification Course Offerings. Community Emergency Response Team (CERT) academy CERT community-based skills training, including fire extinguisher training, CPR, and first aid. Urban Search and Rescue initial and ongoing training/continuing education. Over time temporary classrooms and training props have been assembled on the land that was anticipated to be used for a library to accommodate the needs described above. With these temporary improvements, the on-site utilities (water, sewer, and electricity) and official land use are now the limiting factors for additional needs beyond what is currently in place and a permanent solution with funding is now available.. The Fire Department has identified the following as gaps that need to be addressed in the short term: Formal land use amended to be for Fire Department Training Facility; or, the acquisition of a different and suitable property for this purpose. Contract for an engineer/architect to develop an architectural site study to maximize the use of the property. Contract for a biologist to support a preserve land swap to allow the full site usable for improvement. Four classrooms. One with a 60-person capacity and three with a 40-person capacity. It can be used as a community space. Used for fire academy, EMS training/academy, in-service training, regional/certification training, class offerings, and City Emergency Operations Center. Four conference rooms with a 15-person capacity. Use for workgroup meetings, promotional exams/training, probationary testing, in-service training breakout rooms, and regional/certification training breakout rooms. Office space for 12 Training Division full-time staff, academy (suppression & ATS) cadre, instructor workspace (in-service training, regional/certification training). Restroom, locker room space (uniform), and showers for 40. Use for a 24-person fire academy, 4-person fire academy cadre, 4-person instructor group (fire academy support, in-service training, regional/certification training), and 8-person training division staff. Lunchroom and kitchen space with a 40-person capacity. Parking for 40-60 passenger vehicles, 12 staff vehicles, 20 vehicle surge plan, and six fire apparatus surge storage spaces. Page 33 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda V.01 Page 3 of 4 Personal protective equipment (PPE) storage, decontamination, and maintenance for 40. This requires a storage area with racks and proper ventilation, extractors (washing machines), and dryers. Two training/academy engines and one training/academy truck. Heavy equipment to operate the facility. Storage areas totaling 12,000 square feet for apparatus, equipment, and training supply storage. 1,500 square foot shop for maintenance and repair of tools and equipment used in training and course offerings. Wellness/Exercise space for 40. This space will require 2000 square feet of interior air- conditioned space, 500 square feet of storage space, and 1,600 square feet of exterior covered space. Training tower that mimics modern mid/high-rise structures in or planned in the City. Commercial/residential burn props that provide live fire training for a multi-unit response. Space and roadways for emergency vehicle operations. Water recycling hydrant system and spray wall(s). The estimated property size to accommodate the overall needs of the Fire Department is between eight and 12 acres. This land would need to be relatively flat, developable, and ideally located in a western or central location within the City to accommodate the needs described above. Costs associated with acquiring this type of land are estimated at $1,000,000 per graded and unrestricted acre (approximately $8 - $12 million). Land acquisition is a critical factor for this project to be successful. The Fire Department needs to perform further due diligence on identifying and pursuing a piece of property that would meet the needs described above. A viable solution would include the former Rancho Del Rey Library site, but this would also require swapping approximately eight additional preserve acres with comparable habitat space that is city-owned to create the necessary sized lot. This option would require a land acquisition from the library public facilities development impact fee fund as the general fund does not own this property.. Additional options will be evaluated to determine the most suitable and cost- effective location for this project. Other options would also include a land acquisition cost and would most likely require demolition and or abatement expenses to build this type of project. Establishing a permanent Fire Department Training Facility presents a unique opportunity to bridge various public safety goals and objectives across the City, Fire Department, and Emergency Management. This facility could serve as a dedicated City Emergency Operations Center, and double as a public safety learning center for grade school children. Modeled after the Chula Vista Library’s Innovation Station, a “Safety City” program would provide a learning environment for children to learn about (but not limited to...) calling 911, pedestrian & bicycle safety, burn prevention, fire safety, car seats/seatbelts, weather emergencies and other natural disasters/hazards, and household chemical safety. Current-Year Fiscal Impact Establish a Capital Improvement Program (CIP) line item for the development of a permanent Fire Department Training Facility. Appropriate $15.2 million from the Fire Department Measure A fund balance and continue to move future year’s fund balance into the newly established CIP budget. Page 34 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 4 of 4 Ongoing Fiscal Impact Ongoing fiscal impacts will be an annual transfer of available excess fund balance above the required reserve balance until there is sufficient funds to design and build the training center. Attachments n/a Staff Contact Chris Manroe, Deputy Fire Chief Harry Muns, Fire Chief Page 35 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda City of Chula Vista Fire Department Measure A Citizens’ Oversight Committee Presentation April 22, 2024 1Page 36 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility 2 Seeking the recommendation of the Measure A Citizen’s Oversight Committee to confirm the use of Fire Department Measure A fund balance to acquire property and develop a purpose- built fire training facility. Page 37 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Chula Fire Station 4/CVFD Training Division •850 Paseo Ranchero •Approximately 1.5 acres •Fire Station •Training Division Offices •Training Grounds and Training Tower ***Station 4 opened in 2001 ***Training Division added onto in the 2002 3Page 38 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility •Fire Station 4 •Houses 1 engine and staffed by 4 personnel •Reserve engine and ambulance ***Eventually will have an additional response unit from the station •Training Division •Permanent staff of 4 •Volunteers, modified duty, and interns frequently assigned •Additional rotating staff depending on needs •Dictated by training programs •Classroom for 24-people •Locker room for the assigned training staff 4Page 39 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility 5Page 40 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Training Division and Station 4 capacity struggles •Parking with Station 4 crews •Washer and dryers •Decontamination equipment for Personal Protective Equipment (PPE) 6Page 41 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Training Facility Daily Use •Fire and Ambulance Transport Service Academies •In Service Training •All operations personnel •Specialized Classes •Promotional Exams •Driver Training •Company and Battalion Level Training •Health and Wellness Programs •Workforce Development •Community Meeting Room 7Page 42 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility 8Page 43 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility 9Page 44 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility To accommodate the daily use: •3 modular classrooms •Rent restroom facilities •Rent heavy equipment for classes and facility upkeep •Shipping containers converted into PPE locker rooms, workshop, and storage •Search for off-site opportunities and locations to train •Built temporary training props •Live Fire •Ventilation •Confined Space 10Page 45 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Administrative Needs to Facilitate Daily Use •Classrooms and Conference Rooms •Office space Training Division Staff •Facilities for up to 40-Personnel •Kitchen and Dining for up to 40-Personnel •Parking and Apparatus Storage •General Storage •1500 sq ft Shop •Wellness Gym -indoor and outdoor •Hose and Ladder Testing Area 11Page 46 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Operational Needs •Training Tower that mimics High Rise Risks •Commercial and Residential Burn Simulators •Roadways for Emergency Vehicle Operations Course •Underground Water Cistern, Pump, Hydrants and Spray Wall •Rescue Based Training Props •Personal Protective Equipment (PPE) Cleaning and Storage •Heavy Equipment to Operate Facility •Minimum of 2 Engines and 1 Truck 12Page 47 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility These needs have created the following issues… •Academy sizes must be capped due to facility capacity •Ensuring adequate facilities for a diverse workforce •Scheduling conflicts •Requesting assistance from other agencies and City departments •Damage to tools, equipment, vehicles, and apparatus •Creating temporary training props and simulators •Expenses which can be reduced or removed 13Page 48 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility How do we meet these needs? •Current 1.5 acres does not have the capacity •Finding the appropriate property to build upon •8-12 acres •Flat and buildable •Ideally centrally located or in the western side of the City •Anticipate spending up to $1,000,000 per graded and unrestricted acre •Considered locations can be near Broadway or Main St. •These options would create additional steps 14Page 49 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Viable choice would be the property adjacent to Station 4 Previously identified for Rancho Del Rey Library •Millenia Library satisfies the requirements stated in Library Master Plan •Approximately 4-acres •Same Parcel as Fire Station 4 •Unimproved Land •No infrastructure •Fence surrounding the property to provide security. 15Page 50 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility 16Page 51 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility To acquire the additional property at 850 Paseo Ranchero •A land acquisition transaction must occur •Will allow transfer of 4-acres previously identified for Rancho Del Rey Library •Requires swapping approximately 8-acres of MSCP land 17Page 52 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Benefits of establishing a permanent Fire Department training facility •Bridge public safety goals of the City and Fire Department •Increase new hire academy numbers •Facilitate mandatory and ongoing training requirements •Create an additional and up to date EOC •Limit costs incurred from renting heavy equipment •Provide areas for community groups to meet •Minimize use of facilities outside of Chula Vista •Create a “Safety City” for grade school children 18Page 53 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Next steps… •Establish Capital Improvement Program (CIP) line item for the facility •Appropriate $15.2 million from Fire Department Measure A fund balance •Move future year’s fund balance to the CIP line item •The ongoing fiscal impacts will be an annual transfer of available excess fund balance above the required reserve balance until there is sufficient funds to design and build the training center 19Page 54 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Fire Department Training Facility Questions? 21Page 55 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda V.01 Page 1 of 2 Item Title Agenda Date: April 22, 2024 FY 2022-23 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 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.B); 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 duty #4, a report has been prepared for the 2022-2023 fiscal year. Page 56 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 2 of 2 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: FY2023 Measure A Annual Report Staff Contact Edward Prendell, Budget & Analysis Manager, Finance Department Jonathan Alegre, Administrative Services Manager, Police Department Harry Muns, Fire Chief, Fire Department Page 57 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 1 Annual Report of the Measure A Citizens Oversight Committee Fiscal Year 2022‐23 Measure A Background On June 5, 2018, Chula Vista voters passed Measure A, the half-cent sales tax measure to fund public safety staffing and services. The new tax allows the Chula Vista Fire and Police Departments to provide faster responses to 9-1-1 emergency calls, increase neighborhood police patrols, reduce gang and drug-related crimes, address homelessness, and improve firefighter, paramedic and emergency medical response times. The tax took effect on October 1, 2018, and brought Chula Vista’s tax rate to 8.75 percent. Citizens Oversight Committee As stipulated by the City of Chula Vista Municipal Code Chapter 2.63, the Measure A Citizens' Oversight Committee ("COC") was created for the purpose of providing citizens’ oversight in connection with expenditures of tax revenues generated by Measure A. The function of the COC is to review and report on City compliance with the provisions of Measure A, particularly with respect to the City’s accounting and expenditure of Measure A revenues. The Measure A COC held its first meeting on September 26, 2018, and now meets quarterly on the second Thursday of January, April, July and October. The Measure A COC is composed of eleven members appointed to four-year terms. All terms expire June 30th on the year listed below. The COC members as of 6/30/2023 are: Member Appointment Criteria Term Expiring David Stucky (Chair) District 1 Rep. 2026 Lea Cruz District 2 Rep. 2025 Paul Becotte District 3 Rep. 2025 John Volland (Vice Chair) District 4 Rep. 2026 Vacant as of 6/30/2023 Chula Vista Chamber of Commerce Rep. 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 Manolo Guillen Chula Vista Fire Chief Rep. 2026 William Sallee Chula Vista Police Chief Rep. 2027 Vacant as of 6/30/2023 Chula Vista Mid/Managers/Professional Association Rep. 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.B); and (3) Annual Independent Auditor’s Report (as defined in CVMC section 3.34.160.C). Page 58 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 2 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 20 22/2023: Chair Stucky was reappointed for Committee Chair and Committee Member Volland was elected Vice Chair. Committee approved the proposed amendment to add a Special Assignment and Support position to the Fire Department expenditure plan. Deputy City Attorney Carnahan provided a neighborhood protection unit progress update. Short-term rental ordinance enactment has gone into effect. Since October 2021, 15 Gun Violence Restraining Orders were obtained. Looking at programs to educate the youth on the dangers of fentanyl. Committee approved the proposed amendment to the expenditure plan to fund two Community Services Officers, twenty hourly Community Services Officers, additional Police vehicles, Drone as First Responder Operations, and Counseling Services for all Police Personnel. Independent Auditors’ Report by LSL, LLP for fiscal year ending June 30, 2022 shows that the City is in compliance with applicable Measure A requirements. Committee approved funding to initiate a CV Fire Fuels Reduction/Mitigation Crew who specialize in vegetation fuel management related to vegetation fire hazards and risks. Committee approved Fire to use their existing balance to fund Consultants to conduct Fire Department planning. Board/Commission comments or recommendations to Council: Recommend to City Council the incorporation of the proposed FY 2023/2024 Measure A Spending Plan into the City’s FY 2023/2024 budget. POLICE DEPARTMENT STAFFING PLAN AS OF 7/1/2022 Position FY 2018- 19 FY 2019- 20 FY 2020- 21 FY 2021- 22 FY 2022- 23 TOTAL FTE Police Captain 1.0 1.0 Police Lieutenant 1.0 1.0 Police Sergeant 3.0 3.0 1.0 7.0 Page 59 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 3 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 0.0 41.0 Civilian Background Investigator 1.0 1.0 Community Services Officer 2.0 2.0 Digital Forensics Technician 2.0 2.0 Forensics Specialist 1.0 1.0 Information Technology 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 1.0 TOTAL CIVILIAN FTE 4.0 10.0 2.0 8.0 0.0 24.0 TOTAL POLICE POSITIONS 9.0 21.0 23.0 12.0 0.0 65.0 POLICE DEPARTMENT STAFFING PLAN AS OF 6/30/2023 Staff changes highlighted in yellow Position FY 2018- 19 FY 2019- 20 FY 2020- 21 FY 2021- 22 FY 2022- 23 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 0.0 41.0 Civilian Background Investigator 1.0 1.0 Community Services Officer 2.0 2.0 4.0 Digital Forensics Technician 2.0 2.0 Forensics Specialist 1.0 1.0 Page 60 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 4 Information Technology 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 1.0 TOTAL CIVILIAN FTE 4.0 10.0 2.0 8.0 2.0 26.0 TOTAL POLICE POSITIONS 9.0 21.0 23.0 12.0 2.0 67.0 Note: 20 part-time hourly CSO positions (9.52 FTE) funded through FY 2025 not reflected in the chart. FIRE DEPARTMENT STAFFING PLAN AS OF 7/1/2022 FTE Balance:FY19 FY20 FY21 FY22 FY23 FY24*Total Deputy Fie Chief 2 (1) 1 Fire Captain - Ops Support 1 Fre Captain - Pubic Education & Media Services 1 1 Fire Captain - Squads 2 2 (4) Frefighter/Paramedic - Squads 2 2 (4) 6 Firefighter EMT (4.0 Staffing)12 3 9 3 3 30 Fire Captain - 80 -our 2 2 4 Fire Engineer 2 2 Firefighter/paramedic - 80 Hour 3 3 Senior Application Specialist 1 1 Inventory Control Specialist 1 Equipment Mechanic 1 TOTAL FIRE PERSONNEL (AMENDED)19 7 1 2 9 12 50 The above chart does not include four squad positions filled utilizing overtime and 12 Fuels Crew positions utilizing overtime and hourly personnel. *Planned staffing. ORIGINAL PSEP TOTAL FIRE PERSONNEL 12 13 11 36 Page 61 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 5 FIRE DEPARTMENT STAFFING PLAN AS OF 6/30/2023 Staff changes highlighted in yellow Audited Statement of Revenues, Expenditures and Changes in Fund Balance June 30, 2023 Police Department Fund Balance Revenues 1/2 cent Sales Tax Revenues $ 14,152,143 Grant Funding (COPS Grant and ARPA Grant) 250,000 Police Revenue Total 14,402,143 Expenditures Personnel Expenditures 9,523,017 Supplies & Services 1,037,353 Police Vehicles, Outfitting, Maint., Fuel, etc. 473,676 City Support (IT, Finance, HR, City Attorney, etc.) 529,843 Transfers Out (POB, Section 115 Trust) 1,137,583 Police Expenditure Total 12,701,472 FY2023 Excess (Deficiency) of Revenues over (Under) Expenditures $ 1,700,671 Police Department Fund Balance of 7/1/2022 $ 21,622,808 FY2023 Excess (Deficiency) of Revenues over (Under) Expenditures 1,700,671 Police Fund Balance as of 6/30/2023 $ 23,323,479 Fire Department Fund Balance Revenues FTE Balance:FY19 FY20 FY21 FY22 FY23 FY24 Total Deputy Fie Chief 2 (1) 1 Fire Captain - Ops Support 1 Fre Captain - Pubic Education & Media Services 1 1 Fire Captain - Squads 2 2 (4) Frefighter/Paramedic - Squads 2 2 (4) 6 Firefighter EMT (4.0 Staffing)12 3 9 3 3 30 Fire Captain - 80 -our 2 2 4 Fire Engineer 2 2 Firefighter/paramedic - 80 Hour 3 3 Senior Application Specialist 1 1 Inventory Control Specialist 1 Equipment Mechanic 1 TOTAL FIRE PERSONNEL (AMENDED)19 7 1 2 9 12 50 The above chart does not include four squad positions filled utilizing overtime and 12 Fuels Crew positions utilizing overtime and hourly personnel. ORIGINAL PSEP TOTAL FIRE PERSONNEL 12 13 11 36 Page 62 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 6 1/2 cent Sales Tax Revenues $ 14,203,505 Other Revenues 57,472 Fire Revenue Total 14,260,977 Expenditures Personnel Expenditures 5,700,921 Supplies & Services 356,303 Utilities 59,842 Fire Vehicles, Outfitting, Maint., Fuel, etc. 36,530 City Support (IT, Finance, HR, City Attorney, etc.) 529,843 Transfers Out (POB, Section 115 Trust) 798,376 Fire Expenditure Total 7,481,815 FY2023 Excess (Deficiency) of Revenues over (Under) Expenditures $ 6,779,162 Fire Department Fund Balance of 7/1/2022 $ 21,340,158 FY2023 Excess (Deficiency) of Revenues over (Under) Expenditures 6,779,162 Fire Fund Balance as of 6/30/2023 $ 28,119,320 Combined Police Department and Fire Department Fund Balances Combined Measure A Fund Balance as of 7/1/2022 $ 42,962,966 Total Combined Revenues 28,663,120 Total Combined Expenditures 20,183,287 Combined Measure A Fund Balance as of 6/30/2023 $ 51,442,799 Conclusion The Citizens Oversight Committee notes that this Annual Report refers only to the period from July 1, 2022 to June 30, 2023. 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 28, 2023, 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, 2023. 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. Page 63 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 7 Attachment A – Fiscal Year 2022/23 Auditor’s Measure A Report on Compliance Attachment B – Fiscal Year 2022/23 Measure A Financial Report (For Informational Purposes Only) Page 64 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda CITY OF CHULA VISTA, CALIFORNIA 2018 MEASURE A SALES TAX FUND FOR THE YEAR ENDED JUNE 30, 2023 REPORT ON COMPLIANCE WITH THE PUBLIC SAFETY EXPENDITURE PLAN Page 65 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda CITY OF CHULA VISTA, CALIFORNIA 2018 MEASURE A SALES TAX FUND Report on Compliance with the Public Safety Expenditure Plan June 30, 2023 Page 66 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda CITY OF CHULA VISTA, CALIFORNIA 2018 MEASURE A SALES TAX FUND Report On Compliance With The Public Safety Expenditure Plan June 30, 2023 Table of Contents Page Number Independent Auditors’ Report on Compliance and on Internal Control Over Compliance ........................................................................................................................ 1 Schedules of 2018 Measure A Sales Tax Fund: Balance Sheet Schedule ...................................................................................................................................... 4 Schedule of Revenues, Expenditures and Changes in Fund Balance ................................................................ 5 Page 67 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda 1611 E. Fourth Street, Suite 200 Santa Ana, CA 92701 (714) 569-1000 203 N. Brea Blvd, Suite 203 Brea, CA 92821 (714) 672-0022 21 Waterway Avenue, Suite 30089 The Woodlands, TX 77380 (936) 828-4587 2151 River Plaza Dr., Suite 150 Sacramento, CA 95833 (916) 503-9691 24422 Avenida de la Carlota, Suite 275 Laguna Hills, CA 92653 (949) 829-8299 www.lslcpas.com ,NDEPENDENT A8D,T2RS¶ REP2RT 2N C20PL,ANCE AND 2N ,NTERNAL C2NTR2L 29ER C20PL,ANCE To the HonoraEle 0ayor and 0emEers oI the City Council City oI Chula 9ista, CaliIornia 5HSRUW RQ &RPSOLDQFH Opinion on the 2018 Measure A Sales Tax Fund We have audited the 2018 0easure A Sales Ta[ Fund oI the City oI Chula 9ista, CaliIornia (the ³City´)¶s comSliance with reTuirements descriEed in 2rdinance No. 3415 (the 2rdinance) and the PuElic SaIety E[Senditure Plan (the SSending Plan) Ior the year ending -une 30, 2023. ,n our oSinion, the City comSlied, in all material resSects, with the tySes oI comSliance that could have a direct and material eIIect on the reTuirements reIerred to aEove aSSlicaEle to the City Ior the year ended -une 30, 2023. Basis for Opinion We conducted our audit oI comSliance in accordance with auditing standards generally acceSted in the 8nited States oI America (*AAS) the standards aSSlicaEle to Iinancial audits contained in Government Auditing Standards, issued Ey the ComStroller *eneral oI the 8nited States and the reTuirements descriEed in the 2rdinance and the SSending Plan. 2ur resSonsiEilities under those standards are Iurther descriEed in the Auditor¶s ResSonsiEilities Ior the Audit oI ComSliance section oI our reSort. We are reTuired to Ee indeSendent oI the City, and to meet our other ethical resSonsiEilities, in accordance with relevant ethical reTuirements relating to our audit. We Eelieve the audit evidence we have oEtained is suIIicient and aSSroSriate to Srovide a Easis Ior our oSinion. 2ur audit does not Srovide a legal determination oI the City¶s comSliance with the comSliance reTuirements reIerred to aEove. Responsibilities of Management for Compliance 0anagement is resSonsiEle Ior comSliance with the reTuirements reIerred to aEove and Ior the design, imSlementation, and maintenance oI eIIective internal control over comSliance with the reTuirements oI laws, statutes, regulations, rules, and Srovisions oI contracts or grant agreements aSSlicaEle to the 2rdinance and the SSending Plan. Auditor’s Responsibilities for the Audit of Compliance 2ur oEMectives are to oEtain reasonaEle assurance aEout whether material noncomSliance with the comSliance reTuirements reIerred to aEove occurred, whether due to Iraud or error, and e[Sress an oSinion on the City¶s comSliance Eased on our audit. ReasonaEle assurance is a high level oI assurance Eut is not aEsolute assurance and thereIore is not a guarantee that an audit conducted in accordance with *AAS, Government Auditing Standards, the 2rdinance, and the SSending Plan will always detect material noncomSliance when it e[ists. Page 68 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda To the Honorable Mayor and Members of the City Council City of Chula Vista, California The risk of not detecting material noncompliance resulting from fraud is higher than for that resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Noncompliance with the compliance requirements referred to above is considered material if there is a substantial likelihood that, individually or in the aggregate, it would influence the judgment made by a reasonable user of the report on compliance about the City’s compliance with the requirements of the Ordinance and the Spending Plan as a whole. In performing an audit in accordance with GAAS, Government Auditing Standards, and the Ordinance and the Spending Plan, we: Exercise professional judgment and maintain professional skepticism throughout the audit. Identify and assess the risks of material noncompliance, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the City's compliance with the compliance requirements referred to above and performing such other procedures as we considered necessary in the circumstances. Obtain an understanding of the City’s internal control over compliance relevant to the audit in order to design audit procedures that are appropriate in the circumstances and to test and report on internal control over compliance in accordance with the Ordinance and the Spending Plan, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control over compliance. Accordingly, no such opinion is expressed. We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, and any significant deficiencies and material weaknesses in internal control over compliance that we identified during the audit. Report on Internal Control over Compliance A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a compliance requirement will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance. Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies in internal control over compliance. Given these limitations, during our audit we did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses, as defined above. However, material weaknesses or significant deficiencies in internal control over compliance may exist that have not been identified. Our audit was not designed for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, no such opinion is expressed. 2 Page 69 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda 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 28, 2023 3 Page 70 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda CITY OF CHULA VISTA Pooled cash and investments 45,052,545$ Due from other governments 63,239 Due from other funds 4,896,739 Advance to Transport Enterprise Fund 2,340,621 Total Assets 52,353,144$ LIABILITIES, DEFERRED INFLOWS OF RESOURCES, AND FUND BALANCE Liabilities: Accounts payable 206,888$ Accrued liabilities 702,717 Total Liabilities 909,605 Deferred Inflows of Resources: Unavailable revenues 739 Total Deferred Inflows of Resources 739 Assigned for Measure A Sales Tax 51,442,800 Total Fund Balance 51,442,800 Total Liabilities, Deferred Inflows of Resources, and Fund Balance 52,353,144$ Fund Balance: ASSETS: June 30, 2023 Balance Sheet Schedule 2018 MEASURE A SALES TAX FUND 4 Page 71 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda CITY OF CHULA VISTA Schedule of Revenues, Expenditures and Changes in Fund Balance For the Year Ended June 30, 2023 REVENUES: Local sales and use tax 28,258,286$ Intergovernmental 347,362 Investment earnings 57,481 Total Revenues 28,663,129 EXPENDITURES: Public safety 19,787,721 Capital outlay 395,574 Total Expenditures 20,183,295 EXCESS (DEFICIENCY) OF REVENUES OVER (UNDER) EXPENDITURES 8,479,834 FUND BALANCE - BEGINNING 42,962,966 FUND BALANCE - ENDING 51,442,800$ 2018 MEASURE A SALES TAX FUND 5 Page 72 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Revenues 1/2 cent Sales Tax Revenues 14,152,143$ Grant Funding (COPS Grant and ARPA Grant) 250,000 Police Revenue Total 14,402,143 Expenditures Personnel Expenditures 9,523,017 Supplies & Services 1,037,353 Police Vehicles, Outfitting, Maint., Fuel, etc. 473,676 City Support (IT, Finance, HR, City Attorney, etc.) 529,843 Transfers Out (POB, Section 115 Trust) 1,137,583 Police Expenditure Total 12,701,472 FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures 1,700,671$ Police Department Fund Balance of 7/1/2022 21,622,808$ FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures 1,700,671 Police Fund Balance as of 6/30/2023 23,323,479$ Revenues 1/2 cent Sales Tax Revenues 14,203,505$ Other Revenues 57,472 Fire Revenue Total 14,260,977 Expenditures Personnel Expenditures 5,700,921 Supplies & Services 356,303 Utilities 59,842 Fire Vehicles, Outfitting, Maint., Fuel, etc. 36,530 City Support (IT, Finance, HR, City Attorney, etc.) 529,843 Transfers Out (POB, Section 115 Trust) 798,376 Fire Expenditure Total 7,481,815 FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures 6,779,162$ Fire Department Fund Balance of 7/1/2022 21,340,158$ FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures 6,779,162 Fire Fund Balance as of 6/30/2023 28,119,320$ Combined Measure A Fund Balance as of 7/1/2022 42,962,966$ Total Combined Revenues 28,663,120 Total Combined Expenditures 20,183,287 Combined Measure A Fund Balance as of 6/30/2023 51,442,799$ 2018 Measure A Sales Tax Fund CITY OF CHULA VISTA Schedule of Revenues, Expenditures and Changes in Fund Balance June 30, 2023 Police Department Fund Balance Fire Department Fund Balance Combined Police Department and Fire Department Fund Balances 1/3/2024 1 of 6 Fund Balance ReportPage 73 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda AUDITED Dept. Name** Type* Bgt Cat* 2023 Original Budget 2023 Budget Transfer 2023 Revised Budget 2023 Actual 2023 Available 14-Police Revenue Charges for Services 00000 14-Police Revenue Other Revenue 00000 14-Police Revenue Transfers In (12,827,452) (1,299,254) (14,126,706) (14,152,143) 25,437 14-Police Revenue Revenue from Other Agencies (250,000) 0 (250,000) (250,000) (0) 14-Police Revenue Use of Money and Property 00000 14-Police Revenue Total (13,077,452) (1,299,254) (14,376,706) (14,402,143) 25,437 14-Police Expense Personnel Services 9,238,911 350,439 9,589,350 9,523,017 66,333 14-Police Expense Supplies and Services 669,619 487,672 1,157,291 1,037,353 119,938 14-Police Expense Utilities 00000 14-Police Expense Other Expenses 480,129 48,474 528,603 529,843 (1,240) 14-Police Expense Other Capital 0 2,862,474 2,862,474 388,977 2,473,496 14-Police Expense Internal Service Charges 60,973 8,377 69,350 84,699 (15,349) 14-Police Expense Transfers Out 1,135,363 0 1,135,363 1,137,583 (2,220) 14-Police Expense Total 11,584,995 3,757,436 15,342,431 12,701,473 2,640,958 14-Police Total (1,492,457) 2,458,182 965,725 (1,700,670) 2,666,395 15-Fire Revenue Charges for Services 00000 15-Fire Revenue Other Revenue 00000 15-Fire Revenue Transfers In (12,860,452) (1,246,254) (14,106,706) (14,203,505) 96,799 15-Fire Revenue Revenue from Other Agencies 00000 15-Fire Revenue Use of Money and Property 0 0 0 (57,472) 57,472 15-Fire Revenue Total (12,860,452) (1,246,254) (14,106,706) (14,260,977) 154,271 15-Fire Expense Personnel Services 5,456,111 1,276,689 6,732,800 5,700,921 1,031,879 15-Fire Expense Supplies and Services 938,551 (104,750) 833,801 356,303 477,498 15-Fire Expense Utilities 4,976 55,147 60,123 59,842 281 15-Fire Expense Other Expenses 480,129 49,714 529,843 529,843 0 15-Fire Expense Other Capital 0 221,547 221,547 6,597 214,950 15-Fire Expense Internal Service Charges 79,556 8,800 88,356 29,933 58,424 15-Fire Expense Transfers Out 797,187 (180,222) 616,965 798,376 (181,411) 15-Fire Expense CIP Project Expenditures 00000 15-Fire Expense Total 7,756,510 1,326,925 9,083,435 7,481,814 1,601,620 15-Fire Total (5,103,942) 80,671 (5,023,271) (6,779,162) 1,755,891 Grand Total (6,596,399) 2,538,853 (4,057,546) (8,479,833) 4,422,286 CITY OF CHULA VISTA 2018 MEASURE A SALES TAX FUNDS BUDGET OVERVIEW BY DEPARTMENT AND BUDGET CATEGORY FY 2023, PERIOD 1 - 12 1/3/2024 2 of 6 FY23 Measure A_Bgt CategoryPage 74 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda AUDITED Dept. Name** Type* Bgt Cat*Object Name** 2023 Original Budget 2023 Budget Transfer 2023 Revised Budget 2023 Actual 2023 Available 14-Police Revenue Charges for Services 4971 Tow Referral Fee 0 0000 14-Police Revenue Charges for Services 5062 Police Reimbursements 0 0000 14-Police Revenue Charges for Services 5063 Abandoned Veh Abatement Reimb 0 0000 14-Police Revenue Charges for Services 5065 City Staff Time & Cost Recover 0 0000 14-Police Revenue Charges for Services Total 00000 14-Police Revenue Other Revenue 5463 Recoveries on Damaged Property 0 0000 14-Police Revenue Other Revenue 5491 P.Y. Revenue 0 0000 14-Police Revenue Other Revenue Total 00000 14-Police Revenue Transfers In 5999 Transfers In (12,827,452) (1,299,254) (14,126,706) (14,152,143) 25,437 14-Police Revenue Transfers In Total (12,827,452) (1,299,254) (14,126,706) (14,152,143) 25,437 14-Police Revenue Revenue from Other Agencies 4601 PD Fed Grant-Cops Univ Hiring (250,000) 0 (250,000) (250,000) (0) 14-Police Revenue Revenue from Other Agencies 4625 CARES CRF Federal 0 0000 14-Police Revenue Revenue from Other Agencies 4626 FEMA Reimbursement 0 0000 14-Police Revenue Revenue from Other Agencies Total (250,000) 0 (250,000) (250,000) (0) 14-Police Revenue Use of Money and Property 4421 Sale of Other Personal Prop 0 0000 14-PoliceRevenueUse of Money and Property Total 00000 14-Police Revenue Total (13,077,452) (1,299,254) (14,376,706) (14,402,143) 25,437 14-Police Expense Personnel Services 6001 Salaries 6,140,771 82,254 6,223,025 6,157,150 65,875 14-Police Expense Personnel Services 6002 Wages - Hourly 0 221,450 221,450 133,875 87,575 14-Police Expense Personnel Services 6006 Temporary Staffing Services 0 0000 14-Police Expense Personnel Services 6101 Overtime - Regular 518,913 0 518,913 188,560 330,353 14-Police Expense Personnel Services 6102 Overtime - Min Staffing 0 0 0 224,974 (224,974) 14-Police Expense Personnel Services 6103 Overtime - Court 0 0 0 11,715 (11,715) 14-Police Expense Personnel Services 6104 Overtime - Training 0 0 0 29,813 (29,813) 14-Police Expense Personnel Services 6105 Overtime - Callback 0 0 0 5,116 (5,116) 14-Police Expense Personnel Services 6106 Overtime - Reimbursed 0 0 0 650 (650) 14-Police Expense Personnel Services 6107 Overtime - Extended shift 0 0 0 17,231 (17,231) 14-Police Expense Personnel Services 6111 Overtime - Hard Holiday 167,610 0 167,610 119,201 48,409 14-Police Expense Personnel Services 6113 Overtime - Constant Min Staff 0 0000 14-Police Expense Personnel Services 6121 Differential - Bilingual 8,400 0 8,400 16,537 (8,137) 14-Police Expense Personnel Services 6122 Differential - Shift 50,860 0 50,860 58,459 (7,599) 14-Police Expense Personnel Services 6124 Differential - Cert Pay 0 0 0 783 (783) 14-Police Expense Personnel Services 6131 Differential - Education 63,600 0 63,600 73,489 (9,889) 14-Police Expense Personnel Services 6132 Differential - Dog Handler 0 0 0 1,806 (1,806) 14-Police Expense Personnel Services 6133 Differential - Motorcycle 0 0 0 1,527 (1,527) 14-Police Expense Personnel Services 6134 Differential - FTO 0 0 0 17,970 (17,970) 14-Police Expense Personnel Services 6141 Standby 0 0 0 15,388 (15,388) 14-Police Expense Personnel Services 6151 Sick in Lieu 0 0 0 3,847 (3,847) 14-Police Expense Personnel Services 6152 Vacation in Lieu 0 0 0 32,680 (32,680) 14-Police Expense Personnel Services 6154 Comp Time in Lieu 0 0 0 8,735 (8,735) 14-Police Expense Personnel Services 6161 Laundry Allowance 12,025 0 12,025 13,123 (1,098) 14-Police Expense Personnel Services 6171 Cell Phone/PDA Stipend 0 0000 14-Police Expense Personnel Services 6175 COVID19 Stipend 24,000 (1,000) 23,000 23,000 0 14-Police Expense Personnel Services 6181 Salary Savings Ongoing (215,776) 0 (215,776) 0 (215,776) 14-Police Expense Personnel Services 6182 Furlough Reduction 0 0 0 1,258 (1,258) 14-Police Expense Personnel Services 6183 Salary Savings One-Time 0 0000 14-Police Expense Personnel Services 6201 Flex/Insurance 1,002,375 23,154 1,025,529 806,085 219,444 14-Police Expense Personnel Services 6211 PERS 1,070,382 9,352 1,079,734 1,127,564 (47,830) 14-Police Expense Personnel Services 6212 PARS 0 10,122 10,122 2,987 7,135 14-Police Expense Personnel Services 6214 PERS Unfunded Liability 44,355 0 44,355 44,355 0 CITY OF CHULA VISTA 2018 MEASURE A SALES TAX FUNDS BUDGET OVERVIEW BY DEPARTMENT, BUDGET CATEGORY, AND OBJECT ACCOUNT FY 2023, PERIOD 1 - 12 1/3/2024 3 of 6 FY23 Measure A_Bgt Categ ObjectPage 75 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda AUDITED Dept. Name** Type* Bgt Cat*Object Name** 2023 Original Budget 2023 Budget Transfer 2023 Revised Budget 2023 Actual 2023 Available CITY OF CHULA VISTA 2018 MEASURE A SALES TAX FUNDS BUDGET OVERVIEW BY DEPARTMENT, BUDGET CATEGORY, AND OBJECT ACCOUNT FY 2023, PERIOD 1 - 12 14-Police Expense Personnel Services 6221 Medicare 70,660 5,107 75,767 102,955 (27,188) 14-Police Expense Personnel Services 6231 Prof Enrichment-ACE 0 0000 14-Police Expense Personnel Services 6242 Retiree Medical Trust 21,600 0 21,600 23,049 (1,449) 14-Police Expense Personnel Services 6251 Workers Comp 259,136 0 259,136 259,136 0 14-Police Expense Personnel Services Total 9,238,911 350,439 9,589,350 9,523,017 66,333 14-Police Expense Supplies and Services 6301 Contracted Services 569,619 188,154 757,773 755,050 2,723 14-Police Expense Supplies and Services 6401 Cellular Phone Service 0 14,760 14,760 17,006 (2,246) 14-Police Expense Supplies and Services 6402 Software Maintenance Fees 0 9,788 9,788 6,343 3,445 14-Police Expense Supplies and Services 6403 Other Agencies Permits & Fees 0 0000 14-Police Expense Supplies and Services 6412 Advertising 0 0000 14-Police Expense Supplies and Services 6421 Printing & Binding 0 0000 14-Police Expense Supplies and Services 6432 Membership/Dues 0 0000 14-Police Expense Supplies and Services 6433 Travel/Conf/Training/Meetings 0 56,000 56,000 37,905 18,095 14-Police Expense Supplies and Services 6441 Transportation Reimb In Co. 0 0000 14-Police Expense Supplies and Services 6451 Insurance 0 0000 14-Police Expense Supplies and Services 6465 Wireless & Data Access Chrgs 0 0000 14-Police Expense Supplies and Services 6501 Repair & Maint of Equipment 0 0000 14-Police Expense Supplies and Services 6502 Maintenance - Comm Equip 0 21,546 21,546 15,476 6,071 14-Police Expense Supplies and Services 6506 Maintenance - Automotive 0 0000 14-Police Expense Supplies and Services 6521 Fleet Maint Charges 0 0000 14-Police Expense Supplies and Services 6601 Office Supplies 0 0000 14-Police Expense Supplies and Services 6632 Medical & Lab Supplies 0 0000 14-Police Expense Supplies and Services 6633 Program Supplies 0 2,000 2,000 23,324 (21,324) 14-Police Expense Supplies and Services 6634 Traffic Control Supplies 0 0000 14-Police Expense Supplies and Services 6651 Books, Publ, Maps, Periodicals 0 0 0 1,786 (1,786) 14-Police Expense Supplies and Services 6672 Food/Refreshments 0 0000 14-Police Expense Supplies and Services 6681 Wearing Apparel 0 66,000 66,000 35,001 30,999 14-Police Expense Supplies and Services 6684 Equip & Furnishings < $10000 0 127,665 127,665 145,463 (17,799) 14-Police Expense Supplies and Services 6685 Computer Hardware and Software 100,000 1,760 101,760 0 101,760 14-Police Expense Supplies and Services 6701 Repair & Maintenance of Bldgs 0 0000 14-Police Expense Supplies and Services Total 669,619 487,672 1,157,291 1,037,353 119,938 14-Police Expense Utilities 6992 Gas and Electric 0 0000 14-Police Expense Utilities 6994 Water 0 0000 14-Police Expense Utilities Total 00000 14-Police Expense Other Expenses 7003 City Staff Services 480,129 48,474 528,603 529,843 (1,240) 14-Police Expense Other Expenses Total 480,129 48,474 528,603 529,843 (1,240) 14-Police Expense Other Capital 7301 Equipment > $10000 0 68,542 68,542 0 68,542 14-Police Expense Other Capital 7305 Automotive Equipment > $10K 0 2,793,932 2,793,932 388,977 2,404,955 14-Police Expense Other Capital Total 0 2,862,474 2,862,474 388,977 2,473,496 14-Police Expense Internal Service Charges 7878 Fleet Maintenance Charges 60,973 8,377 69,350 84,699 (15,349) 14-Police Expense Internal Service Charges Total 60,973 8,377 69,350 84,699 (15,349) 14-Police Expense Transfers Out 8999 Transfers Out 1,135,363 0 1,135,363 1,137,583 (2,220) 14-Police Expense Transfers Out Total 1,135,363 0 1,135,363 1,137,583 (2,220) 14-Police Expense Total 11,584,995 3,757,436 15,342,431 12,701,473 2,640,958 14-Police Total (1,492,457) 2,458,182 965,725 (1,700,670) 2,666,395 15-Fire Revenue Charges for Services 4752 Dev Fees - Deposit Based 0 0000 15-Fire Revenue Charges for Services Total 00000 1/3/2024 4 of 6 FY23 Measure A_Bgt Categ ObjectPage 76 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda AUDITED Dept. Name** Type* Bgt Cat*Object Name** 2023 Original Budget 2023 Budget Transfer 2023 Revised Budget 2023 Actual 2023 Available CITY OF CHULA VISTA 2018 MEASURE A SALES TAX FUNDS BUDGET OVERVIEW BY DEPARTMENT, BUDGET CATEGORY, AND OBJECT ACCOUNT FY 2023, PERIOD 1 - 12 15-Fire Revenue Other Revenue 5511 Rebates/Refunds 0 0000 15-Fire Revenue Other Revenue Total 00000 15-Fire Revenue Transfers In 5999 Transfers In (12,860,452) (1,246,254) (14,106,706) (14,203,505) 96,799 15-Fire Revenue Transfers In Total (12,860,452) (1,246,254) (14,106,706) (14,203,505) 96,799 15-Fire Revenue Revenue from Other Agencies 4625 CARES CRF Federal 0 0000 15-Fire Revenue Revenue from Other Agencies 4626 FEMA Reimbursement 0 0000 15-Fire Revenue Revenue from Other Agencies 4711 Contributions - Other Agencies 0 0000 15-FireRevenueRevenue from Other Agencies Total 00000 15-Fire Revenue Use of Money and Property 4402 Investment Earnings Others 0 0 0 (57,472) 57,472 15-Fire Revenue Use of Money and Property Total 0 0 0 (57,472) 57,472 15-Fire Revenue Total (12,860,452) (1,246,254) (14,106,706) (14,260,977) 154,271 15-Fire Expense Personnel Services 6001 Salaries 2,609,522 1,144,842 3,754,364 2,715,505 1,038,859 15-Fire Expense Personnel Services 6002 Wages - Hourly 0 0 0 10,446 (10,446) 15-Fire Expense Personnel Services 6101 Overtime - Regular 1,260,007 (246,164) 1,013,843 39,091 974,752 15-Fire Expense Personnel Services 6104 Overtime - Training 7,425 10,000 17,425 18,248 (823) 15-Fire Expense Personnel Services 6105 Overtime - Callback 0 0000 15-Fire Expense Personnel Services 6106 Overtime - Reimbursed 0 0000 15-Fire Expense Personnel Services 6111 Overtime - Hard Holiday 117,343 0 117,343 97,730 19,613 15-Fire Expense Personnel Services 6112 Overtime - FLSA Premium 50,970 0 50,970 61,071 (10,101) 15-Fire Expense Personnel Services 6113 Overtime - Constant Min Staff 0 0 0 1,269,942 (1,269,942) 15-Fire Expense Personnel Services 6121 Differential - Bilingual 0 0 0 6,370 (6,370) 15-Fire Expense Personnel Services 6125 Differential - Search & Rescue 0 0 0 12,111 (12,111) 15-Fire Expense Personnel Services 6131 Differential - Education 68,400 25,200 93,600 71,548 22,052 15-Fire Expense Personnel Services 6135 Differential - Fire Prevention 63,510 0 63,510 58,505 5,005 15-Fire Expense Personnel Services 6136 Differential - Paramedic 7,299 0 7,299 14,966 (7,667) 15-Fire Expense Personnel Services 6137 Differential - EMT 24,799 0 24,799 31,277 (6,478) 15-Fire Expense Personnel Services 6138 Differential - Squad Premium 0 0000 15-Fire Expense Personnel Services 6151 Sick in Lieu 0 0 0 4,559 (4,559) 15-Fire Expense Personnel Services 6152 Vacation in Lieu 0 0000 15-Fire Expense Personnel Services 6154 Comp Time in Lieu 0 0 0 29,260 (29,260) 15-Fire Expense Personnel Services 6161 Laundry Allowance 5,800 0 5,800 5,957 (157) 15-Fire Expense Personnel Services 6171 Cell Phone/PDA Stipend 720 0 720 166 554 15-Fire Expense Personnel Services 6175 COVID19 Stipend 57,000 (54,000) 3,000 6,000 (3,000) 15-Fire Expense Personnel Services 6182 Furlough Reduction 0 0000 15-Fire Expense Personnel Services 6201 Flex/Insurance 452,921 240,147 693,068 439,574 253,494 15-Fire Expense Personnel Services 6211 PERS 529,082 145,212 674,294 600,132 74,162 15-Fire Expense Personnel Services 6212 PARS 0 0000 15-Fire Expense Personnel Services 6214 PERS Unfunded Liability 22,978 0 22,978 22,978 0 15-Fire Expense Personnel Services 6221 Medicare 59,342 11,452 70,794 66,493 4,301 15-Fire Expense Personnel Services 6231 Prof Enrichment-ACE 0 0000 15-Fire Expense Personnel Services 6251 Workers Comp 118,993 0 118,993 118,993 0 15-Fire Expense Personnel Services Total 5,456,111 1,276,689 6,732,800 5,700,921 1,031,879 15-Fire Expense Supplies and Services 6301 Contracted Services 131,958 11,550 143,508 71,853 71,655 15-Fire Expense Supplies and Services 6401 Cellular Phone Service 0 0 0 3,374 (3,374) 15-Fire Expense Supplies and Services 6402 Software Maintenance Fees 139,015 6,480 145,495 95,012 50,483 15-Fire Expense Supplies and Services 6403 Other Agencies Permits & Fees 0 0 0 532 (532) 15-Fire Expense Supplies and Services 6411 Recognition/Appreciation Serv 0 360 360 487 (127) 15-Fire Expense Supplies and Services 6421 Printing & Binding 0 330 330 2,547 (2,217) 15-Fire Expense Supplies and Services 6422 Postage and Mailings 0 0000 15-Fire Expense Supplies and Services 6433 Travel/Conf/Training/Meetings 0 0 0 3,345 (3,345) 15-Fire Expense Supplies and Services 6451 Insurance 0 0000 1/3/2024 5 of 6 FY23 Measure A_Bgt Categ ObjectPage 77 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda AUDITED Dept. Name** Type* Bgt Cat*Object Name** 2023 Original Budget 2023 Budget Transfer 2023 Revised Budget 2023 Actual 2023 Available CITY OF CHULA VISTA 2018 MEASURE A SALES TAX FUNDS BUDGET OVERVIEW BY DEPARTMENT, BUDGET CATEGORY, AND OBJECT ACCOUNT FY 2023, PERIOD 1 - 12 15-Fire Expense Supplies and Services 6465 Wireless & Data Access Chrgs 0 0 0 7,159 (7,159) 15-Fire Expense Supplies and Services 6501 Repair & Maint of Equipment 0 1,563 1,563 17,174 (15,612) 15-Fire Expense Supplies and Services 6502 Maintenance - Comm Equip 10,461 0 10,461 0 10,461 15-Fire Expense Supplies and Services 6506 Maintenance - Automotive 0 0000 15-Fire Expense Supplies and Services 6521 Fleet Maint Charges 0 0000 15-Fire Expense Supplies and Services 6601 Office Supplies 4,290 360 4,650 3,284 1,366 15-Fire Expense Supplies and Services 6611 Janitorial Supplies 0 450 450 9,480 (9,030) 15-Fire Expense Supplies and Services 6621 Fuel, Oil & Lubricants 0 0 0 2,123 (2,123) 15-Fire Expense Supplies and Services 6632 Medical & Lab Supplies 0 0000 15-Fire Expense Supplies and Services 6633 Program Supplies 0 22,339 22,339 30,764 (8,425) 15-Fire Expense Supplies and Services 6651 Books, Publ, Maps, Periodicals 0 1,050 1,050 162 888 15-Fire Expense Supplies and Services 6672 Food/Refreshments 0 1,500 1,500 1,359 141 15-Fire Expense Supplies and Services 6681 Wearing Apparel 217,975 (160,168) 57,807 64,764 (6,956) 15-Fire Expense Supplies and Services 6684 Equip & Furnishings < $10000 434,852 6,797 441,649 34,919 406,730 15-Fire Expense Supplies and Services 6685 Computer Hardware and Software 0 2,639 2,639 7,966 (5,326) 15-Fire Expense Supplies and Services Total 938,551 (104,750) 833,801 356,303 477,498 15-Fire Expense Utilities 6991 Phone Service 0 0 0 2,846 (2,846) 15-Fire Expense Utilities 6992 Gas and Electric 4,976 0 4,976 47,098 (42,122) 15-Fire Expense Utilities 6994 Water 0 55,147 55,147 9,898 45,248 15-Fire Expense Utilities Total 4,976 55,147 60,123 59,842 281 15-Fire Expense Other Expenses 7003 City Staff Services 480,129 49,714 529,843 529,843 0 15-Fire Expense Other Expenses Total 480,129 49,714 529,843 529,843 0 15-Fire Expense Other Capital 7301 Equipment > $10000 0 17,452 17,452 6,597 10,855 15-Fire Expense Other Capital 7305 Automotive Equipment > $10K 0 204,095 204,095 0 204,095 15-Fire Expense Other Capital Total 0 221,547 221,547 6,597 214,950 15-Fire Expense Internal Service Charges 7878 Fleet Maintenance Charges 79,556 8,800 88,356 29,933 58,424 15-Fire Expense Internal Service Charges Total 79,556 8,800 88,356 29,933 58,424 15-Fire Expense Transfers Out 8999 Transfers Out 797,187 (180,222) 616,965 798,376 (181,411) 15-Fire Expense Transfers Out Total 797,187 (180,222) 616,965 798,376 (181,411) 15-Fire Expense CIP Project Expenditures 7999 CIP Expenditure 0 0000 15-FireExpenseCIP Project Expenditures Total 00000 15-Fire Expense Total 7,756,510 1,326,925 9,083,435 7,481,814 1,601,620 15-Fire Total (5,103,942) 80,671 (5,023,271) (6,779,162) 1,755,891 Grand Total (6,596,399) 2,538,853 (4,057,546) (8,479,833) 4,422,286 1/3/2024 6 of 6 FY23 Measure A_Bgt Categ ObjectPage 78 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda V.01 Page 1 of 2 Item Title Agenda Date: April 22, 2024 CONSIDERATION OF THE PROPOSED MEASURE A TEN-YEAR SPENDING PLAN AND SPENDING PLAN FOR FISCAL YEAR 2024-25 AND DETERMINATION OF THEIR COMPLIANCE WITH MEASURE A REQUIREMENTS Department: Finance, Fire & Police Recommended Action Committee consider the proposed ten-year and FY2024-25 Measure A spending plans, determine their compliance with Measure A requirements and recommend City Council approval and incorporation of the proposed FY2024-25 Measure A spending plan into the City’s Fiscal Year 2024-25 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.B); 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. Page 79 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Page 2 of 2 To comply with duties #1 and #2, a report has been prepared to review the Measure A Spending Plan for the 2024-2025 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 2024 Attachment 2: Police Proposed Public Safety Spending Plan Attachment 3: Fire Intended Public Safety Spending Plan Staff Contact Edward Prendell, Budget & Analysis Manager, Finance Department Jonathan Alegre, Administrative Services Manager, Police Department Harry Muns, Fire Chief, Fire Department Page 80 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A April 2024 Page 81 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 1 Revised: April 11, 2024 Introduction The City of Chula Vista is located at the center of one of the richest cultural, economic and environmentally diverse zones in the United States. It is the second-largest city in San Diego County with a population of 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)1. 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 forecasts and impacts 1 Fiscal Year 2023 City of Chula Vista Adopted Budget Page 82 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 2 Revised: April 11, 2024 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 Page 83 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 3 Revised: April 11, 2024 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-oversight-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. Page 84 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 4 Revised: April 11, 2024 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 Page 85 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 5 Revised: April 11, 2024 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. On April 13, 2023, the Measure A COC voted to support amendments to the Public Safety Expenditure Plan to initiate a Chula Vista Fuels Reduction/Mitigation Crew and funding for consultant(s) to conduct Fire Department Planning. Also on April 13, 2023, 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 2024 Measure A spending plan into the City’s FY 2024 budget. On July 13, 2023, the Measure A COC voted to support amendments to the Public Safety Expenditure Plan to re-classify two Police Agents to two Police Sergeants and restore original language for Multi-Purpose Store Front and Public Safety Training Center. On July 25, 2023, the City Council approved a resolution to re-classify these two positions to the Measure A Public Safety Expenditure Plan. Page 86 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 6 Revised: April 11, 2024 On October 12, 2023, the Measure A COC voted to support amendments to the Public Safety Expenditure Plan by adding six Firefighter Paramedic positions to deploy a 24-hour squad for the Fire Department. On November 8, 2023, the City Council approved a resolution for these amendments to the Measure A Public Safety Expenditure Plan. On January 11, 2024, the Measure A COC voted to support amendments to the Public Safety Expenditure Plan to fund drone costs and a Police Officer recruiting campaign for the Police Department, along with funding for technology, grant match, Fuels Crew equipment, reserve fire engines, recruitment/REMS and equipment mechanic for the Fire Department. On February 13, 2024, the City Council approved a resolution for the Police Department amendments to the Measure A Public Safety Expenditure Plan. On February 13, 2024, the City Council approved a resolution for the Fire Department 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. 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) Page 87 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 7 Revised: April 11, 2024 Police Officers – 43 positions Uniformed Community Patrol Officers (24 positions) Uniformed patrol responds to calls for service, deters crime and conducts proactive policing to address traffic and quality of life issues. These are among the primary missions of any municipal police agency. It is critical to maintain adequate staffing throughout the City, 7 days a week and 365 days a year. The addition of 24 officers would provide more than a 30 percent increase in the number of officers on the street at any time, and would double the number of officers in the fast-growing/developing areas of the City. Despite personnel transfers to Community Patrol from other CVPD divisions, first-line patrol operations are falling short of historical performance standards and outcomes. As discussed in the Public Safety Staffing Report, Community Patrol is consistently unable to meet Priority 1 and 2 GMOC response times. Priority 3 and Priority 4 call response times also have increased dramatically, further increasing wait times for citizens reporting crimes or calling for police service. Additionally, other markers of Community Patrol effectiveness indicate a decline in operational capacity. 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 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. Page 88 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 8 Revised: April 11, 2024 These statistics are indicative of a reactive patrol stance rather than one which is proactive and service oriented. The primary factor for such reductions likely are officer workloads and lack of proactive time to address community problems other than priority calls. It is also worth noting that police work has changed and cases and workloads are more complex than ever. This means patrol officers must consider many more factors as they go about their work. Oftentimes this results in a substantially increased workload. For example, the District Attorney’s Office has enhanced case issuance guidelines which often requires more time for initial field investigations and subsequent follow-up work by detectives. Other factors, like Body Worn Cameras have many benefits but they extend the report writing process by requiring officers to review video footage to ensure report accuracy. Also, social media use, almost non- existent a decade ago, has exploded and adds to case complexity and investigative time. To complicate matters, the public’s use of smart phones and other electronic devices requires extra time, training, sophistication and expertise to thoroughly investigate cases. For example, search warrants are often required when phones are seized and cases with multiple suspects may require extensive downloads and searches of several phones and electronic devices to build a prosecutable case. Homeless Outreach Team (4 positions) CVPD is also challenged by increasing calls for service regarding homelessness which require more time and resources. Issues surrounding homelessness became so serious that in the Fiscal Year 2016-17 budget, the City Council approved funding to add two officers and a part-time coordinator position to form the Homeless Outreach Team (HOT). While the Department’s HOT team has done great work, two officers cannot make a large enough impact on this difficult social and public safety challenge which requires constant monitoring and attention. Patrol officers respond to the majority of calls related to homelessness. These cases are not simple and often involve interconnected social dynamics, substance abuse and mental health problems. A humanitarian policing response is complex and time consuming. Homeless outreach involves close collaboration with social service providers to provide wraparound services and enforcement to address the chronically homeless. Again, such coordination is a lengthy process. By adding four more officers to the HOT team, the police department can better address issues that impact every neighborhood in the City. 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. Page 89 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 9 Revised: April 11, 2024 The SRO Unit is part of the Criminal Investigations Division. Contracts with Chula Vista Elementary School District and Sweetwater Union High School District offset almost 50% of the cost of these services with the remainder covered by the City. Investigations/Detectives (7 positions) The Police Department’s Investigation Division conducts follow-up and investigations to identify and arrest criminals, locate missing persons, monitor sex offenders, locate and return stolen property, regulate police controlled businesses such as alcohol, tobacco, and illegal marijuana, and coordinate with federal agencies in areas related to drug enforcement, child abuse, human trafficking, auto theft, and terrorism. Since 2007, the number of detectives in many investigation units has been cut in half. Increasing the number of detectives is important to enhancing the police department’s ability to investigate and prosecute criminal offenders. Support/Professional/Civilian Staffing (19 positions) 9-1-1 Operators and Dispatchers (11 positions) The Police Department’s 9-1-1 Center is the first point of contact for service delivery for virtually all police and fire services. All 9 -1-1 calls go first to the Communications Center before being routed as emergency calls to Chula Vista Police Dispatchers or San Diego Fire Department Dispatch (contracted Dispatch for Chula Vista Fire). As of September 2018, CVPD had 21 Police Dispatchers and 5 Police Dispatch Supervisors. The Association of Public Safety Communication Officials (APCO) standards indicate that CVPD should be staffed with a minimum of 30 Police Dispatchers, not including supervisors, based upon call volumes. Increasing staffing in this crucial area helps to ensure public safety by improving answer times and by meeting minimum staffing requirements as recommended by APCO standards. Other Critical Support Staffing Needs (8 positions) Police operations require significant support from civilian and professional staff. These important members of the Police Department include customer service staff for the Department’s public service counter, community service and police service officers, crime lab and evidence technicians, police report and records specialists, and technology specialists. A moderate increase in professional staff is necessary to support additional capabilities made possible through additional resources and capacity, and to meet the expectations of today’s modern policing requirements. Amended Police Department Critical Needs (Phase I) – April 2024 (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. Page 90 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 10 Revised: April 11, 2024 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 six-year period. Police Department Phase I - Implementation By Fiscal Year Position FY19 FY20 FY21 FY22 FY23 FY24 Total POLICE CAPTAIN 1.0 1.0 POLICE LIEUTENANT 1.0 1.0 POLICE SERGEANT 3.0 3.0 1.0 2.0 9.0 POLICE AGENT 1.0 2.0 3.0 2.0 (2.0) 6.0 PEACE OFFICER 4.0 6.0 14.0 24.0 SWORN FTE TOTAL 5.0 11.0 21.0 4.0 0.0 0.0 41.0 CIVILIAN BACKGROUND INVESTIGATOR 1.0 1.0 COMMUNITY SERVICES OFFICER 2.0 2.0 4.0 DIGITAL FORENSICS ANALYST 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 1.0 1.0 CIVILIAN FTE TOTAL 4.0 10.0 2.0 8.0 2.00 0.00 26.00 POLICE DEPARTMENT TOTAL 9.0 21.0 23.0 12.0 2.00 0.00 67.00 Note: 20 part-time hourly CSO positions (9.52 FTE) funded through FY 2025 not reflected in the chart. 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. Page 91 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 11 Revised: April 11, 2024 • 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. Two Patrol Agent positions were reclassified in FY24 to one Patrol Sergeant and one School Resource Officer Sergeant. • 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 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 Page 92 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 12 Revised: April 11, 2024 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). • 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. Page 93 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 13 Revised: April 11, 2024 • 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 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 Calls2. 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 2 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 Page 94 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 14 Revised: April 11, 2024 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 Vista4 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 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.) 4 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 . Page 95 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 15 Revised: April 11, 2024 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 Fire Department Phase I and II - Critical Staffing Needs (As presented in 2017 Public Safety Staffing report) Page 96 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 16 Revised: April 11, 2024 Fire Department Amended Phase I/II Public Safety Expenditure Plan 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 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 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. 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. FTE Balance:FY19 FY20 FY21 FY22 FY23 FY24 Total Deputy Fie Chief 2 (1) 1 Fire Captain - Ops Support 1 Fre Captain - Pubic Education & Media Services 1 1 Fire Captain - Squads 2 2 (4) Frefighter/Paramedic - Squads 2 2 (4) 6 Firefighter EMT (4.0 Staffing)12 3 9 3 3 30 Fire Captain - 80 -our 2 2 4 Fire Engineer 2 2 Firefighter/paramedic - 80 Hour 3 3 Senior Application Specialist 1 1 Inventory Control Specialist 1 Equipment Mechanic 1 TOTAL FIRE PERSONNEL (AMENDED)19 7 1 2 9 12 50 The above chart does not include four squad positions filled utilizing overtime and 12 Fuels Crew positions utilizing overtime and hourly personnel. ORIGINAL PSEP TOTAL FIRE PERSONNEL 12 13 11 36 Page 97 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 17 Revised: April 11, 2024 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 the 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 the 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 being 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). We continued to study our staffing needs in 2022 and found that we need to increase staffing levels to offset the practice of utilizing firefighters assigned to a fire station to complete administrative, training, and logistical activities. What was found was the need to hire nine special assignment positions which included four Fire Captains, two Fire Engineers, and three Firefighter Paramedics to reduce the impact of completing Fire Department needs utilizing overtime. Seven of these positions were funded in FY23 and the remaining two have been funded in FY24. Call volume has risen 42.5% between 2018 and 2022. There have been increases experienced throughout the City, and a significant portion has taken place on the west side. This has caused a significant increase in automatic/mutual aid requests from the City of National City to provide response units to our incidents due to our units being assigned to concurrent calls. Although we do not recommend attempting to eliminate automatic/mutual aid, the current daily rate is 3:1. To correct this imbalance, a 24-hour squad was recommended to be deployed on the west side of the City to reduce the need for National City support. To accomplish this six Firefighter Paramedics have been added to the 24-01 Fire Recruit Academy to open a 24-hour squad in August/September of 2024. Fire Department Amended Phase II Public Safety Expenditure Plan Page 98 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 18 Revised: April 11, 2024 Fire Department emergency operations performance standards are focused on outcomes of core functions and services provided. The Fire Department has found that by establishing the following three metrics, all other services are met when these are achieved. Meeting these metrics also provides the highest level of service to the residents of Chula Vista. Fire; First Unit On-Scene First unit on-scene within seven minutes 90% of the time, with four firefighters, is known as the Initial Attack Force. This Attack Force establishes command at the scene, initiates an attack on the fire, and performs search and rescue. The key function of this metric is to maintain distribution and reliability of resources. If a unit arrives prior to the seven-minute mark and initiates fire attack prior to flashover occurring, the survivability within the room of origin increases and fire loss is reduced. Fire; Effective Response Force 14 firefighters on-scene within ten minutes 90% of the time is known as the Effective Response Force and capable of command and control of the scene, establishing a water supply, supporting and backing up fire attack, completing search and rescue, performing ventilation of heat and smoke, providing a Rapid Intervention Crew and a Safety Officer. Fighting a fire requires the right number of personnel and resources to meet this metric. The critical tasks required by the Effective Response Force include coordinating and allocating resources, extinguishing the fire, searching for victims, and performing ventilation. By having the correct number of firefighters on-scene in a timely manner, the fire can be extinguished, and firefighters can then tend to property conservation tasks. EMS; First Unit On-Scene In the case of emergency medical events, having the first unit on-scene within seven minutes 90% of the time is crucial to a positive outcome for the patient. Units must establish command, provide basic life support and initiate advanced life support patient care. Arriving prior to the seven-minute mark provides basic life support patient care to stabilize the sick and injured. Once the patient is stabilized, advanced life 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. 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 Page 99 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 19 Revised: April 11, 2024 Fire Prevention/Investigation Within the Fire Prevention Division, the primary outcome metric is to identify and eliminate hazards. Therefore, it is important that the Division complete all required inspections. These metrics are used to determine if the Fire Prevention Division is accomplishing its goals. The Division’s current metrics are: For Fire Code Inspection services, the following performance metrics shall be met: • Complete 100% of permitted occupancy inspections annually • Complete 100% of California State Fire Marshal regulated occupancy inspections annually • New business license inspections are completed within 30 days For Fire Safety Engineering services, the following performance metrics shall be met: • Complete 90% of plan reviews within the established time frames For Fire Investigation services, the following performance metrics shall be met: • 100% of fire origin and cause investigations performed by Fire Prevention personnel For Community Risk Reduction Education services, the following performance metrics shall be met: • Complete 200 public education/outreach sessions/classes/events annually Recommendation 1 (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 aut horized staffing. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement *West **Central EMS; First Unit 81.1% 81.3% (+) .3% (+) .8% Fire; First Unit 44.7% 58.4% (+) 18.6% (+) 6% 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 Page 100 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 20 Revised: April 11, 2024 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 service s. 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. 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. Page 101 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 21 Revised: April 11, 2024 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 Performance City-Wide Performance Improvement Greatest Geographic Improvement ***East FS8 EMS; First Unit 81.1% 82.3% (+) 5.5% (+) 8% Fire; First Unit 44.7% 48.5% (+) 8.2% (+) 23.5% Fire; EFF 49.7% 52.4% (+) 4.3% (+) 2.9% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 As of FY21, Squads are now filled on an overtime basis rather than with FTE’s. 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 Page 102 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 22 Revised: April 11, 2024 ***East FS7 EMS; First Unit 81.1% 81.5% (+) 2.2% (+) 3.8% Fire; First Unit 44.7% 45.4% (+) 3.4% (+) 0% Fire; EFF 49.7% 51.7% (+) 10.2% (+) 13.2% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 6 In FY 2024, fund one squad response unit. In FY 2025 fund one squad response unit. This will provide additional needed distribution of response resources in the east and will provide four firefighters (1 Fire Captain and 1 Firefighter/Paramedic on each squad) daily. Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following: Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement **Central FS4 EMS; First Unit 81.1% 82.2% (+) 2.8% (+) 3% Fire; First Unit 44.7% 48.2% (+) 9.6% (+) 22% Fire; EFF 49.7% 53% (+) 12.7% (+) 11.1% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 7 In FY 2024, fund the fourth firefighter on the Bayfront fire station (fire station 11) engine company. This would provide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 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 Page 103 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 23 Revised: April 11, 2024 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.: Metric Current City-Wide Performance City-Wide Performance Improvement Greatest Geographic Improvement *West EMS; First Unit 81.1% 82.9% (+) 3.1% Fire; First Unit 44.7% 51.7% (+) 12.2% Fire; EFF 49.7% 57.3% (+) 14.3% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 9 As part of Phase II 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% Page 104 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 24 Revised: April 11, 2024 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 Performance City-Wide Performance Improvement Greatest Geographic Improvement *West FS9 EMS; First Unit 81.1% 81.3% (+) .3% (+) .3% Fire; First Unit 44.7% 51.2% (+) 10.3% (+) 1.9% Fire; EFF 49.7% 59.2% (+) 10.3% (+) 55.8% *West represents fire stations 1 & 5 **Central represents fire stations 2, 3, 4, 9 ***East represents fire stations 6, 7, 8 Recommendation 11 As part of Phase II fund one Deputy Fire Chief responsible for Support Services including information technology, facility management, fleet management, equipment management, supplies management and communication systems management. 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. Page 105 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 25 Revised: April 11, 2024 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 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 2023, the City allocates approximately 73.5% of discretionary revenues to the Police and Fire Departments combined. This includes approximately $26.4 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 Page 106 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 26 Revised: April 11, 2024 spend a significant amount of time supporting public safety services. The spending plan does take into account an annual estimated reimbursement to the support departments for Measure A related activities. Some of the services provided by the support departments to public safety include payroll processing, deferred compensation, financial analysis, procurement, budgetary support, recruitment, employee benefits, workers compensation, employee performance, labor negotiations, public safety IT systems support, legal services, contractual oversight, risk management and facilities and equipment maintenance. The annual allocations to these departments may vary based on the time spent supporting public safety and is based on support staff expenses not to exceed 3.75% of Measure A revenues. The initial years may require additional funding due to recruitment costs and other support services. The following are the budget allocations for FY 2024 and FY 2025 estimate: The Finance department is updating the Cost Allocation Plan (“CAP”) using a proprietary solution offered by Matrix Consulting Group during Fiscal Year 2024. A CAP is assigning shared costs of an organization to each of its programs. This update has modernized the CAP process and ensures compliance to federal/state guidelines and rules. Also ensures cost recovery processes are uniform and consistent throughout the organization by identifying the total direct and indirect costs of providing specific City services. Upon completion of the CAP update, the Measure A Support Allocation will shift to utilizing the CAP to estimate support costs and will be updated during Fiscal Year 2025. Temporary Multi-Purpose Storefront and Public Safety Training Center Page 107 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 27 Revised: April 11, 2024 A portion of the sales tax funds could also be allocated for a temporary public safety training facility in central Chula Vista. The facility would not be a permanent structure but could provide for joint training opportunities for Police and Fire personnel. The Fire Department currently utilizes the four-acre site in Rancho Del Rey located at 850 Paseo Ranchero for training purposes. The location provides both classrooms and training props designed for hands-on training experience. The funding would add an additional facility on the property to be used on a temporary basis. The Police Department would use portions of the temporary facility to enhance training and to provide a secure area from which officers patrolling the eastern sector of the City could work. At this time, CVPD does not have the personnel to staff a storefront facility, however, an appropriately designed temporary facility could enhance police service to central and eastern Chula Vista by allowing officers a secure area to work when they are not engaged in patrol activities. Depending on the design, there could also be public access to meet officers for reports or hold community meetings. It would also provide a training venue within the City limits for police officers. Many training venues are outside of the City limits, thus requiring additional travel time. Having a facility near the center of the City will reduce travel time, allow more time for training related activities and get officers back in service faster to serve the operation al needs of the Police Department. An appropriately designed and staffed facility would also give the public an alternative to driving to the main police station for service. This would serve to support the Police Department personnel as it seeks to improve response times in the eastern area of the City. The original Intended Public Safety Expenditure Plan had a $200,000 allocation to fund a Multi-Purpose Store Front and Public Safety Training Center for the Police Department. In 2020, the $200,000 allocation was removed from the expenditure plan because the Police Department did not have the personnel to staff a storefront facility and training facility and the associated language was deleted. Although no funds are allocated in the current Public Safety Expenditure Plan, this will remain as a line item in the plan for potential use in the future. 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 Page 108 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 28 Revised: April 11, 2024 consideration. For example, with an additional $100 parcel tax, the City would generate approximately $10 million in new revenue annually. Special District Taxes – Special Districts come in a variety of forms. Some are used to build new infrastructure, while others are maintenance related to help preserve assets that were previously built. As it relates to public safety, the most common special district is a public safety community facilities district (CFD). Depending on the number of parcels and registered voters within the proposed taxing area, the approval of the tax may come from the property owner or registered voters. A 2/3 vote is typically required for approval of a new CFD. The most common application of a public safety CFD is to identify new development areas within a City and propose a new special tax in that area to maintain or enhance service levels for future residents. Special tax rates may vary depending on the type of residential and commercial development within the CFD boundaries. The main restriction of special district safety taxes is that the funds are earmarked and must be spent in the area in which the voters approved the measure (district boundaries). Fees – Fees are discussed in greater detail within the City’s Long Term Financial Plan. In general, fees can be established or increased with the vote of City Council. It is a best practice to set fees at full cost recovery, or the total cost of providing the services to the individual or company, when the services are provided to an individual and are not a general benefit to the community. For public safety purposes, fees may come in the form of administrative fees, permits or other activities provided to individuals. An example may be a fire response fee when responding to negligent behavior when a fire is started because of conditions not within code or a police false alarm fee to recover cost of non-incident alarms. Transient Occupancy Taxes – Transient Occupancy Taxes, also referred to as TOT, are taxes paid by hotel/motel guests when the duration of the stay is less than 30 consecutive days. A majority vote of the electorate is required to approve an increase in the TOT rate within a City. Currently, the City’s TOT rate is 10 percent. Each 2 percent increase in TOT would bring in an estimated $800,000 annually based on the existing hotels in the City. Also, recent projections by the City’s actuary does assume that the escalating pension costs will level off in approximately 10 years which may provide for additional opportunities to fund Phase II critical needs as part of the regular budget process. These assumptions are very preliminary as CalPERS continues to recommend changes which may prolong the pension cost impacts to all participating agencies. Conclusion The longer-term projections for the City’s General Fund continue to pose serious challenges because revenues are not expected to be sufficient to cover current costs or new costs that are on the horizon. Because the City has limited abilities to impact near-term revenue, staff will continue to identify cost saving measures and address economic development opportunities throughout the City. It is unlikely that the City will be able to address public safety’s critical staffing needs discussed in this report without a new revenue source. This report identified the Phase I public safety critical needs that could be funded through a half-cent sales tax measure. Phase II could be addressed as the City continues to grow and new economic Page 109 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 29 Revised: April 11, 2024 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. Page 110 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 30 Revised: April 11, 2024 Page 111 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Measure A Public Safety Expenditure Plan 2024 31 Revised: April 11, 2024 Page 112 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Proposed Public Safety Spending Plan Updated April 11, 2024 Est. One-half cent Sales Tax Revenues Phase I - Critical Needs Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Estimate Police Department Spending Plan Est. Beginning Police Department Funds Available 19,916,203$ 18,168,981$ 17,088,183$ 16,038,281$ 15,000,895$ 13,987,475$ 12,962,553$ 11,911,750$ 10,852,838$ 9,494,082$ Estimated 1/2 cent Sales Tax Revenues 14,489,483 14,924,167 15,371,892 15,833,049 16,308,040 16,797,281 17,301,199 17,820,235 18,354,842 18,905,487 166,105,675 Other Revenue - - - - - - - - - - - COPS Grant Funding - - - - - - - - - - - Estimated Funds Available - Police Department 34,405,686$ 33,093,148$ 32,460,075$ 31,871,330$ 31,308,935$ 30,784,756$ 30,263,752$ 29,731,985$ 29,207,680$ 28,399,569$ Ongoing Personnel Expenditures Peace Officers 5,087,374$ 5,214,916$ 5,349,828$ 5,491,858$ 5,641,757$ 5,817,345$ 6,002,738$ 6,198,877$ 6,406,655$ 6,626,931$ 57,838,279$ Police Agents 1,313,847 1,346,207 1,380,422 1,416,425 1,454,394 1,499,254 1,546,600 1,596,669 1,649,650 1,705,808 14,909,276$ Police Sergeants 2,010,862 2,059,776 2,111,490 2,165,910 2,223,276 2,291,648 2,363,804 2,440,040 2,520,704 2,606,170 22,793,680$ Police Lieutenant 262,195 268,273 274,679 281,397 288,455 296,917 305,818 315,192 325,078 335,520 2,953,524$ Police Captain 311,947 331,121 351,742 373,877 397,642 424,197 452,679 483,232 516,013 551,189 4,193,639$ Civilian Background Investigator 106,707 109,139 111,642 114,216 116,950 119,680 122,750 125,211 128,461 131,812 1,186,568$ Community Services Officer 367,303 375,966 384,880 394,073 403,821 413,591 424,531 433,474 445,080 457,066 4,099,785$ Digital Forensics Analyst II 273,418 279,317 285,372 291,589 298,200 304,765 312,209 317,970 325,814 333,888 3,022,542$ Forensics Specialist 122,116 124,822 127,601 130,458 133,494 136,516 139,930 142,619 146,222 149,934 1,353,712$ Information Technology Technician 109,004 111,479 114,022 116,639 119,417 122,192 125,313 127,808 131,109 134,515 1,211,498$ Police Comm Systems Manager 187,953 191,871 195,886 200,005 204,386 208,721 213,659 217,399 222,585 227,914 2,070,379$ Police Dispatcher 917,225 937,218 957,745 978,832 1,001,193 1,023,489 1,048,538 1,068,532 1,094,960 1,122,175 10,149,907$ Property & Evidence Specialist 263,859 270,156 276,639 283,323 290,418 297,528 305,478 312,015 320,466 329,187 2,949,069$ Property & Evidence Supervisor 111,073 113,582 116,162 118,816 121,636 124,449 127,616 130,140 133,489 136,941 1,233,904$ Public Information Specialist 116,925 119,536 122,218 124,975 127,905 130,824 134,118 136,724 140,204 143,790 1,297,219$ Police Technology Specialist 144,897 148,003 151,191 154,463 157,941 161,395 165,311 168,333 172,458 176,701 1,600,693$ Sr Police Records Specialist 272,721 279,177 285,825 292,680 299,949 307,233 315,390 322,062 330,717 339,654 3,045,408$ 3% personnel cost savings (375,319) (368,417) (377,920) (387,886) (398,425) (410,392) (423,194) (436,089) (450,290) (465,276) (4,093,208)$ Ongoing Personnel Expenditures Subtotal 11,604,107 11,912,142 12,219,424 12,541,650 12,882,409 13,269,352 13,683,288 14,100,208 14,559,375 15,043,919 131,815,874 Ongoing Non-Personnel Expenditures Transfer Out: Pension Obligations 1,209,950 1,231,712 1,263,618 1,295,561 1,328,335 1,361,823 1,383,844 1,407,773 1,599,196 1,813,722 13,895,534$ Reimbursement for Support Staff (IT, Fin, HR, City Attorney)543,356 559,656 576,446 593,739 611,552 629,898 648,795 668,259 688,307 708,956 6,228,963$ Drone Replacement 69,936 69,936 69,936 76,424 76,424 76,424 83,512 83,512 83,512 83,512 773,128$ Drone Program Costs 120,000 126,000 132,300 138,915 145,861 153,154 160,811 168,852 177,295 186,159 1,509,347$ Drone Pilot In Command contractual costs 940,313 959,119 978,301 997,867 1,017,824 1,038,180 1,058,944 1,080,123 1,101,725 1,123,760 10,296,156$ Sworn - non-personnel costs 298,065 312,968 328,616 345,047 362,300 380,415 399,435 419,407 440,378 462,396 3,749,028$ Police Vehicles, Outfitting, Maint., Fuel, etc.639,741 644,414 654,683 672,838 677,944 683,204 692,131 697,711 797,843 848,709 7,009,218$ Civilian Non-Personnel Costs 180,018 189,018 198,469 208,393 218,813 229,753 241,241 253,303 265,968 279,266 2,264,242$ Ongoing Non-Personnel Expenditures Subtotal 4,001,378 4,092,824 4,202,370 4,328,785 4,439,051 4,552,851 4,668,714 4,778,940 5,154,223 5,506,481 45,725,616 Total Ongoing Expenditure 15,605,485 16,004,966 16,421,794 16,870,435 17,321,460 17,822,203 18,352,002 18,879,148 19,713,598 20,550,400 173,634,881 Revenue vs Ongoing Expenditure Annual Surplus/(Shortfall)(1,116,002)(1,080,799)(1,049,902)(1,037,386)(1,013,420)(1,024,922)(1,050,803)(1,058,913)(1,358,756)(1,644,913)(12,760,224) One-Time Expenditures Community Services Officer (Hourly)531,220 - - - - - - - - - 531,220$ Multi-Purpose Store Front and Public Safety Training Center -$ Computers and other equipment 100,000 - - - - - - - - - 100,000$ One-Time Expenditures Subtotal 631,220 - - - - - - - - - 631,220 Total Police Department Proposed Expenditures 16,236,705$ 16,004,966$ 16,421,794$ 16,870,435$ 17,321,460$ 17,822,203$ 18,352,002$ 18,879,148$ 19,713,598$ 20,550,400$ 178,172,710$ Est. Use of Fund Balance (1,747,222)(1,080,799)(1,049,902)(1,037,386)(1,013,420)(1,024,922)(1,050,803)(1,058,913)(1,358,756)(1,644,913)(12,067,035) Phase I - Critical Needs Funding Page 113 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Proposed Public Safety Spending Plan Updated April 11, 2024 Est. One-half cent Sales Tax Revenues Phase I - Critical Needs Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Estimate Police Department Spending Plan Phase I - Critical Needs Funding Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Est. Ending Police Department Available Funds 15,457,451$ 14,415,354$ 13,295,841$ 12,183,532$ 11,094,791$ 9,986,245$ 8,846,966$ 7,700,020$ 6,201,911$ 4,417,252$ Reserve Contribution (16.7% of Operating Budget)2,711,530$ 2,672,829$ 2,742,440$ 2,817,363$ 2,892,684$ 2,976,308$ 3,064,784$ 3,152,818$ 3,292,171$ 3,431,917$ Est. Ending Police Department Available Funds including Reserves 18,168,981$ 17,088,183$ 16,038,281$ 15,000,895$ 13,987,475$ 12,962,553$ 11,911,750$ 10,852,838$ 9,494,082$ 7,849,169$ Assumptions: FY 2024 Sales Tax Revenue projection from HdL; 1% escalator in Fiscal Year 2025, and 3% escalator per year starting in Fiscal Year 2026. Salary projections reflect the most recent MOU agreements and assume 5% increase for year 2025 and 2% annual increase for every year there after. Flex benefit projections assume 10% annual increase. PERS projections based on most recent CalPERS Valuation Report. Workers Comp projections assume 5% annual increase for sworn positions and 3% annual increase for civilian positions. Personnel cost projections assume 3% vacancy savings due to attrition. Reimbursement for Support Staff is based on 3.75% of Measure A Sales Tax revenues.. Amounts budgeted in the Intended Public Safety Spending Plan may differ from the City's Annual Budget due to personnel costing estimates in the Annual Budget is based on individual employees projected salaries and benefits, and the Intended Public Safety Spending Plan are estimates that are based on positions. Page 114 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Intended Public Safety Spending Plan Updated April 11, 2024 Est. One-half cent Sales Tax Revenues Phase I - Critical Needs Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Estimate Fire Department Spending Plan Est. Beginning Fire Department Funds Available 28,586,258$ 11,386,774$ 9,687,475$ 8,755,100$ 7,822,863$ 6,878,821$ 5,882,359$ 4,850,663$ 3,903,476$ 2,906,969$ Estimated 1/2 cent Sales Tax Revenues 14,489,483$ 14,924,167$ 15,371,893$ 15,833,049$ 16,308,041$ 16,797,282$ 17,301,200$ 17,820,236$ 18,354,844$ 18,905,489$ 166,105,684$ Bayfront Fire Station Reimbursement 481,123 999,659 1,031,737 1,065,854 1,102,191 1,138,156 1,176,750 1,218,217 1,262,818 1,310,847 10,787,352 Estimated Funds Available for Fire Department Spending Plan 43,556,864$ 27,310,600$ 26,091,105$ 25,654,003$ 25,233,095$ 24,814,259$ 24,360,310$ 23,889,116$ 23,521,138$ 23,123,305$ 166,105,684$ Ongoing Personnel Expenditures Deputy Chief*288,642$ 293,990$ 299,508$ 305,157$ 310,940$ 318,037$ 325,325$ 332,808$ 340,496$ 348,393$ 3,163,295$ Fire Captain 2,655,935 2,736,534 2,805,184 2,877,077 2,952,467 3,035,188 3,122,160 3,213,724 3,310,252 3,412,155 30,120,677 Firefighter**7,190,702 8,149,393 8,410,898 8,689,024 8,985,252 9,278,443 9,593,075 9,931,113 10,294,716 10,686,250 91,208,867 Fire Engineer 399,601 416,638 430,168 444,597 460,006 477,914 497,045 517,509 539,428 562,933 4,745,839 Firefighter/Paramedic 3,076,123 3,175,819 3,262,265 3,353,272 3,449,219 3,551,940 3,656,877 3,768,192 3,886,434 4,012,206 35,192,347 Senior Application Support Specialist 166,943 170,682 174,527 178,482 182,685 186,876 191,609 195,344 200,349 205,509 1,853,006 Inventory Control Specialist 110,186 112,889 115,679 118,557 121,611 124,681 128,108 130,955 134,603 138,375 1,235,645 Unfunded Actuarial Liability (UAL)100,074 120,089 144,107 172,928 207,513 207,513 207,513 207,513 207,513 207,513 1,782,278 Salary Savings (700,125) (758,655) (780,912) (804,456) (829,414) (855,116) (882,348) (911,266) (942,284) (975,455) (8,440,031) Ongoing Personnel Expenditures Subtotal 13,402,451 14,534,524 14,981,432 15,457,599 15,966,376 16,454,719 16,972,126 17,521,561 18,110,917 18,741,159 162,142,864 Ongoing Non-Personnel Expenditures Transfer Out: Pension Obligations 550,212 541,915 535,043 523,390 506,421 524,421 536,264 424,958 429,758 487,408 5,059,789 Reimbursement for Support Staff (IT, Fin, HR, City Attorney)543,356 559,656 576,446 593,739 611,552 629,898 648,795 668,259 688,307 708,956 6,228,963 Fleet - Sr. Equipment Mechanic (Transfer)135,000 139,050 143,222 147,518 151,944 156,502 161,197 166,033 171,014 176,144 1,547,624 Academy Costs 527,834 - - - - - - - - - 527,834 PPE Maintenance 261,630 258,564 252,048 256,320 260,592 264,864 269,136 273,408 277,680 281,952 2,656,194 Leadership Succession Planning 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,000,000 Utilities 61,800 63,654 65,564 67,531 69,556 71,643 73,792 76,006 78,286 80,635 708,468 Operational Improvements 115,000 115,000 115,000 115,000 115,000 115,000 115,000 115,000 115,000 115,000 1,150,000 Computers and other equipment/furniture 67,676 68,615 69,247 69,878 70,509 71,141 71,772 72,403 73,035 73,666 707,942 Fire Vehicles, Outfitting, Maint., Fuel, etc.455,131 492,146 498,004 500,164 502,324 543,713 561,565 568,012 570,172 572,332 5,263,563 Ongoing Non-Personnel Expenditures Subtotal 2,817,639 2,338,601 2,354,573 2,373,540 2,387,898 2,477,181 2,537,521 2,464,079 2,503,251 2,596,093 24,850,377 Total Ongoing Expenditures 16,220,090 16,873,125 17,336,005 17,831,139 18,354,274 18,931,900 19,509,646 19,985,640 20,614,169 21,337,252 186,993,241 Revenue vs Ongoing Expenditure Annual Surplus/(Shortfall) (1,730,607)(1,948,958)(1,964,112)(1,998,090)(2,046,233)(2,134,618)(2,208,446)(2,165,404)(2,259,325)(2,431,763)(20,887,556) One-Time Expenditures Phase I - Critical Needs Funding Page 115 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda Intended Public Safety Spending Plan Updated April 11, 2024 Est. One-half cent Sales Tax Revenues Phase I - Critical Needs Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Estimate Fire Department Spending Plan Phase I - Critical Needs Funding Fuels Crew 750,000 750,000 - - - - - - - - 1,500,000 Public Safety Training Facility (CIP: SAF0170)15,200,000 - - - - - - - - - 15,200,000 One-Time Expenditures Subtotal 15,950,000 750,000 - - - - - - - - 16,700,000 Total Fire Department Proposed Expenditures 32,170,090$ 17,623,125$ 17,336,005$ 17,831,139$ 18,354,274$ 18,931,900$ 19,509,646$ 19,985,640$ 20,614,169$ 21,337,252$ 203,693,241$ Est. Use of Fund Balance (17,199,484)(1,699,299)(932,376)(932,236)(944,042)(996,463)(1,031,696)(947,187)(996,507)(1,120,916) Est. Ending Fire Department Available Funds 8,552,769$ 6,744,413$ 5,859,987$ 4,845,063$ 3,813,658$ 2,720,731$ 1,592,552$ 565,874$ (535,597)$ (1,777,268)$ Reserve Contribution (16.7% of Operating Budget)2,834,005 2,943,062 2,895,113 2,977,800 3,065,164 3,161,627 3,258,111 3,337,602 3,442,566 3,563,321 Est. Ending Fire Department Available Funds including Reserves 11,386,774$ 9,687,475$ 8,755,100$ 7,822,863$ 6,878,821$ 5,882,359$ 4,850,663$ 3,903,476$ 2,906,969$ 1,786,053$ Notes: FTE - Full Time Equivalent Position Actual expenditures per year will vary based on actual activity and revenues. Reimbursement for Support Staff is based on 3.75% of Measure A Sales Tax revenues. Fire Vehicles includes portion of Bayfront Fire Station not paid by new development. Sales Tax Revenue projections include a 3% escalator per year starting in Fiscal year 2026. Vacancy Savings allocation of 5% starting in FY2025. Bayfront Fire Station staffing costs are reimbursable by the development of the Bayfront project at 73.6% when the station becomes operational (estimated to occur in FY2025). Fire Department vehicle purchases have a vehicle replacement allocation included over a 10 year term with a ~5% annual escalator built in. Will have to determine if these funds will be transferred into the Vehicle Replacement Fund or will fall to fund balance. Amounts budgeted in the Intended Public Safety Spending Plan may differ from the City's Annual Budget due to personnel costing estimates in the Annual Budget is based on individual employees projected salaries and benefits, and the Intended Public Safety Spending Plan are estimates that are based on positions. COLA assumed at 5% for year 2025 and 2% for remaining years. Page 116 of 116 City of Chula Vista Measure A COC April 22, 2024 Agenda