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July 25, 2023
ITEM TITLE
Measure A: Amend the Measure A Public Safety Expenditure Plan to Reclassify Two Police Agent Positions to Two Police Sergeant Positions and Restore Language for Multi-Purpose Store Front and Public Safety Training Center
Report Number: 23-0180
Location: No specific geographic location
Department: Police
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.
Recommended Action
Adopt a resolution approving the amended Measure A Public Safety Expenditure Plan to reclassify two Police Agent positions to two Police Sergeant positions and restore language for Multi -Purpose Store Front and Public Safety Training Center.
SUMMARY
To date, Measure A has provided funding for a total of 41 sworn and 35.52 FTE civilian positions in the Police Department. Specifically, Measure A funds have allowed the Police Department to add 41 full -time sworn positions, 26 full-time civilian positions, and 20 hourly civilian positions (9.52 full-time equivalent).
The Police Department is requesting to update the Public Safety Expenditure Plan to reclassify tw o Police Agent positions to two Police Sergeant positions.
ENVIRONMENTAL REVIEW
The Director of Development Services has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA Guidelines because it will not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA.
Thus, no environmental review is required.
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BOARD/COMMISSION/COMMITTEE RECOMMENDATION
During its regular meeting held on July 13 , 202 3, the Measure A Citizens’ Oversight Committee (COC) recommended City Council approval of updates to the Public Safety Expenditure Plan (PSEP) to reclassify two Police Agents to two Police Sergeants and restore original language for Multi -Purpose Store Front and Public Safety Training Center. The COC voted unanimously in favor of these PSEP updates.
DISCUSSION
With the successful passage of the Measure A Sales Tax, staff is continuing to implement the Public Safety Expenditure Plan (PSEP). As of July 1, 2022, the Police Department had a fund balance of $21,686,082 in the Measure A PSEP. The Department anticipates a fund balance of $20,613,903 for fiscal year ending June 30, 2023 (unaudited projection).
Based on current operational needs , the Police Department is requesting to reclassify two Patrol Agent positions to one Patrol Sergeant position and one School Resource Officer Sergeant position.
The chart below outlines the current Measure A staffing plan for the Police Department, as supported by the Measure A Citizens’ Oversight Committee on April 13, 2023 and approved by City Council on May 23, 2023 (during annual budget adoption process).
Figure 1. Police Department Public Safety Expenditure Plan as of 7/1/2023 Position FY19 FY20 FY21 FY22 FY23 Total
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
SWORN FTE TOTAL 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 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 26.00
POLICE DEPARTMENT TOTAL 9.0 21.0 23.0 12.0 2.00 67.00 Note: 20 part-time hourly CSO positions (9.52 FTE) funded through FY 2025 not reflected in the chart P a g e | 3
Reclassification of One Patrol Agent to One Patrol Sergeant The Patrol Operations Division is the largest division of the police department and represents the majority of its’ uniformed presence. Responding to more than 65,000 calls for service annually, the Patrol Operations Division serves the community and meets crime face -to-face in a wide range of situations 2 4-hours a day, 365 days a year.
Currently the Chula Vista Police Department uses the following staffing plan that consists of (6) assigned patrol teams:
Patrol Team 1 - Monday through Thursday (6 AM to 4 PM) Patrol Team 2 - Monday through Thursday (2 PM to 12 AM) Patrol Team 3 - Monday through Thursday (10 PM to 8 AM) Patrol Team 4 - Friday through Sunday (6 AM to 6:30 PM) Patrol Team 5 - Friday through Sunday (2:30 PM to 3 AM) Patrol Team 6 - Friday through Sunday (6:30 PM to 7 AM) Each patrol team is responsible for providing police services to 12 Beats located in the City of Chula Vista (4 West Chula Vista Beats, 4 South Chula Vista Beats, and 4 East Chula Vista Beats).
Span of Control
The Federal Emergency Management Agency (FEMA), in its Incident Command Systems (ICS), describes span of control as the number of individuals or resources that one supervisor can manage effectively during emergencies or special events. When looking at span of control for law enforcement agencies, organizational management theories often cite the proper ratio as no more than six subordinates per supervisor.
Patrol Teams Span of Control
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Calls for Service and Workload for Team 6
All of the patrol teams have three sergeants with the exception of Patrol Team 6. Currently only two sergeants are assigned to Patrol Team 6.
Patrol Team 6 also has one of the highest workloads for all the patrol teams handling many arrests, police reports and citations. This increased workload requires supervision to be available to handle administrative duties and front-line supervision responsibilities.
The additional Team 6 Sergeant will assist with proper supervision of officers while minimizing ris k to the officers, liability to the department and providing better services to the community.
Calls for Service
Patrol Team Workloads
*Workload statistics include average arrests, citations, and reports per officer by patrol team and the overall patrol average.
With additional supervision workloads to include handling increased calls for service and span of control necessitates, a third sergeant is needed to assist with employee development and ensure compliance with new legal mandates.
Reclassification of One Patrol Agent to One School Resource Officer Sergeant
The School Resource Officer (SRO) is a liaison between the Police Department, the public-school districts and other school facilities with the purpose of maintaining safe school campuses. They investigate and prevent criminal and education code violations, act as a liaison with the public and private schools, provide proactive solutions to juvenile crime and campus problems.
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School Resource Officers are a part of our educational community. They act as a liaison with the public and private schools, provide proactive solutions to juvenile crime and campus problems, aid in the protecti on and security of school campuses, students, staff, and their families.
School Resource Officers also provide resources, foster and maintain positive relationships with the student population, investigate and prevent criminal code violations, act as ment ors and role models for students, assist district personnel when required to reduce and education code violations, collaborate with community-based organizations in the best interests of the health and welfare of students, and assist fellow officers with the patrol of school campuses and surrounding areas.
SRO Span of Control
Span of control ideally consists of 6 officers to one supervisor. Currently 1 SRO Sergeant is tasked with supervision of 1 Agent and 11 Officers. The School Resource Officer Unit also provides service to approximately 70,560 students across 52 miles.
With the global COVID pandemic subsiding, students are now back at school and a large increase in calls for service has taken place. In 2022, SROs handled over 5,000 calls for service and took almost 550 police reports.
Student related threats have also become more common and are often brought to police attention after hours or on the weekends. These threats involve investigative follow -up and coordination with school officials to identify potential suspect(s). This investigative follow -up and coordination with school officials is often overseen by the SRO Sergeant.
Proper supervisor span of control is needed in the SRO unit to assist with unit workloads to include after- hour threats, increased SRO related calls for service and responsibilities of providing police services to almost 80 schools. The addition of a new SRO Sergeant will bring the ratio of 5.5 officers supervised by one sergeant in the unit.
Position Update
The chart below outlines the proposed Measure A staffing plan for the Police Department to re -classify two Agent positions to two Sergeant positions, with changes highlighted in yellow.
Figure 2. Proposed Police Department Public Safety Expenditure Plan 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
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Figure 2. Proposed Police Department Public Safety Expenditure Plan Position FY19 FY20 FY21 FY22 FY23 FY24 Total
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 Restore original language regarding Multi-Purpose Store Front and Public Safety Training 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. While there are no funds allocated to this line item in the 10-year expenditure plan, restoring the “Multi-Purpose Storefront and Public Safety Training Center” language will allow an accurate historical vision of the plan and reflect no current budget allocation use. The July 2023 Measure A Public Safety Expenditure Plan (Attachment 2) contains the restored language.
DECISION-MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site-specific and consequently, the 500-foot rule found in California Code of Regulations Title 2, section 18702.2(a)(11), is not applicable to this decision for purposes of determining a disqualifying real property-related financial conflict of interest under the Political Reform Act (Cal. Gov't Code § 87100, et seq.).
Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter.
CURRENT-YEAR FISCAL IMPACT
The net fiscal impact to re-classify 2 Agent positions to 2 Sergeant positions is detailed in the chart below.
COST DESCRIPTION
+1 SRO
SERGEANT
+1 PATROL
SERGEANT
-1 PATROL
AGENT
-1 PATROL
AGENT NET COST
Salaries $146,056 $146,056 ($126,971) ($126,971) $38,170 Overtime - Hard
Holiday $0 $10,533 ($9,157) ($9,157) ($7,781)
Differential - Shift $0 $4,160 ($4,160) $0 $0
Laundry $300 $300 ($300) ($300) $0
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COST DESCRIPTION
+1 SRO
SERGEANT
+1 PATROL
SERGEANT
-1 PATROL
AGENT
-1 PATROL
AGENT NET COST
Flex/Insurance $19,907 $19,907 ($19,907) ($19,907) $0 PERS $31,628 $33,909 ($29,479) ($29,479) $6,579
Medicare $2,122 $2,335 ($2,039) ($1,978) $440
Retiree Medical Trust $1,200 $1,200 ($1,200) ($1,200) $0 Workers Comp $5,827 $5,827 ($5,107) ($5,107) $1,440
FY24 ANNUAL COST $207,040 $224,227 ($198,320) ($194,099) $38,848
Salary savings anticipated in fiscal year 2024 will offset the $38,848 net cost of reclassifying the two positions. The chart below shows th at there is no net fiscal impact in fiscal year 2023 -24 for the two reclassified positions.
Beginning Police Department Funds Available $20,613,903
Category
FY 2024
Adopted
Budget
Re-classify 2
Agents to 2
Sergeants
Updated
FY 2024
Budget
Estimated 1/2 cent Sales Tax Revenues $13,757,802 $13,757,802 COPS Grant Funding $83,334 $83,334
REVENUE TOTAL $13,841,136 $0 $13,841,136
Ongoing Personnel Expenditures $10,222,699 $0 $10,222,699
Ongoing Non-Personnel Expenditures
Transfer Out: Pension Obligations $1,154,282 $1,154,282 Reimbursement for Support Staff (IT, Fin,
HR, City Attorney) $515,918 $515,918
Sworn - non-personnel costs $194,492 $194,492
Police Vehicles, Outfitting, Maint., Fuel, etc. $778,649 $778,649 Civilian Non-Personnel Costs $98,976 $98,976
Ongoing Non-Personnel Expenditures
Subtotal $2,742,317 $0 $2,742,317
One-Time Expenditures
Community Services Officer (Hourly) $504,620 $504,620 Computers and other equipment $100,000 $100,000
Drone Pilot In Command contractual costs $913,536 $913,536 One-Time Expenditures Subtotal $1,518,156 $0 $1,518,156
EXPENSE TOTAL $14,483,172 $0 $14,483,172
NET FISCAL IMPACT ($642,036) $0 ($642,036)
Ending Police Department Available Funds $19,971,867
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ONGOING FISCAL IMPACT
Staff anticipate that ongoing sales tax revenues and the overall reserves in the Measure A fund will be sufficient to fund all authorized positions in future fiscal years . It is important to note that Measure A projected sales tax revenues fluctuate with the economy. The City will actively monitor the trends to determine if Measure A positions need to be held vacant in order to avoid long -term structural deficits and avoid layoffs or service level impacts. If at any point in time there exists budgetary challenges due to unforeseen cost increases or sales tax revenue losses, Staff will reassess the PSEP to determine if positions need to be frozen or removed from the plan, to avoid any fiscal impact to General Fund services.
Attachment 1 (Public Safety Expenditure Plan as of 7-5-2023) shows the amended Measure A PSEP, which includes the proposed positions and amendments highlighted in yellow.
ATTACHMENTS
Attachment 1: CVPD Measure A Public Safety Expenditure Plan as of 7-5-2023 Attachment 2: Measure A Public Safety Expenditure Plan as of 7-14-2023 Staff Contact: Assistant Chief Phil Collum, Police Department