Chula Vista City Council
July 25, 2023

Measure A Public Safety Expenditure Plan 2023

1 Revised: July 14, 2023

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 secon d-largest city in San Diego County with a populatio n 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 Chul a Vista with 75 percent of general fund discretiona ry 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 webs ite 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 Manag er 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 gr oup with staff from Fire, Police, Administration an d Finance Departments to conduct a comprehensive asse ssment 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, 201 7 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

1 Fiscal Year 2023 City of Chula Vista Adopted Budget
Measure A Public Safety Expenditure Plan 2023

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 Fiscal forecasts and impacts
The Public Safety Staffing Report provided the foun dation for developing the Public Safety Staffing Strategies report which is available at www.chulavi staca.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 Conn ection newsletter, press releases, public and media outreach and social media. Additionally, CVFD and C VPD representatives have attended community meetings and discussed these public safety staffing issues.

At the September 26, 2017 City Council meeting, Cou ncil 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 a re most interested in funding and to obtain input o n a potential half-cent general sales tax to fund the services.

Public Opinion on Prioritizing Projects and Programs

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At the December 19, 2017 City Council meeting, staf f presented the Public Safety Staffing Strategies report. This report outlined staffing proposals for the Police and Fire Department that addressed crit ical 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 Inten ded Public Safety Expenditure Plan (“Expenditure Plan”). In addition, the City Council approved the first reading of an Ordinance adding Chapter 3.34 t o Title 3 of the Chula Vista Municipal Code to establ ish a one-half cent General Transactions and Use Ta x 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 T itle 3 of the Chula Vista Municipal Code to establi sh a one-half cent General Transactions and Use Tax to b e 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 Vi sta 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 Co de the Measure A Citizens’ Oversight Committee (“COC”) was created and held its first meeting on S eptember 26, 2018. The COC is composed of 11 members. The function of the COC is to review and r eport 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 Pl an presented to and approved by the City Council thereafter. Additional information related to the M easure 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 Ci tizens’ 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.

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On June 4, 2019, the City Council adopted the Fisca l 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 resol ution amending the Measure A Public Safety Expenditure Plan (PSEP); updating Measure A sales t ax 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 position s 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 reso lutions 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 su pport 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 E xpenditure 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 Fisca l 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 supp ort amendments to the Public Safety Expenditure Plan to add one Public Information Specialist and o ne 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 thre e Firefighter/EMT positions to Fire Station 9, alon g 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 C ity Council approved a resolution amending the Measure A Public Safety Expenditure Plan 2023

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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 comp liance 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 suppo rt amendments to the Public Safety Expenditure Plan to fund five police vehicles and emerging tech nology, 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 re commended 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 ad d 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 hou rly Community Services Officers and supplies and services for Measure-A funded positions. On Novemb er 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 Respon der operations and counseling services for the Poli ce Department. On March 7, 2023, the City Council app roved a resolution for these amendments to the Measure A Public Safety Expenditure Plan.

On April 13, 2023, the Measure A COC voted to suppo rt amendments to the Public Safety Expenditure Plan to fund a Fuels Crew Pilot Program and Planning Consultants for the Fire Department. 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 approva l 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 Serg eants and restore original language for Multi-Purpo se Store Front and Public Safety Training Center.

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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 comp osed 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 significantl y 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, staffin g challenges, combined with Chula Vista’s growth, str ained CVPD’s ability to continue to provide the hig h level of public safety service to which the residen ts 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 pr ojected future service demands of Chula Vista. The Public Safety Staffing report presented to City Cou ncil 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. Th e following is a summary of the immediate staffing needs as identified by the Police Department.

Police Department Critical Needs (Phases I and II)

Police Officers – 43 positions
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.

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Uniformed Community Patrol Officers (24 positions) Uniformed patrol responds to calls for service, deters crime and conducts proactive policing to address tr affic and quality of life issues. These are among t he primary missions of any municipal police agency. It is critical to maintain adequate staffing througho ut the City, 7 days a week and 365 days a year. The ad dition of 24 officers would provide more than a 30 percent increase in the number of officers on the s treet 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 fro m other CVPD divisions, first-line patrol operation s are falling short of historical performance standar ds 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
These statistics are indicative of a reactive patro l stance rather than one which is proactive and ser vice 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 enhance d case issuance guidelines which often requires more time for initial field investigations and subsequen t 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 ensur e report accuracy. Also, social media use, almost n on- existent a decade ago, has exploded and adds to cas e 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 investig ate 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.

Measure A Public Safety Expenditure Plan 2023

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Homeless Outreach Team (4 positions) CVPD is also c hallenged 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 Homele ss Outreach Team (HOT). While the Department’s HOT team has done great work, two officers cannot m ake 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 re lated to homelessness. These cases are not simple a nd often involve interconnected social dynamics, subst ance abuse and mental health problems. A humanitarian policing response is complex and time consuming. Homeless outreach involves close collaboration with social service providers to prov ide 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 addr ess 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 vehicle s, and investigate serious and fatal traffic collis ions.

Current staffing prevents the Police Department fro m dedicating officers to investigate hit and run collisions, and traffic safety continues to be a gr owing 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 o f our schools is another crucial priority for our community. Since 2007, the number of School Resourc e Officers (SRO) has been cut in half. An increase in the number of SRO Officers is critical for the c ontinued safety of our 65 schools and 57,000 studen ts.

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 wit h 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, lo cate and return stolen property, regulate police control led businesses such as alcohol, tobacco, and illega l 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 uni ts has been cut in half. Increasing the number of dete ctives 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 poli ce and fire services. All 9-1-1 calls go first to t he 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 Measure A Public Safety Expenditure Plan 2023

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had 21 Police Dispatchers and 5 Police Dispatch Sup ervisors. The Association of Public Safety Communication Officials (APCO) standards indicate t hat CVPD should be staffed with a minimum of 30 Police Dispatchers, not including supervisors, base d upon call volumes. Increasing staffing in this cr ucial area helps to ensure public safety by improving ans wer 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 me mbers of the Police Department include customer service staff for the Department’s public service c ounter, community service and police service office rs, crime lab and evidence technicians, police report a nd records specialists, and technology specialists. A moderate increase in professional staff is necessar y to support additional capabilities made possible through additional resources and capacity, and to m eet the expectations of today’s modern policing requirements.

Amended Police Department Critical Needs (Phase I) – July 2023 (current plan) The original Public Safety Expenditure Plan (PSEP), adopted by the City Council on February 13, 2018 was developed under the assumption that new sales tax r evenue 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 fi ve-year period as referenced above. But, after recognizing that the demands from our community and the needs of the Police Department were constantly in a state of flux, and that projected revenue from the Measure A sales tax would likely change, the Police Department embarked on an ongoing review of the staffing plan. The Police Department also facilitated a number of informal meetings and discussions with internal personnel, and with internal and external stakeholders and organizations, to seek further input on the PSEP.

As a result of this work, a modified version of the plan was developed and is presented herein. The amended PSEP recommends the addition of 41 sworn, 2 6 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
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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 PS EP, 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 co mplexity, the current configuration of a Chief of Police and four divisio n managers (3 Captains & 1 Admin Services Manager) is increasingly unwieldy. The Department h as become a national leader in police innovation and 21st Century Policing, which is a si gnificant advantage for the agency as it meets the challenges of the future. At the same time, CVP D’s innovations draw management and executive staff time and energy in a number of dire ctions 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 c onsolidate management and oversight of some crucial operational areas that are currently handled as collateral duties.  Police Lieutenant: To address the evolving needs of the community and the growing police organization drone program, one Police Lieutenant i ntended for the day-to-day management of strategic operations such as DFR, continuous improv ement, 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 unr egulated cannabis sales, one Homeless Outreach Agent was added in FY20 to primar ily 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-regu lated 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 schol astic campaigns and youth anti-drug education efforts. Additionally, two Patrol Officers were added (one in FY22 and another in FY23) Measure A Public Safety Expenditure Plan 2023

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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 re sponse 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 depa rtment 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 positio n 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 Backgro und 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, proces s and analyze digital evidence for police investigations and for criminal prosecutions. As a result of adding these positions, the Police Department is able to free existing customer-facing staff, including a Police Agent detective and a Community Service Officer, that have been temporarily assigned to meet this role since FY16.  Detention Facility Manager (-1): After receiving input from department member s and other stakeholders, the Police Department has deleted one Detention Facility Manager from the plan.

While this position is important to overall departm ent 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 ongo ing 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 fro m 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.

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 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 person nel, 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 typogr aphical 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 ot her sections of the PSEP itself. The Department has modified the final plan to correct t he 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 evide nce control and laboratory processing identified significant areas in need of improvement, a Forensic Specialist was added in FY22 to meet ATF Minimum Required Operating Standar ds (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 st ructural 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 Evide nce Control Unit’s pre-existing two full-time and part-time hourly positions. Together, these pos itions are responsible for the processing and maintenance of more than 40,000 evidence transactions per year.  Property & Evidence Specialists (3) : After an analysis of operations relating to evide nce control and laboratory processing identified significant ar eas in need of improvement, (3) Property & Evidence Specialists were added in FY22 to assist t he 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 S upport 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 sys tem, 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, compl exity of technical systems/processes and legislative mandates.
 Equipment Mechanic : With the approval of Measure A, the Police and Fi re 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 safe ty vehicles as preventative maintenance and Measure A Public Safety Expenditure Plan 2023

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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 Depart ment also recognizes that revenues and expenses use d 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 limita tions of the City and acknowledge the negative consequences of not being transparent with policyma kers 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 Calls

2. Properly equipped and staffed police units shall respond to at least 81% of Priority 1 calls within 7 minute s and 30 seconds and shall maintain an average response time of 6 minutes or less for a ll Priority 1 calls (measured annually).
 Priority 2 – Urgent Calls 3. 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

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 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.) Measure A Public Safety Expenditure Plan 2023

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6. Improve the Traffic Division’s operational footprint to proactively respond to traffic related problems and reduce traffic related deaths and injuries

7. Significantly expand the School Resource Officer Unit to more adequately serve the needs of growing school districts and the youth population of Chula Vista 4

8. Expand use of technology to streamline operations a nd 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 easter n 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 touris t district to support a reconstituted bike team to patrol the tourist district
Fire Department Critical Needs
The mission of the Chula Vista Fire Department (CVF D) 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 Co uncil 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 sub sequent 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 Fir e Department deploys and delivers services, with th e 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.

4 During FY2020-21, discussions with school districts su ggested some potential concerns over the size and r ole of the School Resource Officer Unit in context with a larger dialogue about the role of police officers i n our communities and in our schools. During the same per iod, the relative amount of reimbursement from the Sweetwater Union School District declined causing a reduction in dedicated School Resource Officers pr ovided to the district. The Police Department understands tha t community perception may change along with expect ations of Chula Vista’s school districts. The Police Depar tment is dedicated to enhancing safety and services to Chula Vista’s schools and youth populations, but will con tinue 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 withou t unnecessarily expanding the number of school resour ce officers when such action is not consistent with the desires of our school districts or our community.

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Current Coverage

Fire Department Phase I and II - Critical Staffing Needs (As presented in 2017 Public Safety Staffing report)

Positions Phase I Phase II Total
Deputy Chief 1.0 1.0 2.0
Fire Captain 8.0 12.0 20.0
Fire Engineer - 12.0 12.0
Firefighter/Paramedic 8.0 12.0 20.0
Firefighter 18.0 18.0 36.0
Fire Inspector/Investigator II - 3.0 3.0 Public Education Specialist 1.0 - 1.0 Total Fire Personnel 36.0 58.0 94.0
Note: In addition to the positions listed above, the intented spending plan allocates resources to support staff reimbursements, vehicles and IT equipment needs.

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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 of 2019, the Fire Department applied for a FEMA SAFER Grant, and as a result, 3.0 Firefighter s 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 percentag e of the costs for these positions over the next th ree years. Staff brought forward a mid-year adjustment and spending plan amendment to move 3.0 Firefighter positions from FY2021 to FY2020 for the new Millenia Fire Station.

The responsibility of the Fire Department is to rev iew response performance data and the appropriate application of Measure A sales tax revenues that wi ll ensure the best return on investment in terms of staffing improvements for improved deployment of Fire Department resources.

The Fire Department with support of the Finance Dep artment has studied its current staffing model for SQUADS. It has been determined that a positive return on investment will be attained through adjustment of SQUAD staffing practices with a transition from full time equivalent staffing to an overtime-based staffing model. The anticipated savings from the new SQUAD service delivery model, and increase to the Measure A Sales Tax revenue projection, will allow the hiring of 9.0 additional Firefighters. This sta ffing change will result in three of the four current Fire engines without 4.0 staffing to be staffed at 4.0 staffing levels upon the completion of the FY20 Fire Academy (January through May).

The new staffing model will allow the department to maintain SQUAD deployment and allow for the expansion of 4.0 staffing beginning in January 2020 on Engine 56, and starting in June 2020 expanded t o 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).

FTE Balance: FY19 FY20 FY21 FY22 FY23 FY24 Total
Deputy Fire Chief 2 - - (1) - - 1 Fire Captain - Ops Support - - - 1 - - 1 Fire Captain - Public Education & Media Services 1 - - - - - 1 Fire Captain - Squads * 2 2 (4) - - - - Firefighter/Paramedic - Squads * 2 2 (4) - - - - Firefighter EMT (4.0 Staffing) 12 3 9 3 - 3 30 Fire Captain - 80 Hour - - - - 2 2 4 Fire Engineer - 80 Hour - - - - 2 - 2 Firefighter/Paramedic - 80 Hour - - - - 3 - 3 Senior Application Support Specialist - - - - 1 - 1 Inventory Control Specialist - - - - 1 - 1 TOTAL FIRE PERSONNEL (AMENDED) 19 7 1 3 9 5 44 *Positions fill with equivalent positions utilizing overtime ORIGINAL PSEP TOTAL FIRE PERSONNEL 12 13 11 - - - 36 Measure A Public Safety Expenditure Plan 2023

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Fire Department Amended Phase II Public Safety Expenditure Plan

Fire Department emergency operations performance st andards are focused on outcomes of core functions and services provided. The Fire Departmen t has found that by establishing the following thre e 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 Init ial 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 thi s metric is to maintain distribution and reliabilit y of resources. If a unit arrives prior to the seven-min ute mark and initiates fire attack prior to flashov er 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 ve ntilation 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 r equired by the Effective Response Force include coordinating and allocating resources, extinguishin g the fire, searching for victims, and performing ventilation. By having the correct number of firefi ghters 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 patie nt. Units must establish command, provide basic lif e 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 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
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support skills can be initiated prior to the arriva l of the transporting ambulance. With the arrival o f the first on-scene unit within seven minutes, survivability increases significantly.

Fire Prevention/Investigation
Within the Fire Prevention Division, the primary ou tcome metric is to identify and eliminate hazards.

Therefore, it is important that the Division comple te 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 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 **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%
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*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8

Recommendation 2 (Completed)
In FY 2019, fund two Deputy Fire Chief positions. O ne Deputy responsible for Fire Administration dutie s 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 202 5. It is the intention of the Fire Department to implement b oth 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 Amer ican 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 resid ents who use ambulance transport services. With, th e 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 positio n 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 Am bulance 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 Operati ons Division. By comparison, during the recession i n 2009, Fire Department Executive Staff included an a dditional Deputy Fire Chief responsible for oversight of the Administrative Division.

The Fire Department Strategic Business Plan consist s of 5 Lines of Business: Administration, Operation s, Fire Prevention, Support Services, and Training. Of these, there are currently two Lines of Business t hat must share management oversight which has been dele gated 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.

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Due to inadequate staffing, these workloads are eit her added to other Senior Staff member’s current workloads or are overlooked and ignored. Filling th e Deputy Fire Chief position will allow for proper oversight of the Administration and Support Services Line of Business.

This Deputy Chief will oversee two of the five Line s 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 commu nity 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 202 0, fund one additional squad response unit. This wi ll provide a much-needed increase of distribution of r esponse resources in the east and will provide four firefighters (1 Fire Captain and 1 Firefighter/Para medic 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 Mill enia fire station (fire station 10) engine company. This would provide a 4.0 staffed crew with four firefigh ters (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:

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Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
***East FS7
EMS; First Unit 81.1% 81.5% (+) 2.2% (+) 3.8%
Fire; First Unit 44.7% 45.4% (+) 3.4% (+) 0%
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 202 5 fund one squad response unit. This will provide additional needed distribution of response resource s 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 Bayf ront 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 employe es to the Fire Department’s authorized staffing.

Implementation of this recommendation is forecasted to improve service delivery performance outcomes by the following:

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Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
*West
EMS; First Unit 81.1% 82.9% (+) 3.1%
Fire; First Unit 44.7% 51.7% (+) 12.2%
Fire; EFF 49.7% 57.3% (+) 14.3%
*West represents fire stations 1 & 5
**Central represents fire stations 2, 3, 4, 9
***East represents fire stations 6, 7, 8
Recommendation 8 (Completed)
As part of Phase II fund one additional firefighter on the remaining four of eight engine companies.

This would provide four firefighters (1 Fire Captai n, 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 engi ne 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:

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Metric Current City-Wide
Performance
City-Wide Performance
Improvement
Greatest Geographic
Improvement
**Central FS9
EMS; First Unit 81.1% 82.4% (+) 1.2% (+) 3.6%
Fire; First Unit 44.7% 52.2% (+) 11.8% (+) 38.1%
Fire; EFF 49.7% 61.4% (+) 22.4% (+) 57.4%
Recommendation 10
As part of Phase II funding the Bayfront fire stati on (fire station 11) truck company. This would prov ide four firefighters (1 Fire Captain, 1 Fire Engineer, 1 Firefighter/Paramedic, and 1 Firefighter/EMT) da ily, adding 12 full time employees to the Fire Departmen t’s authorized staffing. This recommendation is driven by development and new growth of the Bayfron t 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 resp onsible 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/Inves tigators assigned to conduct life safety inspection s in multi-family apartment/condominium buildings, mobil e home parks and assist in completing a higher percentage of fire investigations.

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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 opi nion survey conducted in November 2017. After discussions regarding the critical needs and fundin g options, the City Council directed the City Manag er to return with a proposal for Council consideration to place a half-cent sales tax measure before the voters to fund public safety critical needs.

After reviewing the critical needs for each department, as well as the costing information to address the needs, staff has identified two phases to address t he staffing shortage in public safety. Phase I outl ines the most critical needs identified by the Police an d Fire Departments for the next 10 years. Although addressing these needs does not fully address criti cal staffing needs entirely, it does allow the departments to significantly improve the service le vel 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 whe n looking for significant additional funding. Sales taxes must be approved by registered voters to take effec t. If the funds are intended to be used for a speci fic 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 th e Citizen Oversight Committee prior to City Council consideration. For each subsequent year, the spendi ng plan, after review by a Citizen Oversight Committee, will be included in the City Manager’s p roposed 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. Fin ally, a Citizen’s Oversight Committee was formed to review and report compliance with the sales tax ord inance and spending guidelines contained in the Intended Public Safety Expenditure Plan.

Note: This Plan is intended to guide City expenditu res consistent with its terms. It does not, however , constitute a binding legal commitment on the City C ouncil to approve any of the expenditures proposed herein. Provided that all proposed expenditures con tinue to be for public safety critical needs includ ing support staff and equipment needs as outlined in th e spending plan, this Plan may also be updated or amended from time to time by City staff, or by acti on 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 Measure A Public Safety Expenditure Plan 2023

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this Plan. This Plan does not modify the terms of t he 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 Chul a Vista. As of July 2021, the City allocates approx imately 72% of discretionary revenues to the Police and Fire Departments combined. This includes approximately $22.9 million in revenue from Measure A, but doesn’t include the citywide support staff in Finance, Human Resources, Information Technology, Administration, City Attorney and Public Works that spend a significant amount of time supporting public safety services. The spending plan does take into account an annual estimated reimbursement to the support depar tments 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, budg etary 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 var y 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 2023 and FY 2024 estimate:

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Temporary Multi-Purpose Storefront and Public Safety Training Center A portion of the sales tax funds could also be allo cated for a temporary public safety training facili ty in central Chula Vista. The facility would not be a pe rmanent structure but could provide for joint train ing opportunities for Police and Fire personnel. The Fi re Department currently utilizes the four-acre site in Rancho Del Rey located at 850 Paseo Ranchero for tr aining 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 east ern sector of the City could work. At this time, CV PD 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 activit ies. Depending on the design, there could also be public access to meet officers for reports or hold community meetings. It would also provide a trainin g 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 o fficers back in service faster to serve the operati onal needs of the Police Department. An appropriately designed and staffed facility would also give the public an alternative to driving to the main police statio n for service. This would serve to support the Poli ce Department personnel as it seeks to improve response times in the eastern area of the City.

The original Intended Public Safety Expenditure Pla n 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 P olice 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 Expendit ure Plan, this will remain as a line item in the pl an 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.

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Parcel Taxes – Parcel taxes are another method for cities to raise new revenues. Like sales taxes, par cel 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 l evel of parcel taxes that can be proposed for voter consideration. For example, with an additional $100 parcel tax, the City would generate approximately $10 million in new revenue annually.

Special District Taxes – Special Districts come in a variety of forms. Some are used to build new infrastructure, while others are maintenance relate d to help preserve assets that were previously buil t.

As it relates to public safety, the most common spe cial district is a public safety community faciliti es 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 n ew special tax in that area to maintain or enhance service levels for future residents. Special tax ra tes may vary depending on the type of residential a nd commercial development within the CFD boundaries. T he main restriction of special district safety taxe s 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 C ouncil. It is a best practice to set fees at full c ost recovery, or the total cost of providing the servic es 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, permit s 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 Tax es, 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 th e 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 leve l off in approximately 10 years which may provide for add itional opportunities to fund Phase II critical nee ds as part of the regular budget process. These assump tions 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 ne ar-term revenue, staff will continue to identify co st saving measures and address economic development opportunities throughout the City. It is unlikely that Measure A Public Safety Expenditure Plan 2023

28 Revised: July 14, 2023
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 development projects become a reality. The addition al critical needs could be considered as part of th e annual budget process as the City works through its fiscal challenges.

Measure A Public Safety Expenditure Plan 2023

29 Revised: July 14, 2023

Proposed Public Safety Spending Plan Updated July 5, 2023 E st. O ne-half cent Sales Tax R evenues
Phase I - C ritical Needs
F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year Total 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 E stimate Police Departm ent Spending Plan
E st. Beginning Police Department F unds Available 20,613,903 $ 19,971,867 $ 18,219,688 $ 17,035,329 $ 15,796,238 $ 14,486,929 $ 13,108,552 $ 11,614,120 $ 9,998,092 $ 8,247,363 $ E stimated 1/2 cent Sales Tax R evenues 13,757,802 $ 13,895,380 $ 14,312,241 $ 14,741,608 $ 15,183,856 $ 15,639,372 $ 16,108,553 $ 16,591,810 $ 17,089,564 $ 17,602,251 $ 154,922,437 $ O ther R evenue -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ C O PS G rant F unding 83,334 $ -$ -$ -$ -$ -$ -$ -$ -$ -$ 83,334 $ E stim ated Funds A vailable - Police Departm ent 34,455,039 $ 33,867,247 $ 32,531,929 $ 31,776,937 $ 30,980,094 $ 30,126,301 $ 29,217,105 $ 28,205,930 $ 27,087,656 $ 25,849,614 $ O ngoing Personnel E xpenditures
Peace O fficers 4,710,642 $ 5,007,726 $ 5,179,955 $ 5,357,626 $ 5,544,165 $ 5,740,588 $ 5,965,018 $ 6,201,851 $ 6,451,753 $ 6,715,895 $ 56,875,219 $ Police Agents 1,022,059 1,293,382 1,337,313 1,382,522 1,430,029 1,479,957 1,537,415 1,597,988 1,661,893 1,729,391 14,471,949 $ Police Sergeants 1,841,269 1,979,624 2,046,374 2,114,925 2,186,906 2,262,551 2,350,188 2,442,538 2,539,949 2,642,805 22,407,129 $ Police Lieutenant 236,256 258,028 266,484 275,135 284,195 293,691 304,721 316,315 328,513 341,358 2,904,696 $ Police C aptain 283,633 306,848 328,748 352,221 377,597 405,035 435,776 469,003 504,919 543,750 4,007,530 $ C ivilian Background Investigator 89,313 104,447 106,842 109,305 111,839 114,530 117,466 120,492 123,613 126,829 1,124,676 $ C ommunity Services O fficer 315,771 359,773 368,306 377,092 386,150 395,758 406,211 417,002 428,141 439,643 3,893,847 $ Digital F orensics Analyst II 179,889 269,566 277,697 286,085 294,741 303,903 313,835 324,105 334,726 345,713 2,930,260 $ F orensics Specialist 106,134 120,441 124,117 127,912 131,828 135,973 140,460 145,102 149,904 154,873 1,336,744 $ Information Technology Technician 79,013 107,538 110,862 114,294 117,838 121,588 125,644 129,840 134,186 138,683 1,179,486 $ Police C omm Systems Manager 165,742 183,684 187,528 191,471 195,513 199,814 204,538 209,391 214,378 219,503 1,971,562 $ Police Dispatcher 767,518 897,659 917,853 938,602 959,939 982,547 1,007,163 1,032,513 1,058,628 1,085,523 9,647,945 $ Property & E vidence Specialist 229,696 260,454 268,719 277,266 286,104 295,449 305,535 315,981 326,811 338,034 2,904,049 $ Property & E vidence Supervisor 103,859 109,572 112,952 116,441 120,045 123,858 127,981 132,248 136,665 141,238 1,224,859 $ Public Information Specialist 99,539 115,327 118,864 122,513 126,282 130,269 134,584 139,049 143,670 148,452 1,278,549 $ Police Technology Specialist 118,651 141,671 144,722 147,853 151,069 154,486 158,233 162,086 166,050 170,129 1,514,950 $ Sr Police R ecords Specialist 244,336 269,184 277,689 286,479 295,572 305,187 315,564 326,316 337,449 348,990 3,006,766 $ 3% personnel cost savings (370,621) (369,181) (365,251) (377,332) (389,994) (403,356) (418,510) (434,455) (451,237) (468,924) (4,048,861) $ O ngoing Personnel E xpenditures Subtotal 10,222,699 11,415,743 11,809,774 12,200,410 12,609,818 13,041,828 13,531,822 14,047,365 14,590,011 15,161,885 128,631,355 O ngoing Non-Personnel E xpenditures
Transfer O ut: Pension O bligations 1,154,282 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 13,236,094 $ R eimbursement for Support Staff (IT, F in, HR , C ity Attorney) 515,918 521,077 536,709 552,810 569,395 586,476 604,071 622,193 640,859 660,084 5,809,592 $ Sworn - non-personnel costs 194,492 204,217 214,427 225,149 236,406 248,227 260,638 273,670 287,353 301,721 2,446,299 $ Police Vehicles, O utfitting, Maint., F uel, etc. 778,649 639,741 644,414 654,683 672,838 677,944 683,204 692,131 697,711 797,843 6,939,158 $ C ivilian Non-Personnel C osts 98,976 103,925 109,121 114,577 120,306 126,321 132,637 139,269 146,233 153,544 1,244,909 $ O ngoing Non-Personnel E xpenditures Subtotal 2,742,317 2,678,909 2,736,384 2,810,837 2,894,506 2,967,303 3,042,373 3,111,107 3,179,929 3,512,389 29,676,053 O ne-Tim e E xpenditures
C ommunity Services O fficer (Hourly) 504,620 521,100 - - - - - - - - 1,025,720 $ Multi-Purpose Store F ront and Public Safety Training C enter -$ C omputers and other equipment 100,000 100,000 - - - - - - - - 200,000 $ Drone Pilot In C ommand contractual costs 913,536 931,807 950,443 969,452 988,841 1,008,618 1,028,790 1,049,366 1,070,353 1,091,760 10,002,966 $ O ne-Tim e E xpenditures Subtotal 1,518,156 1,552,907 950,443 969,452 988,841 1,008,618 1,028,790 1,049,366 1,070,353 1,091,760 11,228,686 Total Police Departm ent Proposed E xpenditures 14,483,172 $ 15,647,559 $ 15,496,601 $ 15,980,699 $ 16,493,165 $ 17,017,749 $ 17,602,985 $ 18,207,838 $ 18,840,293 $ 19,766,034 $ 169,536,094 $ F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year F iscal Year 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
E st. E nding Police Department Available F unds 17,553,177 $ 15,606,546 $ 14,447,397 $ 13,127,461 $ 11,732,570 $ 10,266,588 $ 8,674,422 $ 6,957,383 $ 5,101,034 $ 2,782,653 $ R eserve C ontribution (16.7% of O perating Budget) 2,418,690 $ 2,613,142 $ 2,587,932 $ 2,668,777 $ 2,754,359 $ 2,841,964 $ 2,939,698 $ 3,040,709 $ 3,146,329 $ 3,300,928 $ E st. E nding Police Departm ent A vailable Funds including R eserves 19,971,867 $ 18,219,688 $ 17,035,329 $ 15,796,238 $ 14,486,929 $ 13,108,552 $ 11,614,120 $ 9,998,092 $ 8,247,363 $ 6,083,581 $ Phase I - C ritical Needs Funding
Measure A Public Safety Expenditure Plan 2023

30 Revised: July 14, 2023

Intended Public Safety Spending Plan Updated April 10, 2023 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 Fis cal Year Total 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 Estimate Fire Department Spending Plan

Est. Beginning Fire Department Funds Available 24,841,477 $ 23,651,800 $ 23,538,844 $ 23,399,109 $ 24,049,901 $ 24,732,481 $ 25,422,094 $ 26,104,652 $ 26,798,122 $ 27,831,042 $ Estimated 1/2 cent Sales Tax Revenues 13,757,803 $ 13,895,381 $ 14,312,242 $ 14,741,609 $ 15,183,857 $ 15,639,373 $ 16,108,554 $ 16,591,811 $ 17,089,565 $ 17,602,252 $ 154,922,448 $ Estimated Funds Available for Fire
Department Spending Plan 38,599,279 $ 37,547,181 $ 37,851,086 $ 38,140,719 $ 39,233,759 $ 40,371,855 $ 41,530,649 $ 42,696,463 $ 43,887,687 $ 45,433,294 $ 154,922,448 $ Ongoing Personnel Expenditures
Deputy Chief* 271,426 $ 281,508 $ 286,984 $ 292,593 $ 298,563 $ 305,367 $ 312,353 $ 319,528 $ 326,897 $ 334,467 $ 3,029,685 $ Fire Captain 2,242,494 2,630,997 2,706,920 2,775,967 2,849,235 2,928,982 3,011,243 3,097,746 3,188,831 3,284,872 28,717,288 Firefighter** 6,194,312 6,452,377 6,691,335 6,910,646 7,147,158 7,408,948 7,651,769 7,912,427 8,192,560 8,493,966 73,055,500 Fire Engineer 374,805 392,453 408,134 421,777 436,599 453,253 471,028 490,023 510,349 532,127 4,490,548 Firefighter/Paramedic 1,309,489 1,610,310 1,653,204 1,693,628 1,736,202 1,781,874 1,829,642 1,879,664 1,932,112 1,987,175 17,413,299 Senior Application Support Specialist 157,928 164,000 167,558 171,344 175,370 179,780 184,324 189,007 193,832 198,807 1,781,950 Inventory Control Specialist 104,290 108,394 110,987 113,741 116,663 119,842 123,128 126,524 130,034 133,664 1,187,267 Salary Savings (319,642) (349,201) (360,754) (371,391) (382,794) (395,341) (407,505) (420,448) (434,238) (448,952) (3,890,266) Ongoing Personnel Expenditures Subtotal 10,335,102 11,290,838 11,664,369 12,008,305 12,376,996 12,782,706 13,175,983 13,594,470 14,040,377 14,516,125 125,785,271 Ongoing Non-Personnel Expenditures
Transfer Out: Pension Obligations 618,365 650,286 662,004 679,150 696,318 713,934 731,934 743,777 424,958 429,758 6,350,484 Reimbursement for Support Staff (IT, Fin, HR,
City Attorney) 515,918 521,077 536,709 552,810 569,395 586,476 604,071 622,193 640,859 660,084 5,809,592 PPE Maintenance 194,096 186,960 190,240 193,520 196,800 200,080 203,360 206,640 209,920 213,200 1,994,816 Leadership Succession Planning - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 900,000 Utilities 60,000 61,800 63,654 65,564 67,531 69,556 71,643 73,792 76,006 78,286 687,833 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 34,143 34,753 35,363 35,972 36,582 37,192 37,801 38,411 39,021 39,631 368,869 Fire Vehicles, Outfitting, Maint., Fuel, etc. 1,674,856 297,623 334,638 340,496 342,656 344,816 386,205 404,057 410,504 412,664 4,948,515 Ongoing Non-Personnel Expenditures
Subtotal 3,212,378 1,967,499 2,037,608 2,082,512 2,124,281 2,167,055 2,250,014 2,303,870 2,016,268 2,048,623 22,210,108 One-Time Expenditures
Fire Department Planning 650,000 - - - - - - - - - 650,000 Fuels Crew 750,000 750,000 750,000 2,250,000 One-Time Expenditures Subtotal 1,400,000 750,000 750,000 - - - - - - - 2,900,000 Total Fire Department Proposed
Expenditures 14,947,479 $ 14,008,337 $ 14,451,977 $ 14,090,817 $ 14,501,277 $ 14,949,760 $ 15,425,997 $ 15,898,341 $ 16,056,645 $ 16,564,749 $ 150,895,379 $ Est. Ending Fire Department Available Funds 21,155,571 $ 21,199,452 $ 20,985,629 $ 21,696,735 $ 22,310,768 $ 22,925,484 $ 23,528,510 $ 24,143,099 $ 25,149,582 $ 26,102,233 $ Reserve Contribution (16.7% of Operating Budget) 2,496,229 2,339,392 2,413,480 2,353,167 2,421,713 2,496,610 2,576,142 2,655,023 2,681,460 2,766,313 Est. Ending Fire Department Available Funds
including Reserves 23,651,800 $ 23,538,844 $ 23,399,109 $ 24,049,901 $ 24,732,481 $ 25,422,094 $ 26,104,652 $ 26,798,122 $ 27,831,042 $ 28,868,546 $ * 1.0 Deputy Chief Position added in Fiscal Year 20 19 will be funded by another funding source in FY 2022, and will result in a decrease of 1.0 FTE.

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 1% escalato r in Fiscal year 2024 and 3% escalator per year starting in Fiscal year 2025.

Support Staff allocation based on 3.75% of annual revenue estimates.

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 d etermine 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 sal aries and benefits, and the Intended Public Safety Spending Plan are estimates that are based on positions.

Phase I - Critical Needs Funding
** 3.0 Firefighters in the Measure P Spending Plan added in FY2020 as a result of receiving the FEMA SAFER Grant for Millenia Fire Station, and adding 9.0 Firefighters to expand 4.0 staffing at three Fire Stations.